# Presentation: 581330

## Vision For NOAA

- Vice Admiral Conrad C. Lautenbacher, Jr. (Ret.)
- Under Secretary of Commerce for Oceans and Atmosphere
- November 6, 2002

**Notes:**
Welcome
I will describe the vision and the steps/tools we are going to take to get us there.

## NOAA Vision

**To move NOAA into the 21****st**** 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.**

**Notes:**
This vision for NOAA is not my Vision – it is your vision – a shared vision and something that we can all work together on
To do this we will:
Align our organizational structure with NOAA’s proper mission
Connect our strategic planning to the mission
Formulate our budgets to meet our mission
Meet constituents’ expectations

## NOAA Vision 				Summary

**Mission for the Future**
**Organization Aligned with the Mission**
**Strategic Management Process **
**Requirements and Budgets that serve the Mission**
**Satisfied Customers**
**Leadership**

_**Vision**_**	****	****	****	****	**_**Tools**_

- ?

## Vision For The Future...

**Corporate and Integrated NOAA**

**NMFS**

**NOS**

**NWS**

**OAR**

**NESDIS**

**OMAO**

**OFA**

- x

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

**Notes:**
A Corporate and Integrated NOAA without the stove pipes
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 a “stove pipe” structure, with line offices reflecting specific needs -  but 
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.
SES’ers performance will be evaluated on how they are building an integrated NOAA, 40 % of the review/score will be focused on this component.
Everyone at NOAA needs to begin to think about corporate NOAA

## ...From Concept To Design

**A short, readable plan **
**Connected top-to-bottom and bottom-to-top**
**Serves the annual budgeting process**
**Living Document**

**Strategic Planning**

**Notes:**
Strategic planning is another tool to help build on NOAA successes.
I want to just in brief detail describe the model of strategic planning that I am seeking to develop - to have strategic planning represent corporate NOAA. 

Strategic planning needs to promote collaboration among NOAA offices and set the agency’s priorities for long term and annual planning.

A good strategic planning process allows us to formulate program needs and requirements from which program planning and budgeting can follow.  Our strategic plan will be revised annually and will serve the programming and budgeting process.  It will formalize a process for anticipating future trends on a regular basis.  

## ...From Concept To Design

- ...From Concept To Design

**Notes:**
The changes being proposed for NOAA are revolutionary in concept, but evolutionary in implementation. 

The new organizational structure I am looking at is 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.  The program managers would bring together the themes, such as habitat and corals or ocean observations, that cut across lines. 

## ...From Concept To Design

- ...From Concept To Design

**Notes:**
Also new is NOAA’s Office of Education and Sustainable Development.  The current Office of Sustainable Development will be recreated and augmented to include an education component.

Explain Program Analysis and Evaluation, Decision Coordination Office, the NEP and the NEC

## ...From Concept To Design

**Organizational Structure**

**Notes:**
A new Assistant Administrator position for Program Planning and Integration. 

This person would be charged with taking the steps needed to create an enhanced corporate NOAA.  The program managers and the new line office dedicated to Program Planning and Integration lay the foundation for matrix management interagency coordination.

Matrix Management – describe and explain

## Habitat
Corals
Climate
Ocean Exploration
Homeland Security

**Habitat**
**Corals**
**Climate**
**Ocean Exploration**
**Homeland Security**

- ...From Concept To Design

**Matrix Management**

**Notes:**
First themes for matrix management at NOAA

## ...From Concept To Design

**Cost/Schedule/Performance**

- ...From Concept To Design

**Explain what we need, measure what we do, show the payoff for the nation**
**C/S/P Already Working at NOAA....**
**NWS—New funding will speed up radar upgrades by two years**
**NOS—$10 M annual investment in electronic charting will yield $2.1 B in benefits and reduce shipping accidents**

**Notes:**
The simplest explanation for why we need C/S/P is that we need to operate in a manner that allows us to measure what we do and our success, and to be able to explain what the payoff is for our nation.  
This is the tool to get our constituents to understand how we provide them the services they want and need. 
I am pleased that cost/scheduling/performance is already working at NOAA. 
At the National Weather Service, cost/schedule/performance indicators demonstrate how additional funding in FY 2004 will accelerate weather radar upgrades by two years.
The NOS Coast Survey, for example, invested an initial $3.35 million in 200 electronic navigational charts. Based on performance, we can now project that investing  $10 million annually to build and maintain a complete suite of 1000 will yield economic benefits of $2.1 billion and a significant reduction in the 3,500 annual commercial shipping accidents. 

