There is a national need to educate the public about the ocean, coastal resources, atmosphere and climate. The National Oceanic and Atmospheric Administration (NOAA), the agency responsible for understanding and predicting changes in the Earth's environment and conserving and managing coastal and marine resources to meet the nation's economic, social and environmental needs, has a broad mandate to engage and coordinate education initiatives on these topics. Since its creation in 1970, the NOAA has supported a variety of education projects that cover a range of topics related to the agency's scientific and stewardship mission. NOAA uses formal and informal learning environments to enhance understanding of science, technology, engineering and mathematics (STEM) and to advance environmental education. The work of this agency overlaps and compliments the missions of other federal agencies, institutions of higher education, private and nonprofit organizations. Coordination among these agencies and organizations has been challenging. Limited education resources and the inherently global nature of NOAA's mission make strategic partnerships critical in order for the agency to accomplish its goals. Additionally, clear education goals, planning, and strategic use of resources are critical aspects for effective partnerships. NOAA's Education Program: Review and Critique provides a summary of the national education context for NOAA's role in education which is twofold: first is to advance the environmental literacy of the nation, and second is to promote a diverse workforce in ocean, coastal, Great Lakes, atmospheric and climate sciences. The book also describes the strengths and weaknesses of the education strategic plan, the education evaluation approach of the agency and strategies for improving the evaluation process.

Formal systems of comprehensive planning and performance-based management have a long if disappointing history in American government. This is illustrated most dramatically by the failure of program budgeting (PPB) in the 1960s and resurrection of that management technique in a handful of agencies over the past decade. Beyond its present application, the significance of PPB lies in its relationship to the goals and assumptions of popular reforms associated with the performance movement. Program Budgeting and the Performance Movement examines PPB from its inception in the Department of Defense under Robert McNamara to its limited resurgence in recent years. It includes an in-depth case study of the adoption and effects of PPB at the National Oceanic and Atmospheric Administration. The fact that program budgeting is subject to the same limitations today that led to its demise four decades ago speaks to the viability of requirements, such as those imposed by the Government Performance and Results Act, that are designed to make government more businesslike in its operations.