Science.gov

Sample records for officer strategic plan2008-2012

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

    SciTech Connect

    Various

    2007-11-19

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

  2. Carlsbad Area Office strategic plan

    SciTech Connect

    1995-10-01

    This edition of the Carlsbad Area Office Strategic Plan captures the U.S. Department of Energy`s new focus, and supercedes the edition issued previously in 1995. This revision reflects a revised strategy designed to demonstrate compliance with environmental regulations earlier than the previous course of action; and a focus on the selected combination of scientific investigations, engineered alternatives, and waste acceptance criteria for supporting the compliance applications. An overview of operations and historical aspects of the Waste Isolation Pilot Plant near Carlsbad, New Mexico is presented.

  3. Toward Strategic Human Resource Management in the Central Office

    ERIC Educational Resources Information Center

    Mosley Linhardt, Heather LeAnn

    2011-01-01

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

  4. 75 FR 35076 - Division of Program Coordination, Planning, and Strategic Initiatives, Office of the Director...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-06-21

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

  5. 75 FR 60465 - Division of Program Coordination, Planning, and Strategic Initiatives, Office of the Director...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-09-30

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

  6. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-07-01

    ... URBAN DEVELOPMENT Redelegation of Authority to the Office of Strategic Planning and Management AGENCY..., Office of Strategic Planning and Management, Department of Housing and Urban Development, 451 7th Street... COO hereby redelegates to the Director, Office of Strategic Planning and Management, authority...

  7. 76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-07-01

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

  8. 75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-03-01

    ... HUMAN SERVICES National Institutes of Health Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan ACTION: Notice of availability of the ODS Strategic Plan for 2010-2014. SUMMARY: The Office of Dietary Supplements (ODS) at the National Institutes of Health (NIH) has completed a strategic...

  9. 76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-10-18

    ... strategic direction for program and laboratory planning. DATES: Public comments are due by 5 p.m., EST... Strategic Plan AGENCY: Office of Oceanic and Atmospheric Research (OAR), National Oceanic and Atmospheric... public comment. SUMMARY: This notice announces that OAR's draft Strategic Plan (FY12- 18) is...

  10. 76 FR 26254 - NOAA's Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-05-06

    ...) Strategic Plan FY 2011-FY 2015 AGENCY: Office of Ocean Exploration and Research (OER), Oceanic and... of publication and availability of the office of Ocean Exploration and Research Strategic Plan FY2011... OER Strategic Plan for Fiscal Year (FY) 2011-2015. The strategic plan is published to meet...

  11. Strategic planning as used by chief executive officers.

    PubMed

    Boissoneau, R; Belton, P; Schwahn, B

    1992-01-01

    In summary, the interviews obtained from this study suggest that CEO's in a variety of industries are attempting to "fit" their strategic planning process to their perceived environmental conditions. Indeed, management thinkers believe the biggest challenge in strategic planning will be turning CEO's into true strategic thinkers. The most successful companies, ultimately, will make strategic planning a high priority and involve all levels of management in the process. Planning becomes the unifying force that directs company actions. Hospital CEO's are obviously becoming more aware of this point as they strive to include all relevant parties (boards, physicians, etc.) in the process. Further, they seem to view planning in the classical sense, that is, as a dynamic, ever-evolving cyclical process more so than their general industry and academic contemporaries. Those hospitals that do develop strategic planning and strategic management have a definite advantage over competitors. Priorities are set and objectives are validated. This, in turn, improves productivity and creates the necessary framework for controlled growth. In addition, planning promotes teamwork and heightens motivation, bringing managers and employees together not only to meet but to exceed company goals.

  12. 75 FR 39493 - United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-07-09

    ... United States Patent and Trademark Office United States Patent and Trademark Office Draft Strategic Plan...) draft strategic plan for fiscal years (FY) 2010-2015 is available for public review and comment. The Government Performance and Results Act of 1993 (GPRA) requires Federal agencies to establish a strategic...

  13. 75 FR 82377 - NOAA's Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-12-30

    ...) Strategic Plan FY 2011-FY 2015 AGENCY: Office of Ocean Exploration and Research (OER), Oceanic and... Research (OER) is seeking comments on the revised draft OER STRATEGIC PLAN Fiscal Year (FY) 2011-2015... OER STRATEGIC PLAN describes the vision, mission, core activities, and organization of the Office...

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

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-03-30

    ...) Strategic Plan FY 2011-FY 2015 AGENCY: Office of Ocean Exploration and Research (OER), Oceanic and... Research (OER) is seeking comments on the draft OER STRATEGIC PLAN Fiscal Year (FY) 2011- 2015, submitted... OER STRATEGIC PLAN describes the vision, mission, core activities, and organization of the Office...

  15. 77 FR 24992 - OSHA Strategic Partnership Program for Worker Safety and Health (OSPP); Extension of the Office...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-04-26

    ... Occupational Safety and Health Administration OSHA Strategic Partnership Program for Worker Safety and Health (OSPP); Extension of the Office of Management and Budget's (OMB) Approval of Information Collection... approval of the information collection requirements specified in the OSHAs Strategic Partnership...

  16. 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.

  17. 78 FR 44954 - Solicitation of Input From Stakeholders Regarding the U.S. Office of Government Ethics Strategic...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-07-25

    ... comment on its draft FY 2014-2017 Strategic Plan (Plan). The Plan describes OGE's priorities for the next...: Nicole Stein, OGE Strategic Plan. FOR FURTHER INFORMATION CONTACT: Nicole Stein, Program Analyst, U.S... ETHICS Solicitation of Input From Stakeholders Regarding the U.S. Office of Government Ethics...

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

    ERIC Educational Resources Information Center

    Arkansas Department of Education, 2008

    2008-01-01

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

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

    SciTech Connect

    2008-10-01

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

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

    EPA Science Inventory

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

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

    ERIC Educational Resources Information Center

    Moussa, Samir

    2013-01-01

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

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

    PubMed

    Lenzenweger, Mark F

    2015-01-01

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

  3. Superfund strategic plan and implementation strategy fiscal year 1994: Office and division plans

    SciTech Connect

    Not Available

    1994-01-01

    The Plan presents the Superfund Program's strategic direction for Fiscal Year 1994. The Vision for the program is: Build public confidence in the Superfund and Oil Pollution Response Programs; The Mission for the program is: Superfund: dedicated to reducing risks to people and the environment by cleaning up the Nation's hazardous waste problems and making polluters pay. Oil Pollution: dedicated to ensuring the protection of human health and the environment from oil pollution.

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

    SciTech Connect

    Not Available

    1984-02-01

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

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

    ERIC Educational Resources Information Center

    Scully, Maura King

    2011-01-01

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

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

    SciTech Connect

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

    1992-01-01

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

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

    SciTech Connect

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

    1992-12-31

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

  8. 78 FR 66948 - Request for Information on the Office of Disease Prevention Draft Strategic Plan for Fiscal Years...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-11-07

    ... Draft Strategic Plan for Fiscal Years 2014-2018 SUMMARY: The purpose of this Request for Information (RFI) is to seek broad public input on the draft Strategic Plan for Fiscal Years (FY) 2014-2018 for the... the web- based form available at http://prevention.nih.gov/aboutus/strategic_plan/rfi.aspx ....

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

    NASA Technical Reports Server (NTRS)

    1990-01-01

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

  10. SDIO (Strategic Defense Initiative Office) Technical Information Management Center Bibliography of unclassified reports: January-December 1985

    SciTech Connect

    Not Available

    1985-12-01

    This bibliography lists to Strategic Defense Initiative Organization Technical Information Management Centers holdings of publications pertaining to such topics as Liquid Droplet Radiators, Relay Lasers, Precision-Guided Munitions, Short-Wavelength Chemical Laser, Electromagnetic Rocket Guns, Space Weapon, and Antimissile Defense Systems.

  11. World War II never ended in my house: interviews of 12 Office of Strategic Services veterans of wartime espionage on the 50th anniversary of WW II.

    PubMed

    Cavin, Susan

    2006-07-01

    The author conducted sociological interviews of 12 OSS spies (7 male, 5 female) who were operatives in France during World War II (WW II). The Office of Strategic Services (OSS) existed from 1941 to 1945 and was later renamed the CIA in 1947. This paper includes family studies of six close relatives of OSS vets and observation of 400 OSS veterans at the 50th anniversary of WW II. Three of the 12 OSS veterans who had been tortured by the Gestapo still suffered from PTSD-startle symptoms after 50 years; those three also suffered massive strokes in later life. The majority of OSS vets, regardless of gender, exhibited "war excitement" when talking about the war 50 years later. Most saw the war as the highpoint of their lives. War excitement needs more careful study within PTSD circles.

  12. The Strategic Attitude: Integrating Strategic Planning into Daily University Worklife

    ERIC Educational Resources Information Center

    Dickmeyer, Nathan

    2004-01-01

    Chief financial officers in today's universities are so busy with the challenges of day-to-day management that strategic thinking often takes a back seat. Planning for strategic change can go a long way toward streamlining the very daily tasks that obscure the "big picture." Learning how to integrate strategic thinking into day-to-day management…

  13. 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.

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

    PubMed

    Licina, Derek; Rufolo, Dennis; Story, Mike

    2013-01-01

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

  15. 78 FR 69462 - National Nanotechnology Initiative Strategic Plan; National Science and Technology Council...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-11-19

    ... TECHNOLOGY POLICY OFFICE National Nanotechnology Initiative Strategic Plan; National Science and Technology Council; National Nanotechnology Coordination Office AGENCY: Executive Office of the President, Office of... requests public comments on the draft 2014 National Nanotechnology Initiative (NNI) Strategic Plan....

  16. American Strategic Minerals

    NASA Astrophysics Data System (ADS)

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

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

  17. 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…

  18. 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.

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

    ERIC Educational Resources Information Center

    Reissenweber, Beth

    2012-01-01

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

  20. 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...

  1. 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.

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

    ERIC Educational Resources Information Center

    Ashby, Cornelia M.

    2004-01-01

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

  3. 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.

  4. 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;…

  5. Strategic Bonding.

    ERIC Educational Resources Information Center

    Davis, Lynn; Tyson, Ben

    2003-01-01

    Many school buildings are in dire need of renovation, expansion, or replacement. Brief case studies from around the country illustrate the importance of finding out why people vote for or against a construction referendum. Lists recommendations for a strategic campaign. (MLF)

  6. 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.

  7. 78 FR 21959 - Extension of Public Comment Period for Request for Information on the FY 2013-2018 Strategic Plan...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-04-12

    ... Information on the FY 2013-2018 Strategic Plan for the Office of Disease Prevention SUMMARY: The Office of....nih.gov/aboutus/strategic_plan/rfi.aspx . FOR FURTHER INFORMATION CONTACT: Please direct all...

  8. 75 FR 22561 - Federal Advisory Committee; United States Strategic Command Strategic Advisory Group; Charter...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-29

    ... Management Officer for the Department of Defense, 703-601-6128. SUPPLEMENTARY INFORMATION: The Group is a..., intelligence, and policy-related matters of interest to the Joint Chiefs of Staff and the U.S. Strategic... authorities in the fields of strategic policy formulation, nuclear weapon design and national command,...

  9. 47 CFR 0.21 - Functions of the Office.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... 47 Telecommunication 1 2010-10-01 2010-10-01 false Functions of the Office. 0.21 Section 0.21 Telecommunication FEDERAL COMMUNICATIONS COMMISSION GENERAL COMMISSION ORGANIZATION Organization Office of Strategic Planning and Policy Analysis § 0.21 Functions of the Office. The Office of Strategic Planning and...

  10. 77 FR 32137 - Agency Information Collection Activities: Proposed Collection; Comments Requested; Strategic...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-05-31

    ... Collection; Comments Requested; Strategic Planning Environmental Assessment Outreach ACTION: 30-Day Notice of... currently approved collection. (2) Title of the Form/Collection: Strategic Planning Environmental Assessment... their strategic plans every three years. The Strategic Planning Office at ATF will ] use the...

  11. 24 CFR 598.215 - What are the purpose and content of the strategic plan?

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... the strategic plan? 598.215 Section 598.215 Housing and Urban Development Regulations Relating to Housing and Urban Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND... strategic plan? (a) Principles of strategic plan. The strategic plan, which accompanies the application...

