# Presentation: 475498

## 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 AtmosphereNOAA AdministratorAugust 25, 2004

## Slide 2

**Notes:**

 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 won’t 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 NOAA’s mission and I believe the work NOAA does is critical to our country’s prosperity.  Finally, I’m here because I believe in payback.  I am not building a resume anymore, but I believe it’s 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 don’t pay back the system now, they will not get it in the future.
 You are all here as NOAA’s leaders because you have your own passion for the work you do and for NOAA’s 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.”

## NOAA’s Vision

- NOAA’s 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 planet’s ecology
- NOAA’s 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

**Notes:**

 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.  

 While our vision was developed by employees, it will take leaders to implement it and that responsibility falls to all of us here. 

## NOAA’s Mission & Goals

- NOAA’s Mission:
- To understand and predict changes in the Earth’s environment and manage coastal and marine resources to meet the Nation’s economic, social and environmental needs
- Mission Goals:
- Protect, restore, and manage the use of coastal and ocean resources through an ecosystem approach to management
- Understand climate variability and change to enhance society’s ability to plan and respond
- Serve society’s needs for weather and water information
- Support the Nation’s commerce with information for safe, efficient, and environmentally sound transportation
- Provide organizational excellence and mission support (proposed addition)

**Notes:**

 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.

## NOAA Management Practices

- Introduce practices to improve NOAA’s products and services
- Build a culture of execution
- Strategy, people, and operations
- Leadership, communications, and management information
- Implement NOAA Business Model

**Notes:**

 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.

## NOAA “Business” Model

**Notes:**

 In NOAA’s business model everything revolves around you, the Agency’s 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.  

## NOAA Organizational Structure

**Notes:**

 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 we’ve 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. 

## NOAA Operational Organization

| Ecosystems | Doug DeMaster (NMFS) [A] |
| --- | --- |
| Habitat | Rollie Schmitten (NMFS) |
| Corals | David Kennedy (NOS) |
| Coastal & Marine Resource Management | Doug Brown (NOS) |
| Protected Species Management | Laurie Allen (NMFS) |
| Fisheries Management | Jack Dunnigan (NMFS) |
| Aquaculture | Michael Rubino (NMFS)* |
| Enforcement | Dale Jones (NMFS) |
| Ecosystem Observation Systems | Bill Fox (NMFS) [A] |
| Ecosystem Research | Leon Cammen (OAR) |

| Climate | Chet Koblinsky (OAR) |
| --- | --- |
| Climate Observations & Analysis | Tom Karl (NESDIS) |
| Climate Forcing | Dan Albritton (OAR) |
| Climate Predictions & Projections | Ants Leetmaa (OAR) |
| Climate & Ecosystems | Ned Cyr (NMFS) |
| Regional Decision Support | Bob Livezey (NWS) |

| Weather & Water | Frank Kelly (NWS) |
| --- | --- |
| Local Forecasts and Warnings | Greg Mandt (NWS) |
| Coasts, Estuaries, and Oceans | Paul Scholz (NOS) |
| Space Weather | Ernie Hildner (OAR) |
| Hydrology – Rivers, Lakes and Floods | Gary Carter (NWS) |
| Air Quality | Jim Meagher (OAR) |
| Environmental Modeling | Fred Toepfer (NWS) |
| Weather Water Science, Technology, and Infusion Program | Marty Ralph (OAR) |

- NOAA Program Manager List
- August 4, 2004

- *New hire, EOD Sept. ’04—Linda Chaves (NMFS) [A]

**Notes:**

 Our Program Managers are at the heart of our efforts to integrate NOAA’s 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. 

