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Sample records for rancheria strategic energy

  1. 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.

  2. Final Report - Conservation & Renewable Energy Potential Study For Smith River Rancheria

    SciTech Connect

    Greg Retzlaff

    2007-07-01

    In January 2006 the Smith River Rancheria (SRR), located in Smith River, California, contracted with the team of Strategic Energy Solutions (SES) and Evergreen NRG to conduct a study for the community. The objective of the study was to identify renewable generation opportunities that would facilitate Rancheria energy independence through SRR owned and operated power projects. These generation facilities were to be located either on or near the reservation. Specifically, the Rancheria was interested in the viability of generating electric power using biomass and wind fuel resources. Initial research identified that a very small portion of the community's energy could be offset by renewable energy generation due to the low solar resource in this area, and the lack of significant wind or biomass resources on or near reservation land. Some larger projects were identified which offered little or no benefit to the Rancheria. As a result, the scope of this study was changed in October 2006 to focus on energy efficiency opportunities for key reservation facilities, with a continued analysis of smaller renewable energy opportunities within reservation boundaries. The consulting team initially performed a resource analysis for biomass and solar generation opportunities in the region of the Rancheria. It was quickly concluded that none of these options would yield renewable power for the Rancheria at costs competitive with current utility sources, and that any larger installations would require substantial funding that may not be available. Having made these conclusions early on, the study effort was redirected and the team investigated each of the major Rancheria buildings to look for solar, wind and conservation opportunities. The buildings were audited for energy use and the roof areas were examined for exposure of solar radiation. Wind resources were also investigated to determine if smaller wind turbines would offer power generation at a reasonable cost.

  3. Smith River Rancheria's Development of an Energy Organization Investigation

    SciTech Connect

    W.G Buehler & Associates

    2007-08-27

    Smith River Rancheria (SRR), for some time, has had a strong commitment to attaining energy selfsufficiency, to reduce overall energy costs and concurrently initiate economic development within the community. Early on it was recognized that the development of an energy organization was important and for this reason was made part of the SRR's strategic review not only for economic development but also the reduction of energy costs. Towards this end, SRR retained Werner G. Buehler of W.G. Buehler & Associates to investigate the many phases or steps required to establish such an energy organization and determine, if in fact, it could benefit the Tribe. The basic phases are delineated as: (1) Identify potential sources of wholesale power and transmission paths; (2) Evaluating the various forms of energy organizations; (3) Determining the benefits (and disadvantages) of each form of organization; (4) Gathering costs to organize and operate the selected form or energy organization; (5) Performing an economic analysis of forming and operating an energy organization; and (6) Develop an implementation plan.

  4. Elk Valley Rancheria Energy Efficiency and Alternatives Analysis

    SciTech Connect

    Ed Wait, Elk Valley Rancheria; Frank Ziano & Associates, Inc.

    2011-11-30

    Elk Valley Rancheria; Tribe; renewable energy; energy options analysis. The Elk Valley Rancheria, California ('Tribe') is a federally recognized Indian tribe located in Del Norte County, California, in the northwestern corner of California. The Tribe, its members and Tribal enterprises are challenged by increasing energy costs and undeveloped local energy resources. The Tribe currently lacks an energy program. The Tribal government lacked sufficient information to make informed decisions about potential renewable energy resources, energy alternatives and other energy management issues. To meet this challenge efficiently, the Tribe contracted with Frank Zaino and Associates, Inc. to help become more energy self-sufficient, by reducing their energy costs and promoting energy alternatives that stimulate economic development. Frank Zaino & Associates, Inc. provided a high level economic screening analysis based on anticipated electric and natural gas rates. This was in an effort to determine which alternative energy system will performed at a higher level so the Tribe could reduce their energy model by 30% from alternative fuel sources. The feasibility study will identify suitable energy alternatives and conservation methods that will benefit the Tribe and tribal community through important reductions in cost. The lessons learned from these conservation efforts will yield knowledge that will serve a wider goal of executing energy efficiency measures and practices in Tribal residences and business facilities. Pacific Power is the provider of electrical power to the four properties under review at $ 0.08 per Kilowatt-hour (KWH). This is a very low energy cost compared to alternative energy sources. The Tribe used baseline audits to assess current and historic energy usage at four Rancheria owned facilities. Past electric and gas billing statements were retained for review for the four buildings that will be audited. A comparative assessment of the various energy usages

  5. 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.

  6. Energy Strategic Planning & Sufficiency Project

    SciTech Connect

    Retziaff, Greg

    2005-03-30

    This report provides information regarding options available, their advantages and disadvantages, and the costs for pursuing activities to advance Smith River Rancheria toward an energy program that reduces their energy costs, allows greater self-sufficiency and stimulates economic development and employment opportunities within and around the reservation. The primary subjects addressed in this report are as follows: (1) Baseline Assessment of Current Energy Costs--An evaluation of the historical energy costs for Smith River was conducted to identify the costs for each component of their energy supply to better assess changes that can be considered for energy cost reductions. (2) Research Viable Energy Options--This includes a general description of many power generation technologies and identification of their relative costs, advantages and disadvantages. Through this research the generation technology options that are most suited for this application were identified. (3) Project Development Considerations--The basic steps and associated challenges of developing a generation project utilizing the selected technologies are identified and discussed. This included items like selling to third parties, wheeling, electrical interconnections, fuel supply, permitting, standby power, and transmission studies. (4) Energy Conservation--The myriad of federal, state and utility programs offered for low-income weatherization and utility bill payment assistance are identified, their qualification requirements discussed, and the subsequent benefits outlined. (5) Establishing an Energy Organization--The report includes a high level discussion of formation of a utility to serve the Tribal membership. The value or advantages of such action is discussed along with some of the challenges. (6) Training--Training opportunities available to the Tribal membership are identified.

  7. 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.

  8. Energy Strategic Planning & Self-Sufficiency Project

    SciTech Connect

    Greg Retzlaff

    2005-03-30

    This report provides information regarding options available, their advantages and disadvantages, and the costs for pursuing activities to advance Smith River Rancheria toward an energy program that reduces their energy costs, allows greater self-sufficiency and stimulates economic development and employment opportunities within and around the reservation. The primary subjects addressed in this report are as follow: (1) Baseline Assessment of Current Energy Costs--An evaluation of the historical energy costs for Smith River was conducted to identify the costs for each component of their energy supply to better assess changes that can be considered for energy cost reductions. (2) Research Viable Energy Options--This includes a general description of many power generation technologies and identification of their relative costs, advantages and disadvantages. Through this research the generation technology options that are most suited for this application were identified. (3) Project Development Considerations--The basic steps and associated challenges of developing a generation project utilizing the selected technologies are identified and discussed. This included items like selling to third parties, wheeling, electrical interconnections, fuel supply, permitting, standby power, and transmission studies. (4) Energy Conservation--The myriad of federal, state and utility programs offered for low-income weatherization and utility bill payment assistance are identified, their qualification requirements discussed, and the subsequent benefits outlined. (5) Establishing an Energy Organization--The report includes a high level discussion of formation of a utility to serve the Tribal membership. The value or advantages of such action is discussed along with some of the challenges. (6) Training--Training opportunities available to the Tribal membership are identified.

  9. NANA Strategic Energy Plan & Energy Options Analysis

    SciTech Connect

    Jay Hermanson; Brian Yanity

    2008-12-31

    NANA Strategic Energy Plan summary NRC, as an Alaska Native Corporation, has committed to addressing the energy needs for its shareholders. The project framework calls for implicit involvement of the IRA Councils in the Steering Committee. Tribal Members, from the NRC to individual communities, will be involved in development of the NANA Energy Plan. NRC, as the lead tribal entity, will serve as the project director of the proposed effort. The NRC team has communicated with various governmental and policy stakeholders via meetings and discussions, including Denali Commission, Alaska Energy Authority, and other governmental stakeholders. Work sessions have been initiated with the Alaska Village Electric Cooperative, the NW Arctic Borough, and Kotzebue Electric Association. The NRC Strategic Energy Plan (SEP) Steering committee met monthly through April and May and weekly starting in June 2008 in preparation of the energy summit that was held from July 29-31, 2008. During preparations for the energy summit and afterwards, there was follow through and development of project concepts for consideration. The NANA regional energy summit was held from July 29-31, 2008, and brought together people from all communities of the Northwest Arctic Borough. The effort was planned in conjunction with the Alaska Energy Authority’s state-wide energy planning efforts. Over $80,000 in cash contributions was collected from various donors to assist with travel from communities and to develop the summit project. Available funding resources have been identified and requirements reviewed, including the Denali Commission, U.S. Dept. of Agriculture, and the Alaska Energy Authority. A component of the overall plan will be a discussion of energy funding and financing. There are current project concepts submitted, or are ready for submittal, in the region for the following areas: • Wind-diesel in Deering, Buckland, Noorik, and Kiana areas; potential development around Red Dog mine.

  10. 77 FR 71612 - Land Acquisitions; Enterprise Rancheria of Maidu Indians of California

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-12-03

    ... Bureau of Indian Affairs Land Acquisitions; Enterprise Rancheria of Maidu Indians of California AGENCY... trust for gaming purposes for the Enterprise Rancheria of Maidu Indians of California on November 21... approximately 40 acres of land into trust for the Enterprise Rancheria of Maidu Indians of California under...

  11. Micmac Strategic Energy Planning Initiative

    SciTech Connect

    Fred Corey

    2007-02-02

    In February 2005 the Aroostook Band of Micmacs submitted a grant application to the U.S. Department of Energy’s (DOE) Tribal First Steps Program. The purpose of the application was to request funding and technical assistance to identify and document Tribal energy issues, develop a Tribal energy vision, evaluate potential energy opportunities, and to develop an action plan for future Tribal energy activities. The grant application was subsequently funded by DOE, and the Aroostook Band of Micmacs hired an energy consultant to assist with completion of the project. In addition to identification and documentation of Tribal energy issues, and the development of a Tribal energy vision, the potential for wind energy development on Tribal land, and residential energy efficiency issues were thoroughly evaluated.

  12. Strategic Energy Analysis (Fact Sheet)

    SciTech Connect

    Not Available

    2014-02-01

    NREL complements its scientific research with high-quality, credible, technology-neutral, objective analysis that informs policy and investment decisions as renewable energy and energy efficiency technologies move from innovation through integration. This sheet highlights NREL's analytical capabilities and achievements.

  13. Eastern Band of Cherokee Strategic Energy Plan

    SciTech Connect

    Souther Carolina Institute of energy Studies-Robert Leitner

    2009-01-30

    The Eastern Band of Cherokee Indians was awarded a grant under the U.S. Department of Energy Tribal Energy Program (TEP) to develop a Tribal Strategic Energy Plan (SEP). The grant, awarded under the “First Steps” phase of the TEP, supported the development of a SEP that integrates with the Tribe’s plans for economic development, preservation of natural resources and the environment, and perpetuation of Tribal heritage and culture. The Tribe formed an Energy Committee consisting of members from various departments within the Tribal government. This committee, together with its consultant, the South Carolina Institute for Energy Studies, performed the following activities: • Develop the Tribe’s energy goals and objectives • Establish the Tribe’s current energy usage • Identify available renewable energy and energy efficiency options • Assess the available options versus the goals and objectives • Create an action plan for the selected options

  14. 75 FR 45111 - Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-02

    ...] Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing Corporation; Notice... Order, the Commission directed Strategic Energy Management Corp. and Solaro Energy Marketing Corporation... Energy Management Corp. and Solaro Energy Marketing Corporation) have failed to file their...

  15. 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.

  16. Samish Indian Nation Long-Term Strategic Energy Plan

    SciTech Connect

    Christine Woodward; B. Beckley; K. Hagen

    2005-06-30

    The Tribes strategic energy planning effort is divided into three phases: (1) Completing an Energy Resource Assessment; (2) Developing a Long-Term Strategic Energy Plan; and (3) Preparing a Strategic Energy Implementation Plan for the Samish Homelands. The Samish Indian Nation developed a comprehensive Strategic Energy plan to set policy for future development on tribal land that consists of a long-term, integrated, systems approach to providing a framework under which the Samish Community can use resources efficiently, create energy-efficient infrastructures, and protect and enhance quality of life. Development of the Strategic Energy plan will help the Samish Nation create a healthy community that will sustain current and future generations by addressing economic, environmental, and social issues while respecting the Samish Indian Nation culture and traditions.

  17. 78 FR 114 - Land Acquisitions; Enterprise Rancheria of Maidu Indians of California

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-01-02

    ... Enterprise Rancheria of Maidu Indians of California, which published on Monday, December 3, 2012, 77 FR 71612... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF THE INTERIOR Bureau of Indian Affairs Land Acquisitions; Enterprise Rancheria of Maidu Indians of California...

  18. Commonwealth of the Northern Mariana Islands Strategic Energy Plan

    SciTech Connect

    Conrad, M. D.; Ness, J. E.

    2013-07-01

    Describes various energy strategies available to CNMI to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption. The information presented in this strategic energy plan will be used by the CNMI Governor's Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, and expanding the use of a range of energy technologies, including renewable electricity production and buildings energy efficiency and conservation.

  19. Center for Advanced Energy Studies (CAES) Strategic Plan

    SciTech Connect

    Kevin Kostelnik; Keith Perry

    2007-07-01

    Twenty-first century energy challenges include demand growth, national energy security, and global climate protection. The Center for Advanced Energy Studies (CAES) is a public/private partnership between the State of Idaho and its academic research institutions, the federal government through the U.S. Department of Energy (DOE) and the Idaho National Laboratory (INL) managed by the Battelle Energy Alliance (BEA). CAES serves to advance energy security for our nation by expanding the educational opportunities at the Idaho universities in energy-related areas, creating new capabilities within its member institutions, and delivering technological innovations leading to technology-based economic development for the intermountain region. CAES has developed this strategic plan based on the Balanced Scorecard approach. A Strategy Map (Section 7) summarizes the CAES vision, mission, customers, and strategic objectives. Identified strategic objectives encompass specific outcomes related to three main areas: Research, Education, and Policy. Technical capabilities and critical enablers needed to support these objectives are also identified. This CAES strategic plan aligns with and supports the strategic objectives of the four CAES institutions. Implementation actions are also presented which will be used to monitor progress towards fulfilling these objectives.

  20. Steps to Developing the New Orleans Strategic Energy Plan (Presentation)

    SciTech Connect

    Brown, E.

    2011-01-01

    This presentation was given by NREL's Elizabeth Doris (Brown) to the New Orleans City Council in January 2008. NREL was funded by DOE to provide technical assistance to New Orleans after Hurricanes Katrina and Rita. The presentation provides an overview of strategic energy planning, case studies, and suggested next steps for implementing energy efficiency and renewable energy into the city's rebuilding efforts.

  1. Penobscot Indian Nation's Strategic Energy Planning Efficiency on tribal Lands

    SciTech Connect

    Sockalexis, Mike; Fields, Brenda

    2006-11-30

    The energy grant provided the resources to evaluate the wind, hydro, biomass, geothermal and solar resource potential on all Penobscot Indian Naiton's Tribal lands. The two objectives address potential renewable energy resources available on tribal lands and energy efficiency measures to be taken after comprehensive energy audits of commercial facilities. Also, a Long Term Strategic Energy Plan was developed along with a plan to reduce high energy costs.

  2. 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.

  3. Final Report for the Soboba Strategic Tribal Energy Planning Project

    SciTech Connect

    Miller, Kim

    2013-09-17

    In 2011 the Tribe was awarded funds from the Department of Energy to formulate the Soboba Strategic Tribal Energy Plan. This will be a guiding document used throughout the planning of projects focused on energy reduction on the Reservation. The Soboba Strategic Tribal Energy Plan's goal is to create a Five Year Energy Plan for the Soboba Band of Luiseno Indians in San Jacinto, California. This plan will guide the decision making process towards consistent progress leading to the Tribal goal of a 25% reduction in energy consumption in the next five years. It will additionally outline energy usage/patterns and will edentify areas the Tribe can decrease energy use and increase efficiency. The report documents activities undertaken under the grant, as well as incldues the Tribe's strategif energy plan.

  4. 1997 U.S. Department of Energy Strategic Plan

    SciTech Connect

    None,

    1997-09-01

    With the end of the Cold War and the election of President Clinton, the Department of Energy (DOE) set a new course which began with the publication of its first departmental strategic plan in April 1994. Entitled ``Fueling a Competitive Economy, it provided the framework and shared vision for meeting responsibilities in energy, national security, environmental quality, and science and technology. The strategic plan was the guidepost for the formulation of the Department`s FY 1996, FY 1997, and FY 1998 budgets and was critical to the development of the Department`s Strategic Alignment Initiative, designed to save $1.7 billion over five years. This current plan, which has been significantly improved through a very close consultation process with Congress and customers stakeholders, takes DOE to the next important performance level by being more directly linked to actions and results. It defines a strategic goal for each of the Department`s four business lines and, in the spirit of the Government Performance and Results Act and the National Performance Review, identifies a fifth goal addressing corporate management. Reengineering the business practices, managing for results, being open with neighbors and stakeholders, and ensuring the safety and health of DOE workers and the public are, and will continue to be, among the highest of priorities. Over the coming years, DOE plans to achieve their strategic goals through specific identifiable strategies. Each business line has clear objectives and straightforward ways of defining whether DOE has succeeded in meeting those objectives.

  5. Strategic defense and directed-energy weapons

    SciTech Connect

    Patel, C.K.N.; Bloembergen, N.

    1987-09-01

    About 8 months after President Reagan called on the US scientific community to develop SDI, the American Physical Society commissioned a study to evaluate the status of directed-energy weapons (DEW). Focus was on DEW because they would be needed in almost all stages of the destruction of a missile, including: detecting the launch; locating and tracking the target; distinguishing warheads from decoys; and destroying the target itself and verifying the kill. Results of the study were released in the spring of 1987, and SDI partisans have attacked and SDI critics have invoked the findings of the APS committee. The authors were cochairmen of the 17-member committee, and here summarize their conclusions, namely: (1) although substantial progress has been made in many technologies of DEW over the last two decades, significant gaps remain in these technologies; (2) successful resolution of these issues is critical for extrapolation to performance levels needed for an effective BMD systems; (3) at present, there is insufficient information to decide whether the required extrapolations can be achieved; improvements of several orders of magnitude are needed; (4) under the best of circumstances, another decade of intensive research is needed to provide the knowledge needed for an informed decision; and (5) important issues of overall system integration and effectiveness depend critically upon information that does not yet exist.

