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Mary Glackin, Assistant Administrator Program Planning and Integration NOAA Leadership Seminar August 25, 2004

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Mary Glackin, Assistant Administrator Program Planning and Integration NOAA Leadership Seminar August 25, 2004

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    1. 1

    2. 2 Introductions 27 Years at NOAA Three line offices Five Administrations Context/ Where I’m coming from Context/ Where I’m coming from

    3. 3 NOAA Vision Summary Vision Integrated, corporate NOAA Leadership Requirements Based Management Budgets that serve the mission Satisfied Customers Tools Organizational Structure Matrix Management Strategic Planning Planning Programming Budget and Execution System (PPBES) Cost/Schedule/Performance Customer feedback & outreach Note that this slide was part of the “NOAA Vision” presentation that the VADM presented last year. Note that this slide was part of the “NOAA Vision” presentation that the VADM presented last year.

    4. 4 Strategic Management for DUMMIES

    5. 5 Reaching for Our Vision NOAA’s Vision* A vastly enhanced scientific understanding of the role of the oceans, coasts, and atmosphere in the global ecosystem available to society and national leadership as a basis for critical social and economic decisions.

    6. 6 Fulfilling Our Mission NOAA’s Mission To understand and predict changes in the Earth’s environment and conserve and manage coastal and marine resources to meet our Nation’s economic, social, and environmental needs.

    7. 7 Mission Goals Protect, restore, and manage the use of coastal and ocean resources through an ecosystem approach to management Understand climate variability and change to enhance society’s ability to plan and respond Serve society’s needs for weather and water information Support the nation’s commerce with information for safe, efficient, and environmentally sound transportation Provide organizational excellence and mission support

    8. 8 Cross-cut Priorities* Developing, Valuing and Sustaining a World-Class Workforce Integrating Global Environmental Observations and Data Management Ensuring Sound, State-of-the-Art Research Promoting Environmental Literacy Leading International Activities Human Capital Council Observation Council Research Council Education Council International Council

    9. 9

    10. 10 Program Structure Ecosystems Climate Weather and Water Commerce and Transportation Organizational Excellence & Mission Support

    11. 11 Protect, Restore, and Manage the Use of Coastal and Ocean Resources through an Ecosystem Approach to Management Goal Structure

    12. 12 Understand Climate Variability and Change to Enhance Society’s Ability to Plan and Respond Goal Structure

    13. 13 Serve Society’s Needs for Weather and Water Information Goal Structure

    14. 14 Support the Nation’s Commerce with Information for Safe, Efficient, and Environmentally Sound Transportation Goal Structure

    15. 15 Provide Organizational Excellence and Mission Support Goal Organizational Excellence Strategies:   Adopt a functional management model to deliver administrative and financial services that will establish direct lines of accountability from headquarters business line managers to all NOAA financial and administrative staff located in the field. Employ a requirements-based approach and a planning, programming, budgeting, and execution system to enhance NOAA’s capabilities and to guarantee effective delivery of products and services. Plan for, construct, and maintain facilities, including co-locating facilities among NOAA entities and external partners to allow for consolidation of services. Lead agency-wide efforts in education and outreach, public affairs, legislative affairs, international affairs, and legal affairs. Formulate and maintain policies, procedures, plans, and processes, including inspections and training, to safely collect data using ships, boats, aircraft, and divers. Use effective and efficient approaches to meet NOAA requirements for ship and aircraft support. Provide systems-controlled acquisition and delivery of satellite-produced information that supports requirements from the mission goals. Develop and maintain an Information Technology Enterprise that fully supports the life cycle of NOAA’s programs, is secure, reliable, cost-effective, encourages information sharing, and complies with all applicable policies. Organizational Excellence Strategies:   Adopt a functional management model to deliver administrative and financial services that will establish direct lines of accountability from headquarters business line managers to all NOAA financial and administrative staff located in the field. Employ a requirements-based approach and a planning, programming, budgeting, and execution system to enhance NOAA’s capabilities and to guarantee effective delivery of products and services. Plan for, construct, and maintain facilities, including co-locating facilities among NOAA entities and external partners to allow for consolidation of services. Lead agency-wide efforts in education and outreach, public affairs, legislative affairs, international affairs, and legal affairs. Formulate and maintain policies, procedures, plans, and processes, including inspections and training, to safely collect data using ships, boats, aircraft, and divers. Use effective and efficient approaches to meet NOAA requirements for ship and aircraft support. Provide systems-controlled acquisition and delivery of satellite-produced information that supports requirements from the mission goals. Develop and maintain an Information Technology Enterprise that fully supports the life cycle of NOAA’s programs, is secure, reliable, cost-effective, encourages information sharing, and complies with all applicable policies.

