The United States’ Strategic Insecurity-The Oil Nexus

DTIC Science & Technology

2010-06-11

THE UNITED STATES’ STRATEGIC INSECURITY -THE OIL NEXUS A thesis presented to the Faculty of the U.S. Army Command and General...AND SUBTITLE The United States’ Strategic Insecurity -The Oil Nexus 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6...Candidate: Major John A. Gagan Thesis Title: The United States’ Strategic Insecurity -The Oil Nexus Approved by: , Thesis Committee

Solar System Exploration Division Strategic Plan, volume 1. Executive summary and overview

NASA Technical Reports Server (NTRS)

1991-01-01

This first document is the first of a six-volume series presenting the Solar System Exploration Division's Strategic Plan for the 10-year period FY 1994 to FY 2003. The overall strategy is characterized by five fundamental precepts: (1) execute the current program; (2) improve the vitality of the program and the planetary science community; (3) initiate innovative, small, low-cost planetary missions; (4) initiate new major and moderate missions; and (5) prepare for the next generation of missions. This Strategic Plan describes in detail our proposed approach to accomplish these goals. Volume 1 provides first an Executive Summary of highlights of each of the six volumes, and then goes on to present an overview of the plan, including a discussion of the planning context and strategic approach. Volumes 2, 3, 4, and 5 describe in detail the initiatives proposed. An integral part of each of these volumes is a set of responses to the mission selection criteria questions developed by the Space and Earth Science Advisory Committee. Volume 2, Mission From Planet Earth, describes a strategy for exploring the Moon and Mars and sets forth proposed moderate missions--Lunar Observer and a Mars lander network. Volume 3, Pluto Flyby/Neptune Orbiter, discusses our proposed major new start candidate for the FY 1994 to FY 1998 time frame. Volume 4, Discovery, describes the Near-Earth Asteroid Rendezvous, as well as other candidates for this program of low-cost planetary missions. Volume 5, Toward Other Planetary Systems, describes a major research and analysis augmentation that focuses on extrasolar planet detection and the study of planetary system processes. Finally, Volume 6 summarizes the technology program that the division has structured around these four initiatives.

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.

North Dakota University System Five-Year Plan. Daring to Be Great: The NDUS Edge

ERIC Educational Resources Information Center

North Dakota University System, 2017

2017-01-01

This report presents the 2017-19 edition of the State Board of Higher Education's strategic narrative. Contents include: (1) North Dakota University System (NDUS) colleges and locations; (2) Board Chair Neset's report; (3) Five-year goals; (4) Deliver degrees that are the best value in the nation; (5) Provide programs people want; (6) Equip…

Strategic Forum. Number 274. January 2012. Raising Our Sights: Russian-American Strategic Restraint in an Age of Vulnerability

DTIC Science & Technology

2012-01-01

leader. Although Russians remain wary of the United States, perpetuating and accenting American- Russian dif- ferences is no longer the formula for...truly seek a nonadversarial relationship, each can agree not to be the Raising Our Sights: Russian - American Strategic Restraint in an Age of...Raising Our Sights: Russian -American Strategic Restraint in an Age of Vulnerability 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT

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:

Senior Leader Cognitive Development through Distance Education

ERIC Educational Resources Information Center

Myers, Susan R.

2008-01-01

Senior executives who completed the two-year distance education program of the United States Army War College showed significant development of their strategic-level cognitive skills. The Modified Career Path Appreciation (MCPA) survey was administered to seventy participants at the beginning of their graduate program in strategic studies and at…

The Role of the Office of Strategic Services in Operation Torch

DTIC Science & Technology

2008-06-13

THE ROLE OF THE OFFICE OF STRATEGIC SERVICES IN OPERATION TORCH A thesis presented to the Faculty of the U.S. Army Command and...NUMBER 5b. GRANT NUMBER 4. TITLE AND SUBTITLE THE ROLE OF THE OFFICE OF STRATEGIC SERVICES IN OPERATION TORCH 5c. PROGRAM ELEMENT NUMBER...Candidate: MAJ Thomas W. Dorrel, Jr. Thesis Title: THE ROLE OF THE OFFICE OF STRATEGIC SERVICES IN OPERATION TORCH Approved by

FTA multi-year research program plan (FY 2009 - FY 2013).

DOT National Transportation Integrated Search

2008-09-01

The Multi-Year Research Program Plan (Program Plan), prepared by the Federal Transit Administrations (FTA) Office of : Research, Demonstration, and Innovation (TRI), is part of FTAs strategic planning process. It provides descriptive : summarie...

Success in Opposite Direction: Strategic Culture and the French Experience in Indochina, the Suez, and Algeria, 1945-1962

DTIC Science & Technology

2015-05-21

5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) MAJ Coley D. Tyler 5d. PROJECT NUMBER 5e. TASK NUMBER 5f...American political scientist Jack Snyder introduced strategic culture in 1977 while trying to explain the differences in Soviet and American nuclear...Strategic Cultures Curriculum Project (McLean, VA: SAIC, 2006), 3. 3 how belligerents could act in a crisis.9 The US Army cannot underestimate the

The Effective Use of Labels in Strategic Communication

DTIC Science & Technology

2015-06-12

Images and symbols can achieve huge impact in communicating narratives, themes, and messages” (Farwell 2012, 79). These images and the associated......Effective Use of Labels in Strategic Communication 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) MAJ

75 FR 341 - FY 2010-FY 2011 Broad Agency Announcement

Federal Register 2010, 2011, 2012, 2013, 2014

2010-01-05

... Agency's strategic plan and mission goals, as well as to provide the general public with information and... and programs associated with the Agency's strategic plan and mission goals, as well as to provide the... systematic approach that links our strategic goals through multi-year plans to the daily activities of our...

Human Research Program: 2010 Annual Report

NASA Technical Reports Server (NTRS)

2010-01-01

2010 was a year of solid performance for the Human Research Program in spite of major changes in NASA's strategic direction for Human Spaceflight. Last year, the Program completed the final steps in solidifying the management foundation, and in 2010 we achieved exceptional performance from all elements of the research and technology portfolio. We transitioned from creating building blocks to full execution of the management tools for an applied research and technology program. As a team, we continue to deliver the answers and technologies that enable human exploration of space. While the Agency awaits strategic direction for human spaceflight, the Program is well positioned and critically important to helping the Agency achieve its goals.

75 FR 33323 - Notice of Availability: Notice of HUD's Fiscal Year (FY) 2010 Notice of Funding Availability...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-06-11

... Fair Housing; (4) Capacity Building and Knowledge Sharing; (5) Using Housing as a Platform for Improving Other Outcomes; and (6) Expanding Cross-Cutting Policy Knowledge. Detailed information on HUD's Strategic Plan for FY2010-2015 is available at: http://portal.hud.gov/portal/page/portal/HUD/program_offices...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-09-30

... components of the Earth system. Goal 2: Inform Decisions: Provide the scientific basis to inform and enable... comment period. SUMMARY: This Notice advises the public that the public comment period for the U.S. Global Change Research Program (USGCRP) Strategic Plan is now open. Every ten years, in accordance with the...

A strategic approach to public health workforce development and capacity building.

PubMed

Dean, Hazel D; Myles, Ranell L; Spears-Jones, Crystal; Bishop-Cline, Audriene; Fenton, Kevin A

2014-11-01

In February 2010, CDC's National Center for HIV/AIDS, Viral Hepatitis, Sexually Transmitted Disease (STD), and Tuberculosis (TB) Prevention (NCHHSTP) formally institutionalized workforce development and capacity building (WDCB) as one of six overarching goals in its 2010-2015 Strategic Plan. Annually, workforce team members finalize an action plan that lays the foundation for programs to be implemented for NCHHSTP's workforce that year. This paper describes selected WDCB programs implemented by NCHHSTP during the last 4 years in the three strategic goal areas: (1) attracting, recruiting, and retaining a diverse and sustainable workforce; (2) providing staff with development opportunities to ensure the effective and innovative delivery of NCHHSTP programs; and (3) continuously recognizing performance and achievements of staff and creating an atmosphere that promotes a healthy work-life balance. Programs have included but are not limited to an Ambassador Program for new hires, career development training for all staff, leadership and coaching for mid-level managers, and a Laboratory Workforce Development Initiative for laboratory scientists. Additionally, the paper discusses three overarching areas-employee communication, evaluation and continuous review to guide program development, and the implementation of key organizational and leadership structures to ensure accountability and continuity of programs. Since 2010, many lessons have been learned regarding strategic approaches to scaling up organization-wide public health workforce development and capacity building. Perhaps the most important is the value of ensuring the high-level strategic prioritization of this issue, demonstrating to staff and partners the importance of this imperative in achieving NCHHSTP's mission. Published by Elsevier Inc.

Fifteen Years of Collaborative Innovation and Achievement: NASA Nebraska Space Grant Consortium 15-Year Program Performance and Results Report

NASA Technical Reports Server (NTRS)

Schaaf, Michaela M. (Editor); Bowen, Brent D.; Fink, Mary M.; Nickerson, Jocelyn S.; Avery Shelly; Calamaio, Caprice; Carstenson, Larry; Dugan, James; Farr, Lynne; Farritor, Shane

2003-01-01

This 15-year evaluation serves as a summary document highlighting the numerous and complete successes of the Nebraska Space Grant Program. Innovation has been highlighted through significant new endeavors during this 5-year period, such as placement of students and faculty at NASA Centers and the expansion of NSGC Native American Outreach Programs. While the last national program evaluation resulted in Nebraska s ranking as the top Capability Enhancement Consortium, and 5th best overall, Nebraska felt there was room for significant growth and development. This has been validated through the recent competitive attainment of Designated Grant status and has allowed for the exploration of new initiatives, as well as the expansion of already successful programs. A comprehensive strategic planning effort has involved all Nebraska representative entities and has guided Nebraska Space Grant through the evaluation period, providing a basis for continual advancement. Nebraska rigorously employs evaluation techniques to ensure that stated outcomes and metrics are achieved and that weaknesses are identified and corrected. With this coordinated approach, Nebraska expects that the next 5 years will yield new opportunities for significant achievement. Nebraska Space Grant will embrace new national endeavors, including the integration of Pender Public Schools -Nebraska s NASA Explorer School, geospatial initiatives, and the National Student Satellite Program.

Wyoming Community College Commission Agency 5 Year Strategic Plan, 2015-2019

ERIC Educational Resources Information Center

Wyoming Community College Commission, 2017

2017-01-01

In 2009, the Wyoming Community College Commission was tasked to create a blue-ribbon panel that would forge a Strategic Plan for the Community College System as a whole. This 5 year strategic plan will serve as a road map moving forward, barring any new legislative, commission or federal requirements that may require a change in the agency's…

Wyoming Community College Commission Agency 5 Year Strategic Plan, 2014-2018

ERIC Educational Resources Information Center

Wyoming Community College Commission, 2017

2017-01-01

In 2009, the Wyoming Community College Commission was tasked to create a blue-ribbon panel that would forge a Strategic Plan for the Community College System as a whole. This 5 year strategic plan will serve as a road map moving forward, barring any new legislative, commission or federal requirements that may require a change in the agency's…

Strategic Employee Development (SED) Program

NASA Technical Reports Server (NTRS)

Nguyen, Johnny; Guevara (Castano), Nathalie; Thorpe, Barbara; Barnett, Rebecca

2017-01-01

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Navy Ohio Replacement (SSBN[X]) Ballistic Missile Submarine Program: Background and Issues for Congress

DTIC Science & Technology

2015-12-17

strategic nuclear arms reduction treaty that included 14 Ohio-class SSBNs, all armed with D- 5s . This recommendation prompted interest in the idea of...a program to extend the service life of the Trident II D-5 SLBM into the 2040s, and to have its next-generation SSBNs carry D- 5s . Following this...Navy states that 10 operational SSBNs—meaning boats not encumbered by lengthy maintenance actions—are needed to meet strategic nuclear deterrence

Highway concrete pavement technology development and testing. Volume 5, Field evaluation of Strategic Highway Research Program (SHRP) C-206 test sites (bridge deck overlays)

DOT National Transportation Integrated Search

2006-08-01

Two types of concrete overlays silica fume concrete (SFC) and latex-modified Type III portland cement concrete (LMC-III) were installed ant tested as part of the Strategic Highway Research Program (SHRP) Project C-206: Optimization of Highway Concret...