  6. Developing The Organized Village of Kasaan's Strategic Energy Plan

    SciTech Connect

    Hamar, Glenn P.

    2013-02-01

    The overall goal of this project is to create a Tribal Energy Action Plan that will serve as the Tribe's blueprint for creating long term energy self sufficiency. The Plan will be developed with input from a committed group of key stakeholders and landowners in the area, will be based on sound data and research, and will address both supply side options of the development of sustainable energy sources, as well as demand-side options for reducing energy consumption. The resulting plan will include defined comprehensive energy strategies and built upon a baseline assessment of where the Tribe currently is in terms of alternative and renewable energy activities; a vision of where the Tribe wants to go; and an action plan of how the Tribe will reach its vision including the identification of viable energy options based on the long-term strategic plan of the Tribe.

  7. Final Report - Development of a Strategic Energy Plan

    SciTech Connect

    Maracas, Kate; Hooks, Todd

    2006-11-30

    The Agua Caliente Band of Cahuilla Indians was awarded a grant under the U.S. Department of Energy’s (“DOE”) Tribal Energy Program to develop a comprehensive Tribal energy plan. The grant, awarded under DOE’s First Steps program, supported the development of a strategic energy plan that integrates with the Tribe’s overall planning and economic development goals, and aligns with Tribal cultural, social, political, and spiritual values. The Tribe set out to incorporate its energy plan into (i) a broader economic development strategy developed by investigators at the University of California at Riverside, and (ii) the overarching goals for job-creation and wealth-creation that are held by both the Tribe and the surrounding Coachella Valley. With these wide-ranging objectives in mind, the Tribe and its consultant, Red Mountain Energy Partners, engaged in a phased approach to creating the strategic energy plan. As illustrated in Figure 1 below, the proposed approach involved both “serial” and “parallel” activities. The capacity-building component of this approach occurred throughout the duration of the project period.

  8. Optimizing Cellular Networks Enabled with Renewal Energy via Strategic Learning.

    PubMed

    Sohn, Insoo; Liu, Huaping; Ansari, Nirwan

    2015-01-01

    An important issue in the cellular industry is the rising energy cost and carbon footprint due to the rapid expansion of the cellular infrastructure. Greening cellular networks has thus attracted attention. Among the promising green cellular network techniques, the renewable energy-powered cellular network has drawn increasing attention as a critical element towards reducing carbon emissions due to massive energy consumption in the base stations deployed in cellular networks. Game theory is a branch of mathematics that is used to evaluate and optimize systems with multiple players with conflicting objectives and has been successfully used to solve various problems in cellular networks. In this paper, we model the green energy utilization and power consumption optimization problem of a green cellular network as a pilot power selection strategic game and propose a novel distributed algorithm based on a strategic learning method. The simulation results indicate that the proposed algorithm achieves correlated equilibrium of the pilot power selection game, resulting in optimum green energy utilization and power consumption reduction. PMID:26167934

  9. Optimizing Cellular Networks Enabled with Renewal Energy via Strategic Learning

    PubMed Central

    Sohn, Insoo; Liu, Huaping; Ansari, Nirwan

    2015-01-01

    An important issue in the cellular industry is the rising energy cost and carbon footprint due to the rapid expansion of the cellular infrastructure. Greening cellular networks has thus attracted attention. Among the promising green cellular network techniques, the renewable energy-powered cellular network has drawn increasing attention as a critical element towards reducing carbon emissions due to massive energy consumption in the base stations deployed in cellular networks. Game theory is a branch of mathematics that is used to evaluate and optimize systems with multiple players with conflicting objectives and has been successfully used to solve various problems in cellular networks. In this paper, we model the green energy utilization and power consumption optimization problem of a green cellular network as a pilot power selection strategic game and propose a novel distributed algorithm based on a strategic learning method. The simulation results indicate that the proposed algorithm achieves correlated equilibrium of the pilot power selection game, resulting in optimum green energy utilization and power consumption reduction. PMID:26167934

  10. 78 FR 55731 - Notice of Service Delivery Area Designation for the Wilton Rancheria

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-09-11

    .... DATES: This notice is effective 30 days after date of publication in the Federal Register (FR..., IHS, published notice of the establishment of SDAs in the June 21, 2007 FR Notice (72 FR 34262-01... Tribe was published in the July 13, 2009 FR Notice (74 FR 33468). The Wilton Rancheria is located...

  11. 2011 U.S. Department of Energy Strategic Plan

    SciTech Connect

    2011-05-01

    The mission of the Department of Energy is to ensure America's security and prosperity by addressing its energy, environmental, and nuclear challenges through transformative science and technology solutions. Goal 1 is to catalyze the timely, material, and efficient transformation of the nation's energy system and secure U.S. leadership in clean energy technologies. Goal 2 is to maintain a vibrant U.S. effort in science and engineering as a cornerstone of our economic prosperity with clear leadership in strategic areas. Goal 3 is to enhance nuclear security through defense, nonproliferation, and environmental efforts. Goal 4 is to establish an operational and adaptable framework that combines the best wisdom of all Department stakeholders to maximize mission success.

  12. Strategic Energy Management Plan For Fort Buchanan, Puerto Rico

    SciTech Connect

    Parker, Steven A.; Hunt, W. D.

    2001-10-31

    This document reports findings and recommendations as a result of a design assistance project with Fort Buchanan with the goals of developing a Strategic Energy Management Plan for the Site. A strategy has been developed with three major elements in mind: 1) development of a strong foundation from which to build, 2) understanding technologies that are available, and 3) exploring financing options to fund the implementation of improvements. The objective of this report is to outline a strategy that can be used by Fort Buchanan to further establish an effective energy management program. Once a strategy is accepted, the next step is to take action. Some of the strategies defined in this Plan may be implemented directly. Other strategies may require the development of a more sophisticated tactical, or operational, plan to detail a roadmap that will lead to successful realization of the goal. Similarly, some strategies are not single events. Rather, some strategies will require continuous efforts to maintain diligence or to change the culture of the Base occupants and their efforts to conserve energy resources.

  13. Strategic Energy Planning for Renewable Energy Demonstration Center

    SciTech Connect

    Ross, Becky; Crandell, George

    2014-04-10

    The focus of this project is to support the addition of renewable energy technologies to the existing CBMI resource recovery park, known as the Cabazon Resource Recovery Park (CRRP) in Mecca, California. The concept approved for this project was to determine if the resources and the needs existed for the addition of a Renewable Energy Demonstration Center (REDC) at the CRRP. The REDC concept is envisioned to support the need of startup renewable companies for a demonstration site that reduces their development costs.

  14. Jicarilla Apache Utility Authority Renewable Energy and Energy Efficiency Strategic Planning

    SciTech Connect

    Rabago, K.R.

    2008-06-28

    The purpose of this Strategic Plan Report is to provide an introduction and in-depth analysis of the issues and opportunities, resources, and technologies of energy efficiency and renewable energy that have potential beneficial application for the people of the Jicarilla Apache Nation and surrounding communities. The Report seeks to draw on the best available information that existed at the time of writing, and where necessary, draws on new research to assess this potential. This study provides a strategic assessment of opportunities for maximizing the potential for electrical energy efficiency and renewable energy development by the Jicarilla Apache Nation. The report analyzes electricity use on the Jicarilla Apache Reservation in buildings. The report also assesses particular resources and technologies in detail, including energy efficiency, solar, wind, geothermal, biomass, and small hydropower. The closing sections set out the elements of a multi-year, multi-phase strategy for development of resources to the maximum benefit of the Nation.

  15. Critical Metals in Strategic Low-carbon Energy Technologies

    NASA Astrophysics Data System (ADS)

    Moss, R. L.

    2012-04-01

    Due to the rapid growth in demand for certain materials, compounded by political risks associated with the geographical concentration of the supply of them, shortages of materials could be a potential bottleneck to the deployment of low-carbon energy technologies. Consequently, an assessment has been carried out to ascertain whether such shortages could jeopardise the objectives of the EU's Strategic Energy Technology Plan (SET-Plan), especially in the six low-carbon energy technologies of SET-Plan, namely: nuclear, solar, wind, bioenergy, carbon capture and storage (CCS) and electricity grids. The assessment identified 14 metals for which the deployment of the six technologies will require 1% or more (and in some cases, much more) of current world supply per annum between 2020 and 2030. Following a more critical examination, based on the likelihood of rapid future global demand growth, limitations to expanding supply in the short to medium term, and the concentration of supply and political risks associated with key suppliers, 5 of the 14 metals were pinpointed to be at high risk, namely: the rare earth metals neodymium and dysprosium (for wind technology), and the by-products (from the processing of other metals) indium, tellurium and gallium (for photovoltaic technologies). In addition, the work has explored potential mitigation strategies, ranging from expanding European output, increasing recycling and reuse to reducing waste and finding substitutes for these metals in their main applications. Furthermore, recommendations are provided which include closely working with the EU's Raw Materials Initiative; supporting efforts to ensure reliable supply of ore concentrates at competitive prices; promoting R&D and demonstration projects on new lower cost separation processes; and promoting the further development of recycling technologies and increasing end-of-life collection

  16. Strategic Plan for Sustainable Energy Management and Environmental Stewardship for Los Angeles Unified School District

    SciTech Connect

    Walker, A.; Beattie, D.; Thomas, K.; Davis, K.; Sim, M.; Jhaveri, A.

    2007-11-01

    This Strategic Plan for Sustainable Energy Management and Environmental Stewardship states goals, measures progress toward goals and how actions are monitored to achieve continuous improvement for the Los Angeles Unified School District.

  17. The quality transformation: A catalyst for achieving energy`s strategic vision

    SciTech Connect

    1995-01-01

    This plan describes the initial six corporate quality goals for DOE. It also includes accompanying performance measures which will help DOE determine progress towards meeting these goals. The six goals are: (1) There is effective use of performance measurement based on regular assessment of Energy operations using the Presidential Award for Quality, the Malcolm Baldrige National Quality Award, or equivalent criteria. (2) All managers champion continuous quality improvement training for all employees through planning, attendance, and active application. (3) The Department leadership has provided the environment in which employees are enabled to satisfy customer requirements and realize their full potential. (4) The Department management practices foster employee involvement, development and recognition. (5) The Department continuously improves customer service and satisfaction, and internal and external customers recognize Energy as an excellent service provider. (6) The Department has a system which aligns strategic and operational planning with strategic intent, ensures this planning drives resource allocation, provides for regular evaluation of results, and provides feedback.

  18. Thailand's energy security: Strategic Petroleum Reserve and its economic impacts

    NASA Astrophysics Data System (ADS)

    Leesombatpiboon, Poonpat

    This dissertation studies Thailand's energy security from three related perspectives, the role of oil on the Thai macroeconomy, the sectoral demand for oil in Thailand, and the Strategic Petroleum Reserve (SPR) policy for the Thai economy. The first part of my dissertation estimates an error correction model of aggregate production function for Thailand. Thai economic growth is modeled as a function of labor, capital, and oil consumption. Unlike previous studies that focus on testing the causal relationship between energy consumption and economic growth, I focus on measuring the elasticity of economic growth with respect to oil consumption and oil prices. I find a cointegration relationship between GDP, capital, labor, and oil consumption. The results suggest that there exists a constant-return-to-scale characteristic in Thailand's aggregate production function with the contribution of labor, oil, and capital to output around 68, 19, and 13 percent respectively. The long-run and short-run contribution of oil consumption to the economy appears to be fairly close, suggesting that oil has a critical role in the Thai economy. In the short run, oil shortages have a much more severe impact on Thai economy than the effects of an oil price shock. For example, a 10 percent shortfall in oil consumption might cause economic growth to shrink by 2 percent within the same year while a sharp10 percent rise in oil prices canlead output growth to a fall by about 0.5 percent. The response of output to increases and decreases in oil prices is found to be asymmetric in the short run. The second part of my dissertation examines the short-run and long-run determinants of final oil consumption in seven major economic sectors in Thailand. Two different approaches are compared. The first approach uses dynamic panel data estimation techniques taking into account oil consumption of the whole economy in an aggregate manner. The second approach employs the Autoregressive Distributed Lag (ADL

  19. Community Greening: How To Develop A Strategic Energy Plan, Energy Efficiency & Renewable Energy (EERE) (Brochure)

    SciTech Connect

    Not Available

    2010-02-01

    This guide provides an overview of strategic electricity planning for communities, using a step-by-step approach to develop the plan. This method has a high chance of success, because it is based on stakeholder buy-in and political commitment. Not all communities will need to follow all steps, but the process is designed to incorporate all parties, maximize solution-based thinking, and develop a plan that can be carried out by community leaders.

  20. PERSPECTIVE: Cultivating Strategic Foresight for Energy and Environmental Security

    SciTech Connect

    Bray, David A.; Costigan, Sean; Daum, Keith; Lavoix, Helene; Malone, Elizabeth L.; Pallaris, Chris

    2009-10-01

    Disastrous social, economic, and political instability can result from limited energy resources or deteriorating environmental conditions. Historically, understanding and preparing for potential turbulent events posed significant challenges for governments, due in part to complex connections and dependencies associated with multiple, inter-related issues. Moving forward, we propose world governments can better mitigate and even avert energy and environmental disasters by cultivating a shared, diverse community of physical and social scientists, engineers, security analysts, and other professionals from related fields to share concerns, discuss ideas, and coalesce key concepts from the vast amount of data available about energy and environmental issues. Bringing relevant parties from multiple disciplines into a dynamic, diverse, and more transparent forum will produce a greater range of discussion, deliberation, and feasible solutions to help address uncertain, global energy and environmental concerns of both the present-day and our future.

  1. Strategic Energy Management Plan for the Santa Ynez Band of Chumash Indians

    SciTech Connect

    Davenport, Lars; Smythe, Louisa; Sarquilla, Lindsey; Ferguson, Kelly

    2015-03-27

    This plan outlines the Santa Ynez Band of Chumash Indians’ comprehensive energy management strategy including an assessment of current practices, a commitment to improving energy performance and reducing overall energy use, and recommended actions to achieve these goals. Vision Statement The primary objective of the Strategic Energy Management Plan is to implement energy efficiency, energy security, conservation, education, and renewable energy projects that align with the economic goals and cultural values of the community to improve the health and welfare of the tribe. The intended outcomes of implementing the energy plan include job creation, capacity building, and reduced energy costs for tribal community members, and tribal operations. By encouraging energy independence and local power production the plan will promote self-sufficiency. Mission & Objectives The Strategic Energy Plan will provide information and suggestions to guide tribal decision-making and provide a foundation for effective management of energy resources within the Santa Ynez Band of Chumash Indians (SYBCI) community. The objectives of developing this plan include; Assess current energy demand and costs of all tribal enterprises, offices, and facilities; Provide a baseline assessment of the SYBCI’s energy resources so that future progress can be clearly and consistently measured, and current usage better understood; Project future energy demand; Establish a system for centralized, ongoing tracking and analysis of tribal energy data that is applicable across sectors, facilities, and activities; Develop a unifying vision that is consistent with the tribe’s long-term cultural, social, environmental, and economic goals; Identify and evaluate the potential of opportunities for development of long-term, cost effective energy sources, such as renewable energy, energy efficiency and conservation, and other feasible supply- and demand-side options; and Build the SYBCI’s capacity for

  2. Tactical Action Plan: Powering the Energy Frontier (An Appendix to the Strategic Roadmap 2024)

    SciTech Connect

    2014-01-01

    The Tactical Action Plan identifies and describes the Western-wide tasks and activities, existing and new, needed to fully achieve the goals in Strategic Roadmap 2024. Each activity in the TAP chart is briefly described in this document and also linked to the Critical Pathway it supports. As the TAP is a list of specific strategies and actions susceptible to changing environments and needs, the TAP will be updated more frequently as Western progresses towards its goals. The TAP is organized into seven Strategic Target Areas that serve as Western’s priorities and areas of focus for the next two to three years. These Target Areas are: Power and Transmission Related Services; Energy Infrastructure; Partnership and Innovation; Asset Management; Safety and Security; Communication; and Human Capital Management and Organization Structure. Target Areas are also used to create the agency’s annual performance targets, which measure progress and implementation of the TAP, and the status of which will be reported regularly.

  3. 1994 U.S. Department of Energy Strategic Plan: Fueling a Competitive Economy

    SciTech Connect

    None,

    1994-04-01

    The Department of Energy has a rich heritage of meeting important national goals in the areas of energy, national security, science, and technology. The end of the Cold War, and the election of President Clinton, have given us a new national agenda. Through a comprehensive strategic planning process, we have determined that the Department must now unleash its extraordinary scientific and technical talent and resources on new and more sharply focused goals: fueling a competitive economy, improving the environment through waste management and pollution prevention, and reducing the nuclear danger.

  4. The Kra Isthmus Canal: A New Strategic Solution for China's Energy Consumption Scenario?

    NASA Astrophysics Data System (ADS)

    Lau, Cheng Yong; Lee, Jason Wai Chow

    2016-01-01

    This paper is a conceptual study that examines the viability of the construction of the Kra Isthmus within the context of the five dimensions of megaproject success of Sovacool and Cooper (The governance of energy megaprojects: politics, hubris, and energy security, 2013)—social (governance), technological (systems), democratic (politics), externalities (economics, ecology), and risks assessments (accountability), and its possible impact on China's strategic energy supply chain. One of the objectives of this study is also to discuss the current impacts, perceived benefits, and risks of China's dependence on its multinational and transnational pipelines. China could see the construction of Kra Canal as an alternative option for its strategic sourcing activities especially crude oil and gas at much lower costs. The megaproject would become a passageway that connects the Indian Ocean, Andaman Sea, and the Gulf of Siam at the choke point of Isthmus region in Thailand. However, this megaproject could also trigger the internal conflicts of Thailand, and affect the ASEAN countries' political and economic relationships.

