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NOAA MISSION

To understand and predict changes in Earth’s environment and conserve and manage coastal and marine

resources to meet our nation’s economic, social, and environmental needs

NOAA VISION

An informed society that uses a comprehensive understanding of the role of the

oceans, coasts, and atmosphere in the global ecosystem to make the best social and

economic decisions
LETTER FROM THE ADMINISTRATOR

Every day, NOAA supplies the nation with weather forecasts and nautical charts, conserves and manages marine species,

restores and enables state and local partners to restore degraded coastal habitats, and conducts the research necessary to

improve these and a host of other products and services.

NOAA’s environmental information products and resource management services are essential public goods used in households across the nation; in sectors such as agriculture, transportation, and energy; in federal agencies such as EPA and

FEMA; in state and local governments; and in science institutions around the world. NOAA strives to meet the needs of

its constituents and partners by providing a suite of products and services that continues to improve in scientific and

technical quality, economic value, and social relevance.

NOAA comprises the world’s leading experts in Earth science, equipped with the world’s most advanced technology for

environmental observation and prediction, and is supported by a world-class workforce. NOAA employees and team

members serve at facilities across the country and aboard ships and aircraft across the globe. Their efforts ensure NOAA’s

observing and modeling systems provide high-quality information for public use 24 hours a day, 7 days a week. Yet

NOAA’s success as an agency has always depended upon interaction and integration with other organizations. NOAA

capitalizes on the vast expertise of its partners in the private, academic, not-for-profit, and public sectors and partners

with government agencies at the federal, state, local, tribal, and international levels.

NOAA has adopted strategies and priorities that allow it to use its capacities as innovatively and effectively as possible,

while balancing the immediate pressures to change with the continuing imperatives to maintain NOAA's enduring

functions. Strategic planning is central to NOAA in performing its mission and achieving its vision because it defines the

agency's long-term path to integrate current requirements with emerging societal needs. Through strategic planning,

NOAA directs resources to maximize benefits to the user community and the nation at large.

This Strategic Plan establishes the goals for NOAA and the approaches it takes to ensure accountability for results. The

NOAA Strategic Plan is an important link between budget and performance. It is a critical tool for putting the agency

on the best course for the future and to help design and create stronger programs, allocate resources more wisely, and perform with better accountability. It is through this plan that NOAA moves forward to achieve its goals and serve society

in the best possible way.

Conrad C Lautenbacher, Jr.

Vice Admiral, U.S. Navy (Ret.)

Under Secretary of Commerce

for Oceans and Atmosphere

U.S. Department of Commerce

Washington, DC

CONTENTS

NOAA’s Strategic Organization 2

NOAA’s Mission Goals 4

NOAA’s Organization 4

Ecosystems Goal 6

Climate Goal 8

Weather and Water Goal 10

Commerce and Transportation Goal 12

Mission Support Goal 15

Satellite Subgoal 16

Fleet Services Subgoal 18

Modeling and Observing Infrastructure Subgoal 20

Leadership and Corporate Services Subgoal 22

NOAA’s Cross-Agency Priorities 24

Performance Management in NOAA 27

NOAA’s Enduring Functions 28

Balancing Continuity and Change 30

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NOAA’S STRATEGIC ORGANIZATION

This Strategic Plan establishes NOAA’s vision, its mission, and the strategic goals toward which all agency functions are

aimed. The plan guides our management decisions by providing a consistent framework for Line Office, Staff Office,

and cross-organizational plans, initiatives, and performance measures. Only by first establishing the agency’s goals at

a corporate level can the many lines of NOAA’s business work together, as an integrated and accountable whole,

to serve the public interest effectively and efficiently.

NOAA has adopted a structure of four Mission Goals and one Mission Support Goal. NOAA’s goals are to

• 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 Critical Support for NOAA’s Mission.
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All goals are rooted in NOAA’s mission and vision statements. Each goal

has defined high-level outcomes that detail the intended purpose of all

efforts related to that goal. Each outcome is further defined by objectives

that provide further detail on how to evaluate the achievement of that

outcome. All NOAA work is planned and organized with respect to this

hierarchical framework.

NOAA’s goals have been derived from stakeholder input and internal

assessments of our mandates and mission. Each goal is a key component

of the federal government’s business structure for the benefit and protection of the nation’s general population. NOAA’s Line and Staff Offices

execute activities required to achieve these goals through NOAA programs. These programs may involve the activities of more than one Line

or Staff Office as they endeavor to realize the outcomes and objectives

of their respective goals.

Also within this edition of the NOAA Strategic Plan is an account

of NOAA’s enduring functions, which provides a common understanding

of how NOAA works and what it produces. NOAA’s functions are the

things that the agency does—and will continue to do—irrespective of the

organizational structure. It is essential for the agency’s planners to think

in terms of the enduring, typical functions that are conducted within the

agency and how they relate to each other, what tangible outputs they

realize, and how they create value for the nation.
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NOAA’S MISSION GOALS

As part of the Department of Commerce (DOC), NOAA’s work is planned and organized strategically with respect to four Mission Goals and

a Mission Support Goal. This strategic structure was adopted based on internal assessments of the agency’s mandates and its mission, and was

refined with formal stakeholder input. NOAA’s goals exist with traditional Line and Staff Offices in a matrix organizational structure. NOAA’s

strategic planning is done in the framework of the goals described in this plan, while execution of the plan is carried out by NOAA’s Line

and Staff Offices.

The domains of each goal are distinct yet interrelated, often sharing common science and technology challenges, partners, and stakeholder interest.

For example, an ecosystem approach to management requires information on weather, water, and climate and must take into consideration commerce and transportation interests. Each Mission Goal must consider its relationship with the others in developing and implementing plans and

programs. Similarly, the Mission Support Goal (and its respective subgoals) provides vital NOAA-wide services in support of all Mission Goals.