National Water Program End of the Year Performance Reports and Best Practices

EPA Pesticide Factsheets

Each year, EPA's Office of Water conducts an assessment of the end of the year results for all performance measures of the National Water Program to determine progress in meeting the goals outlined in the Agency's Strategic Plan and NWPG.

Senior Conference 50, The Army We Need: The Role of Landpower in an Uncertain Strategic Environment, June 1-3, 2014

DTIC Science & Technology

2015-02-01

Landpower in an Uncertain Strategic Environment, June 1-3, 2014 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d...3: THE ARMY AS PART OF THE JOINT, INTERAGENCY, AND INTERGOVERNMENTAL TEAM Panelists: Lieutenant General Edward Cardon , Commander, U.S. Army

U.S. Department of the Interior STEM education and employment pathways strategic plan fiscal years 2013--2018

USGS Publications Warehouse

,

2013-01-01

The Department of the Interior’s Strategic Plan for Fiscal Years 2011–2016 presents the Department of the Interior’s vision for a 21st century Department whose highly skilled workforce reflects the diversity of the Nation, optimizes youth engagement throughout its programs, promotes sustainable operations, and applies effective and efficient management.

Cultivations...and potting on a strategic plan for a social and horticultural therapy program.

PubMed

Smilski, Andrea

2008-01-01

This research endeavored to develop a strategic growth plan for St. Ann's Garden Club (SAGC), a Non-Profit Social and Horticultural Therapy program, located at Providence Farm in Duncan, British Columbia. SAGC is a day program for older adults with mental illness and/or drug/alcohol addiction. The aim of the program is to be sustainable within the context of stakeholders needs, preferences, and resources and therefore they sought a strategic analysis prior to launching a growth strategy. SAGC has valuable intangible resources that contribute to strong core competencies and effectiveness despite facing many program issues requiring change in order for them to be sustainable. These same issues are shared by many public and non-profit health and wellness programs as they struggle to remain relevant in today's changing healthscape. To adequately focus the study and provide sound direction, the strategic analysis highlighted SAGC's environment, opportunities, issues, priorities, and requirements and was conducted through multiple iterations of the action research cycle. Data was gathered using surveys, interviews, and a focus group. The findings supported a capital campaign to build as new larger clubhouse and establish a more diverse sustainable funding base. Using a resource based perspective, a three year strategic plan was formulated for SAGC to help them cultivate growth and sustainability.

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…

SEI Program Plans: 1996-2000. Volume 1. Five-Year Strategic Plan. Volume 2. One-Year Plans/Proposals.

DTIC Science & Technology

1996-01-01

architecture for a family of sys- tems. The Feature-Oriented Domain Analysis ( FODA ) method looks primarily at "user-visible" aspects of a domain. The...Partners I-9 1.4.2 Acquisition, Development, and Post Deployment 1-10 2 Strategic Overview 1-15 2.1 Situation Analysis 1-15 2.1.1...Contents Strategic Overview 1-15 2.1 Situation Analysis 1-15 2.1.1 DoD Budget Reductions, Downsizing, and the Changing Role of the Military

Integrated Technology Plan for the Civil Space Program, 1991

NASA Technical Reports Server (NTRS)

1991-01-01

The purpose of the Integrated Technology Plan (ITP) is to serve as a strategic plan for the OAST space research and technology (R&T) program, and as a strategic planning framework for other NASA and national participants in advocating and conducting technology developments that support future U.S. civil space missions. The ITP begins with a discussion of the national policy and NASA organization which establishes the overall framework for civil space R&T planning. The second chapter provides a top-level review of the potential users of civil space R&T, their strategic mission plans, and the technologies they have identified as needed to achieve those plans. The overall methodology used to develop a civil space technology strategy is discussed. The technical details of the 1991 strategic plan are described, ending with a review of civil space R&T priorities. The fourth chapter describes how the strategic plan is annually translated into the OAST Space R&T Program, with a summary of the fiscal year 1992 program. The ITP concludes with a discussion of requirements for technology development coordination and strategies for facilitating the transfer of civil space technology to the private sector. Several appendices also are attached that provide further information regarding budget implications of the strategic plan, organizational roles, and other topics.

Multi-Hazard Shelter Incentive Programs

DTIC Science & Technology

1985-09-01

by strategic "nuclear missiles. This could pave the way for arms control measures to eliminate the weapons themselves." 9 The following year, the...the idea of a policy change that would emphasize strategic defense. The Arms Control and Disarmament Agency (ACDA), in response to a question from...emergency control centers and program N> management) has been equally divided between the Federal government and the States. Therefore, the rfecedent e

Vehicle Electronics and Architecture

DTIC Science & Technology

2011-08-26

NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Chris Mocnik 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION ...NAME(S) AND ADDRESS(ES) US Army RDECOM-TARDEC 6501 E 11 Mile Rd Warren, MI 48397-5000, USA 8. PERFORMING ORGANIZATION REPORT NUMBER 22245 9...processes throughout VEA organization 3.3 Strengthen strategic partnerships, alliances, and technology transfer 4.3 Strengthen strategic

Putting health metrics into practice: using the disability-adjusted life year for strategic decision making.

PubMed

Longfield, Kim; Smith, Brian; Gray, Rob; Ngamkitpaiboon, Lek; Vielot, Nadja

2013-01-01

Implementing organizations are pressured to be accountable for performance. Many health impact metrics present limitations for priority setting; they do not permit comparisons across different interventions or health areas. In response, Population Services International (PSI) adopted the disability-adjusted life year (DALY) averted as its bottom-line performance metric. While international standards exist for calculating DALYs to determine burden of disease (BOD), PSI's use of DALYs averted is novel. It uses DALYs averted to assess and compare the health impact of its country programs, and to understand the effectiveness of a portfolio of interventions. This paper describes how the adoption of DALYs averted influenced organizational strategy and presents the advantages and constraints of using the metric. Health impact data from 2001-2011 were analyzed by program area and geographic region to measure PSI's performance against its goal of doubling health impact between 2007-2011. Analyzing 10 years of data permitted comparison with previous years' performance. A case study of PSI's Asia and Eastern European (A/EE) region, and PSI/Laos, is presented to illustrate how the adoption of DALYs averted affected strategic decision making. Between 2007-2011, PSI's programs doubled the total number of DALYs averted from 2002-2006. Most DALYs averted were within malaria, followed by HIV/AIDS and family planning (FP). The performance of PSI's A/EE region relative to other regions declined with the switch to DALYs averted. As a result, the region made a strategic shift to align its work with countries' BOD. In PSI/Laos, this redirection led to better-targeted programs and an approximate 50% gain in DALYs averted from 2009-2011. PSI's adoption of DALYs averted shifted the organization's strategic direction away from product sales and toward BOD. Now, many strategic decisions are based on "BOD-relevance," the share of the BOD that interventions can potentially address. This switch resulted in more targeted strategies and greater program diversification. Challenges remain in convincing donors to support interventions in disease areas that are relevant to a country's BOD, and in developing modeling methodologies. The global health community will benefit from the use of standard health impact metrics to improve strategic decision making and more effectively respond to the changing global burden of disease.

The Department of Veterans Affairs Nursing Academy (VANA): forging strategic alliances with schools of nursing to address nursing's workforce needs.

PubMed

Bowman, Candice C; Johnson, Linda; Cox, Malcolm; Rick, Catherine; Dougherty, Mary; Alt-White, Anna C; Wyte, Tamar; Needleman, Jack; Dobalian, Aram

2011-01-01

In 2007, the Department of Veterans Affairs (VA) established the VA Nursing Academy (VANA), a 5-year, $60-million pilot program funding 15 partnerships between schools of nursing and local VA health care facilities nationwide, to expand nursing faculty, enhance clinical faculty development, increase nursing student enrollment, and promote educational innovations. VA is an ideal setting for educating nursing students owing to a well-educated registered nurse staff, an array of traditional and nontraditional settings, a state-of-the-art computerized electronic health record system, and a unique patient population. Challenges related to the complex nature of VANA partnerships, conceptualized as strategic alliances created between disparate subunits, each embedded in a larger organization, require careful governance to ensure smooth implementation. To ensure the program's aims are met, a 6-year national evaluation has been funded to help identify which strategies best achieve VANA's goals. The speed of economic recovery and the resulting changes in the nursing workforce are important determinants of VANA's future. Published by Mosby, Inc.

Achieving the HIV Prevention Impact of Voluntary Medical Male Circumcision: Lessons and Challenges for Managing Programs

PubMed Central

Sgaier, Sema K.; Reed, Jason B.; Thomas, Anne; Njeuhmeli, Emmanuel

2014-01-01

Voluntary medical male circumcision (VMMC) is capable of reducing the risk of sexual transmission of HIV from females to males by approximately 60%. In 2007, the WHO and the Joint United Nations Programme on HIV/AIDS (UNAIDS) recommended making VMMC part of a comprehensive HIV prevention package in countries with a generalized HIV epidemic and low rates of male circumcision. Modeling studies undertaken in 2009–2011 estimated that circumcising 80% of adult males in 14 priority countries in Eastern and Southern Africa within five years, and sustaining coverage levels thereafter, could avert 3.4 million HIV infections within 15 years and save US$16.5 billion in treatment costs. In response, WHO/UNAIDS launched the Joint Strategic Action Framework for accelerating the scale-up of VMMC for HIV prevention in Southern and Eastern Africa, calling for 80% coverage of adult male circumcision by 2016. While VMMC programs have grown dramatically since inception, they appear unlikely to reach this goal. This review provides an overview of findings from the PLOS Collection “Voluntary Medical Male Circumcision for HIV Prevention: Improving Quality, Efficiency, Cost Effectiveness, and Demand for Services during an Accelerated Scale-up.” The use of devices for VMMC is also explored. We propose emphasizing management solutions to help VMMC programs in the priority countries achieve the desired impact of averting the greatest possible number of HIV infections. Our recommendations include advocating for prioritization and funding of VMMC, increasing strategic targeting to achieve the goal of reducing HIV incidence, focusing on programmatic efficiency, exploring the role of new technologies, rethinking demand creation, strengthening data use for decision-making, improving governments' program management capacity, strategizing for sustainability, and maintaining a flexible scale-up strategy informed by a strong monitoring, learning, and evaluation platform. PMID:24800840

Achieving the HIV prevention impact of voluntary medical male circumcision: lessons and challenges for managing programs.

PubMed

Sgaier, Sema K; Reed, Jason B; Thomas, Anne; Njeuhmeli, Emmanuel

2014-05-01

Voluntary medical male circumcision (VMMC) is capable of reducing the risk of sexual transmission of HIV from females to males by approximately 60%. In 2007, the WHO and the Joint United Nations Programme on HIV/AIDS (UNAIDS) recommended making VMMC part of a comprehensive HIV prevention package in countries with a generalized HIV epidemic and low rates of male circumcision. Modeling studies undertaken in 2009-2011 estimated that circumcising 80% of adult males in 14 priority countries in Eastern and Southern Africa within five years, and sustaining coverage levels thereafter, could avert 3.4 million HIV infections within 15 years and save US$16.5 billion in treatment costs. In response, WHO/UNAIDS launched the Joint Strategic Action Framework for accelerating the scale-up of VMMC for HIV prevention in Southern and Eastern Africa, calling for 80% coverage of adult male circumcision by 2016. While VMMC programs have grown dramatically since inception, they appear unlikely to reach this goal. This review provides an overview of findings from the PLOS Collection "Voluntary Medical Male Circumcision for HIV Prevention: Improving Quality, Efficiency, Cost Effectiveness, and Demand for Services during an Accelerated Scale-up." The use of devices for VMMC is also explored. We propose emphasizing management solutions to help VMMC programs in the priority countries achieve the desired impact of averting the greatest possible number of HIV infections. Our recommendations include advocating for prioritization and funding of VMMC, increasing strategic targeting to achieve the goal of reducing HIV incidence, focusing on programmatic efficiency, exploring the role of new technologies, rethinking demand creation, strengthening data use for decision-making, improving governments' program management capacity, strategizing for sustainability, and maintaining a flexible scale-up strategy informed by a strong monitoring, learning, and evaluation platform.

77 FR 37683 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-22

... update of strategic plans and performance goals. Oversees the CMS Challenge Competition, working with... strategic plans with Department of Health and Human Services' 5-year strategic plan and performance goals...