  5. The Kra Isthmus Canal: A New Strategic Solution for China's Energy Consumption Scenario?

    PubMed

    Lau, Cheng Yong; Lee, Jason Wai Chow

    2016-01-01

    This paper is a conceptual study that examines the viability of the construction of the Kra Isthmus within the context of the five dimensions of megaproject success of Sovacool and Cooper (The governance of energy megaprojects: politics, hubris, and energy security, 2013)-social (governance), technological (systems), democratic (politics), externalities (economics, ecology), and risks assessments (accountability), and its possible impact on China's strategic energy supply chain. One of the objectives of this study is also to discuss the current impacts, perceived benefits, and risks of China's dependence on its multinational and transnational pipelines. China could see the construction of Kra Canal as an alternative option for its strategic sourcing activities especially crude oil and gas at much lower costs. The megaproject would become a passageway that connects the Indian Ocean, Andaman Sea, and the Gulf of Siam at the choke point of Isthmus region in Thailand. However, this megaproject could also trigger the internal conflicts of Thailand, and affect the ASEAN countries' political and economic relationships. PMID:26280310

  6. Energy Integration for 2050 - A Strategic Impact Model (2050 SIM), Version 2.0

    SciTech Connect

    John Collins

    2011-09-01

    The United States (U.S.) energy infrastructure is among the most reliable, accessible, and economic in the world. On the other hand, it is also excessively reliant on foreign energy sources, experiences high volatility in energy prices, does not always practice good stewardship of finite indigenous energy resources, and emits significant quantities of greenhouse gas. The U.S. Department of Energy is conducting research and development on advanced nuclear reactor concepts and technologies, including High Temperature Gas Reactor (HTGR) technologies, directed at helping the United States meet its current and future energy challenges. This report discusses the Draft Strategic Impact Model (SIM), an initial version of which was created during the later part of FY-2010. SIM was developed to analyze and depict the benefits of various energy sources in meeting the energy demand and to provide an overall system understanding of the tradeoffs between building and using HTGRs versus other existing technologies for providing energy (heat and electricity) to various energy-use sectors in the United States. This report also provides the assumptions used in the model, the rationale for the methodology, and the references for the source documentation and source data used in developing the SIM.

  7. Energy Integration for 2050 - A Strategic Impact Model (2050 SIM), Version 1.0

    SciTech Connect

    Not Available

    2010-10-01

    The United States (U.S.) energy infrastructure is among the most reliable, accessible, and economic in the world. On the other hand, it is also excessively reliant on foreign energy sources, experiences high volatility in energy prices, does not always practice good stewardship of finite indigenous energy resources, and emits significant quantities of greenhouse gas. The U.S. Department of Energy is conducting research and development on advanced nuclear reactor concepts and technologies, including High Temperature Gas Reactor (HTGR) technologies, directed at helping the United States meet its current and future energy challenges. This report discusses the Draft Strategic Impact Model (SIM), an initial version of which was created during the later part of FY-2010. SIM was developed to analyze and depict the benefits of various energy sources in meeting the energy demand and to provide an overall system understanding of the tradeoffs between building and using HTGRs versus other existing technologies for providing energy (heat and electricity) to various energy-use sectors in the United States. This report also provides the assumptions used in the model, the rationale for the methodology, and the references for the source documentation and source data used in developing the SIM.

  8. U.S. Department of Energy clean cities five-year strategic plan.

    SciTech Connect

    Cambridge Concord Associates

    2011-02-15

    Clean Cities is a government-industry partnership sponsored by the U.S. Department of Energy's (DOE) Vehicle Technologies Program, which is part of the Office of Energy Efficiency and Renewable Energy. Working with its network of about 100 local coalitions and more than 6,500 stakeholders across the country, Clean Cities delivers on its mission to reduce petroleum consumption in on-road transportation. In its work to reduce petroleum use, Clean Cities focuses on a portfolio of technologies that includes electric drive, propane, natural gas, renewable natural gas/biomethane, ethanol/E85, biodiesel/B20 and higher-level blends, fuel economy, and idle reduction. Over the past 17 years, Clean Cities coalitions have displaced more than 2.4 billion gallons of petroleum; they are on track to displace 2.5 billion gallons of gasoline per year by 2020. This Clean Cities Strategic Plan lays out an aggressive five-year agenda to help DOE Clean Cities and its network of coalitions and stakeholders accelerate the deployment of alternative fuel and advanced technology vehicles, while also expanding the supporting infrastructure to reduce petroleum use. Today, Clean Cities has a far larger opportunity to make an impact than at any time in its history because of its unprecedented $300 million allocation for community-based deployment projects from the American Recovery and Reinvestment Act (ARRA) (see box below). Moreover, the Clean Cities annual budget has risen to $25 million for FY2010 and $35 million has been requested for FY2011. Designed as a living document, this strategic plan is grounded in the understanding that priorities will change annually as evolving technical, political, economic, business, and social considerations are woven into project decisions and funding allocations. The plan does not intend to lock Clean Cities into pathways that cannot change. Instead, with technology deployment at its core, the plan serves as a guide for decision-making at both the national

  9. United States Department of Energy strategic petroleum reserve: Environmental monitoring report: Annual 1986

    SciTech Connect

    Not Available

    1987-04-01

    The Strategic Petroleum Reserve (SPR) consists of six Gulf Coast underground salt dome oil storage complexes (four in Louisiana and two in Texas) and a marine terminal facility (in Louisiana). The environmental program is implemented by the management, operations and maintenance (MOM) contractor for the SPR on behalf of the Department of Energy. A primary goal of the MOM contractor is to ensure that all SPR activities are conducted in accordance with sound environmental practices. Effective environmental monitoring provides a mechanism for assessing the impact of SPR activity on air, surface water, and ground water. Environmental monitoring during 1986 showed no adverse environmental impact resulting from SPR activities. 20 refs., 8 figs., 13 tabs. (AT)

  10. Enzymes, energy, and the environment: A strategic perspective on the US Department of Energy's Research and Development activities for bioethanol

    SciTech Connect

    Sheehan, J.; Himmel, M.

    1999-10-01

    For well over one hundred years, researchers around the world have pursued ways to make ethanol from biomass such as wood, grasses, and waste materials. To distinguish it from ethanol made from starch and sugars in traditional agricultural crops, the authors refer to ethanol made from biomass as bioethanol. The effort to develop bioethanol technology gained significant momentum in the late 1970s as a result of the energy crises that occurred in that decade. This article briefly reviews the broader history of bioethanol technology development. With this as a background, the authors focus their attention on the strategic thinking behind the US Department of Energy's Bioethanol Program, which envisions remarkable advances in cellulase enzyme research and as the basis for significant future process cost reductions.

  11. Optimizing Distributed Energy Resources and building retrofits with the strategic DER-CAModel

    DOE PAGESBeta

    Stadler, M.; Groissböck, M.; Cardoso, G.; Marnay, C.

    2014-08-05

    The pressuring need to reduce the import of fossil fuels as well as the need to dramatically reduce CO2 emissions in Europe motivated the European Commission (EC) to implement several regulations directed to building owners. Most of these regulations focus on increasing the number of energy efficient buildings, both new and retrofitted, since retrofits play an important role in energy efficiency. Overall, this initiative results from the realization that buildings will have a significant impact in fulfilling the 20/20/20-goals of reducing the greenhouse gas emissions by 20%, increasing energy efficiency by 20%, and increasing the share of renewables to 20%,more » all by 2020. The Distributed Energy Resources Customer Adoption Model (DER-CAM) is an optimization tool used to support DER investment decisions, typically by minimizing total annual costs or CO2 emissions while providing energy services to a given building or microgrid site. This document shows enhancements made to DER-CAM to consider building retrofit measures along with DER investment options. Specifically, building shell improvement options have been added to DER-CAM as alternative or complementary options to investments in other DER such as PV, solar thermal, combined heat and power, or energy storage. The extension of the mathematical formulation required by the new features introduced in DER-CAM is presented and the resulting model is demonstrated at an Austrian Campus building by comparing DER-CAM results with and without building shell improvement options. Strategic investment results are presented and compared to the observed investment decision at the test site. Results obtained considering building shell improvement options suggest an optimal weighted average U value of about 0.53 W/(m2K) for the test site. This result is approximately 25% higher than what is currently observed in the building, suggesting that the retrofits made in 2002 were not optimal. Furthermore, the results obtained with

  12. Optimizing Distributed Energy Resources and building retrofits with the strategic DER-CAModel

    SciTech Connect

    Stadler, M.; Groissböck, M.; Cardoso, G.; Marnay, C.

    2014-08-05

    The pressuring need to reduce the import of fossil fuels as well as the need to dramatically reduce CO2 emissions in Europe motivated the European Commission (EC) to implement several regulations directed to building owners. Most of these regulations focus on increasing the number of energy efficient buildings, both new and retrofitted, since retrofits play an important role in energy efficiency. Overall, this initiative results from the realization that buildings will have a significant impact in fulfilling the 20/20/20-goals of reducing the greenhouse gas emissions by 20%, increasing energy efficiency by 20%, and increasing the share of renewables to 20%, all by 2020. The Distributed Energy Resources Customer Adoption Model (DER-CAM) is an optimization tool used to support DER investment decisions, typically by minimizing total annual costs or CO2 emissions while providing energy services to a given building or microgrid site. This document shows enhancements made to DER-CAM to consider building retrofit measures along with DER investment options. Specifically, building shell improvement options have been added to DER-CAM as alternative or complementary options to investments in other DER such as PV, solar thermal, combined heat and power, or energy storage. The extension of the mathematical formulation required by the new features introduced in DER-CAM is presented and the resulting model is demonstrated at an Austrian Campus building by comparing DER-CAM results with and without building shell improvement options. Strategic investment results are presented and compared to the observed investment decision at the test site. Results obtained considering building shell improvement options suggest an optimal weighted average U value of about 0.53 W/(m2K) for the test site. This result is approximately 25% higher than what is currently observed in the building, suggesting that the retrofits made in 2002 were not optimal. Furthermore

  13. Pigouvian taxation of energy for flow and stock externalities and strategic, noncompetitive energy pricing

    SciTech Connect

    Wirl, F. )

    1994-01-01

    The literature on energy and carbon taxes is by and large concerned about the derivation of (globally) efficient strategies. In contrast, this paper considers the dynamic interactions between cartelized energy suppliers and a consumers' government that collectively taxes energy carriers for Pigouvian motives. Two different kinds of external costs are associated with energy consumption: flow (e.g., acid rain) and stock externalities (e.g., global warming). The dynamic interactions between a consumers' government and a producers' cartel are modeled as a differential game with a subgame perfect Nash equilibrium in linear and nonlinear Markov strategies. The major implications are that the nonlinear solutions are Pareto-inferior to the linear strategies and energy suppliers may preempt energy taxation and thereby may raise the price at front; however, this effect diminishes over time because the producers' price declines, while taxes increase. 22 refs., 5 figs., 1 tab.

  14. 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.

  15. 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.

  16. Strategic Planning of Communications and Knowledge Transfer for the Solar Energy Technologies Program

    SciTech Connect

    Pedigo, S.; Nahan, R.; Moon, S.; Gwinner, D.; Zuboy, J.; Brooks, C.; Wilson, T.; Hassett, R.; Burt, W. B.

    2005-11-01

    The goal of the Solar Communications Team is to get the right information to the right people at the right time in the right form at the right cost, and to measure the effectiveness of projects and our strategic communications plan. Our communications efforts in FY 2005 emphasized the following: 1) Reaching the Buildings and Consumer audiences (e.g., Solar Decathlon, International Builders' Show). 2) Developing and distributing critical program documents to key stakeholders (e.g., Solar Program Review Meeting Proceedings, Industry Roadmap, second Multi-Year Program Plan). 3) Conducting a gap analysis of communications products and evaluating their effectiveness. 4) Working with our program management to streamline business processes and improve communications of management expectations. 5) Developing and maintaining content for all Solar Program Web sites that reflect research and program accomplishments. 6) Representing the interests of the Solar Program at strategic events (technical conferences, meetings, workshops, community events).

  17. 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.

  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. 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.

  20. 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…

  1. 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.

  2. Lac du Flambeau Band of Lake Superior Chippewa Indians Strategic Energy Plan

    SciTech Connect

    Bryan Hoover

    2009-11-16

    This plan discusses the current energy use on the Lac du Flambeau Reservation, the current status of the Tribe's energy program, as well as the issues and concerns with energy on the reservation. This plan also identifies and outlines energy opportunities, goals, and objectives for the Tribe to accomplish. The overall goal of this plan is to address the energy situation of the reservation in a holistic manner for the maximum benefit to the Tribe. This plan is an evolving document that will be re-evaluated as the Tribe's energy situation changes.

  3. Strategic Energy Planning (Area 1) Consultants Reports to Citizen Potawatomi Nation Federally Recognized Indian Tribe

    SciTech Connect

    Smith, Marvin; Bose, James; Beier, Richard; Chang, Young Bae

    2004-12-01

    The assets that Citizen Potawatomi Nation holds were evaluated to help define the strengths and weaknesses to be used in pursuing economic prosperity. With this baseline assessment, a Planning Team will create a vision for the tribe to integrate into long-term energy and business strategies. Identification of energy efficiency devices, systems and technologies was made, and an estimation of cost benefits of the more promising ideas is submitted for possible inclusion into the final energy plan. Multiple energy resources and sources were identified and their attributes were assessed to determine the appropriateness of each. Methods of saving energy were evaluated and reported on and potential revenue-generating sources that specifically fit the tribe were identified and reported. A primary goal is to create long-term energy strategies to explore development of tribal utility options and analyze renewable energy and energy efficiency options. Associated goals are to consider exploring energy efficiency and renewable economic development projects involving the following topics: (1) Home-scale projects may include construction of a home with energy efficiency or renewable energy features and retrofitting an existing home to add energy efficiency or renewable energy features. (2) Community-scale projects may include medium to large scale energy efficiency building construction, retrofit project, or installation of community renewable energy systems. (3) Small business development may include the creation of a tribal enterprise that would manufacture and distribute solar and wind powered equipment for ranches and farms or create a contracting business to include energy efficiency and renewable retrofits such as geothermal heat pumps. (4) Commercial-scale energy projects may include at a larger scale, the formation of a tribal utility formed to sell power to the commercial grid, or to transmit and distribute power throughout the tribal community, or hydrogen production

  4. A strategic value management approach for energy and maintenance management in a building

    NASA Astrophysics Data System (ADS)

    Nawi, Mohd Nasrun Mohd; Dahlan, Nofri Yenita; Nadarajan, Santhirasegaran

    2015-05-01

    Fragmentation process is always been highlighted by the stakeholders in the construction industry as one of the `critical' issue that diminishing the opportunity for stakeholders that involved during the operation and maintenance stage to influence design decisions. Failure of design professionals to consider how a maintenance contractor or facility manager will construct the design thus results in higher operating cost, wastage, defects during the maintenance and operation process. Moving towards team integration is considered a significant strategy for overcoming the issue. Value Management is a style of management dedicated to guiding people and promoting innovation with the aim to improve overall building performance through structured, team-oriented exercises which make explicit, and appraise subsequent decisions, by reference to the value requirements of the clients. Accordingly, this paper discusses the fragmentation issue in more detail including the definition, causes and effects to the maintenance and operation of building and at the same time will highlighted the potential of VM integrated team approach as a strategic management approach for overcoming that issue. It also explores that the team integration strategy alleviates scheduling problems, delays and disputes during the construction process, and, hence, prevent harming the overall building performance.

  5. Technology Assessment: Strategic Energy Analysis Center (SEAC) 2012 Highlights (Fact Sheet)

    SciTech Connect

    Not Available

    2013-02-01

    This fact sheet lists key analysis products produced by NREL in 2012. Like all NREL analysis products, these aim to increase the understanding of the current and future interactions and roles of energy policies, markets, resources, technologies, environmental impacts, and infrastructure. NREL analysis, data, and tools inform decisions as energy-efficient and renewable energy technologies advance from concept to commercial application.

  6. Strategic environments (SWOT) for nuclear energy innovation in the 21. century

    SciTech Connect

    Lee, Tae Joon; Oh, Keun-Bae

    2004-07-01

    In prospecting the role of nuclear energy in a future society, it is necessary to foresee the social attitudes towards energy, economy and environment, and to analyze their interactions with the exploitation of nuclear energy itself. As those issues, this article looks upon the change of the socio-economic environment, the concerns about nuclear power and eco-environment, and the sustainability and limits of the energy resources, etc. With this perception, the so-called SWOT analysis is employed to identify the internal strengths (S) and/or weaknesses (W) of nuclear energy compared with other energy competitors on the basis of the evaluation of the external factors which are likely to play the roles of opportunities (O) for and/or threats (T) against the technological change in nuclear energy. (authors)

  7. Knowledge brokering on emissions modelling in Strategic Environmental Assessment of Estonian energy policy with special reference to the LEAP model

    SciTech Connect

    Kuldna, Piret; Peterson, Kaja; Kuhi-Thalfeldt, Reeli

    2015-09-15

    Strategic Environmental Assessment (SEA) serves as a platform for bringing together researchers, policy developers and other stakeholders to evaluate and communicate significant environmental and socio-economic effects of policies, plans and programmes. Quantitative computer models can facilitate knowledge exchange between various parties that strive to use scientific findings to guide policy-making decisions. The process of facilitating knowledge generation and exchange, i.e. knowledge brokerage, has been increasingly explored, but there is not much evidence in the literature on how knowledge brokerage activities are used in full cycles of SEAs which employ quantitative models. We report on the SEA process of the national energy plan with reflections on where and how the Long-range Energy Alternatives Planning (LEAP) model was used for knowledge brokerage on emissions modelling between researchers and policy developers. Our main suggestion is that applying a quantitative model not only in ex ante, but also ex post scenario modelling and associated impact assessment can facilitate systematic and inspiring knowledge exchange process on a policy problem and capacity building of participating actors. - Highlights: • We examine the knowledge brokering on emissions modelling between researchers and policy developers in a full cycle of SEA. • Knowledge exchange process can evolve at any modelling stage within SEA. • Ex post scenario modelling enables systematic knowledge exchange and learning on a policy problem.