NOAA’S ORGANIZATION

Line Offices execute the programs required to achieve the agency’s Mission Goals; these programs often involve the execution of activities across

NOAA. NOAA’s Line Offices are the National Weather Service; the National Marine Fisheries Service; the National Ocean Service; the National

Environmental Satellite, Data, and Information Service; the Office of Oceanic and Atmospheric Research; and the Office of Program Planning

and Integration.

NOAA’s mission is also supported by the activities of NOAA Headquarters and Staff Offices, which provide leadership to NOAA and execute programs required to achieve the agency’s mission. These offices direct and conduct the cross-agency functions that are essential to accomplishing that

support mission—and that are customary for most large government agencies—such as legislative affairs, international affairs, general counsel,

communications, acquisition and grants, financial services, facilities, information technology (IT), and workforce management. Other offices perform functions that uniquely and directly apply to NOAA’s mission, such as NOAA’s Office of Marine and Aviation Operations and Office of

Education.

The leadership of Line and Staff Offices comes together to make corporate-level executive decisions for the agency through a system of councils.

These include councils for Oceans, Research, Observing Systems, Project Management, Facilities Investment, Education, Fleet Services, Human

Capital, International Affairs, IT, and Finances and Administration. Based on recommendations from these councils, the NOAA Executive Panel

and Executive Council make the highest-level executive decisions for the agency.
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NOAA Mission: To understand and predict changes in Earth’s environment

and conserve and manage coastal and marine resources to meet our nation’s

economic, social, and environmental needs

NOAA Vision: An informed society that uses a comprehensive understanding of the role of the oceans, coasts, and atmosphere in the global

ecosystem to make the best social and economic decisions

Ecosystems Goal: Protect, Restore, and Manage the Use

of Coastal and Ocean Resources through an Ecosystem

Approach to Management

Climate Goal: Understand Climate Variability

and Change to Enhance Society’s Ability to Plan

and Respond

Weather & Water Goal: Serve Society’s Needs for

Weather and Water Information

Commerce & Transportation Goal: Support the

Nation’s Commerce with Information for Safe,

Efficient, and Environmentally Sound Transportation

Mission Support Goal: Provide Critical Support

for NOAA’s Mission

Satellite Subgoal

Fleet Services Subgoal

Modeling & Observing Infrastructure

Subgoal

Leadership & Corporate Services Subgoal

National Marine

Fisheries Service

National Ocean

Service

Office of Oceanic &

Atmospheric Research

National EnvironmentalSatellite, Data,& Information Service

National Weather

Service

Office of ProgramPlanning & Integration

EC

CL W

W

C

T

MS

NMFS NOS OAR NESDIS NWS PPI

NOAA’s Goals Stem from Its Mission

and Cut Across Line Offices

Bubble size indicates

the approximate,

relative funding of

NOAA’s Line Offices.
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ECOSYSTEMS GOAL

Protect, Restore, and Manage the Use of Coastal

and Ocean Resources through an Ecosystem

Approach to Management

NOAA’s goal to protect, restore, and manage the use

of living marine and coastal and ocean resources is

critical to public health and the vitality of the U.S.

economy. With its Exclusive Economic Zone of 3.4

million square miles, the United States manages the

largest marine territory of any nation in the world.

The value of the ocean economy to the United States

is more than $138 billion. The value added annually

to the national economy by the commercial and recreational fishing industry alone is over $47 billion. U.S.

aquaculture sales total almost $1 billion annually.

To achieve balance among ecological, environmental,

and social influences, NOAA has adopted an ecosystem

approach to management, a concept that is central to

the recommendations of the 2004 report of the U.S.

Commission on Ocean Policy and the Administration’s

response to it, the U.S. Ocean Action Plan. NOAA’s

Ecosystems Goal responds to a specific mandate from

Congress for NOAA to be a lead federal agency in this

conservation, management, and restoration effort.

Recent statutory revisions (e.g., the Magnuson-Stevens

Reauthorization Act and the Marine Debris Research,

Prevention and Reduction Act) and emerging legislative changes are broadening this mission for NOAA,

opening a new chapter in NOAA’s stewardship of the

nation’s living marine resources and management

of the coasts.

PERFORMANCE TO PLAN

Provided national leadership in ocean and coastal management.

Among other things, NOAA focused on improving regional governance, rebuilding fisheries, and increasing capacity to improve

food security, increase economic benefits, and improve stability

of marine ecosystems.

Established the federal portion of the marine reserves and conservation area network within the Channel Islands National Marine

Sanctuary. This action will help to maintain the natural biological communities and to protect, restore, and enhance natural

habitats, populations, and ecological processes.

Supported a tremendous volunteer effort to identify and remove

nearly 100 pieces of marine debris in Calcasieu Lake, La. This

lake is a vital shipping channel and significant estuary in the

southwestern Louisiana economy.

Completed the first assessment of the status of 207 U.S. Marine

Protected Areas (MPAs), which are managed by state and territory governments. NOAA also identified major challenges to effective MPA management and recommended actions that could be

taken at the national and local levels to improve MPA success.
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OUTCOMES

Healthy and productive coastal and marine ecosystems

that benefit society

A well-informed public that acts as a steward of coastal

and marine ecosystems

OBJECTIVES

Increase the number of fish stocks managed at sustainable levels

Increase the number of protected species with stable or increasing

populations

Improve ecosystem health through conservation and restoration

of habitat

Increase environmentally sound aquaculture production

Advance understanding and characterization of coastal, marine,

and Great Lakes ecosystem health and associated socioeconomic benefits, and develop forecasting capabilities to meet management needs

Provide tools, technologies, and information services that are effectively used by NOAA partners and customers to improve ecosystembased management

Improve public understanding and stewardship so that ecosystem

and sustainable development principles are incorporated into planning, management, and use of coastal and marine resources

PROGRAMS

Aquaculture—promotes environmentally sound aquaculture practices

and technologies to increase seafood production and replenish depleted species.

