objectives and their organizational requirements is, we feel, in part respon- 

 sible for a number of imbalances in the present Federal programs. For 

 example, we note elsewhere : a commercial fisheries program that is strong 

 in science and advisory services but weak in a national fisheries develop- 

 ment strategy; a weather modification research program whose NOAA 

 component is criticized by some as not sufficiently application- or user- 

 oriented and whose Department of Interior component is felt by others 

 to lack scientific breadth; and an ocean engineering industry which during 

 the 1960's developed, with Government encouragement, extensive under- 

 water technology under the mistaken impression that Government was 

 going to expand its support of marine resource development. 



ORGANIZATIONAL MEANS TO MARINE RESOURCE OBJECTIVES 



A simple regrouping of present activities within any such set of objectives 

 as those discussed above is not itself any guarantee of progress. Most of the 

 relevant activities, even those now within the same department, are deeply 

 imbedded in a web of political processes involving both the Executive 

 Branch and the Congress through the congressional committee structure. 

 As always when fairly fundamental changes need to be made, it will take 

 a special effort both in the White House and on Capitol Hill to bring 

 about the conditions for any reorganization to succeed. 



In addition to clear statements of missions and objectives for the new 

 organization and its major components, it is important to assure that 

 certain key functions are performed and that the organizational means to 

 perform these functions exhibit certain desirable features. 



The resource development activity must be able to establish resource 

 production and usage goals in the light of supply and demand projections, 

 detemiine the means required to achieve them, and bring these means to 

 bear, subject to policy constraints regarding national priorities and en- 

 vironmental protection. 



The multiple-use coordination and regulating activity must be able to 

 determine the economic and social consequences of each proposed de- 

 velopment activity, deteniiine its prospective impact on the other develop- 

 ment efforts and on the environment, determine the trade-offs of alter- 

 native policies, regulate their execution in accordance with broad national 

 goals, and plan, fund, and arrange for the carrying out of public works of 

 national importance. 



The scientific, engineering, and support services activity must assure 

 the timely availability of the necessary scientific and other knowledge, and 

 provide appropriate technical and scientific services where the benefits ac- 

 crue to the public at large. 



The new organization should be charged with: 



• Working closely with private enterprise and of encouraging industrial 



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