  8. The Strategic Petroleum Reserve: United States energy security, oil politics, and petroleum reserves policies in the twentieth century

    NASA Astrophysics Data System (ADS)

    Beaubouef, Bruce Andre

    The history of U.S. petroleum reserves policies in the twentieth century, including the Strategic Petroleum Reserve (SPR) program, provides a case study of the economic and political aspects of national security, and shows the ways in which the American political economy influences national security. One key problem plagued federal petroleum reserve programs and proposals throughout the twentieth century. In a political economy which traditionally placed strong emphasis upon the sanctity of private property and free markets, could the government develop an emergency petroleum reserve policy despite opposition from the private sector? Previous literature on the SPR and oil-stockpiling programs has largely disregarded the historical perspective, focusing instead upon econometric models, suggesting future oil-stockpiling policy options. This study will also make conclusions about the future of governmental oil-stockpiling policies, particularly with regard to the SPR program, but it will do so informed by a systematic history of the emergency petroleum reserve impulse in the twentieth century. Through a study of the emergency petroleum reserve impulse, one can see how the American political economy of oil and energy changed over the twentieth century. As petroleum became crucial to the military and then economic security of the United States, the federal government sought to develop emergency petroleum reserves first for the military, then for the civilian economy. But while the American petroleum industry could deliver the energy "goods" to American energy consumers at a reasonable price, the companies reigned supreme in the political equation. While that was true, federal petroleum reserve programs and proposals conflicted with and were overwhelmed by the historic American tradition of individual economic and private property rights. The depletion of American petroleum reserves changed that political equation, and the ensuing energy crises of the 1970s not only

  9. 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.…

  10. 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…

  11. 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;…

  12. Strategic environmental assessment of energy planning tools. A study of Italian regions and provinces

    SciTech Connect

    De Montis, Andrea

    2014-04-01

    SEA has been applied in different ways in EU energy and environmental planning instruments, because different member states have interpreted European Directive 2001/42/CE in a variety of ways. Italy, for example, has only recently completed the integration of the directive into its legislation, through a number of decrees which were approved between 2006 and 2010. As a result SEA practice in Italy is very fragmented, particularly with respect to energy planning, and needs to be steered towards homogeneous quality objectives. The aim of this paper is to study the quality of the SEA reports on the energy and environmental planning tools used by Italian regions and provinces. We study nine cases and use the methodology suggested by Fisher (2010) in his review of the quality of SEA. To be more precise, we integrate the views of external evaluators with those of a selection of the personnel directly involved in preparing the plans. Our results show that there are some differences in the quality scores given by the outsiders and insiders, although the two groups identified similar strengths and weaknesses in implementing SEA. - Highlights: • This is a comparative study on SEA report quality within Italian energy planning tools. • In Italy, the level of SEA implementation on energy planning is still poor. • External academic experts and internal officers assessed SEA reports' quality. • Outsiders and insiders unveil a similar judgement. • Most critical remarks concern consultation, monitoring measures, and follow-up.

  13. Strategic choices for global energy: constraints from feedbacks in the climate system.

    PubMed

    Anderson, James G

    2009-01-01

    The climate system itself provides feedback on the current state of pollution levels through several markers. With ever-rising population numbers and energy demand, what should guide us when transforming our society into one that develops in a sustainable manner? PMID:19418501

  14. The energy-water-food nexus: strategic analysis of technologies for transforming the urban metabolism.

    PubMed

    Villarroel Walker, R; Beck, M B; Hall, J W; Dawson, R J; Heidrich, O

    2014-08-01

    Urban areas are considered net consumers of materials and energy, attracting these from the surrounding hinterland and other parts of the planet. The way these flows are transformed and returned to the environment by the city is important for addressing questions of sustainability and the effect of human behavior on the metabolism of the city. The present work explores these questions with the use of systems analysis, specifically in the form of a Multi-sectoral Systems Analysis (MSA), a tool for research and for supporting decision-making for policy and investment. The application of MSA is illustrated in the context of Greater London, with these three objectives: (a) estimating resource fluxes (nutrients, water and energy) entering, leaving and circulating within the city-watershed system; (b) revealing the synergies and antagonisms resulting from various combinations of water-sector innovations; and (c) estimating the economic benefits associated with implementing these technologies, from the point of view of production of fertilizer and energy, and the reduction of greenhouse gases. Results show that the selection of the best technological innovation depends on which resource is the focus for improvement. Urine separation can potentially recover 47% of the nitrogen in the food consumed in London, with revenue of $33 M per annum from fertilizer production. Collecting food waste in sewers together with growing algae in wastewater treatment plants could beneficially increase the amount of carbon release from renewable energy by 66%, with potential annual revenues of $58 M from fuel production. PMID:24768840

  15. 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)

  16. Strategic Plan for Nuclear Energy -- Knowledge Base for Advanced Modeling and Simulation (NE-KAMS)

    SciTech Connect

    Kimberlyn C. Mousseau

    2011-10-01

    The Nuclear Energy Computational Fluid Dynamics Advanced Modeling and Simulation (NE-CAMS) system is being developed at the Idaho National Laboratory (INL) in collaboration with Bettis Laboratory, Sandia National Laboratory (SNL), Argonne National Laboratory (ANL), Utah State University (USU), and other interested parties with the objective of developing and implementing a comprehensive and readily accessible data and information management system for computational fluid dynamics (CFD) verification and validation (V&V) in support of nuclear energy systems design and safety analysis. The two key objectives of the NE-CAMS effort are to identify, collect, assess, store and maintain high resolution and high quality experimental data and related expert knowledge (metadata) for use in CFD V&V assessments specific to the nuclear energy field and to establish a working relationship with the U.S. Nuclear Regulatory Commission (NRC) to develop a CFD V&V database, including benchmark cases, that addresses and supports the associated NRC regulations and policies on the use of CFD analysis. In particular, the NE-CAMS system will support the Department of Energy Office of Nuclear Energy Advanced Modeling and Simulation (NEAMS) Program, which aims to develop and deploy advanced modeling and simulation methods and computational tools for reliable numerical simulation of nuclear reactor systems for design and safety analysis. Primary NE-CAMS Elements There are four primary elements of the NE-CAMS knowledge base designed to support computer modeling and simulation in the nuclear energy arena as listed below. Element 1. The database will contain experimental data that can be used for CFD validation that is relevant to nuclear reactor and plant processes, particularly those important to the nuclear industry and the NRC. Element 2. Qualification standards for data evaluation and classification will be incorporated and applied such that validation data sets will result in well

  17. Strategic Plan for Nuclear Energy -- Knowledge Base for Advanced Modeling and Simulation (NE-KAMS)

    SciTech Connect

    Rich Johnson; Kimberlyn C. Mousseau; Hyung Lee

    2011-09-01

    NE-KAMS knowledge base will assist computational analysts, physics model developers, experimentalists, nuclear reactor designers, and federal regulators by: (1) Establishing accepted standards, requirements and best practices for V&V and UQ of computational models and simulations, (2) Establishing accepted standards and procedures for qualifying and classifying experimental and numerical benchmark data, (3) Providing readily accessible databases for nuclear energy related experimental and numerical benchmark data that can be used in V&V assessments and computational methods development, (4) Providing a searchable knowledge base of information, documents and data on V&V and UQ, and (5) Providing web-enabled applications, tools and utilities for V&V and UQ activities, data assessment and processing, and information and data searches. From its inception, NE-KAMS will directly support nuclear energy research, development and demonstration programs within the U.S. Department of Energy (DOE), including the Consortium for Advanced Simulation of Light Water Reactors (CASL), the Nuclear Energy Advanced Modeling and Simulation (NEAMS), the Light Water Reactor Sustainability (LWRS), the Small Modular Reactors (SMR), and the Next Generation Nuclear Power Plant (NGNP) programs. These programs all involve computational modeling and simulation (M&S) of nuclear reactor systems, components and processes, and it is envisioned that NE-KAMS will help to coordinate and facilitate collaboration and sharing of resources and expertise for V&V and UQ across these programs. In addition, from the outset, NE-KAMS will support the use of computational M&S in the nuclear industry by developing guidelines and recommended practices aimed at quantifying the uncertainty and assessing the applicability of existing analysis models and methods. The NE-KAMS effort will initially focus on supporting the use of computational fluid dynamics (CFD) and thermal hydraulics (T/H) analysis for M&S of nuclear

  18. Review of the Strategic Plan for International Collaboration on Fusion Science and Technology Research. Fusion Energy Sciences Advisory Committee (FESAC)

    SciTech Connect

    none,

    1998-01-23

    The United States Government has employed international collaborations in magnetic fusion energy research since the program was declassified in 1958. These collaborations have been successful not only in producing high quality scientific results that have contributed to the advancement of fusion science and technology, they have also allowed us to highly leverage our funding. Thus, in the 1980s, when the funding situation made it necessary to reduce the technical breadth of the U.S. domestic program, these highly leveraged collaborations became key strategic elements of the U.S. program, allowing us to maintain some degree of technical breadth. With the recent, nearly complete declassification of inertial confinement fusion, the use of some international collaboration is expected to be introduced in the related inertial fusion energy research activities as well. The United States has been a leader in establishing and fostering collaborations that have involved scientific and technological exchanges, joint planning, and joint work at fusion facilities in the U.S. and worldwide. These collaborative efforts have proven mutually beneficial to the United States and our partners. International collaborations are a tool that allows us to meet fusion program goals in the most effective way possible. Working with highly qualified people from other countries and other cultures provides the collaborators with an opportunity to see problems from new and different perspectives, allows solutions to arise from the diversity of the participants, and promotes both collaboration and friendly competition. In short, it provides an exciting and stimulating environment resulting in a synergistic effect that is good for science and good for the people of the world.

  19. Strategic environmental assessment (SEA) for wind energy planning: Lessons from the United Kingdom and Germany

    SciTech Connect

    Phylip-Jones, J. Fischer, T.B.

    2015-01-15

    This paper reports on SEA applied in the wind energy sector in the UK and Germany. Based on a review of 18 SEAs, it is found that the quality of SEA documentation is variable, with over a third of them being deemed unsatisfactory. Furthermore, SEA processes are conducted to varying degrees of effectiveness, with scoping a strength but impact prediction and mitigation weaknesses. Generally speaking, the influence of SEA on German wind energy plan making was found to be low and the influence of SEA on UK plans deemed to be moderate. The German plans had a low influence mainly because of a perceived high environmental performance of the underlying plans in the first instance. Substantive outcomes of SEA are not always clear and the influence of SEA on decision making is said to be limited in many cases. Finally, a lack of effective tiering between SEA and project level EIA is also observed. In addition, our findings echo some of the weaknesses of SEA practice found in previous studies of SEA effectiveness, including poor impact prediction and significance sections and a lack of detailed monitoring programmes for post plan implementation.

  20. Carbon Issues Task Force Report for the Idaho Strategic Energy Alliance

    SciTech Connect

    Travis L. Mcling

    2010-10-01

    The Carbon Issues Task Force has the responsibility to evaluate emissions reduction and carbon offset credit options, geologic carbon sequestration and carbon capture, terrestrial carbon sequestration on forest lands, and terrestrial carbon sequestration on agricultural lands. They have worked diligently to identify ways in which Idaho can position itself to benefit from potential carbon-related federal legislation, including identifying opportunities for Idaho to engage in carbon sequestration efforts, barriers to development of these options, and ways in which these barriers can be overcome. These are the experts to which we will turn when faced with federal greenhouse gas-related legislation and how we should best react to protect and provide for Idaho’s interests. Note that the conclusions and recommended options in this report are not intended to be exhaustive, but rather form a starting point for an informed dialogue regarding the way-forward in developing Idaho energy resources.

  1. The potential strategic, operating and environmental benefits of TVA's compressed air energy storage (CAES) program

    SciTech Connect

    Bradshaw, D.T.; Brewer, J.E. )

    1992-01-01

    The Tennessee Valley Authority is currently looking at compressed air energy storage (CAES), a new but mature technology, as a new capacity option. The technology is mature because all pieces/components have been in existence and use for over 50 years. The compressors are standard components for the gas industry, and the turbo expander and motor generator are standard components in the utility business. The newness of the CAES technology is due to the integration of these components and the use of underground storage of air in porous media or possibly in abandoned mines. Although the integration of these components is new to the Untied States, they have been demonstrated in Germany for over 10 years in the 290 MWe CAES unit located in a salt cavern near Huntorf, Germany. The CAES unit has been very successful, operating with a 99% start-up reliability, and has been operated remotely.

  2. Government`s role in energy technology R&D: A proposed model for strategic guidance

    SciTech Connect

    Perlack, R.D.; Shelton, R.B.

    1996-04-01

    There is very little argument that the federal government has a role in the funding of basic research. There is also consensus that the federal government should not fund research that the private sector would do on its own volition. In this paper, we examine the role of government in the ``grey`` area between these extremes. This area includes generic, crosscutting, and applied technology development and deployment. We first present some general trends in US R&D investment and make international comparisons. These trends clearly show that the amount the US spends on R&D has fallen precipitously since the 1980s. The R&D expenditure data also reveal striking differences in the shares of government R&D allocated to different social objectives between the US and other major industrialized countries. We then review the linear model--the model that characterizes much of the postwar paradigm for US technology policy-- and evaluate alternatives to it. These alternative models allow for different types of innovation and explicitly account for feedback from the marketplace and linkages to the private sector, universities, national laboratories. Based on the nonlinear model of innovation, we outline a structure for an R&D technology council that would provide guidance to DOE on energy technology R&D. The energy technology R&D council would advise DOE on funding priorities for different types of research. Basic research would be conducted at universities and national laboratories as appropriate. Generic technology development would be conducted by teams consisting of national laboratories, the private sector, and universities. The private sector would participate directly in the generic technology development by supplying information and funding. For those activities requiring the development of applied technology, the private sector would cost share in much the same way as is done in the current system with cooperative research and development agreements (CRADAs).

  3. Strategic planning at the national level: Evaluating and ranking energy projects by environmental impact

    SciTech Connect

    Thorhallsdottir, Thora Ellen . E-mail: theth@hi.is

    2007-08-15

    A method for evaluating and ranking energy alternatives based on impact upon the natural environment and cultural heritage was developed as part of the first phase of an Icelandic framework plan for the use of hydropower and geothermal energy. The three step procedure involved assessing i) site values and ii) development impacts within a multi-criteria analysis, and iii) ranking the alternatives from worst to best choice from an environmental-cultural heritage point of view. The natural environment was treated as four main classes (landscape + wilderness, geology + hydrology, species, and ecosystem/habitat types + soils), while cultural heritage constituted one class. Values and impacts were assessed within a common matrix with 6 agglomerated attributes: 1) diversity, richness, 2) rarity, 3) size (area), completeness, pristineness, 4) information (epistemological, typological, scientific and educational) and symbolic value, 5) international responsibility, and 6) scenic value. Standardized attribute scores were used to derive total class scores whose weighted sums yielded total site value and total impact. The final output was a one-dimensional ranking obtained by Analytical Hierarchical Process considering total predicted impacts, total site values, risks and uncertainties as well as special site values. The value/impact matrix is compact (31 cell scores) but was considered to be of sufficient resolution and has the advantage of facilitating overview and communication of the methods and results. The classes varied widely in the extent to which value assessments could be based on established scientific procedures and the project highlighted the immense advantage of an internationally accepted frame of reference, first for establishing the theoretical and scientific foundation, second as a tool for evaluation, and third for allowing a global perspective.

  4. 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.

  5. 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…

  6. 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.

  7. Strategic use of the underground for an energy mix plan, synergies among CO2 and CH4 Geological Storage and Geothermal Energy: Italian Energy review and Latium case study

    NASA Astrophysics Data System (ADS)

    Procesi, M.; Cantucci, B.; Buttinelli, M.; Armezzani, G.; Quattrocchi, F.

    2012-04-01

    Since the world-wide energy demand has been growing so much in the last years, it is necessary to develop a strategic mix-energy plan to supply low GHG (GreenHouseGas) emissions energy and solve the problem of CO2 emission increasing. A recent study published by European Commission shows that, if existing trends continue, by 2050 CO2 emissions will be unsustainably high: 900-1000 parts per million by volume. The European Commission in 2007 underline the necessity to elaborate, at European level, a Strategic Energy Technology Plan focused on non-carbon or reduced-carbon sources of energy, as renewable energies, CO2 capture and storage technologies, smart energy networks and energy efficiency and savings. Future scenarios for 2030 elaborated by the International Energy Agency (IEA) shows as a mix energy plan could reduce the global CO2 emissions from 27Gt to 23 Gt (about 15%). A strategic use of the underground in terms of: - development of CCS (Carbon dioxide Capture and Storage) associated to fossil fuel combustion; - increase of CH4 geological storage sites; - use of renewable energies as geothermic for power generation; could open a new energy scenario, according to the climate models published by IPCC. Nowadays CCS market is mainly developed in USA and Canada, but still not much accounted in Europe. In Italy there aren't active CCS projects, even if potential areas have been already identified. Many CH4 storage sites are located in Northern America, while other are present in Europe and Italy, but the number of sites is limited despite the huge underground potentiality. In Italy the power generation from geothermal energy comes exclusively from Tuscany (Larderello-Travale and Mt. Amiata geothermal fields) despite the huge potentiality of other regions as Latium, Campania and Sicily (Central and South Italy). The energy deficit and the relevant CO2 emissions represent a common status for many Italian regions, especially for the Latium Region. This suggests that a

  8. 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.

  9. 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.

  10. 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.

  11. U.S. Department of Energy Space and Defense Power Systems Program Ten-Year Strategic Plan, Volume 1 and Volume 2

    SciTech Connect

    Dwight, Carla

    2013-06-01

    The Department of Energy's Space and Defense Power Systems program provides a unique capability for supplying power systems that function in remote or hostile environments. This capability has been functioning since the early 1960s and counts the National Aeronautics and Space Administration as one of its most prominent customers. This enabling technology has assisted the exploration of our solar system including the planets Jupiter, Saturn, Mars, Neptune, and soon Pluto. This capability is one-of-kind in the world in terms of its experience (over five decades), breadth of power systems flown (over two dozen to date) and range of power levels (watts to hundreds of watts). This document describes the various components of that infrastructure, work scope, funding needs, and its strategic plans going forward.

  12. 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.

  13. 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…

  14. 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.

  15. 2006 U.S. Department of Energy Strategic Plan: Discovering the Solutions to Power and Secure America’s Future

    SciTech Connect

    None,

    2006-10-11

    The Department of Energy Organization Act, which created DOE, was enacted in 1977 and DOE officially came into existence in October of that year. 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, DOE has shifted its emphasis and focus as the energy and security needs of the Nation have changed. Today, DOE stands at the forefront of helping the Nation meet our energy, scientific, environmental, and national security goals. These include developing and deploying new energy technologies, reducing our dependence on foreign energy sources, protecting our nuclear weapons stockpile, and ensuring that America remains competitive in the global marketplace. To help achieve these goals, President Bush has launched two key initiatives: the American Competitiveness Initiative (ACI) and the Advanced Energy Initiative (AEI). The President launched these initiatives recognizing that science, technology, and engineering hold the answers to many of the critical challenges our world faces. These new initiatives to spur scientific innovation and technology development expand DOE’s continuing support for the competitive energy markets, both domestically and internationally, and of policies that facilitate continued private investment in the energy sector. In addition, DOE supports the demonstration and deployment of energy technologies through collaborative efforts with the private sector and public sector entities.

  16. 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.

