Science.gov

Sample records for officer strategic plan2008-2012

  1. Office of the Chief Financial Officer Strategic Plan2008-2012

    SciTech Connect

    Various

    2007-11-19

    This is an update to the Office of the Chief Financial Officer's (OCFO's) multi-year strategy to continue to build a highly effective, efficient and compliant financial and business approach to support the scientific mission of Lawrence Berkeley National Laboratory (LBNL). The guiding principles of this strategy are to provide the greatest capability for the least cost while continually raising the standards of professional financial management in service to the LBNL science mission.

  2. The strategic security officer.

    PubMed

    Hodges, Charles

    2014-01-01

    This article discusses the concept of the strategic security officer, and the potential that it brings to the healthcare security operational environment. The author believes that training and development, along with strict hiring practices, can enable a security department to reach a new level of professionalism, proficiency and efficiency. The strategic officer for healthcare security is adapted from the "strategic corporal" concept of US Marine Corps General Charles C. Krulak which focuses on understanding the total force implications of the decisions made by the lowest level leaders within the Corps (Krulak, 1999). This article focuses on the strategic organizational implications of every security officer's decisions in the constantly changing and increasingly volatile operational environment of healthcare security. PMID:24707753

  3. Toward Strategic Human Resource Management in the Central Office

    ERIC Educational Resources Information Center

    Mosley Linhardt, Heather LeAnn

    2011-01-01

    The purpose of this study was to identify and explore how human resources are managed, what human resource management can look like, and what organizational issues, tensions, and ambiguities are likely to surface as a district central office moves toward being more strategic with their human resources. The research design was an exploratory case…

  4. 75 FR 60465 - Division of Program Coordination, Planning, and Strategic Initiatives, Office of the Director...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-09-30

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF HEALTH AND HUMAN SERVICES National Institutes of Health Division of Program Coordination, Planning, and Strategic... Secretary, Division of Program Coordination, Planning, and Strategic Initiatives, Office of the...

  5. 75 FR 35076 - Division of Program Coordination, Planning, and Strategic Initiatives, Office of the Director...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-06-21

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF HEALTH AND HUMAN SERVICES National Institutes of Health Division of Program Coordination, Planning, and Strategic... Deputy Director, Division of Program Coordination, Planning, and Strategic Initiatives, Office of...

  6. 76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-07-01

    ... URBAN DEVELOPMENT Order of Succession for the Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD. ACTION: Notice of Order of Succession. SUMMARY: In this notice, the Director, Office of Strategic Planning and Management, designates the Order of Succession...

  7. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-07-01

    ... URBAN DEVELOPMENT Redelegation of Authority to the Office of Strategic Planning and Management AGENCY..., Office of Strategic Planning and Management, Department of Housing and Urban Development, 451 7th Street... Planning and Management, authority and responsibility for the development and execution of the...

  8. 76 FR 26254 - NOAA's Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-05-06

    ...NOAA'S Office of Ocean Exploration and Research (OER) is electronically publishing the OER Strategic Plan for Fiscal Year (FY) 2011-2015. The strategic plan is published to meet the requirement for program direction under Public Law 111-11, Section 12104(b). The OER Strategic Plan describes the vision, mission, goals, core activities, and organization of the Office of Ocean Exploration and......

  9. Office of Building Technology, State and Community Programs (BTS) Strategic Plan

    SciTech Connect

    Brandegee

    1999-01-28

    This strategic plan is in direct response to the call by a broad array of interested parties, for the Office of Building Technology, State and Community Programs (BTS) to reduce fragmentation and increase focus. This plan outlines goals for saving energy, three key strategies to accomplish these goals, and a commitment to improving how they do business.

  10. The Role of the Chief Executive Officer in Strategic Staff Development.

    ERIC Educational Resources Information Center

    Armes, Nancy; O'Banion, Terry

    1983-01-01

    Highlights the strategic knowledge and skills needed by community college chief executive officers in order to lead open-door institutions and offers suggestions for gathering this information and building these skills. Considers the importance of a staff philosophy and a clear statement of staff expectations in staff development. (DMM)

  11. 75 FR 82377 - NOAA's Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-12-30

    ...NOAA's Office of Ocean Exploration and Research (OER) is seeking comments on the revised draft OER STRATEGIC PLAN Fiscal Year (FY) 2011-2015, submitted to meet the requirement for program direction under Public Law 111-11, Section 12104(b). The draft OER STRATEGIC PLAN describes the vision, mission, core activities, and organization of the Office of Ocean Exploration and...

  12. Preface: Special Session SpS11 Strategic Plan and the Global Office of Astronomy for Development

    NASA Astrophysics Data System (ADS)

    Montmerle, Thierry

    2015-03-01

    The purpose of this Special Session 11 was to bring together the many individuals from around the world who are active in realising the spirit of the IAU strategic plan. Appropriately entitled IAU Strategic Plan and the Global Office of Astronomy for Development, this special session invited contributions relating to: (i) IAU Strategic Plan, (ii) The IAU Global Office of Astronomy for Development, (iii) Regional nodes for ``Astronomy for Development'' activities, (iv) Sector Task Forces, and (v) Volunteers and volunteer opportunities.

  13. 78 FR 44954 - Solicitation of Input From Stakeholders Regarding the U.S. Office of Government Ethics Strategic...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-07-25

    ... ETHICS Solicitation of Input From Stakeholders Regarding the U.S. Office of Government Ethics Strategic Plan (FY 2014-2017) AGENCY: Office of Government Ethics (OGE). ACTION: Notice of Request for Public Comment. SUMMARY: The U.S. Office of Government Ethics (OGE) is providing notice of request for...

  14. 75 FR 15686 - NOAA'S Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-03-30

    ...) Strategic Plan FY 2011-FY 2015 AGENCY: Office of Ocean Exploration and Research (OER), Oceanic and... Research (OER) is seeking comments on the draft OER STRATEGIC PLAN Fiscal Year (FY) 2011- 2015, submitted... Year (FY) 2011-2015, submitted to meet the requirement for program direction under Public Law...

  15. Arkansas Department of Education Technology Plan, 2008-2012

    ERIC Educational Resources Information Center

    Arkansas Department of Education, 2008

    2008-01-01

    The Arkansas Department of Education Technology Plan provides policy makers, school districts, education service cooperatives and institutes of higher education with a blueprint that guides and facilitates future state and local technology planning, funding, implementation, and evaluation. The 2008 Plan builds on the progress of the last five-year…

  16. 78 FR 15960 - Request for Information on the FY 2013-2018 Strategic Plan for the Office of Disease Prevention

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-03-13

    ... for the Office of Disease Prevention SUMMARY: The purpose of this Request for Information (RFI) is to seek broad public input on the Fiscal Year (FY) 2013-2018 Strategic Plan for the Office of Disease... Disease Prevention, National Institutes of Health; phone: 301-496-1508; email:...

  17. 75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-03-01

    ... Knowledge and Understanding of Dietary Supplements. The strategic plan is available in pdf format on the ODS Web site: http://ods.od.nih.gov/pubs/strategicplan/StrategicPlan2010-2014.pdf . The ODS strategic...

  18. Office of Inspector General Strategic Plan Fiscal Years 2009 through 2013

    SciTech Connect

    2008-10-01

    The Department of Energy (Department) Organization Act created the Department in October 1977. That law brought together for the first time, not only most of the government's energy programs, but also science and technology programs and defense responsibilities that included the design, construction, and testing of nuclear weapons. Over its history, the Department has shifted its emphasis and focus as the energy and security needs of the Nation have changed. Today, the Department stands at the forefront of helping the Nation meet our energy, scientific, environmental, and national security goals. The responsibility of the Office of Inspector General (OIG) is to ensure that the Department is: Fulfilling its program and operational goals effectively; Using its resources efficiently in this pursuit; Operating within the scope of its legislative mandates; Meeting the President's Management Agenda; and, Addressing Departmental priorities established by the Secretary. The OIG accomplishes this by performing audits, investigations, and inspections of the Department's programs and operations seeking to uncover existing or potential weaknesses that could result in fraud, waste, and abuse. This strategic plan reflects the vision for how the organization will move forward in the 21st century to ensure the Department continues to serve the American public safely, effectively, and efficiently. Through its strategic planning efforts, the OIG will continue to play a critical role in assisting the Department's leadership and the Congress by identifying opportunities for improving management, program performance, and accountability. The OIG's strategic goal is to perform a robust review program that provides timely, relevant performance information and recommendations to improve the performance of the Department's programs and operations, facilitate positive change, and combat unlawful activities within the Department.

  19. 77 FR 24992 - OSHA Strategic Partnership Program for Worker Safety and Health (OSPP); Extension of the Office...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-04-26

    ... Act of 1995 (44 U.S.C. 3506 et seq.) and Secretary of Labor's Order No. 1-2012 (77 FR 3912). Signed at... Occupational Safety and Health Administration OSHA Strategic Partnership Program for Worker Safety and Health (OSPP); Extension of the Office of Management and Budget's (OMB) Approval of Information...

  20. STRATEGIC PLAN FOR THE OFFICE OF RESEARCH AND DEVELOPMENT, MAY 1996

    EPA Science Inventory

    The ORD Strategic Plan is based on nine principles: (1) Focus research on the greatest risks to people and the environment, (2) Focus research on reducing uncertainty in risk assessment, (3) Balance human health and ecological research, (4) Work for customers and clients, (5) Mai...

  1. Impact of Involvement of Chief Information Officer in Strategic Decisions: A Phenomenological Study

    ERIC Educational Resources Information Center

    Moussa, Samir

    2013-01-01

    The purpose of the qualitative phenomenological study was to investigate the influence of the CIO on strategic decision making in organizations. The phenomenological study was deployed to address 2 research questions by interviewing a purposive sample of 23 executives (7 IT leaders, 10 CFOs, and 6 CEOs) in 5 different countries. A qualitative…

  2. Factors underlying the psychological and behavioral characteristics of Office of Strategic Services candidates: the assessment of men data revisited.

    PubMed

    Lenzenweger, Mark F

    2015-01-01

    During World War II, the Office of Strategic Services (OSS), the forerunner of the Central Intelligence Agency, sought the assistance of clinical psychologists and psychiatrists to establish an assessment program for evaluating candidates for the OSS. The assessment team developed a novel and rigorous program to evaluate OSS candidates. It is described in Assessment of Men: Selection of Personnel for the Office of Strategic Services (OSS Assessment Staff, 1948). This study examines the sole remaining multivariate data matrix that includes all final ratings for a group of candidates (n = 133) assessed near the end of the assessment program. It applies the modern statistical methods of both exploratory and confirmatory factor analysis to this rich and highly unique data set. An exploratory factor analysis solution suggested 3 factors underlie the OSS assessment staff ratings. Confirmatory factor analysis results of multiple plausible substantive models reveal that a 3-factor model provides the best fit to these data. The 3 factors are emotional/interpersonal factors (social relations, emotional stability, security), intelligence processing (effective IQ, propaganda skills, observing and reporting), and agency/surgency (motivation, energy and initiative, leadership, physical ability). These factors are discussed in terms of their potential utility for personnel selection within the intelligence community. PMID:25036728

  3. Design review for Strategic Petroleum Reserve office, Big Hill, Texas, New Orleans, Louisiana

    SciTech Connect

    Not Available

    1984-02-01

    The Big Hill Strategic Petroleum Reserve storage site is designed to store 140 million barrels of oil in underground storage caverns. The major facilities of the Big Hill Strategic Petroleum Reserve storage site are: the main operations area; the storage cavern area; the Raw Water Intake Structure at the Intracoastal Waterway; the raw water pipeline between the Big Hill operations area and Raw Water Intake Structure; the brine disposal pipeline from the Big Hill complex to 3-1/2 miles into the Gulf of Mexico; and, the crude oil pipeline between the Sunoco Terminals in Nederland and Big Hill Complex. These facilities are designed to solution mine the storage caverns from naturally occurring salt domes below the Big Hill complex site, as well as, to transport the crude oil in and out of the caverns to/from the Sunoco Terminals. Bechtel Petroleum, Inc. through Bechtel Advanced Technologies has been engaged to conduct a review of the design of the Big Hill facilities. The purpose of this design review is to audit design and construction documents to: ensure that the design complies with established design criteria; ensure the constructability of the design; and ensure that the interfaces between the construction packages are adequate. To this end, Bechtel was provided with construction contract packages, most design calculations and various pre-design documents. A summary of the scope of each contract package can be found on Table I.

  4. 76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-10-18

    ... goals and objectives over the next six years. These goals and objectives will provide guidance and... NGSP outlines NOAA's long-term goals and objectives. The Office of Oceanic and Atmospheric Research... long-term goals along with specific objectives that will be pursued over the ] next five years....

  5. Inside Moves: As Technologies and Job Descriptions Change, Communications and Marketing Offices Opt for Strategic Realignment

    ERIC Educational Resources Information Center

    Scully, Maura King

    2011-01-01

    Realists recognize reorganizations for what they are: opportunities to do things better--to change business as usual to reflect best practices, new tools and technologies, and current challenges in the marketplace. At educational institutions, perhaps no area is as sensitive to those shifts as communications and marketing offices. The advances in…

  6. GPO/2001: Vision for a New Millennium. Brief Observations on, and Reprint of, the Strategic Planning Vision for the United States Government Printing Office.

    ERIC Educational Resources Information Center

    Hohns, William A.

    1992-01-01

    Presents the text of GPO/2001, a strategic planning document for the Government Printing Office (GPO) that addresses GPO's mission; strategies for human resources, staff training, products and services, appropriate technology, dissemination of information, administrative and support activities, organizational structure, financial resources, and…

  7. Implementation of the DOE Office of Technology Development Strategic Program Plan for Environmental Education and Development

    SciTech Connect

    Prestwich, S.M.; Chee, T.C. ); Middleman, L.I. )

    1992-01-01

    With the November 1989 formation of the Office of Technology Development (OTD) within the Office of Environmental Restoration and Waste Management (EM) came the responsibility to develop programs to ensurethat enough trained and educated people would be available to support the achievement of EM's 30-year goal. This mission responsibility derives from public policy and Departmental environmental management requirements. Within DOE, urgency to move forward resulted from the assumptions (1) that the current workforce was insufficiently prepared for the transition from a production mission to a mission of environmental compliance and cleanup; and (2) that, given current trends and forecasts, the national education infrastructure was unlikely to yield the scientists, engineers, and technicians to meet future DOE workforce needs, especially in the case of women and minorities who, projected to make up two-thirds of the net entering workforce by the year 2000, have traditionally been least prepared for and inclined to enter scientific and technical fields. This paper displays DOE's environmental education and development mission, goals, and strategy, and describes progress in and plans for implementing this strategy.

  8. Implementation of the DOE Office of Technology Development Strategic Program Plan for Environmental Education and Development

    SciTech Connect

    Prestwich, S.M.; Chee, T.C.; Middleman, L.I.

    1992-12-31

    With the November 1989 formation of the Office of Technology Development (OTD) within the Office of Environmental Restoration and Waste Management (EM) came the responsibility to develop programs to ensurethat enough trained and educated people would be available to support the achievement of EM`s 30-year goal. This mission responsibility derives from public policy and Departmental environmental management requirements. Within DOE, urgency to move forward resulted from the assumptions (1) that the current workforce was insufficiently prepared for the transition from a production mission to a mission of environmental compliance and cleanup; and (2) that, given current trends and forecasts, the national education infrastructure was unlikely to yield the scientists, engineers, and technicians to meet future DOE workforce needs, especially in the case of women and minorities who, projected to make up two-thirds of the net entering workforce by the year 2000, have traditionally been least prepared for and inclined to enter scientific and technical fields. This paper displays DOE`s environmental education and development mission, goals, and strategy, and describes progress in and plans for implementing this strategy.

  9. Background Research and Mapping. Australian School Science Education National Action Plan, 2008-2012. Volume 2

    ERIC Educational Resources Information Center

    Rennie, Leonie J.; Goodrum, Denis

    2007-01-01

    The purpose of this document is to provide background to the text and recommended actions of the Australian School Science Education National Action Plan, 2007-2012. The first part presents a synthesis of the national and international research used to identify gaps and overlaps amongst activities related to school science education in …

  10. The Office of Space Science and Applications strategic plan, 1990: A strategy for leadership in space through excellence in space science and applications

    NASA Technical Reports Server (NTRS)

    1990-01-01

    A strategic plan for the U.S. space science and applications program during the next 5 to 10 years was developed and published in 1988. Based on the strategies developed by the advisory committees of both the National Academy of Science and NASA, the plan balances major, moderate, and small mission initiatives, the utilization of the Space Station Freedom, and the requirements for a vital research base. The Office of Space Science and Applications (OSSA) strategic plan is constructed around five actions: establish a set of programmatic themes; establish a set of decision rules; establish a set of priorities for missions and programs within each theme; demonstrate that the strategy will yield a viable program; and check the strategy for consistency within resource constraints. The OSSA plan is revised annually. This OSSA 1990 Strategic Plan refines the 1989 Plan and represents OSSA's initial plan for fulfilling its responsibilities in two major national initiatives. The Plan is now built on interrelated, complementary strategies for the core space science and applications program, for the U.S. Global Change Research Program, and for the Space Exploration Initiative. The challenge is to make sure that the current level of activity is sustained through the end of this century and into the next. The 1990 Plan presents OSSA's strategy to do this.

  11. 78 FR 66948 - Request for Information on the Office of Disease Prevention Draft Strategic Plan for Fiscal Years...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-11-07

    ... NIH. The ODP fulfills this mission by providing leadership for the development, coordination, and... Office is responsible for advising the Director of the NIH regarding prevention research issues,...

  12. BTS strategic plan executive summary

    SciTech Connect

    1999-01-06

    This Strategic Plan positions the Office of Building Technology, State and Community Programs (BTS) to be more effective in reducing energy consumption in homes, offices, schools and other buildings, and in reducing environmental impacts associated with energy use.

  13. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 1 2011-01-01 2011-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture Office of the Secretary of Agriculture RURAL EMPOWERMENT ZONES AND ENTERPRISE COMMUNITIES Nomination Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the application must be developed in accordance...

  14. Priorities for a 21st-century defense: aligning u.s. Army environmental science and engineering officer resources with the department of defense strategic guidance.

    PubMed

    Licina, Derek; Rufolo, Dennis; Story, Mike

    2013-01-01

    The recently published Department of Defense (DoD) strategic guidance highlights the need to ?shape a joint force for the future.? Supporting requirements to shape the joint force while the overall DoD force structure is reduced will be challenging. Fortunately, based on its unique training and experience, the Army Environmental Science and Engineering Officer (ESEO) profession is positioned today to fill anticipated joint public health requirements. Obtaining the U.S. Army Medical Department (AMEDD) approval to meet these requirements will have near-term consequences for the ESEO profession as some existing (albeit antiquated) authorizations may go unfilled. However, long-term dividends for the Medical Service Corps (MSC), AMEDD, Army, and DoD will be achieved by realigning critical resources to future joint and interagency requirements. Assigning ESEOs now to organizations such as the Theater Special Operations Commands (TSOCs), U.S. Agency for International Development (USAID), and the North Atlantic Treaty Organization (NATO) with perceived and real joint force health protection/public health requirements through unique means will ensure our profession remains relevant today and supports the joint force of tomorrow. PMID:23817877

  15. 75 FR 22561 - Federal Advisory Committee; United States Strategic Command Strategic Advisory Group; Charter...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-29

    ... of the Secretary Federal Advisory Committee; United States Strategic Command Strategic Advisory Group... notice that it is renewing the charter for the United States Strategic Command Strategic Advisory Group... Management Officer for the Department of Defense, 703-601-6128. SUPPLEMENTARY INFORMATION: The Group is...

  16. American Strategic Minerals

    NASA Astrophysics Data System (ADS)

    DeYoung, John H., Jr.; Chidester, Alfred H.

    American Strategic Minerals is a collection of six papers that were presented in December 1982 at a conference organized by the Center for the Study of Marine Policy at the University of Delaware. According to editor Gerard J. Mangone, director of the center, the papers were commissioned “to investigate not only the objective resource situation, but also past United States policy on strategic minerals and future options open to Washington.” The authors and their chapter titles are John C. Kraft, University of Delaware: “Strategic minerals and world stability” V. Anthony Cammarota, Jr., U.S. Bureau of Mines: “America's dependence on strategic minerals” John D. Morgan, U.S. Bureau of Mines: “Future demands of the United States for strategic minerals” J. Robert Moore, University of Texas: “Alternative sources of strategic minerals from the seabed” Allan I. Mendelowitz and John E. Watson, U.S. General Accounting Office: “U.S. mining investments in developing countries” and James W. Curlin, Nautilus Press: “The political dimensions of strategic minerals.”

  17. Strategic Leadership

    ERIC Educational Resources Information Center

    Davies, Barbara; Davies, Brent

    2004-01-01

    This article explores the nature of strategic leadership and assesses whether a framework can be established to map the dimensions of strategic leadership. In particular it establishes a model which outlines both the organizational abilities and the individual characteristics of strategic leaders.

  18. The Strategic Assessment Model.

    ERIC Educational Resources Information Center

    Glazner, Steve, Ed.

    This book presents six papers focusing on the application of the strategic assessment model (SAM) to the management of higher education facilities. The papers are part of an ongoing effort by the Association of Higher Education Facilities Officers to provide comparative cost and staffing information and to develop a benchmarking process. The…

  19. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    Not Available

    1991-08-15

    This August 15, 1991, Strategic Petroleum Reserve Quarterly Report describes activities related to the site development, oil acquisition, budget and cost of the Reserve during the period April 1, 1991, through June 30, 1991. The Strategic Petroleum Reserve storage facilities development program is proceeding on schedule. The Reserve's capacity is currently 726 million barrels. A total of 5.5 million barrels of new gross cavern volume was developed at Big Hill and Bayou Choctaw during the quarter. There were no crude oil deliveries to the Strategic Petroleum Reserve during the calendar quarter ending June 30, 1991. Acquisition of crude oil for the Reserve has been suspended since August 2, 1990, following the invasion of Kuwait by Iraq. As of June 30, 1991, the Strategic Petroleum Reserve inventory was 568.5 million barrels. The reorganization of the Office of the Strategic Petroleum Reserve became effective June 28, 1991. Under the new organization, the Strategic Petroleum Reserve Project Management Office in Louisiana will report to the Strategic Petroleum Reserve Program Office in Washington rather than the Oak Ridge Field Office in Tennessee. 2 tabs.

  20. Financial Indicators in Strategic Decision Making: Recommended Practices for Financial Officers at Small Private Colleges and Universities in the Midwestern United States

    ERIC Educational Resources Information Center

    Reissenweber, Beth

    2012-01-01

    This study explored whether financial leaders and institutional governing boards use financial indicators as a tool to inform decision making, solely as a compliance measurement tool, or not at all. The purpose of this qualitative study was two-fold to: (a) identify the use of financial indicators in strategic decision making, and (b) investigate…

  1. Strategic weapons

    SciTech Connect

    Not Available

    1991-09-01

    This paper describes the Defense Department's process for formulating its strategic weapons targeting policy and translating that policy into a nuclear war plan-the Single Integrated Operational Plan. GAO provides information on the relationship between the strategic nuclear targeting process and the determination of requirements for nuclear weapons and related delivery systems, level of civilian oversight, and categories and types of targets. These strategic nuclear weapons systems, commonly known as the triad, include land-based intercontinental ballistic missiles, submarine-launched ballistic missiles, and strategic bombers armed with nuclear bombs and missiles.

  2. Strategic development: a new focus.

    PubMed

    Lefko, J J

    1989-03-01

    Despite popular convention, a health-care organization's chief executive officer should be the organization's chief strategist. Planners and marketers must begin to function as strategic development officers responsible for sending the right information to the right decision makers so that they can make the right decisions as quickly as possible. PMID:10292364

  3. 78 FR 79460 - Notification of GSA Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-12-30

    ... ADMINISTRATION Notification of GSA Strategic Plan AGENCY: Office of the Chief Financial Officer, U.S. General... announcing the availability of the Draft FY 2014-2018 GSA Strategic Plan for public review and comment, as... Act of 2010. The agency anticipates the final Strategic Plan will be submitted to Congress with...

  4. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-09-05

    ... From the Federal Register Online via the Government Publishing Office NATIONAL TRANSPORTATION SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan AGENCY: National....ntsb.gov/doclib/agency_reports/Strategic-Plan_2013-2016.pdf . DATES: Parties should submit comments...

  5. Strategic Planning.

    ERIC Educational Resources Information Center

    Groff, Warren H.

    1983-01-01

    Reviews the strategic elements of an institutional plan: assessment of the external environment, auditing of institutional strengths and weaknesses, and matching of institutional strengths with external opportunities through the process of strategic goal setting. Urges community colleges to take action-oriented, dynamic, purposeful steps to shape…

  6. EMSL Strategic Plan 2008

    SciTech Connect

    Campbell, Allison A.

    2008-08-15

    This Strategic Plan is EMSL’s template for achieving our vision of simultaneous excellence in all aspects of our mission as a national scientific user facility. It reflects our understanding of the long-term stewardship we must work toward to meet the scientific challenges of the Department of Energy and the nation. During the next decade, we will implement the strategies contained in this Plan, working closely with the scientific community, our advisory committees, DOE’s Office of Biological and Environmental Research, and other key stakeholders. This Strategic Plan is fully aligned with the strategic plans of DOE and its Office of Science. We recognize that shifts in science and technology, national priorities, and resources made available through the Federal budget process create planning uncertainties and, ultimately, a highly dynamic planning environment. Accordingly, this Strategic Plan should be viewed as a living document for which we will continually evaluate changing needs and opportunities posed by our stakeholders (i.e., DOE, users, staff, advisory committees), work closely with them to understand and respond to those changes, and align our strategy accordingly.

  7. Developing strategic thinking in senior management.

    PubMed

    Zabriskie, N B; Huellmantel, A B

    1991-12-01

    Chief Executive Officers have recently stated that their greatest staffing challenge for the 1990s is the development of strategic leadership in their senior management. In order to do this, it is necessary to identify the substance of strategic thinking, and the capabilities that must be mastered. Writers on strategy have identified six major elements of strategic thinking and these have been organized to reveal the tasks, questions, decisions, and skills that senior executives must acquire in order to lead their organizations strategically. Finally, the article identifies training programme elements which are used by Directors of Manpower Development to develop strategic leadership ability. PMID:10118696

  8. Office of Federal Student Aid: Better Strategic and Human Capital Would Help Sustain Management Progress. Report to Congressional Committees. GAO-05-31

    ERIC Educational Resources Information Center

    Ashby, Cornelia M.

    2004-01-01

    In 2003, the Department of Education's Office of Federal Student Aid (FSA) managed about $60 billion in new financial aid. In 1998, the Congress designated FSA as a performance-based organization. In so doing, it specified purposes for the agency, such as to reduce program costs and increase accountability of its officials, and provided…

  9. Applying Ad Hoc Institutional Research Findings to College Strategic Planning

    ERIC Educational Resources Information Center

    Clagett, Craig A.

    2004-01-01

    Environmental scanning, enrollment forecasting, budget analyses, and institutional effectiveness assessment are examples of the explicit contributions institutional research offices make to campus strategic planning.

  10. 24 CFR 91.215 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-04-01

    ... 24 Housing and Urban Development 1 2014-04-01 2014-04-01 false Strategic plan. 91.215 Section 91.215 Housing and Urban Development Office of the Secretary, Department of Housing and Urban Development CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS Local Governments; Contents of Consolidated Plan § 91.215 Strategic plan....

  11. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... addressing underserved needs. (Approved by the Office of Management and Budget under control number 2506-0117)...

  12. 24 CFR 91.315 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Strategic plan. 91.315 Section 91.315 Housing and Urban Development Office of the Secretary, Department of Housing and Urban Development CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS State Governments; Contents of Consolidated Plan § 91.315 Strategic plan....

  13. Strategic Planning.

    ERIC Educational Resources Information Center

    Vivelo, Frank Robert

    1992-01-01

    Describes the future environment facing community colleges, addressing the service population, demands for accountability and quality, and the need for currency. Identifies seven areas a strategic plan should address (e.g., mission, student success, instructional quality, resource development, diversity, operational efficiency, and community…

  14. Strategic Staffing

    ERIC Educational Resources Information Center

    Clark, Ann B.

    2012-01-01

    Business and industry leaders do not flinch at the idea of placing top talent in struggling departments and divisions. This is not always the case in public education. The Charlotte-Mecklenburg Schools made a bold statement to its community in its strategic plan by identifying two key reform levers--(1) an effective principal leading each school;…

  15. 47 CFR 0.21 - Functions of the Office.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 47 Telecommunication 1 2012-10-01 2012-10-01 false Functions of the Office. 0.21 Section 0.21 Telecommunication FEDERAL COMMUNICATIONS COMMISSION GENERAL COMMISSION ORGANIZATION Organization Office of Strategic Planning and Policy Analysis § 0.21 Functions of the Office. The Office of Strategic Planning and Policy Analysis, as a staff office...

  16. Strategic implementation plan

    NASA Technical Reports Server (NTRS)

    1989-01-01

    The Life Science Division of the NASA Office of Space Science and Applications (OSSA) describes its plans for assuring the health, safety, and productivity of astronauts in space, and its plans for acquiring further fundamental scientific knowledge concerning space life sciences. This strategic implementation plan details OSSA's goals, objectives, and planned initiatives. The following areas of interest are identified: operational medicine; biomedical research; space biology; exobiology; biospheric research; controlled ecological life support; flight programs and advance technology development; the life sciences educational program; and earth benefits from space life sciences.

  17. 47 CFR 0.21 - Functions of the Office.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 47 Telecommunication 1 2013-10-01 2013-10-01 false Functions of the Office. 0.21 Section 0.21 Telecommunication FEDERAL COMMUNICATIONS COMMISSION GENERAL COMMISSION ORGANIZATION Organization Office of Strategic Planning and Policy Analysis § 0.21 Functions of the Office. The Office of Strategic Planning and...

  18. 47 CFR 0.21 - Functions of the Office.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 47 Telecommunication 1 2014-10-01 2014-10-01 false Functions of the Office. 0.21 Section 0.21 Telecommunication FEDERAL COMMUNICATIONS COMMISSION GENERAL COMMISSION ORGANIZATION Organization Office of Strategic Planning and Policy Analysis § 0.21 Functions of the Office. The Office of Strategic Planning and...

  19. 47 CFR 0.21 - Functions of the Office.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 47 Telecommunication 1 2011-10-01 2011-10-01 false Functions of the Office. 0.21 Section 0.21 Telecommunication FEDERAL COMMUNICATIONS COMMISSION GENERAL COMMISSION ORGANIZATION Organization Office of Strategic Planning and Policy Analysis § 0.21 Functions of the Office. The Office of Strategic Planning and...

  20. 49 CFR 1.48 - Office of the Chief Information Officer.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ..., privacy, and records management advisor to the Secretary. The Office of the CIO supports the Organizational Excellence Strategic Goal by providing leadership on all matters associated with the...

  1. Strategic Planning: What's so Strategic about It?

    ERIC Educational Resources Information Center

    Strong, Bart

    2005-01-01

    The words "strategic" and "planning" used together can lead to confusion unless one spent the early years of his career in never-ending, team-oriented, corporate training sessions. Doesn't "strategic" have something to do with extremely accurate bombing or a defensive missile system or Star Wars or something? Don't "strategic" and "planning" both…

  2. National Institutes of Health, Office of AIDS Research

    MedlinePlus

    ... Contact Us Main Navigation for the Office of AIDS Research Homepage ABOUT OAR SCIENTIFIC AREAS STRATEGIC PLAN ... HIV/AIDS INFORMATION Welcome to the Office of AIDS Research. Welcome to the Office of AIDS Research ...

  3. 77 FR 32137 - Agency Information Collection Activities: Proposed Collection; Comments Requested; Strategic...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-05-31

    ... Clearance Officer, Policy and Planning Staff, Justice Management Division, Department of Justice, Two... Collection; Comments Requested; Strategic Planning Environmental Assessment Outreach ACTION: 30-Day Notice of... currently approved collection. (2) Title of the Form/Collection: Strategic Planning Environmental...

  4. 78 FR 47003 - Draft National Spatial Data Infrastructure Strategic Plan; Comment Request

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-08-02

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF THE INTERIOR U.S. Geological Survey Draft National Spatial Data Infrastructure Strategic Plan; Comment Request... Spatial Data Infrastructure (NSDI). The draft strategic plan, along with instructions for...

  5. 78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-09-10

    ... has made significant progress in its strategic and performance planning efforts. As we build on this... Services, Office of the Assistant Secretary for Planning and Evaluation, Strategic Planning Team, Attn... and Human Services FY 2014-2018 Strategic Plan is provided as part of the strategic planning...

  6. 76 FR 31973 - Draft WaterSMART Strategic Implementation Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-06-02

    ... Draft WaterSMART Strategic Implementation Plan AGENCY: Office of the Assistant Secretary for Water and Science, Interior. ACTION: Notice of availability. SUMMARY: The Department of the Interior's draft Water... Strategic Implementation Plan) identifies activities that will be undertaken to secure and stretch...

  7. 75 FR 80850 - Development of Strategic Plan 2011-2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-12-23

    ... From the Federal Register Online via the Government Publishing Office LEGAL SERVICES CORPORATION Development of Strategic Plan 2011-2015 AGENCY: Legal Services Corporation. ACTION: Development of Strategic... development of appropriate performance measures by which the Corporation's progress in achieving its...

  8. Strategic Planning for Policy Development--An Evolving Model.

    ERIC Educational Resources Information Center

    Verstegen, Deborah A.; Wagoner, Jennings L., Jr.

    1989-01-01

    Strategic planning, a necessary alternative to logical incrementalism in turbulent environments, will let educators move from a reactive to a proactive posture. This article briefly reviews strategic planning literature, focuses on environmental scanning, and describes an evolving model developed for the chief state school officers of a four-state…

  9. NASA Strategic Plan

    NASA Technical Reports Server (NTRS)

    1996-01-01

    The aforementioned strategic decisions and the overarching direction for America's aeronautics and space program are addressed in the Strategic Plan. Our Strategic Plan is critical to our ability to meet the challenges of this new era and deliver a vibrant aeronautics and space program that strengthens and inspires the Nation. The Plan is our top-level strategy.

  10. Strategic Leadership Reconsidered

    ERIC Educational Resources Information Center

    Davies, Brent; Davies, Barbara J.

    2005-01-01

    This paper will address the challenge of how strategic leadership can be defined and articulated to provide a framework for developing a strategically focused school drawing on a NCSL research project. The paper is structured into three main parts. Part one outlines the elements that comprise a strategically focused school, develops an…

  11. 75 FR 8137 - Coordination and Strategic Planning of the Federal Effort Against Intellectual Property...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-02-23

    ... From the Federal Register Online via the Government Publishing Office OFFICE OF MANAGEMENT AND... Joint Strategic Plan AGENCY: Office of Management and Budget, Executive Office of the President. ACTION... attach s and other representatives; h. Department of State's Foreign Service officers and post...

  12. 75 FR 47346 - Draft Strategic Plan for FY 2010-2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-05

    ... be viewed at http://www.ustreas.gov/offices/management/budget/strategic-plan/ . DATES: Written..., 2010. Martin R. Melone, Director, Strategic Planning and Performance Management, United States... Draft Strategic Plan for FY 2010-2015 AGENCY: United States Department of the Treasury. ACTION:...

  13. 76 FR 17419 - Federal Health IT Strategic Plan: 2011-2015 Open Comment Period

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-29

    ... HUMAN SERVICES Federal Health IT Strategic Plan: 2011-2015 Open Comment Period AGENCY: Office of the... the Federal Health IT Strategic Plan (developed June 3, 2008) in consultation with other appropriate... the Federal Health IT Strategic Plan is open through Friday, April 22 at 11:59 p.m. (Eastern)....