  12. 49 CFR 1.48 - Office of the Chief Information Officer.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

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

  13. 49 CFR 1.48 - Office of the Chief Information Officer.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

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

  14. 49 CFR 1.48 - Office of the Chief Information Officer.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

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

  15. Thinking strategically.

    PubMed

    Goree, Michael

    2002-01-01

    Over the course of the past 20 years, human resources has tried a variety of strategic initiatives to add value to the working environment, from the alphabets of TQM, CQI, EVA, ROI, ISO, QS, Theory X, Y, Z, Generation X and Y to re-engineering, balanced scorecard, lean, hoshin, six sigma, to Margaret Wheatley's "The Simpler Way" and finally to cheese and fish. The problem is that none of these is a strategy. They are all tactics to accomplish or achieve a strategy.

  16. National Institutes of Health, Office of AIDS Research

    MedlinePlus

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

  17. National Institutes of Health, Office of AIDS Research

    MedlinePlus

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

  18. 78 FR 58526 - Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-09-24

    ... of the Secretary Strategic Environmental Research and Development Program, Scientific Advisory Board... Environmental Research and Development Program, Scientific Advisory Board (SAB). DATES: Tuesday, October 15... Designated Federal Officer (DFO) for the Strategic Environmental Research and Development Program,...

  19. 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…

  20. Strategic forces

    SciTech Connect

    Not Available

    1990-10-01

    The Air Force now plans to retain the Minuteman II and III missile force through fiscal year 2008. Introduced about 25 years ago, these missiles have served as a nuclear deterrence for longer than initially envisioned. Over the extended lives of the systems, questions have arisen over their continued reliability and operational effectiveness, particularly the Minuteman II system. Limited flight testing, due to a shortage of test missiles, and reduced reliability caused by age-related deterioration of guidance computers and propulsion motors are two factors undermining confidence in the Minuteman II. GAO believes that the Minuteman II could be retired before 1998 as presently contemplated under an assumption of a Strategic Arms Reduction Talks agreement. An alternative would be to reinstate the Air Force's plans to replace deteriorated missile components and acquire the assets needed to resume flight testing at rates necessary to restore and sustain confidence in the system's performance through fiscal year 2008. However, on the basis of current test schedules, GAO is concerned that components to test the missile's warheads will be depleted by about 1999.

  1. Strategic planning processes and hospital financial performance.

    PubMed

    Kaissi, Amer A; Begun, James W

    2008-01-01

    Many common management practices in healthcare organizations, including the practice of strategic planning, have not been subject to widespread assessment through empirical research. If management practice is to be evidence-based, evaluations of such common practices need to be undertaken. The purpose of this research is to provide evidence on the extent of strategic planning practices and the association between hospital strategic planning processes and financial performance. In 2006, we surveyed a sample of 138 chief executive officers (CEOs) of hospitals in the state of Texas about strategic planning in their organizations and collected financial information on the hospitals for 2003. Among the sample hospitals, 87 percent reported having a strategic plan, and most reported that they followed a variety of common practices recommended for strategic planning-having a comprehensive plan, involving physicians, involving the board, and implementing the plan. About one-half of the hospitals assigned responsibility for the plan to the CEO. We tested the association between these planning characteristics in 2006 and two measures of financial performance for 2003. Three dimensions of the strategic planning process--having a strategic plan, assigning the CEO responsibility for the plan, and involving the board--are positively associated with earlier financial performance. Further longitudinal studies are needed to evaluate the cause-and-effect relationship between planning and performance.

  2. Strategic Plan. Volume 2

    NASA Technical Reports Server (NTRS)

    2002-01-01

    The Mission of the NSBRI will be to lead a National effort for accomplishing the integrated, critical path, biomedical research necessary to support the long term human presence, development, and exploration of space and to enhance life on Earth by applying the resultant advances in human knowledge and technology acquired through living and working in space. To carry out this mission, the NSBRI focuses its activities on three Strategic Programs: Strategic Program 1: Countermeasure Research Strategic Program 2: Education, Training and Outreach Strategic Program 3: Cooperative Research and Development. This document contains the detailed Team Strategic Plans for the 11 research teams focused on Strategic Program 1, and the Education and Outreach Team focused on Strategic Program 2. There is overlap and integration among the Programs and Team Strategic Plans, as described in each of the Plans.

  3. Strategic planning and competition

    SciTech Connect

    Gang, W.G. )

    1994-02-01

    This article discusses how to formulate a successful strategic plan in the face of competition from other electric utilities. Areas covered include reasons for plan failure, competitive simulations to test strategic plans, intelligence gathering, and cost reduction through reorganization.

  4. Institutional Research's Role in Strategic Planning

    ERIC Educational Resources Information Center

    Voorhees, Richard A.

    2008-01-01

    Institutions that have organized and centralized their data enjoy an obvious advantage in grappling with strategic planning and other issues. As the drumbeat for accountability, planning, and demonstrating effectiveness to internal and external stakeholders intensifies, the stature and importance of institutional research offices on most campuses…

  5. 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.

  6. 76 FR 17419 - Federal Health IT Strategic Plan: 2011-2015 Open Comment Period

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-29

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

  7. 75 FR 69084 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-11-10

    ... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal... public that will inform the development of a strategic plan for Federal youth policy. DATES: November 12..., and non- profit organizations on youth programs and policies; develop an overarching strategic...

  8. 75 FR 48690 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-11

    ... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal... public that will inform the development of a strategic plan for federal youth policy. DATES: August 24... policies; develop an overarching strategic plan for Federal youth policy; and prepare recommendations...

  9. 75 FR 60756 - Public Meeting to Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-10-01

    ... HUMAN SERVICES Office of the Secretary Public Meeting to Solicit Input for a Strategic Plan for Federal... public that will inform the ] development of a strategic plan for federal youth policy. DATES: October 14... overarching strategic plan for Federal youth policy; and prepare recommendations to improve the...

  10. 75 FR 62399 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-10-08

    ... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal... public that will inform the development of a strategic plan for federal youth policy. DATES: October 19... policies; develop an overarching strategic plan for Federal youth policy; and prepare recommendations...

  11. 75 FR 69085 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-11-10

    ... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal... public that will inform the development of a strategic plan for federal youth policy. DATES: November 18... programs and policies; develop an overarching strategic plan for Federal youth policy; and...

  12. 75 FR 62400 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-10-08

    ... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal... public that will inform the development of a strategic plan for federal youth policy. DATES: October 19..., and non- profit organizations on youth programs and policies; develop an overarching strategic...

  13. 75 FR 69084 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-11-10

    ... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal... public that will inform the development of a strategic plan for federal youth policy. DATES: November 16... and policies; develop an overarching ] strategic plan for Federal youth policy; and...

  14. Reflections on strategic nurse leadership.

    PubMed

    White, Jean

    2012-10-01

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

  15. Strategic Analysis Overview

    NASA Technical Reports Server (NTRS)

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

    2008-01-01

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

  16. 76 FR 34745 - Delegation of Authority to the Chief Operating Officer

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-06-14

    ...); the Director of the Office of Strategic Planning and Management; and the Chief Disaster and National..., strategic planning, disaster preparedness operations, and field policy and management. These function are... Security Officer, and the Director of Strategic Planning and Management. The COO has been...

  17. A Strategic Model for Enrollment-Driven Private Colleges.

    ERIC Educational Resources Information Center

    Townsley, Michael K.

    1993-01-01

    A strategic planning model for enrollment-dependent private colleges is offered. Essential components include an active, creative admissions office, a market-sensitive academic program, a financial buffer, a disciplined budget system, and coordinated leadership from the president, academic programs, admissions, and the finance office. (MSE)

  18. Cultivating strategic thinking skills.

    PubMed

    Shirey, Maria R

    2012-06-01

    This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author presents an overview of strategic leadership and offers approaches for cultivating strategic thinking skills.

  19. Strategic planning for neuroradiologists.

    PubMed

    Berlin, Jonathan W; Lexa, Frank J

    2012-08-01

    Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future. Formalized strategic planning frameworks, such as the strengths, weaknesses, opportunities and threats (SWOT), and the Balanced Scorecard frameworks, can help neuroradiology divisions determine their current position in the marketplace. Communication, delegation, and accountability in neuroradiology is essential in executing an effective strategic plan.

  20. 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.

  1. Strategic planning for neuroradiologists.

    PubMed

    Berlin, Jonathan W; Lexa, Frank J

    2012-08-01

    Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future. Formalized strategic planning frameworks, such as the strengths, weaknesses, opportunities and threats (SWOT), and the Balanced Scorecard frameworks, can help neuroradiology divisions determine their current position in the marketplace. Communication, delegation, and accountability in neuroradiology is essential in executing an effective strategic plan. PMID:22902108

  2. 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.

  3. Strategic Initiatives and Goals.

    ERIC Educational Resources Information Center

    Howard Community Coll., Columbia, MD.

    This document outlines Howard Community College's (HCC) six strategic initiatives and goals. Each of the strategic initiatives is presented, along with a context for the statement and a list of goals to be achieved in support of the overall initiative. First, HCC will be a learning community that provides possibilities for learning that address…

  4. 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.

  5. 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…

  6. 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…

  7. 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.

  8. 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.

  9. 78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-09-10

    ... HUMAN SERVICES Office of the Secretary Request for Comments on the Draft Departmental Strategic Plan for... on the draft strategic plan FY 2014-2018. SUMMARY: The Department of Health and Human Services (HHS) is seeking public comment on its draft Strategic Plan for fiscal years 2014-2018. DATES:...

  10. 75 FR 44265 - Office of the Assistant Secretary for Planning and Evaluation; Request for Comments on the...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-07-28

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

  11. The impact of DRG reimbursement on strategic planning.

    PubMed

    Zuckerman, A M

    1984-01-01

    DRG reimbursement has been in effect in New Jersey since 1980 and has resulted in significant changes in the way hospitals conduct strategic planning. These effects are identified and categorized according to how they have changed the process, the participants and the products of strategic planning. Strategic planning under DRGs increasingly focuses on market segmentation, competitive position analysis, strategic business units and financial simulation. More significant roles in the process are assumed by physicians, community, chief financial officers and data sources. Planning strategies emphasize marketing, unbundling and vertical and horizontal integration. Strategic planning is moving toward more detailed market and financial analyses, including the measurement of the financial impact of physician performance on the hospital and subsequent modification of physician practices.

  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. 77 FR 20474 - Delegation of Authority; Delegation of Authority No. 24 to the Chief Operating Officer

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-04-04

    ...; protecting privacy; internal procurement and contracting; strategic planning; and disaster preparedness... Administrator for Performance Management, and the Director of the Office of Disaster Planning. Section...

  14. 21 CFR 1401.2 - The Office of National Drug Control Policy-organization and functions.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... Offices of Legal Counsel, Strategic Planning, Legislative Affairs, Programs Budget and Evaluation, Supply Reduction, Demand Reduction, Public Affairs, State and Local Affairs, and the Financial Management...

  15. 21 CFR 1401.2 - The Office of National Drug Control Policy-organization and functions.

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... Offices of Legal Counsel, Strategic Planning, Legislative Affairs, Programs Budget and Evaluation, Supply Reduction, Demand Reduction, Public Affairs, State and Local Affairs, and the Financial Management...

  16. Benchmarking for strategic action.

    PubMed

    Jennings, K; Westfall, F

    1992-01-01

    By focusing on three key elements--customer expectations, competitor strengths and vulnerabilities, and organizational competencies--a company's benchmarking effort can be designed to drive the strategic planning process.

  17. Strategic agility for nursing leadership.

    PubMed

    Shirey, Maria R

    2015-06-01

    This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented. PMID:26010278

  18. The Concept of Strategic Decisionmaking.

    ERIC Educational Resources Information Center

    Collier, Douglas J.

    Strategic decision-making literature is reviewed, and applications to colleges and universities are made. The key requirement for strategic decision-making is that decisions affect the entire organization. While strategic decision-making can occur at different levels within the organization, the specific strategic decisions available to the…

  19. Strategic agility for nursing leadership.

    PubMed

    Shirey, Maria R

    2015-06-01

    This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented.

  20. 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.

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

    ERIC Educational Resources Information Center

    Cooper, Edward M.; Gackenbach, Rusty

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

  2. 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.

  3. 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.

  4. 77 FR 2729 - Office of the Secretary, Office of the Assistant Secretary for Administration; Statement of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-01-19

    ... Business Management and Transformation (AJJ) Office of Security and Strategic Information (AJS) Program... last amended at 72 FR 19000-01, dated April 16, 2007, and at Chapter AJ, Office of the Assistant Secretary for Administration (ASA), which was last amended at 74 FR 57679-57682, dated November 9, 2009,...

  5. 40 CFR 1.33 - Office of Administration and Resources Management.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... office for coordination of human resources management with the Agency's Strategic Planning and Management... planning; budget formulation, preparation and execution; funding allotments and allocations; and developing... Agency's information collection policies and budgets managed by the Office of Policy, Planning...