## NOAA Operational Organization

| Commerce & Transportation | Charlie Challstrom (NOS) |
| --- | --- |
| Marine Transportation Systems | Rich Edwing (NOS) |
| Aviation Weather | Mark Andrews (NWS) |
| Marine Weather | David Feit (NWS) |
| Geodesy | Dave Zilkoski (NOS) |
| NOAA Emergency Response | David Kennedy (NOS) |
| Commercial and Remote Sensing Licensing | Tim Stryker (NESDIS) |
| Surface Weather | Amy Holman (NWS) [A] |

| Organizational Excellence, Infrastructure & Support |  |
| --- | --- |
| Satellite Services Sub-goal | Colleen Hartman |
| Geostationary Satellite Acquisition | Gary Davis (NESDIS) |
| Polar Satellite Acquisition | John Cunningham (NESDIS) |
| Satellite Services | Richard Barrazotto (NESDIS) |
| Fleet Services Sub-goal | Elizabeth White (NMAO) |
| Aircraft Replacement | Elizabeth White (NMAO) |
| Fleet Replacement | Elizabeth White (NMAO) |
| Marine Operations and Maintenance | Elizabeth White (NMAO) |
| Aircraft Services | Elizabeth White (NMAO) |
| Leadership Sub-goal | TBD |
| NOAA Headquarters | George White (USAO) |
| Line Office Headquarters | Mitchell Luxenberg (NOS) |
| Homeland Security | Phil Kenul (CIO) |
| Mission Support Sub-goal | TBD |
| Administrative Services | William Broglie (CAO) |
| Financial Services | Sandra Walters (CFO) |
| Workforce Management | Barbara Boyd (WFM) |
| Acquisitions and Grants | Bob Stockman (CAO) |
| IT Services | John Villemarette (CIO) |
| Facilities | William Broglie (CAO) |

- https://www.ppbs.noaa.gov/

**Notes:**

 I think this and the previous slide highlight the breadth of issues that NOAA is responsible for and how these issues don’t 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. 

## Ecosystems

| Program | FY04 Enacted | FY05 Request | Realistic |
| --- | --- | --- | --- |
| Habitat Restoration | 	$29,668 | 	$26,196 | XXX |
| Corals | 	$29,536 | 	$26,250 | XXX |
| Protected Areas | 	$113,864 | 	$70,133 | XXX |
| Coastal Resource Management | 	$193,306 | 	$101,133 | XXX |
| Invasive Species | 	$5,008 | 	$800 | XXX |
| Undersea Research & Exploration | 	$44,093 | 	$22,138 | XXX |
| Protected Species Management | 	$58,817 | 	$56,196 | XXX |
| Fisheries Management | 	$140,778 | 	$140,384 | XXX |
| Aquaculture | 	$4,287 | 	$2,212 | XXX |
| Enforcement | 	$46,801 | 	$53,401 | XXX |
| Ecosystems Research | 	$550,097 | 	$472,834 | XXX |

- Dollars in millions

**Notes:**

 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.

 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.

 You can see how this could become an inefficient way of operating fairly easily, but with just about 10 different programs it isn’t out of control yet.....................................(next slide)

## Ecosystems Component

| Habitat Restoration | FY04 Enacted | FY05 Request | Realistic |
| --- | --- | --- | --- |
| Base | 	$11,662 | 	$13,213 | XXX |
| Connecticut River Partnership | 	$0 | 	$0 | XXX |
| Fisheries Habitat Restoration - Bronx River Restoration (COA) | 	$910 | 	$0 | XXX |
| Fisheries Habitat Restoration - LA DNR | 	$(42) | 	$0 | XXX |
| Fisheries Habitat Restoration - Pinellas County Environmental Foundation (COA) | 	$1,484 | 	$0 | XXX |
| Marsh Restoration - NH | 	$(4) | 	$0 | XXX |
| Chesapeake Bay Oyster Research | 	$1,979 | 	$850 | XXX |
| Response and Restoration Base | 	$2,342 | 	$2,367 | XXX |
| Coastal Protection and Restoration Project  | 	$0 | 	$0 | XXX |
| Spill Response and Restoration Program | 	$0 | 	$0 | XXX |
| Estuary Restoration Program | 	$1,092 | 	$1,200 | XXX |
| Long-term Estuary Assessment Consortium | 	$0 | 	$0 | XXX |
| Response and Restoration Base  | 	$8,266 | 	$8,566 | XXX |
| Damage Assessment Program | 	$0 | 	$0 | XXX |
| Spill Response and Restoration Program | 	$0 | 	$0 | XXX |
| NOS Operations - Salaries and Expenses | 	$0 | 	$0 | XXX |
| Regional Restoration Program - LA | 	$0 | 	$0 | XXX |
| Coastal Remediation Technology | 	$0 | 	$0 | XXX |
| LaFourche Parish - LA | 	$0 | 	$0 | XXX |
| Palmyra Atoll Bioremediation | 	$0 | 	$0 | XXX |
| Mississippi River/Gulf of Mexico Nutrient Watershed | 	$0 | 	$0 | XXX |
| LUCES & High Salinity Estuaries (Baruch) | 	$1,979 | 	$0 | XXX |
| Restoration Matrix | 	$0 | 	$0 | XXX |