  14. Reflections on strategic nurse leadership.

    PubMed

    White, Jean

    2012-10-01

    This paper sets out some personal reflections by the Chief Nursing Officer for Wales on the challenges facing nurses and midwives as they undertake strategic leadership roles in NHS organisations. The paper looks at the national approach taken in Wales where behavioural competencies for executive nurse directors have been implemented. It considers the implications of the breadth of responsibilities executive nurse directors have and the importance of developing and supporting middle grade nurse managers and clinical directors. It concludes by looking at who is responsible for care within an organisation. PMID:23050616

  15. Strategic Analysis Overview

    NASA Technical Reports Server (NTRS)

    Cirillo, William M.; Earle, Kevin D.; Goodliff, Kandyce E.; Reeves, J. D.; Stromgren, Chel; Andraschko, Mark R.; Merrill, R. Gabe

    2008-01-01

    NASA s Constellation Program employs a strategic analysis methodology in providing an integrated analysis capability of Lunar exploration scenarios and to support strategic decision-making regarding those scenarios. The strategic analysis methodology integrates the assessment of the major contributors to strategic objective satisfaction performance, affordability, and risk and captures the linkages and feedbacks between all three components. Strategic analysis supports strategic decision making by senior management through comparable analysis of alternative strategies, provision of a consistent set of high level value metrics, and the enabling of cost-benefit analysis. The tools developed to implement the strategic analysis methodology are not element design and sizing tools. Rather, these models evaluate strategic performance using predefined elements, imported into a library from expert-driven design/sizing tools or expert analysis. Specific components of the strategic analysis tool set include scenario definition, requirements generation, mission manifesting, scenario lifecycle costing, crew time analysis, objective satisfaction benefit, risk analysis, and probabilistic evaluation. Results from all components of strategic analysis are evaluated a set of pre-defined figures of merit (FOMs). These FOMs capture the high-level strategic characteristics of all scenarios and facilitate direct comparison of options. The strategic analysis methodology that is described in this paper has previously been applied to the Space Shuttle and International Space Station Programs and is now being used to support the development of the baseline Constellation Program lunar architecture. This paper will present an overview of the strategic analysis methodology and will present sample results from the application of the strategic analysis methodology to the Constellation Program lunar architecture.

  16. Sandia Strategic Plan 1997

    SciTech Connect

    1997-12-01

    Sandia embarked on its first exercise in corporate strategic planning during the winter of 1989. The results of that effort were disseminated with the publication of Strategic Plan 1990. Four years later Sandia conducted their second major planning effort and published Strategic Plan 1994. Sandia`s 1994 planning effort linked very clearly to the Department of Energy`s first strategic plan, Fueling a Competitive Economy. It benefited as well from the leadership of Lockheed Martin Corporation, the management and operating contractor. Lockheed Martin`s corporate success is founded on visionary strategic planning and annual operational planning driven by customer requirements and technology opportunities. In 1996 Sandia conducted another major planning effort that resulted in the development of eight long-term Strategic Objectives. Strategic Plan 1997 differs from its predecessors in that the robust elements of previous efforts have been integrated into one comprehensive body. The changes implemented so far have helped establish a living strategic plan with a stronger business focus and with clear deployment throughout Sandia. The concept of a personal line of sight for all employees to this strategic plan and its objectives, goals, and annual milestones is becoming a reality.

  17. 11. Strategic planning.

    PubMed

    2014-05-01

    There are several types of planning processes and plans, including strategic, operational, tactical, and contingency. For this document, operational planning includes tactical planning. This chapter examines the strategic planning process and includes an introduction into disaster response plans. "A strategic plan is an outline of steps designed with the goals of the entire organisation as a whole in mind, rather than with the goals of specific divisions or departments". Strategic planning includes all measures taken to provide a broad picture of what must be achieved and in which order, including how to organise a system capable of achieving the overall goals. Strategic planning often is done pre-event, based on previous experience and expertise. The strategic planning for disasters converts needs into a strategic plan of action. Strategic plans detail the goals that must be achieved. The process of converting needs into plans has been deconstructed into its components and includes consideration of: (1) disaster response plans; (2) interventions underway or planned; (3) available resources; (4) current status vs. pre-event status; (5) history and experience of the planners; and (6) access to the affected population. These factors are tempered by the local: (a) geography; (b) climate; (c) culture; (d) safety; and (e) practicality. The planning process consumes resources (costs). All plans must be adapted to the actual conditions--things never happen exactly as planned. PMID:24785808

  18. Strategic Risk Assessment

    NASA Technical Reports Server (NTRS)

    Derleth, Jason; Lobia, Marcus

    2009-01-01

    This slide presentation provides an overview of the attempt to develop and demonstrate a methodology for the comparative assessment of risks across the entire portfolio of NASA projects and assets. It includes information about strategic risk identification, normalizing strategic risks, calculation of relative risk score, and implementation options.

  19. Strategic Leadership in Schools

    ERIC Educational Resources Information Center

    Williams, Henry S.; Johnson, Teryl L.

    2013-01-01

    Strategic leadership is built upon traits and actions that encompass the successful execution of all leadership styles. In a world that is rapidly changing, strategic leadership in schools guides school leader through assuring constant improvement process by anticipating future trends and planning for them and noting that plans must be flexible to…

  20. Strategic Investments Overview

    NASA Technical Reports Server (NTRS)

    Comstock, Doug

    2004-01-01

    This viewgraph presentation provides an overview of the organizational hierarchy for strategic management and strategic investments at NASA. The presentation also relates these topics to the budgets it submits to Congress, strategies for space exploration research and development, and systems analysis.

  1. Manage "Human Capital" Strategically

    ERIC Educational Resources Information Center

    Odden, Allan

    2011-01-01

    To strategically manage human capital in education means restructuring the entire human resource system so that schools not only recruit and retain smart and capable individuals, but also manage them in ways that support the strategic directions of the organization. These management practices must be aligned with a district's education improvement…

  2. Developing Strategic Leaders.

    ERIC Educational Resources Information Center

    Carter, Patricia; Terwilliger, Leatha; Alfred, Richard L.; Hartleb, David; Simone, Beverly

    2002-01-01

    Highlights the importance of developing community college leaders capable of demonstrating strategic leadership and responding to the global forces that influence community college education. Discusses the Consortium for Community College Development's Strategic Leadership Forum and its principles, format, content, and early results. (RC)

  3. The Strategic Reader.

    ERIC Educational Resources Information Center

    Devine, James T., Ed.; And Others

    1986-01-01

    To add a foundation to the growing excitement among educators about the central role they play in helping learners become strategic readers, the articles in this thematic journal provide insight into current reading theory and practice. Richard Telfer's article reviews research on strategic reading and clarifies what is meant by the phrase…

  4. Evaluation of the strategic petroleum reserve. A report prepared at the request of the Subcommittee on Energy and Power, Committee on Interstate and Foreign Commerce, United States House of Representatives, Ninety-Sixth Congress, Second Session, by the Congressional Budget Office

    SciTech Connect

    Not Available

    1980-01-01

    This report was prepared by the Congressional Budget Office for the Subcommittee on Energy and Power to evaluate the potential effectiveness of the SPR in time of crude oil import shortfall. The report is quite specific in its conclusions. When a shortfall occurs, each barrel of crude oil in the Strategic Petroleum Reserve has the potential to prevent almost $200 in current dollars of GNP loss, along with the associated unemployment. Other Congressional sources now report that each point of unemployment above the expected base of 6.8% costs as much as $29 billion in lost revenues and higher unemployment compensation, food stamps and other costs. The cost of filling the reserve is estimated to be approximately $3 billion per year. The costs can be minimized in the long run by expediting the fill as soon as possible. Additionally, the Congressional Budget Office and other experts who testified before the Subcommittee indicate there is every likelihood that, during the period of dependence on imported oil, this country will again experience a substantial shortfall. Currently, the Department of Energy is not purchasing oil for the Strategic Petroleum Reserve and has not done so since the start of the Iranian crisis. Early in 1979, the Administration announced that all new oil procurement would be postponed until after the June 1979 OPEC meeting to avoid price pressure on the world crude oil market. One year later, as OPEC is about to open its 1980 meeting, the same reason is being repeated by the Administration as an excuse for not filling the reserve. Additionally, there is speculation that budgetary reasons may also be influencing the decision not to fill the Reserve. This report indicates that the economic consequences of not filling the reserve are extremely severe.

  5. Strategic Plan. Volume 1

    NASA Technical Reports Server (NTRS)

    2002-01-01

    The purpose of this document is to present the strategic plan and associated organizational structure that the National Space Biomedical Research Institute (NSBRI) will utilize to achieve the defined mission and objectives provided by NASA. Much of the information regarding the background and establishment of the NSBRI by NASA has been provided in other documentation and will not be repeated in this Strategic Plan. This Strategic Plan is presented in two volumes. Volume I (this volume) begins with an Introduction (Section 2) that provides the Institute's NASA-defined mission and objectives, and the organizational structure adopted to implement these through three Strategic Programs: Countermeasure Research; Education, Training and Outreach; and Cooperative Research and Development. These programs are described in Sections 3 to 5. Each program is presented in a similar way, using four subsections: Goals and Objectives; Current Strategies; Gaps and Modifications; and Resource Requirements. Section 6 provides the administrative infrastructure and total budget required to implement the Strategic Programs and assures that they form a single cohesive plan. This plan will ensure continued success of the Institute for the next five years. Volume II of the Strategic Plan provides an in-depth analysis of the current and future strategic programs of the 12 current NSBRI teams, including their goals, objectives, mutual interactions and schedules.

  6. 75 FR 44265 - Office of the Assistant Secretary for Planning and Evaluation; Request for Comments on the...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-07-28

    ... for Planning and Evaluation, Office of Planning and Policy Support, Attn: Strategic Plan Comments, 200...-2015 Strategic Plan is provided as part of the strategic planning process under the Government... Nation's Health and Human Services Infrastructure and Workforce. The strategic planning process is...

  7. Strategic EDP Planning.

    ERIC Educational Resources Information Center

    Wold, Geoffrey H.

    1988-01-01

    School districts need a strategic, comprehensive, electronic data processing resources plan that would include the following major elements: (1) systems; (2) hardware; (3) software; (4) staffing; (5) control; and (6) projected budgets. (MLF)

  8. 2015 Enterprise Strategic Vision

    SciTech Connect

    2015-08-01

    This document aligns with the Department of Energy Strategic Plan for 2014-2018 and provides a framework for integrating our missions and direction for pursuing DOE’s strategic goals. The vision is a guide to advancing world-class science and engineering, supporting our people, modernizing our infrastructure, and developing a management culture that operates a safe and secure enterprise in an efficient manner.

  9. Federal Student Aid: Additional Management Improvements Would Clarify Strategic Direction and Enhance Accountability. Report to Congressional Requesters.

    ERIC Educational Resources Information Center

    General Accounting Office, Washington, DC.

    To determine what Federal Student Aid (FSA), previously the Office of Student Financial Assistance, had done to develop and implement a strategic direction as mandated by Congress in performance-based organization legislation, the General Accounting Office (GAO) reviewed FSA's strategic and annual performance plans and annual reports, interviewing…

  10. Guidelines for strategic planning

    SciTech Connect

    Not Available

    1991-07-01

    Strategic planning needs to be done as one of the integral steps in fulfilling our overall Departmental mission. The role of strategic planning is to assure that the longer term destinations, goals, and objectives which the programs and activities of the Department are striving towards are the best we can envision today so that our courses can then be set to move in those directions. Strategic planning will assist the Secretary, Deputy Secretary, and Under Secretary in setting the long-term directions and policies for the Department and in making final decisions on near-term priorities and resource allocations. It will assist program developers and implementors by providing the necessary guidance for multi-year program plans and budgets. It is one of the essential steps in the secretary's Strategic Planning Initiative. The operational planning most of us are so familiar with deals with how to get things done and with the resources needed (people, money, facilities, time) to carry out tasks. Operating plans like budgets, capital line item projects, R D budgets, project proposals, etc., are vital to the mission of the Department. They deal, however, with how to carry out programs to achieve some objective or budget assumption. Strategic planning deals with the prior question of what it is that should be attempted. It deals with what objectives the many programs and activities of the Department of Department should be striving toward. The purpose of this document is to provide guidance to those organizations and personnel starting the process for the first time as well as those who have prepared strategic plans in the past and now wish to review and update them. This guideline should not be constructed as a rigid, restrictive or confining rulebook. Each organization is encouraged to develop such enhancements as they think may be useful in their planning. The steps outlined in this document represent a very simplified approach to strategic planning. 9 refs.

  11. Strategic forces briefing

    SciTech Connect

    Bing, G.; Chrzanowski, P.; May, M.; Nordyke, M.

    1989-04-06

    The Strategic Forces Briefing'' is our attempt, accomplished over the past several months, to outline and highlight the more significant strategic force issues that must be addressed in the near future. Some issues are recurrent: the need for an effective modernized Triad and a constant concern for force survivability. Some issues derive from arms control: the Strategic Arms Reduction Talks (SALT) are sufficiently advanced to set broad numerical limits on forces, but not so constraining as to preclude choices among weapon systems and deployment modes. Finally, a new administration faced with serious budgetary problems must strive for the most effective strategic forces limited dollars can buy and support. A review of strategic forces logically begins with consideration of the missions the forces are charged with. We begin the briefing with a short review of targeting policy and implementation within the constraints of available unclassified information. We then review each element of the Triad with sections on SLBMs, ICBMs, and Air-Breathing (bomber and cruise missile) systems. A short section at the end deals with the potential impact of strategic defense on offensive force planning. We consider ABM, ASAT, and air defense; but we do not attempt to address the technical issues of strategic defense per se. The final section gives a brief overview of the tritium supply problem. We conclude with a summary of recommendations that emerge from our review. The results of calculation on the effectiveness of various weapon systems as a function of cost that are presented in the briefing are by Paul Chrzanowski.

  12. Strategic arms limitation

    SciTech Connect

    Greb, G.A.; Johnson, G.W.

    1983-01-01

    Since 1969, the focus of the Soviet-American arms control process has been on limiting the numbers and sizes of both defensive and offensive strategic systems. The format for this effort has been the Strategic Arms Limitations Talks (SALT) and more recently the Strategic Arms Reduction Talks (START). Both sides came to these negotiations convinced that nuclear arsenals had grown so large that some form of mutual restraint was needed. Although the SALT/START process has been slow and ponderous, it has produced several concrete agreements and collateral benefits. The 1972 ABM Treaty restricts the deployment of ballistic missile defense systems, the 1972 Interim Agreement places a quantitative freeze on each side's land based and sea based strategic launchers, and the as yet unratified 1979 SALT II Treaty sets numerical limits on all offensive strategic systems and sublimits on MIRVed systems. Collateral benefits include improved verification procedures, working definitions and counting rules, and permanent bureaucratic apparatus that enhance stability and increase the chances for achieving additional agreements.

  13. Strategic Marketing Evaluation: A Focus Area for Institutional Research. AIR 1983 Annual Forum Paper.

    ERIC Educational Resources Information Center

    Cooper, Edward M.; Gackenbach, Rusty

    The level of awareness, knowledge, and current practices regarding strategic marketing within institutional research (IR) offices were studied for colleges in the Rocky Mountain region. Of the 18 responding offices, 9 indicated that their institutions utilized a marketing approach to planning. Of these 9 offices, 56 percent reported formal…

  14. 75 FR 51487 - Office of the Assistant Secretary for Administration and Management; Notice of Online Posting of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-20

    ... of Labor's Revised Draft Strategic Plan for Fiscal Years 2011-2016 Pursuant to section 306 of the... its Strategic Plan for Fiscal Years 2011-2016 to the Director of the Office of Management and...

  15. NASA strategic plan

    NASA Technical Reports Server (NTRS)

    1994-01-01

    The NASA Strategic Plan is a living document. It provides far-reaching goals and objectives to create stability for NASA's efforts. The Plan presents NASA's top-level strategy: it articulates what NASA does and for whom; it differentiates between ends and means; it states where NASA is going and what NASA intends to do to get there. This Plan is not a budget document, nor does it present priorities for current or future programs. Rather, it establishes a framework for shaping NASA's activities and developing a balanced set of priorities across the Agency. Such priorities will then be reflected in the NASA budget. The document includes vision, mission, and goals; external environment; conceptual framework; strategic enterprises (Mission to Planet Earth, aeronautics, human exploration and development of space, scientific research, space technology, and synergy); strategic functions (transportation to space, space communications, human resources, and physical resources); values and operating principles; implementing strategy; and senior management team concurrence.

  16. Strategic Analysis of Terrorism

    NASA Astrophysics Data System (ADS)

    Arce, Daniel G.; Sandler, Todd

    Two areas that are increasingly studied in the game-theoretic literature on terrorism and counterterrorism are collective action and asymmetric information. One contribution of this chapter is a survey and extension of continuous policy models with differentiable payoff functions. In this way, policies can be characterized as strategic substitutes (e. g., proactive measures), or strategic complements (e. g., defensive measures). Mixed substitute-complement models are also introduced. We show that the efficiency of counterterror policy depends upon (i) the strategic substitutes-complements characterization, and (ii) who initiates the action. Surprisingly, in mixed-models the dichotomy between individual and collective action may disappear. A second contribution is the consideration of a signaling model where indiscriminant spectacular terrorist attacks may erode terrorists’ support among its constituency, and proactive government responses can create a backlash effect in favor of terrorists. A novel equilibrium of this model reflects the well-documented ineffectiveness of terrorism in achieving its stated goals.

  17. Strategic avionics technology planning

    NASA Technical Reports Server (NTRS)

    Cox, Kenneth J.; Brown, Don C.

    1991-01-01

    NASA experience in development and insertion of technology into programs had led to a recognition that a Strategic Plan for Avionics is needed for space. In the fall of 1989 an Avionics Technology Symposium was held in Williamsburg, Virginia. In early 1990, as a followon, a NASA wide Strategic Avionics Technology Working Group was chartered by NASA Headquarters. This paper will describe the objectives of this working group, technology bridging, and approaches to incentivize both the federal and commercial sectors to move toward rapidly developed, simple, and reliable systems with low life cycle cost.

  18. On operator strategic behavior

    NASA Technical Reports Server (NTRS)

    Hancock, P. A.

    1991-01-01

    Deeper and more detailed knowledge as to how human operators such as pilots respond, singly and in groups, to demands on their performance which arise from technical systems will support the manipulation of such systems' design in order to accommodate the foibles of human behavior. Efforts to understand how self-autonomy impacts strategic behavior and such related issues as error generation/recognition/correction are still in their infancy. The present treatment offers both general and aviation-specific definitions of strategic behavior as precursors of prospective investigations.

  19. Microgravity strategic planning exercise

    NASA Technical Reports Server (NTRS)

    Halpern, Richard; Downey, Jim; Harvey, Harold

    1991-01-01

    The Center for Space and Advanced Technology supported a planning exercise for the Microgravity Program management at the Marshall Space Flight Center. The effort focused on the status of microgravity work at MSFC and elsewhere with the objective of preparing a goal-oriented strategic planning document which could be used for informational/brochure purposes. The effort entailed numerous interactions and presentations with Field Center programmatic components and Headquarters personnel. Appropriate material was consolidated in a draft format for a MSFC Strategic Plan.

  20. Aligning Human Resource Development with the Strategic Priorities of Healthcare Organizations: The CFO Perspective

    ERIC Educational Resources Information Center

    Smith, Carla Breedlove

    2013-01-01

    The purpose of this qualitative study was to gain an understanding of how human resource development (HRD) can align more closely with the healthcare system's strategic priorities from the perspective of chief financial officers (CFOs). Five common themes emerged: (a) training is well aligned to the strategic priority to optimize clinical…

  1. 76 FR 60934 - U.S. Global Change Research Program Strategic Plan Public Comment Period

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-09-30

    ... From the Federal Register Online via the Government Publishing Office NATIONAL SCIENCE FOUNDATION U.S. Global Change Research Program Strategic Plan Public Comment Period AGENCY: National Science.... Global Change Research Program Strategic Plan: ] Goal 1: Advance Science: Advance scientific knowledge...

  2. 17 CFR 200.13 - Chief Operating Officer.

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... control over, the Office of Human Resources, the Office of Administrative Services, the Office of... (29 CFR 1960.1-1960.90). (5) Federal Managers' Financial Integrity Act of 1982 (31 U.S.C. 3512). (6... Chairman in promoting ongoing quality improvement, developing strategic plans, and measuring results;...

  3. 17 CFR 200.13 - Chief Operating Officer.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... control over, the Office of Human Resources, the Office of Administrative Services, the Office of... (29 CFR 1960.1-1960.90). (5) Federal Managers' Financial Integrity Act of 1982 (31 U.S.C. 3512). (6... Chairman in promoting ongoing quality improvement, developing strategic plans, and measuring results;...

  4. 17 CFR 200.13 - Chief Operating Officer.

    Code of Federal Regulations, 2014 CFR

    2014-04-01

    ... control over, the Office of Human Resources, the Office of Administrative Services, the Office of... (29 CFR 1960.1-1960.90). (5) Federal Managers' Financial Integrity Act of 1982 (31 U.S.C. 3512). (6... Chairman in promoting ongoing quality improvement, developing strategic plans, and measuring results;...

  5. Strategic Enrollment Management Revolution.

    ERIC Educational Resources Information Center

    Black, Jim, Ed.

    The chapters of this collection describe a transformational period in higher education. The paradigm shift in higher education requires new organizational models, new strategies, new resources, and new tools, with new ways of thinking, especially about strategic enrollment management (SEM). The chapters of part 1, "The Contextual Framework for…

  6. The Strategic Revolution.

    PubMed

    Gardner, Andy

    2016-09-01

    On the 40(th) anniversary of the publication of Richard Dawkins's The Selfish Gene, we explore the origins of cynical, strategic thinking in evolutionary biology, investigate how this illuminated the sexual and social lives of animals, and assess Dawkins's suggestion that evolution is best understood by taking the gene's-eye view. PMID:27610556

  7. Strategic BI for All

    ERIC Educational Resources Information Center

    Raths, David

    2008-01-01

    Implementing a complex business intelligence (BI) system at a small school or one with limited resources can seem daunting. For small to midsize schools and community colleges, a strategic BI initiative may still be an elusive goal. This article discusses how schools with limited resources are making the dream a reality.

  8. Strategic Human Resource Development.

    ERIC Educational Resources Information Center

    Garavan, Thomas N.

    1991-01-01

    Reviews literature on strategic human resource development (HRD) focusing on the characteristics of such activities, conditions necessary for the promotion of HRD, and the benefits to an organization pursuing such activities. Empirical evidence is presented on HRD policy formation and planning processes in Irish high technology companies. (JOW)

  9. Strategic Education Research Partnership.

    ERIC Educational Resources Information Center

    Donovan, M. S., Ed.; Wigdor, A. K., Ed.; Snow, C. E., Ed.

    This book is a proposal for the Strategic Education Research Partnership (SERP), a large-scale coherent program of research and development carried out through a partnership between researchers and practitioners. The program would put the problems of educational practice at its center and focus on carrying research and development through all the…

  10. Using Collaborative Strategic Reading.

    ERIC Educational Resources Information Center

    Klingner, Janette K.; Vaughn, Sharon

    1998-01-01

    Describes collaborative strategic reading (CSR), a technique for teaching students, such as those with learning disabilities, reading comprehension and vocabulary skills in a cooperative setting. Covers teaching the four strategies of CSR (preview, click and clunk, get the gist, and wrap up), as well as teaching students cooperative learning group…

  11. Strategic Marketing for Agribusiness.

    ERIC Educational Resources Information Center

    Welch, Mary A., Ed.

    1993-01-01

    The steps for strategic market planning are discussed including: (1) assessing the situation with market conditions, customers, competitors, and your firm; and (2) crafting a strategy to prioritize target markets, develop a core strategy, and create a marketing mix. Examples of agribusiness successes are presented. The booklet concludes with a…

  12. ACNW - 1998 strategic plan

    SciTech Connect

    1998-04-01

    This plan provides strategic direction to The Advisory Committee on Nuclear Waste (ACNW) in 1998 and beyond for focusing on issues most important to the NRC in carrying out its mission of protecting public health and safety, promoting the common defense and security, and protecting the environment.

  13. Strategic Tutor Monitoring.

    ERIC Educational Resources Information Center

    Chee-kwong, Kenneth Chao

    1996-01-01

    Discusses effective tutor monitoring strategies based on experiences at the Open Learning Institute of Hong Kong. Highlights include key performance and strategic control points; situational factors, including tutor expectations and relevant culture; Theory X versus Theory Y leadership theories; and monitoring relationships with tutors. (LRW)

  14. External Strategic Planning Conference.

    ERIC Educational Resources Information Center

    Los Angeles Community Coll. District, CA. Office of Research and Planning.

    In response to a community reputation that has grown increasingly negative, the Los Angeles Community College District (LACCD) devised a strategic plan in 1998 to improve its programs and services and assure the educational success of its students. The planning process involved several steps: (1) revisiting the district mission statement; (2)…

  15. Manufacturing research strategic plan

    SciTech Connect

    1995-11-01

    This plan provides an overall strategic roadmap for the DOE-defense programs advanced manufacturing research program which supports the national science based stockpile stewardship program. This plan represents a vision required to develop the knowledge base needed to ensure an enduring national capability to rapidly and effectively manufacture nuclear weapons.

  16. Grappling with Strategic Dissonance.

    ERIC Educational Resources Information Center

    Dowie, Sandra

    2002-01-01

    Presents a case study of the Virtual Retina project (an instructional CD-ROM for ophthalmology students) at the University of Alberta as an example of strategic dissonance in an educational technology unit. Offers methods to analyze the external competitive environment and internal capabilities of educational technology units. (EV)

  17. Strategic Goals for 2000.

    ERIC Educational Resources Information Center

    Hopper, Toni

    This is the report of the 2000 New Mexico Association of Community Colleges (NMACC) Strategic Planning Conference. Participants worked in small groups to identify the most probable and the most desirable world for the year 2000. Results for the most probable world include: (1) education would be available to many consumers, using many delivery…

  18. Strategic Marketing for Presidents.

    ERIC Educational Resources Information Center

    Pappas, Richard J., Ed.

    Designed to inform the marketing efforts of community college presidents, this document describes the importance of marketing, presents a targeted approach, and outlines the specific roles and skills needed by the president to ensure successful efforts and effective institutions. The first chapter, "Developing a Marketing-Strategic Plan," by…

  19. 78 FR 55749 - Office of the Director, National Institutes of Health; Notice of Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-09-11

    ... HUMAN SERVICES National Institutes of Health Office of the Director, National Institutes of Health... attend and need special assistance, such as sign language interpretation or other reasonable..., Division of Program Coordination, Planning, and Strategic Initiatives, Office of the Director,...

  20. Being Strategic in HE Management

    ERIC Educational Resources Information Center

    West, Andrew

    2008-01-01

    The call to be strategic--and with it the concept of strategic management--can bring to mind a wide range of definitions, and there is now a huge array of academic literature supporting the different schools of thought. At a basic level, however, strategic thinking is probably most simply about focusing on the whole, rather than the part. In…

  1. The Possibilities of Strategic Finance

    ERIC Educational Resources Information Center

    Chaffee, Ellen

    2010-01-01

    Strategic finance is aligning financial decisions--regarding revenues, creating and maintaining institutional assets, and using those assets--with the institution's mission and strategic plan. The concept known as "strategic finance" increasingly is being seen as a useful perspective for helping boards and presidents develop a sustainable…

  2. Strategic Planning and Financial Management

    ERIC Educational Resources Information Center

    Conneely, James F.

    2010-01-01

    Strong financial management is a strategy for strategic planning success in student affairs. It is crucial that student affairs professionals understand the necessity of linking their strategic planning with their financial management processes. An effective strategic planner needs strong financial management skills to implement the plan over…

  3. Strategic Partnerships in Higher Education

    ERIC Educational Resources Information Center

    Ortega, Janet L.

    2013-01-01

    The purpose of this study was to investigate the impacts of strategic partnerships between community colleges and key stakeholders; to specifically examine strategic partnerships; leadership decision-making; criteria to evaluate strategic partnerships that added value to the institution, value to the students, faculty, staff, and the local…

  4. Strategic arms limitation

    NASA Astrophysics Data System (ADS)

    Allen Greb, G.; Johnson, Gerald W.

    1983-10-01

    Following World War II, American scientists and politicians proposed in the Baruch plan a radical solution to the problem of nuclear weapons: to eliminate them forever under the auspices of an international nuclear development authority. The Soviets, who as yet did not possess the bomb, rejected this plan. Another approach suggested by Secretary of War Henry Stimson to negotiate directly with the Soviet Union was not accepted by the American leadership. These initial arms limitation failures both reflected and exacerbated the hostile political relationship of the superpowers in the 1950s and 1960s. Since 1969, the more modest focus of the Soviet-American arms control process has been on limiting the numbers and sizes of both defensive and offensive strategic systems. The format for this effort has been the Strategic Arms Limitatins Talks (Salt) and more recently the Strategic Arms Reduction Talks (START). Both sides came to these negotiations convinced that nuclear arsenals had grown so large that some for of mutual restraint was needed. Although the SALT/START process has been slow and ponderous, it has produced several concrete the agreements and collateral benefits. The 1972 ABM Treaty restricts the deployment of ballistic missile defense systems, the 1972 Interim Agreement places a quantitative freeze on each side's land based and sea based strategic launchers, and the as yet unratified 1979 SALT II Treaty sets numerical limits on all offensive strategic systems and sublimits on MIRVed systems. Collateral benefits include improved verification procedures, working definitions and counting rules, and permanent bureaucratic apparatus which enhance stability and increase the chances for achieving additional agreements.

  5. Five-Year Strategic Plan: Fiscal Years 2011-2015

    ERIC Educational Resources Information Center

    US Department of Education, 2010

    2010-01-01

    This paper presents the U.S. Department of Education (Department) Office of Inspector General (OIG) Strategic Plan for fiscal years 2011 through 2015. This plan describes the focus and direction of OIG's operations over the next five years, establishes its organizational goals, and outlines the strategies it will employ to reach those goals and…

  6. 2016-2020 Strategic Plan and Implementing Framework

    SciTech Connect

    2015-11-01

    The 2016-2020 Strategic Plan and Implementing Framework from the Office of Energy Efficiency and Renewable Energy (EERE) is the blueprint for launching the nation’s leadership in the global clean energy economy. This document will guide the organization to build on decades of progress in powering our nation from clean, affordable and secure energy.

  7. The Strategic Importance of Information Technology in Community Colleges

    ERIC Educational Resources Information Center

    Lu, Romy Emaas

    2010-01-01

    In 2003, Nicholas Carr published in "Harvard Business Review" his article "IT Doesn't Matter," which rekindled the debate on the strategic importance of information technology (IT). Chief Information Officers (CIOs) of community colleges are now faced with the challenge of seeking the best technology for their institutions. The purpose of this…

  8. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 24 Housing and Urban Development 3 2010-04-01 2010-04-01 false Evaluating the strategic plan. 597.201 Section 597.201 Housing and Urban Development Regulations Relating to Housing and Urban Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT COMMUNITY...

  9. Advanced strategic missile development

    NASA Astrophysics Data System (ADS)

    Strickler, R. L.

    1981-05-01

    The M-X program is taking two paths: (1) the current development and projected deployment of a survivable land based ICBM (the M-X) in a multiple protective structure system, and (2) a building block development of readiness posture and strategic futures technology that could be used for a wide range of projected needs in the event of major changes in the threat or the political climate. The blend of aerospace and civil engineering technologies which has resulted in the systems concept necessary to assure the continued survivability of the land based strategic missile force is summarized. Recent advanced technology development activities, which have been focused on systems upgrade options to the current ICBM force, basing options which may be required for special force elements, small missile options for airborne applications, penetration technology to counter SAM and ABM threats, and systems concepts for unique targeting requirements are reviewed.

  10. The Strategic Petroleum Reserve

    SciTech Connect

    Not Available

    1991-01-01

    The Strategic Petroleum Reserve program was set into motion by the 1975 Energy Policy and Conservation Act (EPCA). By 1990, 590 million barrels of oil had been placed in storage. Salt domes along the Gulf Coast offered ideal storage. Both sweet'' and sour'' crude oil have been acquired using various purchase options. Drawdown, sale, and distribution of the oil would proceed according to guidelines set by EPCA in the event of a severe energy supply disruption. (SM)

  11. Microgravity strategic plan, 1988

    NASA Technical Reports Server (NTRS)

    1988-01-01

    The NASA agency-wide microgravity strategic plan is presented, and its research, applications, and commercialization for the 1990's is addressed. The plan presents an analysis of the current situation, identifies critical factors, and defines goals, objectives, and strategies, which are intended to: (1) provide a context for decision making; (2) assure realism in long-range planning and direction for hardware development; and (3) establish a framework for developing a national microgravity research plan.

  12. Strategic plan, 1985

    NASA Technical Reports Server (NTRS)

    1985-01-01

    The Lewis Strategic Plan was updated for 1985 and beyond. Major programs for the space station, the advanced turboprop, the Advanced Communications Technology Satellite (ACTS), and the Altitude Wind Tunnel were begun or greatly expanded during 1984. In parallel, The Lewis aeropropulsion research and technology program was extensively evaluated and reviewed; a reduced and reoriented program emerged. The thrusts and implementation plans for these programs are described as they pertain to the individual directorates. Other key accomplishments and plans are summarized.

  13. Environmental Education Strategic Plan

    SciTech Connect

    1991-12-01

    This document is designed to guide the Environmental Education and Development Branch (EM-522) of the EM Office of Technology (OTD) Development, Technology Integration and Environmental Education Division (EM-52) in planning and executing its program through EM staff, Operations Offices, National Laboratories, contractors, and others.

  14. Corporate strategic plan for safeguards and security

    SciTech Connect

    1997-06-01

    Department of Energy (DOE) safeguards and security (S and S) is a team effort, consisting of Field, National Laboratories, Program Office, and Headquarters units cooperating to support the Department`s diverse security needs. As an integral part of the nation`s security structure, the DOE S and S Program regularly supports and works in cooperation with other US Government agencies and private industry to improve the national security posture. Thus, inter- and intra-agency partnerships play an invaluable role in the continuing efforts to integrate and implement improved ways of doing business. Their Corporate Strategic Plan provides a road map to guide, track, and provide feedback for the incorporation and implementation of S and S activities within DOE. Part 1 Planning Framework, describes those overarching factors which influence the planning endeavors. Part 2, Strategic Perspective, outlines where the S and S Program has been and how they will move to the future through core competencies, changing cultural thinking, and implementing their strategies. Part 3, Strategic and Operational Integration, details critical focus areas, strategies, and success indicators designed to enhance inter-agency S and S integration and promote cooperation with external agencies. This Plan will be reviewed annually to ensure it remains supportive and fully-engaged with the nation`s and international security environments.

  15. NASA Strategic Roadmap Committees Final Roadmaps. Volumes 1 and 2

    NASA Technical Reports Server (NTRS)

    2005-01-01

    Volume 1 contains NASA strategic roadmaps for the following Advanced Planning and Integration Office (APIO) committees: Earth Science and Applications from Space; Sun - Solar System Connection. Volume 2 contains NASA strategic roadmaps for the following APIO committees: Robotic and Human Exploration of Mars; Solar System Exploration; Search for Earth-like Planets; Universe Exploration, as well as membership rosters and charters for all APIO committees, including those above and the following: Exploration Transportation System; Nuclear Systems; Robotic and Human Lunar Exploration; Aeronautical Technologies; Space Shuttle; International Space Station; Education.

  16. The future of nonnuclear strategic weapons. Final summary report

    SciTech Connect

    Brody, R.; Digby, J.