A Three-Year Chemistry Seminar Program Focusing on Career Development Skills

ERIC Educational Resources Information Center

Tucci, Valerie K.; O'Connor, Abby R.; Bradley, Lynn M.

2014-01-01

An innovative, three-year seminar program was developed for undergraduates at The College of New Jersey (TCNJ) that supplements the core chemistry curriculum by teaching the auxiliary skills necessary for life as a professional chemist. Advising, good laboratory practice, and information literacy are the strategic components of this program that…

Report to Congress on the National Highway Traffic Safety Administration ITS Program : program progress during 1992-1996 and strategic plan for 1997-2002

DOT National Transportation Integrated Search

1997-01-01

Congress recently requested the Intelligent Transportation Systems (ITS) Joint Program Office and the National Highway Traffic Safety Administration to update the 1992 ITS plan to deal with the fiscal year 1997 through fiscal year 2002 period, and...

Army Transformation in the Age of Globalization - Implementing Directed Change with Strategic Management Design (SMD): An Analysis Based on the Army Staff in the German Ministry of Defense

DTIC Science & Technology

2008-05-01

researched and tested in the U.S. Army during the Unified Quest exercise series, design of military campaigns occurs in the complex globalized environment...Army Transformation in the Age of Globalization – Implementing Directed Change with Strategic Management Design (SMD) An Analysis based on the...the Age of globalization – Implementing Direction Change with Strategic Management Design (SMD). 5c. PROGRAM ELEMENT NUMBER 5d. PROJECT NUMBER

Cyberspace: Malevolent Actors, Criminal Opportunities, and Strategic Competition

DTIC Science & Technology

2016-08-01

Institute and U.S. Army War College Press publishes a monthly email newsletter to update the national security community on the research of our...program. Mr. Hutley is a highly seasoned information and communications technolo- gist (ICT) with 28 years in the telecommunications/ information ...the next decade. Prior to joining Cisco, Mr. Hutley was chief information officer for British Telecom’s Concert 670 Communications Company, a $1.5

The PISA Project: A Final Report.

ERIC Educational Resources Information Center

Buhler-Miko, Marina

With the support of a 3-year grant from the Fund for The Improvement of Postsecondary Education (FIPSE), the Higher Education Strategic Planning Institute has built a shared experience strategic planning database for college and university top-level management. The Performance Improvement through Strategy Analysis (PISA) program began in 1982 with…

A longitudinal study of semantic grouping strategy use in 6-11-year-old children: investigating developmental phases, the role of working memory, and strategy transfer.

PubMed

Schleepen, Tamara M J; Jonkman, Lisa M

2014-01-01

This two-cohort longitudinal study on the development of the semantic grouping strategy had three goals. First, the authors examined if 6-7-year-olds are nonstrategic before becoming strategic after prompting at 8-9 years of age, and if 8-9-year-olds are prompted strategic before spontaneous strategy use at 10-11 years of age. Children 6-7 and 8-9 years old performed two sort-recall tasks (one without and one with a grouping prompt) at two time points separated 1.5 years from each other. Second, the authors investigated whether short-term or working memory capacity at time point 1 predicted recall in children who did or did not use the semantic grouping strategy 1.5 years later. Third, the authors investigated whether prompted strategic children and children who used the strategy spontaneously differed in strategy transfer to a new task. Developmental results confirmed previous cross-sectional results, but in a longitudinal two-cohort study 6-7-year-olds were nonstrategic, and became prompted strategic around 8-9 years of age, followed by spontaneous strategy use at age 10-11 years. The authors found that memory capacity was not predictive of later use of the strategy. New findings were that prompted strategic children were as equally able as spontaneously strategic children to transfer the strategy to a new task, albeit with smaller recall benefits.

77 FR 17502 - Agency Information Collection Activities: Proposed Collection; Comments Requested: Strategic...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-26

...] Agency Information Collection Activities: Proposed Collection; Comments Requested: Strategic Planning... agencies update and revise their strategic plans every three years. The Strategic Planning Office at ATF... accepted for ``sixty days'' until May 25, 2012. This process is conducted in accordance with 5 CFR 1320.10...

Modifying the Weinberger-Powell Doctrine for the Modern Geo-Strategic Environment

DTIC Science & Technology

2017-03-31

Geo-Strategic Environment 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Scott T. Yeatman, Lt Col, USAF 5d...PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION REPORT NUMBER 9... environment , its prescriptive nature, and its misunderstanding of the modern utility of force. This paper examines each of these issues then proposes

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.

Developing an Embedded Peer Tutor Program in Design Studio to Support First Year Design Students

ERIC Educational Resources Information Center

Zamberlan, Lisa; Wilson, Stephanie

2015-01-01

An improved first year student experience is a strategic focus for higher education in an increasingly competitive marketplace. A successful peer tutoring program creates a visible community of practice, supports the student learning experience, elevates senior students as ambassadors of the program, and reinforces an emphasis on learning through…

The Philippine Population Program strategic plan (1981-1985).

PubMed

1980-01-01

The challenge of the population problem is to effectively mobilize the country's population for productive activity. Rather than simply concern with controlling numbers, emphasis is on human resource management, the structure of employment, labor productivity and income distribution. The long-term Philippine Development Plans reflect recognition of the dynamic interaction between fertility, productivity and welfare. Objectives of the 5-Year Philippine Development Plan 1978-1982, the 10-Year Plan 1978-1987, and the Long-Term Plan to year 2000 integrate population concerns and socioeconomic goals. These objectives include the following: promotion of social development and social justice; attainment of self-sufficiency in food and greater self-reliance in energy; increased development of lagging regions, especially rural areas; improvements of habitat through the development of human settlements and proper management of the environment; and maintenance of population growth at levels conducive to national welfare. Some population concerns that are directly relevant to welfare (in addition to those related to productivity) are distribution patterns of social goods and services, access to services by sectors of the population, and buying power of families. As a total population policy should establish closer linkages, operationally, between the demographic aspects and the productivity and welfare aspects of development, the mission of the National Population Program encompasses 3 areas: fertility; productivity; and welfare. Strategic policies include the following: abortion is unacceptable as a contraceptive method; the population program shall be non-coercive; and the program shall view individual and family welfare in the context and as the main objective of national socioeconomic programs.

Learning to think strategically.

PubMed

1994-01-01

Strategic thinking focuses on issues that directly affect the ability of a family planning program to attract and retain clients. This issue of "The Family Planning Manager" outlines the five steps of strategic thinking in family planning administration: 1) define the organization's mission and strategic goals; 2) identify opportunities for improving quality, expanding access, and increasing demand; 3) evaluate each option in terms of its compatibility with the organization's goals; 4) select an option; and 5) transform strategies into action. Also included in this issue is a 20-question test designed to permit readers to assess their "strategic thinking quotient" and a list of sample questions to guide a strategic analysis.

Advanced rural transportation systems (ARTS) : rural intelligent transportation systems (ITS) : program plan

DOT National Transportation Integrated Search

1996-08-01

This Program Plan for the Advanced Rural Transportation Systems (ARTS) implements the goals and objectives established in the U.S. Department of Transportations (USDOTs) Strategic Plan for the ARTS. This Program Plan proposes five years (FY 97...

12 CFR 614.4165 - Young, beginning, and small farmers and ranchers.

Code of Federal Regulations, 2010 CFR

2010-01-01

... association in writing. (e) YBS program and the operational and strategic business plan. Targets and goals...'s operational and strategic business plan for at least the succeeding 3 years (as set forth in § 618... performance results, and YBS quarterly reporting to the association's board of directors. [69 FR 16470, Mar...

Performance Measures of Effectiveness for the National Guard Counterdrug Program

DTIC Science & Technology

2009-03-03

The first is a possible lack of coverage in a critical portion of the overall strategy causing an exploitable seam used by criminals and narco...that lacks the ability to measure effectiveness. Although the National Guard is a supporting agency, NGCDP can take the lead in requesting changes to...Letter. 4 Ibid. 5 Bush, National Drug Control Strategy 2002, 4. 6 Condoleezza Rice and Henrietta H. Fore, Strategic Plan Fiscal Years 2007-2012

Annual Report to Congress, Fiscal Year 1997. A Report by the Scientific Advisory Board of the Strategic Environmental Research and Development Program.

DTIC Science & Technology

1998-03-01

Environmental Research June 18, 1998 Ms. Joyce Chiras Defense Technical Information Center DTIC/OCA Suite 0944 8725 John J. Kingman Road Ft. Belvoir, VA 22060...6218 Re: Strategic Environmental Research and Development Program (SERDP) Annual Reports to Congress - FY 1997 Dear Ms. Chiras : Enclosed are copies of...Achievement in Water Science and Technology, National Water Research Institute, 1996; The Gordon Maskew Fair Award, American Academy of Environmental

Strategic Employee Development in The Government Sector

NASA Technical Reports Server (NTRS)

Nguyen, Johnny; Guevara, Nathalie; Barnett, Rebecca; Thorpe, Barbara

2017-01-01

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASA's higher-than-average aged workforce with approximately 50% of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety & Mission Assurance (S&MA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations' functions. In response to this challenge, the Kennedy Space Center (KSC) S&MA organization created the Strategic Employee Development (SED) program. The SED program's goal is to provide a proactive method to counter the primary drivers by creating a deeper "bench strength" and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an S&MA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Assessing the State of Procurement Knowledge Production: Implications for the Federal Government

DTIC Science & Technology

2011-10-31

NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND...archiving of the canonical knowledge base, quality control of published information, and assignment of priority and credit for their work to authors...recognizes the value of theory-based research and graduate education in strategic purchasing—evidenced by its investment in an acclaimed strategic purchasing

Duffer’s Shoal: A Strategic Dream of the Pacific Command Area of Responsibility

DTIC Science & Technology

2015-08-01

CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ...capability vacuum between the neighborhood and national level. Unregulated construction resulted in a large proportion of the multistory buildings in the...ORGANIZATION NAME(S) AND ADDRESS(ES) U.S. Army War College,Strategic Studies Institute,47 Ashburn Drive,Carlisle,PA,17013-5010 8. PERFORMING ORGANIZATION

Laboratory Directed Research and Development Program FY 2008 Annual Report

DOE Office of Scientific and Technical Information (OSTI.GOV)

editor, Todd C Hansen

2009-02-23

The Ernest Orlando Lawrence Berkeley National Laboratory (Berkeley Lab or LBNL) is a multi-program national research facility operated by the University of California for the Department of Energy (DOE). As an integral element of DOE's National Laboratory System, Berkeley Lab supports DOE's missions in fundamental science, energy resources, and environmental quality. Berkeley Lab programs advance four distinct goals for DOE and the nation: (1) To perform leading multidisciplinary research in the computing sciences, physical sciences, energy sciences, biosciences, and general sciences in a manner that ensures employee and public safety and protection of the environment. (2) To develop and operatemore » unique national experimental facilities for qualified investigators. (3) To educate and train future generations of scientists and engineers to promote national science and education goals. (4) To transfer knowledge and technological innovations and to foster productive relationships among Berkeley Lab's research programs, universities, and industry in order to promote national economic competitiveness. Berkeley Lab's research and the Laboratory Directed Research and Development (LDRD) program support DOE's Strategic Themes that are codified in DOE's 2006 Strategic Plan (DOE/CF-0010), with a primary focus on Scientific Discovery and Innovation. For that strategic theme, the Fiscal Year (FY) 2008 LDRD projects support each one of the three goals through multiple strategies described in the plan. In addition, LDRD efforts support the four goals of Energy Security, the two goals of Environmental Responsibility, and Nuclear Security (unclassified fundamental research that supports stockpile safety and nonproliferation programs). The LDRD program supports Office of Science strategic plans, including the 20-year Scientific Facilities Plan and the Office of Science Strategic Plan. The research also supports the strategic directions periodically under consideration and review by the Office of Science Program Offices, such as LDRD projects germane to new research facility concepts and new fundamental science directions. Berkeley Lab LDRD program also play an important role in leveraging DOE capabilities for national needs. The fundamental scientific research and development conducted in the program advances the skills and technologies of importance to our Work For Others (WFO) sponsors. Among many directions, these include a broad range of health-related science and technology of interest to the National Institutes of Health, breast cancer and accelerator research supported by the Department of Defense, detector technologies that should be useful to the Department of Homeland Security, and particle detection that will be valuable to the Environmental Protection Agency. The Berkeley Lab Laboratory Directed Research and Development Program FY2008 report is compiled from annual reports submitted by principal investigators following the close of the fiscal year. This report describes the supported projects and summarizes their accomplishments. It constitutes a part of the LDRD program planning and documentation process that includes an annual planning cycle, project selection, implementation, and review.« less

Designing and evaluating a STEM teacher learning opportunity in the research university.

