Science for Decisionmaking Coastal and Marine Geology at the U.S. Geological Survey (1999) / Chapter Skim
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5 Program Plan Recommendations
5 Program Plan Recommendations
Pages 62-71
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From page 62... ...
, does not offer the greatest potential for developing the scientific understanding needed to allow either the wise stewardship of coastal and marine resources or the ability to anticipate and react to emerging problems and opportunities. Rather, the key to establishing a robust and relevant understanding of coastal and marine areas lies in the pragmatic development of a vision and a set of goals and objectives to guide CMGP efforts to support the Geologic Division and the U.S.
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From page 63... ...
The committee further recommends that the CMGP obtain guidance in the formulation of this plan from its clients and collaborators and from third parties with experience in developing strategic plans. Regardless of the specific mechanisms employed to develop a strategic plan, the committee recommends that the final plan include provisions for: · attaining the long-term objective~s)
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From page 64... ...
Advisory Council Crucial to successful use of the CMGP's limited resources will be timely input and guidance from the CMGP's clients and collaborators. There is no formal mechanism to ensure this input, but the committee understands that the Geologic Division is exploring the possibility of enlarging the size of the CMGP Council (currently comprised exclusively of USGS staff [see Appendix Fi)
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From page 65... ...
. The Council could include individuals with both technical and policymaking experience and representatives of the regional centers, the Office of the Chief Geologist, the science teams, other USGS divisions, relevant federal agencies and state geological and coastal programs, and academic scientists.
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From page 66... ...
It is generally recognized that the USGS staff is talented and uniquely positioned to identify major scientific challenges and to design research strategies to address them. Enhanced collaboration with other federal scientists, as well as colleagues in academia and state and local agencies will further enhance CMGP efforts.
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From page 67... ...
. Long-term commitment to a robust and focused research strategy should encourage staff to make a similar commitment to the CMGP, reducing turnover while encouraging potential CMGP staff members to join the USGS effort.
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From page 68... ...
Efforts should be made to evaluate the overall equipment needs of CMGP programs, based on the proposed strategic plan, and to share equipment among the centers rather than duplicate expensive items. Leasing from commercial firms, other federal and state agencies, and academic institutions would help relieve increasing maintenance costs, while using new state-of-the-art equipment.
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From page 69... ...
On the individual scientist level, collaboration and partnerships with other scientists promote personal scientific growth and peer recognition. Collaboration at the Program Level Scientific advances in solving coastal and marine problems are proceeding rapidly, as a large number of federal and state agencies, private industry, and academia are now focused on this important area.
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From page 70... ...
Furthermore, such a distinction should help minimize potential confusion by avoiding the appearance that two USGS entities are competing for work or otherwise serving similar functions. Collaborations at the Individual Scientist Level Collaboration is generally easier to accomplish at the individual scientist level, as individuals with similar interests can often agree on common goals and approaches, and it was apparent that this was being done among the scientists at all three centers.
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From page 71... ...
Once product formats are determined, there is a need to make these products readily and easily available to users. In the opinion of the committee, much of the work presently being conducted by CMGP scientists is of high quality, but the products and data are not easily available and exist in a variety of (sometimes)
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