    1989-01-31

    In this brief study, Pan Heuristics (PAN) has (1) evaluated the future importance of nonnuclear strategic weapons (NNSW), (2) considered their impact on forces and operations, and (3) investigated the technical requirements to support NNSW. In drawing conclusions, PAN has emphasized aspects that might be important to Los Alamos National Laboratory over the long run. It presents them here in a format similar to that used in a briefing at the laboratory. This paper reflects independent PAN research as well as conclusions drawn from discussions with other offices and individuals involved in nonnuclear strategic weapons development.

  17. Langley Research Center Strategic Plan for Education

    NASA Technical Reports Server (NTRS)

    Proctor, Sandra B.

    1994-01-01

    Research assignment centered on the preparation of final draft of the NASA Langley Strategic Plan for Education. Primary research activity consisted of data collection, through interviews with LaRC Office of Education and NASA Headquarters staff, university administrators and faculty, and school administrators / teachers; and documentary analysis. Pre-college and university programs were critically reviewed to assure effectiveness, support of NASA and Langley's mission and goals; National Education Goals; and educational reform strategies. In addition to these mandates, pre-college programs were reviewed to address present and future LaRC activities for teacher enhancement and preparation. University programs were reviewed with emphasis on student support and recruitment; faculty development and enhancement; and LaRC's role in promoting the utilization of educational technologies and distance learning. The LaRC Strategic Plan for Education will enable the Office of Education to provide a focused and well planned continuum of education programs for students, teachers and faculty. It will serve to direct and focus present activities and programs while simultaneously offering the flexibility to address new and emerging directions based on changing national, state, and agency trends.

  18. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    Not Available

    1990-08-15

    The Strategic Petroleum Reserve Quarterly Report is submitted in accordance with section 165(b) of the Energy Policy and Conservation Act, as amended, which requires that the Secretary of Energy submit quarterly reports to Congress on Activities undertaken with respect to the Strategic Petroleum Reserve. This August 15, 1990, Strategic Petroleum Reserve Quarterly Report describes activities related to the site development, oil acquisition, budget and cost of the Reserve during the period April 1, 1990, through June 30, 1990. 3 tabs.

  19. National strategic petroleum reserve.

    PubMed

    Davis, R M

    1981-08-01

    The Strategic Petroleum Reserve is intended to reduce the vulnerability of the United States to interruptions in the oil supply from foreign sources. Storage for 248 million barrels of crude oil in salt caverns and mines, with equipment for pumping and distribution, was constructed and operationally tested in a 4-year period. Its present inventory is the largest known crude oil reserve in the world. Facilities for expanding the reserve's capacity by another 290 million barrels are being developed by solution-mining in salt domes. PMID:17847458

  20. NASA strategic plan

    NASA Technical Reports Server (NTRS)

    1995-01-01

    NASA's Plan summarizes the Agency's vision, mission, and values. Specific goals are listed for each externally focused Enterprise: Mission to Planet Earth, Aeronautics, Human Exploration and Development of Space, Space Science, and Space Technology. These Enterprises satisfy the needs of customers external to NASA. The Strategic Functions (Space Communications, Human Resources, and Physical Resources) are necessary in order to meet the goals of the Enterprises. The goals of these Functions are also presented. All goals must be met while adhering to the discussed values and operating principles of NASA. A final section outlines the implementing strategy.

  1. Guam Strategic Energy Plan

    SciTech Connect

    Conrad, M. D.

    2013-07-01

    Describes various energy strategies available to Guam to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption 20% by 2020.The information presented in this strategic energy plan will be used by the Guam Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, reducing energy consumption at federal facilities, and expanding the use of a range of energy technologies, including buildings energy efficiency and conservation, renewable electricity production, and alternative transportation. The strategies are categorized based on the time required to implement them.

  2. The Evolving Office of the Registrar

    ERIC Educational Resources Information Center

    Pace, Harold L.

    2011-01-01

    A healthy registrar's office will continue to evolve as it considers student, faculty, and institutional needs; staff talents and expectations; technological opportunities; economic realities; space issues; work environments; and where the strategic plan is taking the institution in support of the mission. Several recognized leaders in the field…

  3. Community Policing and the Police Officer.

    ERIC Educational Resources Information Center

    Meese, Edwin, III

    1993-01-01

    The new philosophy of police work has been called "community policing," a term that includes problem-solving techniques, strategic use of resources, and increasingly sophisticated investigative capabilities. The success of new policing strategies depends on the ability to recruit, develop, and field a group of officers who understand their roles…

  4. 78 FR 45598 - Industry Forums on the Next ITS Strategic Plan; Notice of Public Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-07-29

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF TRANSPORTATION Industry Forums on the Next ITS Strategic Plan; Notice of Public Meeting AGENCY: ITS Joint Program Office, Research and Innovative Technology Administration, U.S. Department of Transportation. ACTION: Notice. The U.S. Department of Transportation...

  5. 78 FR 65978 - Draft Revised Strategic Plan for FY 2014-2018

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-11-04

    ... From the Federal Register Online via the Government Publishing Office ] DEFENSE NUCLEAR FACILITIES SAFETY BOARD Draft Revised Strategic Plan for FY 2014-2018 AGENCY: Defense Nuclear Facilities Safety Board. ACTION: Notice. SUMMARY: In accordance with Office of Management and Budget Circular No....

  6. Strategic Responses to Financial Challenges. Strategic Decisions. Board Basics.

    ERIC Educational Resources Information Center

    Hauptman, Arthur M.

    1998-01-01

    This booklet for trustees of institutions of higher education offers guidelines for strategic financial decisions required in light of the financial challenges higher education faces in the 1990s and beyond. "Strategic response" is defined as a decision that requires changing a major policy, program, or practice and involves some risk. Five…

  7. The chief strategy officer.

    PubMed

    Breene, R Timothy S; Nunes, Paul F; Shill, Walter E

    2007-10-01

    They're nominally and ultimately responsible for strategy, but today's CEOs have less and less time to devote to it. As a result, CEOs are appointing "chief strategy officers"--executives specifically tasked with creating, communicating, executing, and sustaining a company's strategic initiatives. In this article, three authors from Accenture share the results of their research on this emerging organizational role. The typical CSO or top strategy executive is not a pure strategist, conducting long-range planning in relative isolation. Most CSOs consider themselves doers first, with the mandate, credentials, and desire to act as well as advise. They are seasoned executives with a strong strategy orientation who have usually worn many operations hats before taking on the role. Strategy executives are charged with three critical jobs that together form the very definition of strategy execution. First, they must clarify the company's strategy for themselves and for every business unit and function, ensuring that all employees understand the details of the strategic plan and how their work connects to corporate goals. Second, CSOs must drive immediate change. The focus of the job almost always quickly evolves from creating shared alignment around a vision to riding herd on the ensuing change effort. Finally, a CSO must drive decision making that sustains organizational change. He or she must be that person who, in the CEO's stead, can walk into any office and test whether the decisions being made are aligned with the strategy and are creating the desired results. When decisions below the executive suite aren't being made in accordance with strategy, much of the CSO's job involves learning why and quickly determining whether to stay the course or change tack. PMID:17972497

  8. 78 FR 26100 - Advisory Committee on the Secretary of State's Strategic Dialogue With Civil Society; Notice of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-05-03

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF STATE Advisory Committee on the Secretary of State's Strategic Dialogue With Civil Society; Notice of the Renewal of an Advisory Committee This is notice of the renewal of the Advisory Committee on the Secretary of State's Strategic Dialogue with Civil Society...

  9. Strategic Planning Is an Oxymoron

    ERIC Educational Resources Information Center

    Bassett, Patrick F.

    2012-01-01

    The thinking on "strategic thinking" has evolved significantly over the years. In the previous century, the independent school strategy was to focus on long-range planning, blithely projecting 10 years into the future. For decades this worked well enough, but in the late 20th century, independent schools shifted to "strategic planning," with its…

  10. Strategic Partnerships in International Development

    ERIC Educational Resources Information Center

    Treat, Tod; Hartenstine, Mary Beth

    2013-01-01

    This chapter provides a framework and recommendations for development of strategic partnerships in a variety of cultural contexts. Additionally, this study elucidates barriers and possibilities in interagency collaborations. Without careful consideration regarding strategic partnerships' approaches, functions, and goals, the ability to…

  11. The Search for Strategic Silence.

    ERIC Educational Resources Information Center

    Lentz, Richard

    Media content analysts seldom observe the principle that editorial omissions are as telling as what is published or broadcast; hence, the purpose of this paper is to explore, and thus stimulate debate about, editorial omissions or "strategic silence." It is observed that as a concept, strategic silence embraces both tact and strategy--the former…

  12. NASA Space Sciences Strategic Planning

    NASA Technical Reports Server (NTRS)

    Crane, Philippe

    2004-01-01

    The purpose of strategic planning roadmap is to:Fulfill the strategic planning requirements; Provide a guide to the science community in presenting research requests to NASA; Inform and inspire; Focus investments in technology and research for future missions; and Provide the scientific and technical justification for augmentation requests.

  13. Strategic Human Resource Development. Symposium.

    ERIC Educational Resources Information Center

    2002

    This document contains three papers on strategic human resource (HR) development. "Strategic HR Orientation and Firm Performance in India" (Kuldeep Singh) reports findings from a study of Indian business executives that suggests there is a positive link between HR policies and practices and workforce motivation and loyalty and sustainable…

  14. Strategic planning for the board.

    PubMed

    Davies, A

    1991-04-01

    Although the planning operation is regarded by some observers as unrealistic in conditions of rapid change and increasing competition, the discipline of strategic thinking and the need for strategic leadership continue to be of vital importance. The author examines the purpose of the Board of Directors and its role in the management of strategy. PMID:10111271

  15. Strategic Evaluation in University Management.

    ERIC Educational Resources Information Center

    Tavernier, Karel

    1991-01-01

    Improved evaluation of higher education teaching and research is urged, citing need for quantitative and qualitative indicators of an institution's strategic capacity to adapt to external demands and for closer links between evaluation and institutional goals. Industry's strategic management methods and difficulties of evaluation in different…

  16. Strategic Marketing for Educational Systems.

    ERIC Educational Resources Information Center

    Hanson, E. Mark; Henry, Walter

    1992-01-01

    Private-sector strategic marketing processes can significantly benefit schools desiring to develop public confidence and support and establish guidelines for future development. This article defines a strategic marketing model for school systems and articulates the sequence of related research and operational steps comprising it. Although schools…

  17. Strategic Planning for Higher Education.

    ERIC Educational Resources Information Center

    Kotler, Philip; Murphy, Patrick E.

    1981-01-01

    The framework necessary for achieving a strategic planning posture in higher education is outlined. The most important benefit of strategic planning for higher education decision makers is that it forces them to undertake a more market-oriented and systematic approach to long- range planning. (Author/MLW)

  18. Developing the Strategically Focused School

    ERIC Educational Resources Information Center

    Davies, Brent

    2004-01-01

    This article builds a conceptual framework to examine how school leaders can move away from a planning framework that emphasizes only short-term target setting and move to an effective strategic approach. It examines early evidence from research on what dimensions are critical in establishing a strategically focused school within a medium-term…

  19. Strategic Planning--Definition, Process, and Outcomes.

    ERIC Educational Resources Information Center

    Stewart, G. Kent; Bailey, Gerald D.

    1991-01-01

    Strategic planning provides a comprehensive, systematic, and flexible approach to charting direction. Lists an eight-step process and questions for strategic planning. Emphasizes the role of architects in strategic planning. (five references) (MLF)

  20. Transportation technology program: Strategic plan

    NASA Astrophysics Data System (ADS)

    1991-09-01

    The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

  1. Transportation technology program: Strategic plan

    NASA Technical Reports Server (NTRS)

    1991-01-01

    The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

  2. 75 FR 47859 - Availability of SBA Draft Strategic Plan for Fiscal Years 2011-2016 and Request for Public Comment

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-09

    ... From the Federal Register Online via the Government Publishing Office SMALL BUSINESS ADMINISTRATION Availability of SBA Draft Strategic Plan for Fiscal Years 2011- 2016 and Request for Public... plan for the FY 2011 to FY 2016 planning period, go to...

  3. Understanding MSFC/Earth Science Office Within NASA

    NASA Technical Reports Server (NTRS)

    Rickman, Doug

    2010-01-01

    This slide presentation reviews the role of the Marshal's Earth Science Office (ESO) and the relationship of the office to the NASA administration, the National Research Council and NASA's Science Directorate. The presentation also reviews the strategic goals for Earth Science, and briefly reviews the ESO's international partners that NASA is cooperating with.

  4. 5 CFR 250.202 - Office of Personnel Management responsibilities.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Office of Personnel Management responsibilities. 250.202 Section 250.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL...

  5. 5 CFR 250.202 - Office of Personnel Management responsibilities.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Office of Personnel Management responsibilities. 250.202 Section 250.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL...

  6. 5 CFR 250.202 - Office of Personnel Management responsibilities.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Office of Personnel Management responsibilities. 250.202 Section 250.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL...

  7. 5 CFR 250.202 - Office of Personnel Management responsibilities.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Office of Personnel Management responsibilities. 250.202 Section 250.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL...

  8. 5 CFR 250.202 - Office of Personnel Management responsibilities.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Office of Personnel Management responsibilities. 250.202 Section 250.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL...

  9. Strategic cycling: shaking complacency in healthcare strategic planning.

    PubMed

    Begun, J; Heatwole, K B

    1999-01-01

    As the conditions affecting business and healthcare organizations in the United States have become more turbulent and uncertain, strategic planning has decreased in popularity. Strategic planning is criticized for stiffling creative responses to the new marketplace and for fostering compartmentalized organizations, adherence to outmoded strategies, tunnel vision in strategy formulation, and overemphasis on planning to the detriment of implementation. However, effective strategic planning can be a force for mobilizing all the constituents of an organization, creating discipline in pursuit of a goal, broadening an organization's perspective, improving communication among disciplines, and motivating the organization's workforce. It is worthwhile for healthcare organizations to preserve these benefits of strategic planning at the same time recognizing the many sources of turbulence and uncertainty in the healthcare environment. A model of "strategic cycling" is presented to address the perceived shortcomings of traditional strategic planning in a dynamic environment. The cycling model facilitates continuous assessment of the organization's mission/values/vision and primary strategies based on feedback from benchmark analysis, shareholder impact, and progress in strategy implementation. Multiple scenarios and contingency plans are developed in recognition of the uncertain future. The model represents a compromise between abandoning strategic planning and the traditional, linear model of planning based on progress through predetermined stages to a masterpiece plan. PMID:10621138

  10. 2006 NASA Strategic Plan

    NASA Technical Reports Server (NTRS)

    2006-01-01

    On January 14, 2004, President George W. Bush announced A Renewed Spirit of Discovery: The President's Vision for U.S. Space Exploration, a new directive for the Nation's space program. The fundamental goal of this directive is "to advance U.S. scientific, security, and economic interests through a robust space exploration program." In issuing it, the President committed the Nation to a journey of exploring the solar system and beyond: returning to the Moon in the next decade, then venturing further into the solar system, ultimately sending humans to Mars and beyond. He challenged NASA to establish new and innovative programs to enhance understanding of the planets, to ask new questions, and to answer questions that are as old as humankind. NASA enthusiastically embraced the challenge of extending a human presence throughout the solar system as the Agency's Vision, and in the NASA Authorization Act of 2005, Congress endorsed the Vision for Space Exploration and provided additional guidance for implementation. NASA is committed to achieving this Vision and to making all changes necessary to ensure success and a smooth transition. These changes will include increasing internal collaboration, leveraging personnel and facilities, developing strong, healthy NASA Centers,a nd fostering a safe environment of respect and open communication for employees at all levels. NASA also will ensure clear accountability and solid program management and reporting practices. Over the next 10 years, NASA will focus on six Strategic Goals to move forward in achieving the Vision for Space Exploration. Each of the six Strategic Goals is clearly defined and supported by multi-year outcomes that will enhance NASA's ability to measure and report Agency accomplishments in this quest.

  11. Establishing strategic alliance among hospitals through SAIS: a case study in Taiwan.

    PubMed

    Hung, Won-Fu; Hwang, Hsin-Ginn; Liao, Chechen

    2005-01-01

    Due to a reformed healthcare insurance system and a gradually decreasing public affairs' budget by the government year by year, Central Taiwan Office (CTO), the Department of Health (DOH) in Taiwan, initiated a strategic alliance project of the hospitals subordinated to the DOH in November, 2001. This project was a five-year plan with an attempt to expand and develop three more strategic alliances covering the northern, southern and eastern regions of Taiwan respectively. Through a cooperative system, such an alliance allows the following: resource sharing, technique collaboration, marketing affiliations and so on. In order to decrease operation management costs and improve the quality of service at hospitals, the strategic alliance practice is supported by IS. We call this alignment the IS-enabled strategic alliance. All the IS-enabled functions are supported by the Strategic Alliance Information System (SAIS). In this article, the SAIS developed by the CTO of the DOH is introduced. PMID:18048210

  12. The Value of Strategic Partnerships

    SciTech Connect

    Gould, Josh; Narayan, Amit; McNutt, Ty

    2015-02-10

    Strong strategic partnerships can be the difference between those technologies that only achieve success in the lab and those that actually break into the marketplace. Two ARPA-E awardees—AutoGrid and APEI—have forged strategic partnerships that have positioned their technologies to achieve major success in the market. This video features remarks from ARPA-E Technology-to-Market Advisor Josh Gould and interviews with technologists at AutoGrid and APEI, who each tell the story of how their company leveraged relationships with strategic partners to broaden their customer base and bring their technology to life.

  13. NASA ESTO's strategic investments in space-based radiometer technology and flight validation

    NASA Astrophysics Data System (ADS)

    Norton, Charles D.; Pasciuto, Michael P.

    2014-06-01

    NASA's Earth Science Technology Office (ESTO) performs strategic investments in instrument subsystems, information systems, and most recently the use of CubeSat platforms to advance the technology readiness level (TRL) of relevant Earth Science Decadal Survey technologies to reduce and retire risk before infusion into flight missions. In this talk we describe the ESTO philosophy to strategic investment focusing on radiometer technology development and testing including new work involving spaceborne flight validation of radiometer technologies using CubeSats.

  14. Tiger Team Assessment of the Strategic Petroleum Reserve

    SciTech Connect

    Not Available

    1992-04-01

    This report documents the Tiger Team Assessment of the Strategic Petroleum Reserves (SPR) located in Louisiana and Texas, which consists of a project management office in New Orleans, a marine terminal located on the Mississippi River in Louisiana, and five crude oil storage sites in Louisiana and Texas. SPR is operated by Boeing Petroleum Services, Inc. for the US Department of Energy (DOE). DOE`s Office of Fossil Energy (FE) is the responsible program organization and the Department of Energy Strategic Petroleum Reserve Project Management Office (SPRPMO) in Louisiana provides local oversight. The Tiger Team Assessment was conducted from March 9 to April 10, 1992, under the auspices of DOE`s Office of Special Projects (OSP) under the Office of Environment, Safety and Health (EH). The assessment was comprehensive, encompassing environmental, safety, and health (ES&H), and quality assurance (QA) disciplines; site remediation; facilities management; and waste management operations. Compliance with applicable Federal, States of Louisiana and Texas, and local regulations; applicable DOE Orders; best management practices; and internal SPR requirements was assessed. In addition, an evaluation of the adequacy and effectiveness of SPRPMO and BPS management of the ES&H/QA and self-assessment programs was conducted. 6 fig., 22 tab.

  15. Tiger Team Assessment of the Strategic Petroleum Reserve

    SciTech Connect

    Not Available

    1992-04-01

    This report documents the Tiger Team Assessment of the Strategic Petroleum Reserves (SPR) located in Louisiana and Texas, which consists of a project management office in New Orleans, a marine terminal located on the Mississippi River in Louisiana, and five crude oil storage sites in Louisiana and Texas. SPR is operated by Boeing Petroleum Services, Inc. for the US Department of Energy (DOE). DOE's Office of Fossil Energy (FE) is the responsible program organization and the Department of Energy Strategic Petroleum Reserve Project Management Office (SPRPMO) in Louisiana provides local oversight. The Tiger Team Assessment was conducted from March 9 to April 10, 1992, under the auspices of DOE's Office of Special Projects (OSP) under the Office of Environment, Safety and Health (EH). The assessment was comprehensive, encompassing environmental, safety, and health (ES H), and quality assurance (QA) disciplines; site remediation; facilities management; and waste management operations. Compliance with applicable Federal, States of Louisiana and Texas, and local regulations; applicable DOE Orders; best management practices; and internal SPR requirements was assessed. In addition, an evaluation of the adequacy and effectiveness of SPRPMO and BPS management of the ES H/QA and self-assessment programs was conducted. 6 fig., 22 tab.

  16. NASA's Microgravity Fluid Physics Strategic Research Roadmap

    NASA Technical Reports Server (NTRS)

    Motil, Brian J.; Singh, Bhim S.

    2004-01-01

    The Microgravity Fluid Physics Program at NASA has developed a substantial investigator base engaging a broad crosssection of the U.S. scientific community. As a result, it enjoys a rich history of many significant scientific achievements. The research supported by the program has produced many important findings that have been published in prestigious journals such as Science, Nature, Journal of Fluid Mechanics, Physics of Fluids, and many others. The focus of the program so far has primarily been on fundamental scientific studies. However, a recent shift in emphasis at NASA to develop advanced technologies to enable future exploration of space has provided motivation to add a strategic research component to the program. This has set into motion a year of intense planning within NASA including three workshops to solicit inputs from the external scientific community. The planning activities and the workshops have resulted in a prioritized list of strategic research issues along with a corresponding detailed roadmap specific to fluid physics. The results of these activities were provided to NASA s Office of Biological and Physical Research (OBPR) to support the development of the Enterprise Strategy document. This paper summarizes these results while showing how the planned research supports NASA s overall vision through OBPR s organizing questions.

  17. Strategic Plan for Lung Vascular Research

    PubMed Central

    Erzurum, Serpil; Rounds, Sharon I.; Stevens, Troy; Aldred, Micheala; Aliotta, Jason; Archer, Stephen L.; Asosingh, Kewal; Balaban, Robert; Bauer, Natalie; Bhattacharya, Jahar; Bogaard, Harm; Choudhary, Gaurav; Dorn, Gerald W.; Dweik, Raed; Fagan, Karen; Fallon, Michael; Finkel, Toren; Geraci, Mark; Gladwin, Mark T.; Hassoun, Paul M.; Humbert, Marc; Kaminski, Naftali; Kawut, Steven M.; Loscalzo, Joseph; McDonald, Donald; McMurtry, Ivan F.; Newman, John; Nicolls, Mark; Rabinovitch, Marlene; Shizuru, Judy; Oka, Masahiko; Polgar, Peter; Rodman, David; Schumacker, Paul; Stenmark, Kurt; Tuder, Rubin; Voelkel, Norbert; Sullivan, Eugene; Weinshilboum, Richard; Yoder, Mervin C.; Zhao, Yingming; Gail, Dorothy; Moore, Timothy M.

    2010-01-01

    The Division of Lung Diseases of the National Heart, Lung, and Blood Institute, with the Office of Rare Diseases Research, held a workshop to identify priority areas and strategic goals to enhance and accelerate research that will result in improved understanding of the lung vasculature, translational research needs, and ultimately the care of patients with pulmonary vascular diseases. Multidisciplinary experts with diverse experience in laboratory, translational, and clinical studies identified seven priority areas and discussed limitations in our current knowledge, technologies, and approaches. The focus for future research efforts include the following: (1) better characterizing vascular genotype–phenotype relationships and incorporating systems biology approaches when appropriate; (2) advancing our understanding of pulmonary vascular metabolic regulatory signaling in health and disease; (3) expanding our knowledge of the biologic relationships between the lung circulation and circulating elements, systemic vascular function, and right heart function and disease; (4) improving translational research for identifying disease-modifying therapies for the pulmonary hypertensive diseases; (5) establishing an appropriate and effective platform for advancing translational findings into clinical studies testing; and (6) developing the specific technologies and tools that will be enabling for these goals, such as question-guided imaging techniques and lung vascular investigator training programs. Recommendations from this workshop will be used within the Lung Vascular Biology and Disease Extramural Research Program for planning and strategic implementation purposes. PMID:20833821

  18. Space science and applications: Strategic plan 1991

    NASA Technical Reports Server (NTRS)

    1991-01-01

    The Office of Space Science and Applications (OSSA) 1991 Strategic Plan reflects a transitional year in which we respond to changes and focus on carrying out a vital space science program and strengthening our research base to reap the benefits of current and future missions. The Plan is built on interrelated, complementary strategies for the core space science program, for Mission to Planet Earth, and for Mission from Planet Earth. Each strategy has its own unique themes and mission priorities, but they share a common set of principles and a common goal - leadership through the achievement of excellence. Discussed here is the National Space Policy; an overview of OSSA activities, goals, and objectives; and the implications of the OSSA space science and applications strategy.

  19. Financial Management and Strategic Planning.

    ERIC Educational Resources Information Center

    Dickmeyer, Nathan

    1982-01-01

    Strategic planning involves analysis of risks and opportunities; financial management entails balancing risks and resources to achieve institutional goals. A framework is suggested to help college administrators integrate the two functions. (Author/MSE)

  20. Strategic power: USA/USSR

    SciTech Connect

    Jacobsen, C.G. )

    1989-01-01

    This uniquely comprehensive book details the impact on U.S. and Soviet strategic perceptions of different strategic cultures. It compares and contrasts power, their sometimes quite different interpretation of strategic concepts and reality, and the relevance of analogous yet distinct processes (e.g. decision-making in defence) and dynamics (the impact of military - industrial complexes). It also details the ramifications of new thinking East and West. It is designed for policy-makers, media and lay people who wish to understand the similarities and peculiarities of U.S. and Soviet strategic mindsets, and their approach to strategic opportunity, threat and dilemma. The author list reads like a veritable Who's Who of the best and the brightest of U.S., Soviet, British, Australian and Canadian strategic analysts- a truly exceptional assemblage of expertise. Each chapter may be read alone, for succinct coverage of either U.S. or Soviet though, approach or reality on any particular issue; together, they provide an encyclopedic reference source for governments, students and others.

  1. Geothermal Technologies Office 2012 Peer Review Report

    SciTech Connect

    none,

    2013-04-01

    On May 7-10, 2012, the U.S. Department of Energy, Office of Energy Efficiency and Renewable Energy, Geothermal Technologies Office conducted its annual program peer review in Westminster, CO. In accordance with the EERE Peer Review Guide, the review provides an independent, expert evaluation of the strategic goals and direction of the office and is a forum for feedback and recommendations on future office planning. The purpose of the review was to evaluate DOE-funded projects for their contribution to the mission and goals of the office and to assess progress made against stated objectives. Project scoring results, expert reviewer comments, and key findings and recommendations are included in this report.

  2. 77 FR 1699 - Office of the Director, National Institutes of Health; Notice of Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-01-11

    ... HUMAN SERVICES National Institutes of Health Office of the Director, National Institutes of Health... Secretary, Division of Program Coordination, Planning, and Strategic Initiatives, Office of the Director...: January 5, 2012. Jennifer S. Spaeth, Director, Office of Federal Advisory Committee Policy. BILLING...

  3. 76 FR 34745 - Delegation of Authority to the Chief Operating Officer

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-06-14

    ... URBAN DEVELOPMENT Delegation of Authority to the Chief Operating Officer AGENCY: Office of the Deputy Secretary, U.S. Department of Housing and Urban Development (HUD). ACTION: Notice of delegation of authority...); the Director of the Office of Strategic Planning and Management; and the Chief Disaster and...

  4. IPPF's strategic vision 2000.

    PubMed

    Mahler, H

    1994-09-01

    The International Planned Parenthood Federation (IPPF) supports the objectives of the International Conference on Population and Development. The draft conference document displays the linkages between women's rights, poverty, population, and sustainable development. In the next two to three decades the global population will grow by a staggering 50% and that reality requires sustained socioeconomic growth. The 6 components of IPPF's Strategic Vision 2000 and the action agenda for meeting these challenges are as follows: 1) The small family is rapidly becoming the cultural norm everywhere, as more than 60% of all fertile women and men are using safe and effective contraceptive methods. 2) Sexual and reproductive health is becoming an integral part of the physical, mental, and social health culture and not just the absence of pregnancy, disease or injury. The members of IPPF have been developing programs concentrating on adolescent sexuality. IPPF is also concerned about HIV, AIDS and sexually transmitted diseases as they relate to the work undertaken by family planning associations. 3) The quality of care has been heightened by the right of informed choice, service sustainability, and the maintenance of the highest standards. 4) Vigorous programs are in place to eliminate unsafe abortion and to increase access to safe abortion. 5) Young people are systematically supported to give voice to the need for understanding their sexuality and services. There are currently more than 500 million young women and men between the ages of 15 and 19, and their numbers increase for a long time to come. 6) Women are fast moving towards full participation in all aspects of local and global development demanding reproductive rights. IPPF and its associations, through Vision 2000, are committed to the objective of sexual and reproductive health at the national and international levels. PMID:12288265

  5. Dalton State College Strategic Plan, 2000-2003. Trends and Issues in Post-Secondary Education: An Environmental Analysis Report. A Strategic Planning Document.

    ERIC Educational Resources Information Center

    Dalton College, GA. Office of Institutional Research and Planning.

    This strategic planning document prepared by the Office of Institutional Research and Planning at Dalton State College (DSC) identifies significant demographic, economic, educational, political, social and technological trends, issues, and priorities impacting institutional planning for 2000-2003. The report describes institutional mission and…

  6. 1995-1996 Strategic Plan

    SciTech Connect

    1995-09-01

    In a rapidly changing world, effective governmental organizations must anticipate and plan for the future. Nowhere is this more true than in the realm of information generation and dissemination. The Energy Information Administration (EIA) faces a future of great opportunity and also significant challenge. Technological advances are providing opportunities to improve our work processes and the way we serve our customers. This year`s Strategic Plan was developed by an EIA Strategic Planning Group with a membership that spans the entire organization. The Strategic Plan provides both a broad vision and a clear map of EIA`s near-term future. The Strategic Planning Group conducted an analysis of the strengths and weaknesses of EIA as an organization, and of the opportunities and constraints facing EIA in the future. Opportunities exist in the future in technological advances and staff training; constraints lie in federal budget trends and staff demographics. This will require a Strategic Plan that recognizes the need to prioritize services and products across EIA, standardize technology across EIA where possible, lead with fewer layers of management, and be acutely aware of customer needs. Developing and training EIA employees to meet the challenges of rapidly changing technology and decreasing budgets were given high priority.

  7. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    1995-11-15

    The Strategic Petroleum Reserve was created pursuant to the Energy Policy and Conservation Act of December 22, 1975 (Public Law 94-163). Its purposes are to reduce the impact of disruptions in supplies of petroleum products and to carry out obligations of the United States under the Agreement on an International Energy Program. Section 165(a) of the Act requires the submission of Annual Reports and Section 165(b)(1) requires the submission of Quarterly Reports. This Quarterly Report highlights activities undertaken during the third quarter of calendar year 1995, including: inventory of petroleum products stored in the Reserve; current storage capacity and ullage available; current status of the Strategic Petroleum Reserve storage facilities, major projects and the acquisition of petroleum products; funds obligated by the Secretary from the SPR Petroleum Account and the Strategic Petroleum Reserve Account during the prior calendar quarter and in total; and major environmental actions completed, in progress, or anticipated.

  8. Strategic Asia 2002 Final Report

    SciTech Connect

    Richard Ellings; Aaron Friedberg; Michael Wills

    2002-09-01

    The Strategic Asia Program made considerable progress over the course of 2002--the program's first year with support from the Department of Energy--and completed all its tasks on schedule and within budget. Following a planning meeting in Washington in February 2002, a team of leading specialists wrote a series of original assessments regarding the impact of September 11 on the strategic environment in Asia, examining how perceptions and strategies of countries in the region changed following the terrorist attacks. The final products, Strategic Asia 2002-03: Asian Aftershocks and its accompanying executive summary, were published in September 2002. The program's research findings (some of which are summarized) were presented to policymakers in Washington and elsewhere throughout the year, and almost 2,000 copies of the book had been distributed by mid-2003.

  9. The IAU Office of Astronomy for Development

    NASA Astrophysics Data System (ADS)

    Govender, Kevin

    2015-03-01

    On 16 April 2011 the IAU's Office of Astronomy for Development (OAD) was launched jointly by the President of the IAU and the South African Minister of Science and Technology, at the South African Astronomical Observatory in Cape Town. This OAD was set up to realise the IAU's strategic plan which aims to use astronomy as a tool for development. Communicating astronomy with the public is one of the OAD's focus areas.

  10. Final Draft Strategic Marketing Plan.

    SciTech Connect

    United States. Bonneville Power Administration.

    1994-02-01

    The Bonneville Power Administration (BPA) has developed a marketing plan to define how BPA can be viable and competitive in the future, a result important to BPA`s customers and constituents. The Marketing Plan represents the preferred customer outcomes, marketplace achievements, and competitive advantage required to accomplish the Vision and the Strategic Business Objectives of the agency. The Marketing Plan contributes to successful implementation of BPA`s Strategic Business Objectives (SBOs) by providing common guidance to organizations and activities throughout the agency responsible for (1) planning, constructing, operating, and maintaining the Federal Columbia River Power System; (2) conducting business with BPA`s customers; and (3) providing required internal support services.

  11. Strategic materials availability and supply

    NASA Technical Reports Server (NTRS)

    Stephens, Joseph R.

    1989-01-01

    An evaluation is made of the supply sources and current availability of elements involved in superalloy compositions, as well as of development trends in the substitution of strategic materials for superalloys, giving attention to the results thus far achieved by NASA's Conservation of Strategic Aerospace Materials program, which formally operated only from 1980 to 1984 but whose various research initiatives have been continued under other NASA programs. Peacetime and wartime economies' need and probable availability analyses are presented for bauxite/aluminum, the Pt-group metals, and the alloying elements Mn, Nb, Ta, Co, Cr, Ni, W, Fe, Cu, Ti, Mo, and Mg.

  12. Office myomectomy.

    PubMed

    DI Spiezio Sardo, Attilio; Ceci, Oronzo; Zizolfi, Brunella; Nappi, Carmine; Bettocchi, Stefano

    2016-06-01

    Small myomas have a high potential to grow and either to become symptomatic or to cause complications in women of reproductive age. Furthermore, although the risk of malignancy is rare, even the most experienced operator cannot replace the histological analysis to exclude malignancy or premalignant lesions. Such small symptomatic and asymptomatic totally or partially intracavitary myomas may be treated effectively and safety in office setting. The aim of this paper is to describe the currently available hysteroscopic techniques to treat myomas <1.5 cm also with a minimal intramural component without anaesthesia or analgesia in ambulatory setting reducing patient's discomfort. PMID:26928418

  13. Energy research strategic plan

    SciTech Connect

    1995-08-01

    Research and development is an essential element of economic prosperity and a traditional source of strength for the U.S. economy. During the past two decades, the way of introducing technological developments into the national economy has changed steadily. Previously, industry did most long-term technology development and some basic research with private funding. Today, the Nation`s industry relies mostly on federally-funded research to provide the knowledge base that leads to new technologies and economic growth. In the 1980s, U.S. firms lost major technology markets to foreign competition. In response, many firms increased emphasis on technology development for near term payoff while decreasing long term research for new technology. The purpose of the Office of Energy Research of the U.S. Department of Energy (DOE) is to provide basic research and technology development that triggers and drives economic development and helps maintain U.S. world leadership in science. We do so through programs of basic and applied research that support the Department`s energy, environmental and national defense missions and that provide the foundation for technical advancement. We do so by emphasizing research that maintains our world leadership in science, mathematics, and engineering and through partnerships with universities, National Laboratories, and industries across the Nation.