Coastal and Marine Resources—collaboratively manages societal uses

of coastal and marine areas to protect ecosystems and to reduce vulnerability

of coastal communities.

Coral Reef Conservation—works to reduce the impacts of key threats

to coral reef ecosystems and to help implement conservation actions

in response to threats.

Ecosystem Observations—monitors and assesses the long-term health,

quality, and sustainability of living coastal and marine resource populations

and their habitats.

Ecosystem Research—develops the science for ocean and coastal management

and transfers technology, assessments, and conservation strategies

to resource managers.

Enforcement—ensures compliance with federal laws to manage and provide

stewardship of living marine resources.

Fisheries Management—ensures maintenance of fisheries at productive levels

for supporting sustainability and the ecosystems to which they contribute.

Habitat—protects and restores coastal, marine, and Great Lakes habitats that

support NOAA trust resources and advances supporting science and technology.

Protected Species—protects and works to recover species at risk of extinction

through planning, regulation, partnerships, direct action, and outreach

and education.
CLIMATE GOAL

Understand Climate Variability and Change to

Enhance Society’s Ability to Plan and Respond

Climate variability and change influence the wellbeing of society, the environment, and the economy.

Numerous long-term changes in climate already

have been observed. The changes include those in

arctic surface temperatures and sea ice, ocean salinity and carbonate chemistry, and frequency and

intensity of extreme weather such as heat and cold

waves, droughts, and floods. Decision makers are

challenged with addressing major climatic events

compounded by issues such as population growth,

economic growth, public health concerns, changes

in geographic distribution of marine species, loss of

habitat, and changes in land-use practices. They

require a new generation of climate services.

Through legislation, executive orders, and international agreements, NOAA has a long-standing commitment to provide reliable and timely climate

research and information. To meet the demand for

expanded services, the Climate Goal will focus

research to improve understanding of complex climate processes and to enhance the predictive capacity of the global climate system. The Climate Goal’s

priority is to focus on the development and delivery

of climate information and services that assist decision makers with national and international policy

decision making, and assessing risks to ecosystems

and the U.S. economy in sectors and areas that are

sensitive to impacts from climate variability and

change.

PERFORMANCE TO PLAN

Took a leadership role in the effort of the Intergovernmental Panel

on Climate Change to prepare a report on the international state of

climate science. NOAA provided observations, data, model simulations, analysis, authors, and review editors.

Unveiled a new U.S. Drought Portal. The new web-based portal

provides comprehensive information on U.S. drought conditions,

forecasts, effects of drought on local communities, and mitigation

measures. The unprecedented access to key operational drought

resources will help answer the most pressing questions facing policymakers, emergency planners, businesses, and the public.

Released Scientific Assessment of Ozone Depletion: 2006. This report

is prepared every 4 years for more than 190 nations. The ozone

assessment also is a key input to another product that focuses on

trends in ozone-depleting gases and the ozone layer.

Launched a new tool, CarbonTracker, to monitor changes in atmospheric carbon dioxide and other greenhouse gases by region and

source. CarbonTracker enables its users to evaluate the effectiveness

of their efforts to reduce or store carbon emissions.

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OUTCOMES

A predictive understanding of the global climate system on time

scales of weeks to decades to a century with quantified uncertainties sufficient for making informed and reasoned decisions

Use of NOAA’s climate products by climate-sensitive sectors and

the climate-literate public to support their plans and decisions

OBJECTIVES

Describe and understand the state of the climate system through

integrated observations, monitoring, and data management

Understand and predict climate variability and change from

weeks to decades to a century

Improve the ability of society to plan for and respond to climate

variability and change

PROGRAMS

Climate Observations and Monitoring—integrates atmospheric, oceanic, and arctic observations and maintains consistent, long-term access

to historical climate data.

Climate Research and Modeling—assimilates observation data and runs

models to attribute causal forces to climate effects and to make predictions and projections.

Climate Service Development—assesses climate impacts, supports

regional adaptation strategies, and develops new products appropriate

to evolving user needs.

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WEATHER AND WATER GOAL

Serve Society’s Needs for Weather and Water

Information

Floods, droughts, hurricanes, tornadoes, tsunamis,

wildfires, and other severe weather events cause

$11.4 billion in damage each year in the United

States. Weather is directly linked to public health

and safety, and nearly one-third of the U.S. economy (approximately $4 trillion, in 2005 dollars) is

sensitive to weather and climate. With so much at

stake, NOAA’s role in understanding, observing,

forecasting, and warning of environmental events

is expanding. NOAA will continue to collect and

analyze environmental data and to issue forecasts

and warnings that help protect health, life, and

property and enhance the U.S. economy. Future

needs can be better met by exploring new concepts

and applications through robust weather and water

research. A commitment to public benefits shapes

NOAA’s role within the U.S. weather enterprise,

including its partners in the private sector, academia, and government. These partners add value to

NOAA services and help disseminate critical environmental information. We will work more closely

with our partners and will develop new partnerships so that the public understands and is satisfied

with our information. Together, NOAA and its

partners will continuously improve existing service

and expand to support evolving national needs,

including space weather, freshwater and coastal

ecosystems, and air quality prediction services.

PERFORMANCE TO PLAN

Expanded its sources of observational data, advanced numerical models, and improved the accuracy of its forecasts and

warnings. In addition, NOAA responded to society’s evolving

needs for forecast services by leveraging its partnerships in the

public, private, and academic sector.

