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Preparing for the Future: Conclusions and Recommendations
Pages 137-152

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From page 137...
... The Committee on Future Roles, Challenges, and Opportunities at the U.S. Geological Survey was charged to undertake a comprehensive study on the evolution of the agency to meet future needs.
From page 138...
... When the BRD merged with the USGS, it prompted slight changes in wording, but no fundamental changes to the formal mission statement of the agency. The mission of the agency is to supply information that contributes to the wise management of natural resources and that promotes the health ~ Throughout this report, the committee uses the term "natural science" to broadly frame the range of scientific issues that are addressed by the USGS.
From page 139...
... By evolving into a natural science and information agency, the USGS will be able to play a leadership role in the elucidation of the geological, hydrological, geographical, and biological processes that are important to the nation and in the use of modern technology for the effective and efficient dissemination of this information. In upcoming decades, many of the relevant social needs (Chapter 3)
From page 140...
... The USGS has the capability and the opportunity to advance understanding of how the complex air-water-human-land system works with integrated research teams crossing traditional disciplinary boundaries. The USGS should place more emphasis on multiscale, multidisciplinary, integrative projects that address priorities of national scale.
From page 141...
... monitoring, reporting, and where possible, forecasting critical phenomena, including seismicity, volcanic activity, streamflow, and ecological indicators; (2) assessing resources, including oil and natural gas (domestic and foreign)
From page 142...
... This emphasis could leverage the capability of value-added industry to produce tailored products on demand for USGS investigations and studies, using the most current and reliable software and hardware. For many years the USGS has provided national leadership in communicating natural hazards information in a timely and understandable manner to multiple and (liverse client groups.
From page 143...
... Although disaster managers are finding it easier to obtain and share relevant information than in the past because of the Internet, data formats and reliability as well as accessibility remain problematic. It is critical that the USGS continue to exercise national leadership in hazards research and risk communication.
From page 144...
... By doing this the USGS will help the United States understand its future natural resource needs. Providing Geospatial Information The USGS is wed positioned to provide the framework for a geospatial information depository and portal for the DOI and other federal departments, providing access to a wide range of natural resource information and derivative products that can support effective decision making.
From page 145...
... Specifically, the USGS should perform a more vigorous role in pursuing foreign area and global studies that develop relevant natural science information in support of U.S. interests; increase technical assistance to foreign countries that are developing relevant natural science programs; and become more active in international activities to benefit the domestic programs and the international stature of the agency.
From page 146...
... The USGS should work to ensure that the spirit and substance of this agreement are met. Similar, formalized approaches should be pursued with other customer groups, such as state geological surveys, environmental protection agencies, and resource management agencies.
From page 147...
... The solution to many complex natural science problems requires a research framework based on integrative science—science committed to bridging barriers that separate traditional modes of inquiry. The USGS should develop and set a research agenda that is balanced appropriately between problem-specific research and core research.
From page 148...
... A major advantage of external advisory committees is that they have organizational memory, but because they need to have broad expertise, they may not be as well suited to reviewing specific aspects of a program as specially constituted review panels. Therefore, the USGS should continue to request specially constituted review panels to conduct independent reviews and provide answers to specific questions.
From page 149...
... At present, the USGS is insufficiently engaged with potential partners, especially related federal agencies, whose work can enhance the ability of the USGS to achieve its mission objectives. Coordination and collaboration increase institutional flexibility in meeting mission goals.
From page 150...
... The USGS should place more emphasis on whether potential cooperative projects meet mission and strategic plan objectives. Appropriate reimbursable programs are partnerships in which the USGS performs a function that is consistent with its basic mission and that contributes to its strategic objectives without competing unfairly with organizations that can provide a similar service.
From page 151...
... Some of the increased demand may be met by improvements in collaboration and coordination with other federal agencies, universities, and private industry and by creating a more agile and flexible work force. However, unless significant actions are taken soon to address human and financial resource issues, the USGS may be unable to meet all of its mission goals, respond rapidly to new challenges and opportunities, and transition toward becoming a natural science and information agency.
From page 152...
... If it broadens the basis of inquiry to include integrative approaches involving natural and human sciences and becomes proficient at information management, the USGS will more fully realize its potential and provide the scientific information and knowledge essential to the future well-being of society.


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