1. The roles of Researchers within the U.S. Integrated Ocean Observing System Worth D. Nowlin, Jr. 2 March 2004

2. Envisioned are four "stages" to elements in the IOOS/GOOS observing system: Research and Development Pilot Project Pre-Operational Operational

3. Slide 4 Sequential development of the GOOS, showing the close, continuing relationship between research and the development of operational oceanography.

4. New scientific knowledge, technology, models, and associated methodology generally are developed by researchers. The Global Ocean Observing System must be underpinned by sound research.

5. Some examples of research developments useful to the IOOS Improved meteorological instrumentation—Weller, WHOI Autonomous Lagrangian Circulation Explorer—Davis, SIO New ocean circulation model—Morey, FSU Serving combined shelf and estuarine circulation models—Howard, TAMU

6. Pilot Projects are organized, planned sets of activities that must have: Focused objectives designed to provide an evaluation of technology, methods, or concepts Defined schedule and budget An overall goal of advancing the development of the IOOS Association with users of data or products

7. Examples of ongoing pilot projects Harmful Algal Blooms Observing System in the Gulf of Mexico Argo, the global profiling float project

9. Examples of Potential Pilot Projects Reference stations for marine meteorological information—likely part of NSF Ocean Observatories Initiative National coastal surface current project—initial organization by Ocean.US Office

10. Pre-operational use of the methods and data by researchers, application groups, and other end users, to ensure proper integration within the global system and to ensure that the intended augmentation (and perhaps phased withdrawal of an old technique) does not have any negative impact on the integrity of the GOOS data set and its dependent products. Pre-operational Projects

11. Examples of pre-operational observing system elements Precision satellite altimetry, e.g., the Jason missions Satellite scatterometry—measuring surface wind and stress Ocean color from satellites

12. Operational Elements Incorporation of the methods and data into an operational framework with sustained support and for sustained use to meet societal objectives.

13. Examples of operational observing system elements ENSO (El Nino—Southern Oscillation) observing system Ship of Opportunity Program—dropping XBTs GLOSS—the global sea level program Surface drifter program Volunteer Observing System—Measures surface variables

14. The ENSO Observing System

15. Several distinct transition models may be envisioned a) Development requested by operational units (“PULL” mode) b) Capability developed by research that must be ‘sold’ to operations (“PUSH” mode) c) Researchers wishe to sustain activities they have developed and proven. (“CONTINUE” mode)

16. Core features sought in transition to sustained status: Perceived as “Win-Win” by all parties. Ensure quality, quantity and cost- effectiveness of the sustained activities Ensure ability (and enthusiasm) to create next-generation activities for researchers.

17. A mechanism is needed for transitioning elements while ensuring these core values This is key to the development of the IOOS. There are many issues that must be considered in deciding on a mechanism

18. Some transition issues for discussion - 1 Much of the needed observing technology is not commercialized, even after years of research use, because the market is too small. Many IOOS sustained observing activities are done by the research community, and now depend on the funding that supports these observing activities. In practice, most of the calls for ‘transition to operations’ of ocean observing activities are calls to find funding to support the existing observing activities (Continue model) so as to free up research program funding in order that new R&D and Pilot Projects can be carried out

19. Some transition issues for discussion - 2 There is skepticism within the research communities that existing operational entities are able to maintain data cost, coverage, quality and quantity, and to benefit promptly from new technological capability in order to improve system cost and output. Few linkages are in place between operational and research communities. There are few professional rewards to research community personnel (for effort spent with operational groups) or to research program management for developing ‘transitionable’ activities.

20. Some transition issues for discussion - 3 There are non-trivial transition costs to develop the systems needed for operational entities to assume PProject activities; Who pays? Operational entities must obtain new funding to cover the costs of transition and subsequent operation or the Pilot Project community ‘loses’. Win-win transition will always involve increased costs to the operational agency Previous transitions have tended to involve transfer of research monies away from research community. Previous transitions have been vulnerable to subsequent changes in agency priorities, and are perceived to have led to reductions in amount, distribution and (sometimes) quality of data.

21. Some transition issues for discussion - 4 The roles of the private sector in commercializing technology needed for transition and in carrying out sustained observing activities?

22. Recommendations on how to proceed Get the facts Seek concensus on the machanism Develop transition practices

23. Thank you for your attention

24. Recommendations: Get the Facts Catalog previous transitions, and transitions under discussion at present. Document outcomes of previous non-DOD transitions, via professionally moderated discussion among participants from all affected groups. Identify IOOS operations issues from operational management perspective for IOOS planning and development.

25. Recommendations: Seek Consensus on Process Establish and sustain dialog concerning these transition issues between congressional staff, senior management, research program management, research institution leadership, senior research scientists, operational management and operational personnel. Workshops? Professional moderator? Establish agency (or interagency?) group to define the practical steps for transition from research community observation to operational community operation and to develop budget guidelines and practices for costs of transitions. Suitability of DOD research-to-operations practices should be evaluated.

26. Recommendations: Develop Transition Practices-A Encourage “PULL” activities by inviting agency managements to develop lists of desired sustained observing capabilities (coordinated OceanUS), and to proceed to plans and budgets for procurement of these capabilities. Engage agency senior management in decisions concerning establishment of Pilot Projects (pre-screen for future operational relevance and agency willingness to work toward new budget for operational transition or to sustain in “CONTINUE” mode.) OceanUS to keep track of PUSH and PULL PProjects.

27. Recommendations: Develop Transition Practices-B PPs for transition from PUSH projects to be set by availability of funding for Win-Win outcome. PPs that go into CONTINUE mode in order to meet specific longer term research needs would be understood to be unlikely to advance further, unless agency priorities evolve. IOOS could seek agency ‘rolling review’ of CONTINUED projects.