  14. The Strategic Data Project's Strategic Performance Indicators

    ERIC Educational Resources Information Center

    Page, Lindsay C.; Fullerton, Jon; Bacher-Hicks, Andrew; Owens, Antoniya; Cohodes, Sarah R.; West, Martin R.; Glover, Sarah

    2013-01-01

    Strategic Performance Indicators (SPIs) are summary measures derived from parallel, descriptive analyses conducted across educational agencies. The SPIs are designed to inform agency management and efforts to improve student outcomes. We developed the SPIs to reveal patterns common across partner agencies, to highlight exceptions to those…

  15. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    ERIC Educational Resources Information Center

    Baaki, John; Moseley, James L.

    2011-01-01

    This article shares experiences that participants had playing the game of STRATEGO and how the activity may be linked to strategic planning and thinking. Among the human performance technology implications of playing this game are that gamers agreed on a framework for rules, took stock on where they wanted to go in the future, and generated a risk…

  16. Conceptualization of Service-Learning as an Educational Approach in the Curriculum: A Case Study

    ERIC Educational Resources Information Center

    Maphalala, M. C.

    2012-01-01

    This paper investigated how the University of Zululand (Unizulu) has set out to conceptualize and institutionalize service learning as an educational approach in the Curriculum. The University of Zululand Strategic Plan (2008-2012) and Institutional Operating Plan (IOP) indicate a paradigm shift towards academically based community interaction…

  17. Divide and conquer: strategic decision areas

    PubMed Central

    Kolling, Nils; Hunt, Laurence T

    2016-01-01

    Human decisions are often strategic, but this can prove difficult to study experimentally. The board game shogi is used to investigate the functional neuroanatomy of strategic decisions, revealing different brain areas to other forms of choice. PMID:25919959

  18. NASA Astrophysics Funds Strategic Technology Development

    NASA Astrophysics Data System (ADS)

    Seery, Bernard D.; Ganel, Opher; Pham, Bruce

    2016-01-01

    The COR and PCOS Program Offices (POs) reside at the NASA Goddard Space Flight Center (GSFC), serving as the NASA Astrophysics Division's implementation arm for matters relating to the two programs. One aspect of the PO's activities is managing the COR and PCOS Strategic Astrophysics Technology (SAT) program, helping mature technologies to enable and enhance future astrophysics missions. For example, the SAT program is expected to fund key technology developments needed to close gaps identified by Science and Technology Definition Teams (STDTs) planned to study several large mission concept studies in preparation for the 2020 Decadal Survey.The POs are guided by the National Research Council's "New Worlds, New Horizons in Astronomy and Astrophysics" Decadal Survey report, NASA's Astrophysics Implementation Plan, and the visionary Astrophysics Roadmap, "Enduring Quests, Daring Visions." Strategic goals include dark energy, gravitational waves, and X-ray observatories. Future missions pursuing these goals include, e.g., US participation in ESA's Euclid, Athena, and L3 missions; Inflation probe; and a large UV/Optical/IR (LUVOIR) telescope.To date, 65 COR and 71 PCOS SAT proposals have been received, of which 15 COR and 22 PCOS projects were funded. Notable successes include maturation of a new far-IR detector, later adopted by the SOFIA HAWC instrument; maturation of the H4RG near-IR detector, adopted by WFIRST; development of an antenna-coupled transition-edge superconducting bolometer, a technology deployed by BICEP2/BICEP3/Keck to measure polarization in the CMB signal; advanced UV reflective coatings implemented on the optics of GOLD and ICON, two heliophysics Explorers; and finally, the REXIS instrument on OSIRIS-REx is incorporating CCDs with directly deposited optical blocking filters developed by another SAT-funded project.We discuss our technology development process, with community input and strategic prioritization informing calls for SAT proposals and

  19. Strategic Planning for School Districts.

    ERIC Educational Resources Information Center

    Brown, Patricia; Marshall, Margaret

    Strategic planning is a process designed to move an educational organization through the steps of understanding changes in the external environment, assessing organizational strengths and weaknesses, developing a vision of a desired future and ways to achieve that mission, developing and implementing specific plans, and motivating that…

  20. Strategic Change in AAS Publishing

    NASA Astrophysics Data System (ADS)

    Steffen, Julie

    2015-08-01

    The American Astronomical Society has embarked on a process of strategic change in its publishing program. The process has incuded authors, AAS leaders, editors, publishing experts, librarians, and data scientists. This session will outline the still ongoing process and present some both upcoming and already available new AAS Publishing features and services to the global astronomy community.

  1. Entrepreneurial Spirit in Strategic Planning.

    ERIC Educational Resources Information Center

    Riggs, Donald E.

    1987-01-01

    Presents a model which merges the concepts of entrepreneurship with those of strategic planning to create a library management system. Each step of the process, including needs assessment and policy formation, strategy choice and implementation, and evaluation, is described in detail. (CLB)

  2. Strategic Audit and Marketing Plan

    ERIC Educational Resources Information Center

    Wright, Lianna S.

    2013-01-01

    The purpose of this audit was to revise the marketing plan for ADSum Professional Development School and give the owner a long-term vision of the school to operate competitively in the crowded field of for-profit schools. It is fairly simple to create a strategic plan but harder to implement and execute. Execution requires weeks and months of…

  3. Powerful Metrics: Strategic and Transformative

    ERIC Educational Resources Information Center

    Butterfield, Barbara

    2006-01-01

    To be a valuable partner at the strategic level, human resources can and should contribute to both institutional effectiveness measurement and workforce metrics. In this article, the author examines how to link HR initiatives with key institutional strategies, clarifies essential HR responsibilities for workforce results, explores return on human…

  4. Consultancy on Strategic Information Planning.

    ERIC Educational Resources Information Center

    Pejova, Zdravka, Ed.; Horton, Forest W., Ed.

    At the workshop, better management through strategic planning of information and consultancy was discussed as one way in which developing and Eastern European countries could tackle the complex information problems they are facing during the transition to a market economy. The sixteen papers in this volume are grouped into three basic categories:…

  5. Strategic petroleum reserve annual report

    SciTech Connect

    1996-02-15

    Section 165 of the Energy Policy and Conservation Act (Public Law 94- 163), as amended, requires the Secretary of Energy to submit annual reports to the President and the Congress on activities of the Strategic Petroleum Reserve (SPR). This report describes activities for the year ending December 31, 1995.

  6. Strategic Planning of Technology Transfer.

    ERIC Educational Resources Information Center

    Groff, Warren H.

    Using the Ohio Technology Transfer Organization (OTTO) as its primary example, this paper offers a strategic planning perspective on technology transfer and human resources development. First, a brief overview is provided of the maturation of mission priorities and planning processes in higher education in the United States, followed by a…

  7. NASA Strategic Roadmap Summary Report

    NASA Technical Reports Server (NTRS)

    Wilson, Scott; Bauer, Frank; Stetson, Doug; Robey, Judee; Smith, Eric P.; Capps, Rich; Gould, Dana; Tanner, Mike; Guerra, Lisa; Johnston, Gordon

    2005-01-01

    In response to the Vision, NASA commissioned strategic and capability roadmap teams to develop the pathways for turning the Vision into a reality. The strategic roadmaps were derived from the Vision for Space Exploration and the Aldrich Commission Report dated June 2004. NASA identified 12 strategic areas for roadmapping. The Agency added a thirteenth area on nuclear systems because the topic affects the entire program portfolio. To ensure long-term public visibility and engagement, NASA established a committee for each of the 13 areas. These committees - made up of prominent members of the scientific and aerospace industry communities and senior government personnel - worked under the Federal Advisory Committee Act. A committee was formed for each of the following program areas: 1) Robotic and Human Lunar Exploration; 2) Robotic and Human Exploration of Mars; 3) Solar System Exploration; 4) Search for Earth-Like Planets; 5) Exploration Transportation System; 6) International Space Station; 7) Space Shuttle; 8) Universe Exploration; 9) Earth Science and Applications from Space; 10) Sun-Solar System Connection; 11) Aeronautical Technologies; 12) Education; 13) Nuclear Systems. This document contains roadmap summaries for 10 of these 13 program areas; The International Space Station, Space Shuttle, and Education are excluded. The completed roadmaps for the following committees: Robotic and Human Exploration of Mars; Solar System Exploration; Search for Earth-Like Planets; Universe Exploration; Earth Science and Applications from Space; Sun-Solar System Connection are collected in a separate Strategic Roadmaps volume. This document contains memebership rosters and charters for all 13 committees.

  8. Strategic Plan 2013 to 2016

    ERIC Educational Resources Information Center

    Lumina Foundation for Education, 2013

    2013-01-01

    In 2009, Lumina Foundation released its first strategic plan, based on the goal that 60% of Americans obtain a high-quality postsecondary degree or credential by 2025-- a goal now known as Goal 2025. Much has changed even in the short time since that plan was written, both in the external environment and in what has been learned from this work.…

  9. Strategic Planning for School Success.

    ERIC Educational Resources Information Center

    Herman, Jerry J.

    1993-01-01

    Strategic planners concerned with such matters as high-achieving students, high-performing teachers, broad-based community support, and a two-way involvement with the community must analyze the strengths, weaknesses, opportunities, and threats existing in the school's internal and external environment. A sample SWOT analysis is included. (MLH)

  10. Strategic Listening for School Leaders

    ERIC Educational Resources Information Center

    Tate, Jeannine S.; Dunklee, Dennis R.

    2005-01-01

    The ability to communicate effectively with multiple constituencies is recognized as an essential characteristic of effective leaders. Listening strategically is a way of showing parents, students, faculty, staff, and others that their ideas and beliefs are of value. The authors' practitioner-friendly book concentrates on the importance of…

  11. Strategic Planning: The Catastrophic Approach.

    ERIC Educational Resources Information Center

    Brody, Stanley J.

    1987-01-01

    Reviews and defines continuity of care, or long term care, as a potential economic catastrophe which requires strategic planning. Proposes a Medicare revision that provides integrated funding for acute, sub-acute, and long-term care as elements of continuity of care. (Author/ABB)

  12. Strategic School Planning in Jordan

    ERIC Educational Resources Information Center

    Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi

    2012-01-01

    The study aimed to measuring the applying degree of the strategic school planning stages at the Governmental high schools from the educational supervisors and principals perspective in the directorates related to Amman city, the study society was formed of the educational supervisors and principals working at Educational directorates related to…

  13. How To Institutionalize Strategic Planning.

    ERIC Educational Resources Information Center

    Andrade, Sally J.

    1999-01-01

    The University of Texas at El Paso instituted a strategic planning framework with the intent of expanding and maintaining long-term participation by faculty, staff, and other constituents. The four-phase process included generating more open dialog about the future; responding to a powerful external incentive for self-assessment; preparing for…

  14. Strategic Approaches with Resistant Families.

    ERIC Educational Resources Information Center

    Breit, Miranda; And Others

    1983-01-01

    Describes the operation of a 10-session brief therapy unit for families who have failed in more traditional treatment modalities. Case material is presented to exemplify five different treatment strategies: symptom prescription, reframing, illusion of alternatives, role play, and strategic alliances. Advantages and limitations are discussed.…

  15. Strategic Planning in Distance Education

    ERIC Educational Resources Information Center

    Kilfoil, Wendy R.

    2003-01-01

    The purpose of strategic planning is to align the institution with the external environment. In fact, it is a complex solution to a complex problem. Environmental change is inevitable and it will always impact one's institution sooner or later. It is better to be proactive, thoughtful, and in charge of change, than to be always in a reactive mode…

  16. Strategic Planning for Technological Change

    ERIC Educational Resources Information Center

    Strong, Bart

    2007-01-01

    Strategic planning can become downright treacherous if one's institution depends heavily on technology, because technology changes course frequently. Technological change is somewhat predictable, and doing nothing is not an option. A number of complex factors hasten technological change. Limits on performance, breakthrough technology, market…

  17. Characteristics of Useful and Practical Organizational Strategic Plans

    ERIC Educational Resources Information Center

    Kaufman, Roger

    2014-01-01

    Most organizational strategic plans are not strategic but rather tactical or operational plans masquerading as "strategic." This article identifies the basic elements required in a useful and practical strategic plan and explains why they are important.

  18. Strategic Alliance Poker: Demonstrating the Importance of Complementary Resources and Trust in Strategic Alliance Management

    ERIC Educational Resources Information Center

    Reutzel, Christopher R.; Worthington, William J.; Collins, Jamie D.

    2012-01-01

    Strategic Alliance Poker (SAP) provides instructors with an opportunity to integrate the resource based view with their discussion of strategic alliances in undergraduate Strategic Management courses. Specifically, SAP provides Strategic Management instructors with an experiential exercise that can be used to illustrate the value creation…

  19. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 3 2013-01-01 2013-01-01 false Strategic plan. 228.27 Section 228.27 Banks and...) COMMUNITY REINVESTMENT (REGULATION BB) Standards for Assessing Performance § 228.27 Strategic plan. (a... assessment area(s) under a strategic plan if: (1) The bank has submitted the plan to the Board as...

  20. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 12 Banks and Banking 3 2011-01-01 2011-01-01 false Strategic plan. 228.27 Section 228.27 Banks and... REINVESTMENT (REGULATION BB) Standards for Assessing Performance § 228.27 Strategic plan. (a) Alternative...(s) under a strategic plan if: (1) The bank has submitted the plan to the Board as provided for...

  1. 23 CFR 1335.6 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 23 Highways 1 2012-04-01 2012-04-01 false Strategic plan. 1335.6 Section 1335.6 Highways NATIONAL HIGHWAY TRAFFIC SAFETY ADMINISTRATION, DEPARTMENT OF TRANSPORTATION STATE HIGHWAY SAFETY DATA IMPROVEMENTS § 1335.6 Strategic plan. A strategic plan shall— (a) Be a multi-year plan that identifies and...

  2. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 6 2014-01-01 2012-01-01 true Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in...

  3. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 6 2012-01-01 2012-01-01 false Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in...

  4. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 13 Business Credit and Assistance 1 2011-01-01 2011-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation...

  5. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 5 2012-01-01 2012-01-01 false Strategic plan. 345.27 Section 345.27 Banks and... REINVESTMENT Standards for Assessing Performance § 345.27 Strategic plan. (a) Alternative election. The FDIC... strategic plan if: (1) The bank has submitted the plan to the FDIC as provided for in this section; (2)...

  6. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 3 2014-01-01 2014-01-01 false Strategic plan. 228.27 Section 228.27 Banks and...) COMMUNITY REINVESTMENT (REGULATION BB) Standards for Assessing Performance § 228.27 Strategic plan. (a... assessment area(s) under a strategic plan if: (1) The bank has submitted the plan to the Board as...

  7. 23 CFR 1335.6 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 23 Highways 1 2011-04-01 2011-04-01 false Strategic plan. 1335.6 Section 1335.6 Highways NATIONAL HIGHWAY TRAFFIC SAFETY ADMINISTRATION, DEPARTMENT OF TRANSPORTATION STATE HIGHWAY SAFETY DATA IMPROVEMENTS § 1335.6 Strategic plan. A strategic plan shall— (a) Be a multi-year plan that identifies and...

  8. 23 CFR 1335.6 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 23 Highways 1 2010-04-01 2010-04-01 false Strategic plan. 1335.6 Section 1335.6 Highways NATIONAL HIGHWAY TRAFFIC SAFETY ADMINISTRATION, DEPARTMENT OF TRANSPORTATION STATE HIGHWAY SAFETY DATA IMPROVEMENTS § 1335.6 Strategic plan. A strategic plan shall— (a) Be a multi-year plan that identifies and...

  9. Overview of Strategic Planning. Administrative Report.

    ERIC Educational Resources Information Center

    Raze, Nasus

    Strategic planning is a process by which the guiding members of an organization envision its future and develop tactics to achieve that future. This paper discusses the nature and purposes of strategic planning in educational organizations, and presents a 10-step generic model to illustrate the basic components of strategic planning. These 10…

  10. A Strategic Plan Is Just the Beginning

    ERIC Educational Resources Information Center

    Wilson, E. B.

    2009-01-01

    The process of strategic planning wears out institutions. Strategic planning, pursued with high purpose and energy, is enervating and exhausting. In this article, the author describes the value-added work of trustees in high-performing boards and discusses the role boards of trustees play as the process of continuous strategic planning unfolds.…

  11. Collaborative Strategic Planning: Myth or Reality?

    ERIC Educational Resources Information Center

    Mbugua, Flora; Rarieya, Jane F. A.

    2014-01-01

    The concept and practice of strategic planning, while entrenched in educational institutions in the West, is just catching on in Kenya. While literature emphasizes the importance of collaborative strategic planning, it does not indicate the challenges presented by collaboratively engaging in strategic planning. This article reports on findings of…

  12. Rethinking Strategy and Strategic Leadership in Schools.

    ERIC Educational Resources Information Center

    Davies, Brent

    2003-01-01

    Reviews nature of strategy and strategic leadership in schools. Considers how leaders can map and reconceptualize the nature of strategy and develop strategic capabilities for longer-term sustainability. Questions hierarchical models of leadership. Highlights three characteristics of strategically oriented schools; suggests ways to improve art of…

  13. Data and information quality strategic plan.

    PubMed

    Bethell, C

    The Environmental Protection Agency's Strategic Plan was developed in response to internal and external concerns about the integrity, consistency, and accuracy of EPA's environmental data. This document explains why a Strategic Plan is needed and the methodology used in its development, cites Agency models of excellence, and presents the six recommendations of EPA's Data and Information Quality Strategic Plan. PMID:12512550

  14. Strategic Activism, Educational Leadership and Social Justice

    ERIC Educational Resources Information Center

    Ryan, James

    2016-01-01

    This article describes the strategic activism of educational leaders who promote social justice. Given the risks, educational leaders need to be strategic about the ways in which they pursue their activism. Citing current research, this article explores the ways in which leaders strategically pursue their social justice agendas within their own…

  15. 75 FR 26879 - Temporary Organization To Facilitate a Strategic Partnership With the Republic of Iraq

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-05-12

    .... [FR Doc. 2010-11557 Filed 5-11-10; 11:15 am] Billing code 3195-W0-P ... Partnership With the Republic of Iraq By the authority vested in me as President by the Constitution and the..., United States Code, a temporary organization to be known as the Iraq Strategic Partnership Office...

  16. Ecosystem Services: Priority strategic focus for U.S. EPA’s Ecological Research Program

    EPA Science Inventory

    U.S. EPA’s Office of Research and Development has made ecosystem services the new strategic focus for its Ecological Research Program (ERP). Understanding that the protection and enhancement of ecosystem services can help maintain and improve human health, economic vitality, and...

  17. Ecosystem Services: Developing strategic focus for U.S. EPA’s Ecological Research Program

    EPA Science Inventory

    U.S. EPA’s Office of Research and Development has made ecosystem services the new strategic focus for its Ecological Services Research Program (ESRP). Understanding that the protection and enhancement of ecosystem services can help maintain and improve human health, economic vit...

  18. 76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-11

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF COMMERCE RIN 0605-XA34 Department of Commerce FY 2011-2016 Strategic Plan AGENCY: Department of Commerce. ACTION: Request for comment. SUMMARY: The Department of Commerce (Department) is updating its current FY...

  19. ECOSYSTEM SERVICES AS A NEW STRATEGIC FOCUS FOR USEPA'S ECOLOGICAL RESEARCH PROGRAM

    EPA Science Inventory

    The USEPA's Office of Research and Development has made ecosystem services the new strategic focus for its ecological research program (ERP). Recognizing that the protection and enhancement of ecosystem services can help maintain and improve human health, economic vitality and ov...

  20. Strategic Choices for the Future. CIC Annual Report, 2000-2001.

    ERIC Educational Resources Information Center

    Council of Independent Colleges, Washington, DC.

    This report describes the activities of the Council of Independent Colleges (CIC) over the past year. In January the CIC endorsed a plan for systematic strategic planning and discussions with member presidents and chief academic officers to consider the future of higher educational By January 2002, a document outlining key future strategies for…

  1. 75 FR 4794 - Draft Revised Strategic Plan for FY 2010-2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-01-29

    ... From the Federal Register Online via the Government Publishing Office ] DEFENSE NUCLEAR FACILITIES SAFETY BOARD Draft Revised Strategic Plan for FY 2010-2015 AGENCY: Defense Nuclear Facilities Safety Board. ACTION: Notice. SUMMARY: In accordance with OMB Circular No. A-11, the Defense Nuclear...

  2. Ecosystem Services: New strategic focus for US EPA’s Ecological Research Program

    EPA Science Inventory

    U.S. EPA’s Office of Research and Development has made ecosystem services the new strategic focus for its Ecological Research Program (ERP). Understanding that the protection and enhancement of ecosystem services can help maintain and improve human health, economic vitality, and...

  3. Enrollment or "Enrolment": Strategic Enrollment Management in the United States and Canada

    ERIC Educational Resources Information Center

    Smith, Clayton; Gottheil, Susan

    2008-01-01

    Since the early 1990s, Canadian registrars, admissions officers and student affairs professionals have traveled to U.S.-based conferences in search of the holy grail of enrollment management, finding it at the AACRAO Annual Meeting, AACRAO Strategic Enrollment Management (SEM) Conference, and other meetings sponsored by Noel-Levitz, SEM Works, the…

  4. 77 FR 58097 - Aquatic Nuisance Species Task Force Strategic Plan 2013-2017

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-09-19

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF COMMERCE National Oceanic and Atmospheric Administration RIN 0648-XC120 Aquatic Nuisance Species Task Force Strategic Plan 2013--2017 Correction In notice document 2012-19161, appearing on pages 46730-46732 in...

  5. 75 FR 62399 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-10-08

    ...: Division F, Pub. L. 111-8; E.O. 13459, 73 FR 8003, February 12, 2008. Dated: September 30, 2010. Sherry... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal... the Interagency Working Group on Youth Programs, is announcing a meeting to solicit input from...

  6. 75 FR 62400 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-10-08

    ...-8; E.O. 13459, 73 FR 8003, February 12, 2008. Dated: September 30, 2010. Sherry Glied, Assistant... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal... the Interagency Working Group on Youth Programs, is announcing a meeting to solicit input from...

  7. The Environmental Scan Component of the Strategic Plan for California Community Colleges.

    ERIC Educational Resources Information Center

    Hom, Willard

    This paper describes the environmental scan that the California Community Colleges Chancellor's Office initiated in preparation for its development of a strategic plan. In this scanning effort, environment is defined as "a search for information about the system's external setting." The trends are roughly grouped into five areas: demographics,…

  8. The requirements and feasibility of business planning in the office of space and terrestrial applications

    NASA Technical Reports Server (NTRS)

    Greenberg, J. S.; Miller, B. P.

    1979-01-01

    The feasibility of applying strategic business planning techniques which are developed and used in the private sector to the planning of certain projects within the NASA Office of Space and Terrestrial Applications was assessed. The methods of strategic business planning that are currently in use in the private sector are examined. The typical contents of a private sector strategic business plan and the techniques commonly used to develop the contents of the plan are described, along with modifications needed to apply these concepts to public sector projects. The current long-range planning process in the Office of Space and Terrestrial Applications is reviewed and program initiatives that might be candidates for the use of strategic business planning techniques are identified. In order to more fully illustrate the information requirements of a strategic business plan for a NASA program, a sample business plan is prepared for a hypothetical Operational Earth Resources Satellite program.

  9. IT Strategic Planning Workshops Develop Long-Term Goals | Poster

    Cancer.gov

    As part of NCI’s Research IT Strategic Planning efforts, a workshop was held on the NIH main campus in June. The main purpose of the workshop was to discuss ways to better integrate IT and informatics throughout NCI, and develop specific, high-level goals and related objectives that will drive the direction of IT and informatics support over the next five years. The initiative to integrate NCI’s IT and informatics is a collaboration between the Center for Biomedical Informatics and Information Technology (CBIIT), Office of Scientific Operations, Data Management Services, and the IT Operations Group.

  10. The office of strategy management.

    PubMed

    Kaplan, Robert S; Norton, David P

    2005-10-01

    There is a disconnect in most companies between strategy formulation and strategy execution. On average, 95% of a company's employees are unaware of, or do not understand, its strategy. If employees are unaware of the strategy, they surely cannot help the organization implement it effectively. It doesn't have to be like this. For the past 15 years, the authors have studied companies that achieved performance breakthroughs by adopting the Balanced Scorecard and its associated tools to help them better communicate strategy to their employees and to guide and monitor the execution of that strategy. Some companies, of course, have achieved better, longer-lasting improvements than others. The organizations that have managed to sustain their strategic focus have typically established a new corporate-level unit to oversee all activities related to strategy: an office of strategy management (OS M). The OSM, in effect, acts as the CEO's chief of staff. It coordinates an array of tasks: communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver on the grand design; aligning employees' plans for competency development with strategic objectives; and testing and adapting the strategy to stay abreast of the competition. The OSM does not do all the work, but it facilitates the processes so that strategy is executed in an integrated fashion across the enterprise. Although the companies that Kaplan and Norton studied use the Balanced Scorecard as the framework for their strategy management systems, the authors say the lessons of the OSM are applicable even to companies that do not use it. PMID:16250626

  11. Building Bridges: Fund Raising for Deans, Faculty, and Development Officers.

    ERIC Educational Resources Information Center

    Murphy, Mary Kay, Ed.

    This publication offers 16 articles by higher education administrators, faculty and development officers on dean and faculty members roles in development work as well as the teamwork and synergy that develop in the best efforts. Following an introduction by George Keller, the articles are as follows: (1) "Institutional Strategic Planning: Setting…

  12. Strategic leadership: the essential skills.

    PubMed

    Schoemaker, Paul J H; Krupp, Steve; Howland, Samantha

    2013-01-01

    The more uncertain your environment, the greater the opportunity--if you have the leadership skills to capitalize on it. Research at the Wharton school and at the authors' consulting firm, involving more than 20,000 executives to date, has identified six skills that, when mastered and used in concert, allow leaders to think strategically and navigate the unknown effectively. They are the abilities to anticipate, challenge, interpret, decide, align, and learn. This article describes the six skills in detail and includes a self-assessment that will enable you to identify the ones that most need your attention. The authors have found that strength in one skill cannot easily compensate for a deficit in another. An adaptive strategic leader has learned to apply all six at once. PMID:23390746

  13. Strategic planning for every manager.

    PubMed

    Reeves, P N

    1990-01-01

    All managers plan, but many managers of small organizations limit their planning activities to developing and guiding discrete projects. This decision stems from two erroneous assumptions: strategic planning is useful only in large organizations, and it is too complex for a small organization. As a result, these managers deprive their organizations of an essential tool for long-term survival and prosperity. Strategic planning helps any organization effectively use its scarce resources by relating every decision to the organization's mission. The process for doing this consists of a sequence of decisions that applies in all cases. However, the effort involved in reaching each of these decisions varies with the size and complexity of the organization. Consequently, leaders of small units need not forego using this essential managerial tool. In this article, each decision is described and illustrated with an example from a typical small enterprise. PMID:10106892

  14. Building a strategic security organisation.

    PubMed

    Howard, Mike

    2016-01-01

    In everyone's day-to-day jobs there is constant need to deal with current and newly detected matters. This is now a world of immediacy, driven by the cadence of the business and its needs. These concerns should not be ignored, as failing to deal with these issues would not bode well for the future. It is essential that the gears are kept spinning. The challenge for any security organisation is to identify its short-term tactical requirements, while developing longer-term strategic needs. Once done, the differences can be accounted for and strides can be made toward a desired future state. This paper highlights several steps that the author and his team have taken in their own journey. There is no magic answer, each organisation will have its own unique challenges. Nevertheless, some of the approaches to building a strategic security organisation described in this paper are applicable to all organisations, irrespective of their size. PMID:27318284

  15. Strategic alliances and market risk.

    PubMed

    Havenaar, Matthias; Hiscocks, Peter

    2012-08-01

    Strategic alliances in product development and marketing are crucial to the biotechnology industry. Many alliances, however, are terminated before the drug reaches the market. In this article we make the case that strategic alliances can fail because of how they are negotiated. Alliance contracts are often inflexible and do not allow for changes in market conditions. We propose a model for contract valuation that can assist biotech and/or pharma deal makers in negotiating alliances that have a higher chance of survival in uncertain market conditions. The model makes use of variable royalties and milestone payments. Because licensing is key to the biotech and/or pharma business model this article will be of interest not only to professionals in licensing, but to all professionals active in the industry. PMID:22484547

  16. Strategic Defense Initiative - an overview

    SciTech Connect

    Abrahamson, J.A.

    1985-01-01

    A general framework for developing the concept and implementing options for strategic ballistic missile defense systems is emerging. The objective of the Strategic Defense Initiative (SDI) program is to conduct research on those technologies for defensive system which could intercept ballistic missiles after they have been launched and prevent them from hitting their targets. Its goal is to acquire the technical knowledge as a basis for a later decision on deployment, not a program for deployment or star wars. Abrahamson reviews the basic technological questions facing researchers, outlines the multi-layered defense possibilities and summarizes the status of technology to date. He argues for a continuity of resources to conduct the program. 4 figures.

  17. Eye Movements in Strategic Choice

    PubMed Central

    Gächter, Simon; Noguchi, Takao; Mullett, Timothy L.

    2015-01-01

    Abstract In risky and other multiattribute choices, the process of choosing is well described by random walk or drift diffusion models in which evidence is accumulated over time to threshold. In strategic choices, level‐k and cognitive hierarchy models have been offered as accounts of the choice process, in which people simulate the choice processes of their opponents or partners. We recorded the eye movements in 2 × 2 symmetric games including dominance‐solvable games like prisoner's dilemma and asymmetric coordination games like stag hunt and hawk–dove. The evidence was most consistent with the accumulation of payoff differences over time: we found longer duration choices with more fixations when payoffs differences were more finely balanced, an emerging bias to gaze more at the payoffs for the action ultimately chosen, and that a simple count of transitions between payoffs—whether or not the comparison is strategically informative—was strongly associated with the final choice. The accumulator models do account for these strategic choice process measures, but the level‐k and cognitive hierarchy models do not. © 2015 The Authors. Journal of Behavioral Decision Making published by John Wiley & Sons Ltd.

  18. Strategic petroleum reserve. Quarterly report

    SciTech Connect

    1995-08-15

    The Strategic Petroleum Reserve reduces the Nation`s vulnerability to oil supply disruptions. Its existence provides a formidable deterrent to the use of oil as a political instrument and an effective response mechanism should a disruption occur. The Strategic Petroleum Reserve was created pursuant to the Energy Policy and Conservation Act of December 22, 1975 (Public Law 94-163). Its purposes are to reduce the impact of disruptions in supplies of petroleum products and to carry out obligations of the United States under the Agreement on an International Energy Program. Section 165(a) of the Act requires the submission of Annual Reports and Section 165(b)(1) requires the submission of Quarterly Reports. This Quarterly Report highlights activities undertaken during the second quarter of calendar year 1995, including: inventory of petroleum products stored in the Reserve; current and projected storage capacity, analysis of existing or anticipated problems with the acquisition and storage of petroleum products, and future expansion of storage capacity; funds obligated by the Secretary from the SPR Petroleum Account and the Strategic Petroleum Reserve Account during the prior calendar quarter and in total; and major environmental actions completed, in progress, or anticipated.

  19. Strategic petroleum reserve. Quarterly report

    SciTech Connect

    Not Available

    1994-05-15

    The Strategic Petroleum Reserve serves as one of our most important investments in reducing the Nation`s vulnerability to oil supply disruptions. Its existence provides an effective response mechanism should a disruption occur and a formidable deterrent to the use of oil as a political instrument. The Strategic Petroleum Reserve was created pursuant to the Energy Policy and Conservation Act of December 22, 1975, (Public Law 94-163) as amended, to reduce the impact of disruptions in supplies of petroleum products and to carry out obligations of the United States under the Agreement on an International Energy Program. Section 165(a) of the Act requires the submission of Annual Reports and Section 165(b)(1) requires the submission of Quarterly Reports. This Quarterly Report highlights activities undertaken during the first quarter of calendar year 1994, including: (1) inventory of petroleum products stored in the Reserve, under contract and in transit at the end of the calendar quarter; (2) fill rate for the current quarter and projected fill rate for the next calendar quarter; (3) average price of the petroleum products acquired during the calendar quarter; (4) current and projected storage capacity; (5) analysis of existing or anticipated problems with the acquisition and storage of petroleum products, and future expansion of storage capacity; (6) funds obligated by the Secretary from the SPR Petroleum Account and the Strategic Petroleum Reserve Account during the prior calendar quarter and in total; and (7) major environmental actions completed, in progress, or anticipated.

  20. Strategic Plans for NASA Research Ballooning

    NASA Astrophysics Data System (ADS)

    Jones, W. V.

    Strategic planning is underway to maximize the return from the increased capabilities anticipated in scientific research ballooning. Circumpolar flights around Antarctica were initiated in the early 1990's to help offset the impact of losing Shuttle/Spacelab missions for the observational sciences following the Challenger accident. The Antarctic Long-Duration Balloon (LDB) program, conducted in partnership with the U.S. National Science Foundation Office of Polar Programs, has been even more successful than originally envisioned. In essence, there have been two LDB missions per year, with an average duration of about 14 days, using conventional zero-pressure balloons. Two LDB flights of similar duration in the Northern Hemisphere have shown the value of developing a routine capability that would complement the Antarctic flights. The development of super-pressure balloons should allow LDB flights at any latitude, and it is reasonable to expect that mission durations can be extended to 60 - 100 days. Assuming that the technical issues will be resolved and international agreements can be secured, scientists will be able to reap the benefits of frequent access to near-space for cutting-edge research and technology development, thereby reducing the impact of restrictions on the use of the International Space Station and the Shuttle retirement in the next decade.

  1. Strategic plan for the geothermal energy program

    SciTech Connect

    1998-06-01

    Geothermal energy (natural heat in the Earth`s crust) represents a truly enormous amount of energy. The heat content of domestic geothermal resources is estimated to be 70,000,000 quads, equivalent to a 750,000-year supply of energy for the entire Nation at current rates of consumption. World geothermal resources (exclusive of resources under the oceans) may be as much as 20 times larger than those of the US. While industry has focused on hydrothermal resources (those containing hot water and/or steam), the long-term future of geothermal energy lies in developing technology to enable use of the full range of geothermal resources. In the foreseeable future, heat may be extracted directly from very hot rocks or from molten rocks, if suitable technology can be developed. The US Department of Energy`s Office of Geothermal Technologies (OGT) endorses a vision of the future in which geothermal energy will be the preferred alternative to polluting energy sources. The mission of the Program is to work in partnership with US industry to establish geothermal energy as a sustainable, environmentally sound, economically competitive contributor to the US and world energy supply. In executing its mission and achieving its long-term vision for geothermal energy, the Program has identified five strategic goals: electric power generation; direct use applications and geothermal heat pumps; international geothermal development; science and technology; and future geothermal resources. This report discusses the objectives of these five goals.

  2. Strategic principles workshops: Discussion drafts and workshop notes

    SciTech Connect

    1991-09-01

    The Office of Civilian Radioactive Waste-Management in the Department of Energy (DOE) is responsible for disposing of this nation`s spent fuel and high-level radioactive waste in a manner that protects the health and safety of the public and the quality of the environment. Although embodied in the Federal repository program that began with studies in the late 1950s, this mission was explicitly established by the Nuclear Waste Policy Act of 1982 and reaffirmed by the Nuclear Waste Policy Amendments Act of 1987. To fulfill our mission, we are developing a waste management system consisting of a geologic repository for permanent disposal deep beneath the surface of the earth, a facility for monitored retrievable storage, and a system for transporting the waste. This discussion draft was developed to help involve parties affected by or interested in the waste-management program in the formulation of the basic principles on which the program will be based. It reviews existing objectives, policies, and strategic principles under which the system is currently being developed. Then discussed are issues of strategic importance for which additional strategic principles may be needed. For these issues in particular, views from affected and interested parties is solicited, but comments regarding alternative approaches to the issues presented as well as suggestions for additional issues will also be welcome. Finally, background information on the waste-management program pertinent to the issues discussion is presented.