PubMed

Hardré, Patricia L; Ling, Chen; Shehab, Randa L; Herron, Jason; Nanny, Mark A; Nollert, Matthias U; Refai, Hazem; Ramseyer, Christopher; Wollega, Ebisa D

2014-04-01

This study examines the design and evaluation strategies for a year-long teacher learning and development experience, including their effectiveness, efficiency and recommendations for strategic redesign. Design characteristics include programmatic features and outcomes: cognitive, affective and motivational processes; interpersonal and social development; and performance activities. Program participants were secondary math and science teachers, partnered with engineering faculty mentors, in a research university-based education and support program. Data from multiple sources demonstrated strengths and weaknesses in design of the program's learning environment, including: face-to-face and via digital tools; on-site and distance community interactions; and strategic evaluation tools and systems. Implications are considered for the strategic design and evaluation of similar grant-funded research experiences intended to support teacher learning, development and transfer. Copyright © 2013 Elsevier Ltd. All rights reserved.

Pathfinder Project: Five-Year Strategic Plan.

ERIC Educational Resources Information Center

Pellissippi State Technical Community Coll., Knoxville, TN.

This 5-year strategic plan (prepared in 1994) from Pellissippi State Technical Community College in Tennessee examines macro environmental factors (including social, government, economic and technological trends); internal and external market share trends and opportunities; micro environmental factors (including organizational structure, financial…

Strategic planning for clinical services: the University of Texas M.D. Anderson Hospital and Tumor Institute.

PubMed

Anderson, R W

1986-09-01

A formal, hospitalwide strategic-planning process provides structure for the pharmacy's plans for implementing clinical services. The state-supported clinical cancer and research center began a formal strategic-planning process in 1981. The institution's planning report, prepared every two years and covering three two-year periods, drives the institution's budget through the state's biennial budget process. The report focuses on each department's responsibilities, areas of service, and relationship to the mission of the institution. Through the long-range planning process, upper-level administrators learned that pharmacy was eager not only to provide high-volume drug distribution services but also to assume direct patient-care and research responsibilities. This prompted an organizational change for pharmacy from a hospital department to a clinical division. The division of pharmacy now consists of three professional departments (patient care, pharmacy research, and pharmacy academic programs) and an administrative support service area. Services offered by each of the three departments are discussed, along with specific initiatives planned for the years 1987-1993. Within the next few years, all managers will come from the ranks of clinical practitioners; nonpharmacists will oversee financial and human resource functions. The division encourages existing pharmacy staff members to enhance their clinical skills through staff development programs. Strategic planning serves the dual purposes of structuring plans for implementing clinical pharmacy services and communicating pharmacy's goals within the institution.

44 CFR 354.5 - Description of site-specific, plume pathway EPZ biennial exercise-related component services and...

Code of Federal Regulations, 2010 CFR

2010-10-01

... Control Program Directors, and the Nuclear Energy Institute. (21) Implement and coordinate REP Program... from our REP Program Strategic Review implementation and oversight working group activities. (24) Costs...

44 CFR 354.5 - Description of site-specific, plume pathway EPZ biennial exercise-related component services and...

Code of Federal Regulations, 2014 CFR

2014-10-01

... Control Program Directors, and the Nuclear Energy Institute. (21) Implement and coordinate REP Program... from our REP Program Strategic Review implementation and oversight working group activities. (24) Costs...

44 CFR 354.5 - Description of site-specific, plume pathway EPZ biennial exercise-related component services and...

Code of Federal Regulations, 2013 CFR

2013-10-01

... Control Program Directors, and the Nuclear Energy Institute. (21) Implement and coordinate REP Program... from our REP Program Strategic Review implementation and oversight working group activities. (24) Costs...

44 CFR 354.5 - Description of site-specific, plume pathway EPZ biennial exercise-related component services and...

Code of Federal Regulations, 2011 CFR

2011-10-01

... Control Program Directors, and the Nuclear Energy Institute. (21) Implement and coordinate REP Program... from our REP Program Strategic Review implementation and oversight working group activities. (24) Costs...

Improving knowledge of strategic goals and the impact on organizational commitment.

PubMed

Enriquez, V; McBride, J; Paxton, L

2001-01-01

A large health maintenance organization (HMO) in San Diego, California developed a year-long communication plan to increase employee knowledge of the company's strategic goals and enhance organizational commitment. Survey results indicated: Respondents remembered significantly more strategic goals after program implementation. Respondents who had personal involvement in achieving goals remembered significantly more goals than those without involvement. Department meetings and the employee/physician newsletter were identified as primary sources for learning about goals. These findings suggest that organizations may be able to strengthen employee commitment by increasing awareness of the organization's strategic goals and encouraging employees to become personally involved in the achievement of those goals.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Looney,J.P.; Fox, K.

Brookhaven National Laboratory (BNL) is a multidisciplinary laboratory that maintains a primary mission focus the physical sciences, energy sciences, and life sciences, with additional expertise in environmental sciences, energy technologies, and national security. It is managed by Brookhaven Science Associates, LLC, (BSA) under contract with the U. S. Department of Energy (DOE). BNL's Fiscal year 2008 budget was $531.6 million. There are about 2,800 employees, and another 4,300 guest scientists and students who come each year to use the Laboratory's facilities and work with the staff. The BNL Laboratory Directed Research and Development (LDRD) Program reports its status to themore » U.S. Department of Energy (DOE) annually in March, as required by DOE Order 413.2B, 'Laboratory Directed Research and Development,' April 19, 2006, and the Roles, Responsibilities, and Guidelines for Laboratory Directed Research and Developlnent at the Department of Energy/National Nuclear Security Administration Laboratories dated June 13, 2006. Accordingly, this is our Annual Report in which we describe the Purpose, Approach, Technical Progress and Results, and Specific Accomplishments of all LDRD projects that received funding during Fiscal Year 2008. BNL expended $12 million during Fiscal Year 2008 in support of 69 projects. The program has two categories, the annual Open Call LDRDs and Strategic LDRDs, which combine to meet the overall objectives of the LDRD Program. Proposals are solicited annually for review and approval concurrent with the next fiscal year, October 1. For the open call for proposals, an LDRD Selection Committee, comprised of the Associate Laboratory Directors (ALDs) for the Scientific Directorates, an equal number of scientists recommended by the Brookhaven Council, plus the Assistant Laboratory Director for Policy and Strategic Planning, review the proposals submitted in response to the solicitation. The Open Can LDRD category emphasizes innovative research concepts with limited management filtering to encourage the creativity of individual researchers. The competition is open to all BNL staff in programmatic, scientific, engineering, and technical support areas. Researchers submit their project proposals to the Assistant Laboratory Director for Policy and Strategic Planning. A portion of the LDRD budget is held for the Strategic LDRD (S-LDRD) category. Projects in this category focus on innovative R&D activities that support the strategic agenda of the Laboratory. The Laboratory Director entertains requests or articulates the need for S-LDRD funds at any time. Strategic LDRD Proposals also undergo rigorous peer review; the approach to review is tailored to the size and scope of the proposal. These Projects are driven by special opportunities, including: (1) Research project(s) in support of Laboratory strategic initiatives as defined and articulated by the Director; (2) Research project(s) in support of a Laboratory strategic hire; (3) Evolution of Program Development activities into research and development activities; and (4) ALD proposal(s) to the Director to support unique research opportunities. The goals and objectives of BNL's LDRD Program can be inferred fronl the Program's stated purposes. These are to (1) encourage and support the development of new ideas and technology, (2) promote the early exploration and exploitation of creative and innovative concepts, and (3) develop new 'fundable' R&D projects and programs. The emphasis is clearly articulated by BNL to be on supporting exploratory research 'which could lead to new programs, projects, and directions' for the Laboratory. We explicitly indicate that research conducted under the LDRD Program should be highly innovative, and an element of high risk as to success is acceptable. To be one of the premier DOE National Laboratories, BNL must continuously foster groundbreaking scientific research. At Brookhaven National Laboratory one such method is through its LDRD Program. This discretionary research and development tool is critical in maintaining the scientific excellence and long-term vitality of the Laboratory. Additionally, it is a means to stimulate the scientific community and foster new science and technology ideas, which becomes a major factor in achieving and maintaining staff excellence and a means to address National needs within the overall mission of the DOE and BNL.« less

Strategic plan for bioenergy research, 1998--2003, the Canadian Forest Service five-year plan: Implementing the Canadian bioenergy research strategy (in English;French)

DOE Office of Scientific and Technical Information (OSTI.GOV)

NONE

1998-10-01

This document supersedes the previous one, taking into account changes that have taken place in the CFS Science and Technology (S and T) program structure and organization, and in the structure of the Program of Energy Research and Development, the source of funding for CFS bioenergy research. It explains the rationale and overall objective for the bioenergy research program and briefly reviews the accomplishments to date. It indicates the planning context within which the program operates, states the specific objectives for the period of the plan, and details the strategic priorities developed for this period. Finally, it outlines the implementationmore » process for the plan.« less

The Long-Term Pavement Performance Program Roadmap: A Strategic Plan

DOT National Transportation Integrated Search

1995-09-01

The goal of the ongoing, 20-year long-term pavement performance (LTPP) studies is to give State and Provincial transportation departments- the owners and customers of the LTPP program-the information and tools they need to build and maintain longer-l...

EPA Sustainable Materials Management Program Strategic Plan for Fiscal Years 2017 – 2022

EPA Pesticide Factsheets

Covers fiscal years 2017 through 2022, and represents the collective thinking of EPA staff and management across the country, as well as input from many stakeholders, including states, industry, and non-governmental organizations.

Metals in the Human Environment Strategic Network (MITHE-SN): the interface of risk assessment, public policy, and advocacy.

PubMed

Hale, Beverley; Ritter, Len; Warner, Donna

2010-01-01

A 5-year strategic research network with a diverse base of industry, government, and academic partners was approved for support by National Sciences and Engineering Research Council of Canada (NSERC) on January 3, 2005. This Metals in the Human Environment Strategic Network (MITHE-SN) builds on, and further extends, science knowledge developed by the NSERC-sponsored Metals in the Environment Research Network (MITE-RN, 1999-2004). In addition to the initial award, the MITHE-SN received an additional 2-year grant specifically targeted to (1) enhance training opportunities for internships with international organizations, (2) increase international networking and linkages, and (3) optimize knowledge dissemination and technology transfer. The research program is comprised of three themes and represents a cascade of effects along food webs, from the lowest trophic levels to the highest consumers. Each of the themes addresses issues related to distinguishing the magnitudes and roles of natural background and anthropogenic metal inputs in biotic exposure to metals; estimating the bioavailable fraction of metals in the exposure media, thus better quantifying the true exposure concentration; and determining the factors that influence bioavailability of metals in media, so that predictive models can be developed for use in the development of site-specific metals criteria.

Grant and Award Opportunities

ERIC Educational Resources Information Center

Institute of Museum and Library Services, 2008

2008-01-01

This publication provides an overview of the Institute of Museum and Library Services (IMLS), including programs, initiatives, research projects, publications, and strategic partnerships. It also provides tips for developing competitive grant applications and staff contacts for each program for the fiscal year beginning October 1, 2008. Once grant…

GIS tools for strategic SB375 planning and program participation

DOT National Transportation Integrated Search

2010-12-02

The just-completed (2009-2010) phase of this project corresponds to the second year of an envisioned three-year initiative on integrated transportation and land use planning supported by the Leonard Transportation Center (LTC) and USDOT, and performe...

Fully committed.

