NOAA (National Oceanic and Atmospheric Administration) Business Report, 2007. 200 Years in Science, Service and Stewardship

摘要

To respond to an ever-changing world, NOAA must continuously calibrate its programmatic and managerial priorities to determine where to direct finite resources. Although some issues and priorities evolve gradually and are best managed over the long term, others are properly addressed with shorter-term adjustments. In all cases, strategic planning and management of NOAAs activities work best when those who benefit from these activities and those who provide NOAAs services can contribute to the process. Only by involving stakeholders, employees, and partners can NOAA fulfill its vision and mission. The NOAA Strategic Plan articulates NOAAs long-term corporate vision and mission, four long-term goals for realizing that mission, as well as tangible outcomes marking progress toward each goal, and strategies for employing the agencys capabilities to achieve each outcome. To foster short-term responsiveness to issues and priorities, NOAAs annual planning cycle provides an opportunity to re-evaluate progress, accommodate new developments within and outside NOAA, and adjust programmatic focus areas to ensure progress toward the strategic goals. For this years planning cycle, NOAA again employed systematic methods for gathering and synthesizing stakeholder views on NOAAs priorities to generate high levels of collaboration with stakeholders and further corporate alignment of NOAA-wide programs on highimpact mission areas.