  3. Mission to Planet Earth Strategic Enterprise Plan 1996-2002

    NASA Technical Reports Server (NTRS)

    1996-01-01

    Mission to Planet Earth's (MTPE's) first Strategic Enterprise Plan, issued in May 1995, defined the Agency's major goals and objectives as well as constraints. This update of the Strategic Enterprise Plan identifies the following major changes: a focused Science Research Plan that integrates space-based and in situ observational critical science to address critical science uncertainties; a technology infusion plan to reduce the cost of future missions; a series of flight opportunities to infuse new science into the overall program; and a tighter coupling between NASA and NOAA to reduce costs and to improve the overall program. Three important new initiatives are also under development and are described briefly in this plan: MTPE Education Strategy, MTPE Commercial Strategy, and an emerging concept for an Integrated Global Observing Strategy. This first update to the MTPE Strategic Enterprise Plan captures these new developments, and takes a significant step forward in planning this complex Earth system science endeavor. The plan and other information on MTPE may be viewed via the Internet at http://www.hq.nasa.gov/office/mtpe/.

  4. Office of Space Science: Integrated technology strategy

    NASA Technical Reports Server (NTRS)

    Huntress, Wesley T., Jr.; Reck, Gregory M.

    1994-01-01

    This document outlines the strategy by which the Office of Space Science, in collaboration with the Office of Advanced Concepts and Technology and the Office of Space Communications, will meet the challenge of the national technology thrust. The document: highlights the legislative framework within which OSS must operate; evaluates the relationship between OSS and its principal stakeholders; outlines a vision of a successful OSS integrated technology strategy; establishes four goals in support of this vision; provides an assessment of how OSS is currently positioned to respond to the goals; formulates strategic objectives to meet the goals; introduces policies for implementing the strategy; and identifies metrics for measuring success. The OSS Integrated Technology Strategy establishes the framework through which OSS will satisfy stakeholder expectations by teaming with partners in NASA and industry to develop the critical technologies required to: enhance space exploration, expand our knowledge of the universe, and ensure continued national scientific, technical and economic leadership.

  5. Coal Power Systems strategic multi-year program plans

    SciTech Connect

    2001-02-01

    The Department of Energy's (DOE) Office of Fossil Energy (FE), through the Coal and Power Systems (C and PS) program, funds research to advance the scientific knowledge needed to provide new and improved energy technologies; to eliminate any detrimental environmental effects of energy production and use; and to maintain US leadership in promoting the effective use of US power technologies on an international scale. Further, the C and PS program facilitates the effective deployment of these technologies to maximize their benefits to the Nation. The following Strategic Plan describes how the C and PS program intends to meet the challenges of the National Energy Strategy to: (1) enhance American's energy security; (2) improve the environmental acceptability of energy production and use; (3) increase the competitiveness and reliability of US energy systems; and (4) ensure a robust US energy future. It is a plan based on the consensus of experts and managers from FE's program offices and the National Energy Technology Laboratory (NETL).

  6. 40 CFR 1.33 - Office of Administration and Resources Management.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... projects future workyear needs in coordination with the Agency's budget process. The Office is the lead office for coordination of human resources management with the Agency's Strategic Planning and Management... data processing systems, procurement through contracts and grants, and human resources management....

  7. The vital issues process: Strategic planning for a changing world

    SciTech Connect

    Engi, D.; Glicken, J.

    1995-05-01

    The Vital Issues process (VIp) is a strategic planning tool initially developed by Sandia National Laboratories (SNL) for the Office of Foreign Intelligence (OFI)* of the US Department of Energy (DOE). It was further developed and refined through its application to a variety of strategic purposes for a range of public and semipublic organizations. The VIp provides a structured mechanism for assisting organizations in accomplishing specified objectives by identifying and prioritizing a portfolio of strategic issues, programmatic areas, or responses to a specified problem. It employs day-long panel meetings in a specified format to elicit a broad range of perspectives on a particular issue in a nonconfrontational manner and to facilitate the interaction and synthesis of diverse viewpoints on a specific topic. The VIp is unique in its incorporation of two primary approaches in each panel session: a qualitative or transactional segment, which entails the synthesis of the alternatives through negotiations or discussion, and a quantitative or net benefit maximization segment, an analytical approach, which involves prioritization of the alternatives using pairwise comparisons. This combination of facilitated group discussion and quantitative ranking provides input to strategic management decisions in the form of stakeholder-defined and -prioritized items as well as information on potential barriers to the implementation of policies and programs. This is the final volume in the series Identifying Vital Issues: New Intelligence Strategies for a New World, a three-volume set that gives an accounting of the VIp as implemented for OFI. This volume provides an in-depth description of the methodology used in the VIp.

  8. NERSC Strategic Implementation Plan 2002-2006

    SciTech Connect

    Kramer, William; Bethel, Wes; Craw, James; Draney, Brent; Fortney, William; Gorda, Brend; Harris, William; Meyer, Nancy; Ng, Esmond; Verdier, Francesca; Walter, Howard; Welcome, Tammy

    2002-09-01

    This strategic proposal presents NERSC's vision for its activities and new directions over the next five years. NERSC's continuing commitment to providing high-end systems and comprehensive scientific support for its users will be enhanced, and these activities will be augmented by two new strategic thrusts: support for Scientific Challenge Teams and deployment of a Unified Science Environment. The proposal is in two volumes, the Strategic Plan and the Implementation Plan.

  9. Strategic workshops on cancer nanotechnology.

    PubMed

    Nagahara, Larry A; Lee, Jerry S H; Molnar, Linda K; Panaro, Nicholas J; Farrell, Dorothy; Ptak, Krzysztof; Alper, Joseph; Grodzinski, Piotr

    2010-06-01

    Nanotechnology offers the potential for new approaches to detecting, treating, and preventing cancer. To determine the current status of the cancer nanotechnology field and the optimal path forward, the National Cancer Institute's Alliance for Nanotechnology in Cancer held three strategic workshops, covering the areas of in vitro diagnostics and prevention, therapy and post-treatment, and in vivo diagnosis and imaging. At each of these meetings, a wide range of experts from academia, industry, the nonprofit sector, and the U.S. government discussed opportunities in the field of cancer nanotechnology and barriers to its implementation. PMID:20460532

  10. Strategic defense initiative: Folly or future

    SciTech Connect

    Haley, P.E.; Merritt, J.

    1986-01-01

    This collection of analyses is a guide through the maze of claims and criticisms about ''Star Wars,'' the controversial effort of the Reagan administration to reorient United States nuclear strategy to strategic defense. The text starts with an introduction by the editors followed by individual chapters outlining the strategic defense initiative as originally conceived and subsequently modified by the Reagan administration; the arguments for and against the plan's strategic and technical feasibility; and assessments of the harmful and constructive effects of strategic defense on U.S.-Soviet and U.S.-allied relations.

  11. Crude oil accountability at the Strategic Petroleum Reserve

    SciTech Connect

    Not Available

    1992-08-04

    The Strategic Petroleum Reserve (SPR) is responsible for purchasing and storing crude oil to mitigate the impact of future disruptions of crude oil imports. The audit objective was to determine whether the SPR Project Management office`s (SPRPMO) policies, procedures, and practices provided reasonable assurance of the adequacy and correctness of the data and documentation pertaining to the SPR`s crude oil receipts, transfers, and sales for Fiscal Years (FY) 1989, 1990, and 1991. Our audit disclosed that SPRPMO`S: (1) Accounting records for crude oil inventories did not provide for capitalizing all significant and identifiable costs, and (2) crude oil transactions were not supported by adequate documentation. These conditions occurred because: (a) SPRPMO had not complied with US Department of Energy (DOE) accounting guidance, (b) its supervisory personnel were not adequately reviewing the work of subordinates, and (c) its managers were unaware that procedures on documenting adjustments to delivery reports did not comply with the General Accounting Office`s internal control standards. As a result, while all costs were recorded in the general ledger, the category for capitalized cost of crude oil inventories was understated by at least $131.7 million. We recommend that SPRPMO adjust its accounting records to more accurately reflect the actual cost of crude oil inventories, and strengthen documentary controls. SPRPMO`s management generally concurred with the findings and associated recommendations. However, they were of the opinion that existing DOE accounting guidance did not adequately recognize the unique issues relating to crude oil inventories.

  12. 2013 Geothermal Technologies Office Peer Review Report

    SciTech Connect

    none,

    2014-01-01

    Geothermal Technologies Office conducted its annual program peer review in April of 2013. The review provided an independent, expert evaluation of the technical progress and merit of GTO-funded projects. Further, the review was a forum for feedback and recommendations on future GTO strategic planning. During the course of the peer review, DOE-funded projects were evaluated for 1) their contribution to the mission and goals of the GTO and 2) their progress against stated project objectives. Principal Investigators (PIs) came together in sessions organized by topic “tracks” to disseminate information, progress, and results to a panel of independent experts as well as attendees.

  13. Collaborative Strategic Planning in Higher Education

    ERIC Educational Resources Information Center

    Sanaghan, Patrick

    2009-01-01

    This book outlines a simple, five-phase collaborative approach to strategic planning that has worked effectively on many campuses. Specifically, Collaborative Strategic Planning (CSP) refers to the disciplined and thoughtful process of meaningfully engaging relevant stakeholders in creating a shared future vision and goals for their institution.…

  14. Strategic Teaching: Some Concepts for Instructional Design.

    ERIC Educational Resources Information Center

    Jones, Beau Fly

    1988-01-01

    Discusses strategic teaching, a process for organizing and representing subject content, for helping students think about their own learning processes, for organizing skills instruction, and for managing classroom instruction. Provides an example of strategic instructional planning and a graphic that shows step-by-step procedures for the planning…

  15. Using Appropriate Tools Strategically for Instruction

    ERIC Educational Resources Information Center

    Sherman, Milan; Cayton, Charity

    2015-01-01

    Students' ability to use appropriate tools strategically is an important skill of mathematically proficient students (SMP 5, CCSSI 2010, p. 7). A parallel practice for teachers is using appropriate tools strategically for mathematics instruction. An important element of this practice is that the use of technology depends on the goals of…

  16. Using Strategic Planning To Improve Rural Schools.

    ERIC Educational Resources Information Center

    D'Amico, Joseph J.

    This paper describes the elements of strategic planning and applies them to educational reform and improvement. The paper also describes how a planning model, Strategic Planning for Educational Reform and Improvement (SPERI), was used by Rural Assistance Councils (RACs) in Pennsylvania and Delaware, with technical assistance from Research for…

  17. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-04-01

    ... 24 Housing and Urban Development 1 2014-04-01 2014-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... required to submit a nonhousing Community Development Plan; however, if the consortium includes...

  18. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... 24 Housing and Urban Development 1 2013-04-01 2013-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... required to submit a nonhousing Community Development Plan; however, if the consortium includes...

  19. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 24 Housing and Urban Development 1 2011-04-01 2011-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... required to submit a nonhousing Community Development Plan; however, if the consortium includes...

  20. Alertness management in flight operations - Strategic napping

    NASA Technical Reports Server (NTRS)

    Rosekind, Mark R.; Gander, Philippa H.; Dinges, David F.

    1991-01-01

    Strategic napping in two different flight operation environments is considered to illustrate its application as a fatigue countermeasure. Data obtained from commercial short-haul and long-haul operations demonstrated the utility and current practices of strategic napping. A preplanned cockpit nap acted as an acute 'safety valve' for the sleep loss, circadian disruption, and fatigue that occurs in long-haul flying.

  1. Financial Aspects of Strategic Planning for Universities.

    ERIC Educational Resources Information Center

    Barton, Allan

    1988-01-01

    For strategic financial planning, institutions must determine their objectives and priorities, and adapt resource planning decisions to them. They must think in terms of efficient resource use and operational effectiveness. Strategic planning requires flexibility to adapt to changing environments and reallocate resources, and needs an effective…

  2. Learning Spaces as a Strategic Priority

    ERIC Educational Resources Information Center

    George, Gene; Erwin, Tom; Barnes, Briony

    2009-01-01

    In April 2007 Butler Community College made learning spaces one of its five strategic priorities. The college had just completed a major renovation of the work spaces for the IT division and had started a project to build a student union and create informal learning spaces at the Andover campus. With learning spaces becoming a strategic priority,…

  3. SDI (Strategic Defense Initiative): a policy analysis

    SciTech Connect

    Fought, S.O.

    1987-01-01

    Contents include -- Foundations of Deterrence; A Model for Stability; Analysis of SDI/Stability; Related Issues; Treatment of Implementation Factors; Historical Evolution and Trends; The Strategic Choices and Flexible Response; The Planners' Perspective; The Impact of Strategic Defense on a Strategy of Flexible Response; Synthesis.

  4. Strategic Plan: July 2010 to June 2013

    ERIC Educational Resources Information Center

    California State Library, 2010

    2010-01-01

    On June 15-16, 2010, California State Librarian Stacey A. Aldrich, initiated a strategic planning summit in Sacramento, California. The purpose of the summit was to build the future pathways for the California State Library (CSL)--one of California's oldest cultural institutions. This was accomplished by developing a CSL strategic plan (values,…

  5. Integrating Risk Management and Strategic Planning

    ERIC Educational Resources Information Center

    Achampong, Francis K.

    2010-01-01

    Strategic planning is critical to ensuring that institutions of higher education thoughtfully and systematically position themselves to accomplish their mission, vision, and strategic goals, particularly when these institutions face a myriad of risks that can negatively impact their continued financial viability and compromise their ability to…

  6. Strategic Retrieval in a Reality Monitoring Task

    ERIC Educational Resources Information Center

    Rosburg, Timm; Mecklinger, Axel; Johansson, Mikael

    2011-01-01

    Strategic recollection refers to control processes that allow the retrieval of information that is relevant for a specific situation. These processes can be studied in memory exclusion tasks, which require the retrieval of particular kinds of episodic information. In the current study, we investigated strategic recollection in reality monitoring…

  7. Teaching Strategic Management with a Business Game.

    ERIC Educational Resources Information Center

    Knotts, Ulysses S., Jr.; Keys, J. Bernard

    1997-01-01

    Management games are increasingly used to teaching strategic management by integrating functional areas of business and providing a working knowledge of the strategic management process. This article summarizes the experience of two veteran instructors, presenting course learning objectives, game pedagogy, team organization and management, game…

  8. Strategic Thinking: The Untapped Resource for Leaders.

    ERIC Educational Resources Information Center

    Alfred, Richard L.

    2001-01-01

    Strategic thinking is an organized, analytical process by which college leaders can assess: (1) existing and potential competitors; (2) sources of competitive advantage; and (3) college capabilities and competitive position. Three outcomes of strategic thinking are: (1) clear institutional strategy and direction; (2) improved institutional…

  9. Strategic Human Resource Planning in Academia

    ERIC Educational Resources Information Center

    Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

    2009-01-01

    A strategic plan guides a college in successfully meeting its mission. Based on the strategic plan, a college can develop a human resource plan that will allow it to make management decisions in the present to support the future direction of the college. The overall purpose of human resource management is to: (1) ensure the organization has…

  10. Managing Uncertainty: Thinking and Planning Strategically.

    ERIC Educational Resources Information Center

    Lorenzo, Albert L.

    1993-01-01

    Argues that rapid change and tight resources demand reality-based planning, rather than planning models that ignore internal and external customers or emphasize process over product. Describes the Strategic Guidance Model (SGM) which provides colleges with strategic visioning, organizational assessment, environmental scanning, quality improvement,…

  11. Models of Strategic Planning in Community Colleges.

    ERIC Educational Resources Information Center

    California Community Colleges, Sacramento. Office of the Chancellor.

    One of a series of publications coming out of a 3-year project designed to improve evaluation and planning in community colleges, this monograph presents case studies illustrating alternative models of strategic planning. Chapter 1 provides an overview of current challenges to academic management, strategic planning, models of planning, and…

  12. Designing a Customer-Focused Workshop for Strategic Planning.

    ERIC Educational Resources Information Center

    Hwang, Ahn-Sook

    1998-01-01

    A customer-focused workshop for manufacturing strategic planning used a market-oriented approach and an interactive collaborative process among stakeholders. Reflective learning was found to enhance strategic planning; organizational culture must support strategic thinking. (SK)

  13. The paradox of strategic environmental assessment

    SciTech Connect

    Bidstrup, Morten Hansen, Anne Merrild

    2014-07-01

    Strategic Environmental Assessment (SEA) is a tool that can facilitate sustainable development and improve decision-making by introducing environmental concern early in planning processes. However, various international studies conclude that current planning practice is not taking full advantage of the tool, and we therefore define the paradox of SEA as the methodological ambiguity of non-strategic SEA. This article explores causality through at three-step case study on aggregates extraction planning in Denmark, which consists of a document analysis; a questionnaire survey and follow-up communication with key planners. Though the environmental reports on one hand largely lack strategic considerations, practitioners express an inherent will for strategy and reveal that their SEAs in fact have been an integrated part of the planning process. Institutional context is found to be the most significant barrier for a strategy and this suggests that non-strategic planning setups can prove more important than non-strategic planning in SEA practice. Planners may try to execute strategy within the confinements of SEA-restricted planning contexts; however, such efforts can be overlooked if evaluated by a narrow criterion for strategy formation. Consequently, the paradox may also spark from challenged documentation. These findings contribute to the common understanding of SEA quality; however, further research is needed on how to communicate and influence the strategic options which arguably remain inside non-strategic planning realities. - Highlights: • International studies conclude that SEAs are not strategic. = The paradox of SEA. • Even on the highest managerial level, some contexts do not leave room for strategy. • Non-strategic SEA can derive from challenged documentation. • Descriptive and emergent strategy formation can, in practice, be deemed non-strategic.

  14. Office of the Chief Financial Officer Annual Report 2010

    SciTech Connect

    Fernandez, Jeffrey

    2010-12-20

    In March, a review team consisting of CFOs from other national laboratories, industry, and members of the University of California Office of the President (UCOP) convened for three days to conduct a comprehensive peer review of the OCFO. This was the first time in almost a decade that the financial operations of the Laboratory had been reviewed. The Committee relayed their observations on our strengths, and their very thoughtful recommendations for improvement, which we are actively pursuing. These improvements, when implemented, will benefit the entire Laboratory for many years to come. The complete report is available on the OCFO website (www.lbl.gov/Workplace/CFO). In August, the senior management team of the OCFO participated in a strategic planning retreat. The purpose of the two and a half day exercise was, of course, to update our strategic plan, but instead of spending days developing a written document, we enlisted the expertise of a seasoned journalist who also happens to be a very talented graphic artist. He listened carefully to our ideas and committed them to a visual roadmap. All members of the OCFO, Business Managers, and the Laboratory Leadership Team reviewed this draft roadmap. By having a completely visual strategic plan that is posted widely throughout the OCFO, all employees can easily see and identify with the goals that we are all working towards. FY2010 was an extraordinary year. The Laboratory welcomed its seventh Director, Dr. Paul Alivisatos, who wasted no time communicating his vision and priorities for Berkeley Lab. They include five very ambitious initiatives: Carbon Cycle 2.0, The Next Generation Light Source, a Safe and Efficient Lab, Building Community, and Space. In response, the Office of the Chief Financial Officer (OCFO) developed twelve specific initiatives that align completely with these five priorities. We will be very focused on these in the coming fiscal year, but for now, let's review what happened in FY2010. FY2010 was a

  15. Competing strategically through market orientation.

    PubMed

    Rapert, M I; Yarbrough, L

    1997-01-01

    As organizations seek to better understand their customers, competitors, and environments, the marketing function effectively serves as the support mechanism for these activities in many industries. Accordingly, in many organizations the marketing concept has been elevated to the stature of a strategic weapon, manifested in the form of market orientation. Market-oriented firms emphasize the collection, organization, and dissemination of information regarding both customers and competitors. This strategy is especially well-suited for the health care industry where customer knowledge is of paramount importance, customer interaction is instantaneous, and customer satisfaction is essential. Results of a national study of general service hospitals suggest that firms which embrace a market orientation benefit through enhanced customer satisfaction and quality. PMID:10179668

  16. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    Not Available

    1993-08-15

    This Quarterly Report highlights activities undertaken during the second quarter of calendar year 1993, including: inventory of petroleum products stored in the Reserve, under contract and in transit at the end of the calendar quarter; fill rate for the current quarter and projected fill rate for the next calendar quarter; average price of the petroleum products acquired during the calendar quarter; current and projected storage capacity and plans to accelerate the acquisition or construction of such capacity; analysis of existing or anticipated problems with the acquisition and storage of petroleum products, and future expansion of storage capacity; funds obligated by the Secretary from the SPR Petroleum Account and the Strategic Petroleum Reserve Account during the prior calendar quarter and in total; and major environmental actions completed, in progress, or anticipated.

  17. Strategic plans open for comment

    NASA Astrophysics Data System (ADS)

    Under the Government Performance and Results Act (the Results Act), agencies of the U.S. government are required to submit a 5-year strategic plan to the U.S. Congress by September 30, 1997 explaining how, when, and why they are spending tax dollars.Enacted in 1993, the Results Act is in tended to "improve efficiency and effective ness of Federal programs by establishing a system to set goals for program performance and to measure results." Thus according to the U.S. House of Representatives Committee on Science, the aim is for agencies to measure their performances by the results of their task and services, not by the number of tasks and services performed. Toward that goal, the Act requires that federal entities complete the following 3-step process:

  18. Strategic Petroleum Reserve. Quarterly report

    SciTech Connect

    Not Available

    1993-11-15

    The Strategic Petroleum Reserve serves as one of the most important investments in reducing the Nation`s vulnerability to oil supply disruptions. This Quarterly Report highlights activities undertaken during the third quarter of calendar year 1993, including: inventory of petroleum products stored in the Reserve, under contract and in transit at the end of the calendar quarter; fill rate for the quarter and projected fill rate for the next calendar quarter; average price of the petroleum products acquired during the calendar quarter; current and projected storage capacity and plans to accelerate the acquisition or construction of such capacity; analysis of existing or anticipated problems with the acquisition and storage of petroleum products and future expansion of storage capacity; funds obligated by the Secretary from the SPR Petroleum Account and the Strategic Petroleum Reserve Account during the prior calendar quarter and in total; and major environmental actions completed, in progress, or anticipated. Samples of the oil revealed two problems that, although readily correctable, have reduced the availability of some of the oil inventory for drawdown in the near-term. These problems are: (1) a higher-than-normal gas content in some of the crude oil, apparently from years of intrusion of methane form the surrounding salt formation; and (2) elevated temperatures of some of the crude oil, due to geothermal heating, that has increased the vapor pressure of the oil. Investigations are proceeding to determine the extent to which gas intrusion and geothermal heating are impacting the availability of oil for drawdown. Preliminary designs have been developed for systems to mitigate both problems.

  19. Melter Disposal Strategic Planning Document

    SciTech Connect

    BURBANK, D.A.

    2000-09-25

    This document describes the proposed strategy for disposal of spent and failed melters from the tank waste treatment plant to be built by the Office of River Protection at the Hanford site in Washington. It describes program management activities, disposal and transportation systems, leachate management, permitting, and safety authorization basis approvals needed to execute the strategy.

  20. 78 FR 43960 - Advisory Committee on the Secretary of State's Strategic Dialogue With Civil Society; Notice of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-07-22

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF STATE Advisory Committee on the Secretary of State's Strategic Dialogue With Civil Society; Notice of the Renewal of an Advisory Committee This is notice of the renewal of the Secretary's Foreign Affairs Policy Board. The...

  1. 77 FR 38088 - Development of the Joint Strategic Plan on Intellectual Property Enforcement; Request of the U.S...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-06-26

    ....S. market, protecting the intellectual property rights of U.S. rights holders, and protecting the... BUDGET Development of the Joint Strategic Plan on Intellectual Property Enforcement; Request of the U.S. Intellectual Property Enforcement Coordinator for Public Comments AGENCY: Office of the U.S....

  2. Results of the Survey of RP Group Members: An Element in Strategic Planning for the Research & Planning Unit.

    ERIC Educational Resources Information Center

    Hom, Willard

    This document focuses on a stakeholder survey for a research unit. Although it covers just one part of the overall planning process that the Research & Planning (RP) Unit at the California Community Colleges Chancellor's Office, the researchers did survey other groups in the strategic planning effort. The stakeholder survey focused on four general…

  3. The IAU Office of Astronomy for Development

    NASA Astrophysics Data System (ADS)

    Govender, Kevin

    2015-03-01

    The IAU Office of Astronomy for Development (OAD)†, established in March 2011 as part of the implementation of the IAU Strategic Plan, is currently located in South Africa and serves as a global coordinating centre for astronomy-for-development activities. In terms of structure the OAD is required to establish regional nodes (similar offices in different parts of the world which focus on a particular geographic or cultural region) and three task forces: (i) Astronomy for Universities and Research, (ii) Astronomy for Children and Schools, and (iii) Astronomy for the Public. This paper will describe the progress of the OAD towards the realisation of the vision `Astronomy for a better world'.

  4. Strategic Petroleum Reserve annual/quarterly report

    SciTech Connect

    Not Available

    1993-02-16

    During 1992 the Department continued planning activities for the expansion of the Strategic Petroleum Reserve to one billion barrels. A draft Environmental Impact Statement for the five candidate sites was completed in October 1992, and a series of public hearings was held during December 1992. Conceptual design engineering activities, life cycle cost estimates and geotechnical studies to support the technical requirements for an Strategic Petroleum Reserve Plan Amendment were essentially completed in December 1992. At the end of 1992, the Strategic Petroleum Reserve crude oil inventory was 574.7 million barrels and an additional 1.7 million barrels was in transit to the Reserve. During 1992 approximately 6.2 million barrels of crude oil were acquired for the Reserve. A Department of Energy Tiger Team Environmental, Safety and Health (ES&H) Assessment was conducted at the Strategic Petroleum Reserve from March 9 through April 10, 1992. In general, the Tiger Team found that Strategic Petroleum Reserve activities do not pose undue environmental, safety or health risks. The Strategic Petroleum Reserve`s Final Corrective Action Plan, prepared in response to the Tiger Team assessment, was submitted for Department approval in December 1992. On November 18, 1992, the Assistant Secretary for Fossil Energy selected DynMcDennott Petroleum Operations Company to provide management and operating services for the Strategic Petroleum Reserve for a period of 5 years commencing April 1, 1993. DynMcDermott will succeed Boeing Petroleum Services, Inc.

  5. Strategic implications of civil defense. Strategic issues research memo

    SciTech Connect

    Weinstein, J.M.

    1983-05-05

    This memorandum explores the relationship between civil defense, national vulnerabilities and the deterrence of nuclear warfare between the Soviet Union and the United States. The author examines the problems and effectiveness of the major elements of Soviet civil defenses (leadership and population protection; industrial protection; and postattack recovery) to determine whether, and to what extent, the Soviet capabilities undermine crisis stability and deterrence. The proposals of the Carter (PD-41) and Reagan (NSDD-26) administrations to strengthen deterrence and to reduce national destruction should deterrence fail are evaluated to determine whether the United States should augment and modernize its civil defenses. Americans will evacuate high risk areas in the event of a crisis, and it remains the responsibility of government to minimize the chaos and moderate the effects with some prior planning. The costs of such plans, relative to competing strategic military systems and programs, are rather modest. The author is skeptical, however, about the utility and cost-effectiveness of the extensive blast shelter program advocated by some civil defense proponents in the United States.

  6. Strategic orientations of small multihospital systems.

    PubMed Central

    Luke, R D; Begun, J W

    1988-01-01

    Strategic behaviors of organizations can be classified along two dimensions--growth orientations, or patterns of evolution over time, and action orientations, or strategic aggressiveness in undertaking a particular growth orientation. We create measures of growth and action orientations for small multihospital systems and test the validity of the growth and action orientation typologies, using data from a sample of small multihospital systems. Growth and action orientations do appear to exist independently of each other, and they are related to the ownership status of the systems. Not-for-profit and church-other systems exhibit similar strategic orientations, unlike those of Catholic and investor-owned systems. PMID:3060448

  7. Strategic orientations of small multihospital systems.

    PubMed

    Luke, R D; Begun, J W

    1988-12-01

    Strategic behaviors of organizations can be classified along two dimensions--growth orientations, or patterns of evolution over time, and action orientations, or strategic aggressiveness in undertaking a particular growth orientation. We create measures of growth and action orientations for small multihospital systems and test the validity of the growth and action orientation typologies, using data from a sample of small multihospital systems. Growth and action orientations do appear to exist independently of each other, and they are related to the ownership status of the systems. Not-for-profit and church-other systems exhibit similar strategic orientations, unlike those of Catholic and investor-owned systems. PMID:3060448

  8. Evolution in strategic forces and doctrine

    SciTech Connect

    Canavan, G.H.

    1992-05-01

    The era of the deterrence through the threat of retaliation is ending. Strategic defense opens new options for deep reductions without loss of stability, which could be a guide for shifting from the residual forces from the offensive era into those appropriate for a multipolar world. There are strong arguments for retiring missiles under the cover of missile defenses and returning to fewer but more capable aircraft for strategic roles. Developing the technologies for theater and strategic defenses could largely eliminate the incentive for the development of missiles by the third world and shift their efforts into more stabilizing areas. 20 refs.

  9. Implementing successful strategic plans: a simple formula.

    PubMed

    Blondeau, Whitney; Blondeau, Benoit

    2015-01-01

    Strategic planning is a process. One way to think of strategic planning is to envision its development and design as a framework that will help your hospital navigate through internal and external changing environments over time. Although the process of strategic planning can feel daunting, following a simple formula involving five steps using the mnemonic B.E.G.I.N. (Begin, Evaluate, Goals & Objectives, Integration, and Next steps) will help the planning process feel more manageable, and lead you to greater success. PMID:26058285

  10. SOARing Into Strategic Planning: Engaging Nurses to Achieve Significant Outcomes.

    PubMed

    Wadsworth, Barbara; Felton, Fiona; Linus, Rita

    2016-01-01

    In 2013, a new system chief nursing officer engaged the nursing leaders and staff in an Appreciative Inquiry process utilizing strengths, opportunities, aspirations, and results (SOAR), and a Journey of Excellence to assess and understand the current environment. The ultimate goal was to engage all nurses in strategic planning and goal setting to connect their patient care to the system strategic initiatives. This work led to the creation of a nursing vision, a revised professional practice model and greater council alignment, resulting in significant positive change and ongoing advancement throughout the system. The shared decision-making structure was key to the process with a direct connection of each council's goals, leading to the successful achievement of 34 of the 36 goals in 2 years. This article outlines the process, tools, and staff engagement strategies used to achieve system-wide success. This methodology has improved the outcomes across the organization in both small and system-wide work groups. This work can easily be replicated and adapted to help disparate staffs brought together through mergers or acquisitions to become aligned as a new team. This process, model, and framework, provides structure and results in significant outcomes that recognizes and celebrates the work of individual entities while aligning future strategies and goals. PMID:27584888

  11. A Roadmap for Strategic Development of Geothermal Exploration Technologies

    SciTech Connect

    Phillips, Benjamin R.; Ziagos, John; Thorsteinsson, Hildigunnur; Hass, Eric

    2013-02-13

    Characterizing productive geothermal systems is challenging yet critical to identify and develop an estimated 30 gigawatts electric (GWe) of undiscovered hydrothermal resources in the western U.S. This paper, undertaken by the U.S. Department of Energy’s Geothermal Technologies Office (GTO), summarizes needs and technical pathways that target the key geothermal signatures of temperature, permeability, and fluid content, and develops the time evolution of these pathways, tying in past and current GTO exploration Research and Development (R&D) projects. Beginning on a five-year timescale and projecting out to 2030, the paper assesses technologies that could accelerate the confirmation of 30 GWe. The resulting structure forms the basis for a Geothermal Exploration Technologies Roadmap, a strategic development plan to help guide GTO R&D investments that will lower the risk and cost of geothermal prospect identification. This roadmap is currently open for public comment. Send your comments to geothermal@ee.doe.gov.

  12. Interactive Office user's manual

    NASA Technical Reports Server (NTRS)

    Montgomery, Edward E.; Lowers, Benjamin; Nabors, Terri L.

    1990-01-01

    Given here is a user's manual for Interactive Office (IO), an executive office tool for organization and planning, written specifically for Macintosh. IO is a paperless management tool to automate a related group of individuals into one productive system.

  13. Office of Child Care

    MedlinePlus

    ... 2014 OCC has a variety of resources and tools related to the law. Visit our Reauthorization site to find webinars, program instructions, and other guidance and information. > What is the Office of Child Care (OCC)? The Office of Child ...

  14. LMAL Accounting Office 1936

    NASA Technical Reports Server (NTRS)

    1936-01-01

    Accounting Office: The Langley Memorial Aeronautical Laboratory's accounting office, 1936, with photographs of the Wright brothers on the wall. Although the Lab was named after Samuel P. Langley, most of the NACA staff held the Wrights as their heroes.

  15. Space life sciences strategic plan

    NASA Astrophysics Data System (ADS)

    Nicogossian, Arnauld E.

    1992-05-01

    Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

  16. Strategic plan for infrastructure optimization

    SciTech Connect

    Donley, C.D.

    1998-05-27

    This document represents Fluor Daniel Hanford`s and DynCorp`s Tri-Cities Strategic Plan for Fiscal Years 1998--2002, the road map that will guide them into the next century and their sixth year of providing safe and cost effective infrastructure services and support to the Department of Energy (DOE) and the Hanford Site. The Plan responds directly to the issues raised in the FDH/DOE Critical Self Assessment specifically: (1) a strategy in place to give DOE the management (systems) and physical infrastructure for the future; (2) dealing with the barriers that exist to making change; and (3) a plan to right-size the infrastructure and services, and reduce the cost of providing services. The Plan incorporates initiatives from several studies conducted in Fiscal Year 1997 to include: the Systems Functional Analysis, 200 Area Water Commercial Practices Plan, $ million Originated Cost Budget Achievement Plan, the 1OO Area Vacate Plan, the Railroad Shutdown Plan, as well as recommendations from the recently completed Review of Hanford Electrical Utility. These and other initiatives identified over the next five years will result in significant improvements in efficiency, allowing a greater portion of the infrastructure budget to be applied to Site cleanup. The Plan outlines a planning and management process that defines infrastructure services and structure by linking site technical base line data and customer requirements to work scope and resources. The Plan also provides a vision of where Site infrastructure is going and specific initiatives to get there.

  17. Space life sciences strategic plan

    NASA Technical Reports Server (NTRS)

    Nicogossian, Arnauld E.

    1992-01-01

    Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

  18. Strategic defense initiative: critical issues

    SciTech Connect

    Nuckolls, J.H.

    1985-06-01

    The objectives of the Strategic Defense Initiative (SDI) as outlined by President Reagan are discussed. The principal objective for SDI is as a defense against ballistic missiles. Soviet objections and a summary of US-USSR dialogue on the subject are reviewed. Most US studies have been critical of SDI. Four critical issues are addressed in depth: are defense weapons technologically feasible which have high economic leverage relative to offensive ballistic missiles; would the defense feasibility and leverage be degraded or enhanced in the technological race between weapons innovation and countermeasures; could stability be achieved during and after the transition to the defense dominated world envisioned by SDI proponents; would the deployment of high leverage defensive weapons increase or decrease the security of NATO Europe, and the probability of major conventional or nuclear wars. The issue of SDI may lead to a paradox that contains the seeds of catastrophe. The author concludes by warning that nuclear disarmament may eliminate the highly successful deterrent mechanism for avoiding another major world war. In a world made safe for major conventional wars by the apparent ''elimination'' of nuclear weapons, the leaders in a conventional World War III - involving unimaginable suffering, hatred, terror, and death - would be strongly motivated to introduce nuclear weapons in the crucial decisive battles. Even if diplomacy could ''eliminate'' nuclear weapons, man's knowledge of nuclear weapons can never be eliminated. The paradox is the attempt to eliminate nuclear weapons may maximize the probability of their use. (DMC)

  19. Strategic metal deposits of the Arctic Zone

    NASA Astrophysics Data System (ADS)

    Bortnikov, N. S.; Lobanov, K. V.; Volkov, A. V.; Galyamov, A. L.; Vikent'ev, I. V.; Tarasov, N. N.; Distler, V. V.; Lalomov, A. V.; Aristov, V. V.; Murashov, K. Yu.; Chizhova, I. A.; Chefranov, R. M.

