Geoscience Reference
In-Depth Information
Promotion of systems thinking and systems-oriented tools to address
complex challenges ahead and the integration of this approach into every aspect
of agency science and engineering (as described in Chapter 4).
Ensuring that the scientific and technical staff throughout the agency
(including program, regional, and research offices) have the expertise necessary
to perform their duties whether in support of the agency's research or in support
of its role as a regulatory and policy decision-maker.
Ensuring that the agency has in place a system for quality assurance
and quality control of its scientific and technical work (including a system for
consistent high-quality peer review).
Ensuring that the best available scientific and technical information is
being used to carry out the agency's mission.
Working to coordinate research and analytic efforts within and outside
the agency to ensure that the best information is used in the most efficient man-
ner.
Encouraging and supporting interoffice and interagency science col-
laboration in order to solve problems and develop good solutions.
If the occupant of the position is to be successful, he or she will require
sufficient staff and resources to act on behalf of the administrator to implement a
coordinated budget and strategic planning process of the regional, program, and
research offices to ensure that appropriate scientific and technical expertise and
capabilities are available and used. The person in this position would also over-
see the policies and procedures related to the operation of the agency's federal
advisory committees. The committee specifically recommends that the per-
son in this position and his or her staff create, implement, and periodically
update an integrated, agency-wide multiyear plan for science, its use, and
associated research needs . Such a plan would bring together ORD, program,
and regional science initiatives while being cognizant of the flexibility that is
imparted through bottom-up initiatives undertaken in ORD, the program offices,
and the regions.
The strengthening of science leadership is not without its challenges. For
example, whether or not the position is held by a political appointee could affect
the ability of the person in the position to be effective throughout the agency,
especially with the other political appointees who head the programs that rely on
science (and supervise many of the agency's scientists). There is also the possi-
bility that new procedures established from the central administration could
serve to discourage innovation in science if not carefully applied. To a certain
extent, the recent EPA decision to re-establish the position of science advisor as
a non-political position distinct from ORD (as had been the case in earlier EPA
administrations) will provide a test of how to overcome some of these chal-
lenges. However, the revised role of the current science advisor does not fully
implement the committee's recommendation unless that person is empowered
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