NOAA Technical Report NOS CO-OPS 031

National Physical Oceanographic Real-Time Systems (PORTSTM)

Management Report

Silver Spring, Maryland

October 2000

noaa National Oceanic and Atmospheric Administration

U.S. DEPARTMENT OF COMMERCE

National Ocean Service

Center for Operational Oceanographic Products and Services
Center for Operational Oceanographic Products and Services

National Ocean Service

National Oceanic and Atmospheric Administration

U.S. Department of Commerce

TheNationalOceanService (NOS) Center forOperationalOceanographic Productsand Services

(CO-OPS) collects and distributes observations and predictions of water levels and currents to

ensure safe, efficient and environmentally sound maritime commerce. The Center providesthe set

of water level and coastal current products required to support NOS' Strategic Plan mission

requirements, and to assist in providing operational oceanographic data/products required by

NOAA's other Strategic Planthemes. TheCentermanagestheNationalWater LevelObservation

Network (NWLON), and a national network of Physical Oceanographic Real-Time Systems

(PORTS) in major U.S. harbors. The Center: establishes standards for the collection and

processing ofwater leveland current data; collects and documents user requirements which serve

as the foundation for all resulting programactivities; designs new and/or improved oceanographic

observing systems; designs software to improve CO-OPS' data processing capabilities;maintains

and operates oceanographic observingsystems;performs operationaldata analysis/qualitycontrol;

and produces/disseminates oceanographic products.
NOAA Technical Report NOS CO-OPS 031

National Physical Oceanographic Real-Time Systems (PORTSTM)

Management Report

October 2000

noaa National Oceanic and Atmospheric Administration

U.S. DEPARTMENT OF COMMERCE National Oceanic and Atmospheric Administration

 Norman J. Mineta, Secretary D. James Baker, Under Secretary

National Ocean Service

Margaret A. Davidson, Acting Assistant Administrator

for Ocean Services and Coastal Zone Management

Center for Operational Oceanographic Products and Services

Acting Director, David Kennedy
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NOTICE

Mention of a commercial company or product does not constitute an

endorsement by NOAA. Use for publicity or advertising purposes of

information from this publicationconcerning proprietaryproducts or the

tests of such products is not authorized.
iii

TABLE OF CONTENTS

I. INTRODUCTION ................................................... 1

II. PORTSTM ........................................................... 1

III. PROGRAM OBJECTIVES ............................................. 2

IV. NATIONAL PORTSTM POLICY ........................................ 4

V. PORTSTM PROGRAM MANAGEMENT .................................. 5

VI. PORTSTM OPERATIONS PROCESS ..................................... 10

VII. The PORTSTM DEVELOPMENT PROCESS ............................... 10

VIII. MODEL-BASED NOWCAST/FORECAST DEVELOPMENT ................. 14

IX. PORTSTM USE OF CONTRACT SERVICES and COOPERATIVE RESEARCH 

AND DEVELOPMENT AGREEMENT (CRADA) .......................... 16

X. SUMMARY ........................................................ 17

APPENDIX 1. PORTSTM Management and CO-OPS Organizational structure ............ 18

1

National Physical Oceanographic Real-Time Systems (PORTSTM) 

Management Report

I. INTRODUCTION

The National Ocean Service, (NOS) is responsible for providing real-time data and other navigation

productsto promote safe and efficient navigation within U.S. waters. The need for these products is great

and rapidly increasing. Maritime commerce has tripled in the last 50 years and is expected to continue

growing. Ships are getting larger, drawing more water, and pushing the channel depth limits to derive

benefit fromthe last inchof cargo draft. Ninety-eight percent by weight of the Nation's international trade

moves through U.S. ports and harbors, with 50 percent of these goods being hazardous materials.

Therefore, a major challenge facing the Nationisto improve the economic efficiency and competitiveness

ofU. S. maritime commerce, while reducing the risks to life, property, and the coastal environment. With

increased marine commerce come increased risks to the coastal environment making marine navigation

safety a serious national concern. For example, from 1980 to 1988, tankers in the United States were

involved in 468 groundings, 371 collisions, 97 rammings, 55 fires and explosions, and 95 deaths.

Although the situationdescribedabove iscomplexand hasserious nationalimplications, our need to remain

economically competitive must not be at variance withour desiretoprotectthe coastalmarine environment.

Consequently, it is the mission of NOS to exercise national leadership to advance the sustainable use of

our coastalsystems inorder to provide forthe Nation's economic prosperityand environmentalwell being.

The Center for Operational Products and Services (CO-OPS) of NOS contributes to this mission by

providing timely and accurate tide and current information. These data are produced by the National

Water Level Observation Network (NWLON) and through CO-OPS’ operation of several Physical

Oceanographic Real-Time Systems (PORTSTM). This document defines and describes the development,

operation and management of NOS' National PORTS Program. PORTS management and CO-OPS

organization structure are presented in Appendix 1.

II. PORTSTM

PORTS is a decision support tool, which improves the safety and efficiency of maritime commerce and

coastalresourcemanagement throughthe integrationofreal-time environmentalobservations,forecastsand

other geospatialinformation. PORTS measures and disseminates observations and predictions for water

levels and currents and other parameters, such as, winds, atmospheric pressure, visibility, and salinity

needed by the mariner to navigate safely. PORTS was built upon CO-OPS’ real-time water level

capabilities (i.e., NWLON) by adding incremental improvements to field systems, sensor capabilities,

communications, information systems and operational procedures to ensure that the full value of NOS's

capabilities was realized by the marine transportation community and other users requiring operational

oceanographic information.
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Priorto 1991, CO-OPS’ efforts were centered around the operationofNWLON and circulationsurveys,

which provides data to establishand maintain the verticalwater level reference frame required to: support

nauticalchartproduction, establishstate and federalboundaries, establishsetbacksfromthe highwaterline,

and to support U.S. Army Corps of Engineers dredging projects. All activities were performed in a non

real-time environment.

