Review of the Federal Ocean Acidification Research and Monitoring Plan (2013) / Chapter Skim
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2 General Issues: Content and Comprehensiveness of the IWGOA Strategic Plan
2 General Issues: Content and Comprehensiveness of the IWGOA Strategic Plan
Pages 15-26
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From page 15... ...
Instead, the following discussion focuses on concerns about more substantive elements of the Strategic Plan: vision statement, goals and objectives, research priorities and metrics, strategy for implementation, and National Program Office. The committee considers these to be typical elements of a strategic plan and the Interagency Working Group on Ocean Acidification (IWGOA)
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From page 16... ...
As follows, the committee discusses the IWGOA's Strategic Plan visà-vis the five elements of a strategic plan. The chapter concludes with a discussion of the National Ocean Acidification Program and the National Ocean Acidification Program Office, the latter of which is a critical conduit to the implementation of the Strategic Plan.
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From page 17... ...
RECOMMENDATION: The Strategic Plan should describe a pro cess that can ensure integration across the themes, coordination among the agencies, and development of priorities. 2.3 RESEARCH PRIORITIES AND METRICS A strategic plan ideally defines the process by which priorities will be set.
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From page 18... ...
Setting priorities is not only important to ensuring that important societal needs are met, it is also critical when the broad goals of the Strategic Plan are juxtaposed with the realities of federal funding. Although the FOARAM Act specifies a ten-year program, the Plan describes the fiscal resources available to achieve its goals only for the President's budget for a single year, FY 12.
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From page 19... ...
Input from the research community and other stakeholders could help facilitate future adjustment of the total resources available for the seven Themes as well as define a process for prioritizing among the Themes. If the IWGOA aims to achieve all goals outlined in its Strategic Plan
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From page 20... ...
In addition, the committee concludes that a National Program Office (see next section) would be critical in the process for setting priorities using criteria set forth in the Strategic Plan.
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From page 21... ...
The thematic sections in the Strategic Plan do not provide an explicit description of the metrics for evaluation, thus the committee found this component of its task particularly challenging. Since issuance of the Government Performance and Results Act (GPRA)
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From page 22... ...
Use of Metrics for the Climate Change Science Program, it is important to realize "the potential to use metrics not just as simple measures of progress, but as tools to guide strategic planning and foster future progress." Evaluating progress and setting priorities both benefit from using an expert peerreview process. RECOMMENDATION: The Strategic Plan should define a process by which the goals will be prioritized, because not all the goals listed in the Strategic Plan are equally important for achieving the scientific mandates of the FOARAM Act.
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From page 23... ...
, individual priorities and responsibilities for each agency, a process for ensuring coordination and integration across the Themes and research disciplines, and an approach for establishment of the National Program Office. Without a clear definition of the structure of the National Pro 4 IWGOA Strategic Plan, pg.
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From page 24... ...
The Strategic Plan lacks a description of the appropriate roles of the various Federal agencies in implementing the specified goals. While this kind of specificity would seem to belong in an implementation plan, such a description of how the federal agencies can strategize to leverage resources and find synergies given their complementary missions would increase the likely success of the implementation of the Strategic Plan.
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From page 25... ...
program offices that reside within academic institutions. The committee also endorses the statement in the Strategic Plan that the National Program Office be subject to oversight from the IWGOA.
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From page 26... ...
9 of the Strategic Plan -- ensure that there is continuing effective community input into the evolving strategies and goals as the Program moves forward. In developing the design of a National Program Office in the Strategic Plan, the IWGOA can draw on many lessons learned from previous, highly successful programs (and program offices)
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