    2015-11-01

    Mineral commodities rank high in the economies of Arctic countries, and the status of mineral resources and the dynamics of their development are of great importance. The growing tendency to develop strategic metal resources in the Circumarctic Zone is outlined in a global perspective. The Russian Arctic Zone is the leading purveyor of these metals to domestic and foreign markets. The comparative analysis of tendencies in development of strategic metal resources of the Arctic Zone in Russia and other countries is crucial for the elaboration of trends of geological exploration and research engineering. This paper provides insight into the development of Arctic strategic metal resources in global perspective. It is shown that the mineral resource potential of the Arctic circumpolar metallogenic belt is primarily controlled by large and unique deposits of nonferrous, noble, and rare metals. The prospective types of economic strategic metal deposits in the Russian Arctic Zone are shown.

  20. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    .... EDA shall evaluate the Strategic Plan based on the following minimum requirements: (1) An analysis of...) An analysis of the economic development challenges and opportunities facing the Impacted Community...

  1. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    .... EDA shall evaluate the Strategic Plan based on the following minimum requirements: (1) An analysis of...) An analysis of the economic development challenges and opportunities facing the Impacted Community...

  2. A Structured Process for Implementing Strategic Planning.

    ERIC Educational Resources Information Center

    Goodin, Penny G.; Myers, William S.; Nichols, W. Randolph

    1998-01-01

    The Chesapeake (Virginia) Public Schools developed a strategic school-improvement plan with 178 recommendations representing certain goals: school safety, standards, effectiveness, efficiency, staff training, technology integration, community involvement, and facilities. The implementation process consisted of assigning responsibilities,…

  3. The nuclear dilemma in American strategic thought

    SciTech Connect

    Osgood, R.E.

    1987-01-01

    Since the end of World War II, the United States has faced moral and strategic issues in its management of force that are unique in the history of international politics. At the heart of these issues is the heavy reliance of the United States and its allies on the deterrent effect of nuclear weapons and the fact that their use would very likely lead to self-defeating destruction and ecological catastrophe. This dilemma affects every major military decision and strategic debate, and the history of U.S. strategic thought can be viewed as an attempt to cope by rejecting, abolishing, or weakening the nuclear specter. In this review, the author explores the evolution of postwar strategic thought in the United States, examining the moral and practical implications of the nuclear dilemma.

  4. Examples of Strategic Planning at Several Levels.

    ERIC Educational Resources Information Center

    Pailthorp, Keith G.

    1986-01-01

    Three different approaches to environmental scanning for strategic planning are offered. Long-range planning in the San Francisco Community College District, the University of Nevada, Reno, and the California Postsecondary Education Commission are described. (MLW)

  5. Transformational Assessment: A Simplified Model of Strategic Planning

    ERIC Educational Resources Information Center

    Bardwell, Rebecca

    2008-01-01

    Strategic planning is a way to evaluate a present situation and set a course for the future. While there is no dearth of literature on Strategic Planning, there appears to be reluctance on the part of K-12 educators to engage in strategic planning. Besides the cynicism about change, another roadblock to strategic planning is the time it takes.…

  6. Purdue Extended Campus: Transparency, Accountability, and Assessment in Strategic Planning

    ERIC Educational Resources Information Center

    Cunningham, Robin; Eddy, Michael; Pagano, Mark; Ncube, Lisa

    2011-01-01

    In 2002 President Martin Jischke initiated a new era in strategic planning at Purdue. Under his leadership, strategic planning became a centralized activity with unit plans aligned to the university plan. Strategic goals were designed to have maximum impact, which would be measurable through metrics. Strategic planning at Purdue would be an…

  7. Information Management Strategic Plan. Information: The fuel for success

    SciTech Connect

    Not Available

    1994-07-01

    Reliable information is key to the ultimate success of the Departmental Strategic Plan. To help ensure that success, this Information Management Strategic Plan has been developed, which evolved from and directly supports the Departmental Strategic Plan and the Human Resources and Administration Strategic Plan.

  8. Differentiating Bona Fide Strategic Planning from Other Planning.

    ERIC Educational Resources Information Center

    Meredith, Mark; And Others

    The extent to which a college has been engaged in strategic planning was studied with a sample of 96 institutions which had been identified as using strategic planning in a 1985 study. Survey questions consisted of a mixture of: (1) activities proper and essential to strategic planning; and (2) approaches and views of strategic planning that have…

  9. Laser weapons. II - Strategic laser weapons

    NASA Astrophysics Data System (ADS)

    Hecht, J.

    1982-07-01

    Potential strategic missions for laser weapons, particularly those involving space-based lasers, are discussed. The functions of space-based lasers and the history of their conceptual development are summarized, and the problems of implementing such systems, including the building of a suitable laser and power source, and resolving the problem of optics, are discussed. Ongoing development programs are described, and the contrasting views of the necessity and usefulness of strategic laser systems are set forth.

  10. Directory of Federal offices.

    PubMed

    1993-01-01

    This year the Directory of Federal Offices has been updated to include additional publication/catalog resources, most available free of charge. Also, included are some additional offices dedicated to AIDS, infection control and medical device problems. The directory lists major departments and offices, followed by their specific areas of expertise. It should help get you going in the right direction. PMID:10130631

  11. Office Computers: Ergonomic Considerations.

    ERIC Educational Resources Information Center

    Ganus, Susannah

    1984-01-01

    Each new report of the office automation market indicates technology is overrunning the office. The impacts of this technology are described and some ways to manage and physically "soften" the change to a computer-based office environment are suggested. (Author/MLW)

  12. Strategic forces: Future requirements and options

    SciTech Connect

    Speed, R.D.

    1990-11-01

    In the wake of the collapse of the Warsaw Pact and the apparent ending of the Cold War, there have been renewed calls for radical cuts in US strategic forces to levels far below the 10,000 or so warheads allowed each side under the current START proposal. Since it now appears that NATO for the first time will have the capability to defeat a Soviet conventional attack without the necessity of threatening to resort to nuclear weapons, this should pave the way for the rethinking of US strategy and the reduction of US strategic weapons requirements. In this new environment, it seems plausible that, with a modification of the Flexible Response doctrine to forego attempts to disarm the Soviet Union, deterrence could be maintained with 1500 or so survivable strategic weapons. With a new strategy that confined US strategic weapons to the role of deterring the use of nuclear weapons by other countries, a survivable force of about 500 weapons would seem sufficient. With this premise, the implications for the US strategic force structure are examined for two cases: a treaty that allows each side 3000 warheads and one that allows each side 1000 warheads. In Part 1 of this paper, the weapons requirements for deterrence are examined in light of recent changes in the geopolitical environment. In Part 2, it is assumed that the President and Congress have decided that deep cuts in strategic forces are acceptable. 128 refs., 12 figs., 12 tabs. (JF)

  13. Office of Economic Impact and Diversity 2003 annual report

    SciTech Connect

    None, None

    2004-05-01

    This report covers a one-year period in which the Office successfully completed several major activities. The Office of Economic Impact and Diversity (ED) is responsible for the development and implementation of Department-wide polices in the areas of small business, diversity and minority economic development. ED oversees civil rights laws, rules, and regulations, and establishes Department-wide civil rights policy. Additionally, ED promotes excellence in the workplace and adheres to the objectives stated below relative to the President’s Management Agenda (PMA): Strategic management of human capital; Competitive sourcing; Improved financial performance; Expanded electronic government, and Budget and performance integration

  14. Strategic Options Development and Analysis

    NASA Astrophysics Data System (ADS)

    Ackermann, Fran; Eden, Colin

    Strategic Options Development and Analysis (SODA) enables a group or individual to construct a graphical representation of a problematic situation, and thus explore options and their ramifications with respect to a complex system of goals or objectives. In addition the method aims to help groups arrive at a negotiated agreement about how to act to resolve the situation. It is based upon the use of causal mapping - a formally constructed means-ends network - as representation form. Because the picture has been constructed using the natural language of the problem owners it becomes a model of the situation that is ‘owned' by those who define the problem. The use of formalities for the construction of the model makes it amenable to a range of analyses as well as encouraging reflection and a deeper understanding. These analyses can be used in a ‘rough and ready' manner by visual inspection or through the use of specialist causal mapping software (Decision Explorer). Each of the analyses helps a group or individual discover important features of the problem situation, and these features facilitate agreeing agood solution. The SODA process is aimed at helping a group learn about the situation they face before they reach agreements. Most significantly the exploration through the causal map leads to a higher probability of more creative solutions and promotes solutions that are more likely to be implemented because the problem construction process is wider and more likely to include richer social dimensions about the blockages to action and organizational change. The basic theories that inform SODA derive from cognitive psychology and social negotiation, where the model acts as a continuously changing representation of the problematic situation - changing as the views of a person or group shift through learning and exploration. This chapter, jointly written by two leading practitioner academics and the original developers of SODA, Colin Eden and Fran Ackermann

  15. 6. Interior, rear offices: operations assistant office looking north toward ...

    Library of Congress Historic Buildings Survey, Historic Engineering Record, Historic Landscapes Survey

    6. Interior, rear offices: operations assistant office looking north toward security operations officer's office. - Ellsworth Air Force Base, Rushmore Air Force Station, Security Central Control Building, Quesada Drive, Blackhawk, Meade County, SD

  16. Children’s strategic theory of mind

    PubMed Central

    Sher, Itai; Koenig, Melissa; Rustichini, Aldo

    2014-01-01

    Human strategic interaction requires reasoning about other people’s behavior and mental states, combined with an understanding of their incentives. However, the ontogenic development of strategic reasoning is not well understood: At what age do we show a capacity for sophisticated play in social interactions? Several lines of inquiry suggest an important role for recursive thinking (RT) and theory of mind (ToM), but these capacities leave out the strategic element. We posit a strategic theory of mind (SToM) integrating ToM and RT with reasoning about incentives of all players. We investigated SToM in 3- to 9-y-old children and adults in two games that represent prevalent aspects of social interaction. Children anticipate deceptive and competitive moves from the other player and play both games in a strategically sophisticated manner by 7 y of age. One game has a pure strategy Nash equilibrium: In this game, children achieve equilibrium play by the age of 7 y on the first move. In the other game, with a single mixed-strategy equilibrium, children’s behavior moved toward the equilibrium with experience. These two results also correspond to two ways in which children’s behavior resembles adult behavior in the same games. In both games, children’s behavior becomes more strategically sophisticated with age on the first move. Beyond the age of 7 y, children begin to think about strategic interaction not myopically, but in a farsighted way, possibly with a view to cooperating and capitalizing on mutual gains in long-run relationships. PMID:25197065

  17. Strategic groups, performance, and strategic response in the nursing home industry.

    PubMed Central

    Zinn, J S; Aaronson, W E; Rosko, M D

    1994-01-01

    OBJECTIVE. This study examines the effect of strategic group membership on nursing home performance and strategic behavior. DATA SOURCES AND STUDY SETTING. Data from the 1987 Medicare and Medicaid Automated Certification Survey were combined with data from the 1987 and 1989 Pennsylvania Long Term Care Facility Questionnaire. The sample consisted of 383 Pennsylvania nursing homes. STUDY DESIGN. Cluster analysis was used to place the 383 nursing homes into strategic groups on the basis of variables measuring scope and resource deployment. Performance was measured by indicators of the quality of nursing home care (rates of pressure ulcers, catheterization, and restraint usage) and efficiency in services provision. Changes in Medicare participation after passage of the 1988 Medicare Catastrophic Coverage Act (MCCA) measured strategic behavior. MANOVA and Turkey HSD post hoc means tests determined if significant differences were associated with strategic group membership. FINDINGS. Cluster analysis produced an optimal seven-group solution. Differences in group means were significant for the clustering, performance, and conduct variables (p < .0001). Strategic groups characterized by facilities providing a continuum of care services had the best patient care outcomes. The most efficient groups were characterized by facilities with high Medicare census. While all strategic groups increased Medicare census following passage of the MCCA, those dominated by for-profits had the greatest increases. CONCLUSIONS. Our analysis demonstrates that strategic orientation influences nursing home response to regulatory initiatives, a factor that should be recognized in policy formation directed at nursing home reform. PMID:8005789

  18. Science and Strategic - Climate Implications

    NASA Astrophysics Data System (ADS)

    Tindall, J. A.; Moran, E. H.

    2008-12-01

    other lines of commodities often results in severely unbalanced supply and demand ratios, which eventually affect the entire global community. National economies potentially risk destabilization, which is especially important since economics plays a major role in strategic planning. This presentation will address these issues and the role that science can play in human sustainability and local, national, and international security.

  19. Kittiwakes strategically reduce investment in replacement clutches

    USGS Publications Warehouse

    Gasparini, J.; Roulin, A.; Gill, V.A.; Hatch, Shyla A.; Boulinier, T.

    2006-01-01

    Many life-history traits are expressed interactively in life, but to a varying extent on different occasions. Changes in trait expression can be accounted for by differences in the quality of the environment ('environmental constraint' hypothesis) or by strategic adjustments, if the relative contribution of the trait to fitness varies with time ('strategic allocation' hypothesis). In birds, egg production is lower in replacement clutches than in first clutches, but it is unknown whether this reduction results from an environmental constraint (e.g. food being less available at the time when the replacement clutch is produced) or from a strategic allocation of resources between the two breeding attempts. To distinguish between these two hypotheses, we performed an experiment with black-legged kittiwakes (Rissa tridactyla). Pairs were either food-supplemented or not before the first clutch was laid onwards and we induced them to produce a replacement clutch by removing eggs once when the first clutch was complete. As predicted by the 'strategic allocation' hypothesis, egg production of food-supplemented and non-food-supplemented birds decreased between first and replacement clutches. This suggests that kittiwakes strategically reduce investment in egg production for their replacement clutches compared to first clutches. ?? 2006 The Royal Society.

  20. Promoting a Strategic Approach to Clinical Nurse Leader Practice Integration.

    PubMed

    Williams, Marjory; Avolio, Alice E; Ott, Karen M; Miltner, Rebecca S

    2016-01-01

    The Office of Nursing Services of the Department of Veterans Affairs (VA) piloted implementation of the clinical nurse leader (CNL) into the care delivery model and established a strategic goal in 2011 to implement the CNL role across the VA health care system. The VA Office of Nursing Services CNL Implementation and Evaluation (CNL I&E) Service was created as one mechanism to facilitate that goal in response to a need identified by facility nurse executives for consultative support for CNL practice integration. This article discusses strategies employed by the CNL I&E consultative team to help facility-level nursing leadership integrate CNLs into practice. Measures of success include steady growth in CNL practice capacity as well as positive feedback from nurse executives about the value of consultative engagement. Future steps to better integrate CNL practice into the VA include consolidation of lessons learned, collaboration to strengthen the evidence base for CNL practice, and further exploration of the transformational potential of CNL practice across the care continuum. PMID:26636231

  1. Crude oil accountability at the Strategic Petroleum Reserve

    SciTech Connect

    Not Available

    1992-08-04

    The Strategic Petroleum Reserve (SPR) is responsible for purchasing and storing crude oil to mitigate the impact of future disruptions of crude oil imports. The audit objective was to determine whether the SPR Project Management office's (SPRPMO) policies, procedures, and practices provided reasonable assurance of the adequacy and correctness of the data and documentation pertaining to the SPR's crude oil receipts, transfers, and sales for Fiscal Years (FY) 1989, 1990, and 1991. Our audit disclosed that SPRPMO'S: (1) Accounting records for crude oil inventories did not provide for capitalizing all significant and identifiable costs, and (2) crude oil transactions were not supported by adequate documentation. These conditions occurred because: (a) SPRPMO had not complied with US Department of Energy (DOE) accounting guidance, (b) its supervisory personnel were not adequately reviewing the work of subordinates, and (c) its managers were unaware that procedures on documenting adjustments to delivery reports did not comply with the General Accounting Office's internal control standards. As a result, while all costs were recorded in the general ledger, the category for capitalized cost of crude oil inventories was understated by at least $131.7 million. We recommend that SPRPMO adjust its accounting records to more accurately reflect the actual cost of crude oil inventories, and strengthen documentary controls. SPRPMO's management generally concurred with the findings and associated recommendations. However, they were of the opinion that existing DOE accounting guidance did not adequately recognize the unique issues relating to crude oil inventories.

  2. Office of the Chief Financial Officer Annual Report 2007

    SciTech Connect

    Fernandez, Jeffrey

    2007-12-18

    2007 was a year of progress and challenges for the Office of the Chief Financial Officer (OCFO). I believe that with the addition of a new Controller, the OCFO senior management team is stronger than ever. With the new Controller on board, the senior management team spent two intensive days updating our strategic plan for the next five years ending in 2012, while making sure that we continue to execute on our existing strategic initiatives. In 2007 the Budget Office, teaming with Human Resources, worked diligently with our colleagues on campus to reengineer the Multi-Location Appointment (MLA) process, making it easier for our Principal Investigators (PIs) to work simultaneously between the Laboratory and UC campuses. The hiring of a point-of-contact in Human Resources to administer the program will also make the process flow smoother. In order to increase our financial flexibility, the OCFO worked with the Department of Energy (DOE) to win approval to reduce the burden rates on research and development (R&D) subcontracts and Intra-University Transfers (IUT). The Budget Office also performed a 'return on investment' (ROI) analysis to secure UCRP funding for a much needed vocational rehabilitation counselor. This new counselor now works with employees who are on medical leave to ensure that they can return to work in a more timely fashion, or if not able to return, usher them through the various options available to them. Under the direction of the new Controller, PriceWaterhouse Coopers (PWC) performed their annual audit of the Laboratory's financial data and reported positive results. In partnership with the Financial Policy and Training Office, the Controller's Office also helped to launch self-assessments of some of our financial processes, including timekeeping and resource adjustments. These self assessments were conducted to promote efficiencies and mitigate risk. In some cases they provided assurance that our practices are sound, and in others highlighted

  3. 76 FR 13272 - Branch Offices

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-10

    ... Office of Thrift Supervision Branch Offices AGENCY: Office of Thrift Supervision (OTS), Treasury. ACTION... 1995, 44 U.S.C. 3507. The Office of Thrift Supervision within the Department of the Treasury will... approval number, to Information Collection Comments, Chief Counsel's Office, Office of Thrift...

  4. Chimpanzees strategically manipulate what others can see.

    PubMed

    Karg, Katja; Schmelz, Martin; Call, Josep; Tomasello, Michael

    2015-09-01

    Humans often strategically manipulate the informational access of others to their own advantage. Although chimpanzees know what others can and cannot see, it is unclear whether they can strategically manipulate others' visual access. In this study, chimpanzees were given the opportunity to save food for themselves by concealing it from a human competitor and also to get more food for themselves by revealing it to a human cooperator. When knowing that a competitor was approaching, chimpanzees kept more food hidden (left it covered) than when expecting a cooperator to approach. When the experimenter was already at the location of the hidden food, they actively revealed less food to the competitor than to the cooperator. They did not actively hide food (cover up food in the open) from the competitor, however. Chimpanzees thus strategically manipulated what another could see in order to maximize their payoffs and showed their ability to plan for future situations. PMID:25964096

  5. Conservation of Strategic Aerospace Materials (COSAM)

    NASA Technical Reports Server (NTRS)

    Stephens, J. R.

    1981-01-01

    Research efforts to reduce the dependence of the aerospace industry on strategic metals, such as cobalt (Co), columbium (Cb), tantalum (Ta), and chromium (Cr), by providing the materials technology needed to minimize the strategic metal content of critical aerospace components for gas turbine engines are addressed. Thrusts in three technology areas are identified: near term activities in the area of strategic element substitution; intermediate-range activities in the area of materials processing; and long term, high risk activities in the area of 'new classes' of high temprature metallic materials. Specifically, the role of cobalt in nickel-base and cobalt-base superalloys vital to the aerospace industry is examined along with the mechanical and physical properties of intermetallics that will contain a minimum of the stragetic metals.

  6. Working and strategic memory deficits in schizophrenia

    NASA Technical Reports Server (NTRS)

    Stone, M.; Gabrieli, J. D.; Stebbins, G. T.; Sullivan, E. V.

    1998-01-01

    Working memory and its contribution to performance on strategic memory tests in schizophrenia were studied. Patients (n = 18) and control participants (n = 15), all men, received tests of immediate memory (forward digit span), working memory (listening, computation, and backward digit span), and long-term strategic (free recall, temporal order, and self-ordered pointing) and nonstrategic (recognition) memory. Schizophrenia patients performed worse on all tests. Education, verbal intelligence, and immediate memory capacity did not account for deficits in working memory in schizophrenia patients. Reduced working memory capacity accounted for group differences in strategic memory but not in recognition memory. Working memory impairment may be central to the profile of impaired cognitive performance in schizophrenia and is consistent with hypothesized frontal lobe dysfunction associated with this disease. Additional medial-temporal dysfunction may account for the recognition memory deficit.

  7. Strategic defense and the Western alliance

    SciTech Connect

    Lakoff, S.; Willoughby, R. )

    1987-01-01

    Strategic defense has again become a major item on the agenda of the Western Alliance. Revived by President Ronald Reagan in his Star Wars speech of March 1983, and implemented in his Strategic Defense Initiative, it has achieved renewed emphasis in military spending, in alliance research efforts, and in arms control negotiations. SDI is packaged in a way that makes it the largest single item in the Department of Defense's annual budget. It engages researchers in industrial and military laboratories on both sides of the Atlantic as well as in Japan and Israel. In the arms control negotiations now under way between the United States and the USSR, the conduct of this research and its implications for the strategic balance and the reduction of offensive weapons are critical considerations. The implications of this largely unexpected development are the subject of this book.

  8. Strategic implications of culturally competent care.

    PubMed

    Matus, Justin C

    2004-01-01

    Providing culturally competent care has implications for health care managers and their organizations that go beyond a simple clinical perspective. The article defines culturally competent care and suggests what the specific strategic implications of delivering such care are. The author suggests the definition of culturally competent care for a health care manager as "the ability of any health care provider of any cultural background in one's organization to effectively treat any patient of any cultural background." Four basic steps are suggested for an organization wishing to develop a program of delivering culturally competent care to include situation analysis, strategy formulation, strategy implementation, and strategic control. PMID:15457842

  9. FY16-20 Strategic Plan.

    SciTech Connect

    Harwell, Amber Suzanne

    2015-07-01

    Welcome to our FY16–FY20 Strategic Plan, which both refects our continued dedication to the work we do and reinforces the importance of the integrated Laboratories’ strategic framework to our future. This document is the result of the leadership team’s journey over the past few years in response to the needs of our nation. In an external environment that continues to change, sometimes in unexpected ways, it is critical that our mission areas and our foundation become increasingly synergistic, forming a whole whose parts are interdependent.

  10. Using VE to Strategically Plan Our Future

    SciTech Connect

    Margie Jeffs; Lori Braase; Alison Conner; Darcie Martinson; Jodi Grgich

    2009-06-01

    The Value Engineering (VE) Methodology is an effective tool for business or project strategic planning. In conjunction with the “Balanced Scorecard Approach” (Drs. Robert Kaplan, PhD, and David Norton, PhD, from the Balanced Scorecard Collaborative/Palladium Group), function analysis can be used to develop strategy maps and scorecards. The FAST diagram provides an integrated approach to strategy map development by formulating a cause and effect relationship and establishing the “how” and “why” behind the strategy map. By utilizing the VE Job Plan, one is able to move from strategic thinking all the way through to execution of the strategy.

  11. Strategic petroleum reserve data acquisition system

    SciTech Connect

    Merillat, P D; Bauer, A G

    1980-10-01

    The Strategic Petroleum Reserve Data Acquisition System is a general purpose, digital data acquisition system designed for field use in the DOE's Strategic Petroleum Reserve testing and monitoring program. The system is computer driven, under the control of an operator. The system is designed to allow the operator to perform pre-test system configuration; test monitoring and control; and post test analysis. This document is a system description and an operator users manual. Topics covered include: configuration and running on-line tests, software documentation, and maintenance programming information.

  12. Strategic Petroleum Reserve: Annual/quarterly report

    SciTech Connect

    Not Available

    1994-02-16

    Section 165 of the Energy Policy and Conservation Act (Public Law 94-163), as amended, requires the Secretary of Energy to submit annual and quarterly reports to the President and the Congress on activities of the Strategic Petroleum Reserve. This report combines the fourth quarter 1993 Quarterly Report with the 1993 Annual Report. Key activities described include appropriations; life extension planning; expansion planning; Strategic Petroleum Reserve oil acquisition; the oil stabilization program; and the refined petroleum product reserve test programs. Sections of this report also describe the program mission; the storage facility development program; environmental compliance; budget and finance; and drawdown and distribution.

  13. Strategic Research Partnerships for Exploration

    NASA Technical Reports Server (NTRS)

    Nall, Mark

    2005-01-01

    NASA s Space Product Development Program has completed a significant transformation from an industry driven program focused on the commercial use of space, to a NASA space exploration driven program focused on providing research and technologies for space exploration through leveraged research partnerships. Initiated in 1985 under the NASA Office of Commercial Programs, the Space Product Development Program and associated Research Partnership Centers have worked with private industry to fulfill the NASA objective of ". . .enabling io the maximum extent possible the fullest commercial use of space." In 2001, the program began to place greater emphasis on dual use activities. In particular, those activities that enable commercial use of space, while at the Same time fulfill a NASA mission need. With the President s exploration, announcement in January 2004, the transformation of the Space Product Development program further focused on NASA exploration requirements. The Program s experience in successfully assisting industry with technology maturation is now being utilized by the Agency to affordably develop the technologies needed for sustainable human and robotic space exploration.

  14. Office of Student Financial Aid Quality Improvement Program: Design and Implementation Plan.

    ERIC Educational Resources Information Center

    Advanced Technology, Inc., Reston, VA.

    The purpose and direction of the Office of Student Financial Aid (OSFA) quality improvement program are described. The background and context for the Pell Grant quality control (QC) design study and the meaning of QC are reviewed. The general approach to quality improvement consists of the following elements: a strategic approach that enables OSFA…

  15. SHAPING OUR ENVIRONMENTAL FUTURE: FORESIGHT IN THE OFFICE OF RESEARCH AND DEVELOPMENT

    EPA Science Inventory

    Futures analysis is a structured process that uses a variety of analytical tools to help organizations to better understand, anticipate, and influence the potential events and conditions of tomorrow. In its 2001 Strategic Plan, EPA’s Office of Research and Development (ORD)...

  16. NASA's Office of Space Science and Applications: Process, priorities, and goals

    NASA Technical Reports Server (NTRS)

    1992-01-01

    Summarized here are the activities of a one-day workshop convened to assess the effectiveness and priority setting mechanisms used by NASA's Office of Space Science and Applications in carrying out its diverse scientific programs. Among the topics discussed were strategic planning, decision making, and goal setting.

  17. Strategies for Institutional Transformation: A Multi-Case Study of the Chief Diversity Officer Position

    ERIC Educational Resources Information Center

    Leon, Raul Alejandro

    2010-01-01

    This study is concerned with the fact that many colleges and universities have adopted strategic diversity plans, but many still fall short of reaping the benefits that diversity brings to the college environment (Milem, Chang, & Antonio, 2005). Today, several colleges and universities have developed a chief diversity officer (CDO) position to…

  18. The Educator's "Action" Office.

    ERIC Educational Resources Information Center

    Martin, Dikran J.

    Design criteria, standards, and human factors related to designing and planning flexible and efficient work environments for college faculty members are overviewed with six model (example) office plans included. The physical and psychological design needs in such an office facility are given, with task performance data on student faculty…

  19. Office Education Handbook.

    ERIC Educational Resources Information Center

    Powell, Theressa

    This handbook is designed to serve as a reference for office education instructors. Addressed in the individual sections of the guide are the following topics: design and delivery of office education, teacher qualifications and certification requirements, cooperative programs, preemployment laboratory programs, advisory committees, public…

  20. Chief Academic Officers.

    ERIC Educational Resources Information Center

    Mathews, Jay

    2001-01-01

    The emergence of a number 2 post (chief academic officer) focused on instructional leadership brings a new dynamic to the central office-particularly those headed by nontraditional superintendents. Used in universities, the CAO title lends cache. Women can get stuck in CAO positions; a few districts are eliminating them. (MLH)

  1. The Chief Diversity Officer

    ERIC Educational Resources Information Center

    Williams, Damon; Wade-Golden, Katrina

    2007-01-01

    Numerous institutions are moving toward the chief diversity officer model of leading and managing diversity in higher education. These officers carry formal administrative titles and ranks that range from vice president for institutional diversity to associate vice chancellor for diversity and climate and dean of diversity and academic engagement.…

  2. Planning for Office Automation.

    ERIC Educational Resources Information Center

    Sherron, Gene T.

    1982-01-01

    The steps taken toward office automation by the University of Maryland are described. Office automation is defined and some types of word processing systems are described. Policies developed in the writing of a campus plan are listed, followed by a section on procedures adopted to implement the plan. (Author/MLW)

  3. The Automated Office.

    ERIC Educational Resources Information Center

    Naclerio, Nick

    1979-01-01

    Clerical personnel may be able to climb career ladders as a result of office automation and expanded job opportunities in the word processing area. Suggests opportunities in an automated office system and lists books and periodicals on word processing for counselors and teachers. (MF)

  4. Office Procedures Curriculum Guidelines.

    ERIC Educational Resources Information Center

    Washington Office of the State Superintendent of Public Instruction, Olympia. Div. of Vocational-Technical and Adult Education Services.

    This guideline is intended as a resource for instructors who are teaching an office procedures course. This course offers closure for all students completing a scope and sequence in the business education program--accounting, secretarial, office services, and related areas. The stated purpose of the course is to prepare a secondary learner for…

  5. Naval Aviation Maintenance Office Information Strategy Plan

    SciTech Connect

    Halsey, P.J.; Busbee, M.E.; Miller, L.M.; Wills, J.W.; Woods, S.D.

    1990-06-01

    Data Systems Engineering Organization (DSEO) personnel, together with members of Naval Aviation Maintenance Office (NAMO), developed an Information Strategy Plan (ISP) using a combination of Information Engineering (IE) methodologies. The purpose of the ISP was to comprehensively and objectively analyze the information requirements of NAMO. The ISP activities began with structures interviews of the NAMO top level management to identify the information needs and functions crucial to the NAMO organization. Joint Applications Design (JAD) sessions were held with functional experts to further enhance what was learned during the interview cycle. The information gathered through interviews, JAD sessions, and survey of the current systems was used to develop the Strategic Plan and the deliverables of an ISP: the Information Architecture, Business Systems Architecture, and Technical Architecture. These architectures are detailed, along with the major findings, recommendations, strategies, and plans for implementing further stages of IE. 72 figs.

  6. The IAU Office of Astronomy Development

    NASA Astrophysics Data System (ADS)

    Mauduit, Jean-Christophe; Govender, K.

    2014-01-01

    The International Astronomical Union (IAU), the largest body of professional astronomers in the world, has set up the Office of Astronomy for Development (OAD) in partnership with the South African National Research Foundation (NRF). The OAD is located at the South African Astronomical Observatory (SAAO) in Cape Town. Its mission is to realise the IAU's Strategic Plan, which aims to use astronomy as a tool for development. It focuses on the following three main areas: "Universities and Research", "Children and Schools" and "Public Outreach". Eighteen projects worldwide have been funded for 2013 and are currently under way. More will be starting in 2014. The OAD is also setting up regional nodes and language expertise centres around the world. This presentation will describe the ongoing activities of the OAD and plans for the future.

  7. Exploring Strategic Maturity in HRD--Rhetoric, Aspiration or Reality?

    ERIC Educational Resources Information Center

    McCracken, Martin; Wallace, Mary

    2000-01-01

    A study investigated the hypothesis that strategic human resource development shapes rather than supports corporate strategy. Data from 96 companies were used to analyze and revise a model of strategic partnerships. (Contains 92 references.) (SK)

  8. Strategic Plan for Maryland Community Colleges.

    ERIC Educational Resources Information Center

    Maryland State Board for Community Colleges, Annapolis.

    Building upon previous plans and reports developed by the Maryland State Board for Community Colleges (MSBCC), this strategic plan identifies the possibilities that face the MSBCC and the community college system. After describing the statewide planning process for community colleges, the report provides an overview of higher education in…

  9. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... been operating under an approved plan for at least one year. (b) Data reporting. The OTS's approval of... multi-year plan must include annual interim measurable goals under which the OTS will evaluate the... 12 Banks and Banking 5 2011-01-01 2011-01-01 false Strategic plan. 563e.27 Section 563e.27...

  10. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... under an approved plan for at least one year. (b) Data reporting. The appropriate Federal banking agency... any multi-year plan must include annual interim measurable goals under which the appropriate Federal... 12 Banks and Banking 1 2014-01-01 2014-01-01 false Strategic plan. 195.27 Section 195.27 Banks...

  11. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... under an approved plan for at least one year. (b) Data reporting. The appropriate Federal banking agency... any multi-year plan must include annual interim measurable goals under which the appropriate Federal... 12 Banks and Banking 1 2013-01-01 2013-01-01 false Strategic plan. 195.27 Section 195.27 Banks...

  12. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... been operating under an approved plan for at least one year. (b) Data reporting. The OTS's approval of... multi-year plan must include annual interim measurable goals under which the OTS will evaluate the... 12 Banks and Banking 6 2013-01-01 2012-01-01 true Strategic plan. 563e.27 Section 563e.27...

  13. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... under an approved plan for at least one year. (b) Data reporting. The appropriate Federal banking agency... any multi-year plan must include annual interim measurable goals under which the appropriate Federal... 12 Banks and Banking 1 2012-01-01 2012-01-01 false Strategic plan. 195.27 Section 195.27 Banks...

  14. A Strategic Plan for Microcomputers in Schools.

    ERIC Educational Resources Information Center

    Alberta Dept. of Education, Edmonton. Curriculum Branch.

    This strategic plan is a synthesis of a number of previous studies on computers in the schools of Alberta, Canada, as well as an assessment of the current situation in the schools, and a recognition of today's difficult fiscal climate. The topics covered include the rationale for integrating microcomputers into school programs; risks and…

  15. National Strategic Research Plan 1991, 1992, 1993.

    ERIC Educational Resources Information Center

    National Inst. on Deafness and Other Communications Disorders, Bethesda, MD.

    This report updates the National Strategic Research Plan of the National Institute on Deafness and Other Communication Disorders (NIDCD) and reports progress made from 1991 through 1993 as required by the National Deafness and Other Communication Disorders Act of 1988 (Public Law 100-553) which established the Institute. An executive summary…

  16. Entrepreneurship through Strategic Planning, Management, and Evaluation.

    ERIC Educational Resources Information Center

    Groff, Warren H.