PORTS beganin1991 as a demonstrationproject to prove the value ofreal-time informationto the marine

navigation community. PORTS systems come in a variety of sizes and configurations, each specifically

designed to meet local user requirements. The largest ofNOS' existingPORTS installations is comprised

of more than 26 separate instruments. The smallest consist of a single water level gauge and associated

meteorological instruments (i.e., winds, barometric pressure, etc.). 

Full systems are presently installed in Tampa Bay, New York/New Jersey Harbor, San Francisco Bay,

Houston/Galveston Ship Channel, and Narragansett Bay. Smaller PORTS are presently installed at

Anchorage and Nikiski, Alaska; Seattle and Tacoma, Washington; Chesapeake Bay; New Haven,

Connecticut; Soo Locks, Michigan. Regardless of its size, each PORTS installation provides information

that allowsshippers and port operators to maximize port throughput while maintaining anadequate margin

of safety for the increasingly large vessels visiting U.S. ports.

As part of the Department of Transportation's (DOT) FY 1997 Appropriation, Congress directed the

USCG to develop, in cooperation with the marine transportation community, a set of user validated

requirements for a Vessel Traffic System (VTS). The USCG convened a National Dialog Group to

document the information required bythe marinerto navigate safely. Included among these requirements

isthe need forreal-time tide, current, bridge clearance, and otherenvironmentalinformation.NOS PORTS

was specifically identified by the National Dialog Group as a critical component of VTS to help ensure

maritime safetyinestuaries withcomplex and unpredictable oceanographic conditions. In addition, access

to real-time water level information, such as that provided by NOAA, is required in orderfor the USCG

to effectively implement its proposed underkeel clearance policies.

III. PROGRAM OBJECTIVES

The objectives of the PORTS program are to: promote navigation safety, improve the efficiency of U.S.

ports and harbors, and ensure the protection of coastal marine resources.

Navigation Safety: The real-time tide and current data provided through PORTS represent one

component of NOS' integrated program to promote safe navigation. PORTS data, whencombined with

up-to-date nautical charts and precise positioning information, provide the mariner with a clearer picture

ofthe potentialdangersthat canthreatennavigationsafety. NOS fulfills its navigation safety mission in close

concert with other Federal agencies, such as the U.S. Coast Guard (USCG). 

Improved Economic Efficiency: Our Nations's waterfronts, ports and harbors have historically been

centers of rapid industrial and urban growth, and have advanced critical national objectives by promoting
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energyexploration,fisheryproduction, commerce, and recreation. In 1991 alone, the commercial shipping

industrysupported 1.5 millionjobs, provided $52 billioninpersonalincome, and generated approximately

$20 billion in Federal, state and local taxes.

Increasingly, shipping companies seeking to improve their profit margin, are implementing new navigation

systems aboard ships to maximize cargo load while reducing uncertaintiesinunderkeelclearances. These

new systems require the availability of real-time tide/current and other information. One foot of draft

accounts for between $36,000 and $288,000 of increased profit per transit for vessels in Tampa Bay

according to the Greater Tampa Bay Marine Advisory Committee. Consequently, the cargo transport

throughput ofU.S. ports and harbors depends onmany factors including marine environmentalconditions.

Knowledge ofthe currents, water levels, winds, waves, visibility, and densityofthe water canincrease the

amount of cargo moved through a port and harbor bysafely utilizing every inch of dredged channel depth.

Coastal Resource Protection: Most ports are at the mouth of major estuaries which provide critical

habitat for many important biological resources. For example, coastal waters provide nurseries and

spawning grounds for 70 percent of the U.S. commercial and recreational fisheries. Commercial fishing

employs more than 350,000 people in vessel and shore-related fisheries work. An additional seventeen

million people participate inrecreationalsaltwater fishing, spending $7.2 billion annually. Activities within

ports can greatly affect these critical resources. Dredging is but one such activity.

The increasing demands of maritime commerce willrequire expanded port facilities, bothin efficiency and

in size. Currently there are about 190 seaports offering more than 3,000 berths for commercial carriers.

An estimated 60% of the Nation's coastal waterways require operational and maintenance dredging.

Within coastal waters, some 200-250 million cubic yards of sediments are dredged each year. The

shortage of available sitesforthe disposalofdredged materialoften prevents port expansionand threatens

the continued use of waterways for shipping. There will be increasing demands to sacrifice wetlands to

expand port infrastructure so the ports can be more competitive. PORTS provides information on the

physicalprocessesthatsupport wise decisionmaking in our coastal zone. The availabilityofPORTS data

will help ensure that resource management decisions are based on the best science and information

available.

Inaddition, preventionofmaritime accidentsisthe most cost effective measure that canbe takento protect

fragile coastal ecosystems. In 1996 alone, NOS' Hazardous Materials Response and Assessment Division

responded to 69 spills including the release of 1.9 million gallons of caustic soda in Florida and a spill of

825,000 gallons of diesel fuel in Rhode Island. One major oil spill (e.g., EXXON VALDEZ) can cost

billions of dollars and destroy sensitive marine habitats critical to supporting coastal marine ecosystems.

