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NCAR Realignment

NCAR Realignment. Reasons for Considering Realignment. National Science Board call for a review of how ATM supports the field in the 21 st Century UCAR Cooperative Agreement renewal Increased interdisciplinary and cross-cutting content at NCAR

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NCAR Realignment

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  1. NCAR Realignment

  2. Reasons for Considering Realignment • National Science Board call for a review of how ATM supports the field in the 21st Century • UCAR Cooperative Agreement renewal • Increased interdisciplinary and cross-cutting content at NCAR • Need to develop new modes of university collaboration • Need for the center to be innovative and adaptive

  3. Objectives of the Realignment • Form, structure, and function must all be consistent with Strategic Plan • Need to demonstrate to ourselves and the world that we can adjust and optimize our program (show NCAR in the best light) • Need to make “integration” more than a buzz word • To implement our strategy and manage cross-cutting work more effectively • To foster professional development of all staff

  4. Some guiding principles • Organize to address significant current national needs identified in the Strategic Plan and new ones that arise later • Flexible and responsive organization • Multiple investigator projects • Reduce stove-piping in the organization • Ensure an organizational structure that supports science, applications and facilities • Maintain disciplinary alignments as a critical dimension of the organization

  5. Principles for The Realignment Decision • Go as you Pay • Do no harm • Form, Structure and Function all clear and consistent with NCAR’s Strategic Plan

  6. Criteria for Decision • Consistent with our Strategic Plan - Excellence, careers • Serve the community • Highlight NCAR to the best effect • Continuity of and respect for divisional heritage • Make integration more than a buzz word - networked program • Professional growth and opportunities for employees • Flexible and adaptable • Anengine for innovation • Incurs a very modest level of additional costs • Enables efficient execution of NCAR’s work/initiatives • Enhance existing programs that we are proud of… • Facilitates focused multidisciplinary research goals • Supports “basic” and “practical” • More strategic partnerships • Support the initiatives and the exciting base program

  7. Criteria for Decision (cont’d) • Cost Realism • Clear and simple to external community: (one page) • Continues to evolve: facilitates long term change (cultural) • Proactive: BOLD • Encourages alliances with other sponsors • Acceptable to other sponsors • Promotes cooperation between units • Efficient management structure with fewer direct reports • Manage across division programs • Mitigation of threats • Doable in finite amount of time • Priority needs to align with three categories—help universities, atmosphere and transfer—need to not only be internal • Enable identification/tackle of new scientific frontiers • Attracting the best and the brightest

  8. The Science Dimension • Science Representation • A representative from the NCAR Scientist Assembly will serve on the newly formed Executive Committee • Teams • e.g. WACCM, USWRP, WRF, CCSM, NSWP, etc. • Themes • e.g. Weather, Climate, Sun-Earth/Paleo Link, etc. • Projects • e.g. C-ESM (2 years), C-SESM (4 years), EOS, etc. • Partnerships • e.g. NASA, NSF/SBE/EHR/MPS, DOE, NOAA, etc.

  9. Next Steps for Realignment • NSF has expressed their full support for this approach • In February, present to the UCAR Board of Trustees • Larry Winter will meet with the Realignment Committee • Implementation Committee formed • Co-Chairs: Larry Winter and Katy Schmoll • Communications Committee • Members: Tom Bogdan, Bob Gall, and Catherine Shea • Submit your questions and suggestions to this Committee

  10. Next Steps for Realignment • Implementation – Pending Board approval • Phased-in Approach over next 12-18 months • Begin the phased-in implementation in June, 2004 • Implementation Team will lead the effort to address the details • The Implementation Team will task subgroups to address specific issues, e.g., personnel, budgetary, administrative

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