  6. 75 FR 26879 - Temporary Organization To Facilitate a Strategic Partnership With the Republic of Iraq

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-05-12

    ... Documents#0;#0; ] Executive Order 13541 of May 7, 2010 Temporary Organization To Facilitate a Strategic..., United States Code, a temporary organization to be known as the Iraq Strategic Partnership Office (ISPO). Sec. 2. Purpose of the Temporary Organization. The purpose of the ISPO shall be to perform...

  7. 78 FR 45598 - Industry Forums on the Next ITS Strategic Plan; Notice of Public Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-07-29

    ... Industry Forums on the Next ITS Strategic Plan; Notice of Public Meeting AGENCY: ITS Joint Program Office... next ITS Strategic Plan (2015-2019). The workshops are designed to generate ideas and collect viewpoints on multiple areas of interest including multi-modal operations, planning, pricing, standards...

  8. 76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-21

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF ENERGY Federal Energy Regulatory Commission Notice of Staff Attendance at Southwest Power Pool Strategic Planning... attend the meeting of the Southwest Power Pool, Inc. (SPP) Strategic Planning Committee (SPC), as...

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

    ERIC Educational Resources Information Center

    Smith, Carla Breedlove

    2013-01-01

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

  10. 76 FR 50726 - Agency Information Collection Activities; Proposed Collection; Comment Request; EPA Strategic...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-08-16

    ... From the Federal Register Online via the Government Publishing Office ENVIRONMENTAL PROTECTION AGENCY Agency Information Collection Activities; Proposed Collection; Comment Request; EPA Strategic Plan.... Title: EPA Strategic Plan Information on Source Water Protection. ICR numbers: EPA ICR No. 1816.05,...

  11. 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.

  12. Strategic quality planning.

    PubMed

    Yarborough, C M

    1994-04-01

    Instilling the principles of total quality management (TQM) into organizations is a difficult undertaking, yet many leaders of health care organizations are forging this paradigmatic shift with encouraging results. In this paper, a practical approach is described that has been deployed within an occupational and environmental health setting. The vehicle for this transformation is called the Strategic Quality Plan. Once the purpose was clearly elucidated by the leadership, a basic design of the plan was developed that melded two interrelated goals: achieving strategic business objectives by applying quality principles. The resulting matrix became the basis for detailed flowcharts that show the steps, inputs, decision points, deadlines, and continuous improvement loops for each strategic objective. A deployment plan was developed to aid implementation.

  13. 78 FR 68825 - Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-11-15

    ... Office of the Secretary Strategic Environmental Research and Development Program, Scientific Advisory... Environmental Research and Development Program, Scientific Advisory Board (SAB). The purpose of the meeting is... Research and Development Program, Scientific Advisory Board. Written statements may be submitted to...

  14. 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.

  15. 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.

  16. 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.

  17. 5 CFR 250.202 - Office of Personnel Management responsibilities.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... REGULATIONS PERSONNEL MANAGEMENT IN AGENCIES Strategic Human Capital Management § 250.202 Office of Personnel... Governmentwide leadership and direction in the strategic management of the Federal workforce. (b) To execute this... (HCAAF) to describe the concepts and systems for planning, implementing, and evaluating the results...

  18. 47 CFR 0.21 - Functions of the Office.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... Telecommunication FEDERAL COMMUNICATIONS COMMISSION GENERAL COMMISSION ORGANIZATION Organization Office of Strategic... with respect to the development and implementation of communications policies in all areas of... communication industries and services, with due consideration of the responsibilities and programs of...

  19. Basement, room 23, looking southwest into two adjacent offices with ...

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

    Basement, room 23, looking southwest into two adjacent offices with soundproof walls and pedestal flooring - March Air Force Base, Strategic Air Command, Combat Operations Center, 5220 Riverside Drive, Moreno Valley, Riverside County, CA

  20. 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.

  1. 78 FR 5481 - Quagga Mussel Strategic Planning Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-01-25

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF THE INTERIOR Fish and Wildlife Service Quagga Mussel Strategic Planning Meeting AGENCY: Fish and Wildlife Service... planning an FY13 strategy to minimize the spread of quagga mussels from the Colorado River and a...

  2. The Strategic Importance of Information Technology in Community Colleges

    ERIC Educational Resources Information Center

    Lu, Romy Emaas

    2010-01-01

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

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

    ERIC Educational Resources Information Center

    US Department of Education, 2010

    2010-01-01

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

  4. Office financial evaluation and management.

    PubMed

    Opelka, Frank G

    2005-11-01

    Surgeons are facing greater pressures as business entities with each passing year. With limited ability to compensate by increasing workload, surgeons must understand finances and practice management. Strategic planning for the survival of a clinical practice now requires a background in business long absent in the formal education of surgeons. This article provides an introduction to the basic principles of office finance, management, and the revenue cycle. PMID:20011215

  5. 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)

  6. Implementing College Strategic Plans.

    ERIC Educational Resources Information Center

    Further Education Development Agency, London (England).

    This document, which is intended for individuals responsible for planning and management at further education (FE) colleges, summarizes the factors that contributed to or obstructed implementation of strategic plans in 10 FE colleges in England and Wales in 1994-95. It presents key questions and illustrations that FE colleges can use for…

  7. A Strategic Planning Workbook.

    ERIC Educational Resources Information Center

    Austin, William

    This workbook outlines the Salem Community College's (New Jersey) Strategic Planning Initiative (SPI), which will enable the college to enter the 21st Century as an active agent in the educational advancement of the Salem community. SPI will allow college faculty, staff, students, and the local community to reflect on the vitality of the college…

  8. 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…

  9. Strategic planning for marketers.

    PubMed

    Wilson, I

    1978-12-01

    The merits of strategic planning as a marketing tool are discussed in this article which takes the view that although marketers claim to be future-oriented, they focus too little attention on long-term planning and forecasting. Strategic planning, as defined by these authors, usually encompasses periods of between five and twenty-five years and places less emphasis on the past as an absolute predictor of the future. It takes a more probabilistic view of the future than conventional marketing strategy and looks at the corporation as but one component interacting with the total environment. Inputs are examined in terms of environmental, social, political, technological and economic importance. Because of its futuristic orientation, an important tenant of strategic planning is the preparation of several alternative scenarios ranging from most to least likely. By planning for a wide-range of future market conditions, a corporation is more able to be flexible by anticipating the course of future events, and is less likely to become a captive reactor--as the authors believe is now the case. An example of strategic planning at General Elecric is cited.

  10. 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…

  11. 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…

  12. 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)

  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. NAEA's Strategic Plans

    ERIC Educational Resources Information Center

    School Arts: The Art Education Magazine for Teachers, 2005

    2005-01-01

    This article discusses the National Art Education Association's strategic plan for art education. Their plan states that all PreK-12 students deserve a comprehensive, balanced, and sequential program of instruction in the visual arts. The Association's primary vision and goals are described.

  15. 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)…

  16. 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.

  17. Strategically Planning to Change

    ERIC Educational Resources Information Center

    Atkins, Kemal

    2010-01-01

    Higher education, like the private sector, is searching for innovative ways to respond to demographic shifts, globalization, greater accountability, and new technologies. New organizational models are needed to meet these challenges. In a rapidly changing world, the development of such models can occur through effective strategic analysis and…

  18. 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

  19. 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…

  20. 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…

  1. 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…

  2. Strategic market planning for hospitals.

    PubMed

    Zallocco, R L; Joseph, W B; Doremus, H

    1984-01-01

    The application of strategic market planning to hospital management is discussed, along with features of the strategic marketing management process. A portfolio analysis tool, the McKinsey/G.E. Business Screen, is presented and, using a large urban hospital as an example, discussed in detail relative to hospital administration. Finally, strategic implications of the portfolio analysis are examined.

  3. Developing a strategic security plan.

    PubMed

    Potter, Anthony N

    2011-01-01

    Strategic planning is an essential component of a security director job. Every healthcare organization has a strategic plan, and the security department that doesn't is at a major disadvantage when it comes to budgeting, growth and effectiveness. This article describes how a security director can develop and integrate a strategic plan into his organization's mission, vision and values.

  4. 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…

  5. Environmental Education Strategic Plan

    SciTech Connect

    1991-12-01

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

  6. 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.

  7. 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)

  8. 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.

  9. Strategic scene generation model

    NASA Astrophysics Data System (ADS)

    Heckathorn, Harry M.; Anding, David C.

    1992-09-01

    The Strategic Defense Initiative (SDI) must simulate the detection, acquisition, discrimination and tracking of anticipated targets and predict the effect of natural and man-made background phenomena on optical sensor systems designed to perform these tasks. NRL is developing such a capability using a computerized methodology to provide modeled data in the form of digital realizations of complex, dynamic scenes. The Strategic Scene Generation Model (SSGM) is designed to integrate state-of-science knowledge, data bases and computerized phenomenology models to simulate strategic engagement scenarios and to support the design, development and test of advanced surveillance systems. Multi-phenomenology scenes are produced from validated codes--thereby serving as a standard against which different SDI concepts and designs can be tested. This paper describes the SSGM design architecture, the software modules and databases which are used to create scene elements, the synthesis of deterministic and/or stochastic structured scene elements into composite scenes, the software system to manage the various databases and digital image libraries, and verification and validation by comparison with measured data. The focus will be on the functionality and development schedule of the Baseline Model (SSGMB) which is currently being implemented.

  10. Community Policing and the Police Officer.

    ERIC Educational Resources Information Center

    Meese, Edwin, III

    1993-01-01

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

  11. The Evolving Office of the Registrar

    ERIC Educational Resources Information Center

    Pace, Harold L.

    2011-01-01

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

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

    NASA Technical Reports Server (NTRS)

    2005-01-01

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

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

    SciTech Connect

    Brody, R.; Digby, J.

    1989-01-31

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

  14. 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.

  15. 77 FR 70483 - Request for Comments (RFC)-Federal Cybersecurity Research and Development Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-11-26

    ... From the Federal Register Online via the Government Publishing Office NATIONAL SCIENCE FOUNDATION... December 2011, the White House Office of Science and Technology Policy (OSTP) released the ``Trustworthy... problems. The strategic plan is being executed by all of the agencies conducting and funding...

  16. Implementation Plan for 1998-1999. Dalton State College Strategic Plan, 1997-2000.

    ERIC Educational Resources Information Center

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

    This document presents the second-year implementation plans for 1998-1999 of Dalton State College's Strategic Plan for 1997-2000. It contains the following planning priorities and action plans for the roles of the: President; Office of Institutional Research and Planning; Office of Public Relations; Dean of Academic Affairs; Division of Business…

  17. The chief strategy officer.

    PubMed

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

    2007-10-01

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

  18. The strategic use of humility.

    PubMed

    Kerfoot, K

    1998-01-01

    Authentic humility is strategic for the success of leaders. It is strategic from the perspective of the egotistically free relationship humility establishes with the staff, patients, and others. The lack of strategic humility explains the inevitable downfall of people who are motivated to lead by power and status. It also explains why leaders who always remember where they came from, and who are motivated by what they can do for patients and staff, succeed.

  19. Understanding MSFC/Earth Science Office Within NASA

    NASA Technical Reports Server (NTRS)

    Rickman, Doug

    2010-01-01

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

  20. NASA strategic plan

    NASA Technical Reports Server (NTRS)

    1995-01-01

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

  1. Guam Strategic Energy Plan

    SciTech Connect

    Conrad, M. D.

    2013-07-01

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

  2. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 7 Agriculture 1 2010-01-01 2010-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the application must be developed in accordance with the following four key principles: (1) Strategic vision...

  3. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 7 Agriculture 1 2014-01-01 2014-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the... transportation, education, and public safety. (b) Minimum requirements. The strategic plan must: (1) Describe...

  4. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 1 2012-01-01 2012-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the... transportation, education, and public safety. (b) Minimum requirements. The strategic plan must: (1) Describe...

  5. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 7 Agriculture 1 2013-01-01 2013-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the... transportation, education, and public safety. (b) Minimum requirements. The strategic plan must: (1) Describe...

  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... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the... transportation, education, and public safety. (b) Minimum requirements. The strategic plan must: (1) Describe...

  7. 77 FR 52018 - Oxy Midstream Strategic Development, LLC, Magellan Midstream Partners, L.P.; Notice of Petition...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-08-28

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF ENERGY Federal Energy Regulatory Commission Oxy Midstream Strategic Development, LLC, Magellan Midstream Partners, L.P... Strategic Development, LLC and Magellan Midstream Partners, L.P., on behalf of BridgeTex Pipeline...

