Transcript Document
Reorganization at NCAR Presentation to the UCAR Board of Trustees February 25, 2004 NSF Review Recommendation “Management of NCAR and UCAR, with appropriate advice from the Board of Trustees, should think carefully about the current UCAR/NCAR management structures in the light of evolving research needs and leadership role of NCAR and should determine whether structural readjustments or realignments could best meet these evolving needs.” NSF Cooperative Agreement Review Committee December 19, 2002 Reorganization – The Past Year March, 2003 – Killeen convened First Committee Charge: Consider advantages and disadvantages of realignment and provide guiding principles if propose a realignment. June, 2003 – First Committee reported out to the NCAR Directors at their annual retreat. Realignment is necessary to increase flexibility in managing initiatives July, 2003 – Killeen formed Realignment Committee with representatives from every division Charge: Propose structure that would achieve flexibility and facilitate cross-divisional work and increased university collaborations Reorganization – The Past Year November, 2003 – Realignment Committee recommendations Create of three new institutes: Institute for Mathematics Applied to the Geosciences (IMAGe) Earth System Studies Institute Institute for the Study of Society and Environment Investigate expansion of an Institute for Advanced Studies Institute building on the existing Advanced Studies Program. January, 2004 – President’s Council and NCAR Directors met to consider proposed realignment Some Guiding Principles Organize to address significant current national needs identified in the strategic plan and new ones that arise later. Flexible and responsive organization Multiple investigator projects Reduce stove-piping in the organization Ensure an organizational structure that supports science, applications and facilities Improved connection to universities Maintain disciplinary alignments as a critical dimension of the organization Reorganization Objectives Form, structure, and function must all be consistent with NCAR’s mission and strategic plan Foster existing and implement new modes of interaction with the university community Implement our strategy and manage cross-cutting work more effectively Enable new interdisciplinary science that cuts across existing NCAR divisional boundaries Reorganization Objectives Make “integration” a structural part of NCAR’s organization Foster professional development of all staff Open up exciting new scientific opportunities and partnerships Proposed Reorganization Approved by NCAR Directors & President’s Council January 7, 2004 Criteria for Decision Consistent with our strategic plan Scientific Excellence Highlight NCAR to the best effect Continuity of and respect for divisional heritage Make our “integration” commitment more real Maintain disciplinary alignments as a critical dimension of the organization Professional growth and opportunities for employees Flexible and adaptable An engine for innovation Incurs a very modest level of additional costs Criteria for Decision Enables efficient execution of NCAR’s work/initiatives Enhance existing programs that we are proud of… Facilitates focused multidisciplinary research goals Supports “basic” and “practical” More strategic partnerships Support the initiatives and the exciting base program Cost realism Clear and simple to external community: (one page) Continues to evolve: facilitates long term change (cultural) Proactive: BOLD Criteria for Decision Encourages alliances with other sponsors Acceptable to other sponsors Promotes cooperation between units Efficient management structure with fewer direct reports Manage across division programs Mitigation of threats Doable in finite amount of time Augmented university connections Enable identification/tackle of new scientific frontiers Attracting the best and the brightest The Science Dimension Teams Community Modeling Efforts, Strategic Initiatives, e.g., Biogeosciences Themes NCAR Initiatives, e.g., Climate and Society Projects Large scale activities, e.g., HIAPER Partnerships Strategic Institutional Partnerships with universities, federal and state agencies and private institutions INSERT ANIMATION SLIDES HERE The following are placeholders NCAR Visitor Program * Provides opportunities for research collaboration within and across disciplines. * Adds specialized expertise that results in joint publications, model improvements, and improved scientific understanding. * Centralized pool created to insulate Visitor Program from annual budget fluctuations. * Total combined contributions from Divisions and Directorate: $535K NCAR Overhead rate: 49.5% Institution and ranking 1 Johns Hopkins University 2 University of Washington 3 U of Pennsylvania 4 U of Michigan 5 U of CA San Diego 6 U of CA Los Angeles 7 U of CA San Francisco 8 Stanford University 9 Harvard University 10 Columbia U City New York Total Federal Indirect Cost R&D Rate 992,324 527,423 438,186 435,157 394,480 389,906 371,124 369,715 352,230 348,388 63.5% 51.6% 58.5% 53.0% 52.0% 53.0% 51.5% 60.0% 64.0% 63.0% Questions & Comments