    A process to assess a college's external environment and audit its internal environment in order to pursue options available to postsecondary education is described. Essentially the concept is one of matching opportunities in the external environment with institutional strengths as determined by an internal audit. Strategic planning must consider…

  17. Strategic directions and mechanisms in technology transfer

    NASA Technical Reports Server (NTRS)

    Mackin, Robert

    1992-01-01

    An outline summarizing the Working Panel discussion related to strategic directions for technology transfer is presented. Specific topics addressed include measuring success, management of technology, innovation and experimentation in the tech transfer process, integration of tech transfer into R&D planning, institutionalization of tech transfer, and policy/legislative resources.

  18. Towards a Redefinition of Strategic HRD.

    ERIC Educational Resources Information Center

    McCracken, Martin; Wallace, Mary

    2000-01-01

    Redefines and enhances nine characteristics of strategic human resource development (SHRD) in Garavan's model. Builds a new model illustrating how company mission defines strategy. The model links training with organizations that have no learning culture, HRD with a weak learning culture, and SHRD with a strong learning culture. (SK)

  19. Strengthening Board Capacity for Strategic Financial Oversight

    ERIC Educational Resources Information Center

    Wellman, Jane V.

    2008-01-01

    This paper is the last in a series of reports and initiatives in AGB's Cost Project. The project was designed to build governing board capacity to monitor institutional costs effectively and strategically. Costs and productivity are not new issues in higher education. AGB and its member governing boards have long recognized the importance of…

  20. State of Washington Strategic Information Technology Plan.

    ERIC Educational Resources Information Center

    Washington State Dept. of Information Services, Olympia. Policy and Regulation Div.

    The Strategic Information Technology Plan of Washington is introduced and explained. The plan is mandated by state law to create a new framework for communication and collaboration to bring together agency technology planning with the achievement of statewide information technology goals and strategies. It provides a point of reference for the…

  1. Strategic Planning (Thinking) for the Digital Era.

    ERIC Educational Resources Information Center

    Groff, Warren H.

    This paper examines trends and issues in strategic planning for business and educational institutions on an international level. The paper is organized into sections on analysis, visions, and action plans. Under "analysis" the discussion focuses on commerce (electronic commerce, Asia Pacific, Europe, and the Americas, and stages of the e-business…

  2. Technology Planning: Thinking Strategically for Planning.

    ERIC Educational Resources Information Center

    Westbrook, Kathleen C.

    1993-01-01

    Sound educational planning is essential in an era faced with declining resources, increasing accountability demands, and reluctance to fund higher taxation requests. Planners are seriously challenged by shift from an industrial to a paperless, technological society. This article compares long-range and strategic planning approaches, describes…

  3. Collaborative Strategic Reading: Findings from Experienced Implementers

    ERIC Educational Resources Information Center

    Vaughn, Sharon; Roberts, Greg; Klingner, Janette K.; Swanson, Elizabeth A.; Boardman, Alison; Stillman-Spisak, Stephanie J.; Mohammed, Sarojani S.; Leroux, Audrey J.

    2013-01-01

    This study examined the effects and fidelity of collaborative strategic reading (CSR) implemented by experienced CSR teachers (participated in previous study; Vaughn et al., 2011) on the reading comprehension outcomes of students in English/Language Arts (ELA) or Reading classes. Eligible teachers (12 of 17; others reassigned to teach…

  4. Collaborative Strategic Reading: Fostering Success for All

    ERIC Educational Resources Information Center

    Annamma, Subini; Eppolito, Amy; Klingner, Janette; Boele, Amy; Boardman, Alison; Stillman-Spisak, Stephanie J.

    2011-01-01

    The authors interviewed 17 middle school reading and language arts teachers as part of a larger study on an evidence-based intervention called Collaborative Strategic Reading (CSR). CSR is a multi-component reading instructional model combined with cooperative grouping and peer discussion. We show from the teacher interviews that CSR has benefits…

  5. Teaching Reading Comprehension through Collaborative Strategic Reading.

    ERIC Educational Resources Information Center

    Vaughn, Sharon; Klingner, Janette Kettman

    1999-01-01

    Provides an overview of collaborative strategic reading (CSR) as an approach to enhancing the reading-comprehension skills of students with learning disabilities. Procedures for implementing CSR with collaborative groups and techniques for teaching reading-comprehension skills are provided. The role of the teacher is described and sample teaching…

  6. Strategic petroleum reserve planning and modeling

    SciTech Connect

    Leiby, P.N.

    1996-06-01

    The Strategic Petroleum Reserve (SPR) is a government-owned stockpile of crude oil intended to serve as a buffer against possible oil market disruptions. The overall purpose of this project is to develop and apply improved models and tools for SPR management. Current project efforts emphasize developing new modeling tools to explicitly and flexibly portray oil market uncertainty and SPR planning risk.

  7. The Strategic Value of Dual Enrollment Programs

    ERIC Educational Resources Information Center

    Morrison, Michael C.

    2008-01-01

    There are many strategic benefits that can be derived from a partnership program between a community college and regional high schools to offer early college credit to qualified students. Institutional research at North Iowa Area Community College (NIACC) finds that these "acceleration programs" are improving student outcomes in a number of areas,…

  8. Tenure, Functional Track and Strategic Leadership

    ERIC Educational Resources Information Center

    Eacott, Scott

    2010-01-01

    Purpose: The purpose of this paper is to investigate whether the demographic variables of tenure and functional track have a moderating effect on the strategic leadership of school leaders. Design/methodology/approach: Using a conceptual framework developed by the researcher, a static/cross-sectional questionnaire-based study on a convenience…

  9. Developing Strategic Alliances in Management Learning

    ERIC Educational Resources Information Center

    Thorne, E. Ann; Wright, Gill

    2005-01-01

    Purpose: The notion of effective strategic alliances provides the basis on which this paper proposes a framework to manage the application and outcomes of management learning. The management of key partner collaboration emerges in this paper as a major success factor in determining effective management learning. A proactive structured approach to…

  10. Finding Strategic Solutions to Reduce Truancy

    ERIC Educational Resources Information Center

    Reid, Ken

    2010-01-01

    This article focuses on recent developments to find strategic solutions to the problem of truancy. It considers issues related to defining truancy and why reducing truancy matters before considering what causes truancy. The article concentrates upon seven areas where further work is needed: the role of parents (and carers); early intervention,…

  11. Facilitating Economic Development through Strategic Alliances.

    ERIC Educational Resources Information Center

    Noftsinger, John B., Jr.

    2002-01-01

    Discusses how colleges and universities are becoming increasingly involved in economic development, with the formation of strategic alliances that have led to programs that benefit business and higher education. Discusses example programs from the Valley of Virginia Partnership for Education, and the outreach program of James Madison University.…

  12. Observability in strategic models of viability selection.

    PubMed

    Gámez, M; Carreño, R; Kósa, A; Varga, Z

    2003-10-01

    Strategic models of frequency-dependent viability selection, in terms of mathematical systems theory, are considered as a dynamic observation system. Using a general sufficient condition for observability of nonlinear systems with invariant manifold, it is studied whether, observing certain phenotypic characteristics of the population, the development of its genetic state can be recovered, at least near equilibrium. PMID:14563566

  13. Networking as a Strategic Tool, 1991

    NASA Technical Reports Server (NTRS)

    1991-01-01

    This conference focuses on the technological advances, pitfalls, requirements, and trends involved in planning and implementing an effective computer network system. The basic theme of the conference is networking as a strategic tool. Tutorials and conference presentations explore the technology and methods involved in this rapidly changing field. Future directions are explored from a global, as well as local, perspective.

  14. The IAU Strategic Plan and its Implementation

    NASA Astrophysics Data System (ADS)

    Miley, George

    2015-03-01

    I shall review the content of the IAU Strategic Plan (SP) to use astronomy as a tool for stimulating development globally during the decade 2010 - 2020. Considerable progress has been made in its implementation since the Plan was ratified at the last General Assembly.

  15. Relationship of Strategic Planning and Futures Methodologies.

    ERIC Educational Resources Information Center

    Hayman, John

    Today's unprecedented rate of change requires that decision-makers use effective procedures to deal with the increasing complexity and uncertainty regarding the future results of their decisions. Strategic planning is a middle- and long-range method that fills this need. Its holistic, general-systems orientation is the only way to handle the…

  16. Involving human resources in strategic planning.

    PubMed

    Eisenberg, B

    1988-07-01

    Too often, human-resources departments are not fully involved in strategic planning. However, any plan that neglects work-force recruitment, structure and motivation is incomplete. The author explains how a human-resources department can strengthen its function and become part of the planning process from the beginning. PMID:10302676

  17. Becoming a Strategic Language Learner in CALL

    ERIC Educational Resources Information Center

    Cohen, Andrew D.

    2007-01-01

    This article outlines what it means to be a strategic language learner in the context of Computer-Assisted Language Learning (CALL). It looks at the possible roles for language learner strategies at their crucial intersection with language learning technology. We will first consider what language learner strategies have been represented in…

  18. Districts More Strategic about Hiring Teachers

    ERIC Educational Resources Information Center

    Sawchuk, Stephen

    2011-01-01

    A handful of urban districts, such as Denver, the District of Columbia, Pittsburgh, and Tulsa, Oklahoma, are taking steps to practice "strategic hiring." The efforts consist of collecting a more-robust set of information on candidates, developing stronger relationships with teacher-preparation programs, and tracking new hires to determine their…

  19. Strategic Partnerships in Fuel Cell Development

    ERIC Educational Resources Information Center

    Diab, Dorey

    2006-01-01

    This article describes how forming strategic alliances with universities, emerging technology companies, the state of Ohio, the federal government, and the National Science Foundation, has enabled Stark State College to develop a $5.5 million Fuel Cell Prototyping Center and establish a Fuel Cell Technology program to promote economic development…

  20. Strategic School Funding for Improved Student Achievement

    ERIC Educational Resources Information Center

    Chambers, Jay G.; Brown, James R.; Levin, Jesse; Jubb, Steve; Harper, Dorothy; Tolleson, Ray; Manship, Karen

    2010-01-01

    This article features Strategic School Funding for Results (SSFR) project, a new joint initiative of the American Institutes for Research (AIR) and Pivot Learning Partners (PLP) aimed at improving school finance, human resources, and management systems in large urban school districts. The goal of the project is to develop and implement more…

  1. Incrementalism and Strategic Change: A University's Experience

    ERIC Educational Resources Information Center

    Arnaboldi, Michela; Azzone, Giovanni

    2005-01-01

    Purpose: The processual interpretation of strategic change has been often applied to private companies searching for a logic behind their apparent chaotic transformation. The purpose of this paper is to report on an experience in a public organisation, an Italian university, where this perspective is exceptionally reflected, entailing a refining…

  2. Environmental Scanning Is Vital to Strategic Planning.

    ERIC Educational Resources Information Center

    Poole, Molly Linda

    1991-01-01

    Educators involved in strategic planning can use environmental scanning techniques to anticipate social, economic, political, and technological changes that will affect their schools. Compared to more traditional data gathering, environmental scanning is wider in scope and more concerned with anticipating the future and studying the interaction of…

  3. Using KPIs To Anchor Strategic Choices.

    ERIC Educational Resources Information Center

    Rowley, Daniel James

    1997-01-01

    Colleges and universities should approach strategic change by establishing three kinds of key performance indicators (KPIs): mandated (state-mandates or other imposed objectives); management (determined by the administration); and derived (from the special intentions of institutional units). By assembling the three kinds of KPIs, the strategic…

  4. Strategic Leadership and School Reform in Taiwan

    ERIC Educational Resources Information Center

    Chen, Peiying

    2008-01-01

    This article examines school leadership in the context of Taiwanese educational reform since the mid-1990s. The goal of the inquiry is twofold: to explore the conflicts that school administrators have confronted in facilitating school reform and to analyze the strategic and innovative leadership practices that have facilitated improvements in…

  5. Strategic Knowledge Networks for Global Education

    ERIC Educational Resources Information Center

    Peterson, J. Fiona

    2009-01-01

    The inherent opportunities for communication, collaboration and experiential learning in an online and global network create the impetus for the new network paradigm in higher education. A strategic knowledge network in education was designed and developed to build "Mode 2" knowledge capabilities; create new knowledge for innovative application;…

  6. HEFCE Strategic Plan, 2000-05. Report.

    ERIC Educational Resources Information Center

    Higher Education Funding Council for England, Bristol.

    The Higher Education Funding Council for England (HEFCE) presents its strategic plan for the years 2000 through 2005. Within the scope of the plan, three major areas of focus are promoting quality, encouraging increased participation in higher education, and fostering teaching, learning, and research in light of those activities' connection to…

  7. The Strategic Management of College Enrollments.

    ERIC Educational Resources Information Center

    Hossler, Don; And Others

    The book provides an examination of research and practice related to enrollment management at institutions of higher education. Part 1 describes enrollment management in the context of strategic planning and presents four organizational approaches. Part 2 focuses on marketing and student recruitment, while Part 3 considers student retention.…

  8. Guide to Strategic Planning for Educators.

    ERIC Educational Resources Information Center

    McCune, Shirley D.

    The industrial age is giving way to a new society, an information age first seen in the economic sector and now transforming U.S. social, political, organizational, and personal lives. Educational institutions must reorganize to meet the changing conditions of this new society. To help schools with strategic planning efforts, the three chapters of…

  9. Strategic Issues: Priorities for the Future.

    ERIC Educational Resources Information Center

    Alamo Community Coll. District, San Antonio, TX.

    Strategic priorities for the Alamo Community College District (ACCD) are identified based on conclusions drawn by the ACCD Community Advisory Council from studies of: (1) Bexar County population characteristics and trends; (2) community economic and social priorities; (3) college enrollment potential; (4) needs and characteristics of the ACCD's…

  10. Southeastern Community College Strategic Plan, August 1996.

    ERIC Educational Resources Information Center

    Southeastern Community Coll., West Burlington, IA.

    This report highlights a 1996 strategic plan developed by Southeastern Community College (SCC), in Iowa, after an exhaustive review of an existing plan and the identification of new institutional goals. Following SCC's educational philosophy statement, mission statement, and definitions of terms, the plan provides charts of SCC strengths and areas…

  11. Philosophical Scrutiny of the Strategic Defense Initiatives.

    ERIC Educational Resources Information Center

    Schonsheck, Jonathan

    1986-01-01

    Analyzes three Strategic Defense Initiative (SDI) proposals, and argues that only the least technologically feasible variant (the AstroAtmosOceanDome conception) can be judged morally superior to old-fashioned "we'll kill you if you kill us" deterrence ideas. (JDH)

  12. Strategic Family Therapy of Avoidant Behavior.

    ERIC Educational Resources Information Center

    Burgess, Thomas A.; Hinkle, J. Scott

    1993-01-01

    Notes that Millon's biopsychosocial model asserts that socioenvironmental factors of parental or peer rejection may shape development of avoidant behavior but does not elaborate on how family system may perpetuate its existence once disorder has evolved. Presents brief overview of avoidant behavior and strategic family therapy case study.…

  13. Advancing the Community College Strategic Plan.

    ERIC Educational Resources Information Center

    Herbkersman, Neil; Hibbert-Jones, Karla

    2002-01-01

    Discusses the importance of developing a comprehensive grants development process to advance community college strategic plans, especially in the current economic climate. Details the process as developed and implemented by Sinclair Community College (Ohio). States that colleges that employ methodical processes and effective operating systems to…

  14. A Strategic Vision for Higher Education

    ERIC Educational Resources Information Center

    Spellings, Margaret

    2005-01-01

    Where is the manual on American higher education in the 21st century? In this article, the author argues that there is none and that it is up to the federal government and higher education leaders to provide this strategic vision. She further states that the federal government and higher education leaders must have the vision to see where higher…

  15. Institutional and strategic choice perspectives on board involvement in the strategic decision process.

    PubMed

    Judge, W Q; Zeithaml, C P

    1992-10-01

    The level of a board of directors' involvement in strategic decisions can be viewed as an institutional response or as a strategic adaptation to external pressures for greater board involvement. We examined the antecedents and effects of board involvement from both the institutional and strategic choice perspectives. Data obtained from personal interviews with 114 board members and archival records indicated that board size and levels of diversification and insider representation were negatively related to board involvement, and organizational age was positively related to it. Furthermore, we found board involvement to be positively related to financial performance after controlling for industry and size effects. Overall, the results suggest that both theoretical perspectives are necessary for a comprehensive description of the strategic role of boards. PMID:10122320

  16. Creating a strategic plan for configuration management using computer aided software engineering (CASE) tools

    SciTech Connect

    Smith, P.R.; Sarfaty, R.

    1993-05-01

    This paper provides guidance in the definition, documentation, measurement, enhancement of processes, and validation of a strategic plan for configuration management (CM). The approach and methodology used in establishing a strategic plan is the same for any enterprise, including the Department of Energy (DOE), commercial nuclear plants, the Department of Defense (DOD), or large industrial complexes. The principles and techniques presented are used world wide by some of the largest corporations. The authors used industry knowledge and the areas of their current employment to illustrate and provide examples. Developing a strategic configuration and information management plan for DOE Idaho Field Office (DOE-ID) facilities is discussed in this paper. A good knowledge of CM principles is the key to successful strategic planning. This paper will describe and define CM elements, and discuss how CM integrates the facility`s physical configuration, design basis, and documentation. The strategic plan does not need the support of a computer aided software engineering (CASE) tool. However, the use of the CASE tool provides a methodology for consistency in approach, graphics, and database capability combined to form an encyclopedia and a method of presentation that is easily understood and aids the process of reengineering. CASE tools have much more capability than those stated above. Some examples are supporting a joint application development group (JAD) to prepare a software functional specification document and, if necessary, provide the capability to automatically generate software application code. This paper briefly discusses characteristics and capabilities of two CASE tools that use different methodologies to generate similar deliverables.

  17. Strategic HRD. [Concurrent Symposium Session at AHRD Annual Conference, 1998.

    ERIC Educational Resources Information Center

    1998

    This document contains four papers from a symposium on strategic human resource development (HRD). "The GEICO Challenge Session: A Model for Integrating Human Resource Development and Strategic Planning" (Clyde T. Conine, Jr., Bill P. Criswell) reports on a study that delineated the nature of the integration of HRD into the strategic planning…

  18. Unmasking the Capability of Strategic Learning: A Validation Study

    ERIC Educational Resources Information Center

    Siren, Charlotta A.

    2012-01-01

    Purpose: The strategic learning perspective has attracted increased interest among strategic management scholars, yet the operationalisation of this concept is still in its infancy. The aim of this study is to develop a multidimensional understanding of the strategic learning process and to build an instrument to measure this concept.…

  19. Strategic Learning Capability: Through the Lens of Environmental Jolts

    ERIC Educational Resources Information Center

    Moon, Hanna; Lee, Chan

    2015-01-01

    Purpose: This paper aims to deepen the understanding of strategic learning through the lens of environmental jolts. Design/methodology/approach: Strategic learning is explained from the three paradigms of organizational learning. Findings: Organizational learning provides a firm foundation to develop and elaborate the concept of strategic learning…

  20. A Model of Strategic Changes: Universities and Dynamic Capabilities.

    ERIC Educational Resources Information Center

    Gallardo, Francisca Orihuela; Navarro, Jose Ruiz

    2003-01-01

    Describes the need for the strategic management of universities in a dynamic and changing environment that requires flexibility from complex institutions like universities. Proposes a model of strategic change that takes into consideration the experience of change in large, complex organizations and recent approaches to strategic management. (SLD)

  1. Strategic Capability Development in the Higher Education Sector

    ERIC Educational Resources Information Center

    Brown, Paul

    2004-01-01

    The research adopts a case study approach (in higher education) to investigate how strategic capabilities might be developed in an organisation through strategic management development (SMD). SMD is defined as "Management development interventions which are intended to enhance the strategic capability and corporate performance of an organisation".…

  2. Definitions, Benefits, and Barriers of K-12 Educational Strategic Planning

    ERIC Educational Resources Information Center

    Hambright, Grant; Diamantes, Thomas

    2004-01-01

    This comprehensive literature review seeks to define strategic planning in a K-12 setting. Principally, it asks, what characteristics distinguish educational strategic planning from other planning approaches? What follows is a content analysis of the educational strategic planning literature detailing the critical attributes of various planning…

  3. Strategic Planning: Implementation and First-Year Appraisal.

    ERIC Educational Resources Information Center

    Gratch, Bonnie; Wood, Elizabeth

    1991-01-01

    Discussion of strategic planning in academic libraries focuses on Bowling Green State University's experience with the strategic planning process. A strategic planning model is explained; the development of goals, objectives, and priorities is discussed; planning for implementation is described; and the review and revision process is discussed.…

  4. Strategic Long Range Planning for Universities. AIR Forum 1980 Paper.

    ERIC Educational Resources Information Center

    Baker, Michael E.

    The use of strategic long-range planning at Carnegie-Mellon University (CMU) is discussed. A structure for strategic planning analysis that integrates existing techniques is presented, and examples of planning activities at CMU are included. The key concept in strategic planning is competitive advantage: if a university has a competitive…

  5. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 8 2013-01-01 2013-01-01 false Strategic business plan. 917.5 Section 917.5 Banks and Banking FEDERAL HOUSING FINANCE BOARD GOVERNANCE AND MANAGEMENT OF THE FEDERAL HOME LOAN BANKS POWERS AND RESPONSIBILITIES OF BANK BOARDS OF DIRECTORS AND SENIOR MANAGEMENT § 917.5 Strategic business plan. (a) Adoption of strategic...

  6. North Carolina Community College System 2001-2003 Strategic Plan.

    ERIC Educational Resources Information Center

    North Carolina Community Coll. System, Raleigh.

    Presents North Carolina Community College System's (NCCCS's) 2001-2003 Strategic Plan. Contains the following items: a mission statement; planning assumptions for 2001-2003 by strategic initiatives; goals and objectives: 2001-2003 Strategic Plan; and appendices. The mission of the NCCCS is to open the door to high-quality, accessible educational…

  7. Developing a Model for Strategic Leadership in Schools

    ERIC Educational Resources Information Center

    Davies, Barbara J.; Davies, Brent

    2006-01-01

    Strategic leadership is a critical component in the effective development of schools. Currently the educational debate is shifting to focus on how short-term improvements can become strategically sustainable. This article will put forward the view that renewed attention needs to be paid to the strategic dimension of leadership to ensure this…

  8. 76 FR 60811 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-09-30

    .... SUMMARY: On August 23, 2011 (76 FR 52642), the United States Strategic Command Strategic Advisory Group... Center, Building 432, 906 SAC Boulevard, Offutt Air Force Base (AFB), Nebraska 68113. Pursuant to...

  9. NASA's Meteoroid Environment Office

    NASA Technical Reports Server (NTRS)

    Suggs, Robert M.; Cooke, William; McNamara, Heather

    2004-01-01

    The Meteoroid Environment Office (MEO) has recently been formed within the Engineering Directorate at NASA's Marshall Space Flight Center. With agency-wide responsibility for defining the meteoroid environments for spacecraft engineering operations purposes, the MEO will distribute a state-of-the-art sporadic meteoroid model as well as meteor shower forecasts for spacecraft operators. To improve these models and forecasts, the MEO will manage an observation and research program. Office responsibilities, products, and plans will be discussed in this paper. The MEO is sponsored by the Office of Safety and Mission Assurance at NASA Headquarters.

  10. Managing for Results: Using Strategic Human Capital Management To Drive Transformational Change. Testimony before the National Commission on the Public Service.

    ERIC Educational Resources Information Center

    Walker, David M.

    The General Accounting Office (GAO) examined the effectiveness of using strategic human capital (HC) management to drive transformational change in federal agencies and reported on its own implementation of a new competency-based performance management system. First, the potential impacts of the following three broad HC reform opportunities to…

  11. OFFICE OF WATER RESOURCE CENTER

    EPA Science Inventory

    Resource Purpose:The Resource Center provides support to the management of the Immediate Office, Office of Groundwater and Drinking Water, Office of Science and Technology, Office of Wastewater Management, and Office of Wetlands, Oceans, and Watersheds. Support includes: ...

  12. 14. Second floor office (coast guard) in area office building ...

    Library of Congress Historic Buildings Survey, Historic Engineering Record, Historic Landscapes Survey

    14. Second floor office (coast guard) in area office building looking southwest - Duluth Ship Canal, Marine Museum-Area Office, North end of Minnesota Point at Canal Park, Duluth, St. Louis County, MN

  13. Office of the Chief Financial Officer Annual Report 2009

    SciTech Connect

    Fernandez, Jeffrey

    2009-12-15

    Presented is the 2009 Chief Financial Officer's Annual Report. The data included in this report has been compiled from the Budget Office, the Controller, Procurement and Property Management and the Sponsored Projects Office.

  14. 19. GROUND STORY, POST OFFICE LOBBY DETAIL OF POST OFFICE ...

    Library of Congress Historic Buildings Survey, Historic Engineering Record, Historic Landscapes Survey

    19. GROUND STORY, POST OFFICE LOBBY DETAIL OF POST OFFICE BOXES ALONG WEST WALL OF LEXINGTON AVENUE ARM - Grand Central Post Office Annex, Forty-fifth Street & Lexington Avenue, Southwest corner, New York County, NY

  15. Encouraging resilience within SMEs: the Cabinet Office's proposed approach.

    PubMed

    Sterling, Stuart

    2011-06-01

    This paper introduces the Cabinet Office's Civil Contingencies Secretariat (CCS). It explains how the National Risk Assessment, produced within the CCS, is created and used. As part of the recent Strategic Defence and Security Review, the Government made a commitment to improve the business continuity of small and medium-sized enterprises (SMEs).This paper describes the CCS's approach to achieving this, and explains why the resilience of SMEs is important to both local communities, at a time of disruption or crisis, and the essential services sectors, such as energy, food and transport. It provides an outline of a strategic approach that will seek to simplify business continuity by making it accessible, achievable and affordable, and, in partnership with the organisations that SMEs turn to for advice, promotes the benefits of business continuity and encourages its use. PMID:21835751

  16. The NABIR Strategic Plan 2001

    SciTech Connect

    Various

    2001-10-22

    For more than 50 years, the U.S. created a vast network of more than 113 facilities for research, development, and testing of nuclear materials. As a result of these activities, subsurface contamination has been identified at over 7,000 discrete sites across the U.S. Department of Energy (DOE) complex. With the end of the Cold War threat, the DOE has shifted its emphasis to remediation, decommissioning, and decontamination of the immense volumes of contaminated groundwater, sediments, and structures at its sites. DOE is currently responsible for remediating 1.7 trillion gallons of contaminated groundwater, an amount equal to approximately four times the daily U.S. water consumption, and 40 million cubic meters of contaminated soil, enough to fill approximately 17 professional sports stadiums. It is estimated that more than 60% of DOE facilities have groundwater contaminated with metals or radionuclides. The only contaminant that appears more often than metal and radionuclide contaminants in groundwater is chlorinated hydrocarbons. More than 50% of all soil and sediments at DOE facilities are contaminated with metal and radionuclides, the contaminants found with the highest frequency in soil at all DOE waste sites. Indeed, while virtually all of the contaminants found at industrial sites nationwide can also be found at DOE sites, many of the metals and especially the radionuclides found on DOE sites are unique to those sites. Current technology for treatment of groundwater contaminated with metals and/or radionuclides is ''pump and treat,'' followed by disposal or reinjection of treated water. This process can be costly and inefficient due to the difficulty of completely removing the contaminated groundwater and sorption of contaminants on mineral surfaces. DOE's Office of Environmental Management (EM), which is responsible for the cleanup, has stated that advances in science and technology are critical for DOE to reduce costs and successfully address these long

  17. Planning for Office Automation.

    ERIC Educational Resources Information Center

    Mick, Colin K.

    1983-01-01

    Outlines a practical approach to planning for office automation termed the "Focused Process Approach" (the "what" phase, "how" phase, "doing" phase) which is a synthesis of the problem-solving and participatory planning approaches. Thirteen references are provided. (EJS)

  18. Office of Inspector General semiannual report to Congress, October 1, 1997--March 31, 1998

    SciTech Connect

    1998-04-01

    This Office of Inspector General (OIG) Semiannual Report to the Congress covers the period from October 1, 1997, through March 31, 1998. The report summarizes significant audit, inspection, and investigative accomplishments for the reporting period that facilitated Department of Energy (Department) efforts to improve management controls and ensure efficient and effective operation of its programs. This report highlights OIG accomplishments in support of its Strategic Plan. Narratives of the Office`s most significant reports are grouped by the strategic goals against which the OIG measures its performance. To put the OIG accomplishments for this reporting period in context, the following statistical information is provided: audit and inspection reports issued -- 47; recommendations that funds be put to better use -- $356,257,856; management commitment to taking corrective actions -- $289,106,445; criminal indictments/convictions -- 8; fines and recoveries -- $1,612,932; and investigative reports to management recommending positive change -- 21.

  19. Using strategic foresight to assess conservation opportunity.

    PubMed

    Cook, Carly N; Wintle, Bonnie C; Aldrich, Stephen C; Wintle, Brendan A

    2014-12-01

    The nature of conservation challenges can foster a reactive, rather than proactive approach to decision making. Failure to anticipate problems before they escalate results in the need for more costly and time-consuming solutions. Proactive conservation requires forward-looking approaches to decision making that consider possible futures without being overly constrained by the past. Strategic foresight provides a structured process for considering the most desirable future and for mapping the most efficient and effective approaches to promoting that future with tools that facilitate creative thinking. The process involves 6 steps: setting the scope, collecting inputs, analyzing signals, interpreting the information, determining how to act, and implementing the outcomes. Strategic foresight is ideal for seeking, recognizing, and realizing conservation opportunities because it explicitly encourages a broad-minded, forward-looking perspective on an issue. Despite its potential value, the foresight process is rarely used to address conservation issues, and previous attempts have generally failed to influence policy. We present the strategic foresight process as it can be used for proactive conservation planning, describing some of the key tools in the foresight tool kit and how they can be used to identify and exploit different types of conservation opportunities. Scanning is an important tool for collecting and organizing diverse streams of information and can be used to recognize new opportunities and those that could be created. Scenario planning explores how current trends, drivers of change, and key uncertainties might influence the future and can be used to identify barriers to opportunities. Backcasting is used to map out a path to a goal and can determine how to remove barriers to opportunities. We highlight how the foresight process was used to identify conservation opportunities during the development of a strategic plan to address climate change in New York

  20. An analysis of increasing the size of the strategic petroleum reserve to one billion barrels

    SciTech Connect

    Not Available

    1990-01-01

    The Department of Energy's Office of Energy Emergency Policy and Evaluation requested that the Energy Information Administration complete an analysis of the proposed expansion in the Strategic Petroleum Reserve (SPR) from its currently planned size of 750 million barrels to 1000 million barrels. Because the SPR contains only 580 million barrels at this point in time, the benefits and costs of increasing the SPR from 600 to 750 million barrels were also estimated. This report documents the assumptions, methodology, and results of the analysis. 17 figs., 15 tabs.

  1. One more time: what do we mean by strategic management?

    PubMed

    Smith, D P

    1987-05-01

    Health care executives and planners struggling to improve their organizations' ability to cope with the pace of change in today's hospital environment are advised to consider the concepts and practices of strategic management. This approach has been prescribed in other industries as a remedy to the failure of the strategic planning of the 1970s to guide American businesses in the past decade's unstable business environment successfully. Strategic management expands the domain of strategic planning beyond the traditional focus on technical, externally oriented problem solving. Strategically managed companies have excelled at execution of strategy because they are adept at building new capabilities consistent with strategy, heed behavioral aspects of planning and change, and skillfully blend the roles of line managers and planning staff. While strategically managed hospitals or hospital systems are few and far between, the nature and pace of change in the environment are propelling more in the direction of strategic management. PMID:10301616

  2. Office for Human Research Protections

    MedlinePlus

    ... Office for Human Research Protections The Office for Human Research Protections (OHRP) provides leadership in the protection of the rights, welfare, and wellbeing of human subjects involved in ...

  3. International strategic minerals inventory summary report; chromium

    USGS Publications Warehouse

    DeYoung, J.H., Jr.; Lee, M.P.; Lipin, B.R.

    1984-01-01

    Major world resources of chromium, a strategic mineral commodity, are described in this summary report of information in the International Strategic Minerals Inventory {ISMI}. ISMI is a cooperative data-collection effort of earth-science and mineral-resource agencies in Australia, Canada, the Federal Republic of Germany, the Republic of South Africa, and the United States of America. This report, designed to be of benefit to policy analysts, contains two parts. Part I presents an overview of the resources and potential supply of chromium on the basis of inventory information. Part II contains tables of some of the geologic information and mineral-resource and production data that were collected by ISMI participants.

  4. A Diffusive Strategic Dynamics for Social Systems

    NASA Astrophysics Data System (ADS)

    Agliari, Elena; Burioni, Raffaella; Contucci, Pierluigi

    2010-05-01

    We propose a model for the dynamics of a social system, which includes diffusive effects and a biased rule for spin-flips, reproducing the effect of strategic choices. This model is able to mimic some phenomena taking place during marketing or political campaigns. Using a cost function based on the Ising model defined on the typical quenched interaction environments for social systems (Erdös-Renyi graph, small-world and scale-free networks), we find, by numerical simulations, that a stable stationary state is reached, and we compare the final state to the one obtained with standard dynamics, by means of total magnetization and magnetic susceptibility. Our results show that the diffusive strategic dynamics features a critical interaction parameter strictly lower than the standard one. We discuss the relevance of our findings in social systems.

  5. Are "drink responsibly" alcohol campaigns strategically ambiguous?

    PubMed

    Smith, Sandi W; Atkin, Charles K; Roznowski, JoAnn

    2006-01-01

    This article applies the concept of strategic ambiguity in examining viewer responses to brewer-sponsored "responsible drinking" television advertising campaigns. Strategically ambiguous messages are designed to engender diverse interpretations between varied audience segments, and these different selective perceptions should translate into relatively uniform positive corporate images. In this study, teenage and young adult respondents were shown a series of television spots from two leading alcohol companies. As predicted, there was a high degree of diversity in meanings of message content and campaign purpose derived by viewers, particularly among less sophisticated teenagers. Moreover, evaluative ratings of messages and sponsors were generally favorable and more uniform than interpretive responses. The research demonstrates how seemingly prohealth messages can serve to subtly advance both industry sales and public relations interests. PMID:16813484

  6. Accuracy of forecasts in strategic intelligence

    PubMed Central

    Mandel, David R.; Barnes, Alan

    2014-01-01

    The accuracy of 1,514 strategic intelligence forecasts abstracted from intelligence reports was assessed. The results show that both discrimination and calibration of forecasts was very good. Discrimination was better for senior (versus junior) analysts and for easier (versus harder) forecasts. Miscalibration was mainly due to underconfidence such that analysts assigned more uncertainty than needed given their high level of discrimination. Underconfidence was more pronounced for harder (versus easier) forecasts and for forecasts deemed more (versus less) important for policy decision making. Despite the observed underconfidence, there was a paucity of forecasts in the least informative 0.4–0.6 probability range. Recalibrating the forecasts substantially reduced underconfidence. The findings offer cause for tempered optimism about the accuracy of strategic intelligence forecasts and indicate that intelligence producers aim to promote informativeness while avoiding overstatement. PMID:25024176

  7. Analyzing Strategic Business Rules through Simulation Modeling

    NASA Astrophysics Data System (ADS)

    Orta, Elena; Ruiz, Mercedes; Toro, Miguel

    Service Oriented Architecture (SOA) holds promise for business agility since it allows business process to change to meet new customer demands or market needs without causing a cascade effect of changes in the underlying IT systems. Business rules are the instrument chosen to help business and IT to collaborate. In this paper, we propose the utilization of simulation models to model and simulate strategic business rules that are then disaggregated at different levels of an SOA architecture. Our proposal is aimed to help find a good configuration for strategic business objectives and IT parameters. The paper includes a case study where a simulation model is built to help business decision-making in a context where finding a good configuration for different business parameters and performance is too complex to analyze by trial and error.

