NGS Organizational

Structure

December 3, 2008

David Zilkoski, Director NOAA’s National Geodetic Survey

NGS Staffing

1995 2000 2008

NGS FTEs 278 250 212(220 Ceiling)

Significant decline in FTES in past 12 years, and prior

Targeted hiring to fill programmatic gaps identified in 10 year plan

Levels of Planning at NGS

NGSMission

Ten Year Plan

Strategic Plan (out to 5 years)

Annual Operating Plan

Projects Activities Budget

The level of specificity and detail increases with each level of plan.

What we aspire to doand the results we anticipate.

What we will focus on together each year and who is accountable to deliver tangible results.

Cus

tom

er R

evie

w a

nd V

alid

atio

n Customers’ Needs

Draft NGS Strategic Plan (5 Years)

Evolve Infrastructure

Modernize the 3-D Geometric

Reference System*

Evolve Infrastructure

Expand Models & Tools

Modernize the

Geopotential (“Vertical”)

Datum

Increase Agency Visibility

Build Outside Capacity

Migrate the Coastal Mapping

Program

Evolve Core

Capabilities

Cultural

Change

Cus

tom

er F

ocus

ed

Integrated and Collaborative Organization

HOW WE ARE GOING TO

GET THERE

Outcom

e Driven

Branch

and Divisio

n Chiefs

Groups

What Have We Been Doing for the Last 10 Years?

Leadership

Development

Efforts

Succession Planning

Workforce/Outsourcing

Plan

NGS 10 Year

Plan

GeodesyWhat Lies

Ahead

We’ve been putting the

pieces together and building on past efforts for over a

decade

WorkforceManagement

Team

PSCNGS Decision

Making Structure

NGS Decision Making Model

Str

ateg

ic P

lan

Ann

ual G

uida

nce

Doc

umen

t

Ann

ual O

pera

ting

Pla

n

ESC

Convocations and

Leadership Summits

Customer Focused

Integrated and Collaborative Organization

=CulturalChange

One Pie

ce

Mis

sing!

• Coastal Inundation• Droughts• Earthquakes• Floods• Human & Ecosystem Health• Hurricanes• Landslide and Debris Flow• Tornados• Tsunamis• Volcanoes• Heat Waves• Technological Disasters• Wild Fires• Winter Storms

Some Outcomes On Which We Need to Focus

Some Customers We Need to Listen to and Work With

• Emergency Managers

• Planners and Developers

• Insurance Industry

• Agricultural Industry

• Construction Industry

• Environmental Engineers

• Coastal Managers

• Local governments

• Tribal governments

• International Organizations

• Academia

• Professional Organizations

• Private Sector

• Foreign Counterparts

How do we getstakeholder input?

• ACSM AAGS Government Program Committee

• ESRI NGS Special Interest Meeting

• National Association of Counties– National Association of County

Surveyors County Scorecard web survey

– National Association of County Engineers County Scorecard web survey planned for FY09

• Web Requests for Input– Strategic Plan– Suggestion Box Button– ForeSee Pop Ups

• NGS Products and Services Committee– Requires Customer Input before

finalizing new products and services

• Geomatics Industry Assn. of America/ American Congress on Surveying and Mapping/NGS Joint Meeting

It is not enough to just provide the infrastructure, models and tools. We need to listen to our customers to derive the appropriate models and tools. We then need to work with our customers to build outside capacity so we can accomplish the desired outcome together.

Evolve YOUR Infrastructure to Decrease Resources Required

to Maintain and Operate

Enhance Models and Tools for YOURSELF

and OTHERS

Build Outside Capacity so OTHERS use YOUR Infrastructure, Models

and Tools.

Meeting Future Needs Requires CULTURAL CHANGE

Spatial Information

Management

Construction Economics and

Management

Positioning and Measurement

Professional Standards & Practice

Hydrography

Valuation and the Management

of Real Estate

Professional Education

Engineering Surveys Cadastre & Land

Management

Spatial Planning & Development

Integrated, Collaborative Organization

Retrain

Workforce

Customer

Focused

Outcome

Driven

• Help shape geospatial policy by creating national and international policy together

• Work together with other disciplines to achieve agreed upon outcomes

• Retrain workforce from being the “doers” to being the teachers and trainers

• Set goals and actions that require collaboration with other organizations to achieve a common outcome

• Develop cross-discipline activities that will achieve agreed upon outcomes

• Develop mechanisms for cost-sharing and leveraging funds

How Can We Make This Happen?