- Dollars in millions

**Notes:**

 .....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 look at it from an invasive species angle and even those who look at it from a fisheries management side.

 In moving towards matrix management we are saying that we want all these various offices working on fisheries restoration, for instance, to come together and share information and experience to work towards their common goals.

## Systems Engineering 101

- System
- (Specifications)

- INPUTS

- OUTPUTS
- REQUIREMENTS

- INPUT

- OUTPUT

- SUB-
- SYSTEM

- SUB-
- SYSTEM

- SUB-
- SYSTEM

- SUB-
- SYSTEM

- I/O

- I/O

- I/O

**Notes:**

 I’m very much a visual diagram kind of guy and here is one visual I came up with to explain how this should all work.

## EcosystemsEcosystems-based approach to management of marine resources

- HABITAT

- EcosystemsEcosystems-based approach to management of marine resources

- Undersea Research & Exploration

- Coastal Resource Management

- Fisheries Management

- Aquaculture

- High Level Outcomes

- Ecosystems that:
- Are healthy & sustainable
- Maximize sound & economic value

- Habitat Restoration

- End UseProducts/Services

- Ecosystem Research

- Corals

- Invasive Species

- Protected Areas

- XXX

- Enforcement

- Protected Species Management

**Notes:**

 Ecosystem management is an interesting topic by which we can discuss matrix management.  It was featured prominently in the report completed by the President’s Ocean Commission and it is generally one of the more often used buzzwords in the environmental community.  So, what is it?

 When I think of the concept of ecosystem management this is what I imagine.  We have all these different components making up the habitat we are managing.  You can’t affect one without having an impact on all the others.  Ultimately, we want to take the work we perform on the habitat and achieve some end goals for that particular habitat.  On an even higher level we have larger outcomes we hope to achieve on a broad basis.  All the while, research, enforcement and species management plays an important role.

## Ecosystems (Working Structure)Ecosystems-based approach to management of marine resources

- Management Actions:
- licenses
- permits
- regulations
- monitoring

- Coastal Services
- Ecological Forecasts
- Coastal Environment Improvements
- Support for Regional Ecosystem Councils
- State / Local / NGO
- Partnerships
- Manage MPAs

- “push/pull”

- Ecosystems (Working Structure)Ecosystems-based approach to management of marine resources

- _Stewardship & Services Sub-goal_

- Corals

- Habitat

- Coastal & Marine
- Resource Management

- Ecosystem Observations

- Ocean Exploration

- Ecosystem Research

- _Living Marine Resources Sub-goal_

- Protected Species

- Fisheries Management

- Aquaculture

- Enforcement

- Structure

- Outcomes

- Healthy Coastal and Marine Ecosystems
- Increased Net Benefits to Society from Coastal and Marine Ecosystems
- A Well Informed Public that acts as a Steward of Coastal and Marine Ecosystems
- Conditions of NOAA-managed Resources are at optimal levels

- Activities

**Notes:**

 I posed the same question, “what is ecosystem management” to some of our managers and this is the diagram they came up with.  As you can see it is quite different from mine, but what is interesting is that it has the same outcomes.  And that is why matrix management is so important.