Completed a 3-year effort to strengthen the U.S. Tsunami

Warning System. Now, NOAA is better equipped to detect a

tsunami and alert communities of the impending danger.

Added 17 broadcast stations to the Weather Radio All Hazards

network and upgraded technology at 62 stations. NOAA now

has 100 percent coverage of high-risk areas and significantly

improved reliability and availability for the nation’s weather

and all-hazard warning system.

Made available three databases—Global Historical Tsunami,

Significant Earthquake, and Volcano—through the World

Wide Web. Eventually, NOAA will provide these data to the

Global Earth Observation (GEO) community through the

GEO Web Portal

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OUTCOMES

Reduced loss of life, injury, and damage to the economy

Better, quicker, and more valuable weather and water information to support improved decisions

Increased customer satisfaction with weather and water

information and services

OBJECTIVES

Increase lead-time and accuracy for weather and water warnings and forecasts

Improve predictability of the onset, duration, and impact of

hazardous and severe weather and water events

Increase application and accessibility of weather and water

information as the foundation for creating and leveraging

public (federal, state, local, tribal), private, and academic

partnerships

Increase development, application, and transition of

advanced science and technology to operations and services

Integrate local, regional, and global observation systems into

NOAA’s weather and water services to increase the collaboration between NOAA and external environmental partners

Reduce uncertainty associated with weather and water forecasts and assessments

Enhance environmental literacy and improve understanding,

value, and use of weather and water information and services

PROGRAMS

Air Quality—produces air quality information, predictions, and decision support tools for the development of policies and emissions management.

Coast, Estuaries, and Oceans—provides information, products, tools,

forecasts, and services for coastal and maritime users for risk and vulnerability mitigation.

Hydrology—monitors and analyzes our water resources and issues predictions and warnings of all hydroclimatic conditions from floods to

droughts.

Local Forecasts and Warnings—delivers climate, water, and weather

information, forecasts, and warnings through a network of field offices

and national centers.

Science, Technology, and Infusion—fosters weather and water research

and technological advances as they are transitioned into operational

service improvements.

Space Weather—delivers alerts, warnings, forecasts, nowcasts, and data

to customers worldwide to protect technological systems and human

health.

Tsunami—detects and forecasts tsunami events, delivers timely warnings and advisories, and manages and promotes community preparedness and public education.

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C

OMMERCEANDTRANSPORTATION

GOAL

SupporttheNation’sCommercewith

InformationforSafe,Efficient,and

EnvironmentallySoundTransportation

NOAArespondstothespecificdemandsofair,sea,

andsurfacetransportationwithconsistent,timely,

andaccurateinformationtoaidsoundandroutine

operationaldecisionmaking.Allmodesoftrans-

portationareaffectedbysignificantchallengesas

theyoperateintheelementsofnature.Thenatural

environmentis,inturn,affectedbyourtransporta-

tionsystems.Safe,efficient,andenvironmentally

soundtransportationsystemsarecrucialtothe

nation’scommerce,andthustothenation’seconomy.

Forexample,morethan78percentofU.S.overseas

tradebyweightand38percentbyvaluecomesand

goesbyship.Ninemillionbarrelsofoilcomethrough

U.S.portsdaily,and8,000foreignvesselsmake

50,000portcallsannually.VesseltrafficintheU.S.

MarineTransportationSystem,whichshipsover95

percentof foreigntradebytonnage,willdoubleby

2020andcontributeroughly$2trillionannuallyto

theU.S.economy.NOAAprovidesinformationproducts for transportation systems, including marine and surface weather forecasts, navigational charts, real- time oceanographic information, and Global Positioning System augmentation. NOAA works with the Federal Aviation Administration and industry to improve the weather resilience of aviation systems. NOAA also provides emergency response services to save lives and money and to protect the coastal envi- ronment, including hazardous material spill response and search and rescue functions. NOAA works with federal, state, and local partners to ensure the effi- cient and environmentally sound operation and development of ports.

PERFORMANCETOPLAN

Markedthe200thanniversaryoftheU.S.CoastandGeodetic

Survey,thenation’sfirstfederalscienceagency.Createdin1807

toimplementThomasJefferson’svisionforastablemaritime

economy,theSurveyhasalonghistoryofservicemappingU.S.

shoresandwaterwaysandestablishingthepositioninginfrastruc-

tureacrosstheUnitedStates.

UsedtheSearchandRescueSatelliteAidedTrackingSystemto

rescue353peopleintheUnitedStates:235peoplewererescued

atsea,30peoplewererescuedinaviationincidents,and88peo-

plewererescuedinotherincidents.

AfterHurricanesKatrinaandRita,supportedrebuildingand

restorationeffortsinLouisianabypromotingtheintegrationof

observationsandprovidingbaselinedata.NOAA’sworkhelped

researchersdifferentiatebetweenpotentialcausesofrelativesea-

levelchangeincoastalareas,includingsubsidence,accretion,ero-

sion,andlocalsealevel.

WorkedwiththePortofMobile,Ala.,toinstallthePhysical

OceanographicReal-TimeSystem.Thissystem,developedand

operatedbyNOAAtoprovideaccuratereal-timeoceanographic

andmeteorologicaldatatomariners,cansignificantlyreducethe

riskofvesselgroundingsandincreasetheamountofcargomoved

throughtheport.

Developedanewmetrictodeterminetheimpactofweatheron

thenation’sairtransportationsystem.Themetricwillhelppro-

ducemorereliableforecastsoftheimpactofweatheronthe

NationalAirspaceSystem.