  8. Operationalizing strategic marketing.

    PubMed

    Chambers, S B

    1989-05-01

    The strategic marketing process, like any administrative practice, is far simpler to conceptualize than operationalize within an organization. It is for this reason that this chapter focused on providing practical techniques and strategies for implementing the strategic marketing process. First and foremost, the marketing effort needs to be marketed to the various publics of the organization. This chapter advocated the need to organize the marketing analysis into organizational, competitive, and market phases, and it provided examples of possible designs of the phases. The importance and techniques for exhausting secondary data sources and conducting efficient primary data collection methods were explained and illustrated. Strategies for determining marketing opportunities and threats, as well as segmenting markets, were detailed. The chapter provided techniques for developing marketing strategies, including considering the five patterns of coverage available; determining competitor's position and the marketing mix; examining the stage of the product life cycle; and employing a consumer decision model. The importance of developing explicit objectives, goals, and detailed action plans was emphasized. Finally, helpful hints for operationalizing the communication variable and evaluating marketing programs were provided.

  9. Strategic identities in cyberspace.

    PubMed

    Talamo, A; Ligorio, B

    2001-02-01

    This paper aims at describing, according to the recent advances in social psychology and Computer Mediated Communication, how identities are perceived and constructed in cyberspace. All interactions analyzed in this study were performed within "Euroland," a collaborative virtual environment. The interacting community was composed of students, teachers, and researchers working on a transnational educational project. Practices and dialogues within Euroland are analyzed using an ethnographic and conversational method. A sample of discourses and actions that occurred during 8 months of time, selected according to the research aims, was analyzed. During online connections, users were personified by an "Avatar." Avatars are able to walk, fly, and look around the virtual world. They are also able to build and manipulate three-dimensional objects, perform virtual actions, and chat with other connected users. Results showed that "Eurolanders" showed and constructed their identities using strategic "positioning" depending on the interactive situation. Identities are thus dynamic and strongly related to the context, created and constantly recreated by the users. It is concluded that specific features offered by the Euroland environment are exploited by the users as resources to play with, while moving from one strategic positioning to another. Cyber identities involve resources given by specific technological tools and by community. The cyber-identity construction process seems to be highly congruent to the advances in the dialogical perspective in psychology, where identities are considered in their conceptualizations as multiple, "multivoiced," "positioned," and context-dependent.

  10. 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.

  11. 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…

  12. 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…

  13. Strategic Planning and Online Learning

    ERIC Educational Resources Information Center

    McLaughlin-Graham, Karen; Berge, Zane L.

    2005-01-01

    Strategic planning is a critical part of sustaining distance education. Through such planning, the organization can solve business problems that involve training and education in an effective and often cost savings manner compared to in-person training efforts. This paper examines the strategic planning process as it relates to sustaining distance…

  14. 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…

  15. 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.

  16. Strategic Planning for Curriculum Reform.

    ERIC Educational Resources Information Center

    Cawelti, Gordon

    Strategic planning is a process deliberately designed to help educational leaders conceive of the kinds of institutions that they would like to create to serve their students. Drawn from industry, strategic planning attempts to respond to a wide variety of factors determining the directions that schools should take in planning for the future.…

  17. 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…

  18. 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)

  19. 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…

  20. 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.

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

    PubMed

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

    2005-01-01

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

  2. Geothermal Technologies Office 2012 Peer Review Report

    SciTech Connect

    none,

    2013-04-01

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

  3. 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.

  4. 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.

  5. 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.

  6. The Value of Strategic Partnerships

    ScienceCinema

    Gould, Josh; Narayan, Amit; McNutt, Ty

    2016-07-12

    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.

  7. 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.

  8. Space science and applications: Strategic plan 1991

    NASA Technical Reports Server (NTRS)

    1991-01-01

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

  9. Maintenance Process Strategic Analysis

    NASA Astrophysics Data System (ADS)

    Jasiulewicz-Kaczmarek, M.; Stachowiak, A.

    2016-08-01

    The performance and competitiveness of manufacturing companies is dependent on the availability, reliability and productivity of their production facilities. Low productivity, downtime, and poor machine performance is often linked to inadequate plant maintenance, which in turn can lead to reduced production levels, increasing costs, lost market opportunities, and lower profits. These pressures have given firms worldwide the motivation to explore and embrace proactive maintenance strategies over the traditional reactive firefighting methods. The traditional view of maintenance has shifted into one of an overall view that encompasses Overall Equipment Efficiency, Stakeholders Management and Life Cycle assessment. From practical point of view it requires changes in approach to maintenance represented by managers and changes in actions performed within maintenance area. Managers have to understand that maintenance is not only about repairs and conservations of machines and devices, but also actions striving for more efficient resources management and care for safety and health of employees. The purpose of the work is to present strategic analysis based on SWOT analysis to identify the opportunities and strengths of maintenance process, to benefit from them as much as possible, as well as to identify weaknesses and threats, so that they could be eliminated or minimized.

  10. A process for implementation of the strategic plan: from strategic planning toward strategic management.

    PubMed

    Chenoy, N C; Morrison, M J; Carlow, D R

    1991-01-01

    Although the principles and process for developing a strategic plan are well established, little information exists on how organizations can implement these plans. The authors developed a framework and methodology for The Ontario Cancer Institute/Princess Margaret Hospital that connects the implementation of the strategic plan with resource allocation and the budget; thus, the budget is a quantified expression of the strategic plan. To accomplish this, a specific cycle of events leading to the development of a corporate calendar was undertaken, which results in the establishment of the annual budget.

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

    ERIC Educational Resources Information Center

    Maphalala, M. C.

    2012-01-01

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

  12. Executive presence for strategic influence.

    PubMed

    Shirey, Maria R

    2013-01-01

    This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author discusses cultivating executive presence, a crucial component of great leadership, needed for strategic influence and to drive change.

  13. 76 FR 76416 - Board of Scientific Counselors, Office of Public Health Preparedness and Response (BSC, OPHPR)

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-12-07

    ... (OPHPR), concerning strategies and goals for the programs and research within OPHPR, monitoring the overall strategic direction and focus of the OPHPR Divisions and Offices, and administration and oversight... on OPHPR strategic plan. Contact for More Information: Sarah Henderson, OPHPR, CDC, 1600 Clifton...

  14. 17 CFR 200.30-15 - Delegation of authority to Chief Operating Officer.

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... principles and standards of the National Performance Review and the strategic and quality management... Management General Organization § 200.30-15 Delegation of authority to Chief Operating Officer. Under Pub....

  15. 17 CFR 200.30-15 - Delegation of authority to Chief Operating Officer.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... principles and standards of the National Performance Review and the strategic and quality management... Management General Organization § 200.30-15 Delegation of authority to Chief Operating Officer. Under Pub....

  16. 78 FR 56898 - Emergency Clearance: Public Information Collection Requirements Submitted to the Office of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-09-16

    ...-based Marketplaces provide substantive operational and monitoring data to CMS in a uniform format from... to facilitating reasonable and appropriate federal monitoring of funds, providing statutorily... written comments to the following address: CMS, Office of Strategic Operations and Regulatory...

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

    ERIC Educational Resources Information Center

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

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

  18. The IAU Office of Astronomy for Development

    NASA Astrophysics Data System (ADS)

    Govender, Kevin

    2015-03-01

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

  19. Children's strategic theory of mind.

    PubMed

    Sher, Itai; Koenig, Melissa; Rustichini, Aldo

    2014-09-16

    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.

  20. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    Not Available

    1992-08-15

    The Strategic Petroleum Reserve (SPR) was created pursuant to the Energy Policy and Conservation Act (EPCA) Public Law 94-163, approved on December 22, 1975, and extended in July 1985, June 1989, March 1990, and September 1990, to reduce the impact of disroptions in petroleum supplies and to carry out obligations of the United States under the Agreement on an International Energy Program. 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. Since the Strategic Petroleum Reserve crude oil storage facilities program for the 750 minion barrels was completed in 1991, this August 15, 1992, Strategic Petroleum Reserve Quarterly Report focuses on activities related primarily to the storage facilities status, oil acquisition, budget, and cost of the Reserve during the period April 1, 1992, through June 30, 1992.

  1. 76 FR 14950 - Closed Meeting of the U.S. Strategic Command Strategic Advisory Group

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-18

    ... Commander, U.S. Strategic Command, during the development of the Nation's strategic war plans. Agenda... Destruction, Intelligence Operations, Cyber Operations, Global Strike, Command and Control, Science...

  2. 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.

  3. Strategic planning in healthcare organizations.

    PubMed

    Rodríguez Perera, Francisco de Paula; Peiró, Manel

    2012-08-01

    Strategic planning is a completely valid and useful tool for guiding all types of organizations, including healthcare organizations. The organizational level at which the strategic planning process is relevant depends on the unit's size, its complexity, and the differentiation of the service provided. A cardiology department, a hemodynamic unit, or an electrophysiology unit can be an appropriate level, as long as their plans align with other plans at higher levels. The leader of each unit is the person responsible for promoting the planning process, a core and essential part of his or her role. The process of strategic planning is programmable, systematic, rational, and holistic and integrates the short, medium, and long term, allowing the healthcare organization to focus on relevant and lasting transformations for the future.

  4. 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.

  5. 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.

  6. Contrasting strategic and Milan therapies.

    PubMed

    MacKinnon, L

    1983-12-01

    Three related models of therapy are often grouped together as the strategic therapies. These are brief therapy model associated with the Mental Research Institute, approaches developed by Jay Haley and Cloë Madanes, and the model developed by the Milan associates. Controversy exists, however, as to whether the Milan model should be included as a strategic therapy. It appears that the similarities among the three models can mask deeper differences, thus confounding the confusion. This paper contrast the models in their development, theory, and practice.

  7. 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.

  8. Strategic Defense Initiative Organization adaptive structures program overview

    NASA Astrophysics Data System (ADS)

    Obal, Michael; Sater, Janet M.

    In the currently envisioned architecture none of the Strategic Defense System (SDS) elements to be deployed will receive scheduled maintenance. Assessments of performance capability due to changes caused by the uncertain effects of environments will be difficult, at best. In addition, the system will have limited ability to adjust in order to maintain its required performance levels. The Materials and Structures Office of the Strategic Defense Initiative Organization (SDIO) has begun to address solutions to these potential difficulties via an adaptive structures technology program that combines health and environment monitoring with static and dynamic structural control. Conceivable system benefits include improved target tracking and hit-to-kill performance, on-orbit system health monitoring and reporting, and threat attack warning and assessment.

  9. 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…

  10. 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…

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

    NASA Technical Reports Server (NTRS)

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

    1979-01-01

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

  12. Strategic plan modelling by hospital senior administration to integrate diversity management.

    PubMed

    Newhouse, John J

    2010-11-01

    Limited research suggests that some hospital senior administrators and chief executive officers (CEOs) have employed a strategic planning function to achieve diversity management practices. As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavour becomes significant for senior hospital administrators. What is not well understood is what this strategic planning process represents and how it is applied to integrate diversity management. Scant research exists about the type of strategic models that hospital CEOs employ when they wish to reposition their organizations through diversity management. This study examines the strategic planning models used by senior administrators to integrate diversity management for an institutional-wide agenda. A qualitative survey process was used for CEOs in the states of New York, Pennsylvania, New Jersey and Delaware. The key research questions dealt with what type of strategic plan approach senior administrators used for integrating diversity management and what rationale they used to pursue this. Significant differences were reported between three types of strategic plan modelling used by CEOs. Also, when comparing past and current practices over time, such differences existed. The need to integrate diversity management is underscored by this study. How senior hospital administrators apply strategic plan models and what impact these approaches have represent the major implications that this study offers.

  13. 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

  14. 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

  15. A Primer on Strategic Financial Assessments.

    ERIC Educational Resources Information Center

    Richman, Naomi; Fitzgerald, Susan

    2003-01-01

    Describes how to perform a strategic financial assessment to enable the board to understand the fundamental internal and external challenges and opportunities confronting the institution when decision making and strategic capital planning. (EV)

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

    EPA Science Inventory

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

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

    EPA Science Inventory

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

  18. Does Your Planning Communicate Action? Or, Is Your Strategic Plan a Coffee Table Book?

    ERIC Educational Resources Information Center

    Osborn, Frances P.