 There may be any number of ways to achieve end results and some ways might work better for some offices and others.  All the while, however, we need to make sure that everyone is, in fact, working towards those greater goals.

 You, as NOAA leaders, will be tasked with ensuring that we reach those end goals and so it is important that you understand how the system is arranged.

## Priorities at NOAA

- Earth Observations
- International & National Efforts
- Grants
- U.S. Commission on Ocean Policy
- Research Review Team
- NFA Study
- Ecosystem Management
- Climate Change
- PPBES/Strategic Plans

**Notes:**

 As I said earlier, we have made great strides at NOAA in the last 3 years...but there will always be much more we can do. 

 Many of my priorities you’ve already heard about today from other speakers.  We have teams aggressively addressing these priorities to enable our agency to continue to lead scientific and operational advancement throughout the U.S. and the world on a number of fronts.

## Presidential Involvement

- Visits NOAA’s Science Center, 2/14/2002

- Briefed on Hurricane Isabel, 10/2003

- Tours Rookery Bay NERR, FL., 4/22/2004

- ...and Wells NERR, ME, 4/22/2004

**Notes:**

 I’d be remiss in talking about leadership if I didn’t mention the support we have from President Bush and Secretary Evans.  Sometimes NOAA finds itself at the mercy of folks higher up the ladder and when they have little or no interest in the agency it shows.  

 I’m happy to say that this President has taken an active interest in NOAA programs and truly appreciates our mission and the value we bring to the American people. 

## Leaders Think About The Future

- If You’re Not Moving Forward, You’re Falling Behind
- “...the inertia of success...is extremely dangerous”
- Andy Grove, Intel Chairman

- Life Has Changed...NOAA Must Change!
- “Even if you are on the right track,you’ll get run over if you just sit there.”
- Will Rogers

**Notes:**

 It definitely helps to have outside leadership lending us support, but ultimately, if we do not have leadership throughout NOAA we will never be successful.  I want you, the next generation of NOAA leadership to build upon the success of today’s leaders.  As Andy Grove points out, simply being as good as the previous generation no matter how successful they may have been, is not a good thing.  You must strive for more and we will do all we can to provide you with the tools you need to achieve that. 

 We have great momentum building within NOAA because of successes we’ve had and because of increased attention focused on issues NOAA deals with.  We must strive to continue building this momentum and achieving new and greater successes. 

## Views of Leadership

- Napoleon Bonaparte

- Adm. Jerome L. Johnson

- John Paul Jones

- Bean Counter

- Rear Admiral Veronica Froman

- Gen. Norman Schwarzkopf

**Notes:**

 Leadership can be learned: I believe that leadership, the ability to take initiative and responsibility, can be learned. I’ve had the good fortune to work with top-notch leaders and managers, and they taught me a great deal.  In a sense, my leadership style is a mixture of the style of managers I’ve worked for.  Now I’ve got the responsibility – like you – to serve as a role model. 

 Lead for a good purpose: Leadership in its most base form is simply getting people to follow you and your vision.  Well, it’s not only who that counts -- it’s what he or she is working toward.  Let’s make sure that we are leading others toward a greater vision of NOAA and its potential for science, service and stewardship.  

 Leadership can’t afford to ignore the details: Please, don’t forget the bean counter.  You’ll find at this seminar considerable discussion on management as much as leadership.  We can’t lead effectively without resources, and the managers are here to make certain the resources are well accounted for. 