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OUTCOMES

Safe, secure, efficient, and seamless movement of goods and

people in the U.S. transportation system

Environmentally sound development and use of the U.S.

transportation system

OBJECTIVES

Support decisions in aviation, marine, and surface navigation

Research, develop, and deploy more accurate and timely

information products

Research, develop, and deploy advanced monitoring and

observing systems, new models, prediction techniques, and

assessments

Support decisions in coastal resource management

Build public understanding of the scientific, technological,

and environmental factors of commerce and transportation

PROGRAMS

Aviation Weather—provides weather information to the Federal Aviation

Administration.

Emergency Response—provides prevention, preparedness, response, and

recovery services needed to deal with natural and man-made disasters.

Geodesy—defines, maintains, and provides access to the National Spatial

Reference System, the foundation for safe and efficient commerce and

transportation.

Marine Transportation System—provides hydrographic and oceanographic information to mariners and facilitates environmentally sound

port development.

Marine Weather—monitors and analyzes maritime weather data, issues

maritime forecasts and warnings, and provides guidance.

Surface Weather—mitigates the adverse impacts of rain, wind, snow, and

ice along the nation’s roads and highways with localized weather observations and advisories.

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14
MISSION SUPPORT GOAL

Provide Critical Support for NOAA’s Mission

Satellite Subgoal

Fleet Services Subgoal

Modeling and Observing Infrastructure (MObI) Subgoal

Leadership and Corporate Services Subgoal

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SATELLITE SUBGOAL

Provide a Continuous Stream of Satellite Data

and Information with the Quality and

Accuracy to Meet Users’ Requirements for

Spatial and Temporal Sampling and Timeliness

of Delivery

Environmental satellites are a major component

of NOAA’s global efforts to better observe, understand, and predict various environmental phenomena. The backbone of the NOAA satellites includes

the Geostationary Operational Environmental

Satellite (GOES) and Polar-orbiting Operational

Environmental Satellite (POES) programs. GOES

and POES are operated to provide critical atmospheric, oceanic, climatic, solar, and space data to

protect life and property across the United States.

The satellites carry scientific instruments and communications equipment to support the delivery

of weather information and aid search and rescue

operations. NOAA is acquiring the new generation

of each satellite system, including ground processing

systems. In concert with the National Aeronautics

and Space Administration (NASA), acquisition

of the next-generation geostationary satellite

(GOES-R) series is underway. The Department

of Defense (DoD), NASA, and NOAA are joined

with industry partners to build the follow-on series

of polar orbiting satellites, the National Polarorbiting Operational Environmental Satellite

System. NOAA’s satellite systems support other

NOAA offices in the delivery of improved severe

storm warnings, weather forecasts, climate predictions, oceanic and ecosystems research and analyses,

and satellite-aided search and rescue services.

PERFORMANCE TO PLAN

Deployed the Advanced Very High Resolution Radiometer

onboard the European polar-orbiting satellite. The global data

collected are used extensively in NOAA’s weather and climate

prediction numerical models.

Repositioned NOAA’s GOES-10 spacecraft, a move intended

to improve weather forecasts and, thereby, to lessen the effects

of natural disasters in the region.

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OUTCOMES

A continuous stream of satellite data and information with

the quality and accuracy to meet users’ requirements for

spatial and temporal sampling and timeliness of delivery

OBJECTIVES

Increase the quantity, quality, and accuracy of satellite data

that are processed and distributed within targeted time

Increase government procurement of NOAA-licensed

remote sensing systems

PROGRAMS

Commercial Space Services—helps develop a competitive U.S. commercial

space and remote sensing industry and ensures compliance with federal

regulations.

Geostationary Acquisition—develops and acquires geostationary-orbiting

satellites, associated sensors, and supporting ground systems.

Polar Acquisition—develops and acquires polar-orbiting satellites, associated sensors, and supporting ground systems.

Satellite Services—researches, develops, and operates satellites to collect,

calibrate, and distribute the data necessary to monitor land, sea, atmosphere, and space.

17
FLEET SERVICES SUBGOAL

Provide the Number of Ship Operating Days

and Aircraft Flight Hours Needed to Meet

NOAA’s Data Collection Requirements with

High Customer Satisfaction

NOAA operates a fleet of 20 ships and 10 aircraft

to ensure continuous observation of critical environmental conditions. The Fleet Services Subgoal

manages these platforms to increase the number

of ship operating days and aircraft flight hours

to meet NOAA’s data collection requirements. It

provides ship and aircraft support for NOAA’s four

Mission Goals, upgrades NOAA’s fleet of ships and

aircraft, and partners with the programs to facilitate the development, demonstration, and deployment of new observation platforms, such as

Autonomous Underwater Vehicles and Unmanned

Aerial Systems.

PERFORMANCE TO PLAN

Deployed its high-altitude Gulfstream-IV jet from a temporary

base in Honolulu, Hawaii, in an effort to improve forecasts

released 24 to 96 hours before a winter storm. The jet acquired

atmospheric data from severe winter storms originating over the

Pacific Ocean that affect the continental United States, Hawaii,

and Alaska.

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OUTCOMES

Provision of the number of ship operating days and

aircraft flight hours needed to meet NOAA’s data collection requirements with high customer satisfaction

OBJECTIVES

Increase the number of ship operating days and aircraft flight hours that safely, reliably, and successfully

meet NOAA’s data collection requirements with high

customer satisfaction.

PROGRAMS

Aircraft Replacement—manages the equipment, modernization,

and operation of the aircraft required to meet NOAA’s data collections.

Aircraft Services—operates and maintains a fleet of aircraft to meet

the airborne data collection requirements of NOAA’s Mission Goals.

Fleet Replacement—develops the requirements, acquisition strategies,

funding profiles, and contracts to design, build, equip, deploy, and modernize NOAA ships.

Marine Operations and Maintenance—operates, maintains, and charters

ships to collect in situ ocean data.