PORTS providesinformationto make navigationsafer, thusreducing the likelihood of a maritime accident,

and also provides the information necessary to mitigate the damages from a spill, should one occur. 
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IV. NATIONAL PORTSTM POLICY

PORTS is a partnership program based on extensive collaboration between NOS and the local maritime

community to identify local needs. The enhancements that PORTS bring to both navigation safety and

efficiencycan result in significant local economic benefits. Consequently, it is the policy of NOS to require

that all costs to operate existing PORTS be provided by the local user community. In addition, absent

special Congressional appropriation or clearly defined Federal Government needs, all future PORTS

installations will be paid for in their entirety (both installation and local operation) by the local user

community. The requirement for local sponsorship of PORTS operations and maintenance underscores

the importance of user commitment to the partnership.

The PORTS partnership isfounded on the principle that there are both local and Nationalresponsibilities.

The local sponsor's responsibilities include, but are not limited to, the following:

C Design/installation costs, including the purchase of all equipment and contractor support.

C Local operating/maintenance costs to include repair/preventive maintenance for all locally resident

instrumentation and computer equipment.

C Telephone lines/communications equipment costs for local distribution of PORTS information.

C Spare parts/supplies, and the amortized coststo replace all equipment at the end oftheir expected life.

C Operational/maintenance costs to include costs of operating an appropriate nowcast/forecast model

that supplements the real-time observations.

National PORTS Program responsibilities include, but are not limited to, the following:

C Development of PORTS National Standards - Standardized data formats and baseline accuracy

requirements will enable the maritime community’s ability to utilize PORTS data with confidence and

anticipate seamless transitions when transiting between ports. Standardization also enables

manufacturers of digital charts, vessel traffic information systems, and other related private sector

productsto hold down equipment costs bynot having to address variable, orproprietary, data formats.

C Development of User Agreements- NOS willdevelop and maintain cooperative agreements between

NOS and the local organization responsible for the operation of a PORTS. These agreements will

contain details regarding O&M requirements and the responsibilities for each organization.

C Installation of PORTS - Utilizing funds provided by the local user community, NOS will design and

implement new PORTS systems. Installations will be accomplished through the use of, or in

partnership with, private sector contractors.

C Data Quality - NOS is responsible for the accuracy of the information products and services that it

providesto ensure safe navigation. Operating a centralized data quality assurance system on a national

scale is an appropriate role for the federal government, as well as an equitable contributionfor NOS'

participation in the PORTS partnership. 

The issue of liability (e.g., ifa maritime accident should occur as a result of reliance on erroneous realtime PORTS data) has beena centralconcernforlocal sponsors due to the potentially enormous costs

of a marine accident. Existing PORTS local sponsors will not continue to provide local operations and

maintenance funding without NOS retaining responsibility for the accuracy of PORTS real-time data.
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NOS will continue to provide the necessaryqualitycontrolthrough the establishment oftheContinuous

Operational Real-time Monitoring System (CORMS). CORMS is a 24 hour, 7 days a week,

centralized qualitycontrol and decision support system that: ingests real-time data (every six minutes)

fromallsensorsfor eachPORTS system; determines data qualityand evaluates eachPORTS system's

performance; identifies and communicatesthe presence ofinvalid orsuspect PORTS data to real-time

users who rely onPORTS data to ensure navigation safety; and provides decisionmaking information

needed by maintenance crews to affect repairs to PORTS systems.

CORMS is currently a minimalprototypesystemcapable ofsupportingthe existingPORTS. Therefore,

to respond to the maritime communities request for additional PORTS,CO-OPS produced a System

Development PlanforCORMS II. CORMS II is designed to (1) monitor more sites/systems without

compromising quality; (2) to makebetterdecisions basedoninformationthat has beensummarized and

mapped against existing rules and directives; and (3) to ensure more consistent actions and/or nonactions are taken by the CORMS watch personnel. CORMS II will enable the maritime community

to receive the most accurate real-time PORTS data possible. The implementation and operation of

CORMS II is critical for NOS to continue its expansion of PORTS.

In addition, NOS will oversee the operation and maintenance (O&M) of eachPORTS to assure that

the systems are maintained in accordance with PORTS National Standards. The conscientious

operation, maintenance and timely repair of the PORTS components is critical to assure that reliable

and accurate informationis available for users. The Field Operations Division of CO-OPS will assign

the necessary resources to monitor the performance ofthe localoperators of eachPORTS, review all

related O&M documentation, and verify compliance with the terms contained within the cooperative

agreement prepared by the Requirements and Development Division.

C Research and Development - CO-OPS will develop and implement the Ocean Systems Test and

Evaluation Program (OSTEP) to conduct the research and development necessary to continuously

improve the accuracy, reliability, and applicability of PORTS information. OSTEP will develop new

sensor technology and apply oceanographic measurement qualityassurance (QA) processesto ensure

that the instruments used to support PORTS are providing safe and accurate data. New sensor

technology will be evaluated by OSTEP before operational use in CO-OPS PORTS, NWLON, or

National Current Observation programs.

C Development of operational nowcast/forecast models desired by the user community in the PORTS

development process.

V. PORTSTM PROGRAM MANAGEMENT

The PORTS Program consists of seven major elements: (1) Daily Operations and Quality Control;

(2) ProgramOutreach; (3) Requirements and Development;(4) Scientific Oversight;(5) Computer-based

Product Development and Data Management; (6) Researchand Development and (7) PolicyMaking and

Strategic Planning.ThesesevenelementsmaptospecificDivisions, Programs and/or individuals withinCOOPS. To effectively administer NOS' National PORTS responsibilities, eight PORTS management

positions and Teams have been established: PORTS Strategic Oversight Team, PORTS Program
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Manager, Navigation & PORTS Liaison Officer, PORTS Development Team, PORTS Information

Technology Team, PORTS Implementation Team, PORTS Operations Team, and OSTEP Manager.