## Elements of Leadership

- Attitude
- Competence
- Communication
- Influence
- Management

## Vision For The Future...Corporate and Integrated NOAA

- “Many people with one voice will always speak louder than many people with many voices”
- Anonymous

**Notes:**

 A Corporate and Integrated NOAA should function with one voice – like a symphony.
 The largest gains for NOAA as an organization can be made through eliminating the stove piped structure that exists today.
 For good reasons, NOAA was created with that “stove pipe” structure, with line offices reflecting specific needs -  however
 The stove pipe structure alone is no longer sufficient to keep NOAA on the cutting edge of environmental science. 
 In fact, it will hold us back.
 In the future SES’ers performance will be evaluated on how they are building an integrated NOAA.  In fact 40% of the their review/score will be focused on this component.
 Everyone at NOAA needs to begin to think about corporate NOAA 

## Vision For The Future...Succession Planning (Plugging the Brain Drain)

**Notes:**

 We have a serious succession problem and thus succession planning should be a priority for all of us.
 6% of NOAA’s workforce is eligible for retirement today and that number will grow each year for the foreseeable future.
 In the GS-13 through 15 grades of NOAA we will see those eligible to retire balloon from just under 10% of the workforce in FY05 to over 17% by FY08.  
 Are you preparing someone to follow in your foot steps?  How about the rest of your team?

## I Will Be Leaving NOAA...

- When the bus comes to take us away!

**Notes:**

 As someone who serves the President, my time at NOAA is very limited.  Similarly, many of you may be eligible to retire very soon.  It’s easy to say, “that’s not my problem; I won’t be here.”  But I know you care about this place and this agency and you care about the issues we face every day.  People are NOAA’s greatest resource, and that’s one thing that is not going to change.  

 Importance of Succession Planning: We need to attract new talent.  We have to concentrate on capturing the imaginations of school kids, recruiting people starting out in their careers, and rewarding those people who do excellent work for us throughout their careers. 

 Importance of SFA: We need to make a conscious effort to be respectful to those around us.  It’s important to create a diverse work climate and to offer new challenges to NOAA workers so they can contribute the full range of their talents.  

 Keep this in mind: our actions now will make or break NOAA’s future.

## And You Will Retire One Day, So...

- Looking back, what did you contribute to NOAA that makes you proud?

**Notes:**

 Since coming to NOAA, I’ve asked myself what I want to contribute to this agency.  I want you to frequently ask yourself that same question because it affects our actions every day.  Personally, 

 I aim to ensure that NOAA will be able to function soundly through the next political transition.  
 I aim for the line offices to be working in an integrated fashion to tackle the toughest environmental science problems of the 21st century.  

 All of my actions align with these goals.  What will you contribute to NOAA that will make you proud after you have left?  Are you planting seeds now that will thrive in a few years? 

##   Leading Change Within NOAA

- FY 03
- NOAA Strategic Plan updated (from 1996 version)
- Grants process baseline established
- Climate Program Manager established bringing 3 Line Offices together
- Councils established
- Elementary programming process begins
- Initiatives for new funding coordinated across NOAA & consistent with Strategic Plan
- FY 04
- Annual Strategic Plan update implemented – supporting Line Office plans established
- Grants Process based on anticipated appropriation
- Climate program expanded to 5 Line Offices – multi-year plans developed
- Planning, Programming, Budgeting and Execution System (PPBES) established for FY06-10
- Initiatives for new funding replaced with changes to the NOAA Program
- Budget Management    Strategic Plan

**Notes:**

 Much has changed within NOAA since I arrived nearly 3 years ago.  
 In FY03 we began planning significant changes for NOAA.  This process has been ongoing for 3 years and we have made great strides in creating an improved, evolved agencies with far less bureaucracy.

##   Leading Change Within NOAA

- FY 05
- Annual Guidance Memo (AGM) provides detail to the goals in the Strategic Plan
- Supporting Plans (i.e. 5 year Research Plan) in place
- Grants On-Line implemented
- First Climate Change Science Program deliverables due
- PPBES process for FY07-11 incorporates more system analysis
- Councils more fully address budgetary issues

##   Leading Change Within NOAA

- FY 06
- Planning process strengthened to engage employers and stakeholders
- Continued grants process streamlining
- New climate services implemented
- Further strengthening of PPBES process for FY08-12
- Council participation in leadership decision process increases

##   Leading Change Within NOAA

- FY 07
- Strategic Plan updated to ensure currency
- Annual Guidance Memo (AGM) provides more focused vision for the next five years
- NOAA Program developed to specifically advance the goals in the AGM and Strategic Plan
- Councils become a critical part of NOAA Leadership
- Requirements based approach to management
- Increased focus on measuring performance – is NOAA achieving its goals?