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MODELING AND OBSERVING

INFRASTRUCTURE (MObI) SUBGOAL

Integrate Observing System Architectures, Data

Management Architectures, and Computing and

Modeling Capabilities to Better Enable NOAA’s

Mission

The MObI Subgoal’s analyses and operational

capabilities provide critical infrastructure and support for the integrated monitoring and improved

understanding of the Earth’s environment. The subgoal enables NOAA’s operational forecast products

and services and provides NOAA a strategic investment portfolio recommendation encompassing observing, modeling, and high-performance computing

capabilities. NOAA’s internal forecasting, assessment,

and stewardship capabilities—as well as the capabilities of partners and customers—require integrated

oceanic and atmospheric data. Furthermore, NOAA’s

operations require modeling support, high-performance computing, observing system design and analysis,

research and development of improved modeling and

data assimilation, and guidance on the architecture

of observation and data management systems. MObI

also manages the integration of NOAA’s observing systems and associated data with those of other federal

agencies and nations under the GEO System of

Systems framework.

PERFORMANCE TO PLAN

Implemented the Weather Research and Forecast model and North

American Ensemble Forecast System. Both models help to increase

lead-time and accuracy for weather and water warnings and forecasts.

Published Global Earth Observation Integrated Data Environment

(GEO IDE) Concept of Operations, which contains standards and

protocols for all observation and data management activities. The

adoption of common standards and protocols will facilitate the

worldwide exchange of data on all aspects of the environment.

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OUTCOMES

Integration of observing system architectures, data

management architectures, and computing and modeling capabilities to better enable NOAA’s mission

OBJECTIVES

Ensure a strategic, integrated, and balanced observing

system investment portfolio for NOAA through the

use of quantitative analysis

Integrate national and regional efforts to optimize

ocean observations, data management, and understanding

Provide for research, development, and operational

capabilities that improve, maintain, and operate

models and provide guidance for environmental forecasts at all temporal and spatial scales

Ensure computational infrastructure and highperformance computing strategies needed to sustain

computational workloads of NOAA’s research and

operational modeling enterprise and support NOAA’s

data management and stewardship capabilities

PROGRAMS

Environmental Modeling—provides high-performance computing, data assimilation, and modeling tools to monitor the Earth’s

environment and predict future states.

Integrated Ocean Observing System (IOOS)—works closely with

public and private partners to process and disseminate data, information, and models on coastal waters, Great Lakes, and oceans.

Technology, Planning, and Integration—designs an integrated

observation and data management system and manages DOC

radio frequencies.

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LEADERSHIP AND CORPORATE

SERVICES SUBGOAL

Support NOAA’s Mission through CostEffective, Value-Added Solutions to Its

Financial, Facilities, Workforce, and

Information Technology Needs

The Leadership and Corporate Services Subgoal

strives to produce cost-effective, value-added solutions in the cross-cutting areas of Line Office and

Headquarters management, workforce management, acquisition and grants, facilities, financial

services, homeland security, IT, and administrative

services. This is accomplished by effective and

strategic leadership at corporate and Line Office

levels that optimize agency performance and mission accomplishment through streamlined, resultsoriented processes. The development of long-range

facility and IT modernization plans provides the

investment framework to ensure that NOAA’s facility and IT portfolio will continue to support a safe,

secure, and state-of-the-art work environment. The

development of streamlined acquisition and workforce management processes will enable NOAA to

effectively fulfill its research and operational missions with a competent workforce and effective

third-party partnerships. The public demand for

financial stewardship and accountability requires

NOAA to maintain an effective financial and internal control program. The national dependence on

NOAA’s services and information products compels

effective continuity of operations planning and allhazards incident management.

PERFORMANCE TO PLAN

Opened a new NOAA Satellite Operations Facility. Each day, the

facility processes more than 16 billion bytes of environmental satellite

data. The National Weather Service uses these data as inputs into

models for medium- to long-range weather forecasts and for tracking

severe weather and climate change.

Converted three Great Lakes research vessels from petroleum-based

fuels and lubricants to bio-based products.

Obtained Google Earth and Google Maps geospatial software.

NOAA’s programs can now deliver views of related weather, climate,

ecosystems, coasts, surveys, and ocean missions and can better assist

other federal agencies (e.g., U.S. Forest Service) that require

improved situational awareness.

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OUTCOMES

One NOAA working together—guided by a clear strategic vision

for planning, programming, and execution—to achieve

NOAA’s goals

Secure, reliable, and robust information flows within NOAA and

out to the public

Modern and sustainable facilities providing safe and effective work

environment

Efficient and effective financial, administrative, and acquisition

management services

Workforce management processes that support a diverse and competent workforce

Integrated Homeland Security and emergency response capabilities

OBJECTIVES

Improve collaborative decision making based on knowledge of corporate goals, programmatic performance, and stakeholder demand

Increase internal and external availability, reliability, security, and

use of NOAA IT and services

Increase number of facilities with improved collocation of NOAA

services and partners

Improve efficiency and performance of financial, administrative,

workforce management, acquisition, and other support transactions and services

Increase the levels of diversity and expertise appropriate to the conduct of NOAA functions

Enhance contribution of NOAA services to all-hazards Homeland

Security efforts

PROGRAMS

Acquisition and Grants—purchases goods and services from external vendors and

administers financial assistance awards to qualified recipients.

Administrative Services—oversees NOAA management of logistics, civil rights,

competitive sourcing, deemed exports, and other program support activities.

Facilities—manages the construction, renovation, operations, maintenance, and

disposition of real property, ensuring both physical security and environmental

compliance.

Financial Services—identifies, acquires, defends, and monitors NOAA’s budgetary resources and provides accounting services for the agency.

Homeland Security—coordinates and develops all plans, programs, and policies

regarding NOAA homeland security and executes emergency response operations.

Information Technology Services—supports IT planning processes and ensures

that IT resources are acquired, managed, secured, and used per federal law.