    16. 16 Provide Organizational Excellence and Mission Support Goal

    17. 17

    18. 18 First Click – NOAA has aligned its efforts into four main Goal Teams. These are “Ecosystems”, “Climate”,” Weather and Water”:, and “Commerce and Transportation”: Each team has a designated leader and is composed of a number of specific Programs. Everything we do in NOAA is in support of these Goals. Work in the Line Offices must address specific targets in the Programs that support these Goals.   Second Click – NOAA has planned for the pursuit of each of these Goals to yield specific Outcomes. The Outcomes are the result of the Products and Services delivered by the Line Offices of NOAA..   Third Click – For NOAA to be effective, we need the Stakeholders to evaluate our progress toward these Outcomes. We need to hear from you how we’re doing, how NOAA is helping or affecting you. What can we do to improve our Products and Services? Have they seen any improvement? What needs are pressing? How should we respond to new directives in a way that suits our stakeholders?   Fourth Click – We hope to take what stakeholders provide us and use it to improve our planning and our activities. The overriding Goal of these meetings is to keep NOAA current and to keep our work relevant.   Fifth Click – So where do the line offices fit in this picture? The Programs within each Goal Team are carried out by the NOAA Line Offices. The amount of effort expended by each Line Office on any one Goal or Program will vary. By organizing NOAA’s efforts along these Goals and Programs, we can insure that NOAA’s efforts are focused and efficient. Duplication is reduced and our efforts are aimed at where they count.   Sixth Click – Supporting all of what NOAA does are the Goal-wide Teams and the Cross-cutting priorities, which s are overseen by Councils and Committees. The “Goal-Wide’s” are essential to NOAA carrying out its mission and the Councils will assure continuity of the cross-cuts issues among the Goals, Programs, and Line Offices.   Overall, this process is what is called Matrix Management, and we feel that it is a better way to align the efforts of NOAA toward achieving intended outcomes. Seventh Click – With this approach, we can be more responsive to our customers, we can more accurately monitor our progress, and we can more effectively present our reports and budget requests to the Administration and to Congress. The end, for us, is a stronger, better, and unified NOAA. In the end, this process should be transparent to the users; the work of the line offices, goal-wide teams, and councils will all support the same goals. First Click – NOAA has aligned its efforts into four main Goal Teams. These are “Ecosystems”, “Climate”,” Weather and Water”:, and “Commerce and Transportation”: Each team has a designated leader and is composed of a number of specific Programs. Everything we do in NOAA is in support of these Goals. Work in the Line Offices must address specific targets in the Programs that support these Goals.   Second Click – NOAA has planned for the pursuit of each of these Goals to yield specific Outcomes. The Outcomes are the result of the Products and Services delivered by the Line Offices of NOAA..   Third Click – For NOAA to be effective, we need the Stakeholders to evaluate our progress toward these Outcomes. We need to hear from you how we’re doing, how NOAA is helping or affecting you. What can we do to improve our Products and Services? Have they seen any improvement? What needs are pressing? How should we respond to new directives in a way that suits our stakeholders?   Fourth Click – We hope to take what stakeholders provide us and use it to improve our planning and our activities. The overriding Goal of these meetings is to keep NOAA current and to keep our work relevant.   Fifth Click – So where do the line offices fit in this picture? The Programs within each Goal Team are carried out by the NOAA Line Offices. The amount of effort expended by each Line Office on any one Goal or Program will vary. By organizing NOAA’s efforts along these Goals and Programs, we can insure that NOAA’s efforts are focused and efficient. Duplication is reduced and our efforts are aimed at where they count.   Sixth Click – Supporting all of what NOAA does are the Goal-wide Teams and the Cross-cutting priorities, which s are overseen by Councils and Committees. The “Goal-Wide’s” are essential to NOAA carrying out its mission and the Councils will assure continuity of the cross-cuts issues among the Goals, Programs, and Line Offices.   Overall, this process is what is called Matrix Management, and we feel that it is a better way to align the efforts of NOAA toward achieving intended outcomes. Seventh Click – With this approach, we can be more responsive to our customers, we can more accurately monitor our progress, and we can more effectively present our reports and budget requests to the Administration and to Congress. The end, for us, is a stronger, better, and unified NOAA. In the end, this process should be transparent to the users; the work of the line offices, goal-wide teams, and councils will all support the same goals.

    19. 19 Example of Program and Line Office Intersection

    20. 20 Why Matrix Management? Achieve bolder goals Unify NOAA Leverage resources Reduce duplication Focus resources Stimulate creativity Reach goals faster Expand learning

    21. 21

    22. 22

    23. 23 Together we will thrive! “There are some people who live in a dream world, and there are some who face reality; and then there are those who turn one into the other.” – Douglas Everett

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