  17. Life cycle assessment as an analytical tool in strategic environmental assessment. Lessons learned from a case study on municipal energy planning in Sweden

    SciTech Connect

    Bjoerklund, Anna

    2012-01-15

    Life cycle assessment (LCA) is explored as an analytical tool in strategic environmental assessment (SEA), illustrated by case where a previously developed SEA process was applied to municipal energy planning in Sweden. The process integrated decision-making tools for scenario planning, public participation and environmental assessment. This article describes the use of LCA for environmental assessment in this context, with focus on methodology and practical experiences. While LCA provides a systematic framework for the environmental assessment and a wider systems perspective than what is required in SEA, LCA cannot address all aspects of environmental impact required, and therefore needs to be complemented by other tools. The integration of LCA with tools for public participation and scenario planning posed certain methodological challenges, but provided an innovative approach to designing the scope of the environmental assessment and defining and assessing alternatives. - Research highlights: Black-Right-Pointing-Pointer LCA was explored as analytical tool in an SEA process of municipal energy planning. Black-Right-Pointing-Pointer The process also integrated LCA with scenario planning and public participation. Black-Right-Pointing-Pointer Benefits of using LCA were a systematic framework and wider systems perspective. Black-Right-Pointing-Pointer Integration of tools required some methodological challenges to be solved. Black-Right-Pointing-Pointer This proved an innovative approach to define alternatives and scope of assessment.

  18. IRETHERM: Developing a Strategic and Holistic Understanding of Ireland's Geothermal Energy Potential through Integrated Modelling of New and Existing Geophysical, Geochemical and Geological Data

    NASA Astrophysics Data System (ADS)

    Jones, Alan G.; Daly, Stephen; Vozar, Jan; Rath, Volker; Campanya, Joan; Blake, Sarah; Delhaye, Robert; Fritschle, Tobias; Willmot Noller, Nicola; Long, Mike; Waters, Tim

    2015-04-01

    The Science Foundation Ireland funded academia-government-industry collaborative IRETHERM project (www.iretherm.ie), initiated in 2011, is developing a strategic understanding of Ireland's (all-island) deep geothermal energy potential through integrated modelling of new and existing geophysical, geochemical and geological data. Potential applications include both low enthalpy district space heating of large urban centres and electricity generation from intermediate-temperature waters. IRETHERM comprises three broad geothermal target types; 1) Assessment of the geothermal energy potential of Ireland's radiogenic granites (EGS), (2) Assessment of the geothermal energy potential of Ireland's deep sedimentary basins (HSA), and, (3) Assessment of the geothermal energy potential of warm springs. The geophysical subsurface imaging techniques of choice are controlled-source (CSEM) and natural-source (magnetotellurics, MT) electromagnetic methods. Electrical conductivity, being a transport property, is a proxy for permeability, and appropriate porosity-permeability relations are being developed. To date, MT measurements have been made at 466 sites over sedimentary basins (190 sites), granites (156 sites) and warm springs (120 sites), with CSEM across one warm spring. An ongoing continuous geochemical (temperature and electrical conductivity every 15 mins) and time-lapse seasonal hydrochemical sampling programmes are in progress at six warm spring sites. A database on heat production in Irish rocks has been compiled, of more than 3,300 geochemical sample measurements, with 3,000 retrieved from various archives and over 300 new analyses. Geochemistry, geochronology and isotopic analyses have been conducted on subsurface granites and exposed analogues astride the Iapetus Suture Zone in order to understand the underlying reasons for their radiogenic heat production. Finally, thermal conductivity measurements have been made on borehole samples from representative lithologies

  19. 2000 U.S. Department of Energy Strategic Plan: Strength through Science Powering the 21st Century

    SciTech Connect

    None,

    2000-09-01

    The Department of Energy conducts programs relating to energy resources, national nuclear security, environmental quality, and science. In each of these areas, the US is facing significant challenges. Our economic well-being depends on the continuing availability of reliable and affordable supplies of clean energy. Our Nation's security is threatened by the proliferation of weapons of mass destruction. Our environment is under threat from the demands a more populated planet and the legacies of 20th-century activities. Science and the technology derived from it offer the promise to improve the Nation's health and well-being and broadly expand human knowledge. In conducting its programs, the Department of Energy (DOE) employs unique scientific and technical assets, including 30,000 scientists, engineers, and other technical staff, in a complex of outstanding national laboratories that have a capital value of over $45 billion. Through its multidisciplinary research and development activities and its formidable assemblage of scientific and engineering talent, DOE focuses its efforts on four programmatic business lines: (1) Energy Resources--promoting the development and deployment of systems and practices that provide energy that is clean, efficient, reasonably priced, and reliable. (2) National Nuclear Security--enhancing national security through military application of nuclear technology and by reducing global danger from the potential spread of weapons of mass destruction. (3) Environmental Quality--cleaning up the legacy of nuclear weapons and nuclear research activities, safely managing nuclear materials, and disposing of radioactive wastes. (4) Science--advancing science and scientific tools to provide the foundation for DOE's applied missions and to provide remarkable insights into our physical and biological world. In support of the above four business lines, DOE provides management services to ensure that the technical programs can run efficiently. Our

  20. 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

  1. 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.

  2. 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…

  3. 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.

  4. 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…

  5. 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)

  6. 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…

  7. Greening the Department of Energy through waste prevention, recycling, and Federal acquisition. Strategic plan to implement Executive Order 13101

    SciTech Connect

    2000-11-01

    This Plan provides strategies and milestones to implement Executive Order 13101, Greening the Government Through Waste Prevention, Recycling, and Federal Acquisition, and to achieve the new Secretarial goals for 2005 and 2010. It serves as the principal Secretarial guidance to Department of Energy (DOE) Headquarters, Field Offices, and laboratory and contractor staff to improve sanitary waste prevention, recycling, and the purchase and use of recycled content and environmentally preferable products and services in the DOE.

  8. The starvation-predation trade-off shapes the strategic use of protein for energy during fasting.

    PubMed

    Higginson, Andrew D; McNamara, John M; Houston, Alasdair I

    2014-10-21

    The primary function of lipid storage by animals is as an energy source for surviving periods without food. However, muscle and organ protein can be metabolised for energy, and empirical studies have shown that the onset of protein metabolism begins before the exhaustion of lipid reserves. Since protein tissues are important for reasons other than resisting starvation, the adaptive basis for this early onset is unclear. Here, we report the results of a model of the optimal proportion of energy to obtain from protein catabolism during a period without food of unpredictable duration. We assume either that the animal aims only to maximise the duration of survival or that it also has to take account of its future reproductive success given its state when the food supply recommences. In the latter case we find impressive quantitative agreement with observations on lean and obese penguins and rats. Analysis shows that this agreement breaks down if predation risk is insignificant, protein in the form of muscle is ineffective against predation, or there is no benefit to conserving lipid (e.g. for reproduction). This result implies that animals have not evolved to maximise their starvation resistance because doing so would leave them vulnerable when an interruption ends. Our model allows us to make several specific predictions concerning the relationship between the ecological pressures on animals and their starvation survival strategies. PMID:24973597

  9. 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.

  10. 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.

  11. The water, energy and food (WEF) nexus project: A basis for strategic planning for natural resources sustainability-Challenges for application in the MENA region.

    NASA Astrophysics Data System (ADS)

    Mohtar, Rabi; Daher, Bassel; Mekki, Insaf; Chaibi, Thameur; Zitouna Chebbi, Rim; Salaymeh, Ahmed Al

    2014-05-01

    Water, energy, and food (WEF) are viewed as main systems forming a nexus, which itself is threatened by defined external factors mainly characterized by growing population, changing economies, governance, climate change, and international trade. Integrative thinking in strategic planning for natural resources comes through recognizing the intimate level of interconnectedness between these systems and the entities that govern them. Providing sustainable solutions to overcome present challenges pose the need to study the existent inter-linkages and tradeoffs between resources. In this context, the present communication is to present the WEF-nexus project, a Tunisian - Jordanian - Qatari - USA project which is funded by the USAID - FABRI PR&D Grants program. WEF-nexus project seeks to explore the inextricable link between water resources and food security in both its geophysical and socio-economic dimensions. The project proposes to design, implement and test integrated resource management tool based on the water-energy-food nexus framework that i) includes the evaluation of the tool over a wide range of climatic and socio-economic zones represented by different countries in the MENA region, and ii) develop scenarios with variations of resources, demands, constraints, and management strategies for the chosen countries, which would be used as a foundation for guiding decision making. The approach is implemented and tested within Tunisia, Jordan, and Qatar. Beyond the obtaining of significant advances in the aforementioned methodological domains, and the understanding of the problems and challenges related to water and food that societies are experiencing or will experience in the future, outcomes are expected to :i) engage decision makers in the process of improving current policies, and strengthening relevant public- private collaboration through the use of the proposed tool, and ii) help in revisiting former recommendations at the levels of resource governance, and

  12. 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.

  13. 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.”

  14. Risk perception & strategic decision making :general insights, a framework, and specific application to electricity generation using nuclear energy.

    SciTech Connect

    Brewer, Jeffrey D.

    2005-11-01

    The objective of this report is to promote increased understanding of decision making processes and hopefully to enable improved decision making regarding high-consequence, highly sophisticated technological systems. This report brings together insights regarding risk perception and decision making across domains ranging from nuclear power technology safety, cognitive psychology, economics, science education, public policy, and neural science (to name a few). It forms them into a unique, coherent, concise framework, and list of strategies to aid in decision making. It is suggested that all decision makers, whether ordinary citizens, academics, or political leaders, ought to cultivate their abilities to separate the wheat from the chaff in these types of decision making instances. The wheat includes proper data sources and helpful human decision making heuristics; these should be sought. The chaff includes ''unhelpful biases'' that hinder proper interpretation of available data and lead people unwittingly toward inappropriate decision making ''strategies''; obviously, these should be avoided. It is further proposed that successfully accomplishing the wheat vs. chaff separation is very difficult, yet tenable. This report hopes to expose and facilitate navigation away from decision-making traps which often ensnare the unwary. Furthermore, it is emphasized that one's personal decision making biases can be examined, and tools can be provided allowing better means to generate, evaluate, and select among decision options. Many examples in this report are tailored to the energy domain (esp. nuclear power for electricity generation). The decision making framework and approach presented here are applicable to any high-consequence, highly sophisticated technological system.

  15. 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

  16. 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)

  17. 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.

  18. 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.

  19. 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.

  20. 2003 U.S. Department of Energy Strategic Plan: Protecting National, Energy, and Economic Security with Advanced Science and Technology and Ensuring Environmental Cleanup

    SciTech Connect

    None,

    2003-09-30

    The Department of Energy contributes to the future of the Nation by ensuring energy security, maintaining the safety, security and reliability of the nuclear weapons stockpile, cleaning up the environment from the legacy of the Cold War, and developing innovations in science and technology. After 25 years in existence, the Department now operates 24 preeminent research laboratories and facilities and four power marketing administrations, and manages the environmental cleanup from 50 years of nuclear defense activities that impacted two million acres in communities across the country. The Department has an annual budget of about $23 billion and employs about 14,500 Federal and 100,000 contractor employees. The Department of Energy is principally a national security agency and all of its missions flow from this core mission to support national security. That is true not just today, but throughout the history of the agency. The origins of the Department can be traced to the Manhattan Project and the race to develop the atomic bomb during World War II. Following the war, Congress engaged in a vigorous and contentious debate over civilian versus military control of the atom. The Atomic Energy Act of 1946 settled the debate by creating the Atomic Energy Commission, which took over the Manhattan Project’s sprawling scientific and industrial complex.

  1. 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.

  2. 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.

  3. 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.

  4. 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.

  5. 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.

  6. 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.

  7. 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…

  8. 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

  9. 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.

  10. 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)

  11. 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…

  12. 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…

  13. 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…

  14. 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.

  15. 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)

  16. 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)…

  17. 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.

  18. 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)

  19. 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…

  20. 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…

  1. 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…

  2. 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…

  3. 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…

  4. 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…

  5. 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…

  6. 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.

  7. 10 CFR 70.20b - General license for carriers of transient shipments of formula quantities of strategic special...

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 2 2010-01-01 2010-01-01 false General license for carriers of transient shipments of formula quantities of strategic special nuclear material, special nuclear material of moderate strategic significance, special nuclear material of low strategic significance, and irradiated reactor fuel. 70.20b Section 70.20b Energy NUCLEAR...

  8. 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.

  9. 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.

  10. 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.

  11. 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.

  12. Opportunity Evaluation and Implementation: Providing Strategic Energy Solutions through Thoughtful Planning and Practical Know-How to Produce Groundbreaking Results (Fact Sheet)

    SciTech Connect

    Not Available

    2013-10-01

    The National Renewable Energy Laboratory (NREL) is the U.S. Department of Energy's (DOE's) only national laboratory focused on renewable energy and energy efficiency. For more than 35 years, our energy research, development, analysis, commercialization, and deployment work with public and private sector partners around the world has catalyzed the expansion of global clean energy solutions.

  13. 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

  14. 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.

  15. 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.

  16. 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…

  17. Strategic Environmental Research and Development Project FY 1994: Assessing national remote sensing technologies for use in US Department of Energy Environmental Restoration Activities, Oak Ridge Solid Waste Storage Area 4 case study

    SciTech Connect

    King, A.L.; Smyre, J.L.; Evers, T.K.

    1995-02-01

    During FY 1994, the Oak Ridge Environmental Restoration (ER) Remote Sensing Program teamed with members of the Oak Ridge National Security Program Office (NSPO), the Environmental Research Institute of Michigan (ERIM) under contract to the National Exploitation Laboratory (NEL), the Oak Ridge Waste Area Group 4 (WAG 4) ER Program, and the US Department of Energy (DOE), Offices of Technology Development, Nonproliferation and National Security, and Environmental Restoration, to conduct a test and demonstration of the uses of national remote sensing technologies at DOE hazardous waste sites located in Oak Ridge, Tennessee. Objectives of the Oak Ridge study were to determine if national remote sensing technologies are useful in conducting prescreening, characterization, and/or monitoring activities to expedite the clean-up process at hazardous waste sites and to cut clean-up costs wherever possible. This project was sponsored by the Strategic Environmental Research and Development Project (SERDP).

  18. 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…

  19. 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…

  20. 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…

  1. 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.

  2. 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…

  3. 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

  4. 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…

  5. 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…

  6. 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)

  7. 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…

  8. 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)

  9. 10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special...

  10. 10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special...

  11. 10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special...

  12. 10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 2 2011-01-01 2011-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special...

  13. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 2 2010-01-01 2010-01-01 false Formula quantities of strategic special nuclear material-Category I. 76.113 Section 76.113 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.113 Formula quantities of strategic special nuclear...

  14. 10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 2 2010-01-01 2010-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special...

  15. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 2 2011-01-01 2011-01-01 false Formula quantities of strategic special nuclear material-Category I. 76.113 Section 76.113 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.113 Formula quantities of strategic special nuclear...

  16. 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

  17. 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.

  18. 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.

  19. 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.

  20. SUBTASK 6.1 – STRATEGIC STUDIES

    SciTech Connect

    Erickson, Thomas; Harju, John; Steadman, Edward; Holmes, Michael

    2015-05-31

    The Energy & Environmental Research Center (EERC) has recently completed 7 years of research through the Cooperative Agreement with the U.S. Department of Energy (DOE) National Energy Technology Laboratory (NETL) focused on fossil energy technology development and demonstration. To support a significant number of the different activities being considered within all of our research contracts with NETL, a subtask (6.1 – Strategic Studies) was created to focus on small research efforts that came up throughout the year that would support an existing EERC–NETL project or would help to develop a new concept for inclusion in future efforts. This subtask was funded through the EERC–DOE Joint Program on Research and Development for Fossil Energy-Related Resources Cooperative Agreement No. DE-FC26- 08NT43291

  1. Idaho National Laboratory/Nuclear Power Industry Strategic Plan for Light Water Reactor Research and Development An Industry-Government Partnership to Address Climate Change and Energy Security

    SciTech Connect

    Electric Power Research

    2007-11-01

    The dual issues of energy security and climate change mitigation are driving a renewed debate over how to best provide safe, secure, reliable and environmentally responsible electricity to our nation. The combination of growing energy demand and aging electricity generation infrastructure suggests major new capacity additions will be required in the years ahead.

  2. 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.

  3. 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.

  4. 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.

  5. 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)

  6. 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...

  7. Science and Strategic - Climate Implications

    NASA Astrophysics Data System (ADS)

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

    2008-12-01

    Energy of weather systems greatly exceeds energy produced and used by humans. Variation in this energy causes climate variability potentially resulting in local, national, and/or global catastrophes beyond our ability to deter the loss of life and economic destabilization. Large scale natural disasters routinely result in shortages of water, disruption of energy supplies, and destruction of infrastructure. The resulting unforeseen and disastrous events occurring beyond national emergency preparation, as related to climate variability, could insight civil unrest due to dwindling and/or inaccessible resources necessary for survival. Lack of these necessary resources in impacted countries often leads to wars. Climate change coupled with population growth, which exposes more of the population to potential risks associated with climate and environmental change, demands faster technological response. Understanding climate/associated environmental changes, the relation to human activity and behavior, and including this in national and international emergency/security management plans would alleviate shortcomings in our present and future technological status. The scale of environmental change will determine the potential magnitude of civil unrest at the local, national, and/or global level along with security issues at each level. Commonly, security issues related to possible civil unrest owing to temporal environmental change is not part of a short and/or long-term strategy, yet recent large-scale disasters are reminders that system failures (as in hurricane Katrina) include acknowledged breaches to individual, community, and infrastructure security. Without advance planning and management concerning environmental change, oncoming and climate related events will intensify the level of devastation and human catastrophe. Depending upon the magnitude and period of catastrophic events and/or environmental changes, destabilization of agricultural systems, energy supplies, and

  8. 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.

  9. [Energy and environmental research emphasizing low-rank coal]: Task 7.1, Strategic planning. Topical report, February 1, 1994--June 30, 1995

    SciTech Connect

    1996-01-01

    The nations of East Central Europe regained their political and economic freedom in 1989, ending nearly a half century of centrally planned economies under the hegemony of the former Soviet Union (FSU). These nations are now emerging from economic conditions marked by price distortions and a focus on heavy industry, isolation from world markets, and a lack of occupational health and environmental safeguards. Economic recovery, environmental restoration, and political stability, as well as eventual entrance into the European Community (EC), require a reordering of policies and priorities, including those bearing on energy and the environment. This report, prepared as a background document for the Second International Conference on Energy and Environment to be held in Prague in November 1994, is composed of a summary table (Table 1) and supporting text and is intended to provide a concise review of issues related to energy and the environment for the Czech and Slovak Republics, Hungary, Poland, and Bulgaria. Organized by subject and country, Table 1 contains country profiles (Row A), information on the economy (Row B), primary energy consumption, environmental priorities, energy resources, production, and utilization (Rows C, D, F, G, H, and I), electrical generation and transmission (Rows J and K), district heating (Row L), briquettes (Row M), and environmental regulations (Row N). Pertinent policy goals, issues, and trends are noted. The reports is based largely on a review of documents published by the International Energy Agency (IEA) and the U.S. Department of Energy (DOE), as well as selected sources obtained from the countries of the region. Reference citations are keyed to information presented in Table 1.