PubMed

Chowdhury, R

1997-01-01

In India, HIV/AIDS is spreading rapidly because of high-risk heterosexual behavior and IV drug use. The Indian government has responded to the epidemic by creating a National AIDS Control Program in 1987 and a National AIDS Control Organization in 1992, which implemented a 5-year strategic play at the cost of Rs. 2.8 billion. The national program sought to 1) prevent and control sexually transmitted disease, 2) ensure the safety of the blood supply, 3) strengthen program management capabilities, 4) stimulate social mobilization, 5) launch an intensive national health communications campaign focussed on the needs of the rural population, 6) train physicians in the clinical management of HIV/AIDS, and 7) create 107 sentinel HIV surveillance sites. The achievements of this program during the past 5 years have revealed areas that require an expanded response. India is promoting condom use through social marketing, improving family counseling and clinical management of hospitalized AIDS patients, intensifying research to discover treatment modalities within the tradition of indigenous medicine, and taking measures to prevent social discrimination of HIV-infected people. The National AIDS Control Program for 1997-2002 will prioritize empowerment of women and protection of infected children through a multisectoral approach. The Indian government is currently negotiating with the World Bank for a second loan to cover the continuation of this program and pledges to join other nations in the battle against HIV/AIDS.

23 CFR 1335.3 - Definitions.

Code of Federal Regulations, 2010 CFR

2010-04-01

....5 of this part. For the purpose of this Part, an assessment includes an audit or a strategic planning analysis. (d) Strategic plan means a multi-year plan that meets the requirements of § 1335.6 of...

23 CFR 1335.3 - Definitions.

Code of Federal Regulations, 2011 CFR

2011-04-01

....5 of this part. For the purpose of this Part, an assessment includes an audit or a strategic planning analysis. (d) Strategic plan means a multi-year plan that meets the requirements of § 1335.6 of...

New technologies for radiation-hardening analog to digital converters

NASA Technical Reports Server (NTRS)

Gauthier, M. K.

1982-01-01

Surveys of available Analog to Digital Converters (ADC) suitable for precision applications showed that none have the proper combination of accuracy and radiation hardness to meet space and/or strategic weapon requirements. A development program which will result in an ADC device which will serve a number of space and strategic applications. Emphasis was placed on approaches that could be integrated onto a single chip within three to five years.

Reflective Journal Writing and the First-Year Experience

ERIC Educational Resources Information Center

Everett, Michele C.

2013-01-01

In recent years, great emphasis has been placed on student success and retention in higher education. To address this issue, many universities' strategic retention programs include first-year seminars. A variety of pedagogical strategies have been employed in these seminars to help students succeed personally, socially and academically. This…

Financial Management in the Strategic Systems Project Office.

DTIC Science & Technology

SSPO, the largest program office in the Navy and in existence for over 20 years, has perfected time tested financial management procedures which may...serve as a model for the student of program management. This report presents an overview of the SSPO financial management concepts and general

Texas motorcycle crash countermeasure workshop.

DOT National Transportation Integrated Search

2013-06-01

The Texas Department of Transportation (TxDOT) contracted with the Texas A&M : Transportation Institute (TTI) to develop a 5-year strategic plan for improving motorcycle safety : in the State of Texas. The Texas Strategic Action Plan for Motorcycl...

Future Directions for EHDI Programs: Recommendations from a Strategic Analysis

ERIC Educational Resources Information Center

Bradham, Tamala S.; Houston, K. Todd

2011-01-01

Over the past 20 years, tremendous strides have been made in establishing and strengthening early hearing detection and intervention (EHDI) programs in all 50 states and the U.S. territories. Although EHDI programs have become more robust, considerable work remains to ensure that all children who do not pass a hearing screening receive the…

Five Year Strategic Plan, 1993-1997, Lakeland Community College.

ERIC Educational Resources Information Center

Lakeland Community Coll., Mentor, OH.

In 1990, the newly formed Planning Advisory Committee at Lakewood Community College (LCC) in Mentor, Ohio, developed the college's first 5-year strategic plan with input from across the campus. This plan for 1993-97 updates the original 1990-95 plan and is designed to assist in the development of annual goals and objectives. Following an…

Defense Coastal/Estuarine Research Program (DCERP) Strategic Plan

DTIC Science & Technology

2007-09-01

atmospheric deposition. The source apportionment of nutrients from atmospheric deposition (especially nitrogen) to estuarine waters derived from direct...migrating wildlife, and nutrient release from soil weathering, atmospheric deposition represents the only source of new nutrients into the... apportionment to properly assess the contributions of off-site and on-site emission sources to regional levels of PM2.5. In preparing this DCERP Strategic

Physics of the Cosmos Program Annual Technology Report

NASA Technical Reports Server (NTRS)

Pham, Bruce Thai; Cardiff, Ann H.

2015-01-01

What's in this Report? What's New? This fifth Program Annual Technology Report (PATR) summarizes the Programs technology development activities for fiscal year (FY) 2015. The PATR serves four purposes.1. Summarize the technology gaps identified by the astrophysics community;2. Present the results of this years technology gap prioritization by the PCOS Technology Management Board (TMB);3. Report on newly funded PCOS Strategic Astrophysics Technology (SAT) projects; and4. Detail progress, current status, and activities planned for the coming year for all technologies supported by PCOS Supporting Research and Technology (SRT) funding in FY 2015. .

75 FR 13643 - ITS Joint Program Office; Intelligent Transportation Systems Program Advisory Committee; Notice...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-03-22

... Advisory Committee; Notice of Meeting AGENCY: Research and Innovative Technology Administration, U.S... Plan; (5) Evolution of IntelliDrive\\SM\\; (6) ITS Strategic Research Plan, 2010-2014; (7) University... Technology Administration, ITS Joint Program Office, Attention: Stephen Glasscock, 1200 New Jersey Avenue, SE...

Strategic Plan for Information Systems and Technology, Fiscal Years 1994-1998.

ERIC Educational Resources Information Center

National Archives and Records Administration, Washington, DC.

The information systems and technology management program of the National Archives and Records Administration (NARA) establishes broad policy guidance and technical standards for information management to ensure that appropriate resource sharing can occur, while providing cost-effective support for mission requirements of program offices. The NARA…

Strategically Assessing International Business Course-Specific Learning Aims

ERIC Educational Resources Information Center

Kashlak, Roger; Lorenzi, Peter; Cummings, Jeffrey

2007-01-01

During the past 30 years, there have been calls for universities and business schools to internationalize curriculum, students and faculty. As most U.S. business schools have added international components to their respective programs, the assessment of these programs was subsequently recommended from accreditation and competitive perspectives. To…

Annual Review of Adult Learning and Literacy. Volume 1. The Jossey-Bass Higher and Adult Education Series.

ERIC Educational Resources Information Center

Comings, John, Ed.; Garner, Barbara, Ed.; Smith, Cristine, Ed.

This book contains eight papers on adult learning and literacy. "The Year 1998 in Review" (Fran Tracy-Mumford) examines educational legislation and policy and developments in adult education program development, program accountability, strategic alliances and partnerships, and instructional methodologies and technologies. "Lessons…

Commercial non-aerospace technology transfer program for the 2000s: Strategic analysis and implementation

NASA Technical Reports Server (NTRS)

Horsham, Gary A. P.

1992-01-01

This report presents a strategic analysis and implementation plan for NASA's Office of Commercial Programs (OCP), Technology Transfer Division's (TTD), Technology Transfer Program. The main objectives of this study are to: (1) characterize the NASA TTD's environment and past organizational structure; (2) clearly identify current and prospective programmatic efforts; (3) determine an evolutionary view of an organizational structure which could lead to the accomplishment of NASA's future technology transfer aims; and (4) formulate a strategy and plan to improve NASA's (and other federal agencies) ability to transfer technology to the non-aerospace sectors of the U.S. economy. The planning horizon for this study extends through the remainder of the 1990s to the year 2000.

LDRD 2016 Annual Report: Laboratory Directed Research and Development Program Activities

DOE Office of Scientific and Technical Information (OSTI.GOV)

Hatton, D.

Each year, Brookhaven National Laboratory (BNL) is required to provide a program description and overview of its Laboratory Directed Research and Development Program (LDRD) to the Department of Energy (DOE) in accordance with DOE Order 413.2C dated October 22, 2015. This report provides a detailed look at the scientific and technical activities for each of the LDRD projects funded by BNL in FY 2016, as required. In FY 2016, the BNL LDRD Program funded 48 projects, 21 of which were new starts, at a total cost of $11.5M. The investments that BNL makes in its LDRD program support the Laboratory’smore » strategic goals. BNL has identified four Critical Outcomes that define the Laboratory’s scientific future and that will enable it to realize its overall vision. Two operational Critical Outcomes address essential operational support for that future: renewal of the BNL campus; and safe, efficient laboratory operations.« less

Communication satellites: Guidelines for a strategic plan

NASA Technical Reports Server (NTRS)

1987-01-01

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

U.S. Strategic Nuclear Forces: Background, Developments, and Issues

DTIC Science & Technology

2014-05-15

5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7...cover targets in and around Asia. It also has undertaken efforts to extend the life of the missiles and warheads so that they and the submarines can...that the Air Force had to “keep a robust test program all the way through the life of the program.”29 With the test assets available before this

The Most Efficient Organization: A Strategic Issue Management Case Study

DTIC Science & Technology

1991-12-01

let’s discuss any problems or concerns specific to PWD, NAS Kensington. I am particularly interested in this package on my desk." "Yes sir," replied...explanation of the OMB A-76 program see Exhibit 1-5.) "The package on your desk contains the outcome of the last five years, and CDR Atwood’s (previous PWO...recommendation for the department’s MEO (Exhibit 1-6). The deadline for submission of the final package is only a few months away." During his first few

Advanced Computer Aids in the Planning and Execution of Air Warfare and Ground Strike Operations: Conference Proceedings, Meeting of the Avionics Panels of AGARD (51st) Held in Kongsberg, Norway on 12-16 May 1986

DTIC Science & Technology

1986-02-01

the area of Artificial Intelligence (At). DARPA’s Strategic Computing Program 13 developing an At ýtchnology base upon which several applications...technologies with the Strategic Computing Program . In late 1983 the Strategic Computing Program (SCP) wes announced. The program was organizsd to develop...solving a resource allocation problem. The remainder of this paper will discuss the TEMPLAR progeam as it relates to the Strategic Computing Program

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.

Strategic management system in a healthcare setting--moving from strategy to results.

PubMed

Devitt, Rob; Klassen, Wolf; Martalog, Julian

2005-01-01

One of the historical challenges in the healthcare system has been the identification and collection of meaningful data to measure an organization's progress towards the achievement of its strategic goals and the concurrent alignment of internal operating practices with this strategy. Over the last 18 months the Toronto East General Hospital (TEGH) has adopted a strategic management system and organizing framework that has led to a metric-based strategic plan. It has allowed for formal and measurable linkages across a full range of internal business processes, from the annual operating plan to resource allocation decisions, to the balanced scorecard and individual performance evaluations. The Strategic Management System (SMS) aligns organizational planning and performance measurement, facilitates an appropriate balance between organizational priorities and resolving "local" problems, and encourages behaviours that are consistent with the values upon which the organization is built. The TEGH Accountability Framework serves as the foundation for the entire system. A key tool of the system is the rolling three-year strategic plan for the organization that sets out specific annual improvement targets on a number of key strategic measures. Individual program/department plans with corresponding measures ensure that the entire organization is moving forward strategically. Each year, all plans are reviewed, with course adjustments made to reflect changes in the hospital's environment and with re-calibration of performance targets for the next three years to ensure continued improvement and organizational progress. This system has been used through one annual business cycle. Results from the past year show measurable success. The hospital has improved on 12 of the 15 strategic plan metrics, including achieving the targeted 1% operating surplus while operating in an environment of tremendous change and uncertainty. This article describes the strategic management system used at TEGH and demonstrates the formal integration of the plan into its operating and decision making processes. It also provides examples of the metrics, their use in decision-making and the variance reporting and improvement mechanisms. The article also demonstrates that a measurement-oriented approach to the planning and delivery of community hospital service is both achievable and valuable in terms of accountability and organizational responsiveness.

Defining Strategic Methods with Which To Access Runaway Youth into a Runaway Program.