Line Office Headquarters—coordinates the headquarters management functions

of NOAA’s Line Offices and NOAA’s Central Library.

NOAA Headquarters—provides management and support across the agency for

the corporate leadership and external liaison functions.

Workforce Management—facilitates the recruitment, development, and retention

of NOAA’s workforce.

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NOAA’S CROSS-AGENCY PRIORITIES

Particularly integral to accomplishing NOAA’s mission is sound management toward five priorities that cross the agency: a world-class workforce,

integrated Earth observations data, state-of-the-art research, an environmentally literate public, and strong national and international relationships.

These serve as the fundamental means for performing all work at NOAA.

A World-Class Workforce

People are NOAA’s most critical asset. As society evolves, it is imperative that NOAA maintain scientific, technical, and administrative expertise

and leadership. Accomplishing NOAA’s challenging goals requires an inclusive, diverse, highly skilled, motivated, and effective workforce that

reflects the communities it serves. NOAA must keep and promote expertise in skills that support collaboration, communication, and partnerships.

Integrated Earth Observations Data

Earth observations are intrinsic to NOAA’s mission. The agency depends on observing systems for virtually every activity—from foundational

research, to operational forecasting and warnings of immediate hazards, to regulatory decisions. NOAA is developing an integrated Earth observation and data management system to bring together all aspects of environmental and ecological monitoring and to provide better information,

products, and services to the nation. NOAA will integrate its observing systems and associated data with efforts of other nations through participation in the development of the GEO System of Systems.

State-of-the-Art Research

NOAA is a science-based agency with responsibilities to direct and maintain a vigorous and forward-looking research enterprise internally and

externally in the academic community. Moreover, continuing and improved success in NOAA’s operational services depends on how well it understands the complex behavior of the atmosphere, the oceans, ecosystems, and associated social and economic systems. Short-term research increases

the effectiveness of existing activities. Long-term, visionary research is critical to recognizing emerging issues and opportunities; managing future

environmental, ecological, and societal needs; and building the foundation for tomorrow’s innovative products and services.

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An Environmentally Literate Public

NOAA’s mission is dependent upon an informed public that is aware of NOAA’s services and understands how scientific observations, forecasts, and regulatory activities affect their personal, business, and

community decisions. NOAA’s success depends on the ability of our constituents to understand, use,

and act upon the information provided. Further, ensuring the world-class workforce of tomorrow

requires NOAA to inspire the youth of today to pursue scientific and technical careers. Through the

America COMPETES Act, for example, NOAA has been given a mandate “to conduct, develop,

support, promote, and coordinate formal and informal education at all levels to increase public

awareness about ocean, coastal, Great Lakes and atmospheric science and stewardship.” NOAA

partners with educational institutions, government agencies at all levels, and private industry

to build environmental literacy. The result is a public better able to make informed decisions

and take appropriate action on environmental and ecological matters.

Strong National and International Relationships

At home and abroad, NOAA provides leadership, supports policies and programs, and engages with

counterparts in support of ecosystem-based management, climate science, Earth observations, water

management, weather forecasting, and more. Phenomena of the Earth’s oceans and atmosphere naturally

extend across political boundaries. Consequently, NOAA recognizes the need to establish strong and

lasting relationships with its domestic and international partners, bring international expertise and

resources to bear in achieving NOAA’s mission, and benefit from the experience of working together on

common issues. NOAA leads the development of U.S. policies, engages in international environmental

programs, and leverages multilateral and bilateral relationships to maximize the benefits of research,

observations, environmental science, and ecosystems management.
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PERFORMANCE MANAGEMENT IN NOAA

Performance management is the formal title given to the evaluation of the progress toward and achievement of outcomes

and objectives. The use of performance measures for assessment and evaluation supports NOAA’s continued success by

ensuring that the agency learns from its experience, strategically directs resources, and operates results-oriented programs.

NOAA’s performance measures, including those required under the Government Performance and Results Act, are published annually in the NOAA Annual Performance Plan and Performance and Accountability Report.

Performance measurement is integrated into the implementation of the NOAA Strategic Plan through NOAA’s Planning,

Programming, Budgeting, and Execution System (PPBES). The PPBES process guides NOAA’s Goal Teams, Programs,

Line Offices, and Staff Offices toward achieving the outcomes and objectives of NOAA’s Mission Goals. PPBES is

designed to implement a logical progression from the NOAA Strategic Plan to the NOAA budget formulation, to Line and

Staff Office execution. Annual Operating Plans detail the agency’s performance from the office and program levels to the

individual employee.

NOAA’s Strategic Plan is also linked to the Annual Performance Plan of the Department of Commerce. There is a direct

relationship between NOAA’s goals, outcomes, and objectives and the goals and performance measures included in the

annual budget submission to DOC. DOC uses this information for its Annual Performance Plan and Performance and

Accountability Report, which integrate outcomes and performance measures across DOC.

The NOAA Strategic Plan supports the DOC Strategic Plan Goal—“Observe, protect, and manage the Earth’s resources to

promote environmental stewardship”—and the two objectives within the goal: “Advance understanding and predict

changes in the Earth’s environment to meet America’s economic, social, and environmental needs” and “Enhance the conservation and management of coastal and marine resources to meet America’s economic, social, and environmental needs.”
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NOAA’S ENDURING FUNCTIONS

The figure at right is a model of NOAA’s enduring functions, how they relate to each other, and how they relate to the external realization of NOAA’s

four Mission Goals. NOAA’s enduring functions are those that the agency must perform to fulfill mission mandates. Each function is a link within a

value chain; each function employs inputs to yield higher-value outputs.