  8. Computational Biology: A Strategic Initiative LDRD

    SciTech Connect

    Barksy, D; Colvin, M

    2002-02-07

    The goal of this Strategic Initiative LDRD project was to establish at LLNL a new core capability in computational biology, combining laboratory strengths in high performance computing, molecular biology, and computational chemistry and physics. As described in this report, this project has been very successful in achieving this goal. This success is demonstrated by the large number of referred publications, invited talks, and follow-on research grants that have resulted from this project. Additionally, this project has helped build connections to internal and external collaborators and funding agencies that will be critical to the long-term vitality of LLNL programs in computational biology. Most importantly, this project has helped establish on-going research groups in the Biology and Biotechnology Research Program, the Physics and Applied Technology Directorate, and the Computation Directorate. These groups include three laboratory staff members originally hired as post-doctoral researchers for this strategic initiative.

  9. Regulating reprogenetics: strategic sacralisation and semantic massage.

    PubMed

    Mackenzie, Robin

    2007-12-01

    This paper forms part of the feminist critique of the regulatory consequences of biomedicine's systematic exclusion of the role of women's bodies in the development of reprogenetic technologies. I suggest that strategic use of notions of the sacred to decontextualise and delimit disagreement fosters this marginalisation. Here conceptions of the sacred and sacralisation afford a means by which pragmatic consensus over regulation may be achieved, through the deployment of a bricolage of dense images associated with cultural loyalties to solidify support or exclude contradictory elements. Hence an explicit renegotiation of the symbolic order structuring salient debates is necessary to disrupt and enrich the entrenched and exclusionary dominant discourse over reprogenetic regulation. I draw upon previous analyses of strategic rhetoric associated with the regulation of infertility treatment and embryo research in the United Kingdom, the cultural anthropology of biomedicine and feminist ethnographies of reprogenetics to illustrate these claims. PMID:17972057

  10. International Strategic Minerals Inventory summary report; nickel

    USGS Publications Warehouse

    DeYoung, Jr., John H.; Sutphin, D.M.; Werner, A.B.T.; Foose, M.P.

    1985-01-01

    Major world resources of nickel, a strategic mineral commodity, are described in this summary report of information in the International Strategic Minerals Inventory {ISMI}. ISMI is a cooperative data-collection effort of earth-science and mineral-resource agencies in Australia, Canada, the Federal Republic of Germany, the Republic of South Africa, and the United States of America. This report, designed to be of benefit to policy analysts, contains two parts. Part I presents an overview of the resources and potential supply of nickel on the basis of inventory information. Part II contains tables of some of the geologic information and mineral-resource and production data that were collected by ISMI participants.

  11. Global strategic partnerships in regenerative medicine.

    PubMed

    French, Anna; Suh, Jane Y; Suh, Carol Y; Rubin, Lee; Barker, Richard; Bure, Kim; Reeve, Brock; Brindley, David A

    2014-09-01

    The approach to research and development in biomedical science is changing. Increasingly, academia and industry seek to collaborate, and share resources and expertise, by establishing partnerships. Here, we explore the co-development partnership landscape in the field of regenerative medicine, focusing on agreements involving one or more private entities. A majority of the largest biopharmaceutical companies have announced strategic partnerships with a specific regenerative medicine focus, signifying the growth and widening appeal of this emerging sector. PMID:25150363

  12. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... been operating under an approved plan for at least one year. (b) Data reporting. The OCC's approval of...) Plans in general—(1) Term. A plan may have a term of no more than five years, and any multi-year plan... 12 Banks and Banking 1 2014-01-01 2014-01-01 false Strategic plan. 25.27 Section 25.27 Banks...

  13. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... been operating under an approved plan for at least one year. (b) Data reporting. The OCC's approval of...) Plans in general—(1) Term. A plan may have a term of no more than five years, and any multi-year plan... 12 Banks and Banking 1 2012-01-01 2012-01-01 false Strategic plan. 25.27 Section 25.27 Banks...

  14. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... been operating under an approved plan for at least one year. (b) Data reporting. The OCC's approval of...) Plans in general—(1) Term. A plan may have a term of no more than five years, and any multi-year plan... 12 Banks and Banking 1 2011-01-01 2011-01-01 false Strategic plan. 25.27 Section 25.27 Banks...

  15. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... been operating under an approved plan for at least one year. (b) Data reporting. The OCC's approval of...) Plans in general—(1) Term. A plan may have a term of no more than five years, and any multi-year plan... 12 Banks and Banking 1 2013-01-01 2013-01-01 false Strategic plan. 25.27 Section 25.27 Banks...

  16. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... approved plan for at least one year. (b) Data reporting. The FDIC's approval of a plan does not affect the... plan may have a term of no more than five years, and any multi-year plan must include annual interim... 12 Banks and Banking 5 2014-01-01 2014-01-01 false Strategic plan. 345.27 Section 345.27 Banks...

  17. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... approved plan for at least one year. (b) Data reporting. The FDIC's approval of a plan does not affect the... plan may have a term of no more than five years, and any multi-year plan must include annual interim... 12 Banks and Banking 4 2011-01-01 2011-01-01 false Strategic plan. 345.27 Section 345.27 Banks...

  18. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... approved plan for at least one year. (b) Data reporting. The FDIC's approval of a plan does not affect the... plan may have a term of no more than five years, and any multi-year plan must include annual interim... 12 Banks and Banking 5 2013-01-01 2013-01-01 false Strategic plan. 345.27 Section 345.27 Banks...

  19. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... operating under an approved plan for at least one year. (b) Data reporting. The Board's approval of a plan... general—(1) Term. A plan may have a term of no more than five years, and any multi-year plan must include... 12 Banks and Banking 3 2012-01-01 2012-01-01 false Strategic plan. 228.27 Section 228.27 Banks...

  20. Strategic Roadmap 2024: Powering the Energy Frontier

    SciTech Connect

    2014-05-01

    Strategic Roadmap 2024 applies our historic mission to the dynamic and evolving industry environment that includes myriad new regulations, the growing presence of interruptible and intermittent generation resources and constraints on our hydro resources. It also ties together Western’s strategy, initiatives, capital budgets and annual targets to move the agency in one direction, continue to meet customer needs and provide the best value as an organization.

  1. Communication satellites: Guidelines for a strategic plan

    NASA Technical Reports Server (NTRS)

    1987-01-01

    To maintain and augment the leadership that the United States has enjoyed and to ensure that the nation is investing sufficiently and wisely to this purpose, a strategic plan for satellite communications research and development was prepared by NASA. Guidelines and recommendations for a NASA plan to support this objective and for the conduct of communication satellite research and development program over the next 25 years were generated. The guidelines are briefly summarized.

  2. Strategic growth decisions in helper cichlids.

    PubMed

    Heg, Dik; Bender, Nicole; Hamilton, Ian

    2004-12-01

    Recently, it has been shown that group-living subordinate clownfish Amphiprion percula increase their growth rate after acquiring the dominant breeder male position in the group. Evidence was found for strategic growth adjustments of subordinate fishes depending on the threat of eviction, i.e. subordinates adjust their growth rates so they remain smaller than the dominant fish and thereby limit the threat of being expelled from the territory. However, it is impossible to exclude several alternative factors that potentially could have influenced the observed changes in growth, owing to the nature of that experiment (removing the second-ranking fish--the breeder male--caused the third-ranking fish to change sex to become breeder male and change rank). We studied strategic growth decisions in the group-living Lake Tanganyika cichlid Neolamprologus pulcher under controlled laboratory conditions with ad libitum food availability. First, we show that male breeders grow faster than subordinate male helpers of the same initial size and confirm that N. pulcher shows status-dependent growth. Second, we improved on the experimental design by not removing the dominant breeder male in the group; instead we replaced the breeder male with a new breeder male in a full factorial design and measured growth of the subordinate male helpers is a function of the size difference with the old and the new breeder male. As predicted, male helpers showed strategic growth adjustments, i.e. growing faster when the size difference with the breeder male is large. Strategic growth adjustments were less pronounced than status-dependent growth adjustments. PMID:15801617

  3. Interaction of strategic defenses with crisis stability

    SciTech Connect

    Canavan, G.H.

    1991-03-01

    Crisis stability indices calculated for two-sided strategic interactions are used to discuss the impact of boost and midcourse defenses. They largely suppress missiles, leaving bombers and cruise missiles to deliver the bulk of restrikes. Boost-phase defenses are able to attrit missile attacks, but lack the preferentiality needed to defend specific targets. Midcourse layers could protect a significant fraction of forces; combined defenses could defend more. Results are sensitive to decoys and target sets. 29 refs., 26 figs.

  4. What strategic planning can do for you.

    PubMed

    Valenzuela, Peter

    2007-01-01

    Whether it's playing chess or planning for retirement, we all have strategies for different situations in our lives. So why not apply, strategies in our practice ? Companies such as Dell, Wal-Mart, and Home Depot have depended on strategic plans to generatel millions of dollars and guide their organizations into the future. Although most of our practices are not nearly as large as these companies (except maybe Kaiser Permanente), formulating strategies for our practice is vital for future growth. PMID:17494484

  5. Low Carbon Propulsion Strategic Thrust Overview

    NASA Technical Reports Server (NTRS)

    Dryer, Jay

    2014-01-01

    NASA is taking a leadership role with regard to developing new options for low-carbon propulsion. Work related to the characterization of alternative fuels is coordinated with our partners in government and industry, and NASA is close to concluding a TC in this area. Research on alternate propulsion concepts continues to grow and is an important aspect of the ARMD portfolio. Strong partnerships have been a key enabling factor for research on this strategic thrust.

  6. Strategic Planning and NRC Decadal Survey Experience

    NASA Astrophysics Data System (ADS)

    Lautenbacher, C. C., Jr.

    2015-12-01

    Strategic planning exercises are routinely undertaken by a wide variety of organizations that span the private, public and academic sectors and with a wide variety of corporate goals. It is difficult to single out best procedures as the purposes of strategic planning are as varied as the organizations. As a former head of a governmental agency that requested such a NRC study, namely the first "Earth Sciences and Applications from Space" study, I will examine the process, provide my definitions and assessments of the good and the not-so-good, and compare to my experiences with other similar strategic planning exercises during my Navy, NOAA, and private sector careers. I find that there is always room for improvement, but there is no one process or procedure that can guarantee success. Overarching initial considerations that can position the effort for overall "success" will be defined and applied to the recent NSC Study: "Sea Change: 2015-2025 Decadal Survey of Ocean Science", for which I was neither an initiator nor a participant, but a very interested observer.

  7. Role of strategic planning in engineering management

    NASA Technical Reports Server (NTRS)

    Krishen, Kumar

    1993-01-01

    Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

  8. Coordinating Council. Third Meeting: STI Strategic Plans

    NASA Technical Reports Server (NTRS)

    1990-01-01

    The NASA Scientific and Technical Information Program Coordinating Council conducts meetings after which both modified transcripts of presentations and interactive discussions are published. The theme for the November 1990 meeting was 'STI Strategic Plans'. This theme was the focus of recorded discussions by members of the council. The last section of the report presents visuals on strategic goals for the STI Information Division. NASA's vision is to be at the forefront of advancements in aeronautics, space science, and exploration. More specific NASA goals are listed followed by the STI Division mission statement. The Strategic Goals for the STI Division are outlined as follows: Implement effective management strategies, Accomplish rapid deployment of the NASA STI Network, Seek out and develop cooperative partnerships, Establish the STI Program as an integral part of the NASA R&D effort, Enhance the quality of our products and services through a focus on the customer, Build an attitude of quality throughout the enterprise, Expand the existing participant community, Assert a NASA leadership role for STI policy, and Develop a program for information science R&D. The STI division mission statement appears on the document cover as follows 'The mission of the NASA STI Program is to advance aerospace knowledge, contribute to U.S. competitiveness, and become an integral partner in NASA R&D programs to support NASA goals.'

  9. The clinical partnership as strategic alliance.

    PubMed

    Novotny, Jeanne M; Donahue, Moreen; Bhalla, Bharat B

    2004-01-01

    The purpose of this article is to describe a renewed partnership between a collegiate school of nursing and a community hospital. Universities and hospitals are searching for creative solutions to increase the number of registered nurses available to meet the demand for nursing care. An affiliation agreement had been in existence for many years, but health care system imperatives made it necessary to redesign the partnership between nursing education and nursing service. The model used to develop this new partnership is based on the work done in the field of management and is in the form of a strategic alliance. The success of a strategic alliance depends on two key factors: the relationship between partners and partnership performance. Identified outcomes show that this partnership is helping to meet the increasing demand for nursing care by building student capacity, satisfying mutual needs of faculty and clinical staff, and removing economic barriers. This article describes the development of the strategic alliance, its current status, and strategies for the future. PMID:15343495

  10. Developing successful utility strategic business programs

    SciTech Connect

    Bobrow, E.E.

    1995-05-01

    With electric utilities operating in such a chaotic, quick-changing environment, the need for a systematic approach to developing ongoing strategic business programs requires each company to develop a process for program development that fits that company`s culture and the market`s needs. The secret of good utility strategic business program development is to clearly know and understand the corporate goals. Without management giving specific strategic directions, programs to accomplish what management wants cannot possibly be developed. Also, keep in mind the golden rule for program development: those that have to implement the programs should be involved in their development. Once it has been decided that one wants a corporate culture that permits and encourages individual action and innovation in program development, one then has to appraise the utility`s Strengths, Weaknesses, Opportunities, and Threats (called a SWOT analysis). Unless these factors are fully understood one will not know the people and financial resources to assign to the task and what process-form they should take. The paper presents a twelve-step guide so that the teams can tailor their programs and/or projects to their own needs.

  11. A Path to Collaborative Strategic Learning

    SciTech Connect

    Nancy M. Carlson

    2003-10-01

    Collaborative learning is critical for the future of any organization and must align with the strategic organizational processes that result in products valued by others. To discover these processes, proposal preparation is explored using topic-oriented ethnography, grounded theory, and an innovative addition to qualitative interviewing, called metainquiry. Using interview data from editors, graphic artists, text processors, scientists, engineers, and technical managers, substantive theory emerges. The research discovers the five essential processes of owning, visioning, reviewing, producing, and contributing needed for organizational strategic learning to occur. The dimensions of these processes are made explicit and can be used to gauge the health of any organization. The substantive theory also provides insight into the ability of collaborative learning to evolve, flourish, and adapt to the strategic advantage of the organization. Lastly, actionable goals with ten essential elements emerge that link owning, visioning, reviewing, producing, and contributing as a path for all organizations to follow to promote collaborative learning communities and enhance their competitive advantage.

  12. START (Strategic Arms Reduction Talks): problems and prospects. Strategic issues research memo

    SciTech Connect

    Kennedy, R.

    1983-11-01

    This memorandum examines origins of SALT and the complexities of the strategic arms control process. It focuses on such problems as those that arise from dissimilar perceptions of threat, differing force structures, growing vulnerabilities, rapid technological change, and the imperatives of verification. The author concludes that many of the same factors that gave impetus to strategic arms control efforts in the late 1960's and early 1970's remain. Thus, despite the chilling of relations between Washington and Moscow as a result of such events as those in Afghanistan, Poland, and Grenada, the Soviet attack on Korean Air Lines 007 and missile deployments in Europe, there is reason for guarded optimism concerning the possibility of another superpower strategic arms control agreement. The Strategic Issues Research Memoranda program of the Strategic Studies Institute, US Army War College, provides a means for timely dissemination of analytical papers which are not necessarily constrained by format or conformity with institutional policy. These memoranda are prepared on subjects of current importance in areas related to the author's professional work or interests. This memorandum was prepared as a contribution to the field of national security research and study.

  13. Safer Systems: A NextGen Aviation Safety Strategic Goal

    NASA Technical Reports Server (NTRS)

    Darr, Stephen T.; Ricks, Wendell R.; Lemos, Katherine A.

    2008-01-01

    The Joint Planning and Development Office (JPDO), is charged by Congress with developing the concepts and plans for the Next Generation Air Transportation System (NextGen). The National Aviation Safety Strategic Plan (NASSP), developed by the Safety Working Group of the JPDO, focuses on establishing the goals, objectives, and strategies needed to realize the safety objectives of the NextGen Integrated Plan. The three goal areas of the NASSP are Safer Practices, Safer Systems, and Safer Worldwide. Safer Practices emphasizes an integrated, systematic approach to safety risk management through implementation of formalized Safety Management Systems (SMS) that incorporate safety data analysis processes, and the enhancement of methods for ensuring safety is an inherent characteristic of NextGen. Safer Systems emphasizes implementation of safety-enhancing technologies, which will improve safety for human-centered interfaces and enhance the safety of airborne and ground-based systems. Safer Worldwide encourages coordinating the adoption of the safer practices and safer systems technologies, policies and procedures worldwide, such that the maximum level of safety is achieved across air transportation system boundaries. This paper introduces the NASSP and its development, and focuses on the Safer Systems elements of the NASSP, which incorporates three objectives for NextGen systems: 1) provide risk reducing system interfaces, 2) provide safety enhancements for airborne systems, and 3) provide safety enhancements for ground-based systems. The goal of this paper is to expose avionics and air traffic management system developers to NASSP objectives and Safer Systems strategies.

  14. 20 CFR 422.5 - District offices and branch offices.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 20 Employees' Benefits 2 2011-04-01 2011-04-01 false District offices and branch offices. 422.5 Section 422.5 Employees' Benefits SOCIAL SECURITY ADMINISTRATION ORGANIZATION AND PROCEDURES Organization and Functions of the Social Security Administration § 422.5 District offices and branch offices. There are over 700 social security...

  15. Achieving strategic cost advantages by focusing on back-office efficiency.

    PubMed

    McDowell, Jim

    2010-06-01

    A study of more than 270 hospitals over a four-year period highlighted a number of investments that can reduce hospitals' costs and improve efficiency, including the following: E-procurement systems. Electronic exchange of invoices and payments (and electronic receipt of payments). Human resources IT systems that reduce the need for manual entry of data. Shared services deployment. PMID:20533684

  16. Getting it all together. Systems should link their strategic and financial planning.

    PubMed

    Barron, E; Westermann, D A

    1995-04-01

    Foreseeing dramatic changes in healthcare delivery, the leaders of the Franciscan Health System (FHS) decided in the early 1990s to more closely link their strategic and financial planning. Though this cooperation was tentative at first, by 1993 both our planners and our chief financial officers shared certain assumptions about the future--above all, that the coming delivery model was managed care provided by integrated delivery systems (IDSs). Having agreed on our assumptions, we translated them into a vision statement, from which we derived four strategic goals: Advance the healing mission of our sponsors; Create a culture of continuous improvement in leadership, quality, innovation, cost-effectiveness, and measurable customer value; Create an environment that values and empowers those with whom we work; Develop, through partnering, an IDS that provides affordable care to our communities; Our goals established, we charted what we call a "crosswalk" between the strategic and financial aspects of our budgeting. We found that we had to think in a new way about capital. For example, we began investing as heavily in "soft" items like research, partnerships, and new services as in the traditional "bricks and mortar." This process is new for us, and developing it has not always been comfortable. But we believe it has helped us to more wisely allocate FHS's resources and thus give our system greater stability. PMID:10141635

  17. Strategic petroleum reserve supporting research. Quarterly technical report, January 1-March 31, 1986

    SciTech Connect

    Woodward, P.W.

    1986-01-01

    The basic objective is to provide technical support to the Strategic Petroleum Reserve Office (SPRO), through the Bartlesville Project Office. This support includes routine analyses, experimental research, and technical consultation at the SPRO's request. Accomplishments for this past quarter include: stable D, /sup 34/S, and /sup 13/C isotope ratio analyses for 27 samples of SPR crude oil; gas chromatographic simulated distillation (Sim-dis) of 74 SPR crude samples; sim-dis of sludge samples to check for bimodal distributions; data for 8 comprehensive analyses have been entered into the Bonner and Moore ''Crude Assay II'' library; 25 samples which included both whole crudes and distillate fractions were chromatographed using Siemens dual-oven GC and PIANO software; separation of 4 sludge samples into acid, base, and neutral fractions by ion exchange chromatography; and proton and sodium-23 NMR measurements of sludge samples. 1 fig., 5 tabs.

  18. Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals

    NASA Technical Reports Server (NTRS)

    Paul, Heather L.

    2012-01-01

    NASA has defined strategic goals to invest in next-generation technologies and innovations, to inspire students to become the future leaders of space exploration, and to expand partnerships with industry and academia around the world. The Crew and Thermal Systems Division (CTSD) at the NASA Johnson Space Center actively supports these NASA initiatives. In July 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to internal NASA and external technical audiences for business development and collaborative initiatives, and to students, educators, and the general public for education and public outreach efforts. This paper summarizes the CTSD Strategic Communications efforts and metrics through the first nine months of fiscal year 2012.

  19. Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals

    NASA Technical Reports Server (NTRS)

    Paul, Heather L.; Lamberth, Erika Guillory; Jennings, Mallory A.

    2012-01-01

    NASA has defined strategic goals to invest in next-generation technologies and innovations, inspire students to become the future leaders of space exploration, and expand partnerships with industry and academia around the world. The Crew and Thermal Systems Division (CTSD) at the NASA Johnson Space Center actively supports these NASA initiatives. In July 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to external technical audiences for business development and collaborative initiatives, and to students, educators, and the general public for education and public outreach efforts. This paper summarizes the CTSD Strategic Communications efforts and metrics through the first half of fiscal year 2012 with projections for end of fiscal year data.

  20. Robinson Rancheria Strategic Energy Plan; Middletown Rancheria Strategic Energy Plan, Scotts Valley Rancheria Strategic Energy Plan, Elem Indian Colony Strategic Energy Plan, Upperlake Rancheria Strategic Energy Plan, Big Valley Rancheria Strategic Energy Plan

    SciTech Connect

    McGinnis and Associates LLC

    2008-08-01

    The Scotts Valley Band of Pomo Indians is located in Lake County in Northern California. Similar to the other five federally recognized Indian Tribes in Lake County participating in this project, Scotts Valley Band of Pomo Indians members are challenged by generally increasing energy costs and undeveloped local energy resources. Currently, Tribal decision makers lack sufficient information to make informed decisions about potential renewable energy resources. To meet this challenge efficiently, the Tribes have committed to the Lake County Tribal Energy Program, a multi Tribal program to be based at the Robinson Rancheria and including The Elem Indian Colony, Big Valley Rancheria, Middletown Rancheria, Habematolel Pomo of Upper Lake and the Scotts Valley Pomo Tribe. The mission of this program is to promote Tribal energy efficiency and create employment opportunities and economic opportunities on Tribal Lands through energy resource and energy efficiency development. This program will establish a comprehensive energy strategic plan for the Tribes based on Tribal specific plans that capture economic and environmental benefits while continuing to respect Tribal cultural practices and traditions. The goal is to understand current and future energy consumption and develop both regional and Tribe specific strategic energy plans, including action plans, to clearly identify the energy options for each Tribe.

  1. 75 FR 67695 - U.S. Strategic Command Strategic Advisory Group Closed Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-11-03

    ... Officer; the Designated Federal Officer's contact information can be obtained from the GSA's FACA Database..., Nebraska 68113. FOR FURTHER INFORMATION CONTACT: Mr. Bruce Sudduth, Designated Federal Officer, (402) 294-4102, 901 SAC Blvd, Suite 1F7, Offutt AFB, NE 68113- 6030. FOR ADDITIONAL INFORMATION CONTACT:...

  2. Office Simulation Activities.

    ERIC Educational Resources Information Center

    North Carolina State Dept. of Community Colleges, Raleigh.

    This document consists of nineteen task simulations designed for use in developing the office skills of business education students. Each task simulation unit includes a description of the task, procedures for performing the task, and a listing of materials needed to perform the task. The task simulations included cover: (1) folding and inserting…

  3. Cooperative Office Education Manual.

    ERIC Educational Resources Information Center

    Clemson Univ., SC. Vocational Education Media Center.

    This manual, intended for inexperienced and experienced coordinators, school administrators, and guidance personnel, is designed to provide practical suggestions for initiating, developing, operating, coordinating, improving, and evaluating cooperative office education programs. Major content is presented primarily in outline form under the…

  4. An Admissions Officer's Credentials

    ERIC Educational Resources Information Center

    Chronicle of Higher Education, 2007

    2007-01-01

    Marilee Jones has resigned as a dean of admissions at the Massachusetts Institute of Technology after admitting that she had misrepresented her academic degrees when first applying to work at the university in 1979. As one of the nation's most prominent admissions officers--and a leader in the movement to make the application process less…

  5. Trends in Office Automation.

    ERIC Educational Resources Information Center

    School Business Affairs, 1985

    1985-01-01

    Reports the major findings of a national survey of office professionals conducted by Honeywell Incorporated. When asked how they would spend $10,000 to increase their personal productivity, the majority of workers surveyed said they would buy a computer, software, or word processor. (MD)

  6. Office Management Specialist.

    ERIC Educational Resources Information Center

    Ohio State Univ., Columbus. Center on Education and Training for Employment.

    This publication contains 18 subjects appropriate for use in a competency list for the occupation of office management specialist, 1 of 12 occupations within the business/computer technologies cluster. Each unit consists of a number of competencies; a list of competency builders is provided for each competency. Titles of the 18 units are as…

  7. The Mindful Development Officer

    ERIC Educational Resources Information Center

    Taft, Deb

    2012-01-01

    Delivering on a commitment to diversity in schools, colleges, and universities is a living, breathing endeavor for many members of the advancement community. While a diversity leadership agenda is set clearly from the top, advancement officers can and must play a critical role in this arena. Effective development and alumni leaders are uniquely…

  8. Impressions of Psychotherapists' Offices

    ERIC Educational Resources Information Center

    Nasar, Jack L.; Devlin, Ann Sloan

    2011-01-01

    For counseling settings, research suggests that softness, personalization, and order might affect the experience and the perceived expertness, trustworthiness, and social attractiveness of the therapist. This article discusses exploratory studies on college students' perception of the counseling office environment and whether the likely client…

  9. Office of the Ombudsman.

    ERIC Educational Resources Information Center

    Office of Federal Student Aid (ED), Washington, DC.

    This pamphlet describes the Federal Student Aid Ombudsman, an impartial resource to help customers resolve student loan concerns when other approaches fail. The ombudsman helps resolve discrepancies in loan balances and payments, and helps customers understand interest and collection charges. The office helps resolve issues related to income tax…

  10. Front Range Branch Officers

    NASA Astrophysics Data System (ADS)

    The Front Range Branch of AGU has installed officers for 1990: Ray Noble, National Center for Atmospheric Research, chair; Sherry Oaks, U.S. Geological Survey, chair-elect; Howard Garcia, NOAA, treasurer; Catharine Skokan, Colorado School of Mines, secretary. JoAnn Joselyn of NOAA is past chair. Members at large are Wallace Campbell, NOAA; William Neff, USGS; and Stephen Schneider, NCAR.

  11. 76 FR 5391 - Office of Biotechnology Activities, Office of Science Policy, Office of the Director

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-01-31

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF HEALTH AND HUMAN SERVICES National Institutes of Health Office of Biotechnology Activities, Office of Science Policy, Office of the Director Amended Notice of Meeting Notice is hereby given of a change in...

  12. Collaboration with the Business Career Services Office: A Case Study at the University of Illinois at Urbana-Champaign

    ERIC Educational Resources Information Center

    Song, Yoo-Seong

    2005-01-01

    This article presents a case study of the collaboration between the Business Career Services Office (BCSO) and the Business and Economics Library (BEL) at the University of Illinois at Urbana-Champaign. The collaboration with BCSO helped BEL to become a strategic partner to both the College of Business and to graduate Business students. A survey…

  13. 75 FR 30380 - NOAA's Office of Ocean Exploration and Research; Fiscal Year 2011 Ocean Exploration of the...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-06-01

    ...The Office of Ocean Exploration and Research (OER) is seeking pre-proposals and full proposals to support its mission, consistent with NOAA's Strategic Plan, to search, investigate, and document poorly-known and unknown areas of the Aleutian Trench, through interdisciplinary exploration, and to advance and disseminate knowledge of the ocean environment and its physical, chemical, and......

  14. Hazardous materials (HAZMAT) Spill Center strategic plan

    SciTech Connect

    1996-01-01

    This strategic Plan was developed in keeping with the Department of Energy`s mission for partnership with its customers to contribute to our Nation`s welfare by providing the technical information and the scientific and educational foundation for the technology, policy and institutional leadership necessary to achieve efficiency in energy use, diversity in energy sources, a more productive and competitive economy, improved environmental quality, and a secure national defense. The Plan provides the concepts for realigning the Departments`s Hazardous Materials Spill Center (HSC) in achieving its vision of becoming the global leader in meeting the diverse HAZMAT needs in the areas of testing, training, and technology. Each of these areas encompass many facets and a multitude of functional and operational requirements at the Federal, state, tribal, and local government levels, as well as those of foreign governments and the private sector. The evolution of the limited dimensional Liquefied Gaseous Fuels Spill Test Facility into a multifaceted HAZMAT Spill Center will require us to totally redefine our way of thinking as related to our business approach, both within and outside of the Department. We need to establish and maintain a viable and vibrant outreach program through all aspects of the public (via government agencies) and private sectors, to include foreign partnerships. The HAZMAT Spill Center goals and objectives provide the direction for meeting our vision. This direction takes into consideration the trends and happenings identified in the {open_quotes}Strategic Outlook{close_quotes}, which includes valuable input from our stakeholders and our present and future customers. It is our worldwide customers that provide the essence of the strategic outlook for the HAZMAT Spill Center.

  15. Geospatial Technology Strategic Plan 1997-2000

    USGS Publications Warehouse

    D'Erchia, Frank; D'Erchia, Terry D.; Getter, James; McNiff, Marcia; Root, Ralph; Stitt, Susan; White, Barbara

    1997-01-01

    Executive Summary -- Geospatial technology applications have been identified in many U.S. Geological Survey Biological Resources Division (BRD) proposals for grants awarded through internal and partnership programs. Because geospatial data and tools have become more sophisticated, accessible, and easy to use, BRD scientists frequently are using these tools and capabilities to enhance a broad spectrum of research activities. Bruce Babbitt, Secretary of the Interior, has acknowledged--and lauded--the important role of geospatial technology in natural resources management. In his keynote address to more than 5,500 people representing 87 countries at the Environmental Systems Research Institute Annual Conference (May 21, 1996), Secretary Babbitt stated, '. . .GIS [geographic information systems], if properly used, can provide a lot more than sets of data. Used effectively, it can help stakeholders to bring consensus out of conflict. And it can, by providing information, empower the participants to find new solutions to their problems.' This Geospatial Technology Strategic Plan addresses the use and application of geographic information systems, remote sensing, satellite positioning systems, image processing, and telemetry; describes methods of meeting national plans relating to geospatial data development, management, and serving; and provides guidance for sharing expertise and information. Goals are identified along with guidelines that focus on data sharing, training, and technology transfer. To measure success, critical performance indicators are included. The ability of the BRD to use and apply geospatial technology across all disciplines will greatly depend upon its success in transferring the technology to field biologists and researchers. The Geospatial Technology Strategic Planning Development Team coordinated and produced this document in the spirit of this premise. Individual Center and Program managers have the responsibility to implement the Strategic Plan

  16. Information technology strategic planning: art or science?

    PubMed

    Hutsell, Richard; Mancini-Newell, Lulcy

    2005-01-01

    It had been almost a decade since the hospitals that make up the Daughters of Charity Health System (DCHS) had engaged in a formal information technology strategic planning process. In the summer of 2002, as the health system re-formed, there was a unique opportunity to introduce a planning process that reflected the governance style of the new health system. DCHS embarked on this journey, with the CIO initiating and formally sponsoring the information technology strategic planning process in a dynamic and collaborative manner The system sought to develop a plan tailored to encompass both enterprise-wide and local requirements; to develop a governance model to engage the members of the local health ministries in plan development, both now and in the future; and to conduct the process in a manner that reflected the values of the Daughters of Charity. The DCHS CIO outlined a premise that the CIO would guide and be continuously involved in the development of this tailored process, in conjunction with an external resource. Together, there would be joint responsibility for introducing a flexible information technology strategic planning methodology; providing an education on the current state of healthcare IT, including future trends and success factors; facilitating support to tap into existing internal talent; cultivating a collaborative process to support both current requirements and future vision; and developing a well-functioning governance structure that would enable the plan to evolve and reflect user community requirements. This article highlights the planning process, including the lessons learned, the benchmarking during and in post-planning, and finally, but most importantly, the unexpected benefit that resulted from this planning process. PMID:16045082

  17. International strategic minerals inventory summary report; cobalt

    USGS Publications Warehouse

    Crockett, R.N.; Chapman, G.R.; Forrest, M.D.

    1987-01-01

    Major world resources of cobalt are described in this summary report of information in the International Strategic Minerals Inventory {ISMI}. ISMI is a cooperative data-collection effort of earth-science and mineral-resource agencies in Australia, Canada, the Federal Republic of Germany, the Republic of South Africa, and the United States of America. This report, designed to be of benefit to policy analysts, contains two parts. Part I presents an overview of the resources and potential supply of cobalt on the basis of inventory information. Part II contains tables of some of the geologic information and mineral-resource and production data that were collected by ISMI participants.

  18. Strategic planning to drive integrated continuous improvement.

    PubMed

    McChesney, H

    1995-11-01

    This case study describes how one company involved multiple levels of all functions to develop a comprehensive strategic plan that drives the continuous improvement initiative. The process involves clearly defining a mission, assessing the current situation, developing goals designed to achieve a preferred future status, and establishing the specific tactics to move toward that preferred future. The plan then drives integrated efforts throughout the organization to help manage the business of providing the highest quality products and services to meet current and anticipated customer requirements. PMID:10152530

  19. National Security Technology Incubation Strategic Plan

    SciTech Connect

    2007-01-01

    This strategic plan contains information on the vision, mission, business and technology environment, goals, objectives, and incubation process of the National Security Technology Incubation Program (NSTI) at Arrowhead Center. The development of the NSTI is a key goal of the National Security Preparedness Project (NSPP). Objectives to achieve this goal include developing incubator plans (strategic, business, action, and operations), creating an incubator environment, creating a support and mentor network for companies in the incubator program, attracting security technology businesses to the region, encouraging existing business to expand, initiating business start-ups, evaluating products and processes of the incubator program, and achieving sustainability of the incubator program. With the events of 9/11, the global community faces ever increasing and emerging threats from hostile groups determined to rule by terror. According to the National Nuclear Security Administration (NNSA) Strategic Plan, the United States must be able to quickly respond and adapt to unanticipated situations as they relate to protection of our homeland and national security. Technology plays a key role in a strong national security position, and the private business community, along with the national laboratories, academia, defense and homeland security organizations, provide this technology. Fostering innovative ideas, translated into relevant technologies answering the needs of NNSA, is the purpose of the NSTI. Arrowhead Center of New Mexico State University is the operator and manager of the NSTI. To develop the NSTI, Arrowhead Center must meet the planning, development, execution, evaluation, and sustainability activities for the program and identify and incubate new technologies to assist the NNSA in meeting its mission and goals. Technology alone does not give a competitive advantage to the country, but the creativity and speed with which it is employed does. For a company to

  20. Achieving strategic surety for high consequence software

    SciTech Connect

    Pollock, G.M.

    1996-09-01

    A strategic surety roadmap for high consequence software systems under the High Integrity Software (HIS) Program at Sandia National Laboratories guides research in identifying methodologies to improve software surety. Selected research tracks within this roadmap are identified and described detailing current technology and outlining advancements to be pursued over the coming decade to reach HIS goals. The tracks discussed herein focus on Correctness by Design, and System Immunology{trademark}. Specific projects are discussed with greater detail given on projects involving Correct Specification via Visualization, Synthesis, & Analysis; Visualization of Abstract Objects; and Correct Implementation of Components.