ERIC Educational Resources Information Center

Bray, Sheldon

Thousands of children run away from home or placements each year. The many programs for these children require evaluation to determine effectiveness; one runaway program for at-risk children is examined here. It was felt that if the runaway youth could receive some counseling, then it might help these children and families to solve some of their…

Science and Technology for a Safer Nation

DTIC Science & Technology

2008-03-01

facilities. “Harvesting Innovation” gathers detailed information about efforts supporting Laboratory-Directed Research and Development ( LDRD ...programs and shares this with DHS directors, division heads and program managers. Energy Department labs allocate some $400 million per year in LDRD ...correlate LDRD projects with DHS S&T strategic goals and ongoing programs as well as planned projects in all six S&T divisions. This minimizes

Oil reserve: status of Strategic Petroleum Reserve activities as of December 31, 1985

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

This report discusses events and activities related to the administration's progress in filling, developing, and operating the Strategic Petroleum Reserve (SPR) during the first quarter of fiscal year 1986. Specifically, it notes that: DOE added 4.5 million barrels of oil to the SPR, bringing the total to 493.3 million barrels. The oil fill rate averaged about 49,000 barrels per day during the quarter. DOE made payments of $178 million for oil acquisition and transportation, had unpaid obligations of about $140 million, and had about $668 million in unobligated funds. The storage capacity development program proceeded during the quarter; however, themore » West Hackberry, Louisiana site's leaching program was stopped in December due to a leak in the brine disposal line. DOE held an SPR drawdown test sale and distribution exercise. Approximately 1 million barrels of oil were competitively sold to oil company bidders and subsequently withdrawn from DOE storage sites for delivery. The Congress passed a continuing resolution for fiscal year 1986 providing about $113 million for continued construction of storage capacity as directed by the fiscal year 1985 Supplemental Appropriations Act. On December 27, 1985, DOE formally notified cognizant congressional committees that it was planning to submit a deferral of funds for SPR storage facilities development. This report also presents information on (1) the implementation of recommendations made in the DOE Oak Ridge Operations Office's reports on its baseline assessment of the SPR Project Office and its review of allegations about mismanagement or misconduct within the SPR program, (2) DOE's compliance with the Cargo Preference Act of 1954 during the 1985 crude oil procurement program, (3) DOE's program to analyze the quality of oil in filled storage caverns, and (4) DOE's pipeline construction and marine terminal enhancements to improve the SPR oil distribution system.« less

A Case Study: Analyzing City Vitality with Four Pillars of Activity-Live, Work, Shop, and Play.

PubMed

Griffin, Matt; Nordstrom, Blake W; Scholes, Jon; Joncas, Kate; Gordon, Patrick; Krivenko, Elliott; Haynes, Winston; Higdon, Roger; Stewart, Elizabeth; Kolker, Natali; Montague, Elizabeth; Kolker, Eugene

2016-03-01

This case study evaluates and tracks vitality of a city (Seattle), based on a data-driven approach, using strategic, robust, and sustainable metrics. This case study was collaboratively conducted by the Downtown Seattle Association (DSA) and CDO Analytics teams. The DSA is a nonprofit organization focused on making the city of Seattle and its Downtown a healthy and vibrant place to Live, Work, Shop, and Play. DSA primarily operates through public policy advocacy, community and business development, and marketing. In 2010, the organization turned to CDO Analytics ( cdoanalytics.org ) to develop a process that can guide and strategically focus DSA efforts and resources for maximal benefit to the city of Seattle and its Downtown. CDO Analytics was asked to develop clear, easily understood, and robust metrics for a baseline evaluation of the health of the city, as well as for ongoing monitoring and comparisons of the vitality, sustainability, and growth. The DSA and CDO Analytics teams strategized on how to effectively assess and track the vitality of Seattle and its Downtown. The two teams filtered a variety of data sources, and evaluated the veracity of multiple diverse metrics. This iterative process resulted in the development of a small number of strategic, simple, reliable, and sustainable metrics across four pillars of activity: Live, Work, Shop, and Play. Data during the 5 years before 2010 were used for the development of the metrics and model and its training, and data during the 5 years from 2010 and on were used for testing and validation. This work enabled DSA to routinely track these strategic metrics, use them to monitor the vitality of Downtown Seattle, prioritize improvements, and identify new value-added programs. As a result, the four-pillar approach became an integral part of the data-driven decision-making and execution of the Seattle community's improvement activities. The approach described in this case study is actionable, robust, inexpensive, and easy to adopt and sustain. It can be applied to cities, districts, counties, regions, states, or countries, enabling cross-comparisons and improvements of vitality, sustainability, and growth.

Performance evaluation of Arizona's LTPP SPS-5 project : strategic study of rehabilitation of asphalt concrete pavements.

DOT National Transportation Integrated Search

2015-06-01

As part of the Long Term Pavement Performance (LTPP) Program, the Arizona Department of Transportation : (ADOT) constructed 11 Specific Pavement Study5 (SPS5) test sections on Interstate 8 near Casa Grande. The : SPS5 project studied a varie...

Effectively executing a comprehensive marketing communication strategy.

PubMed

Gombeski, William R; Taylor, Jan; Piccirilli, Ami; Cundiff, Lee; Britt, Jason

2007-01-01

Marketers are under increasing scrutiny from their management to demonstrate accountability for the resources they receive. Three models are presented to help marketers execute their customer communication activities more effectively. Benefits of using the "Identification of Strategic Communication Elements," "Business Communication" and "Communications Management Process" models include (1) more effective upfront strategic and tactical planning, (2) ensuring key communication principles are addressed, (3) easier communication program communication, (4) provides a framework for program evaluation and market research and (5) increases the creative thinking marketers need when addressing the major marketing challenges. The ultimate benefit is the greater likelihood of more positive marketing results.

Starting a Lung Transplant Program

PubMed Central

Eberlein, Michael; Geist, Lois; Keech, John; Zabner, Joseph; Gruber, Peter J.; Iannettoni, Mark D.; Parekh, Kalpaj

2015-01-01

Lung transplantation is an effective therapy for many patients with end-stage lung disease. Few centers across the United States offer this therapy, as a successful lung transplant program requires significant institutional resources and specialized personnel. Analysis of the United Network of Organ Sharing database reveals that the failure rate of new programs exceeds 40%. These data suggest that an accurate assessment of program viability as well as a strategy to continuously assess defined quality measures is needed. As part of strategic planning, regional availability of recipient and donors should be assessed. Additionally, analysis of institutional expertise at the physician, support staff, financial, and administrative levels is necessary. In May of 2007, we started a new lung transplant program at the University of Iowa Hospitals and Clinics and have performed 101 transplants with an average recipient 1-year survival of 91%, placing our program among the top in the country for the past 5 years. Herein, we review internal and external factors that impact the viability of a new lung transplant program. We discuss the use of four prospectively identified quality measures: volume, recipient outcomes, financial solvency, and academic contribution as one approach to achieve programmatic excellence. PMID:25940255

The Ares Launch Vehicles: Critical Capabilities for America's Continued Leadership in Space

NASA Technical Reports Server (NTRS)

Cook, Stephen A.

2009-01-01

The Constellation Program renews the nation's commitment to human space exploration a) Access to ISS. b) Human explorers to the Moon and beyond. c) Large telescopes and other hardware to LEO . Hardware is being built today. Development made easier by applying lessons learned from 50 years of spaceflight experience. Ares V heavy-lift capability will be a strategic asset for the nation. Constellation provides a means for world leadership through inspiration and strategic capability.

Rocky Mountain Research Station: 2007 Research Accomplishments

Treesearch

Rick Fletcher

2008-01-01

This past year has been a period of transition for the Rocky Mountain Research Station. In 2006, we identified the need to move from an organization of approximately 30 research work units whose work was formed around national Strategic Program Areas, to a more streamlined team-oriented organization composed of Science Programs and Research, Development, and...

State Financial Aid: Applying Redesign Principles through State Engagement. Special Report

ERIC Educational Resources Information Center

Pingel, Sarah

2016-01-01

College is increasingly expensive for students, but states have an important policy tool to help defray the costs: state financial aid programs. However, many states' programs are misaligned with articulated strategic postsecondary education policy goals. Over the past two years, Education Commission of the States has supported a variety of…

Building Strategically Aligned Individualized Education Programs for Transition

ERIC Educational Resources Information Center

Flannery, K. Brigid; Hellemn, Lisa A.

2015-01-01

The Individualized Education Programs (IEPs) for students 16 years of age or above must address specific transition components. Studies to date have focused on the presence and quality of these transition components, yet the alignment of these components and their role in leading the development of the IEP is just as critical. This qualitative…

Strategic Programming for Early University Entrants: Creating Support for Socio-Emotional Needs

ERIC Educational Resources Information Center

Lancour, Julie A.

2011-01-01

This article introduces "Resiliency Training," a program designed to support early university entrants as they take on the challenges and adventures of their sophomore and junior year at the University of Washington (UW). As the Academic Counselor and Counseling Services Coordinator for the Robinson Center, watching the students engage…

78 FR 57845 - Notice of Availability (NOA) for Strategic Network Optimization (SNO) Program Environmental...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-09-20

... (NOA) for Strategic Network Optimization (SNO) Program Environmental Assessment AGENCY: Defense Logistics Agency, DoD. ACTION: Notice of Availability (NOA) for Strategic Network Optimization (SNO) Program... implement the SNO initiative for improvements to material distribution network for the Department of Defense...

Evaluation Results of the CDC/ASPH Institute for HIV Prevention Leadership: A Capacity-building Educational Program for HIV Prevention Program Managers

PubMed Central

Richter, Donna L.; Dauner, Kim Nichols; Lindley, Lisa L.; Reininger, Belinda M.; Oglesby, Willie H.; Prince, Mary S.; Thompson-Robinson, Melva; Jones, Rhondette; Potts, Linda H.

2011-01-01

Objective The goal of this research was to evaluate changes over time in the capacity of participants of the CDC/ASPH Institute for HIV Prevention Leadership (Institute), a capacity-building program for HIV prevention program managers in minority-based, community-based organizations, Capacity was defined as the application of new skills and knowledge to participants’ jobs and confidence in using those new skills and knowledge to strategically manage and apply “best practices” to their HIV prevention activities. Methods This is a longitudinal study involving measuring scholar capacity at three points in time; pre-Institute, post-Institute, and 6 months’ post-Institute. Only responses from participants who completed all three surveys are included in this final analysis of the data (N = 94). Results Results indicate that participants from 3 years of the institute (2002–2004) increased their capacity in HIV prevention programming and strategic planning and management. Significant changes were seen in the frequency and self-efficacy with which participants conduct several HIV prevention programming activities. Participants also reported conducting strategic planning activities at more appropriate intervals and were significantly more confident in conducting these activities. Conclusion The Institute has positively and significantly increased the capacity of participants to conduct more effective HIV prevention programs on a national level. PMID:17159470

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.

SPOT 5/HRS: A Key Source for Navigation Database

DTIC Science & Technology

2003-09-02

SUBTITLE SPOT 5 / HRS: A Key Source for Navigation Database 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT ......strategic objective. Nice data ….. What after ?? Filière SPOT Marc BERNARD Page 15 Producing from HRS u Partnership with IGN ( French

First Year Symposium: One College's Response to the Perceived "Deficit" in Civic Education

ERIC Educational Resources Information Center

Roidt, Joseph; DeNicolo, Martin; Kittle, Amy; Osborne, Katherine; Saindon, Brent

2016-01-01

This essay outlines a unique program developed at Davis & Elkins College: the First Year Symposium. Responding to concerns about the lack of civic engagement in America's youth and the call for colleges and universities to develop strategic plans for addressing democratic learning, the First Year Symposium is a required class for all…

Strategic Challenges during Changing Times: A Prioritized Research Program, 1994

DTIC Science & Technology

1994-04-01

and planning. 14, SUBJECT T[RMS 15 NUMBER OF PAGES strategic assessments; domestic and global issues and 5 trends; peace operations; political...1994 or which, for a variety of reasons, will riot be published. 3 SECTION I TRANSREGIONAL SECURITY CONCERNS Regional Challenges, Global Issues . When...but global issues . Global security issues derive from three forms of connectivity. The first is economic. Today, there is truly a world economy. Markets

GSD Update: Year in Review: Spotlight on 2015 Research by the Grassland, Shrubland and Desert Ecosystems Science Program

Treesearch

Deborah Finch

2016-01-01

In this issue of the GSD Update, we take a look back at selected studies of the Grassland, Shrubland and Desert Ecosystems Science Program (GSD) that depict its strengths and focus areas. Significant results of recent research and science delivery by GSD scientists are highlighted. We feature program research that lines up with the strategic research...

