sources context involving all resources regardless of origin, we believe that 

 at the policy implementation level the Department's organization should 

 show a special marine focus by the way its oceanic, atmospheric, and other 

 environmental activities are grouped. 



Atmospheric affairs do not in general present the same problems of 

 intermingling as do marine affairs. But weather modification, for example, 

 also has specific operating situations, technology, and complicated legal 

 issues of ownership and jurisdiction which are similar to those of the sea. 



Detailed internal organization for marine and atmospheric affairs can- 

 not be confidently recommended without knowing how the nonmarine 

 resource management activities are to be organized. There is more than 

 one way to do the job, but there are certain functions and principles 

 which should be provided for by whatever the groupings are of programs 

 and activities. The functions we see as particularly important to keep in 

 mind are those of ( 1 ) marine resource development in fulfillment of pro- 

 duction goals, (2) multiple-use coordination and regulation in the light 

 of their impact on each other, the environment, and international agree- 

 ments, and (3) the provision of the scientific, engineering, and support 

 services to meet the multiple needs of the public, the government, and 

 industry. 



The need for a special marine focus for the second of these functions 

 (multiple-use coordination and regulation) is in particular danger of being 

 overlooked. Unless this function is adequately provided for in the new 

 Department, the special problems and opportunities in making effective 

 use of the sea are unlikely to be dealt with adequately in formulating over- 

 all national resource policy and plans, in exploiting individual marine re- 

 sources to help nieet national resource goals, or in acquiring and making 

 available the marine and atmospheric knowledge and services required for 

 these and other sea-going projects and operations. 



RECOMMENDED ORGANIZATIONAL GROUPING 



There is no unique organizational solution to the marine resource de- 

 velopment objectives stated above. Furthermore, we are aware of practical 

 and political feasibility problems and the not trivial consideration of key 

 individuals and their qualifications. Special influences will, of course, be the 

 new Secretary, his wishes, and the way the nonmarine portions of the 

 Department are organized. 



Nevertheless, we recommend that as the plans for the new Department 

 evolve, consideration be given to the groups discussed below. 



Science, Engineering, and Support Services 



We suggest that the science, engineering, and support services component 

 of a natural resources Department be built around the present NOAA (ex- 



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