## ...From Concept To Design

| Performance Measure | POES / NPOESS Contribution |  |  |
| --- | --- | --- | --- |
|  | Minimal | Moderate | Significant |
| Winter Storm Warnings:  Accuracy |  |  |  |
| Winter Storm Warnings:  Lead Time |  |  |  |
| Hurricane Forecast:  48hr Track Error/Accuracy |  |  |  |
| Marine Forecasts |  |  |  |
| Precipitation Forecasts |  |  |  |

**Performance Measures Identified**

- ...From Concept To Design

**Notes:**
Quick overview and example of NPOESS process

## ...From Concept To Design

**Cost/Schedule/Performance—NPOESS Example**

**NPOESS Schedule with Milestones**

- ...From Concept To Design

**Notes:**
Quick overview and example of NPOESS process

## ...From Concept To Design

- _Cost/Schedule Variances_

- _Key Issues/Risks_

- _Schedule ( Based on GIID ECP)_

- _Program Performance_

- _(MS  I APB)_

**Cost/Schedule/Performance—NPOESS Example**

- ...From Concept To Design

- G

- R

**Notes:**
Quick overview and example of NPOESS process

The NPOESS example is an excellent model for managing a program........

## ...From Concept To Design

|  | FY 95 | FY 96 | FY 97 | FY 98 | FY 99 | FY 00 |
| --- | --- | --- | --- | --- | --- | --- |
| Pre-Convergence |  |  |  |  |  |  |
| DOCNOAA OPQR | 49.0 | 116.0 | 126.0 | 120.0 | 120.0 | 189.0 |
| DODUSAF DMSP BK6 | 24.0 | 53.0 | 70.0 | 148.0 | 163. | 342.0 |
| Total | 73.0 | 169. | 196.0 | 268.0 | 283.0 | 531.0 |
| NPOESS |  |  |  |  |  |  |
| DOCNOAA Contribution | 16.0 | 10.5 | 29.0 | 34.0 | 64.7 | 95.6 |
| DODUSAF Contribution | 7.6 | 18.9 | 29.0 | 34.0 | 64.7 | 95.6 |
| Total NPOESS | 23.6 | 29.4 | 58.0 | 68.0 | 129.4 | 191.2 |
| Total Savings | 49.4 | 139.6 | 138.0 | 200.0 | 153.6 | 339.8 |
| Cumulative Savings | 49.4 | 189.0 | 327.0 | 527. | 680.6 |  |

- 1,020.4

**Cost/Schedule/Performance—NPOESS Example**

**NPOESS Cost & Benefits to the Nation ($ in Millions)**

**Notes:**
NPOESS is able to show the benefits of the program to the nation – 

To make sound management decisions, and defend proposed budget increases,  cost/scheduling/performance needs to work all across NOAA.   
The cost/schedule/performance approach makes good sense.  If you’re not yet doing it, it’s time to start.  
Look at how the value of your efforts fits into NOAA’s big picture.  

We have to consider whether NOAA’s day-to-day work is as cost-effective and efficient as possible, whether success is being measured in a sound way, and how cross-LO efforts can best be leveraged. 

## Vision For The Future...

**NOAA’s Challenge:**
**Nearly 70% of the people in this room are eligible to retire**
**In 2005, 32% of NOAA’s Workforce will be eligible for retirement.**

**Succession Planning (Plugging the Brain Drain)**

**Notes:**
NOAA employees are the agency’s greatest asset, the vision for NOAA must include steps to address human resources and the drain in human capital. 

The next generation of leaders at NOAA, those currently in GS-13 and higher position, is also being lost to retirement.  Thirty-nine (39%) of NOAA workforce above the GS-13 level will be eligible to retire in three years. 

3,953 of NOAA’s 12,503 workforce will be eligible for operational retirement in 2005
.67% of NESDIS SES are eligible to retire now
.75% of NMFS SES are eligible to retire now
.70% of NOS SES are eligible to retire now
.69% of OAR SES are eligible to retire now
.91% of OFA SES are eligible to retire now

## ...From Concept To Design

- ...From Concept To Design

- There is a great _urgency_ to ensure that NOAA has the right people, with the right skills, in the right jobs, at the right time.

**Succession Planning**

**Notes:**
Leaders have a responsibility to teach the next generation of leaders - we need to develop what in the Navy we refer to as the Training Continuum
NOAA needs to take action on this now!
We should respond to the crisis of attrition with the same urgency and ingenuity that we use when facing hurricanes and other natural disasters

## ...From Concept To Design

- ...From Concept To Design

**Leaders have a responsibility to teach the next generation of leaders**
**E-Learning @NOAA**
**Mentoring**
**LCDP (Leadership Competencies Development Program)**
**NOAA’s Corporate Training Council (NCTC)**
**Rotational Assignments**
**Dedicate at least 1.5% of Salary and Benefits to training**

**Succession Planning**

**Notes:**
SES retirements bring loss of leadership continuity, institutional knowledge, and expertise. 

We need a comprehensive ongoing strategic process providing for forecasting executive resource needs identifying and developing potential SES candidates selecting individuals from among a pool of qualified, diverse candidates.