    Monroe Community College (MCC) has been involved in strategic planning over the last 4 years. The following lessons have been drawn from these 4 years of experience: (1) all plans need to be seen as temporary; (2) no plan drawn up in the planner's office could be implemented if it ignored the fleeting, ambiguous nature of the college's and…

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

    ERIC Educational Resources Information Center

    Smith, Clayton; Gottheil, Susan

    2008-01-01

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

  20. 3 CFR 13541 - Executive Order 13541 of May 7, 2010. Temporary Organization To Facilitate a Strategic...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... Documents Executive Orders Executive Order 13541 of May 7, 2010 EO 13541 Temporary Organization To... 3161 of title 5, United States Code, a temporary organization to be known as the Iraq Strategic Partnership Office (ISPO). Sec. 2. Purpose of the Temporary Organization. The purpose of the ISPO shall be...

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

    EPA Science Inventory

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

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

    EPA Science Inventory

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

  3. 77 FR 58097 - Aquatic Nuisance Species Task Force Strategic Plan 2013-2017

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-09-19

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

  4. 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…

  5. 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.

  6. Strategic Planning of Technology Transfer.

    ERIC Educational Resources Information Center

    Groff, Warren H.

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

  7. 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.…

  8. 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…

  9. 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.

  10. 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)

  11. Strategic Planning: The Catastrophic Approach.

    ERIC Educational Resources Information Center

    Brody, Stanley J.

    1987-01-01

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

  12. Strategic 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…

  13. 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.…

  14. 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)

  15. 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:…

  16. Strategic Planning for Technological Change

    ERIC Educational Resources Information Center

    Strong, Bart

    2007-01-01

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

  17. 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 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.

  19. 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…

  20. 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.

  1. 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…

  2. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-09-05

    ... SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan AGENCY: National... on the proposed strategic plan to be published by October 2012. All interested parties are invited to submit comments regarding this proposed strategic plan. As background, the NTSB's 2010-2015...

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

    ERIC Educational Resources Information Center

    Murphy, Mary Kay, Ed.

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

  4. 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…

  5. 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…

  6. 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...

  7. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 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...

  8. 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...

  9. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 1 2013-01-01 2013-01-01 false Strategic plan. 195.27 Section 195.27 Banks and... Assessing Performance § 195.27 Strategic plan. (a) Alternative election. The appropriate Federal banking... area(s) under a strategic plan if: (1) The savings association has submitted the plan to...

  10. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 12 Banks and Banking 4 2011-01-01 2011-01-01 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)...

  11. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 3 2012-01-01 2012-01-01 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...

  12. 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...

  13. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 13 Business Credit and Assistance 1 2012-01-01 2012-01-01 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...

  14. 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...

  15. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 12 Banks and Banking 3 2010-01-01 2010-01-01 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...

  16. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 6 2013-01-01 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...

  17. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 12 Banks and Banking 1 2011-01-01 2011-01-01 false Strategic plan. 25.27 Section 25.27 Banks and... DEPOSIT PRODUCTION REGULATIONS Regulations Standards for Assessing Performance § 25.27 Strategic plan. (a... assessment area(s) under a strategic plan if: (1) The bank has submitted the plan to the OCC as provided...

  18. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 1 2014-01-01 2014-01-01 false Strategic plan. 25.27 Section 25.27 Banks and... DEPOSIT PRODUCTION REGULATIONS Regulations Standards for Assessing Performance § 25.27 Strategic plan. (a... assessment area(s) under a strategic plan if: (1) The bank has submitted the plan to the OCC as provided...

  19. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 5 2013-01-01 2013-01-01 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)...

  20. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  1. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 5 2014-01-01 2014-01-01 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)...

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

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  3. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 13 Business Credit and Assistance 1 2014-01-01 2014-01-01 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...

  4. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 1 2012-01-01 2012-01-01 false Strategic plan. 195.27 Section 195.27 Banks and... Assessing Performance § 195.27 Strategic plan. (a) Alternative election. The appropriate Federal banking... area(s) under a strategic plan if: (1) The savings association has submitted the plan to...

  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 195.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 1 2014-01-01 2014-01-01 false Strategic plan. 195.27 Section 195.27 Banks and... Assessing Performance § 195.27 Strategic plan. (a) Alternative election. The appropriate Federal banking... area(s) under a strategic plan if: (1) The savings association has submitted the plan to...

  7. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 12 Banks and Banking 5 2010-01-01 2010-01-01 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. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 12 Banks and Banking 5 2011-01-01 2011-01-01 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...

  9. 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...

  10. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 13 Business Credit and Assistance 1 2013-01-01 2013-01-01 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...

  11. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 1 2013-01-01 2013-01-01 false Strategic plan. 25.27 Section 25.27 Banks and... DEPOSIT PRODUCTION REGULATIONS Regulations Standards for Assessing Performance § 25.27 Strategic plan. (a... assessment area(s) under a strategic plan if: (1) The bank has submitted the plan to the OCC as provided...

  12. 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...

  13. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 1 2012-01-01 2012-01-01 false Strategic plan. 25.27 Section 25.27 Banks and... DEPOSIT PRODUCTION REGULATIONS Regulations Standards for Assessing Performance § 25.27 Strategic plan. (a... assessment area(s) under a strategic plan if: (1) The bank has submitted the plan to the OCC as provided...

  14. 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)...

  15. 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.…

  16. Promise or Peril: The Strategic Defense Initiative.

    ERIC Educational Resources Information Center

    Brzezinski, Zbigniew, Ed.; And Others

    The major policy debate touched off by President Reagan's March 1983 speech announcing the Strategic Defense Initiative (SDI) was the reopening of one that had begun 35 years before. Then and now the ultimate question is what kind of strategic posture is most likely to contribute to mutual strategic stability? The answer is central to national…

  17. The office of strategy management.

    PubMed

    Kaplan, Robert S; Norton, David P

    2005-10-01

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

  18. The office of strategy management.

    PubMed

    Kaplan, Robert S; Norton, David P

    2005-10-01

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

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

    Cancer.gov

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

  20. Office of Space Science: Integrated technology strategy

    NASA Technical Reports Server (NTRS)

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

    1994-01-01

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

  1. 76 FR 23819 - Agency Information Collection Activities; Submission for Office of Management and Budget Review...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-04-28

    ... Office of Management and Budget Review; Comment Request; Exceptions or Alternatives to Labeling Requirements for Products Held by the Strategic National Stockpile AGENCY: Food and Drug Administration, HHS... of information has been submitted to the Office of Management and Budget (OMB) for review...

  2. 7 CFR 2.94 - Director, Office of Planning and Coordination.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ...) Coordinate Departmental Administration strategic planning and budget activities on behalf of the Assistant... 7 Agriculture 1 2010-01-01 2010-01-01 false Director, Office of Planning and Coordination. 2.94... Secretary for Administration § 2.94 Director, Office of Planning and Coordination. (a) Delegations....

  3. 12 CFR 1700.2 - Organization of the Office of Federal Housing Enterprise Oversight.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Strategic Planning and Management. The Office of Executive Director is responsible for OFHEO-wide management... results under the minimum and risk based capital models and systems and by implementing appropriate... through research on alternative models and measurements of risk and capital adequacy. (4) Office...

  4. 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.

  5. 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.

  6. 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

  7. Rehabilitation: strategic, proactive, flexible, risky?

    PubMed

    Green, R H

    2000-12-01

    Rehabilitation after armed conflict is a direct intellectual descendant of thinking about rehabilitation after natural calamity. It is related, generally, to poverty reduction and, operationally, to associated action at the micro level. This history has limited its strategic conceptualisation and, in particular, its links with reconciliation and state re-legitimation and also with macro-economic stabilisation and renewed growth. In post-war--or more generally, a lull in conflict with the potential to become permanent--a country's rapid, focused, prioritised action within a strategic framework is urgent. It is not risk-free for political and natural disasters as well as for those with economic and social bases. Flexibility, learning from initial experience and asking intended household beneficiaries about their needs in advance can reduce risk as can pre-positioning of contingency or standby resources to avert post-war calamities (for example, drought, flood) and catastrophes (renewed violence) from delaying and discrediting rehabilitation efforts.

  8. 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.

  9. 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

  10. 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.

  11. Strategic Plans for NASA Research Ballooning

    NASA Astrophysics Data System (ADS)

    Jones, W. V.

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

  12. The strategic importance of data.

    PubMed

    Glaser, John; Markell, Peter; Stone, John

    2010-02-01

    Two factors--accountability for care and an increased adoption of interoperable electronic health records (EHRs)--will significantly increase the importance of data for healthcare organizations. These factors have significant data ramifications in four areas: payment reform, data use policies, IT strategy, and data management. As data become a strategic asset, healthcare finance executives will need to become significant contributors to their organizations' EHR initiatives and data management strategies. PMID:20178239

  13. 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).

  14. 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.

  15. 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.

  16. 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. PMID:27513881

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

    NASA Technical Reports Server (NTRS)

    1996-01-01

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

  18. 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.

  19. Strategic control under regulation and deregulation: A comparative analysis of the public utilities and commercial banking industries

    SciTech Connect

    Edwards, R.R.

    1988-01-01

    This study examined the practice of strategic control in the public utility and commercial banking industries, using a concept developed from a mail survey of strategic management theorists. One hundred forty-four theorists selected twenty-six strategic control elements from a list of thirty-seven taken from strategic management literature, but 85 percent of the selections were supported at low levels. The theorists' identified and selected four primary factors (environmental monitoring, strategy support, functional control, and planning). Six out of thirteen strategic control activities were ranked as the most important (formal planning, industry monitoring, environmental monitoring, modifying existing strategies, ensuring adequate resources, and forecasting future organizational performance). One hundred utilities and ninety-seven banking chief executive officers (CEOs) indicated their personal participation in strategic control elements and ranked the importance of the thirteen activities. There was little differences between rankings by the two CEO groups or between the utilities CEOs and strategic management theorists. Banking CEOs and the theorists' rankings were significantly different, with the CEOs assigning greater importance to internal organization. A discriminant function derived from the CEOs' response to the strategic control elements correctly classified 64.8 percent of the respondents in their respective industries. In the utilities industry, no associations were identified between strategic control intensity and organization size, CEO tenure, CEO functional background, or level of return earned on investmentse. In the banking industry, an association was found between strategic control intensity and CEO functional background, but not with the other variables. The theorists' strategic control concept is too comprehensive for use by management researchers of practitioners.

  20. 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.

  1. 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.

  2. 2013 Geothermal Technologies Office Peer Review Report

    SciTech Connect

    Geothermal Technologies Office

    2014-01-01

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

  3. 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

  4. 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.

  5. Hospital strategic preparedness planning: the new imperative.

    PubMed

    Ginter, Peter M; Duncan, W Jack; Abdolrasulnia, Maziar

    2007-01-01

    Strategic preparedness planning is an important new imperative for many hospitals. Strategic preparedness planning goes beyond traditional product/market strategic planning by focusing on disaster prevention, containment, and response roles. Hospitals, because of their unique mission, size, complexity, the types of materials they handle, and the types of patients they encounter, are especially vulnerable to natural and human-initiated disasters. In addition, when disasters occur, hospitals must develop well-conceived first responder (receiver) strategies. This paper argues the case for strategic preparedness planning for hospitals and proposes a process for this relatively new and much needed type of planning.

  6. NASA combines two offices

    NASA Astrophysics Data System (ADS)

    The National Aeronautics and Space Administration has completed plans for combining its Office of Space Science and its Office of Space and Terrestrial Applications. The new organization was effective December 3.The new Office of Space Science and Applications will retain the programs and responsibilities of the two program offices with the exception of the Technology Utilization Program, which has been transferred to the Government/Industry Affairs Division of the Office of External Relations.

  7. Office of the Chief Financial Officer Annual Report 2010

    SciTech Connect

    Fernandez, Jeffrey

    2010-12-20

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

  8. Strategic renewal for business units.

    PubMed

    Whitney, J O

    1996-01-01

    Over the past decade, business units have increasingly taken the role of strategy formulation away from corporate headquarters. The change makes sense: business units are closer to customers, competitors, and costs. Nevertheless, business units can fail, just as headquarters once did, by losing their focus on the organization's priorities and capabilities. John Whitney--turnaround expert and professor of management at Columbia University--offers a method for refocusing companies that he calls the strategic-renewal process. The principles behind the process are straightforward, but its execution demands extensive data, rigorous analysis, and the judgment of key decision makers. However, when applied with diligence, it can produce a strategy that yields both growth and profit. To carry out the process, managers must analyze, one by one or in logical groupings, the company's customers, the products it sells, and the services it offers in light of three criteria: strategic importance, significance, and profitability. Does a given customer, product, or service mesh with the organization's goals? Is it significant in terms of current and future revenues? And is it truly profitable when all costs are care fully considered? Customers, products, and services that do not measure up, says the author, must be weeded out relentlessly. Although the process is a painstaking one, the article offers clear thinking on why-and how-to go about it. A series of exhibits takes managers through the questions they need to raise, and two matrices offer Whitney's concentrated wisdom on when to cultivate--and when to prune.