These positions have been filled from within CO-OPS and represent collateral duty assignments. A

synopsis of their respective responsibilities follows:

PORTSTM StrategicOversight Team (PSOT): the PSOT consists of all four Division Chiefs, the COOPS Science Oversight Manager, the Navigation and PORTS Liaison Officer, the PORTS Operations

Team Leader, the PORTS IT Team Leader, the OSTEP Manager, the PORTS Program Manager and

the Director and Deputy Director of CO-OPS. The purpose of this team is to (1) employ strategies for

positioning CO-OPS to be responsive to changes in the maritime community, political landscape and

NationalOceanService management;(2) oversee allofthe PORTS Programelements;(3) target and plan

for new PORTS opportunities that enable PORTS to grow and expand; and (4) provide a vehicle for

resolving PORTS issues that have been elevated by any of the PORTS Teams/Individuals defined in this

document.

PORTSTM Program Manager (PPM): The PPM resides on the Directors Staff within CO-OPS. In

general, the PORTS Program Manager is responsible for the monitoring, coordinationand oversight of all

activities associated with any of the seven PORTS ProgramElements.This positionisrequired to provide

dedicated and full time management of all ofthe various elements ofthe PORTS Programusing a systemic

approach with a National perspective. The PORTS Program Manager does not replace any of the

resources required to carry out the functions associated withany ofthe sevenPORTS Programelements.

The PORTS Program Manager does create an environment within which these resources can work

productively.

Specifically, the PPM will:

C In consultation with the PORTS Strategic Oversight Team (PSOT), set policy for the PORTS

Program. 

C Conduct regularly scheduled PSOT meetings

C Establish, promote, encourage and enable communications between CO-OPS and local PORTS

representatives and among PSOT members.

C Coordinate and monitor PORTS Programactivitiestomaximize resource allocation, remove obstacles

to success and to insure timely accomplishment of PORTS Program goals and objectives.

C Provide a single point of contact for PORTS programmatic issues.

C Serve as a diplomat in generally promoting the PORTS Program as a national asset to the maritime

communityand tootherconstituent groups. Service inthis area simply augmentsthe outreachfunctions.

To accomplishthese tasks, the PPM works withsixCO-OPS Teams/individuals on a regular basis. These

are: PORTS Strategic Oversight Team, PORTS IT Team Leader, PORTS Operations Team, PORTS

Implementation Team, PORTS Development Team, OSTEP Manager, and the PORTS & Navigation

Liaison Officer. The membership and responsibilities of these teams are as follows:
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PORTSTM Development Team (PDT): The PORTS Development Team Leader (PDTL) is a member

of the Requirements and Development DivisionofCO-OPS. The PDTL isresponsible forthe solicitation,

documenting and finalizing of all PORTS requirements. These requirements can be for new PORTS

development or for PORTS enhancements. The PDTL uses the resources available within CO-OPS,

including the Measurement System Configuration Board and working with the PSOT members and the

OSTEP manager, establishes a PORTS Development Team(s). The PDT(s) develop the requirementsto

a point that the Implementation Team can install the designed systems or enhancements. 

The PORTS Development Team does not have a standing membership. Each development is somewhat

unique, consequently, the PDTL willselect a new teamwitha skillmixappropriate tothe development task

at hand. A representative from the user community and the PORTS Operations and Implementation Team

Leaders will be members of this Team.

The PORTS Development Teamundertakes alldevelopment tasks associated with the PORTS Program.

This includes, but is not limited to the following:

C Requirements identification/documentation.

C Science-based assessment of the number and locations of instruments necessary to provide the

required information.

C Model development and implementation.

C Design/development of new PORTS installations.

C Design/development of new sensor, communication, and dissemination technology.

PORTSTM ImplementationTeam(PIT): ThePORTS ImplementationTeamLeader (PITL)isamember

ofthe Field Operations DivisionofCO-OPS. The leaderusesthe resources available withinCO-OPS and

working with the respective CO-OPS Division Chiefs, establishes a PORTS Implementation Team(s) to

install and configure the system(s) defined bythe requirements. This Team is responsible for all aspects of

implementation including test and acceptance and implements both new and enhanced PORTS designs.

This Team works closely with the Development Team to insure a smooth transition from conception to

implementation. Upon completion of the design and development of a new PORTS, the Implementation

Team will manage the physicalinstallationofthe PORTS. In order to assure success, the Implementation

Team will closely coordinate the various aspects of the new system installation with the PORTS

Development Team and the local PORTS representatives

PORTSTM Operations Team (POT): The PORTS Operations Team Leader (POTL) is the CORMS

manager and is a member of the Products and Services Division. The POTL manages CORMS watch

standing personnel as well as performs a triage function for all quality control issues for existing PORTS.

The POTL works with a team consisting of the CORMS watch standing personnel, one Computer

Specialistfromthe InformationSystems Divisionand one Engineer from the Field Operations Division. All

operational problems, concerns and issues must passthrough the PORTS Operations Manager for initial

and appropriate assignment to either or both of the Division technical representatives. Depending on the

complexity of the identified problem(s), these representatives can call upon other resources within COOPS for assistance. It is the PORTS Operations Team Leader’s responsibility, however, to monitor the
8

progressofthe diagnostic and problemsolving process and report any unresolved problems tothePORTS

Program Manager. These types of problems could be timeliness in repair(s), recurring failures, resource

allocation, orprioritization.ThePORTS ProgramManager provides direct technicaldirectionto the POTL

The PORTS Operations Team is responsible for responding to PORTS operations and maintenance

(O&M) requirements. Each ofthe four Divisions within the CO-OPS willprovide members for the POT.