  10. 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

  11. Developing the capabilities to make strategic export controls effective.

    SciTech Connect

    Heine, P.; Perry, T.; Nuclear Engineering Division; NNSA Office of Global Engagement and Cooperation

    2008-12-01

    The International Nonproliferation Export Control Program (INECP) of the U.S. Department of Energy has been focused for over 10 years on engaging partner countries to strengthen global efforts to prevent proliferation. This paper summarizes some of the key lessons learned regarding the development of the capabilities needed to make strategic export controls truly effective.

  12. Strategic Plan for Light Water Reactor Research and Development

    SciTech Connect

    2004-02-01

    The purpose of this strategic plan is to establish a framework that will allow the Department of Energy (DOE) and the nuclear power industry to jointly plan the nuclear energy research and development (R&D) agenda important to achieving the Nation's energy goals. This strategic plan has been developed to focus on only those R&D areas that will benefit from a coordinated government/industry effort. Specifically, this plan focuses on safely sustaining and expanding the electricity output from currently operating nuclear power plants and expanding nuclear capacity through the deployment of new plants. By focusing on R&D that addresses the needs of both current and future nuclear plants, DOE and industry will be able to take advantage of the synergism between these two technology areas, thus improving coordination, enhancing efficiency, and further leveraging public and private sector resources. By working together under the framework of this strategic plan, DOE and the nuclear industry reinforce their joint commitment to the future use of nuclear power and the National Energy Policy's goal of expanding its use in the United States. The undersigned believe that a public-private partnership approach is the most efficient and effective way to develop and transfer new technologies to the marketplace to achieve this goal. This Strategic Plan is intended to be a living document that will be updated annually.

  13. 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.

  14. 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.

  15. 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…

  16. 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…

  17. Strategic mobility modeling at Oak Ridge National Laboratory

    SciTech Connect

    Edwards, R.G.; Yow, T.G.

    1990-01-01

    The Oak Ridge National Laboratory (ORNL) has been involved in strategic mobility planning and analysis for the Department of Defense (DOD) for approximately six years. This work is conducted under four interagency agreements between DOD and the Department of Energy (DOE): Air Force/MAC -- Airlift Deployment Analysis System (ADANS), Army/MTMC -- Strategic Deployment System (STRADS) and Integrated Booking System (IBS), Navy/MSC -- Scheduling Algorithm for Improving Lift (SAIL), and USTRANSCOM -- Deployment Analysis Prototype (DAP) and Flow and Analysis System for TRANSCOM (FAST).

  18. 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

  19. 10 CFR 73.72 - Requirement for advance notice of shipment of formula quantities of strategic special nuclear...

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Requirement for advance notice of shipment of formula quantities of strategic special nuclear material, special nuclear material of moderate strategic significance, or irradiated reactor fuel. 73.72 Section 73.72 Energy NUCLEAR REGULATORY COMMISSION...

  20. 10 CFR 70.20b - General license for carriers of transient shipments of formula quantities of strategic special...

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false General license for carriers of transient shipments of formula quantities of strategic special nuclear material, special nuclear material of moderate strategic... Section 70.20b Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) DOMESTIC LICENSING OF SPECIAL...

  1. 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…

  2. 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.

  3. 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)

  4. 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…

  5. 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…

  6. 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:…

  7. 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

  8. 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…

  9. 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.

  10. 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.…

  11. 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)

  12. 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…

  13. 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)

  14. 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…

  15. 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…

  16. 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.…

  17. 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…

  18. 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…

  19. 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.

  20. Strategic alliances for the future of the gas industry

    SciTech Connect

    Catell, R.B.

    1993-12-31

    The natural gas industry is in a position to benefit significantly from the inherent environmental advantages of natural gas and access to a large reserves base. Concurrently, the domestic natural gas industry will be undergoing extensive regulatory and structural changes in the coming years as a result of the implementation of FERC Order 636. The competition between fuels is intensifying, and the number of new market players and consumer demands are rising. As all sectors of the industry are facing new risk resulting from changes in access to storage, balancing, excess capacity, capacity release programs, and from the entry of gas marketers and aggregators, companies must increasingly rely on strategic alliances to remain competitive and stable. Strategic alliances are cooperative relationships between gas companies, pipelines, end-users, producers, marketers, as well as government bodies and labor unions. The principal goals of strategic alliances are to reduce risks, leverage resources and competitiveness, achieve long-term objectives, and build flexibility. Brooklyn Union has been involved in strategic alliances in the areas of (1) exploration, production, and supply; (2) transportation and storage; (3) marketing and market development; (4) regulatory and legislative activities; and (5) environmental activities. These alliances have allowed Brooklyn Union to diversify its gas supply, cooperatively support new pipelines, introduce new products and services, retain customers, generate new business, and assist in the enactment of reasonable Federal and State regulations and energy policies. Brooklyn Union recognizes that in the future the natural gas industry must continue to form strategic alliances to better serve the customer. Through strategic alliances the industry can increase the value and importance of natural gas as America`s premier energy source.

  1. 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...

  2. 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…

  3. 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...

  4. 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...

  5. 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...

  6. 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...

  7. 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...

  8. 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...

  9. 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)...

  10. 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...

  11. 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...

  12. 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...

  13. 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…

  14. 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…

  15. 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…

  16. 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

  17. 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…

  18. 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

  19. Quinault Indian Nation Comprehensive Biomass Strategic Planning Project

    SciTech Connect

    Cardenas, Jesus

    2015-03-31

    The overall purposes of the Quinault Indian Nation’s Comprehensive Biomass Strategic Planning Project were to: (1) Identify and confirm community and tribal energy needs; (2) Conducting an inventory of sustainable biomass feedstock availability; (3) Development of a biomass energy vision statement with goals and objectives; (4) Identification and assessment of biomass options for both demand-side and supply side that are viable to the Quinault Indian Nation (QIN); and (5) Developing a long-term biomass strategy consistent with the long-term overall energy goals of the QIN. This Comprehensive Biomass Strategic Planning Project is consistent with the QIN’s prior two-year DOE Renewable Energy Study from 2004 through 2006. That study revealed that the most viable options to the QIN’s renewable energy options were biomass and energy efficiency best practices. QIN's Biomass Strategic Planning Project is focused on using forest slash in chipped form as feedstock for fuel pellet manufacturing in support of a tribal biomass heating facility. This biomass heating facility has been engineered and designed to heat existing tribal facilities as well as tribal facilities currently being planned including a new K-12 School.

  20. 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

  1. 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

  2. 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

  3. 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

  4. 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.

  5. Strategic plan 1994

    SciTech Connect

    Not Available

    1995-03-01

    Sandia National Laboratories faces institutional challenges that are unique in its history. Never before have the national laboratories been viewed so critically, and never before has their role been the subject of such study and debate. At the same time, the opporunities to render `exceptional service in the national interest` have never been greater. The business of Sandia today and into the foreseeable future will rely on a strong, integrated technical foundation, represented most fundamentally by its core competencies. While is is impossible to foresee precisely what missions Sandia will pursue many years from now, one thing is clear: Central to its service to the nation will be the application of science-based engineering skills to the stewardship of the nuclear weapons stockpile. Whether on not the nation ever builds a new nuclear weapon, those that remain in stockpile will require continuous stewardship based on the integration of scientific understanding with experienced systems engineering. Sandia`s steadfast commitment to DOE`s stockpile stewardship mission will also be evident in the production of limited numbers of certain vital weapon components as the weapons production complex is realigned. Complementing this enduring responsibility will be expanded missions in energy, environment, and economic competitiveness. The work for other federal agencies will be jointly sponsored under high-level agreements with DOE. Multi-institutional teams will become a common way of doing business. The multiprogram laboratory model will evolve toward a new model of multi-laboratory programs addressing major national needs. Sandia will be a distinct and important component of an integrated system of national laboratories.

  6. 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).

  7. 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.

  8. Projects from Federal Region IX: Department of Energy Appropriate Energy Technology Program. Part II

    SciTech Connect

    Case, C.W.; Clark, H.R.; Kay, J.; Lucarelli, F.B.; Rizer, S.

    1980-01-01

    Details and progress of appropriate energy technology programs in Region IX are presented. In Arizona, the projects are Solar Hot Water for the Prescott Adult Center and Solar Prototype House for a Residential Community. In California, the projects are Solar AquaDome Demonstration Project; Solar Powered Liquid Circulating Pump; Appropriate Energy Technology Resource Center; Digester for Wastewater Grown Aquatic Plants; Performance Characteristics of an Anaerobic Wastewater Lagoon Primary Treatment System; Appropriate Energy/Energy Conservation Demonstration Project; Solar Energy for Composting Toilets; Dry Creek Rancheria Solar Demonstration Projects; Demonstration for Energy Retrofit Analysis and Implementation; and Active Solar Space Heating System for the Integral Urban House. In Hawaii, the projects are: Java Plum Electric; Low-Cost Pond Digesters for Hawaiian Pig Farm Energy Needs; Solar Beeswax Melter; Methane Gas Plant for Operating Boilers and Generating Steam; and Solar Water Heating in Sugarcane Seed-Treatment Plants. A Wind-Powered Lighted Navigation Buoys Project for Guam is also described. A revised description of the Biogas Energy for Hawaiian Small Farms and Homesteads is given in an appendix.

  9. Subtask 7.1 - Strategic Studies

    SciTech Connect

    Thomas Erickson

    2009-03-30

    The Energy & Environmental Research Center (EERC) has recently completed 11 years of research through the Cooperative Agreement with the U.S. Department of Energy (DOE) National Energy Technology Laboratory (NETL) focused on fossil energy technology development and demonstration. To support a significant number of the different activities being considered within all of our research contracts with NETL, a subtask (7.1 Strategic Studies) was created to focus on small research efforts that came up throughout the year which would support an existing EERC-NETL project or would help to develop a new concept for inclusion in future efforts. Typical efforts conducted under this task were usually between $15,000 and $60,000 in scope and had time lines of less than 6 months. A limited number of larger studies were also conducted, generally at the direct request of NETL. Over the life of this task, 46 projects were conducted. These efforts ranged from quick experiments to gain fundamental knowledge to support a current effort, to literature reviews, to a few larger engineering efforts.

  10. Emerging strategic themes for guiding change in academic radiology departments.

    PubMed

    Chan, Stephen; Gunderman, Richard B

    2005-08-01

    Academic radiologists are faced with increasing demands on their time and energy, particularly in the clinical arena, where larger examination volumes and higher service expectations are the norm for most medical centers. These demands are intensified by the continuing shortage of academic radiologists. If academic radiology departments continue to devote most of their resources to the clinical mission at the expense of research and educational missions, then there are potentially serious adverse consequences for long-term viability of the profession of radiology. This dilemma represents a critical strategic problem, not just for academic radiology but also for the entire profession of radiology. In this article, the success and growth of academic radiology during the 20th century are framed as the result of the dogged pursuit of certain key strategic themes. With the concept of paradigm shift, introduced by Kuhn, several new strategic themes are identified that are just emerging from changes in work practices, organizational structure, and mind-sets in radiology departments at academic medical centers. One benefit of this approach is that it facilitates the ability of radiologists to articulate and focus on those strategic themes that will help academic radiology departments to adapt more rapidly and successfully to environmental changes during the 21st century. PMID:15972339

  11. 10 CFR 73.72 - Requirement for advance notice of shipment of formula quantities of strategic special nuclear...

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ..., or irradiated reactor fuel. 73.72 Section 73.72 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED... strategic significance, or irradiated reactor fuel. (a) A licensee, other than one specified in paragraph (b... strategic significance, or irradiated reactor fuel required to be protected in accordance with §...

  12. 10 CFR 73.72 - Requirement for advance notice of shipment of formula quantities of strategic special nuclear...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ..., or irradiated reactor fuel. 73.72 Section 73.72 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED... strategic significance, or irradiated reactor fuel. (a) A licensee, other than one specified in paragraph (b... strategic significance, or irradiated reactor fuel required to be protected in accordance with §...

  13. 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.

  14. 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

  15. 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

  16. 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

  17. 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.

  18. National Center for Combating Terrorism Strategic Plan, September 2003

    SciTech Connect

    Bechtel Nevada

    2003-09-01

    National Center for Combating Terrorism Strategic Plan is to document the mission, vision, and goals for success; define the build plan; and describe initiatives that support the U.S. Department of Homeland Security, U.S. Department of Defense, U.S. Department of Energy, U.S. Department of Justice, intelligence community, National Governors Association, and other organizations or departments with combating terrorism training, testing, and technology responsibilities.

  19. 10 CFR 76.115 - Special nuclear material of moderate strategic significance-Category II.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Special nuclear material of moderate strategic significance-Category II. 76.115 Section 76.115 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION... designated by the U.S. Department of Energy (DOE) as Unclassified Controlled Nuclear Information must...

  20. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Formula quantities of strategic special nuclear material-Category I. 76.113 Section 76.113 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS... in §§ 73.21 and 73.22 of this chapter. Information designated by the U.S. Department of Energy...

  1. 10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF.... Department of Energy (DOE) as Unclassified Controlled Nuclear Information must be protected in...

  2. 10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF.... Department of Energy (DOE) as Unclassified Controlled Nuclear Information must be protected in...

  3. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Formula quantities of strategic special nuclear material-Category I. 76.113 Section 76.113 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS... in §§ 73.21 and 73.22 of this chapter. Information designated by the U.S. Department of Energy...

  4. 10 CFR 76.115 - Special nuclear material of moderate strategic significance-Category II.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Special nuclear material of moderate strategic significance-Category II. 76.115 Section 76.115 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION... designated by the U.S. Department of Energy (DOE) as Unclassified Controlled Nuclear Information must...

  5. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Formula quantities of strategic special nuclear material-Category I. 76.113 Section 76.113 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS... in §§ 73.21 and 73.22 of this chapter. Information designated by the U.S. Department of Energy...

  6. 10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF.... Department of Energy (DOE) as Unclassified Controlled Nuclear Information must be protected in...

  7. 10 CFR 76.115 - Special nuclear material of moderate strategic significance-Category II.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Special nuclear material of moderate strategic significance-Category II. 76.115 Section 76.115 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION... designated by the U.S. Department of Energy (DOE) as Unclassified Controlled Nuclear Information must...

  8. 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...

  9. Strategic planning for radiology: opening an outpatient diagnostic imaging center.

    PubMed

    Leepson, Evan

    2003-01-01

    Launching a new diagnostic imaging center involves very specific requirements and roadmaps, including five major areas of change that have a direct impact on planning: Imaging and communication technology Finances and reimbursement Ownership structure of imaging entities Critical workforce shortages Imaging is moving outside radiology First, planning must focus on the strategic level of any organization, whether it is a multi-national corporation or a six-person radiology group. Think of all organizations as a triangle with three horizontal levels: strategic, managerial and operational. The strategic level of decision-making is at the top of the triangle, and here is where planning must take place. For strategic planning to work, there must be focused time and energy spent on this activity, usually away from the reading room and imaging center. There are five planning strategies, which must have the explicit goal of developing and growing the imaging center. The five strategies are: Clinical and quality issues, Governance and administration, Technology, Relationships, Marketing and business development. The best way to plan and implement these strategies is to create work groups of radiologists, technologists, and administrative and support staff. Once the group agrees on the strategy and tactic, it takes responsibility for implementation. Embarking on the launch of a new outpatient diagnostic imaging center is no small undertaking, and anyone who has struggled with such an endeavor can readily attest to the associated challenges and benefits. Success depends on many things, and one of the most important factors relates to the amount of time and the quality of effort spent on strategic planning at the outset. Neglecting or skimping on this phase may lead to unforeseen obstacles that could potentially derail the project. PMID:12800560

  10. 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.…

  11. 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…

  12. 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…

  13. 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…

  14. 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...

  15. 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...

  16. 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...

  17. 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....

  18. 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.

  19. 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)...

  20. 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…

  1. 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,…

  2. 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.

  3. 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,…

  4. 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…

  5. 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…

  6. 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…

  7. 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…

  8. 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…

  9. 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,…

  10. 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…

  11. 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....

  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. 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

  15. 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.

  16. 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:

  17. 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.

  18. 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.

  19. 10 CFR 76.115 - Special nuclear material of moderate strategic significance-Category II.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 2 2010-01-01 2010-01-01 false Special nuclear material of moderate strategic significance-Category II. 76.115 Section 76.115 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.115 Special nuclear material of...

  20. 10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 2 2011-01-01 2011-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low...

  1. 10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 2 2010-01-01 2010-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low...

  2. 10 CFR 76.115 - Special nuclear material of moderate strategic significance-Category II.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 2 2011-01-01 2011-01-01 false Special nuclear material of moderate strategic significance-Category II. 76.115 Section 76.115 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.115 Special nuclear material of...

  3. 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

  4. 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

  5. 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.

  6. 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

  7. Strategic special nuclear material Inventory Differences

    NASA Astrophysics Data System (ADS)

    1985-07-01

    This sixteenth periodic semiannual report of Inventory Differences (ID) covers the last six months of fiscal year 1984 (April 1, 1984, through September 30, 1984), for the Department of Energy (DOE) and DOE contractor facilities possessing significant quantities of strategic special nuclear material (SSNM). Inventory Differences are simply the differences between the amount of material shown in the accounting records and the amount of material reported in the physical inventory. These differences are generally due to errors in estimating material in unmeasurable form at the time of an inventory, unmeasurable holdup in equipment, measurement imprecisions, inaccuracies in initial determinations of SSNM produced or used in nuclear reactors, and inventory or bookkeeping errors. Both DOE and contractors operating DOE facilities carefully maintain, analyze, and investigate ID data. Inventory Differences are expected in nuclear material processing and are not, in and of themselves, evidence of lost or stolen material. On the other hand, ID analysis provides valuable information on the effectiveness of the safeguards system's physical protection and material control measures as well as a check on the process controls and material management procedures. If necessary, an operation may be shut down until an ID is resolved.