USGS Information Technology Strategic Plan: Fiscal Years 2007-2011

USGS Publications Warehouse

,

2006-01-01

Introduction: The acquisition, management, communication, and long-term stewardship of natural science data, information, and knowledge are fundamental mission responsibilities of the U.S. Geological Survey (USGS). USGS scientists collect, maintain, and exchange raw scientific data and interpret and analyze it to produce a wide variety of science-based products. Managers throughout the Bureau access, summarize, and analyze administrative or business-related information to budget, plan, evaluate, and report on programs and projects. Information professionals manage the extensive and growing stores of irreplaceable scientific information and knowledge in numerous databases, archives, libraries, and other digital and nondigital holdings. Information is the primary currency of the USGS, and it flows to scientists, managers, partners, and a wide base of customers, including local, State, and Federal agencies, private sector organizations, and individual citizens. Supporting these information flows is an infrastructure of computer systems, telecommunications equipment, software applications, digital and nondigital data stores and archives, technical expertise, and information policies and procedures. This infrastructure has evolved over many years and consists of tools and technologies acquired or built to address the specific requirements of particular projects or programs. Developed independently, the elements of this infrastructure were typically not designed to facilitate the exchange of data and information across programs or disciplines, to allow for sharing of information resources or expertise, or to be combined into a Bureauwide and broader information infrastructure. The challenge to the Bureau is to wisely and effectively use its information resources to create a more Integrated Information Environment that can reduce costs, enhance the discovery and delivery of scientific products, and improve support for science. This Information Technology Strategic Plan for the USGS outlines key information technology (IT) strategic goals and objectives that will support the Bureau's science mission, while also aligning with the Department of the Interior (DOI) IT Strategic Plan and the DOI Government Performance and Results Act (GPRA) Strategic Plan.

Replacing critical and strategic refractory metal elements in nickel-base superalloys. [NASA's COSAM program

NASA Technical Reports Server (NTRS)

Stephens, J. R.; Dreshfield, R. L.; Nathal, M. V.

1983-01-01

Because of the import status and essential nature of their use, cobalt, chromium, tantalum, and niobium were identified as strategic and critical in the aerospace industry. NASA's Conservation of Strategic Aerospace Materials (COSAM) program aims to reduce the need for strategic materials used in gas turbine engines. Technological thrusts in two major areas are under way to meet the primary objective of conserving the use of strategic materials in nickelbase superalloys. These thrusts consist of strategic element substitution and alternative material identification. The program emphasizes cooperative research teams involving NASA Lewis Research Center, universities, and industry. The adoption of refractory metals in nickel-base superalloys is summarized including their roles in mechanical strengthening and environmental resistance; current research activities under way in the COSAM Program are presented as well as research findings to date.

FY 2017 Stockpile Stewardship and Management Plan - Biennial Plan Summary

DOE Office of Scientific and Technical Information (OSTI.GOV)

None, None

2016-03-01

This year’s summary report updates the Fiscal Year 2016 Stockpile Stewardship and Management Plan (FY 2016 SSMP), the 25-year strategic program of record that captures the plans developed across numerous NNSA programs and organizations to maintain and modernize the scientific tools, capabilities, and infrastructure necessary to ensure the success of NNSA’s nuclear weapons mission. The SSMP is a companion to the Prevent, Counter, and Respond: A Strategic Plan to Reduce Global Nuclear Threats (FY 2017-2021) report, the planning document for NNSA’s nuclear threat reduction mission. New versions of both reports are published each year in response to new requirements andmore » challenges. Much was accomplished in FY 2015 as part of the program of record described in this year’s SSMP. The science-based Stockpile Stewardship Program allowed the Secretaries of Energy and Defense to certify for the twentieth time that the stockpile remains safe, secure, and effective without the need for underground nuclear explosive testing. The talented scientists, engineers, and technicians at the three national security laboratories, the four nuclear weapons production plants, and the national security site are primarily responsible for this continued success. Research, development, test, and evaluation programs have advanced NNSA’s understanding of weapons physics, component aging, and material properties through first-of-a-kind shock physics experiments, along with numerous other critical experiments conducted throughout the nuclear security enterprise. The multiple life extension programs (LEPs) that are under way made progress toward their first production unit dates. The W76-1 LEP is past the halfway point in total production, and the B61-12 completed three development flight tests. Critical to this success is the budget. The Administration’s budget request for NNSA’s Weapons Activities has increased for all but one of the past seven years, resulting in a total increase of approximately 45 percent since 2010. If adopted by Congress, the FY 2017 budget request will increase funding by $396 million (about 4.5 percent) from the enacted FY 2016 level. A significant portion of the increase would fund the research for multiple life extension programs, support the programs in Directed Stockpile Work, and modernize the physical infrastructure of the nuclear security enterprise.« less

Customer satisfaction assessment at the Pacific Northwest National Laboratory

DOE Office of Scientific and Technical Information (OSTI.GOV)

DN Anderson; ML Sours

2000-03-23

The Pacific Northwest National Laboratory (PNNL) is developing and implementing a customer satisfaction assessment program (CSAP) to assess the quality of research and development provided by the laboratory. This report presents the customer survey component of the PNNL CSAP. The customer survey questionnaire is composed of two major sections: Strategic Value and Project Performance. Both sections contain a set of questions that can be answered with a 5-point Likert scale response. The strategic value section consists of five questions that are designed to determine if a project directly contributes to critical future national needs. The project Performance section consists ofmore » nine questions designed to determine PNNL performance in meeting customer expectations. A statistical model for customer survey data is developed and this report discusses how to analyze the data with this model. The properties of the statistical model can be used to establish a gold standard or performance expectation for the laboratory, and then to assess progress. The gold standard is defined using laboratory management input--answers to four questions, in terms of the information obtained from the customer survey: (1) What should the average Strategic Value be for the laboratory project portfolio? (2) What Strategic Value interval should include most of the projects in the laboratory portfolio? (3) What should average Project Performance be for projects with a Strategic Value of about 2? (4) What should average Project Performance be for projects with a Strategic Value of about 4? To be able to provide meaningful answers to these questions, the PNNL customer survey will need to be fully implemented for several years, thus providing a link between management perceptions of laboratory performance and customer survey data.« less

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.

West Hackberry Strategic Petroleum Reserve site brine-disposal monitoring, Year I report. Volume III. Biological oceanography. Final report

DOE Office of Scientific and Technical Information (OSTI.GOV)

DeRouen, L.R.; Hann, R.W.; Casserly, D.M.

1983-02-01

The Department of Energy's Strategic Petroleum Reserve Program began discharging brine into the Gulf of Mexico from its West Hackberry site near Cameron, Louisiana in May 1981. The brine originates from underground salt domes being leached with water from the Intracoastal Waterway, making available vast underground storage caverns for crude oil. The effects of brine discharge on aquatic organisms are presented in this volume. The topics covered are: benthos; nekton; phytoplankton; zooplankton; and data management.

Pathways to the Geosciences through 2YR Community Colleges: A Strategic Recruitment Approach being used at Texas A&M University

NASA Astrophysics Data System (ADS)

Houser, C.; Nunez, J.; Miller, K. C.

2016-12-01

Department and college operating budgets are increasingly tide to enrollment and student credit hour production, which requires geoscience programs to develop strategic recruitment programs to ensure long-term stability, but also to increase institutional support. There is evidence that proactive high school recruitment programs are successful in engaging students in the geosciences, particularly those that involve the parents, but these programs typically have relatively low-yields and are relatively expensive. This means that increased enrollment of undergraduates in geosciences programs and participation by under-represented groups depends on innovative and effective recruitment and retention practices. The College of Geosciences at Texas A&M University has recently developed a Pathways to the Geosciences program that facilitates the transfer of students from 2-year institutions by providing direction to students interested in the geosciences from one of our partner institutions: Blinn College, Lee College, Houston Community College, San Jacinto College and Lone Star College. Each of the partner institutions offer disciplinary majors related to the geosciences, providing a gateway for students to discover and consider the geosciences starting in their freshman year. The guided pathways provide much needed direction without restricting options and allow students to see connections between courses and their career goals. In its first year, the Pathways to the Geosciences program has resulted in a significant increase in transfer applications and admissions from the partner institutions by 74% and 107% respectively. The program has been successful because we have been proactive in helping students at the partner institutions find the information they need to effectively transfer to a 4-year program. The increase in applications is evidence that students from our partner institutions are being intentional in following a pathway to a major in the College of Geosciences.

75 FR 64710 - Availability of the Fiscal Year 2009 Department of Defense Services Contracts Inventory

Federal Register 2010, 2011, 2012, 2013, 2014

2010-10-20

..., Defense Procurement and Acquisition Policy, Office of Program Acquisition and Strategic Sourcing (DPAP..., Washington, DC 20301-3060. FOR FURTHER INFORMATION CONTACT: Victoria Revel at (703) 695-8567 or e- mail...

Strategic environmental management planning, team-building and implementation: Principles and experience at Watkins-Johnson Company

DOE Office of Scientific and Technical Information (OSTI.GOV)

Molony, C.

This paper provides a short discussion of the realities of implementing a strategic environmental management program in a modern corporation. The first half lists typical business challenges which are related to EPA regulations, to property risk management, and to company performance which can have a positive impact on the environment. The strategic environmental manager anticipates these business issues successfully. The list provided is based on my experiences as an environment and safety professional over the past sixteen years, while working at three Silicon Valley electronics firms. The second half discusses examples of relevant, specific accomplishments in the environment-related business activitiesmore » of Watkins-Johnson Company.« less

45 CFR 2516.400 - What must a State or Indian tribe include in an application for a grant?

Code of Federal Regulations, 2010 CFR

2010-10-01

... (Continued) CORPORATION FOR NATIONAL AND COMMUNITY SERVICE SCHOOL-BASED SERVICE-LEARNING PROGRAMS Application... following: (a) A three-year strategic plan for promoting service-learning through programs under this part... include a description of how the SEA will coordinate its service-learning plan with the State Plan under...

Nutrition Education and Training Program. State Plan for Fiscal Years 1994 and 1995.

ERIC Educational Resources Information Center

Kansas State Board of Education, Topeka.

The Nutrition Education and Training Program (NETP) promotes healthy eating habits to improve the health and well-being of children. It integrates mealtime and learning experiences to help children make informed food choices part of a healthy lifestyle. Kansas NETP has adopted the national NETP philosophy and strategic direction, with goals…

Intelligent transportation systems Professional Capacity Building Program : framework and overview for establishing a professional capacity building program for transportation management and traveler information services in support of ITS deployment

DOT National Transportation Integrated Search

1997-09-30

This document has been prepared to describe how the U.S. Department of Transportations (US DOT) Five- Year Strategic Plan for Professional Capacity Building for ITS Transportation Management and Traveler Information Services is being implemented, ...

45 CFR 2516.400 - What must a State or Indian tribe include in an application for a grant?

Code of Federal Regulations, 2011 CFR

2011-10-01

... (Continued) CORPORATION FOR NATIONAL AND COMMUNITY SERVICE SCHOOL-BASED SERVICE-LEARNING PROGRAMS Application... following: (a) A three-year strategic plan for promoting service-learning through programs under this part... include a description of how the SEA will coordinate its service-learning plan with the State Plan under...

Developing the strategic voice of senior nurse executives.

PubMed

Shea, Gregory

2005-01-01

The Wharton School has been offering a senior nurse executive fellowship, sponsored by Johnson & Johnson, for 22 years. As the executive role has changed, the program has evolved. As more chief executive officers and chief operating officers come from the ranks of nursing, the program will continue to change to meet the needs of the future.

When All Signs Point to You: Lies Told in the Face of Evidence

PubMed Central

Evans, Angela D.; Xu, Fen; Lee, Kang

2012-01-01

Young children’s ability to tell a strategic lie by making it consistent with the physical evidence of their transgression was investigated along with the sociocognitive correlates of such lie-telling behaviors. In Experiment 1, 247 Chinese children between 3 and 5 years of age (126 boys) were left alone in a room and asked not to lift a cup to see the contents. If children lifted up the cup, the contents would be spilled and evidence of their transgression would be left behind. Upon returning to the room, the experimenter asked children whether they peeked and how the contents of the cup ended up on the table. Experiment 1 revealed that young children are able to tell strategic lies to be consistent with the physical evidence by about 4 or 5 years of age, and this ability increases in sophistication with age. Experiment 2, which included 252 Chinese 4-year-olds (127 boys), identified 2 sociocognitive factors related to children’s ability to tell strategic lies. Specifically, both children’s theory-of-mind understanding and inhibitory control skills were significantly related to their ability to tell strategic lies in the face of physical evidence. The present investigation reveals that contrary to the prevailing views, even young children are able to tell strategic lies in some contexts. PMID:21244148

Establishing a portfolio of quality-improvement projects in pediatric surgery through advanced improvement leadership systems.