The team is headed by the PORTS Operations Manager. The team provides input to the PORTS

Operations Manager concerning operational budgets, equipment inventories and maintenance, resource

allocation, travel schedules, and provides a link between NOS' National PORTS Operations and local

PORTS operations.

The team, in concert with the local partners, ensures that PORTS is monitored and maintained properly

to assure both reliability and quality of data. POT reviews all O&M agreements with local organizations

and all PORTS related contract services prior to approval by the PORTS Program Manager.

POT coordinates all operational PORTS field activities supported by CO-OPS. This activity involves

preparing personnelresource estimates and schedulesfor the various PORTS projects. Working with the

Division Chief, determines available resources which can be committed to the projects, identify Branch

personnel to be assigned to the various PORTS Teams, and determines the project's priority within the

Division.

NOS PORTS Field Point of Contact: The NOS PFPC is a member of the Field Operations Division

and coordinates field operations with the PSOT and support personnel which may be accomplished by

serving as a Contracting Officers Technical Representative (COTR). A PFPC is assigned to existing

PORTS.

PORTSTM Information Technology Team (PITT) Leader: The PITT leader position resides in the

Information Systems Division and is responsible for all computer-based components of PORTS. This

includes PORTS system components in the field and at headquarters. The list of responsibilities includes

but is not limited to hardware and software associated with (1) data acquisition subsystems; (2) national

WAN data communications; (3) all CORMS (Continuous Operational Real Time Monitoring System)

components;(4) the PORTS InfoHub;(5) Tides Online; and (6) the PORTS voice response system. The

PITT Leader participates on development and implementationteams asrequired. The PITT isthe primary

IT contact for the CORMS operators and provides resources for a 24 x 7 standby operation to respond

to requests for support for all PORTS IT related quality control issue. 

OSTEP Manager: The OSTEP Manager resides on the staff of CO-OPS and provides oversight,

coordination and planning of the test and evaluation activities for CO-OPS. OSTEP and its facility insure

that all candidate PORTS system components are tested, and accepted using established procedures,

standards and methods prior to becoming part of the operational PORTS. OSTEP is the foundation for

quality assurance for PORTS. OSTEP is also responsible for defining the appropriate quality control

procedures for use by CORMS. The OSTEP Manager provides technical direction to a team comprised
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of representatives from all Divisions supporting OSTEP activities. The team may be augmented with

contractor personnel or other resources CO-OPS. Working the Division Chiefs, the OSTEP Manager

draws on available resources to: (1) participate in OSTEP experiments; (2) provide input to Statements

ofWork; (3) review test and evaluationdata, and (4) perform special analysis. All of the Center’stest and

evaluation requirements for telecommunications, engineering, and oceanography are the responsibility of

OSTEP.

Navigation and PORTSTM Liaison Officer (N&PLO): The N&PLO resides on the CO-OPS staff

and provides a direct link to the Office of Coast Survey Regional Navigation Managers. The N&PLO

maintains a line of communication to these representatives by:

C furnishingNavigationManagerswithupdatedinformationabout current and planned PORTS activities;

C developing and providing public relations and marketing information for internal use and use by the

regional representatives; 

C traveling to existing PORTS sites or potential PORTS sites with the Navigation Managers within the

various regions to promote PORTS and respond to inquiries; and

C assist the PSOT in providing a political and strategic perspective to its discussions and decisions. 

PORTSTM MANAGEMENT PROCESS

The goalofthe PORTS management process, isto utilize the technicalresources ofCO-OPS to best meet

PORTS Program requirements, without jeopardizing other CO-OPS requirements. The process uses

CO-OPS's formal Center structure to keep the lines of communication clear and open, and to eliminate

intra-organizationalconflict resulting from competition for the limited resources needed to meet allofCOOPS program commitments.

The CO-OPS Director, Deputy Director and Division Chiefs exercise their traditional "line management"

roles as in any operational organization. Specifically, they are responsible for the management of the

personnel and financial resources which are required for the National PORTS Program. The CO-OPS

Director is responsible and accountable for allocation of allfunds, people, equipment, and facilities to the

PORTS Management, Development, and Operations Processes. The DivisionChiefs develop personnel

and facilityallocationplans to accomplishtasksidentified bythe PORTS ProgramManager and approved

by the CO-OPS Director.

PORTSTM Advisory Panels: A key component of the PORTS management philosophy is the need for

outside review and consultation. The Advisory Panel consist of independent experts from outside NOS

to review the management, development, and operations ofPORTS. They are responsible to the PORTS

Program Manager, but are empowered to independently review management performance, technical

performance, budgets, and schedules.
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VI. PORTSTM OPERATIONS PROCESS

The goalofthe PORTS Operations Processisto ensure that allPORTS systems remain in good operating

order and produce accurate information. The process requires the close coordination of all CO-OPS

components. Real-time, 24 hour/day qualitycontrol(QC)is provided through CORMS, however, other

CO-OPS personnel will retrospectively analyze PORTS data to detect sources of error not readily

apparent to the real-time QC checks. These analyses could form the basis for revised real-time checks

and procedures.

