academic institution, it might be collocated with an already existing program office. In addition, the National Program Office will—through the various activities outlined on pg. 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) such as the GLOBEC Program and the U.S. JGOFS Program (NRC, 2010) and federal program offices such as the USGRCRP. Based on lessons learned from previous national research programs, the following functions are fundamental for a successful program office:

• coordinating research across the federal and state agencies;

• coordinating activities with international efforts;

• engaging the broader stakeholder community in developing research priorities and metrics for evaluating progress;

• communicating important results among agencies, policy makers, stakeholders, and the public; and

• ensuring that the nation receives the highest return from its investment in the National Ocean Acidification Program.

RECOMMENDATION: The Strategic Plan should provide clarity regarding the creation, function, and governance of the National Program Office.

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