SGA DOCUMENTS
A Vision for Success

    • articles of incorporation
    • sga bylaws
    • science serving america's coasts
    • a vision for success
    • sga awards
    • theme-centered research
    • funding principles
    • position papers

Sea Grant Association Retreat 2000
Sea Grant in the 21st Century: A Vision for Success

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III. Near-Term Action Agenda
After reviewing their vision and challenges, retreat participants agreed there are four areas that require immediate action. These four areas are:

• getting the message developed and out to key decision-makers;

• developing policies and criteria for seeking and allocating new resources;

• developing a strategy for strengthening the status of Sea Grant in NOAA

• developing a rapid-response decision-making process for the organization.

For each of these areas, participants identified specific actions, responsibilities and timetables for moving forward that will position the organization to pursue greatly expanded resources and responsibilities under the incoming administration and Congress.

1. Getting the Message Developed and Out

Action #1. Develop a message to carry to the transition teams for the new administration, including a strong slogan or theme that captures the essence of the National Sea Grant College Program and recommendations for the future of NOAA. This will provide the foundation for a major growth initiative for Sea Grant. Elements of the message carried forward need to be:

• the growing importance of coastal areas and economies;

• the ability of Sea Grant to foster both economic development and environmental sustainability in coastal regions;

• the capabilities of Sea Grant's broad network;

• the high priority issues already receiving attention from Sea Grant's Theme Teams;

• recognition of the organizational problems that exist in NOAA, and Sea Grant's ability to help resolve these

• recommendations that a single AA be put in charge of the "wet" programs in NOAA;

• Sea Grant's ability to help a new administration advance its priorities and fulfill campaign promises; and

• the need for a substantial increase in resources to fulfill Sea Grant's potential.

Implementation. The Sea Grant Leadership Group, composed of the leaders of SGA, NOSG, and the Panel, will identify informed and well-positioned representatives of the Sea Grant network to contact transition teams and develop a strategy for promoting this message throughout the fall and the transition period, and making recommendations on the selection of future NOAA leadership. Sea Grant needs to work with both political parties leading up to the election so it is prepared to move forward regardless of the election outcome.

Action #2. Develop a message and strategy for reaching out to the new Congress to demonstrate why Sea Grant should be their "go to" organization on coastal issues. This will require effective communication throughout the Sea Grant network so everyone is sending the new Congress the same message, and development of a "suite" of champions in Congress. The message being sent needs to include the following elements:

• effective programs and partnerships already underway that will continue;

• new priorities and initiatives being proposed;

• Sea Grant's ability to bring diverse constituencies together;

• the need for substantial additional resources to fulfill the Program's potential; and

• the ability for a stronger and better-funded Sea Grant Program to increase the accomplishments and cost-effectiveness of coastal programs in this country.

Implementation. Sea Grant already has an effective Congressional outreach structure in place and will maximize use of grassroots strengths and key constituencies, including mobilizing constituencies in specific Congressional districts.

Action #3. Develop a strategy for educating state agencies and elected officials about the contributions and potential of Sea Grant. This will be essential to raising the matching funds needed for any substantial increase in federal funding.

Implementation. The Sea Grant Leadership Group will take responsibility for seeing that a strategy is developed to carry this out, once the transition is complete to a new administration and Congress at the national level.
2. Developing Policies and Criteria for Seeking and Allocating New Resources

Action #1. Devise policies and criteria for seeking and allocating new dollars for Sea Grant programs and initiatives, starting with the ideas set forth in the concept paper "Network-wide Response Funding" by Malouf and Andren, June 2000. Addressing this issue is critical for the entire Sea Grant organization to be able to approach the new administration and Congress with a united front. Discussions need to include consideration of the following:

• increase in merit pool funding, building on the pilot project underway;

• increase in core funding to keep pace with inflation;

• a national rapid response pool of funding;

• increase in funding for National Strategic Initiatives and adding a component of outreach funding to all NSIs;

• how funds will be allocated between core programs and national initiatives;

• whether changes are needed in the current allocation formula in distributing new money;

• whether all new money except that designated for inflation and rapid response should be distributed on a competitive rather than a formula basis.

Implementation. A six person Ad Hoc Task Force will be established with two representatives from each of the following: The Sea Grant Association, the National Sea Grant Office, and the National Review Panel. Each group will select its own two representatives. The group will be established immediately, and their work will be completed by November 1, 2000. The report and recommendations of the task force will be passed on to the Sea Grant Leadership Group for consideration and action at their Fall 2000 meeting.

3. Strengthening the Status of Sea Grant and University-based Coastal Research Programs within NOAA

Action #1. As a first step, conduct informal reconnaissance within NOAA about any structural changes being proposed currently and offer ideas and assistance in this process.

Implementation. This will occur immediately following the retreat and be led by National Sea Grant Office and Sea Grant Association leadership, with assistance from others as requested.

Action #2. Based on the results of this reconnaissance, develop and prioritize new models for the re-organization of university-based coastal research programs and a stronger position for Sea Grant within NOAA, including integration of outreach as well as research activities.

Implementation. The Sea Grant Leadership Group will take the lead in developing alternative models, consulting with all interested parties and stakeholders in the process.

Action #3. Determine when to begin the process of building support among university officials, scientific organizations, and other key constituencies for the consolidation of university-based coastal research organizations within NOAA.

Implementation. The Sea Grant Association’s External Relations Committee will carry this out, with guidance from the Sea Grant Leadership Group.

Action #4. Once organizational changes are agreed to, get the changes codified in the 2003 Sea Grant reauthorization language.

Implementation. The Sea Grant Leadership Group will take the lead on this as part of the broader reauthorization process.

4. Rapid Response Capability

Action #1. Develop a rapid response capability that keeps all parts of the Sea Grant organization informed, provides opportunities for input, and clearly allocates decision-making authority. This should involve the following steps and components.

• The Sea Grant Association should develop an organizational infrastructure that can respond quickly and keep all participants fully informed when issues and opportunities arise at the national level that it needs to comment on.

• The National Sea Grant Office should notify both the SGA leadership and Theme Team co-chairs about decisions that need to be made so that a timely decision-making process can be activated.

• Both geographic and intellectual regions should be built into the decision-making process in appropriate ways, with clearly designated leadership contacts.

• Different models for responding should be used as appropriate in different situations, but in all cases all parts of the organization should be alerted and kept informed.

• The organization should make extensive use of e-mail to notify all parts of the network that a decision is being considered and who will make the decision so people can comment if they choose to.

• Comments should be constructive and provide sample language or specific ideas wherever possible.

• Once a rapid response structure has been developed and leadership contacts designated, these should be formally adopted by all parties within the Sea Grant organization.

• Once a decision has been made according to the agreed upon procedures, all parts of the organization should support it.

Implementation. The Sea Grant Leadership Group will be responsible for seeing that a rapid response process is developed and will bring it to the Fall 2000 meeting.

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