The risk to safe navigation from erroneous PORTS data is great, consequently, the PORTS Operations

Process is designed to error on the side of caution. Similar to the auto assembly line where eachworker

canhalt the line iftheybelieve that a qualitydefectexists,eachCO-OPS employee responsible for PORTS

data quality can temporarily stop the dissemination of data from any instrument that they believe is

producing erroneous data. Strict adherence to "chain of command" management models sometimes creates

bureaucratic inertia which does not allow an organization to react quickly enough to potential emergency

situations. By empowering employeesto act ontheir own authority, CO-OPS will ensure that the PORTS

Operations Process is flexible enough to meet the challenge of real-time data QC.

Once a possible data quality defect has been detected, the PORTS Operations Team is automatically

tasked to determine if the data are, in fact, erroneous, and to take the required steps to correct the

malfunctioning instrument. The corrective steps could be as simple as contacting the local PORTS

operators and requesting that they replace a malfunctioning sensor, or as complex as the relocation or

redesign of an instrument. In the latter case, the PORTS Development Team would take the lead in

developing the required solution. In either case, the PORTS Operations Team provides the diagnosis. A

more complete description of the PORTS Operations Protocol is contained in the CO-OPS Standard

Operating Procedures (SOPs).

VII. The PORTSTM DEVELOPMENT PROCESS

Development is one ofthe management components of any successful and forward-looking program, and

thus is a component ofthe NationalPORTSTM Program. A PORTSTM Development Team (PDT) will be

established to develop new PORTSTM installations and to implement changesto a basic design component

in an existing PORTSTM. Major design changes include: significant location changes, the addition or

deletion of instruments, addition of new sensor or system technology, and the addition of requirements. 

NOS has adopted a defined development process whichwillbe employed in the establishment of all new

PORTSTM installations and when making major system design changes to existing PORTSTM. This

development process consists of five basic steps which serve to move from concept to implementation.

One ofthe primarygoals ofthis processisto provide a framework for the localuser communityto interact

with NOS in order to produce a system which is of maximum benefit to all interested parties. NOS

recognizes that local input at all phases of the project is crucial to its ultimate success.

The steps of the development process are:

C Outreach and Preliminary Assessment of User Requirements
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C Initial User Requirements Meeting

C Formation of a Development Team

C Local Review of Requirements Assessment and Budget Estimates

C Drafting of an Implementation Plan and MOA

The above listed steps are described in more detail in the remaining sections, as well as the documents

expected from each of these steps. The flow of information between steps is depicted in Figure 1, and a

list of the documents resulting from of the development process is given in Table 1.

Step1 - OutreachandPreliminary Assessment of UserRequirements:The Navigationand PORTS

Liaison Officer (NPLO) will work with the Office of Coast Survey Regional Navigation Managers to

conduct briefings for the local navigational community which demonstrate the benefits, basic components,

and requirement forlocalsupport ofPORTSTM. The NPLO will gather feedback from these interactions

to derive a preliminaryunderstanding ofthe navigationaland coastalresource issues ofthe area. As a result

ofthese meetings the NPLO willprepare the first draft of a requirements assessment (RA) whichincludes:

C a problem statement describing the scientific/navigational/environmental issues

C background information (political scope, major port business, NOS history in port)

C geographic scope of project

C the operational scenario (i.e., intended use of PORTS information)

C local expectation of time frame

C key local players and organizations

The NPLO willrequest that the localcommunity send a letterto the Assistant Administrator(AA) ofNOS

and a copyto the PORTS ProgramManager(PPM) requesting that a PDTbe formedand that the PORTS

Development TeamLeader (PDTL)travelto the siteto give a more detailed PORTS briefing. The PORTS

Program Manager will prepare a response for the AA’s signature to the local community apprizing them

of CO-OPS’ commitment to the project. The PSOT, PDT, and POLwillreceive copies ofthe local letter

of interest and the response letter.

Step 2 - Initial User Requirements Meeting: The NPLO will be responsible forsetting up a meeting

withthe PDTL and principle potentiallocalusers ofPORTS information. The PDTL and NPLO will travel

to the local site, meet the principle users, refine the problem statement and operational scenario, and

perform a preliminary site review. At this meeting a local representative will be identified for PDT

membership. This visit should be well coordinated to ensure that all the key interests are represented and

that all necessary information is exchanged. The PDTL will produce a final RA as a result of this meeting

and will circulate as described in Table 1.

Step 3 - Formation of a Development Team: The PDTL will assemble a PDT to address major

development questions. Each development is somewhat unique, consequently, the PDTL will select a team

with a skill mix appropriate to the task at hand. A representative(s) from the user community, and the

PORTS Operations and Implementation Team Leaders will always be members of this team.

The team will be provided withthe RA and any available user communityfeedback priorto the team's first

meeting. The NPLO will provide a debriefing resulting from Steps 1 and 2 at the first PDT meeting. The
12

PDT will then decide whether additional user input is necessary, and if so, the NPLO will be tasked with

gathering the information. 

Step 4 - Local Review of the Requirements Assessment and Budget Estimates: The PDT will

produce preliminarybudget estimates and site maps based on the information contained in the RA. These

documents will be reviewed by the PORTS Strategic Oversight Team (PSOT) prior to being sent to the

local partners. The PDTL will then provide the RA, which is a written articulation of the problems and

operational scenario which NOS has gleaned from interactions, to a group of the key local potential

PORTS users. Preliminary budget estimates and station locations will be included in this package. This

step serves as a "reality check,” to ensure that the PORTS will be designed to meet the needs of a

particular area. 

The local partners will be asked to communicate their continued interest in the development of a PORTS

in writing to the AA with a copy to the PPM.

