1. NCAR Realignment

2. Reasons for Considering Realignment National Science Board call for a review of how ATM supports the field in the 21 st Century UCAR Cooperative Agreement renewal Increased interdisciplinary and cross-cutting content at NCAR Need to develop new modes of university collaboration Need for the center to be innovative and adaptive

3. Objectives of the Realignment Form, structure, and function must all be consistent with Strategic Plan Need to demonstrate to ourselves and the world that we can adjust and optimize our program (show NCAR in the best light) Need to make “integration” more than a buzz word To implement our strategy and manage cross-cutting work more effectively To foster professional development of all staff

4. Some guiding principles Organize to address significant current national needs identified in the Strategic Plan and new ones that arise later –Flexible and responsive organization –Multiple investigator projects –Reduce stove-piping in the organization –Ensure an organizational structure that supports science, applications and facilities Maintain disciplinary alignments as a critical dimension of the organization

5. Principles for The Realignment Decision Go as you Pay Do no harm Form, Structure and Function all clear and consistent with NCAR’s Strategic Plan

6. Criteria for Decision Consistent with our Strategic Plan - Excellence, careers Serve the community Highlight NCAR to the best effect Continuity of and respect for divisional heritage Make integration more than a buzz word - networked program Professional growth and opportunities for employees Flexible and adaptable An engine for innovation Incurs a very modest level of additional costs Enables efficient execution of NCAR’s work/initiatives Enhance existing programs that we are proud of… Facilitates focused multidisciplinary research goals Supports “basic” and “practical” More strategic partnerships Support the initiatives and the exciting base program

7. Cost Realism Clear and simple to external community: (one page) Continues to evolve: facilitates long term change (cultural) Proactive: BOLD Encourages alliances with other sponsors Acceptable to other sponsors Promotes cooperation between units Efficient management structure with fewer direct reports Manage across division programs Mitigation of threats Doable in finite amount of time Priority needs to align with three categories—help universities, atmosphere and transfer—need to not only be internal Enable identification/tackle of new scientific frontiers Attracting the best and the brightest Criteria for Decision (cont’d)

9. The Science Dimension Science Representation –A representative from the NCAR Scientist Assembly will serve on the newly formed Executive Committee Teams –e.g. WACCM, USWRP, WRF, CCSM, NSWP, etc. Themes –e.g. Weather, Climate, Sun-Earth/Paleo Link, etc. Projects –e.g. C-ESM (2 years), C-SESM (4 years), EOS, etc. Partnerships –e.g. NASA, NSF/SBE/EHR/MPS, DOE, NOAA, etc.

10. Next Steps for Realignment NSF has expressed their full support for this approach In February, present to the UCAR Board of Trustees Larry Winter will meet with the Realignment Committee Implementation Committee formed – Co-Chairs: Larry Winter and Katy Schmoll Communications Committee –Members: Tom Bogdan, Bob Gall, and Catherine Shea –Submit your questions and suggestions to this Committee

11. Next Steps for Realignment Implementation – Pending Board approval –Phased-in Approach over next 12-18 months –Begin the phased-in implementation in June, 2004 –Implementation Team will lead the effort to address the details –The Implementation Team will task subgroups to address specific issues, e.g., personnel, budgetary, administrative