  9. Strategic Human Resource Planning in Academia

    ERIC Educational Resources Information Center

    Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

    2009-01-01

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

  10. 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.

  11. The next strategic weapon: continuous replenishment planning.

    PubMed

    Crapser, S

    1994-08-01

    In this age of rapid technology change, we are searching for that strategic weapon to have in our arsenal that will help us maintain our competitiveness. This article will show how continuous replenishment planning, with the recent developments in communication technology, has enabled two companies to concentrate on the strategic issues of business partnering. PMID:10135472

  12. From Strategic Intent to Strategy: The "Gap"

    ERIC Educational Resources Information Center

    Knoess, Christoph

    2005-01-01

    "Strategic planning results in plans, not strategies." This admission by Gary Hamel, one of the foremost business thinkers of the times, sums up the dilemma of many institutions of higher education. While they each have a mission supported by a strategic plan, many don't seem to have a demonstrable strategy. An institution's strategy is not…

  13. 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…

  14. 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... CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS Consortia; Contents of Consolidated Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated...

  15. 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.…

  16. Applying Mixed Methods Techniques in Strategic Planning

    ERIC Educational Resources Information Center

    Voorhees, Richard A.

    2008-01-01

    In its most basic form, strategic planning is a process of anticipating change, identifying new opportunities, and executing strategy. The use of mixed methods, blending quantitative and qualitative analytical techniques and data, in the process of assembling a strategic plan can help to ensure a successful outcome. In this article, the author…

  17. Developing Strategic Planning for the Retail Market.

    ERIC Educational Resources Information Center

    Greenawalt, Richard A.

    1983-01-01

    Retailers need a strategic plan that will enable them to adapt to changing trends and work with new ideas. Questions retailers should ask to shape the strategic plan and generic strategies--overall cost leadership, differentiation, and marketing to a particular group or offering a special service--are discussed. (SR)

  18. 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.

  19. 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…

  20. 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…

  1. How to fill key leadership positions strategically.

    PubMed

    Sanford, Kathleen D

    2011-06-01

    To fill strategic positions in their organizations with top talent, nursing and finance leaders can: Start by determining which jobs are truly "mission critical". Align the individuals in these positions on strategic teams Strengthen partnerships between key clinical leaders, such as the CMO and CNO PMID:21692375

  2. 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...

  3. 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...

  4. 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...

  5. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 24 Housing and Urban Development 1 2012-04-01 2012-04-01 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...

  6. 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,…

  7. 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…

  8. Strategic Planning for Educational Reform and Improvement.

    ERIC Educational Resources Information Center

    D'Amico, Joseph J.

    This paper applies the strategic planning process to the task of school renewal and improvement. After outlining the basic elements of stratgic planning (planning-to-plan phase, research, writing a mission statement, forecasting, contingency planning, and development of the strategic plan), the paper focuses on using this model to restructure…

  9. Strategic Planning in Portuguese Higher Education Institutions

    ERIC Educational Resources Information Center

    Machado, Maria de Lourdes; Taylor, James S.; Farhangmehr, Minoo; Wilkinson, Robert B.

    2005-01-01

    A national study on strategic planning in Portuguese higher education was conducted. The presidents or rectors of 61 public and private higher education institutions in Portugal responded regarding their knowledge of and involvement in strategic planning. The questionnaire addressed whether or not the institutions were using a planning process,…

  10. 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…

  11. 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…

  12. 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,…

  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. Melter Disposal Strategic Planning Document

    SciTech Connect

    BURBANK, D.A.

    2000-09-25

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

  15. Competing strategically through market orientation.

    PubMed

    Rapert, M I; Yarbrough, L

    1997-01-01

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

  16. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    Not Available

    1993-08-15

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

  17. LSAMO forum UK strategic plan.

    PubMed

    Richards, Julie

    2012-01-01

    Over the years, the LSA role and function have developed and strengthened significantly and it is crucial that this development continues in the new NHS. The biennial LSAMO UK conference which is entitled Future proofing supervision will launch the strategic plan for 2012-2015. It is essential that LSAMOs and supervisors of midwives (SoMs) look to the future to continue to maintain safety and protect the public, but within a modernised forward thinking framework. The forum will work collaboratively to encourage a greater consistency in the provision of supervision to ensure the standards set by the NMC for the LSAs and the supervision of midwives are met. Protecting the public and supporting safe midwifery practice will continue to be the driving principles behind the LSAMO UK forum's work plan. The specific challenges to LSAMOs will be to continue providing leadership and support and be pivotal in addressing the future significant challenges faced by the NHS throughout the UK.

  18. 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

  19. 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:

  20. 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.

  1. Geographic Information Office

    USGS Publications Warehouse

    ,

    2004-01-01

    The Geographic Information Office (GIO) is the principal information office for U.S. Geological Survey (USGS), focused on: Information Policy and Services, Information Technology, Science Information, Information Security, and the Federal Geographic Data Committee/Geospatial One Stop.

  2. LMAL Accounting Office 1936

    NASA Technical Reports Server (NTRS)

    1936-01-01

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

  3. Interactive Office user's manual

    NASA Technical Reports Server (NTRS)

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

    1990-01-01

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

  4. Pediatric office emergencies.

    PubMed

    Fuchs, Susan

    2013-10-01

    Pediatricians regularly see emergencies in the office, or children that require transfer to an emergency department, or hospitalization. An office self-assessment is the first step in determining how to prepare for an emergency. The use of mock codes and skill drills make office personnel feel less anxious about medical emergencies. Emergency information forms provide valuable, quick information about complex patients for emergency medical services and other physicians caring for patients. Furthermore, disaster planning should be part of an office preparedness plan.

  5. Office Computers: Ergonomic Considerations.

    ERIC Educational Resources Information Center

    Ganus, Susannah

    1984-01-01

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

  6. 78 FR 67131 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-11-08

    ... Commander, U.S. Strategic Command, during the development of the Nation's strategic war plans. Agenda... Destruction, Intelligence Operations, Cyber Operations, Global Strike, Command and Control, Science...

  7. 78 FR 17924 - U.S. Strategic Command Strategic Advisory Group; Notice of Federal Advisory Committee Closed Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-03-25

    ... Commander, U.S. Strategic Command, during the development of the Nation's strategic war plans. Agenda... Destruction, Intelligence Operations, Cyber Operations, Global Strike, Command and Control, Science...

  8. 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.

  9. Office of Economic Impact and Diversity 2003 annual report

    SciTech Connect

    None, None

    2004-05-01

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

  10. 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.

  11. 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

  12. Building a strategic technology management program.

    PubMed

    Stewart, T R

    1993-06-01

    Strategic technology management decisions are one of the best opportunities for healthcare providers to positively meet clinical needs, patient expectations and competitiveness goals. Technology management must not be treated as an event (annual capital budgeting) but as a well-thought-out, long-range business plan. A strategic technology management team should be formed that includes all the key strategic business areas, plus ad hoc members from the clinical and biomedical engineering areas. Current and future needs should be assessed and the performance of the plan monitored. A plan will help achieve buy-in from clinicians and reduce unwarranted expenditures on technology. PMID:10126473

  13. 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.

  14. 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

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

    PubMed

    Wadsworth, Barbara; Felton, Fiona; Linus, Rita

    2016-01-01

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

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

    PubMed

    Wadsworth, Barbara; Felton, Fiona; Linus, Rita

    2016-01-01

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

  17. A Roadmap for Strategic Development of Geothermal Exploration Technologies

    SciTech Connect

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

    2013-02-13

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

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

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

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

  19. 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.

  20. 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)

  1. 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.

  2. 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.

  3. Strategic leadership skills for nursing informatics.

    PubMed

    Cooper, Anne; Hamer, Susan

    Nurses need to integrate information and information technology into routine practice and embrace opportunities to manage care in new ways. This article describes a programme that aims to help senior nurses develop strategic leadership skills in the area of informatics.

  4. A strategic planning framework for endowment management.

    PubMed

    McLean, R A

    1990-01-01

    New techniques in portfolio management can be used to integrate the management of long-term investments into implementation of the strategic plan. This integration requires cash-flow planning, portfolio restructuring, and continuous monitoring.

  5. Transformational Assessment: A Simplified Model of Strategic Planning

    ERIC Educational Resources Information Center

    Bardwell, Rebecca

    2008-01-01

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

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

    ERIC Educational Resources Information Center

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

    2011-01-01

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

  7. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 24 Housing and Urban Development 3 2011-04-01 2010-04-01 true Evaluating the strategic plan. 597...: ROUND ONE DESIGNATIONS Nomination Procedure § 597.201 Evaluating the strategic plan. The strategic plan... strategic plan or of the boundaries of a nominated urban area or the period for which such designation...

  8. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 24 Housing and Urban Development 3 2012-04-01 2012-04-01 false Evaluating the strategic plan. 597...: ROUND ONE DESIGNATIONS Nomination Procedure § 597.201 Evaluating the strategic plan. The strategic plan... strategic plan or of the boundaries of a nominated urban area or the period for which such designation...

  9. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-04-01

    ... 24 Housing and Urban Development 3 2014-04-01 2013-04-01 true Evaluating the strategic plan. 597...: ROUND ONE DESIGNATIONS Nomination Procedure § 597.201 Evaluating the strategic plan. The strategic plan... strategic plan or of the boundaries of a nominated urban area or the period for which such designation...

  10. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... 24 Housing and Urban Development 3 2013-04-01 2013-04-01 false Evaluating the strategic plan. 597...: ROUND ONE DESIGNATIONS Nomination Procedure § 597.201 Evaluating the strategic plan. The strategic plan... strategic plan or of the boundaries of a nominated urban area or the period for which such designation...

  11. 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.

  12. 15 CFR 1160.23 - Assistance in establishing Strategic Partnerships.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 15 Commerce and Foreign Trade 3 2010-01-01 2010-01-01 false Assistance in establishing Strategic... INNOVATION Strategic Partnership Initiative § 1160.23 Assistance in establishing Strategic Partnerships. (a... operation of a Strategic Partnership. (b) Information Briefings. The Department plans to hold an...

  13. 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…

  14. 75 FR 18824 - Federal Advisory Committee; U.S. Strategic Command Strategic Advisory Group; Closed Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-13

    ... Nation's strategic war plans. Agenda Topics include: Policy Issues, Space Operations, Nuclear Weapons Stockpile Assessment, Weapons of Mass Destruction, Intelligence Operations, Cyber Operations, Global...

  15. Incorporating nursing theory into a nursing department strategic plan.

    PubMed

    Brooks, B A; Rosenberg, S

    1995-01-01

    Corporations, including health care organizations, have used the strategic planning process as a means to plan, coordinate, and direct activities of the organization. Research has shown that nursing departments that conduct strategic planning perform better. But few nursing departments develop strategic plans. Our nursing department recently developed a strategic plan, but the unique aspect of our department's plan is the incorporation of nursing theory. This article will review the strategic planning process, describe the selection of a nursing theory to incorporate into a nursing department strategic plan, and give examples of the integration of strategic planning and nursing theory.

  16. 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)

  17. Strategic vision or strategic con?: Rhetoric or reality?

    PubMed

    Coulson-Thomas, C

    1992-02-01

    Major companies devote considerable effort to communicating corporate visions and missions. Yet three recent surveys suggest that much of this effort has been counter-productive. A gap has emerged between rhetoric and reality. Arenas of confrontation have arisen between directors and managers, head offices and business units, holding companies and their subsidiaries, and between specialists and generalists. A widespread desire for corporate transformation is not matched by understanding of how to bring it about. The lack of top management commitment and of communication skills are major barriers to change. More competent directors and more effective boards are needed. The article suggests key roles for the chairman and the chief executive. It examines how best to share a compelling vision, and identifies a requirement for new attitudes and approaches to communication.

