Management Models for Future Seismological and Geodetic Facilities and Capabilities Proceedings of a Workshop (2019) / Chapter Skim
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7 Management Models for Future Seismological and Geodetic Facilities
7 Management Models for Future Seismological and Geodetic Facilities
Pages 45-56
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From page 45... ...
. Two of the breakout groups discussed management structures that would be appropriate for distributed or partially distributed seismological and geodetic facility capabilities, and two groups discussed more centralized management structures for seismological and geodetic capabilities for which facilities might be combined.
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From page 46... ...
Summary of Breakout Group 1 Discussion Themes Donna Whitney, University of Minnesota Donna Whitney's report of her breakout group's dialogue is divided into discussions of the advantages and disadvantages of distributing capabilities among multiple facilities, and a discussion of how distributed management may or may not allow flexibility to respond to scientific and technology developments. Whitney stressed repeatedly that her group's discussions were about hypothetical rather than about existing seismological and geodetic facilities.
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From page 47... ...
Hypothetically speaking, the biggest disadvantage to distributing user support capabilities among facilities is likely a duplication of efforts, which could inhibit sharing and may result in a lack of standardization. Whitney noted that distributed systems may not recognize synergistic opportunities for enhanced education and outreach activities, but she said the group also discussed how this might be true for any facility management model.
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From page 48... ...
The group noted that distributed facilities also make it easier to develop relationships with potential employers. Disadvantages to Distributing Capabilities Among Multiple Facilities According to Dietrich's report, disadvantages of distributed capabilities may include a lack of standardization of instrumentation and missed opportunities for cross-fertilization
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From page 49... ...
In terms of workforce development, geographically distributed facilities might result in increased competition for competent staff. Management Practices to Address Future Challenges and Allow Flexibility When thinking about flexibility of the distributed capabilities, Dietrich's group focused on lessons learned from the EOSDIS DAAC.
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From page 50... ...
Centralization -- perhaps organized using a matrix management structure -- could result in having enough people and expertise to serve multiple projects and BOX 7.2 Prompting Questions Provided for Small Group Discussions on Management Structures for Centralized Seismological and Geodetic Facility Capabilities 1. What are the scientific advantages of centralizing some or all of the seismological and geodetic capabilities listed below within a single managed facility?
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From page 51... ...
Other benefits of centralized data management staffing might include the development of creative ways to curate and therefore examine data given the greater number of domain experts, or the development of new or specialized output for educators. A centralized data management facility, or potentially pooled separate systems, might be advantageous for management of the greatly increased amounts of data that are anticipated, according to Lithgow-Bertelloni's report.
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From page 52... ...
Her group's session ended with broad thoughts about caution being exercised with any centralization, that there be an equal commitment among partners, that the enthusiasm of the scientific communities is important, and that there is a commitment to maintaining domain expertise. Summary of Breakout Group 4 Discussion Themes Michael Foote, The University of Chicago Michael Foote summarized his group's discussion about centralized seismological and geodetic capabilities.
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From page 53... ...
Maintaining Enthusiastic Staff Support A workshop participant expanded on Lithgow-Bertelloni's remarks regarding the need for enthusiastic support from the user community for any merging of facilities. The participant added that staff of the facilities also need to be enthusiastic about changes.
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From page 54... ...
members onto boards. Community Governance Models While one participant noted that a common theme during the workshop was that community governance was a vital aspect of seismological and geodetic facilities, Bradford Clement of the International Ocean Discovery Program observed that community governance does not guarantee a well-run organization.
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From page 55... ...
He suggested this might be why community governance works for these research communities.
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