seek ways to use this network to identify impending coastal problems, to gain feedback about the effects of NOAA policies, and to develop a strong state presence for all NOAA programs.

As DOC has reasserted its interest in Sea Grant over the past few years by reinstating it in the President's budget, Sea Grant should be integrated not only in terms of personnel, but also in joint financial initiatives within DOC. Sea Grant is the logical focus for NOAA interactions with the National Institute for Standards and Technology (NIST), the Economic Development Agency, and the Office of Tourism. NOAA and NIST each operate essentially separate Small Business innovation Research (SBIR) programs; they should consider providing joint funding for a number of SBIR projects related to marine technology and other topics of mutual interest.

Maintaining collaborations across organizational units results in “transaction costs” that create barriers to interactions. Because of these costs new mechanisms are required to establish the benefits of collaboration, such as the provision of resources earmarked for joint activities. The Climate and Global Change Program and the Coastal Ocean Program have developed successful mechanisms for encouraging NOAA-academic interactions. Similarly, Sea Grant could provide funding to encourage joint activities between state programs and Line Offices.

Recommendation: State Sea Grant directors and the Director of the National Sea Grant Office (NSGO) must cooperate to develop a single strategic plan articulating a shared vision and strategies which must be fully integrated into, and reflective of, NOAA's strategic plan. Unified Sea Grant strategic planning should begin immediately so that its results can be incorporated in the FY1997 NOAA budget.

The committee recommends that the separate strategic planning activities being carried out by NSGO and the Council of Sea Grant Directors cease and that the Under Secretary implement a process to integrate these activities in a single strategic plan for Sea Grant. The present parallel approach is unlikely to produce a plan that can be supported by all major stakeholders in the Sea Grant system. That two parts of the same organization are providing such independent plans is indicative of a serious management problem. The new plan should use the existing efforts and the NOAA strategic plan, when appropriate, as inputs.

The committee recommends that the process used to develop the Sea Grant strategic plan acknowledge that Sea Grant activities exist at the intersection between state and national interests and that it respond to each level, as well as

FRONT MATTER (R1-R6)

PREFACE (R7-R8)

CONTENTS (R9-R10)

EXECUTIVE SUMMARY (1-6)

CHAPTER 1 - INTRODUCTION (7-12)

CHAPTER 2 - ISSUES: BACKGROUND AND FINDINGS (13-36)

CHAPTER 3 - RECOMMENDATIONS (37-48)

APPENDICES (49-50)

APPENDIX 1: EXCERPT FROM THE NATIONAL SEA GRANT COLLEGE PROGRAM ACT (51-52)

APPENDIX 2: LETTER OF REQUEST (53-53)

APPENDIX 3: COMMITTEE BIOGRAPHIES (54-56)

APPENDIX 4: QUESTIONNAIRES (57-60)

APPENDIX 5: DOCUMENTS REVIEWED (61-62)

APPENDIX 6: SEA GRANT PROGRAMS AND THEIR GROUPINGS (63-63)