  18. 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

  19. Office of the Chief Financial Officer Annual Report 2007

    SciTech Connect

    Fernandez, Jeffrey

    2007-12-18

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

  20. Introduction of International Microgravity Strategic Planning Group

    NASA Technical Reports Server (NTRS)

    Rhome, Robert

    1998-01-01

    Established in May 6, 1995, the purpose of this International Strategic Planning Group for Microgravity Science and Applications Research is to develop and update, at least on a biennial basis, an International Strategic Plan for Microgravity Science and Applications Research. The member space agencies have agreed to contribute to the development of a Strategic Plan, and seek the implementation of the cooperative programs defined in this Plan. The emphasis of this plan is the coordination of hardware construction and utilization within the various areas of research including biotechnology, combustion science, fluid physics, materials science and other special topics in physical sciences. The Microgravity Science and Applications International Strategic Plan is a joint effort by the present members - ASI, CNES, CSA, DLR, ESA, NASA, and NASDA. It represents the consensus from a series of discussions held within the International Microgravity Strategic Planning Group (IMSPG). In 1996 several space agencies initiated multilateral discussions on how to improve the effectiveness of international microgravity research during the upcoming Space Station era. These discussions led to a recognition of the need for a comprehensive strategic plan for international microgravity research that would provide a framework for cooperation between international agencies. The Strategic Plan is intended to provide a basis for inter-agency coordination and cooperation in microgravity research in the environment of the International Space Station (ISS) era. This will be accomplished through analysis of the interests and goals of each participating agency and identification of mutual interests and program compatibilities. The Plan provides a framework for maximizing the productivity of space-based research for the benefit of our societies.

  1. 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

  2. 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

  3. The Chief Diversity Officer

    ERIC Educational Resources Information Center

    Williams, Damon; Wade-Golden, Katrina

    2007-01-01

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

  4. Chief Academic Officers.

    ERIC Educational Resources Information Center

    Mathews, Jay

    2001-01-01

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

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

    PubMed

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

    2016-01-01

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

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

    PubMed

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

    2016-01-01

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

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

    ERIC Educational Resources Information Center

    Leon, Raul Alejandro

    2010-01-01

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

  8. Directions in Federal Information Resources Management: A View from the Office of Management and Budget.

    ERIC Educational Resources Information Center

    Reeder, Franklin S.

    1989-01-01

    Describes the role of the Office of Management and Budget with respect to federal information resources management and defines issues in information resource management policy. Issues discussed include information integrity; the individual's right to freedom; information dissemination functions; and information as a strategic resource. (29…

  9. 75 FR 151 - Office of the National Coordinator for Health Information Technology; HIT Standards Committee...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-01-04

    ..., implementation specifications, and certification criteria for the electronic exchange and use of health information for purposes of adoption, consistent with the implementation of the Federal Health IT Strategic... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF HEALTH...

  10. 75 FR 16126 - Office of the National Coordinator for Health Information Technology; HIT Standards Committee...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-03-31

    ..., implementation specifications, and certification criteria for the electronic exchange and use of health information for purposes of adoption, consistent with the implementation of the Federal Health IT Strategic... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF HEALTH...

  11. 1991 at a Glance. Executive Summaries of Reports from the Office of Research and Evaluation.

    ERIC Educational Resources Information Center

    Austin Independent School District, TX. Office of Research and Evaluation.

    This document presents effectiveness charts that demonstrate the impact of various programs of the Austin (Texas) Independent School District (AISD) on strategic objectives of the district and executive summaries of all reports produced by the AISD's Office of Research and Evaluation in 1990-91. The programs described in the effectiveness charts…

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

    NASA Technical Reports Server (NTRS)

    1992-01-01

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

  13. 12 CFR 1700.2 - Organization of the Office of Federal Housing Enterprise Oversight.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... Strategic Planning and Management. The Office of Executive Director is responsible for OFHEO-wide management... has exclusive authority under the Act with respect to the management of OFHEO, and is responsible for... functions, powers and duties as the Director determines are necessary with respect to OFHEO's management...

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

    ERIC Educational Resources Information Center

    Advanced Technology, Inc., Reston, VA.

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

  15. Science and Strategic - Climate Implications

    NASA Astrophysics Data System (ADS)

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

    2008-12-01

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

  16. 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.

  17. Strategic defenses and crisis stability. Interim report

    SciTech Connect

    Wilkening, D.; Watman, K.; Kennedy, M.; Darilek, R.

    1989-04-01

    The effect that defenses have on crisis stability is one of the central issues in the current debate over the Strategic Defense Initiative (SDI). Crisis stability would be threatened in a situation in which either the United States or the Soviet Union feels pressure to strike first in the hope of producing a more favorable outcome to what appears to be inevitable nuclear war. This note examines various issues surrounding the question of crisis stability. In particular, it considers options for ameliorating any potential instabilities that might arise during a transition to higher levels of strategic defenses. The authors suggest that a crisis-stable transition is possible, that the mutual survivability of strategic offensive forces is crucial to maintaining crisis stability, that space-based defenses of strategic offensive forces (SOF) are potentially crisis-destabilizing unless they are backed up by terminal defenses of SOF, and that the mutual survivability of strategic defenses and defense suppression forces is also critical to crisis stability.

  18. The IAU Office of Astronomy Development

    NASA Astrophysics Data System (ADS)

    Mauduit, Jean-Christophe; Govender, K.

    2014-01-01

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

  19. 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.

  20. 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.

  1. 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.

  2. Measuring strategic control in artificial grammar learning.

    PubMed

    Norman, Elisabeth; Price, Mark C; Jones, Emma

    2011-12-01

    In response to concerns with existing procedures for measuring strategic control over implicit knowledge in artificial grammar learning (AGL), we introduce a more stringent measurement procedure. After two separate training blocks which each consisted of letter strings derived from a different grammar, participants either judged the grammaticality of novel letter strings with respect to only one of these two grammars (pure-block condition), or had the target grammar varying randomly from trial to trial (novel mixed-block condition) which required a higher degree of conscious flexible control. Random variation in the colour and font of letters was introduced to disguise the nature of the rule and reduce explicit learning. Strategic control was observed both in the pure-block and mixed-block conditions, and even among participants who did not realise the rule was based on letter identity. This indicated detailed strategic control in the absence of explicit learning.

  3. The National EMS Research strategic plan.

    PubMed

    Sayre, Michael R; White, Lynn J; Brown, Lawrence H; McHenry, Susan D

    2005-01-01

    One of the eight major recommendations put forth by the National EMS Research Agenda Implementation Project in 2002 was the development of an emergency medical services (EMS) research strategic plan. Using a modified Delphi technique along with a consensus conference approach, a strategic plan for EMS research was created. The plan includes recommendations for concentrating efforts by EMS researchers, policy makers, and funding resources with the ultimate goal of improving clinical outcomes. Clinical issues targeted for additional research efforts include evaluation and treatment of patients with asthma, acute cardiac ischemia, circulatory shock, major injury, pain, acute stroke, and traumatic brain injury. The plan calls for developing, evaluating, and validating improved measurement tools and techniques. Additional research to improve the education of EMS personnel as well as system design and operation is also suggested. Implementation of the EMS research strategic plan will improve both the delivery of services and the care of individuals who access the emergency medical system.

  4. Strategic management: lessons from success and failure.

    PubMed

    Hussey, D E

    1984-02-01

    Is Corporate Planning a failure or a success? In this article David Hussey assesses the research which has been done on the planning process and concludes that Corporate Planning obviously has the potential to improve business performance but for many reasons this potential has not been realized. He then examines the attempts which are currently being made to persuade managers to 'think strategically', to use portfolio analysis scenarios and other techniques of strategic analysis. He asserts that to succeed, the planner or the consultant in planning must use these and other analytical approaches to help managers 'to change the perceptual boundaries of the strategic problem' and generate strategies and action programmes which will enable them to compete successfully in world markets. PMID:10299440

  5. NASA's Meteoroid Environment Office

    NASA Technical Reports Server (NTRS)

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

    2004-01-01

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

  6. Office of the Chief Financial Officer Annual Report 2009

    SciTech Connect

    Fernandez, Jeffrey

    2009-12-15

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

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

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

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

  8. Strategic Research Partnerships for Exploration

    NASA Technical Reports Server (NTRS)

    Nall, Mark

    2005-01-01

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

  9. 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.

  10. 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.

  11. 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.

  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. Enforcement four-year strategic plan: Enhanced environmental enforcement for the 1990's

    SciTech Connect

    Not Available

    1991-02-01

    A strong enforcement program is one of the highest priorities for the Environmental Protection Agency (EPA). Aggressive enforcement is the key to effective EPA, State, local and international programs and a clean environment. As the regulatory responsibilities grow, EPA must maintain an enforcement program that will protect human health and the environment, as well as promote pollution prevention and waste minimization on the part of the regulated community. As part of the Agency-wide strategic planning process, EPA directed the Office of Enforcement to develop a comprehensive enforcement plan with both media-specific (i.e., air, water, toxics, etc.) and cross-media components. The Enforcement Four-Year Strategic Plan outlines the capabilities which will be needed to enhance enforcement efforts for the future. Several are now being implemented on a pilot basis, while others will be fully developed over the next several years.

  14. Intelligent vehicle highway systems strategic deployment plan for Metropolitan Boston. Executive summary. Final report

    SciTech Connect

    1994-01-01

    This report summarizes a strategic plan developed by the Massachusetts Executive Office of Transportation and Construction (EOTC) and the Massachusetts Highway Department (MHD) for implementing an Intelligent Vehicle-Highway System (IVHS) throughout metropolitan Boston during the next decade. The strategic deployment plan covers specific roadway and transit networks; and identifies the user services and functions to be provided, the overall system architecture, the supporting technologies and strategies, the operations and maintenance requirements, the implementation priorities, and the associated costs and benefits. This report is comprised of numerous exhibits, appendices, and the following thirteen chapters: (1) Introduction, (2) Existing Conditions, (3) IVHS Functions, (4) Regional Architecture, (5) Surveillance, (6) Incident Management, (7) Traveler Interface, (8) Demand Management, (9) Communications, (10) Central Hardware and Software, (11) Control Center, (12) Operations and Maintenance, and (13) System Implementation Costs.

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

    PubMed

    Sterling, Stuart

    2011-06-01

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

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

    PubMed

    Sterling, Stuart

    2011-06-01

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

  17. Strategic Management and Organizational Effectiveness in Colleges of Business.

    ERIC Educational Resources Information Center

    Thibodeaux, Mary S.; Favilla, Edward

    1995-01-01

    Administrators at 140 of 242 business schools surveyed ranked the importance of 20 strategic management elements. Schools perceived as "best" were more likely to follow strategic management processes such as goal setting, environmental analysis, decision making, implementation, and evaluation. (SK)

  18. 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)

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

    ERIC Educational Resources Information Center

    Walker, David M.

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

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

    SciTech Connect

    1998-04-01

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

  1. 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.

  2. 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.…

  3. 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,…

  4. 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…

  5. 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…

  6. 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…

  7. 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…

  8. 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.

  9. The art of strategic sales alignment.

    PubMed

    Strelsin, S C; Mlot, S

    1992-01-01

    As companies move through the stages of their corporate life cycle, many fail to adjust their sales model to meet new business requirements. This article illustrates that problem with a case study of a major telecommunications organization and includes a three-step process that can be used during strategic planning and budgeting.

  10. 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)

  11. DSN model for use in strategic planning

    NASA Technical Reports Server (NTRS)

    Kelly, K. C.; Lin, C. Y.; Mckenzie, M.

    1981-01-01

    A System Dynamics Model of the DSN to support strategic planning for the Network is addressed. Applications for the model are described, as well as the foundations of system dynamics and the methodology used to develop the model. Activities to date and plans for future work are also discussed.

  12. 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.

  13. 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…

  14. 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…

  15. Formulating New Directions with Strategic Marketing Planning.

    ERIC Educational Resources Information Center

    Crompton, John L.

    1983-01-01

    This article describes both a short- and long-term strategic marketing planning approach for the parks and recreation manager. Both plans involve a needs assessment, objective development, marketing plans, and evaluations. Also discussed is a continuum of stragetic program options ranging from developing new programs to terminating existing…

  16. 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…

  17. 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…

  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. 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,…

  20. 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…

  1. 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…

  2. 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…

  3. 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…

  4. 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…

  5. Strategic Management for Public Libraries: A Handbook.

    ERIC Educational Resources Information Center

    Hayes, Robert M.; Walter, Virginia A.

    Public libraries must operate in a time of increasing change, both within the library community and throughout the larger social and economic environments in which the library must function. This book is a guide to the strategic management of change in community libraries. It addresses the unique circumstances and needs of public libraries and…

  6. 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.

  7. 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…

  8. 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.

  9. 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…

  10. Strategic plan aims to curb drug shortages.

    PubMed

    2014-01-01

    The U.S. Food and Drug Administration has released a strategic plan to strengthen its response to imminent and existing drug shortages, as well as a proposed rule requiring manufacturers of drugs and biologics to alert the agency to the impending discontinuation of any products or interruptions in manufacturing that could deplete supply.

  11. Bill Cook's Strategic Planning for America's Schools.

    ERIC Educational Resources Information Center

    Cook, William J., Jr.