  8. 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.

  9. Measuring the strategic value of information technology investments

    SciTech Connect

    Conrad, K.W.

    1994-08-01

    Value is often perceived differently by the proponents of new information technologies and those who allocate resources and define priorities. Such differences often become a roadblock to meeting true business needs. Project justifications regularly rely on calculated cost savings, which rarely measure the full benefit of new technologies. In fact, if cost savings provide a complete picture, then the organization is probably just automating routine clerical operations and has abandoned efforts that would provide significant strategic value. Strategic value is not limited to financial calculations, but includes quality, time and risk criteria. This paper describes approaches for measuring strategic value that can provide organizations with proven techniques to improve performance, reengineer processes, benchmark performance against other suppliers, identify outsourcing opportunities, or defend themselves from pressures to outsource. Many organizations respond to tightening budgets by cutting overhead. These measurement approaches can demonstrate how overhead is critical to organizational effectiveness and how cost savings can be found, instead, by measurably improving performance throughout the organization. Finally, the paper describes efforts underway within the Department of Energy and at the Hanford Site to implement the approaches described in this paper.

  10. 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.

  11. 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.

  12. 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)

  13. 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.

  14. 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...

  15. 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...

  16. 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,…

  17. 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.

  18. 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)

  19. 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.…

  20. 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…

  1. 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.

  2. 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…

  3. 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.

  4. 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.

  5. Strategic Petroleum Reserve annual report for calendar year 1998

    SciTech Connect

    1998-12-31

    The Strategic Petroleum Reserve was established in 1975 as an emergency response to the 1973 Arab oil embargo. It is authorized by the Energy Policy and Conservation Act (EPCA), and by the comprehensive energy plans of all Administrations since 1975, in recognition of the long-term dependence of the US on imported crude oil and petroleum products. Section 165 of EPCA requires the Secretary of Energy to submit an Annual Report to the President and the Congress. On May 13, 1998, the Department published a Statement of Administration Policy which reaffirmed its commitment to maintain a Government-owned and controlled, centrally located Strategic Petroleum Reserve of crude oil. The Reserve is to be used solely for responding to the types of severe oil supply interruptions presently contemplated in EPCA. Over the past twenty years, the Reserve has grown as large as 592 million barrels--a peak reached in 1994. From 1994 to 1996, nearly 28 million barrels were sold to raise revenues for the U S Treasury. As of December 31, 1998, the crude oil inventory was 561,108,127 barrels which equated to 60 days of net oil imports during 1998. The US now relies on a combination of both the Reserve and private stocks to meet its oil storage obligations to the International Energy Agency.

  6. 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)

  7. 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.

  8. 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

  9. 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.

  10. 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.

  11. Strategic Analysis for the MER Cape Verde Approach

    NASA Technical Reports Server (NTRS)

    Gaines, Daniel; Belluta, Paolo; Herman, Jennifer; Hwang, Pauline; Mukai, Ryan; Porter, Dan; Jones, Byron; Wood, Eric; Grotzinger, John; Edgar, Lauren; Hayes, Alex; Hare, Trent; Squyres, Steve

    2009-01-01

    The Mars Exploration Rover Opportunity has recently completed a two year campaign studying Victoria Crater. The campaign culminated in a close approach of Cape Verde in order to acquire high resolution imagery of the exposed stratigraphy in the cliff face. The close approach to Cape Verde provided significant challenges for every subsystem of the rover as the rover needed to traverse difficult, uncharacterised terrain and approach a cliff face with the potential of blocking out solar energy and communications with Earth. In this paper we describe the strategic analyses performed by the science and engineering teams so that we could successfully achieve the science objectives while keeping the rover safe.

  12. Strategic analysis for the MER Cape Verde approach

    USGS Publications Warehouse

    Gaines, D.; Belluta, P.; Herman, J.; Hwang, P.; Mukai, R.; Porter, D.; Jones, B.; Wood, E.; Grotzinger, J.; Edgar, L.; Hayes, A.; Hare, T.; Squyres, S.

    2009-01-01

    The Mars Exploration Rover Opportunity has recently completed a two year campaign studying Victoria Crater. The campaign culminated in a close approach of Cape Verde in order to acquire high resolution imagery of the exposed stratigraphy in the cliff face. The close approach to Cape Verde provided significant challenges for every subsystem of the rover as the rover needed to traverse difficult, uncharacterised terrain and approach a cliff face with the potential of blocking out solar energy and communications with Earth. In this paper we describe the strategic analyses performed by the science and engineering teams so that we could successfully achieve the science objectives while keeping the rover safe. ??2009 IEEE.

  13. An organizational survey of the Strategic Petroleum Reserve

    SciTech Connect

    Shurberg, D.A.; Haber, S.B.

    1992-01-01

    At the request of the management of the Strategic Petroleum Reserve (SPR), an Organizational Survey (OS), identical to the one that has been used prior to Tiger Team Assessments at other Department Energy facilities, was administered at SPR independent of a Tiger Team Assessment. The OS measured employees` opinions on subjects such as organizational culture, communication, commitment, group cohesion, coordination, safety, environmental issues, and job satisfaction. The result of this work was a quantitative measure of these variables at the SPR site. SPR management intends to utilize these results in their self-assessment process in preparation for an upcoming Tiger Team Assessment. This report presents these results and discusses their interpretation.

  14. Nuclear Explosion Monitoring Research and Engineering Program - Strategic Plan

    SciTech Connect

    Casey, Leslie A.

    2004-09-01

    The Department of Energy (DOE)/National Nuclear Security Administration (NNSA) Nuclear Explosion Monitoring Research and Engineering (NEM R&E) Program is dedicated to providing knowledge, technical expertise, and products to US agencies responsible for monitoring nuclear explosions in all environments and is successful in turning scientific breakthroughs into tools for use by operational monitoring agencies. To effectively address the rapidly evolving state of affairs, the NNSA NEM R&E program is structured around three program elements described within this strategic plan: Integration of New Monitoring Assets, Advanced Event Characterization, and Next-Generation Monitoring Systems. How the Program fits into the National effort and historical accomplishments are also addressed.

  15. 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

  16. 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

  17. 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.

  18. 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.

  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. Strategic backdrop analysis for fossil fuel planning. Task 1. Default Case. Report 468-117-07/03

    SciTech Connect

    Not Available

    1980-06-01

    This report presents data describing a default case analysis performed using the strategic backdrop analytical framework developed to facilitate fossil fuel planning within the DOE. Target years are 1985, 2000, and 2025. Residential, commercial, and industrial energy demands and impacts of energy technology implementation and market penetration are forecast using a set of energy technology assumptions.

  1. Strategic backdrop analysis for fossil fuel planning. Task 1. Default Case. Report 468-117-07/01

    SciTech Connect

    Not Available

    1980-06-01

    This report presents data describing a default case analysis performed using the strategic backdrop analytical framework developed to facilitate fossil fuel planning within the DOE. Target years are 1985 and 2025. Residential, commercial, and industrial energy demands are forecast as well as the impacts of energy technology implementation and market penetration using a set of energy technology assumptions. (DMC)

  2. Strategic backdrop analysis for fossil fuel planning. Task 1. Default Case. Report 468-117-07/02

    SciTech Connect

    Not Available

    1980-06-01

    This report presents data describing a default case analysis performed using the strategic backdrop analytical framework developed to facilitate fossil fuel planning within the DOE. Target years are 1985, 2000, and 2025. Residential, commercial, and industrial energy demands and impacts of energy technology implementation and market penetration are forecast using a set of energy technology assumptions. (DMC)

  3. 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

  4. 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.

  5. 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.

  6. 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.

  7. 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.

  8. Improving Electricity Resource-Planning Processes by Consideringthe Strategic Benefits of Transmission

    SciTech Connect

    Budhraja, Vikram; Mobasheri, Fred; Ballance, John; Dyer, Jim; Silverstein, Alison; Eto, Joseph

    2009-03-02

    Current methods of evaluating the economic impacts of new electricity transmission projects fail to capture the many strategic benefits of these projects, such as those resulting from their long life, dynamic changes to the system, access to diverse fuels, and advancement of public policy goals to integrate renewable-energy resources and reduce greenhouse gas emissions.

  9. Implementation of the Strategic Petroleum Reserve in the defense logistics agency. Final report

    SciTech Connect

    Holbrook, P.F.

    1981-07-01

    A brief synopsis of the impact of the 1973 Arab oil embargo on the economy and people of the United States is presented together with organizational problems that faced the Department of Energy in implementing the Strategic Petroleum Reserve. A review of the involvement of the Defense Logistics Agency in support of the reserve is presented from a budgetary and financial viewpoint.

  10. JGI Computing 5-Year Strategic Plan

    SciTech Connect

    Bader, D A; Brettin, T S; Cottingham, R W; Folta, P A; Golder, Y; Gregurick, S K; Himmel, M E; Mann, R C; Remington, K A; Slezak, T R

    2008-10-01

    A broad range of scientific goals and a similarly diverse set of consumers drive the informatics requirements and computing needs of the JGI. The scope of work in this area encompasses not only the informatics and analysis pipelines in support of the PGF sequence production, but also the integration of data from a variety of sources and sophisticated large scale analyses led by investigators within JGI and driven by the user science community. In laying out a forward looking strategy, the full range of these activities need to be examined together to build a comprehensive program that will serve as a catalyst for the DOE research community. The science landscape envisioned in the overall strategic plan calls for significantly increasing the throughput of microbial genomes sequenced to cover their phylogenetic space and building a set of finished reference plant genomes to enable DOE relevant science. Additionally, the established impact of microbial communities on global energy cycles and their potential in remediation endeavors, warrant building upon JGI's established expertise in metagenomic analysis. Not only is each of these program areas relevant and exciting in their own right, but they also can and should be undertaken in a way that allows synthesis across domains (e.g. utilize knowledge from sequence of plants and the soil from which they are grown). Both dramatic increases in the scale of genomic data collection and the synergistic potential of integrating data across domains will demand new strategies in the informatics pipeline within the JGI and in the facility's approach to computational analysis and user access to the data in aggregated form. In addition to a robust and scalable informatics infrastructure, fulfilling the strategic science goals of the JGI will require ongoing investment in usability of the data, to ensure that the data collected will be used to maximal effect. It must be recognized that 'usability' will have a different appearance

  11. 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

  12. 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.

  13. 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.

  14. 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.

  15. The Pitfalls of Strategic Planning

    ERIC Educational Resources Information Center

    Cox, Sharon W.; Bastress, Robert L.

    2011-01-01

    Superintendents across the country have shared their frustration with planning initiatives that consume valuable chunks of time and energy without yielding a viable tool to drive improvement and accountability. In this article, the authors provide an example that reflects the actual experience of a school district whose identity they are shielding…

  16. Strategic Opportunities for Cooperative Extension

    ERIC Educational Resources Information Center

    National Association of State Universities and Land-Grant Colleges, 2007

    2007-01-01

    In this new century, opportunities exist to help advance America's greatness in the midst of many challenges. Energy, water, food, environment, health, economic productivity, global competitiveness, and the quality of the living environments are all paramount to the future. Extension is, as a part of higher education, prepared to create new…

  17. 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)

  18. 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…

  19. 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...

  20. 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...

  1. 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...

  2. 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...

  3. 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...

  4. 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…

  5. 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…

  6. 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…

  7. 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.

  8. 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)

  9. 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…

  10. 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…

  11. 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…

  12. 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…

  13. 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…

  14. 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…

  15. 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…

  16. 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.

  17. 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,…

  18. 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…

  19. 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…

  20. 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,…

  1. 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.…

  2. 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

  3. 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.

  4. 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.

  5. 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…

  6. 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

  7. 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…

  8. 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…

  9. 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…

  10. 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…

  11. 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…

  12. 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…

  13. 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…

  14. 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…

  15. 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;…

  16. 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…

  17. 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.…

  18. 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…

  19. 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…

  20. 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…

  1. 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)

  2. 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.…

  3. 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…

  4. 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…

  5. 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

  6. 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...

  7. 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…

  8. 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.…

  9. 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…

  10. 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)

  11. 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".…

  12. 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…

  13. 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.…

  14. 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…

  15. 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...

  16. 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…

  17. 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…

  18. 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...

  19. Advanced nuclear fuel cycles - Main challenges and strategic choices

    SciTech Connect

    Le Biez, V.; Machiels, A.; Sowder, A.

    2013-07-01

    A graphical conceptual model of the uranium fuel cycles has been developed to capture the present, anticipated, and potential (future) nuclear fuel cycle elements. The once-through cycle and plutonium recycle in fast reactors represent two basic approaches that bound classical options for nuclear fuel cycles. Chief among these other options are mono-recycling of plutonium in thermal reactors and recycling of minor actinides in fast reactors. Mono-recycling of plutonium in thermal reactors offers modest savings in natural uranium, provides an alternative approach for present-day interim management of used fuel, and offers a potential bridging technology to development and deployment of future fuel cycles. In addition to breeder reactors' obvious fuel sustainability advantages, recycling of minor actinides in fast reactors offers an attractive concept for long-term management of the wastes, but its ultimate value is uncertain in view of the added complexity in doing so,. Ultimately, there are no simple choices for nuclear fuel cycle options, as the selection of a fuel cycle option must reflect strategic criteria and priorities that vary with national policy and market perspectives. For example, fuel cycle decision-making driven primarily by national strategic interests will likely favor energy security or proliferation resistance issues, whereas decisions driven primarily by commercial or market influences will focus on economic competitiveness.

  20. 10 CFR 74.31 - Nuclear material control and accounting for special nuclear material of low strategic significance.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Nuclear material control and accounting for special nuclear material of low strategic significance. 74.31 Section 74.31 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear Material of...

  1. 10 CFR 74.41 - Nuclear material control and accounting for special nuclear material of moderate strategic...

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Nuclear material control and accounting for special nuclear material of moderate strategic significance. 74.41 Section 74.41 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear...

  2. 10 CFR 74.31 - Nuclear material control and accounting for special nuclear material of low strategic significance.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Nuclear material control and accounting for special nuclear material of low strategic significance. 74.31 Section 74.31 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear Material of...

  3. 10 CFR 74.31 - Nuclear material control and accounting for special nuclear material of low strategic significance.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Nuclear material control and accounting for special nuclear material of low strategic significance. 74.31 Section 74.31 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear Material of...

  4. 10 CFR 74.41 - Nuclear material control and accounting for special nuclear material of moderate strategic...

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Nuclear material control and accounting for special nuclear material of moderate strategic significance. 74.41 Section 74.41 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear...

  5. 10 CFR 74.41 - Nuclear material control and accounting for special nuclear material of moderate strategic...

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Nuclear material control and accounting for special nuclear material of moderate strategic significance. 74.41 Section 74.41 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear...

  6. 10 CFR 74.41 - Nuclear material control and accounting for special nuclear material of moderate strategic...

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 2 2010-01-01 2010-01-01 false Nuclear material control and accounting for special nuclear material of moderate strategic significance. 74.41 Section 74.41 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear...

  7. 10 CFR 74.41 - Nuclear material control and accounting for special nuclear material of moderate strategic...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 2 2011-01-01 2011-01-01 false Nuclear material control and accounting for special nuclear material of moderate strategic significance. 74.41 Section 74.41 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear...

  8. 10 CFR 74.31 - Nuclear material control and accounting for special nuclear material of low strategic significance.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 2 2010-01-01 2010-01-01 false Nuclear material control and accounting for special nuclear material of low strategic significance. 74.31 Section 74.31 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear Material of...

  9. 10 CFR 74.31 - Nuclear material control and accounting for special nuclear material of low strategic significance.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 2 2011-01-01 2011-01-01 false Nuclear material control and accounting for special nuclear material of low strategic significance. 74.31 Section 74.31 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Special Nuclear Material of...

  10. 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

  11. 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

  12. 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.

  13. 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.

  14. 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

  15. 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

  16. 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.

  17. 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.

  18. 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

  19. 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.

  20. 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

  1. 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...

  2. 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...

  3. 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...

  4. 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...

  5. 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...

  6. 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...

  7. 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...

  8. 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...

  9. 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.

  10. 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

  11. 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.

  12. 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

  13. 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.

  14. 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.

  15. 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.

  16. 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.'

  17. 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

  18. 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.

  19. 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.

  20. 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.

  1. Applications of the Strategic Defense Initiative's compact accelerators

    NASA Astrophysics Data System (ADS)

    Montanarelli, Nick; Lynch, Ted

    1991-12-01

    The Strategic Defense Initiative's (SDI) investment in particle accelerator technology for its directed energy weapons program has produced breakthroughs in the size and power of new accelerators. These accelerators, in turn, have produced spinoffs in several areas: the radio frequency quadrupole linear accelerator (RFQ linac) was recently incorporated into the design of a cancer therapy unit at the Loma Linda University Medical Center, an SDI-sponsored compact induction linear accelerator may replace Cobalt-60 radiation and hazardous ethylene-oxide as a method for sterilizing medical products, and other SDIO-funded accelerators may be used to produce the radioactive isotopes oxygen-15, nitrogen-13, carbon-11, and fluorine-18 for positron emission tomography (PET). Other applications of these accelerators include bomb detection, non-destructive inspection, decomposing toxic substances in contaminated ground water, and eliminating nuclear waste.

  2. Applications of the Strategic Defense Initiative's compact accelerators

    NASA Technical Reports Server (NTRS)

    Montanarelli, Nick; Lynch, Ted

    1991-01-01

    The Strategic Defense Initiative's (SDI) investment in particle accelerator technology for its directed energy weapons program has produced breakthroughs in the size and power of new accelerators. These accelerators, in turn, have produced spinoffs in several areas: the radio frequency quadrupole linear accelerator (RFQ linac) was recently incorporated into the design of a cancer therapy unit at the Loma Linda University Medical Center, an SDI-sponsored compact induction linear accelerator may replace Cobalt-60 radiation and hazardous ethylene-oxide as a method for sterilizing medical products, and other SDIO-funded accelerators may be used to produce the radioactive isotopes oxygen-15, nitrogen-13, carbon-11, and fluorine-18 for positron emission tomography (PET). Other applications of these accelerators include bomb detection, non-destructive inspection, decomposing toxic substances in contaminated ground water, and eliminating nuclear waste.

  3. 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

  4. 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.

  5. 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.

