Organizing Science at the
Southern Research Station

Appendix 4 - Original Organizational Concepts

Concept C

Under Concept C realignment would occur as a continuation of current efforts. In 2004 the Leadership Team adopted a four-part strategy to improve the viability and financial solvency of the RWUs. One part of that strategy included the restructuring of some RWUs to reduce fixed costs. Some RWUs went through formal exercises that resulted in the elimination of positions. One established a conservative position management strategy that has reduced costs through attrition. Others have been involved in discussions of mergers and shared services. The Leadership Team also identified opportunities for RWU merger. In December 2005, the Assistant Director-Pines and Project Leaders from 4105, 4106, and 4111 tentatively agreed to move forward with a three-way merger (pending the outcome of this study).

Under Concept C these kinds of efforts would continue and gain momentum, resulting in a significantly smaller number of RWUs within two to five years. Mergers and RWU restructuring would primarily be driven by the Leadership Team, although field proposals for mergers would be considered on a case-bycase basis. These mergers would not be driven by or be integrated into Science Areas as in Concepts A and B. This means that the final organization and its science program would be less strategic and less transparently developed than under Concept A and Concept B. However, a smaller Management Team could allow for more effective cross-unit cooperation and orchestration to address regional questions.

Structure and Roles

The process would not change the current Assistant Director structure (three Research Assistant Directors and two Program Managers). It would not change the role of the Project Leader, although there would be a smaller number within a short time, and that number would continue to decline until the organization stabilized within five years. Science planning would continue at the Project Leader level. Budget execution and tracking would continue to be conducted at the RWU level, as would Grants and Agreements initiation, tracking, and accrual.

Administrative Support Structure

The field administrative structure would be somewhat smaller than the current one (being reduced with reduced numbers of Project Leader positions) although cost savings would be offset by the need for higher-level administrative positions to handle the more complex workload of larger RWUs. Because of the slower pace of change, the process would be adaptive, so that lessons learned in one realignment process could be applied to the next.

Implementation Requirements—Administrative Impacts

Realignment through Concept C would be relatively simple and requires no approvals beyond the Station Director. There would be immediate results, although the process would be more gradual, with final implementation and potential efficiencies delayed for a longer period.

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