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were further developed during a tvo-day meeting vhere managers presented their
priority issues and questions in Long Island Sound, and scientists Indicated
the research required to address those questions.
Discussion
As the above case studies demonstrate, the effective Involvement of academic
scientists in the activities of the TAC and their impact on the development of
the estuarine program vas strongest in Narragansett Bay and weakest in Long
Island Sound. Several measures demonstrate this ranking (Table l)i the
number of TAC meetings relative to Management Committee meetings, vhether
proposals vere chosen competitively, vhether proposals vere separately
revieved by the TAC, and the percentage of study funding received by the
academic community.
TABLE 1. A Comparison of Procedures In Three Northeastern Estuaries
Long Island Narragansett Buzzards
Sound Boy Boy
Ratio of TAC/
Management Meetings 12 1
Proposal Reviev by TAC7 Yes Tea No
Funding Decided
Competitively Ho Tes Tea
Percentage Funds Received
by University OX 73X 23X
Maximizing agency-acadealc contacts
Three sorts of activities vere key to the development of good contacts betveen
the state agencies and tha academic scientific community:
1. Building personal trust betveen groups;
2. Responsive action by scientists to managers' needs;
3. Responsive action by managers to scientists needs.
Building trust
Intervlevs vith all groups involved vith the formation of these TACs or similar
prograas in other locations eophasize the importance of building a trusting and
personal relationship betveen scientists and managers. In all the examples, it
vas clear that structure of trust oust be built afresh betveen each different
agency department and academic department. Ties between one university
department and agency branch vere no guarantee of a cordial relationship