  6. The Scottish Government's Rural and Environmental Science and Analytical Services Strategic Research Progamme

    NASA Astrophysics Data System (ADS)

    Dawson, Lorna; Bestwick, Charles

    2013-04-01

    The Strategic Research Programme focuses on the delivery of outputs and outcomes within the major policy agenda areas of climate change, land use and food security, and to impact on the 'Wealthier', 'Healthier' and 'Greener' strategic objectives of the Scottish Government. The research is delivered through two programmes: 'Environmental Change' and 'Food, Land and People'; the core strength of which is the collaboration between the Scottish Government's Main Research Providers-The James Hutton Institute, the Moredun Research Institute, Rowett Institute of Nutrition and Health University of Aberdeen, Scotland's Rural College, Biomathematics and Statistics Scotland and The Royal Botanic Gardens Edinburgh. The research actively seeks to inform and be informed by stakeholders from policy, farming, land use, water and energy supply, food production and manufacturing, non-governmental organisations, voluntary organisations, community groups and general public. This presentation will provide an overview of the programme's interdisciplinary research, through examples from across the programme's themes. Examples will exemplify impact within the Strategic Programme's priorities of supporting policy and practice, contributing to economic growth and innovation, enhancing collaborative and multidisciplinary research, growing scientific resilience and delivering scientific excellence. http://www.scotland.gov.uk/Topics/Research/About/EBAR/StrategicResearch/future-research-strategy/Themes/ http://www.knowledgescotland.org/news.php?article_id=295

  7. Looking ahead: the SSAT strategic plan for the next decade.

    PubMed

    Rattner, David W; Mahvi, David M; Hunter, John G

    2011-07-01

    The Society for Surgery of the Alimentary Tract's (SSAT) mission is to advance the science and practice of surgery in the treatment of digestive disease. An essential core value of the SSAT is multidisciplinary collaboration with both its sister societies in the Digestive Disease Week (DDW) Council and other surgical societies in Gastrointestinal Surgery. In order to achieve the society's goals, the strategic plan rests on the society's values of interdisciplinary collaboration, scholarship, education, and discovery. The strategic plan also creates a meritocracy system to foster the development of future leaders for both the SSAT and the broader house of surgery. In the short term, this plan will: Re-organize committee structure and reporting responsibilities; Clarify committee goals and deliverables; Facilitate member participation in the committees and governance of the society; Enhance member services by utilizing enhanced communication strategies; Accelerate efforts to meet the Maintenance of Certification needs of the membership; Re-focus the SSAT's energy on Quality and Outcome Assessment of GI surgery; Clarify and standardize the methodology for allocating funds for new projects. Over the course of the next few years, the SSAT will: Develop a financial model that increases revenue to support the expanded tasks the society intends to undertake; Play an active role in developing the evolving training paradigms for gastrointestinal surgeons through the continuum from residency, fellowship, and early mentored practice; Continue to support development of surgeon scientists through Career Development Award; Enhance relationship with the SSAT Foundation; Continue to improve the experience of members attending DDW; Develop surgeons interested in public policy to be leaders at a national level. The strategic plan is ambitious, and the current leadership realizes that all the tasks and objectives cannot be accomplished in 1 year. There is much to do in order to keep

  8. 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

  9. 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

  10. 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.

  11. 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

  12. 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

  13. 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.

  14. The Mediterranean: Strategic hub of oil activity

    SciTech Connect

    Vielvoye, R.

    1988-06-20

    The author says, the Mediterranean has always been a hub of oil industry activity. Pipeline and canal links into the Middle East, sizable oil and gas production along the North African shore, and access to the huge European markets through terminals on the southern European coast combine to give the region great strategic importance. The outbreak of the Iran-Iraq war emphasized the Mediterranean's key role in transporting Middle Eastern crude. This special Journal report provides an exclusive look at operations of Middle East, European, and North African countries on the rim of the Mediterranean Sea.

  15. Crowdsourcing in pharma: a strategic framework.

    PubMed

    Bentzien, Jörg; Bharadwaj, Ragu; Thompson, David C

    2015-07-01

    Conceptually, all organizations can be described as coordinated actors working together to deliver a product(s), or provide a service(s). For organizations to remain competitive, it is important to have processes that look outward for external 'innovations' that could improve how work is done, and what is delivered. We present a comprehensive review of a variety of processes that pharmaceutical companies have used to engage external actors ('the crowd') to provide innovation in the service of delivering novel therapeutic agents. This culminates in a framework that provides a consolidated view of crowdsourcing processes, which in turn enables a strategic application of a crowdsourcing methodology based on problem type. PMID:25637169

  16. Strategic financial planning: a balance sheet perspective.

    PubMed

    Cleverley, W O

    1987-02-01

    This paper presents an easily comprehended approach to the strategic financial planning process. It utilizes a balance sheet approach that focuses attention on three key business policy decisions: asset growth rates, debt policy, and equity growth policy. Because the approach taken here does not get involved with the numerous assumptions and projections involved in a typical funds flow approach to financial planning, it is easier to understand and use by both boards and top management. A financial plan is defined as a bridge between two balance sheets. PMID:10301457

  17. Strategic management of Public Hospitals' medical services.

    PubMed

    Hao, Aimin; Yi, Tao; Li, Xia; Wei, Lei; Huang, Pei; Xu, Xinzhou; Yi, Lihua

    2016-01-01

    Purpose: The quality of medical services provided by competing public hospitals is the primary consideration of the public in determining the selection of a specific hospital for treatment. The main objective of strategic planning is to improve the quality of public hospital medical services. This paper provides an introduction to the history, significance, principles and practices of public hospital medical service strategy, as well as advancing the opinion that public hospital service strategy must not merely aim to produce but actually result in the highest possible level of quality, convenience, efficiency and patient satisfaction. PMID:27273960

  18. Overconfidence, preview, and probability in strategic planning

    NASA Technical Reports Server (NTRS)

    Wickens, Christopher D.; Pizarro, David; Bell, Brian

    1991-01-01

    The performance of eight subjects in a 'rescue' video game requiring choices as to which node they should fly to in order to rescue the simulated casualties is presently studied with a view to biases and display support criteria in strategic planning. After each choice, the subjects needed to fly a challenging tracking dynamic along a path to reach the next node. The results obtained indicate that the choices of the subjects were less optimal when full preview was offered, perhaps due to subjects' reliance on the simple strategy of choosing routes with the greatest number of casualties.

  19. Developing a strategic marketing plan for hospitals.

    PubMed

    Dychtwald, K; Zitter, M

    1988-09-01

    The initial stages of developing a strategic marketing plan for hospitals are explored in this excerpt from the book, The Role of the Hospital in an Aging Society: A Blueprint for Action. The elderly have unique perceptual, cognitive, social, and psychological needs and preferences, and a marketing strategy for eldercare services must reflect these factors, as well as the financial role of third-party payers and the decision-making influence of families and physicians. Among the elements the hospital must address when developing a marketing strategy are market selection and segmentation, targeting markets with specific services, pricing, and positioning the hospital for a maximum share of the eldercare market. PMID:10302744

  20. Improving the Success of Strategic Management Using Big Data.

    PubMed

    Desai, Sapan S; Wilkerson, James; Roberts, Todd

    2016-01-01

    Strategic management involves determining organizational goals, implementing a strategic plan, and properly allocating resources. Poor access to pertinent and timely data misidentifies clinical goals, prevents effective resource allocation, and generates waste from inaccurate forecasting. Loss of operational efficiency diminishes the value stream, adversely impacts the quality of patient care, and hampers effective strategic management. We have pioneered an approach using big data to create competitive advantage by identifying trends in clinical practice, accurately anticipating future needs, and strategically allocating resources for maximum impact. PMID:27180477

  1. 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.

  2. The Effects of Strategic Training on Improving Multiplication Strategic Development in Children with Math Difficulties

    ERIC Educational Resources Information Center

    Zhang, Dake

    2011-01-01

    The purpose of the present study was to examine the effectiveness of a constructive strategic training program on improving students' performance in solving multiplication problems. The participants were three third graders with math learning difficulties. In this teaching experiment design study, microgenetic approach was employed to analyze…

  3. The NACA Strategic Plan. What Does the Strategic Plan Mean to You?

    ERIC Educational Resources Information Center

    Shrode, Paul

    1997-01-01

    The National Association for Campus Activities (NACA) Strategic Plan outlines the fundamental purposes, values, and environmental factors of the association. It presents five strategies: to serve and educate association membership through publications, research, and programs; to advocate and support technology use; to expand fiscal resources; to…

  4. Strategic Planning and Management for the "Third Wave" Society. Strategic Report.

    ERIC Educational Resources Information Center

    Groff, Warren H.

    The value of strategic planning for educational, business, governmental, and family institutions to make them more responsive to society and to insure their viability is addressed. The transition from an agricultural to an industrial society and then to a technological one can be described in terms of its impact on individuals, institutions, and…

  5. Climate change mitigation and adaptation in strategic environmental assessment

    SciTech Connect

    Wende, Wolfgang; Bond, Alan; Bobylev, Nikolai; Stratmann, Lars

    2012-01-15

    Countries are implementing CO{sub 2} emission reduction targets in order to meet a globally agreed global warming limit of +2 Degree-Sign C. However, it was hypothesised that these national reduction targets are not translated to regional or state level planning, and are not considered through Strategic Environmental Assessment (SEA) in order to meet emission reduction obligations falling on the transport, energy, housing, agriculture, and forestry sectors. SEAs of land use plans in the German state of Saxony, and the English region of the East of England were examined for their consideration of climate change impacts based on a set of criteria drawn from the literature. It was found that SEAs in both cases failed to consider climate change impacts at scales larger than the boundary of the spatial plan, and that CO{sub 2} reduction targets were not considered. This suggests a need for more clarity in the legal obligations for climate change consideration within the text of the SEA Directive, a requirement for monitoring of carbon emissions, a need for methodological guidance to devolve global climate change targets down to regional and local levels, and a need for guidance on properly implementing climate change protection in SEA. - Highlights: Black-Right-Pointing-Pointer Strategic Environmental Assessments (SEA) of 12 land use plans from Germany and England have been examined. Black-Right-Pointing-Pointer SEA failed to consider climate change impacts at scales larger than the boundary of the land use plans. Black-Right-Pointing-Pointer SEA should be an important instrument for climate protection. Black-Right-Pointing-Pointer Concrete steps for climate protection mainstreaming into SEA at the European Union and national levels have been suggested.

  6. Strategic Map for Enceladus Plume Biosignature Sample Return

    NASA Astrophysics Data System (ADS)

    Sherwood, B.

    2014-12-01

    The discovery of jets emitting salty water from the interior of Saturn's small moon Enceladus is one of the most astounding results of the Cassini mission to date. The measured presence of organic species in the resulting plume, the finding that the jet activity is valved by tidal stretching at apocrone, the modeled lifetime of E-ring particles, and gravitational inference of a long-lived, deep, large water reservoir all indicate that the textbook conditions for habitability are met at Enceladus today: liquid water, biologically available elements, source of energy, and longevity of conducive conditions. Enceladus may be the best place in our solar system to search for direct evidence of biomarkers, and the plume provides a way to sample, analyze, and even return them to Earth for detailed analysis. For example, it is straightforward to define a Stardust-like, fly-through, plume ice-particle, dust, and gas collection mission. Concept engineering and evaluation indicate that the associated technical, programmatic, regulatory, and cost issues are quite unlike the Stardust precedent however, not least because of such a mission's Category-V, Restricted Earth Return, classification. The poster presents a strategic framework for systematic integration of the enabling issues: cultivation of science advocacy, resolution of diverse stakeholder concerns, development of verifiable and affordable technical solutions, validation of cost estimation methods, alignment with other candidate astrobiology missions, complementarity of international agency goals, and finally the identification of appropriate research and flight-mission opportunities. A strategic approach is essential if we are to know the astrobiological state of Enceladus in our lifetime, and two international teams are already dedicated to implementing key steps on this roadmap.

  7. 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.

  8. 78 FR 15970 - Cedarville Rancheria-Liquor Licensing Ordinance of the Cedarville Rancheria, Ordinance No. 2012-05

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-03-13

    .... Alcoholic beverage includes all alcohol, spirits, liquor, wine, beer, and any liquid or solid containing alcohol, spirits, wine or beer, and which contains one-half of one percent or more of alcohol by volume... substances. It shall be interchangeable in this ordinance with the term liquor. 03.040--Beer. Beer means...

  9. Strategic development of a backstop technology

    SciTech Connect

    Olsen, T.E.

    1986-01-01

    A research program directed towards developing a substitute for an exhaustible resource can have strategic implications for the current resource market. Such strategic interactions are analyzed for a market structure where the exhaustible resource is supplied exclusively by a cartel (the exporting coutry) and R and D for a backstop technology is controlled by the importing country. First, it is assumed that R and D is without risk, and that the importing country can commit to a specific program at the start of the game. It is shown that, under some circumstances, it is feasible for the importing country to achieve a favorable production/pricing response from the cartel by deliberately delaying the date of invention. Next, it is assumed that R and D is risky, but still the importing country can credibly commit to some specific R and D program at the start of the game. Finally, it is assumed that commitment times become short and that the backstop technology can become quickly available. Uncertainty is ignored. A subgame perfect Nash equilibrium exists for this game. It is probed that there is a critical stock such that R and D investment is initiated immediately if remaining reserves are smaller than this stock.

  10. Strategic Petroleum Reserve: Analysis of size options

    SciTech Connect

    Not Available

    1990-02-01

    This report presents the results of the deliberations of the interagency group formed to study the costs and benefits of expanding the size of the SPR. The study concentrated on severe oil supply disruptions involving sharp reductions in world oil production that were 2 to 4 times larger than the largest 1970s interruption. The disruption sizes and estimated probability of occurrence of these scenarios were supplied by the CIA. The most critical part of the CIA's analysis was the assessment of likelihood of these cases occurring. The CIA approached the likelihood problem by combining an examination of past oil supply disruptions with qualitative analysis of important oil market and regional trends. The study group then used statistical techniques and probability distributions to synthesize the historical data with CIA evaluations of as yet unobserved events. The SPR size study assumed direct purchases of SPR oil and did not assume the use of alternative financing mechanisms. Members of the working group with foreign policy and national security responsibilities provided an in-depth review of strategic considerations affecting SPR size. A number of prior studies, some classified, have addressed the strategic importance and insurance value of the SPR to the US and its allies. The results of these studies have also been incorporated in the current effort. 10 refs., 5 figs.

  11. 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.

  12. Impaired strategic decision making in schizophrenia.

    PubMed

    Kim, Hyojin; Lee, Daeyeol; Shin, Young-Min; Chey, Jeanyung

    2007-11-14

    Adaptive decision making in dynamic social settings requires frequent re-evaluation of choice outcomes and revision of strategies. This requires an array of multiple cognitive abilities, such as working memory and response inhibition. Thus, the disruption of such abilities in schizophrenia can have significant implications for social dysfunctions in affected patients. In the present study, 20 schizophrenia patients and 20 control subjects completed two computerized binary decision-making tasks. In the first task, the participants played a competitive zero-sum game against a computer in which the predictable choice behavior was penalized and the optimal strategy was to choose the two targets stochastically. In the second task, the expected payoffs of the two targets were fixed and unaffected by the subject's choices, so the optimal strategy was to choose the target with the higher expected payoff exclusively. The schizophrenia patients earned significantly less money during the first task, even though their overall choice probabilities were not significantly different from the control subjects. This was mostly because patients were impaired in integrating the outcomes of their previous choices appropriately in order to maintain the optimal strategy. During the second task, the choices of patients and control subjects displayed more similar patterns. This study elucidated the specific components in strategic decision making that are impaired in schizophrenia. The deficit, which can be characterized as strategic stiffness, may have implications for the poor social adjustment in schizophrenia patients. PMID:17905200

  13. 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.

  14. Strategic Decisions in Task-Oriented Reading.

    PubMed

    Salmerón, Ladislao; Vidal-Abarca, Eduardo; Martínez, Tomás; Mañá, Amelia; Gil, Laura; Naumann, Johannes

    2015-01-01

    Answering questions from texts are assessment and instructional activities that are frequently used in schools. Nevertheless, little is known about the strategic processes that students take while performing these tasks. We explored the amount and frequency that students initially read of a text before they answered questions pertaining to the material. In a procedure similar to the one used in the PISA (Program for International Students Assessment), one-hundred-seventy students between 7th and 9th grade read and answered several questions designed to assess task-oriented reading in three specific texts. We recorded on-line indexes that evaluated student behavior (e.g., the amount of text that students read before answering questions raised within a given text), performance, and comprehension skill. The results revealed that students skilled in comprehension initially read a high proportion of the texts, which in turn improved their overall performance in two of the three texts read (text 1: CI95%: 0.01 to 0.09; text 2: CI95%: -0.01 to 0.05; text 3: CI95%: 0.04 to 0.20). Therefore, we conclude that this strategic behavior should be considered during the assessment and instruction of reading literacy. PMID:26707969

  15. 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

  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. 10 CFR 73.25 - Performance capabilities for physical protection of strategic special nuclear material in transit.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 2 2010-01-01 2010-01-01 false Performance capabilities for physical protection of... (CONTINUED) PHYSICAL PROTECTION OF PLANTS AND MATERIALS Physical Protection of Special Nuclear Material in Transit § 73.25 Performance capabilities for physical protection of strategic special nuclear material...

  18. 10 CFR 73.25 - Performance capabilities for physical protection of strategic special nuclear material in transit.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Performance capabilities for physical protection of... (CONTINUED) PHYSICAL PROTECTION OF PLANTS AND MATERIALS Physical Protection of Special Nuclear Material in Transit § 73.25 Performance capabilities for physical protection of strategic special nuclear material...

  19. A Vision for the Future: Henry G. Bennett Memorial Library, Southeastern Oklahoma State University Strategic Plan, 2002-2007.

    ERIC Educational Resources Information Center

    Davis, Dorothy

    This document presents the five-year strategic plan developed by the library director, staff, and the Library Committee for the Henry G. Bennett Memorial Library, Southeastern Oklahoma State University. The goal of this plan is to provide a framework that the library can use to focus energy and resources in fulfilling the mission of the library…

  20. Dynamic Strategic Planning in a Professional Knowledge-Based Organization

    ERIC Educational Resources Information Center

    Olivarius, Niels de Fine; Kousgaard, Marius Brostrom; Reventlow, Susanne; Quelle, Dan Grevelund; Tulinius, Charlotte

    2010-01-01

    Professional, knowledge-based institutions have a particular form of organization and culture that makes special demands on the strategic planning supervised by research administrators and managers. A model for dynamic strategic planning based on a pragmatic utilization of the multitude of strategy models was used in a small university-affiliated…