Step 5 - Drafting of an Implementation Plan and MOA: Following local statement of a desire to

proceed withdevelopment, the PPM will convene a PORTS ImplementationTeam(PIT), specific to each

site. The local community will be represented on the implementation team. This team will be tasked with

developing a detailed implementation plan. The PDT will work with the PIT to ensure a smoothtransition

between the development and implementation processes.

The PORTS Implementation Team will adhere to the CO-OPS standard outline for a PORTSTM

Implementation Plan (PIP). If in the drafting of this plan the PIT discovers a need for additional

reconnaissance, CO-OPS employees or local support will be dispatched to obtain the necessary

information. 

Concurrent with the drafting of the PIP, the NPLO, with assistance from the Requirements and

Development Division, will draft a Memorandum of Agreement (MOA) between NOS and the local

partner. The NPLO will work with the partner to insure that specifics such as funding, invoicing, and

equipment ownership are described to the mutual satisfaction of all parties. 

Implementation and Post Implementation Acceptance

The PPM will administerreview ofthe ImplementationPlanand theMOAbythe PSOTand localpartners.

The PORTS Implementation Team Leader will be responsible for assimilating the reviewers’ comments

and preparing a final draft of the PIP. The NPLO will be responsible for assimilating the reviewers’

comments and preparing a finaldraft ofthe MOA. The PIP and MOAwillbe subject to finalapprovalfrom

both the PPM and a locally designated partner.

After implementation and prior to a PORTS being accepted as operational, the Development and

Implementation Teams will review the installation and insure that the PORTS meets the requirements

documented inthe RA and PIP. The NPLO will arrange for a user feedback meeting to be held at the local

site to respond to questions and requests for training.
13

Table 1. Documents Resulting from the PORTSTM Development Process

Step # Document Lead Author Distribution

1 draft requirements analysis (RA) NPLO 2,3,8,8,9,10

1 interest letter local partners 1, cc 2,3,8,9

1 response to local partners PPM 2,3,8,9,10

2 users meeting agenda & goals PDTL 2,3,8,10,11

2 revised RA NPLO 2,3,8,9,10,11

3 preliminary budget and station map PDTL 2-10

4 commitment letter from locals local partners cc 2,3,8,9

5 draft PIP PITL 2-10

5 draft MOA NPLO 2-10

final PIP PIT 2-10

final MOA NPLO 2-10

acceptance memo PDTL and PITL 2-11

distribution codes

1 - National Ocean Service AA

2 - PORTSTM Program Manager (PPM)

3 - Navigation and PORTSTM Liaison Officer(NPLO)

4 - PORTSTM Operations Team Leader (POTL)

5 - PORTSTM Development Team Leader (PDTL)

6 - PORTSTM Implementation Team Leader (PITL)

7 - PORTSTM Operations Team (POT)

8 - PORTSTM Development Team (PDT)

9 - PORTSTM Strategic Oversight Team (PSOT)

10 - Local representatives

11 - Wide local distribution
14

OUTREACH &

PRELIMINARY 

ASSESSMENT OF 

USER

REQUIREMENTS

INITIAL USER

REQUIREMENTS

MEETING

PORTS

FORMATION

OF A 

DEVELOPMENT 

TEAM

PORTSTM DEVELOPMENT PROCESS

LOCAL 

REVIEW OF 

RA & 

BUDGETS

DRAFTING OF

IMPLEMENTATION 

PLAN & MOA

Draft 

Requirements 

Assessment 

(RA)

Interest 

Letter

Response

 Letter

Final

RA

Draft

Design & 

Budget 

Estimates

Draft

PIP

&

MOA

Commitment

 Letter

VIII. MODEL-BASED NOWCAST/FORECAST DEVELOPMENT

Modeling, specifically forecasting, is considered to be cutting-edge oceanography. The application of

modeling in PORTS provides users with even a broader potential suite of products and services that

observations cannot provide. As such, CO-OPS is in the process ofdeveloping anoperationalModeling

Program that will support PORTS and provide for expansion of modeling into other NOS mission

portfolios such as Sustain HealthyCoast (SHC)Fromanoceanographic perspective, modeling can serve

to supplement observational schemes such that information on water levels and currents can be made

availablewhereobservations arenotpractical. Models can provide predictive capabilities, such as the total

water level forecasts that CBOFS provides, that traditional tide predictions fail to provide. Models also

can provide a level of quality control for the observations themselves.

There are two major components of a modeling program: the research and development activities and

operation and maintenance activities. The functional pipeline for the program can be described by: 

Requirements Functions

Design/Development Functions

Transition From Development to Operations Functions

Operation and Maintenance Functions

Enhancement Functions
15

A set of defined steps is followed in the development and implementation of numericalprediction models

and other forecast techniques. CO-OPS and the Coast Survey Development Laboratory (CSDL)

documented this processinNOS Proceduresfor Developing and Implementing Operational Nowcast

and Forecast Systemsfor PORTS, NOAA Technical Report NOS CO-OPS 0020. The firststep inthis

process will be the establishment of a NOS Scientific SteeringCommittee (SSC)which will be comprised

ofmembers from appropriate components of NOS. The SSC will oversee the development, evaluation,

and implementation process, It will convene internal and external review panels, approve candidate

solutions,setstandards,establishtestingprocedures, and approve operationalimplementation. A summary

of the steps in this process is as follows:

1. Requirements Analysis - A userrequirements document will be prepared by the PDT. User needs

must be clearly documented and alternative approaches addressed. Modeling should be included

as part ofthe PORTS suiteofproducts and services promoted inthe Outreachphases. (See step 1,

Section VII). 