In the model, internal functions are in color, external functions are gray. Value is added as one moves clockwise through the model. Starting at the

bottom, requirements and financial resources are provided (gray) to NOAA by Congress, the White House, and the Department of Commerce. The

agency receives additional requirements and feedback from its partners and customers. As a science agency, NOAA also depends on partners in the

public, private, and academic sectors for mission-specific resources, such as scientific data, information, knowledge, and expertise.

NOAA manages requirements and resources to produce its core scientific content and, ultimately, to provide final delivery of services. The “manage”

functions (green) are akin to the management functions of any organization and relate to the majority of programs in NOAA’s Mission Support Goal.

The “produce” functions (red) are NOAA’s core competencies: observing the environment, modeling it, and conducting research and development to

improve these capabilities. The “provide” functions (blue) are those that directly serve partners and customers.

Providing environmental data and information (e.g., satellite data, weather forecasts, and nautical charts) informs decisions throughout the economy.

Providing knowledge and expertise of the Earth system, its components, and its relation to human society (e.g., models, assessments, and consultations) establishes a coherent structure for the production and use of data and information products. Providing ecosystem stewardship (e.g., regulation,

protection, and restoration of species and habitats and enforcement of laws) optimizes the benefits that humans derive from their ecosystem.

Investing resources beyond NOAA (e.g., grants for research and coastal zone management) allows the agency and its partners to work more effectively

by collaborating.

NOAA’s outputs meet the agency’s four Mission Goals and benefit the public as they are applied by external partners and customers. In particular, the

Federal Emergency Management Administration uses NOAA forecasts to prepare for and respond to hurricanes; state governments use NOAA grant

money to manage coastal zones and improve the hazard resilience of coastal communities; and the fishing, recreation, and tourism industries (and

their customers) gain the long-term benefits of sustainable fisheries from NOAA’s services of fishing quota enforcement and habitat protection.

In broad terms, these NOAA outputs generate benefits for society by ensuring the public health, safety, and security; informing operational decisions

throughout the economy; generating new knowledge and understanding of the environment; optimizing the sustainable production of ecosystem

services; enabling the productive endeavors of partners; and spawning spinoff technologies with positive externalities.
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The NOAA Functional Model

Observation

Data

Finances

Provide Requirements, Resources, & Feedback

Data

& Information

Expert

Knowledge

Ecosystem

Stewardship

Weather &

Water

Preparation &

Response

Climate

Preparation &

Response

Ecosystem

Management &

Protection

Commerce &

Transportation

Efficiency, Safety,

Environmental

Soundness

Models

& Predictions

Research

& Development

Infrastructure

Workforce

The Organization

Produce Provide

Apply

Manage

Shapes represent

functions.

Arrows represent

value added.

Color functions

are internal.

Gray functions

are external.
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BALANCING CONTINUITY AND CHANGE

Although economic and technological developments are integral to the nation’s growth and prosperity, they do not occur independent of the forces of

nature. No matter how successful the economy or how advanced our technology, society is inseparable from the natural systems of the Earth. Progress

as a civilization is marked by improvements in the quality of life, but it is accompanied by increased sensitivity to the natural world and nature’s

increased sensitivity to us.

Human vulnerability to environmental forces is nothing new. Storms, floods, droughts, and tsunamis have always been with us, inspiring legends and

shaping our histories. Modern scientific investigation increases our awareness of these and other phenomena, such as the El Niño Southern

Oscillation, solar flares, and the impacts of a changing global climate. Yet learning to cope with these forces of nature is not the only reason to understand, predict, and forecast environmental conditions.

The natural environment provides us with food and medicine, purifies our air and water, mitigates floods and droughts, and partially stabilizes our

climate. Ecosystem services (services afforded us by our ecosystem) are essential for human life today and for the lives of our children tomorrow, yet

the scientific and economic understanding of the details of these ecosystem services is limited, and it lags greatly behind society’s need to support

strategic decisions.

What is well understood is that cumulative impacts of human activities on natural systems are significant; they present new and urgent challenges for

scientists and policymakers alike. Over the coming decade, policymakers in the United States and throughout the world will be faced with very difficult decisions regarding the future of Earth’s resources and supporting ecosystems.

It's clear we need to be evermore mindful to define “progress” as those developments made in accord with the environment, rather than independent

of it. The further we advance, the more we have to gain and lose from the environment, the larger our responsibilities are, and thus the greater is the

need to base our decisions on a thorough understanding of the environment. The importance of NOAA products and services to the nation continues to grow; NOAA must develop strategies to meet emerging challenges and ensure that its contributions will continue to grow as well.

To this end, NOAA’s strategic priorities must balance the immediate pressures to change with the continuing imperatives of maintaining NOAA’s

enduring functions. These strategic priorities also must offer a balanced response to existing as well as new legislative mandates. Thus, the NOAA

Strategic Plan must define a long-term path to integrate existing requirements with emerging societal needs.
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Some examples of NOAA’s emerging challenges include responding effectively to new statutory requirements (e.g., Magnuson-Stevens

Reauthorization Act), new executive directives (e.g., U.S. Ocean Action Plan), findings and recommendations of the greater scientific community

(e.g., Intergovernmental Panel on Climate Change), internal execution challenges (e.g., continuity of satellite-based Earth observations),

and mounting demands from stakeholders (e.g., improved operational forecasts of high-impact events).

The dependence of humans upon their natural environment is the reason why NOAA provides weather, water, climate, and coastal management

services; why it manages and protects fisheries and sensitive marine ecosystems; why it conducts atmospheric, oceanic, and ecosystems research;

why it enables efficient and environmentally safe commerce and transportation; and why it conducts emergency response and provides

vital information in support of public safety. It is difficult to imagine the nation—and the international community—without these vital

public services.
For more information, please visit

the NOAA Program Planning & Integration Office

at www.ppi.noaa.gov