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tive efforts, especially for the Intergovernmental 
Oceanographic Commission (IOC). Such inter- 
change is in our national interest because it fosters 
the collection of data beyond the capacity of a 
single nation. Cooperative research also provides 
an additional avenue for world understanding. 
B. Development and Review of Annual Programs 
This is the fourth annual development of a 
government-wide program in oceanography trans- 
mitted to the Congress. By no means a rigid blue- 
print, the plans developed by ICO are intended as 
guidelines to individual agencies and the Executive 
Office of the President when making final budget 
determinations. 
The planning process comprises three steps: 
1. Preparation of programs and budgets on a 
functional basis by ICO Panels, their screening, 
refinement, and consolidation by the parent com- 
mittee; 
2. Evaluation of that program by an independ- 
ent panel of consultants, convened by the Director, 
Office of Science and Technology, and by the OST 
staff; and 
3. Consideration of these proposals, recommen- 
dations, and criticisms by the Council, with en- 
dorsement that represents a single coherent plan- 
ning guide for all participating agencies to use in 
budget preparation. 
The quality of research is sustained in each 
agency by the normal processes of proposal evalu- 
ation, contract, or grant administration, and by jus- 
tification processes at various levels in the agency. 
In addition, as noted in the planning sequence, the 
collective plans and programs of agencies are sub- 
ject to further review by consultants from industry 
and universities convened by the Office of Science 
and Technology. These consultants evaluate the 
proposals by the ICO for scope and balance, and 
test them against the needs and opportunities as 
set forth by the National Academy of Sciences 
Committee on Oceanography (NASCO), supple- 
mented by more recent contributions from the 
scientific and engineering community. 
C. Gap Filling 
Insuring that important research problems or 
possibilities for development are not overlooked 
is the most important administrative function re- 
lating to the oceanographic program. Gaps in the 
program may occur through (a) the emergence of 
new fields lying between the missions of existing 
NATIONAL OCEANOGRAPHIC PROGRAM—1965 
agencies, and (b) through delay in recognition of 
new possibilities. 
Each of these possibilities is monitored continu- 
ally by the ICO through its research panel, by OST 
through its staff and consultants, and by the Na- 
tional Academy of Sciencies through its Committee 
on Oceanography. Examples of problems and po- 
tentialities which have been identified in this way 
include marine biology, air-sea interaction, deep 
submergence vehicles, and ocean engineering. 
D. Long Term Investments in Manpower Training 
Federal stimulation of oceanographic research 
carries with it the responsibility to support the 
longer term training of the manpower needed to 
carry Out the program in the future. A large num- 
ber of well trained scientists and engineers will be 
required to carry out future programs, and the 
changing demands of a science which is rapidly 
becoming more and more sophisticated must be 
reflected in steadily improving quality of our uni- 
versity teaching programs. The Federal Govern- 
ment through its fellowship and training programs 
and through research grants and contracts, is sup- 
porting rapidly growing educational programs in 
Oceanic sciences at uMiversities scattered through- 
out our country. In many cases a trained scientist 
and a curious, energetic student may explore na- 
ture together on a campus remote from the sea, 
obtaining their original data or testing their hy- 
potheses through cooperative arrangements with 
other institutions. 
E. Data Control 
To meet the need for a centralized repository, 
the National Oceanographic Data Center (NODC) 
has been established in Washington, D. C. Policy 
guidance is provided by an advisory board repre- 
senting six supporting agencies and the National 
Academy of Sciences. The Naval Oceanographic 
Office furnishes administrative support. 
In addition to its original functions of organizing 
data collection, archiving, and editing of inherited 
data, the NODC now devotes much of its effort 
to serving the research users of data. For example, 
56% of the total dollar receipts for FY63 data 
services were for data evaluation and analysis. 
By its charter, NODC is “responsible for acquir- 
ing by exchange, gift, or purchase, oceanographic 
data of scientific value from domestic or foreign 
sources.” To this end, exchange relationships have 
' been established with the new Canadian Oceano- 
graphic Data Center and similar arrangements are 
