716 



30 



of each working group woiild be provided by the Coordinating Group. The working 

 groups will require a long-term, full-time management infrastructure. The mechanism 

 best suited to this management is a project office which responds to the direction and 

 sponsorship of the multi-agency Coordinating Group. The example of a successful 

 project office has been demonstrated on nimierous occasions; its effectiveness is 

 maintained through a balance of autonomy in how it conducts its business, and 

 formality in its acco'ontability and reporting requirements. Such an infrastructure must 

 also be staffed at a sufficiently high level of responsibility to facilitate strong working 

 relationships with the members of the Coordinating Group and the NOLC and the rest 

 of the comn\unity. This project office must also be pro\aded with the authority and 

 resources to implement the recommendations and suggestions of the Coordinating Group. 



IP Counal 



' Chief of Naval Operations - Co-chair 

 ' Administrator, NOAA - Co-chair 



• Director, NSF 



• Adminstrator, NASA 



• Deputy Secretary of Energy 



• Director, USGS 



• Administraior, EPA 



• Director, ARPA 



• Director, MUS 



• Commandant, USCG 



Ex Officio Members 



> Presidents, NAS, NAB and loM 



> Representative from OSTP and OMB 



> Industrial Representatives 



> Other Non-Federal Representatives 



Project 

 Office 



> 



CooTdinatinc &OUD 



OR NBF NOAA NASA B>A 



UBGS W.6 ARPA OoE 



Oceanographer of Navy Army Corps of Engineers 



OA USOG 



Acadernic Representatives Industry Representative 



Other non.federal representatives 



Figure '. 



Schedules 



The NOLC, acting as the oversight and reporting component for the Coordinating 

 Group, and as sponsor to the activities of the project office, will develop reports on an 

 annual basis for the Administration and the US Congress, as specified above. This 

 report will constitute the marine science component of a Federal science and technology 

 investment. In this regard, the annual report from the NOLC can serve as an example 

 component of the implementation of a national science and technology investment 

 strategy (congruent with the current thinking, as best expressed by the recent report of 

 the National Academy of Sciences to the US Congress, "Allocating Federal Funds for 

 Science and Technology", 1995). Scheduling of the annual report by the NOLC should 

 be consistent with the development of Federal budget submissions. 