    Leadership that plans strategically can initiate the changes most likely to improve public education. The first section of this book is an introduction focusing on the need for leadership and a statement of philosophy on educational change. The next section discusses the four kinds of change affecting public education: (1) the upheaval in the…

  12. 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…

  13. Strategic Planning for Literacy Education in Afghanistan.

    ERIC Educational Resources Information Center

    Means, Harrison J.; Henry, Doris A.

    1993-01-01

    After crisis conditions abated, directors of a U.S. Agency for International Development/University of Nebraska at Omaha joint project resolved to implement strategic planning for literacy education (including curriculum development, teacher education, and assessment) in Afghanistan. This article describes the rigors of educational planning in a…

  14. 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)

  15. Methods and Strategies: Using Drawing Strategically

    ERIC Educational Resources Information Center

    Glynn, Shawn; Muth, K. Denise

    2008-01-01

    Drawing activities in science can help students conceptualize and reflect on their experiences. In this article, the authors share their experiences incorporating drawing into science lessons for third- and fourth-grade students. While these examples pertain to life science lessons, drawing strategically is appropriate for any topic and is an…

  16. The Strategic Systems Therapies: Measuring the Models.

    ERIC Educational Resources Information Center

    Rohrbaugh, Michael

    As family therapy becomes a serious intellectual disipline, the relationships among its leading variations require closer examination. To examine similarities and differences among four closely related approaches (brief, problem-focused therapy; structural family therapy; strategic family therapy; and systemic family therapy) and to determine if…

  17. What CASE's Strategic Plan Means to You.

    ERIC Educational Resources Information Center

    Currents, 1992

    1992-01-01

    Strategic planning for the Council for Advancement and Support of Education includes creation of an information system, establishment of local chapters, emphasis on professional development, improvement of minority-group representation, review of governance, development of a marketing plan, expansion of public support of education, and adaptation…

  18. The University and the Strategic Defense Initiative.

    ERIC Educational Resources Information Center

    Winn, Ira J.

    1987-01-01

    Under full scrutiny, the Strategic Defense Initiative program is revealed as a form of escapism from global realities, with dangerous and destabilizing themes for both the university and society. Universities must face this issue squarely, and limit their focus to activities best suited to an intellectually constructive and humane purpose. (MSE)

  19. 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…

  20. 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.

  1. 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;…

  2. 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…

  3. 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.

  4. Office for Human Research Protections

    MedlinePlus

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

  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.

  6. Strategic Help in User Interfaces for Information Retrieval.

    ERIC Educational Resources Information Center

    Brajnik, Giorgio; Mizzaro, Stefano; Tasso, Carlo; Venuti, Fabio

    2002-01-01

    Discussion of search strategy in information retrieval by end users focuses on the role played by strategic reasoning and design principles for user interfaces. Highlights include strategic help based on collaborative coaching; a conceptual model for strategic help; and a prototype knowledge-based system named FIRE. (Author/LRW)

  7. 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".…

  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. 7 CFR 1485.13 - Application process and strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 10 2011-01-01 2011-01-01 false Application process and strategic plan. 1485.13... process and strategic plan. (a) General application requirements. CCC will periodically publish a Notice... justification and a strategic plan. (1) Basic applicant and program information. (i) All MAP and...

  12. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 7 Agriculture 1 2013-01-01 2013-01-01 false Evaluation of the strategic plan. 25.204 Section 25... COMMUNITIES Nomination Procedure § 25.204 Evaluation of the strategic plan. The strategic plan will be... plan, proposed area, or term that would enhance its effectiveness. The effectiveness of the...

  13. Future Pathways: Using Futures Methods for Personal Strategic Learning

    ERIC Educational Resources Information Center

    Wheelwright, Verne; Gold, Jeff

    2007-01-01

    Just as organizations use strategic planning to prepare for the future, individuals and the organization can benefit from personal strategic plans that consider future pathways within the organization as part of those plans. This research proposes a three-step approach to creating personal strategic plans that incorporates personal research,…

  14. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 1 2011-01-01 2011-01-01 false Evaluation of the strategic plan. 25.204 Section 25... COMMUNITIES Nomination Procedure § 25.204 Evaluation of the strategic plan. The strategic plan will be... plan, proposed area, or term that would enhance its effectiveness. The effectiveness of the...

  15. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Strategic business plan. 917.5 Section 917.5... plan. (a) Adoption of strategic business plan. Beginning on July 30, 2000, each Bank's board of directors shall have in effect at all times a strategic business plan that describes how the...

  16. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 7 Agriculture 1 2014-01-01 2014-01-01 false Evaluation of the strategic plan. 25.204 Section 25... COMMUNITIES Nomination Procedure § 25.204 Evaluation of the strategic plan. The strategic plan will be... plan, proposed area, or term that would enhance its effectiveness. The effectiveness of the...

  17. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 8 2014-01-01 2014-01-01 false Strategic business plan. 917.5 Section 917.5... plan. (a) Adoption of strategic business plan. Beginning on July 30, 2000, each Bank's board of directors shall have in effect at all times a strategic business plan that describes how the...

  18. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 8 2012-01-01 2012-01-01 false Strategic business plan. 917.5 Section 917.5... plan. (a) Adoption of strategic business plan. Beginning on July 30, 2000, each Bank's board of directors shall have in effect at all times a strategic business plan that describes how the...

  19. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 1 2012-01-01 2012-01-01 false Evaluation of the strategic plan. 25.204 Section 25... COMMUNITIES Nomination Procedure § 25.204 Evaluation of the strategic plan. The strategic plan will be... plan, proposed area, or term that would enhance its effectiveness. The effectiveness of the...

  20. 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... plan. (a) Adoption of strategic business plan. Beginning on July 30, 2000, each Bank's board of directors shall have in effect at all times a strategic business plan that describes how the...

  1. 7 CFR 1485.13 - Application process and strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 10 2012-01-01 2012-01-01 false Application process and strategic plan. 1485.13... strategic plan. (1) Basic applicant and program information. (i) All MAP and EIP/MAP applications shall...) in order to justify a rate of reimbursement higher than specified therein. (3) Strategic plan....

  2. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 12 Banks and Banking 7 2011-01-01 2011-01-01 false Strategic business plan. 917.5 Section 917.5... plan. (a) Adoption of strategic business plan. Beginning on July 30, 2000, each Bank's board of directors shall have in effect at all times a strategic business plan that describes how the...

  3. Connecting the Learning Organization, Strategic Planning, and Public Relations.

    ERIC Educational Resources Information Center

    Thornton, Bill; Perreault, George

    2002-01-01

    Examines common perceptions about barriers to effective strategic planning in school districts. Argues that primary barrier to effective use of strategic planning in schools is the failure of educators to fully understand the strategic planning process itself. Discusses the components of a learning organization. Links learning organizations with…

  4. 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…

  5. Building a Strategic Human Resource Function. Workforce Brief.

    ERIC Educational Resources Information Center

    Weinberg, Ray; Mitchell, Stephen

    A human resource (HR) function should be strategically integrated with a company's business plan to help the company achieve its business objectives. Four elements ensure that the HR function carries out this role: plan strategically, align activities, value employees, and be proactive. The major components of a strategic HR program--obtaining,…

  6. 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…

  7. 77 FR 25706 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-05-01

    ... issues to the Commander, U.S. Strategic Command, during the development of the Nation's strategic war..., Weapons of Mass Destruction, Intelligence Operations, Cyber Operations, Global Strike, Command and...

  8. 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

  9. 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.

  10. Fiscal years 1994--1998 Information Technology Strategic Plan. Volume 1

    SciTech Connect

    Not Available

    1993-11-01

    A team of senior managers from across the US Nuclear Regulatory Commission (NRC), working with the Office of Information Resources Management (IRM), has completed an NRC Strategic Information Technology (IT) Plan. The Plan addresses three major areas: (1) IT Program Management, (2) IT Infrastructure, and (3) Information and Applications Management. Key recommendations call for accelerating the replacement of Agency workstations, implementing a new document management system, applying business process reengineering to selected Agency work processes, and establishing an Information Technology Council to advise the Director of IRM.

  11. An Exploration of Strategic Planning Perspectives and Processes within Community Colleges Identified as Being Distinctive in Their Strategic Planning Practices

    ERIC Educational Resources Information Center

    Augustyniak, Lisa J.

    2015-01-01

    Community college leaders face unprecedented change, and some have begun reexamining their institutional strategic planning processes. Yet, studies in higher education strategic planning spend little time examining how community colleges formulate their strategic plans. This mixed-method qualitative study used an expert sampling method to identify…

  12. Creating a nursing strategic planning framework based on evidence.

    PubMed

    Shoemaker, Lorie K; Fischer, Brenda

    2011-03-01

    This article describes an evidence-informed strategic planning process and framework used by a Magnet-recognized public health system in California. This article includes (1) an overview of the organization and its strategic planning process, (2) the structure created within nursing for collaborative strategic planning and decision making, (3) the strategic planning framework developed based on the organization's balanced scorecard domains and the new Magnet model, and (4) the process undertaken to develop the nursing strategic priorities. Outcomes associated with the structure, process, and key initiatives are discussed throughout the article.

  13. Creating a nursing strategic planning framework based on evidence.

    PubMed

    Shoemaker, Lorie K; Fischer, Brenda

    2011-03-01

    This article describes an evidence-informed strategic planning process and framework used by a Magnet-recognized public health system in California. This article includes (1) an overview of the organization and its strategic planning process, (2) the structure created within nursing for collaborative strategic planning and decision making, (3) the strategic planning framework developed based on the organization's balanced scorecard domains and the new Magnet model, and (4) the process undertaken to develop the nursing strategic priorities. Outcomes associated with the structure, process, and key initiatives are discussed throughout the article. PMID:21320657

  14. The Automated Medical Office

    PubMed Central

    Petreman, Mel

    1990-01-01

    With shock and surprise many physicians learned in the 1980s that they must change the way they do business. Competition for patients, increasing government regulation, and the rapidly escalating risk of litigation forces physicians to seek modern remedies in office management. The author describes a medical clinic that strives to be paperless using electronic innovation to solve the problems of medical practice management. A computer software program to automate information management in a clinic shows that practical thinking linked to advanced technology can greatly improve office efficiency. PMID:21233899

  15. The automated medical office.

    PubMed

    Petreman, M

    1990-08-01

    With shock and surprise many physicians learned in the 1980s that they must change the way they do business. Competition for patients, increasing government regulation, and the rapidly escalating risk of litigation forces physicians to seek modern remedies in office management. The author describes a medical clinic that strives to be paperless using electronic innovation to solve the problems of medical practice management. A computer software program to automate information management in a clinic shows that practical thinking linked to advanced technology can greatly improve office efficiency.

  16. 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

  17. 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

  18. CNES Strategic Plan 2001-2005

    NASA Astrophysics Data System (ADS)

    Janichewski, S.; Ben Aı̈m, H.

    2004-04-01

    CNES's latest strategic plan defines the French space agency's strategic focus and charts its course for the 2001-2005 timeframe. Based on a vision of how the space sector will evolve over the period up to 2010, the Strategic Plan sets out the agency's ambition for 2005: " CNES—space technology serving society". This ambition is structured around four challenges: Focusing actions on society's needs in three areas where space technology can make a major difference—environment, science and the information society and mobility. Building the foundation for success by ensuring competitive access to space and boosting basic research and technological innovation. Strengthening national and European synergies to ensure complementarity between: the ESA European framework, which is well adapted for major projects and the development of a European Space Strategy (ESS); and the national framework to support activities of national responsibility such as defence, science and technology development, and to improve competitiveness through direct international cooperation with other space agencies. Forging effective partnerships with its research and industry partners in Europe and France to enhance performance by: developing a service culture; building partnerships; concentrating on core competencies where it can most add value; improving skills and responsiveness in line with its strategic position; ensuring transparent and rigorous management of public funds. This Strategic Plan will be implemented in the 2001-2005 timeframe at all management levels. Implementation will be eased by the fact that the plan has been drawn up through a specific process designed to make internal management aware of the analysis underlying it. This will ensure that all stakeholders understand and appropriate the plan's orientations and thus play an active role in CNES' development. This process involved five successive steps: shared assessment of the space sector's evolution, providing a common

  19. International Strategic Minerals Inventory summary report; phosphate

    USGS Publications Warehouse

    Krauss, Ulrich H.; Saam, Henning G.; Schmidt, Helmut

    1984-01-01

    Major world resources of phosphate, 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 phosphate 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. International strategic minerals inventory summary report; chromium

    USGS Publications Warehouse

    DeYoung, J.H.; 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.