2. Candidate Solution- A candidatesolutionwillbe proposed bythe PORTS Development Teamand

approved by the SSC. The Developer will take the lead in cooperation with the PORTS

Development Team in drafting a Systems Development Plan (SDP). The SDP would include a

description of proposed approach and operational requirements and would address computer,

initialization/input and dissemination considerations.

3. Model Evaluation - Throughout development and testing, the model and its output will undergo

evaluation. At least twice a year the Developer will provide progress reports on the development.

A part of this evaluation is the development of methods to objectively assess skill/model

performance. The chosen assessment scores must be acceptable to the scientific community as well

as the user. Another key component of the evaluation step is documentation of the model which

mustinclude a discussionofhowthe modelworks, the equations, ocean boundary conditions, how

winds are introduced, and skill assessment.

4. Internal Review - Following preliminary model acceptance by SSC, SSC will select and convene

an Internal Review Panel. The Internal Review Panel would review the final evaluation on the

candidate model and the statistics as outlined inthe evaluationsection of the model documentation.

Also included is a Model Test and Evaluation (MT&E) Plan whichdetails howNOS and the local

users willknowifthe candidate model is meeting the documented user requirements. Based onits

evaluationthe InternalReview Panelwould makerecommendationstoSSCastowhetherthe model

should be accepted or reevaluated with or without modification.

5. Operational Evaluation (OP-EVAL) - The modelwillnowbe implemented in a test mode to allow

an evaluation of its performance in an operational setting. A subset of users will be selected to

participate in the OP-EVAL. These users will rely on the MT&E Plan to guide their evaluation.

Results willbe provided to an independent External Review Panel which must include members of

the user community.
16

6. ExternalReview - AnExternalReview Panelwould review the findings ofthe InternalReview Panel

and the results from the Operational Evaluation. Based on this review, the External Review Panel

would make a recommendation to the SSC as to whether the model should be accepted

and implemented, or reevaluated with or without modification. The SSC and the user

community will jointly make the final recommendation regarding acceptance and

implementation.

7. User Acceptance - Based on the results of the OP-EVAL and recommendation of the External

Review Panel, the user communitywillmake the finaldecisionregarding acceptance ofthe forecast

product.

8. Implementation - Once the forecast product has been approved for implementation, but prior to

implementation, the Developer, in cooperation with the PDT, would produce an Operations and

Maintenance Manual(O&MM), and a User DocumentationManual(UDM). The O&MM defines

input and output data streams, time requirements for data streams and model runs, required

computerresources, and establishes back-up procedures. The UDM documents the strengths and

weaknesses of the forecast product and highlights results of the OP-EVAL and External Review.

The forecast product is then implemented and run in an operational environment (i.e., 24 hours/day, 7

days/week). A continuing component of the implementation step is the requirement for CO-OPS to

monitorthe input data streams and output forecast products through CORMS and/or through cooperative

relationshipswithNWS. Responsibility for the ultimate accuracy of the forecast products resides with COOPS.

IX. PORTSTM USE OF CONTRACT SERVICES and COOPERATIVE RESEARCH AND

DEVELOPMENT AGREEMENT (CRADA) 

 NOS does not have adequate personnel resources to meet the anticipated increase in personnel

requirements to implement and operate the PORTS Program. NOS plans to address this challenge by

using contract services. The use of contract services will be focused on, but not limited to, the field

implementation, operation, and maintenance of local PORTS sites. Contract services will also be used

to operate the 7x24 Continuous Operational Monitoring Systems (CORMS).

NOS plan to utilize Cooperative Research and Development Agreement’s (CRADA) to conduct the

research and development required to continue growthina NationalPORTS Program. A CRADA is an

instrument through which the U.S. Government seeks to: promote technology transfer and in particular

commercial development of Federally developed technology; and to improve access to science and

technology through collaborationwithother party(s). The scope of the PORTS CRADA is to expand and

improve existing PORTS sensor, communications, and data acquisition subsystems; develop interfaces

between PORTS and marine traffic management systems; and insure the development of a quality

assurance processes.
17

X. SUMMARY

The challenges facing NOS as it endeavors to provide national leadership to advance the sustainable use

ofthe coastalmarine environment are complexand hold potentially significant consequencesforthe Nation

if solutions are not found. No one component of NOAA or the Federal Government can address these

problems alone. Balancing the two national priorities of economic prosperity and environmental well being

requires the integration of federal, state, and local government agencies, the academic community, public

interests groups, and the strong support and participationbythe private sector to ensure the health, safety

and sustainable use of our country's coastal areas.

This document has defined and described the development, operationand management ofNOS' National

PORTS Program. PORTS is but one component of NOS' integrated Navigation Services Program within

NOS' Coastal Stewardship mission. Inthistime of diminishing federal resources, partnerships with other

federal, state, and local organizations, in conjunction with the private sector, represent the only viable

solutionto addressthese Nationalneeds. The partnerships created through the PORTS Program activities

described above serve as a model for the proper role of the Federal Government, acting in concert with

the user community, to meet National needs.
18

PORTS Program Manager PORTS Outreach Liaison

PORTS Scientific Oversight OSTEP Manager

PORTS Development Team Leader

Chief, RDD

PORTS IT Team Leader

Chief, ISD

PORTS Operations Team Leader

Chief, PSD

PORTS Implmentation Team Leader

Chief, FOD

 Director, CO-OPS

Deputy Director, CO-OPS

Non-members of the PSOT - Participate when necessary

Permanent members of the PSOT (PORTS Strategic Oversight Team)

APPENDIX 1. PORTS Management and CO-OPS Organizational structure.