## Vision For The Future...

**Customer and Constituent Satisfaction**

**Notes:**
The NOAA vision also needs to include a future where we assess customer satisfaction and understand our constituents needs. 

America’s environmental and economic health is directly linked to the oceans and atmosphere and NOAA’s strength is dependent upon our constituents.  

Too many people do not understand or know what NOAA does, and not enough people in NOAA are focused on customer service!  This is a lose lose for the future of NOAA

## Vision For The Future...

**Product orientation**
**Products valuable to public**
**Products that our constituents need and want**

**Marketing (Public Information & Outreach)**
**Public Education**
**Linking NOAA’s work to constituent’s everyday lives**

**Customer and Constituent Satisfaction**

**Notes:**
Just a couple of weeks ago I asked the AA’s to prepare for me how we measure costumer satisfaction. 

I view customer satisfaction in two ways
1) The first view is product oriented.  Is what we are doing valuable to the public?  Is this what our constituents need and want?  Do we have satisfied customers?

2) The second view of the customer satisfaction is really the education component.  Does the public understand what NOAA does for their daily lives?

## Vision For The Future...

**Improved Grants process**
**900 Million Reasons to Love NOAA**
**1,500 Organizations to Leverage Resources for NOAA’s Mission**

**Better Customer Service**

**Notes:**
Part of the NOAA vision that relates to customer service includes a grants process that we are proud of and builds on our partnerships. 

Our current grants process leaves people frustrated and confused. 

We give out roughly 1,500 grants totaling over $900 M (FY02).  That is 900 M reasons we should be loved!

At the least, we should have some 1,500 organizations that singing our praises.  Instead we are making people angry.  Grants and contracts are going to be fixed. 

## ...From Concept To Design

- ...From Concept To Design

**We are fixing the grants process**
**Adhering to established time lines**
**Grants On-Line**
**Outreach Plans**
**Consumer feedback surveys**
**Partnerships to complete surveys**
**New ideas are needed!**

**Customer Service**

**Notes:**
NOAA has an extremely diverse set of customers and constituents and assessing customer satisfaction in not an easy task, but service needs attention.

We do a lot of good things for our constituency, but we need good ideas on how to develop better relationships, provide improved service, and track our success at this.

Specifically with grants, we have taken steps to fix things and we can gain a lot by improving this process.

## NOAA Vision 				Summary

**Program Review Implementation**
**69 Action Items**
**52 Draft Recommendations   Submitted for Review**

**http://www3.nos.noaa.gov/forms/necprt/pubsearchprt.lasso**

**Notes:**
Everything I have talked to today really ties back to what was raised in the program review.  

I expect you to take a look at this and I want your management efforts to follow through with the recommendations.

Web site to track the progress of implementing the PRT

## NOAA Vision 				Summary

**Integrated Organizational Structure**
**Matrix Management**
**Planning Programming Budget System (PPBS)**
**Cost/Schedule/Performance**
**Customer feedback and outreach**
**Succession Planning**

**Mission for the Future**
**Organization Aligned with the Mission**
**Strategic Management Process **
**Requirements and Budgets that serve the Mission**
**Satisfied Customers**
**Leadership**

_**Vision**_**	****	****	****	****	**_**Tools**_

**Notes:**
We have the tools and capability to reach our vision.  
As I said in the beginning, the changes needed are revolutionary in concept but the changes made will be evolutionary in design.  
We can be even more successful as an agency if we improve upon our use of the tools available to us.

## In Conclusion

- “What lies behind us and what lies before us are small matters compared to what lies within us.”
**—****Ralph Waldo Emerson**

**Notes:**
Robert White, NOAA’s first Administrator, gave employees a choice about what the NOAA logo would look like.  On selecting the logo we have today, White commented.....
“A white, gull-like form links the earth and atmosphere to the sea or earth. The earth and atmosphere are interrelated, but the two, are of course, major concerns of NOAA...”

This was an apt description for the then fledgling NOAA and is still relevant today.  White’s comments are relevant to the systems we observe and study, but also to NOAA as an organization.  
We are building a new NOAA, not as a criticism of the  past, but as a tribute to its past accomplishments and history.  We have a responsibility to the organization to continue to excel in serving our nation and achieving our mission.