1. EOL Strategic Planning
Presentation to EMC
December 11, 2012

2. Instructions from EOL DO
Objective: Identify priorities for our lab to lead and stay at cutting edge Boundary condition: No budget constraint Receive input from Science and Engineering staff Process: (i) Science group meeting (ii) Engineering group meeting (iii) Joint science and engineering meeting (iv)Al Cooper will serve in an advisory role Expected outcome: Brief report to the EMC retreat on December 11

3. List of Tasks
Review the current strategic plan: Imperatives, Frontiers and Fabric
Discussions should cover the following:
Should any of the Imperatives be modified?
Should any of the Frontiers, or the activities listed under them, be moved into the Imperatives?
Are there any potential new activities under the Frontier areas that can be identified?
In the above
Identify Challenges
Identify Opportunities
Identify Potential Extensions of Current Activities and Partnerships
Identify New Areas for EOL Involvement; if we add something, what do we take off?

4. Background
Mission: Development, deployment, data services, and discovery Vision: Global leader in atmospheric observations and scientific product development Strategic Plan aligns the Vision and Mission: Goals, objectives, strategies and tactics. - Metrics or key performance indicators tells where we are headed Fabric: General action items in support of overall Frontiers and Imperatives e.g. training, PM, EAC, IAC, safety, partnership, sustainability…

5. Challenges
Exploring new technologies, science frontiers and interests within context of current ABR process
Making time for training
Maintaining and adding features to software once initial development is completed
Making time for collaborations – should be included in ABR process
Project management – lacks formalism on larger scope projects since Sandra Thurn’s retirement

6. Opportunities
Collaborating with groups in other institutions, e.g. HRD and AOC dropping sondes on P-3’s for ISF test and evaluation
UAS sensor development, data communication,
Training budgets exist at facility level for staff development
Take advantage of ASP postdocs and affiliate scientists
Next MSI proposal: Should build on HAIS and Wyoming Super Computing Center
Better water vapor measurements and/or Precipitation as a common thread
Rapid response deployment for severe weather events in support of research: mobile units, aircraft, FRONT, e.g. Sandy, front range fires, wind storms
Inter-disciplinary science using integrated observations focused toward DA

7. Imperatives
I. Maintain the EOL facilities that are deployed using NSF “deployment pool” funds so that they are ready for reliable and safe operation in anticipated field programs.
II. Support observing needs of research programs at a level that serves NSF, university, and NCAR program needs.
III. Anticipate future needs resulting from changing priorities, aging equipment or emerging opportunities, and develop new technology (instrumentation, software, and infrastructure) to meet those needs.
IV. Provide comprehensive data services, open access, and long-term stewardship of data.
V. Attract and inspire new generations of scientists, engineers and the general public to atmospheric science, conveying the excitement and intrinsic value of observational research.

8. IMPERATIVES
Red : New additions/changes I. Deploy, operate and manage EOL facilities II. Support NSF programs in weather and climate Move up as 1’st imperative (Does order matter?) III. Promote and support innovation cycle Put more emphasis on BIG developments IV. Provide data services Include making legacy data sets accessible

9. The EOL Innovation Cycle
Field Experiments
Deployment
Instrument design, maintenance and modification
Data Services
Development
Data Services
Scientific Challenges.
Platform Innovations
Scientific Community
EOL Staff:
Scientists, Engineers
Technicians
Feedback ,
Collaboration,
Data analysis,
discoveries
Discoveries

10. IMPERATIVES (Cont.)
V. Attract new sci/eng and inspire public (Change to Science and Engineering being the basis for EOL) “Nurture the intellectual infrastructure that enables observational research, both within EOL and in the community.” Maintain and develop careers of sci + eng. Promote initiatives for development and discovery Contribute to education, training and diversity Maintain strong intellectual contacts with community

11. Frontiers
I. Improve observing capabilities for weather and climate phenomena with high socio-economic impact
II. Provide New or Significantly Strengthened Capabilities to Support Observational Research in Key Areas Where Support Needs are Growing in Importance
III. Develop New Capabilities That Focus On Processes at Interfaces in the Atmosphere
IV. Develop new calibration and testing facilities, including test-bed capabilities, for the community, either in collaboration with other agencies or specifically for NSF-supported research.

12. Frontiers
Red : New additions/changes Green: Partially implemented I. Improve obs. capabilities for high socio-economic impact VOC, mission coord, GV dropsonde, airborne phased array radar, autonomous instrument operation, rapid deployment capability and mobility II. Provide new capabilities in developing science areas water vapor [DIAL, GPS tomography, radiometers] CAPRIS, CentNet, collaborate global remote sensing, CO2 isotopes, NEON collaboration, cloud/climate using short-wavelength radar and lidar), multi-wavelength radars III. Interfaces and processes (CentNet trace gases, BL and UTLS lidar and wind profilers, UAV, LAMS, sensors for ocean-atmosphere [towed vehicle?]) IV. Calibration and testing facility Water vapor and state parameters [tropos/low stratos], FRONT, aircraft inlets, measurement error analysis and data assimilation, RF/EMI antenna/radiometer calibration facility

13. Fabric Excellence Efficiency A Motivated, Informed, and Engaged Staff
Professional Growth Among Employees
A Culture That Welcomes Diversity
Leadership
Safety
Partnerships and Community Links

14. Fabric
I. Excellence (background to deployments, staff retreats, project debriefs, EAC) II. Efficiency (project management practices, leadership training, succession plans, sustainability plan) III. Motivated, engaged staff (management – staff communication, spot rewards, web-based staff communication tools, professional groups) IV. Professional staff growth (staff in conferences, independent research, bi-annual staff development plans, increase cross training)

15. Fabric (Cont.)
V. Culture of diversity (enhance minority staff hire, SOARS etc., Summer colloquium, engineering internships) VI. Leadership (increase EOL’s leadership in the community, target future sci/eng hires towards leadership, internal mentoring, supervisor training) VII. Safety (project safety reviews, hazard matrix, laboratory safety committee and officer, aviation gold standard) VIII. Partnership and community links (EOL-to-NCAR links, EOL visitor program, web updates of community interaction, maintain university and industry relationships)

16. Summary No mention about scientists in the Imperatives
Action items in support of Discovery are required
Synergy between science and engineering staff
EOL’s link to other labs in NCAR
Major developments: 449 wind profiler, CentNet, LROSE, PAR
Metrics for keeping major developments in the forefront
Role of the strategic plan in realizing stable budget and growth