##    Doing Things Right

-    Doing Things Right

- Believe In Our Mission
- Do Our Job Better
- Benefit Society
- Take Pride In Our Reputation
- Hands-on Leadership
- Maintain a Respectful, Diverse Working Environment

- Garner Public Support
- Attain Proper Levels Of Resources

**Notes:**

 This is a simple but fundamental idea. 
 If we don’t believe in our mission, earn public support, obtain resources, and follow other important principles, then we will be paralyzed both individually and as an agency.  
 I am not creating process for process’ sake.  I like graphs, but I like them because they serve a purpose -- they help us get resources from Congress -- not because they are pretty.  (In fact, sometimes they’re downright scary.) 
 When we do have support, resources, and conviction as our foundation, then the sky (and the ocean!) is the limit!  
 We get up for work every day.  I don’t know about you, but for me it has to be for some greater good.  It’s got to be personally worthwhile. 

##  NOAA’s About...

-  NOAA’s About...

- Science
- Services
- Stewardship

**Notes:**

 Tonight, when you sit down for dinner, you will each find a NOAA pin before you that I hope you will wear proudly as a representative of one of the greatest federal agencies in all of government. 
 On that pin are the words “Science, Service, Stewardship.”  You will hear more about this in a session tomorrow, but those three words do a great job of summarizing what we are here for. 
 Science – NOAA has some of the preeminent scientists and facilities in the world and the work done by the agency is largely credited with changing the way we understand the world around us.  
 Service – Some one-third of the nation’s GDP is touched by the goods and services we provide.  Every single person in this agency provides a very important service to the American people. 
 Stewardship – Ultimately, we have the responsibility to protect the environment for future generations.  Doing so will help us ensure that future generations are rewarded with the same great natural resources that we enjoy. 

##  The Power of One NOAA

-  The Power of One NOAA

- NOS

- NESDIS

- NMAO

- NMFS

- NWS

- OAR

- NOAA’s Earth Observation Architecture

**Notes:**

 Before I close I want to touch on a couple of examples that show why developing “One NOAA” is so important.  It is one thing to talk about it in a conceptual framework, but entirely different to see how the idea of “One NOAA” benefits people in real life situations. 

 As I said earlier, one of my priorities is Earth Observations.  This is an outstanding example of “One NOAA.” 

##  Power Of One NOAA

- NOS
- NESDIS
- NWS
- OAR
- NMAO
- NMFS

- Hurricane Isabel

- Hurricane Charley

**Notes:**

 Here is another example of “One NOAA.” 

 When hurricanes threaten our great country, NOAA can shine brightly in the public’s eye.  And the more we work as a seamless team, the better the public will be served.  Both Hurricane Charley recently and Hurricane Isabel last year offered each NOAA line office the chance to function in the “One NOAA” mentality.  Whether it was rapid scan and direct satellite model input from NESDIS, continuous accurate forecasts and updates from NWS, NOAA’s Hurricane Hunter aircraft (P-3s) from NMAO driving into the eyes of each storm, or NMFS which even assisted NOAA Public Affairs, NOAA proved when we work together, we can and will excel.

 I could go on for another hour discussing all the great things that NOAA did in support of other Federal and emergency management agencies as well as our customers during both Hurricane Isabel and Hurricane Charley, however, I want to make sure I have some time to take a few of your questions.

## In Conclusion

- “Never let your ego get so close to your position that when your position goes, your ego goes with it.”
- Colin Powell

- Change doesn’t have to be like this!

**Notes:**

 So in conclusion....we work in a changed NOAA.  Change is constant and you can help in many ways to facilitate positive change within this great agency.  Change is occurring all around you – and sometimes change occurs very close to home.  

Work together, plan together, grow together, and the future will be bright for all of us, no matter what change rolls your way, or what role you may change into.

Do you have any questions?