The roles of Researchers within the U'S' Integrated Ocean Observing System

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The roles of Researchers within the U.S.
Integrated Ocean Observing System

• Worth D. Nowlin, Jr.
• 2 March 2004

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Envisioned are four "stages" to elements in the
IOOS/GOOS observing system

• Research and Development
• Pilot Project
• Pre-Operational
• Operational

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Sequential development of the GOOS, showing the
close, continuing relationship between
research and the development of operational
oceanography.
Slide 4
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New scientific knowledge, technology, models, and
associated methodology generally are developed
by researchers.The Global Ocean Observing
System must be underpinned by sound research.
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Some examples of research developments useful to
the IOOS

• Improved meteorological instrumentationWeller,
• WHOI
• Autonomous Lagrangian Circulation
  ExplorerDavis,
• SIO
• New ocean circulation modelMorey, FSU
• Serving combined shelf and estuarine
  circulation
• modelsHoward, TAMU

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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

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Examples of ongoingpilot projects

• Harmful Algal Blooms Observing
• System in the Gulf of Mexico
• Argo, the global profiling float project

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Examples of PotentialPilot Projects

• Reference stations for marine meteorological
  informationlikely part of NSF Ocean
  Observatories Initiative
• National coastal surface current
  projectinitial organization by Ocean.US Office

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Pre-operational Projects

• 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.

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Examples of pre-operational observing system
elements

• Precision satellite altimetry, e.g., the Jason
  missions
• Satellite scatterometrymeasuring surface wind
  and stress
• Ocean color from satellites

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Operational Elements

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

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Examples of operationalobserving system elements

• ENSO (El NinoSouthern Oscillation) observing
  system
• Ship of Opportunity Programdropping XBTs
• GLOSSthe global sea level program
• Surface drifter program
• Volunteer Observing SystemMeasures surface
  variables

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The ENSO Observing System
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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)

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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.

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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

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Some transition issuesfor 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 RD and Pilot Projects can be carried out

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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.

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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.

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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?

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Recommendations onhow to proceed

• Get the facts
• Seek concensus on the machanism
• Develop transition practices

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Thank you for your attention
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RecommendationsGet 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.

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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.

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RecommendationsDevelop 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.

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RecommendationsDevelop 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.