1. Report from Ocean Leadership: Delivering the Next Generation of Ocean Sciences, A Working Group March 8, 2012 Bob Corell, Scoping Group Co-Chair Graham Shimmield, Scoping Group Co-Chair

2. General Charge to the Scoping Group Use Gagosian’s March 2011 comments and other strategic forward-thinking community documents as a starting point catalyst Explore strategies and ways in which the Ocean Sciences community might evolve its current practices, approaches, and business models to achieve increased collaboration, efficiencies and leveraging capability in a “new reality” of increased constraints that are both internal and external to individual institutions Make recommendations to the Ocean Leadership Board of Trustees in March 2012

3. The Drivers of Change 1.Science Policy Changes: Science connection to societal priorities. The importance of long-term research effort to understand change. 2.Financial Support of Science: Priorities in science and those priorities in relation to other national priorities have shifted substantially. Defense of the science budget within and between agencies.

4. The Drivers of Change 3.The Ocean Science in the Earth System: “The stakes are high. Climate change has profound implications for virtually all aspects of human well-being, from jobs and health to food security and peace within and among nations. Yet too often climate change is seen as an environmental problem when it should be part of the broader development and economic agenda. Until we acknowledge the all-encompassing nature of the threat, our response will fall short.” Secretary General of UN Kofi Annan 3.The Oceans are the Thermodynamic Engine of Global Change: The IPCC reports that many changes in the global climate system during the 21st century will very likely be larger than those observed during the 20th century. The oceans are central and matter scientifically.

5. The Drivers of Change 5.The Intellectual and Scientific Challenges are Real: It is vital that the ocean sciences community organize itself more creatively and structure its institutions and enabling infrastructure to respond to the realities of the 21 st century. 6.The Consortium for Ocean Leadership will Lead? Ocean Leadership is in the position to lead. Does the organization wish to do so? 5.The Scoping Group is Prepared to to Frame the Opportunity to lead: The discussions today are designed to set the context and frame the way in which Ocean Leadership might accept the leadership role, not only for the US, but also in partnerships around the world.

6. The Water Wigglies Effect Like the child’s toy, the discussion is hard to keep one’s hands on because: 1.there are many perspectives on the NATURE and IMPACT of the change 2.an effective response will require community change at MANY different levels (e.g., as individuals, as groupings of faculty, as institutions, and as a community), and 3.we must think about our ENVIRONMENT, our EXPECTATIONS and our BEHAVIORS in a NEW, FORWARD-LOOKING way.

7. A Phased Strategy and Plan: There is an Evolving Consensus on the Critical Issues AUDIENCE – The Scoping Group report, first phase is a “horizon- and direction-setting” document intended for the COL Board of Trustees and membership. We are they! APPROACH – Two step process: vision and consensus followed by an implementation phase, and an ongoing effort of continued planning and support activities engaging an increasingly larger part of our community and relevant agencies. It is ours to do! TIMELINE – To truly effect comprehensive change, the “Scoping activity” must only be the first step in a long and sustained series of activities that expands planning, implementation and communication. The consensus must be beyond COL and its Members. Now is the Time for Action!

8. Initial Observations and Recommendations Plan and Action “Out of the Box:” The opportunity and challenges are ours upon which to act; the downside is not to be contemplated. Provide a Compelling Argument: The community must develop and disseminate a “compelling narrative” that underscores the critical role of ocean science research and education in understanding and responding to both global and national challenges of the 21 st century. Articulate a Re-Invented Future: The community must now re-evaluate, evolve and restructure our research and educational strategies for the future to more effectively equip our nation’s decision capacities and provide a science-smart nation and a workforce of the future (at all degree levels) to respond to challenges of the 21 st century.

9. Initial Observations and Recommendations Re-Invent our Enabling Infrastructure: The community must re-evaluate the modes (e.g., centralized or otherwise shared facilities and instrumentation vs. more local implementations) and means (e.g., community-wide budget strategies that provide essential and innovative capabilities optimizing capital and operating costs) by which the research and education infrastructure is capitalized, maintained, continually updated and widely available. Our Nation Expects Leadership from the Ocean Sciences: The community – and we suggest to be led by Ocean Leadership – must establish a process for setting (and sticking together on) community priorities and connecting those priorities to societal needs.

10. Framing the Future of the Ocean Sciences It’s Time to Lead: For the ocean sciences, charting a successful path forward requires that we embrace the new reality and that we meet the decade ahead with bold, innovative ideas that reframe and re-envision the future of the ocean science community, writ large.

11. Framing the Future of the Ocean Sciences It’s Time to Engage New Partners: We must do a better job of connecting with institutions and local government in the US (e.g. states) and abroad, particularly in Indo-Asia and others in the “Plus 5.”

12. Framing the Future of the Ocean Sciences It’s Time to Establish New Modalities: support an “innovation economy” within our universities and research institutions that takes our scientific research results and that then establishes ways and means (e.g., “for profit” operations) that carries the results of research into the marketplace. Learn this approach by example.

13. Pathways Forward Conduct Multi-Year, Long Range Planning Develop “sunsetting” criteria that enables New Science Reductions in faculty/scientist Administrative Burdens

14. The Scoping Group Proposes: 1.The Ocean Leadership Board accepts a new and expanded role in leading the community forward. 2.Ocean Leadership engages its Members and their leaders in building ownership around the new vision. 3.Ocean Leadership and its Members engages new partnerships with (a) other fields of science, (b) existing and new Federal government departments and agencies, (c) the private sector, writ large, and (d) civil society and its citizens to broaden ownership of the vision.

15. The Scoping Group Proposes: There is a “Leadership Need,” so Ocean Leadership, now is the time to take the challenge to lead our community to this new vision. The Opportunity is Ours to Accept!

16. Working Group Progress

17. Working Group Self-identified Members Bob Corell, Co-Chair Graham Shimmield, Co-Chair Mark Abbott Larry Atkinson Susan Avery Ivar Babb Don Boesch Gary Cherr Cathy Constable Steve D'Hondt Toby Garfield John Haines Val Klump Ian MacDonald Nancy Rabalais John Rummel David Scott Larry Swanson Nancy Targett Bob Gagosian (Ex Officio) * Administrative support provided by Amy Castner, Colin Reed and others within COL.