PubMed

Gerrein, Betsy T; Williams, Christina E; Von Allmen, Daniel

2013-01-01

Formal quality-improvement (QI) projects require that participants are educated in QI methods to provide them with the capability to carry out successful, meaningful work. However, orchestrating a portfolio of projects that addresses the strategic mission of the institution requires an extension of basic QI training to provide the division or business unit with the capacity to successfully develop and manage the portfolio. Advanced Improvement Leadership Systems is a program to help units create a meaningful portfolio. This program, used by the Division of Pediatric General and Thoracic Surgery at Cincinnati Children's Hospital Medical Center, helped establish a portfolio of targeted QI projects designed to achieve outstanding outcomes at competitive costs in multiple clinical areas aligned with the institution's strategic goals (improve disease-based outcomes, patient safety, flow, and patient and family experience). These objectives are addressed in an institutional strategic plan built around 5 core areas: Safety, Productivity, Care Coordination and Outcomes, Patient and Family Experience, and Value. By combining the portfolio of QI projects with improvements in the divisional infrastructure, effective improvement efforts were realized throughout the division. In the 9 months following the program, divisional capability resulted in a 16.5% increase (5.7% to 22.2%) of formally trained staff working on 10 QI teams. Concurrently, a leadership team, designed to coordinate projects, remove barriers, and provide technical support, provided the capacity to pursue this ongoing effort. The Advanced Improvement Leadership Systems program increased the Division's efficiency and effectiveness in pursing the QI mission that is integral at our hospital.

Establishing a Portfolio of Quality-Improvement Projects in Pediatric Surgery through Advanced Improvement Leadership Systems

PubMed Central

Gerrein, Betsy T; Williams, Christina E; von Allmen, Daniel

2013-01-01

Formal quality-improvement (QI) projects require that participants are educated in QI methods to provide them with the capability to carry out successful, meaningful work. However, orchestrating a portfolio of projects that addresses the strategic mission of the institution requires an extension of basic QI training to provide the division or business unit with the capacity to successfully develop and manage the portfolio. Advanced Improvement Leadership Systems is a program to help units create a meaningful portfolio. This program, used by the Division of Pediatric General and Thoracic Surgery at Cincinnati Children’s Hospital Medical Center, helped establish a portfolio of targeted QI projects designed to achieve outstanding outcomes at competitive costs in multiple clinical areas aligned with the institution’s strategic goals (improve disease-based outcomes, patient safety, flow, and patient and family experience). These objectives are addressed in an institutional strategic plan built around 5 core areas: Safety, Productivity, Care Coordination and Outcomes, Patient and Family Experience, and Value. By combining the portfolio of QI projects with improvements in the divisional infrastructure, effective improvement efforts were realized throughout the division. In the 9 months following the program, divisional capability resulted in a 16.5% increase (5.7% to 22.2%) of formally trained staff working on 10 QI teams. Concurrently, a leadership team, designed to coordinate projects, remove barriers, and provide technical support, provided the capacity to pursue this ongoing effort. The Advanced Improvement Leadership Systems program increased the Division’s efficiency and effectiveness in pursing the QI mission that is integral at our hospital. PMID:24361020

GSD Update: Year in Review: Spotlight on 2017 Research by the Grassland, Shrubland and Desert Ecosystems Science Program

Treesearch

Deborah M. Finch

2018-01-01

In this issue of the GSD Update, we feature selected studies of the RMRS Grassland, Shrubland and Desert Ecosystems Science Program (GSD) that focus on the theme of fire. Significant results of recent research and science delivery by GSD scientists are highlighted. We feature program research that lines up with the strategic priorities and goals of the USDA Forest...

GSD Update: Year in Review: Spotlight on 2016 Research by the Grassland, Shrubland and Desert Ecosystems Science Program

Treesearch

Deborah M. Finch

2017-01-01

In this issue of the GSD Update, we take a look back at selected studies of the Grassland, Shrubland and Desert Ecosystems Science Program (GSD) that depict its strengths and focus areas. Significant results of recent research and science delivery by GSD scientists are highlighted. We feature program research that lines up with the strategic priorities of the USDA...

GSD Update: Year in Review: Spotlight on 2013 research by the Grassland, Shrubland and Desert Ecosystems Science Program

Treesearch

Deborah M. Finch

2014-01-01

In this issue of the GSD Update, we take a look back at selected studies of the Grassland, Shrubland and Desert Ecosystems Science Program (GSD) that depict its strengths and focus areas. Significant results of recent research and science delivery by GSD scientists are highlighted. We feature program research that lines up with the strategic research priorities of the...

GSD Update: Year in Review: Spotlight on 2014 Research by the Grassland, Shrubland and Desert Ecosystems Science Program

Treesearch

Deborah Finch; David Hawksworth

2015-01-01

In this issue of the GSD Update, we take a look back at selected studies of the Grassland, Shrubland and Desert Ecosystems Science Program (GSD) that depict its strengths and focus areas. Significant results of recent research and science delivery by GSD scientists are highlighted. We feature program research that lines up with the strategic research priorities of the...

GSD Update: Year in Review: Spotlight on 2012 Research by the Grassland, Shrubland and Desert Ecosystems Science Program

Treesearch

Deborah M. Finch

2013-01-01

In this issue of the GSD Update, we take a look back at selected studies of the Grassland, Shrubland and Desert Ecosystem Science Program (GSD) that depict its strengths and focus areas. Significant results of recent research and science applications by GSD scientists are highlighted. We identify where program research lines up with the strategic priorities of the USDA...

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.

How Strategic Planning Keeps You Sane when Delivering Distance Programs

ERIC Educational Resources Information Center

MacNeil, Dixie; Luzius, Kim; Dunkin, Sonya

2010-01-01

This paper details the advantages of creating a strategic plan in the development and delivery of distance programs at the authors' own institution. The steps involved in the planning process and the three key elements of a successful strategic plan are addressed. The key elements include a program plan explaining the roles/responsibilities of…

Argonne National Laboratory annual report of Laboratory Directed Research and Development Program Activities FY 2009.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Office of the Director

2010-04-09

I am pleased to submit Argonne National Laboratory's Annual Report on its Laboratory Directed Research and Development (LDRD) activities for fiscal year 2009. Fiscal year 2009 saw a heightened focus by DOE and the nation on the need to develop new sources of energy. Argonne scientists are investigating many different sources of energy, including nuclear, solar, and biofuels, as well as ways to store, use, and transmit energy more safely, cleanly, and efficiently. DOE selected Argonne as the site for two new Energy Frontier Research Centers (EFRCs) - the Institute for Atom-Efficient Chemical Transformations and the Center for Electrical Energymore » Storage - and funded two other EFRCs to which Argonne is a major partner. The award of at least two of the EFRCs can be directly linked to early LDRD-funded efforts. LDRD has historically seeded important programs and facilities at the lab. Two of these facilities, the Advanced Photon Source and the Center for Nanoscale Materials, are now vital contributors to today's LDRD Program. New and enhanced capabilities, many of which relied on LDRD in their early stages, now help the laboratory pursue its evolving strategic goals. LDRD has, since its inception, been an invaluable resource for positioning the Laboratory to anticipate, and thus be prepared to contribute to, the future science and technology needs of DOE and the nation. During times of change, LDRD becomes all the more vital for facilitating the necessary adjustments while maintaining and enhancing the capabilities of our staff and facilities. Although I am new to the role of Laboratory Director, my immediate prior service as Deputy Laboratory Director for Programs afforded me continuous involvement in the LDRD program and its management. Therefore, I can attest that Argonne's program adhered closely to the requirements of DOE Order 413.2b and associated guidelines governing LDRD. Our LDRD program management continually strives to be more efficient. In addition to meeting all reporting requirements during fiscal year 2009, our LDRD Office continues to enhance its electronic systems to streamline the LDRD management process. You will see from the following individual project reports that Argonne's researchers have once again done a superb job pursuing projects at the forefront of their respective fields and have contributed significantly to the advancement of Argonne's strategic thrusts. This work has not only attracted follow-on sponsorship in many cases, but is also proving to be a valuable basis upon which to continue realignment of our strategic portfolio to better match the Laboratory's Strategic Plan.« less

Laboratory evaluation of asphalt binder rutting, fracture, and adhesion tests.

DOT National Transportation Integrated Search

2014-04-01

The current performance grading (PG) specification for asphalt binders was developed based on the Strategic Highway : Research Program (SHRP) and is based primarily on the study of unmodified asphalt binders. Over the years, experience has : proven t...

DOE Office of Scientific and Technical Information (OSTI.GOV)

W. Wester

Fermilab is executing Laboratory Directed Research and Development (LDRD) as outlined by order DOE O 413.2B in order to enhance and realize the mission of the laboratory in a manner that also supports the laboratory’s strategic objectives and the mission of the Department of Energy. LDRD funds enable scientific creativity, allow for exploration of “high risk, high payoff” research, and allow for the demonstration of new ideas, technical concepts, and devices. LDRD also has an objective of maintaining and enhancing the scientific and technical vitality of Fermilab. LDRD is able to fund employee-initiated proposals that address the current strategic objectivesmore » and better position Fermilab for future mission needs. The request for such funds is made in consideration of the investment needs, affordability, and directives from DOE and Congress. Review procedures of the proposals will insure that those proposals which most address the strategic goals of the DOE and the Laboratory or which best position Fermilab for the future will be recommended to the Laboratory Director who has responsibility for approval. The execution of each approved project will be the responsibility of the Principal Investigator, PI, who will follow existing Laboratory guidelines to ensure compliance with safety, environmental, and quality assurance practices. A Laboratory Director-appointed LDRD Coordinator will work with Committees, Laboratory Management, other Fermilab Staff, and the PI’s to oversee the implementation of policies and procedures of LDRD and provide the management and execution of this Annual Program Plan. FY16 represents third fiscal year in which LDRD has existed at Fermilab. The number of preliminary proposals (117) submitted in response to the LDRD Call for Proposals indicates very strong interest of the program within the Fermilab community. The first two Calls have resulted in thirteen active LDRD projects – and it is expected that between five and seven new projects will be approved in response to the FY16 Call for Proposals. The implementation of the program compared with FY15 is mostly unchanged except that the program is on the expected normal fiscal year calendar cycle with new projects starting at the beginning of the fiscal year. Because of this, there is some expanded discussion that the Laboratory Director may decide to initiate mid-year Late Start or Strategic- Hire LDRD projects.« less

Photovoltaic energy program overview, fiscal year 1991

NASA Astrophysics Data System (ADS)

1992-02-01

The Photovoltaics Program Plan, FY 1991 to FY 1995 builds on the accomplishments of the past 5 years and broadens the scope of program activities for the future. The previous plan emphasized materials and PV cell research. Under the balanced new plan, the PV Program continues its commitment to strategic research and development (R&D) into PV materials and processes, while also beginning work on PV systems and helping the PV industry encourage new markets for photovoltaics. A major challenge for the program is to assist the US PV industry in laying the foundation for at least 1000 MW of installed PV capacity in the United States and 500 MW internationally by 2000. As part of the new plan, the program expanded the scope of its activities in 1991. The PV Program is now addressing many new aspects of developing and commercializing photovoltaics. It is expanding activities with the US PV industry through the PV Manufacturing Technology (PVMaT) project, designed to address US manufacturers' immediate problems; providing technical assistance to potential end users such as electric utilities; and the program is turning its attention to encouraging new markets for PV. In 1991, for example, the PV Program initiated a new project with the PV industry to encourage a domestic market for PV applications in buildings and began cooperative ventures to support other countries such as Mexico to use PV in their rural electrification programs. This report reviews some of the development, fabrication and manufacturing advances in photovoltaics this year.

U.S. Policy Approaches for Maintaining Stability in the Asia-Pacific Region: History, Economics, and Soft Power

DTIC Science & Technology

2014-05-01

5c. PROGRAM ELEMENT NUMBER 6. AUTHOR( S ) CDR Scott N. Richardson United States Navy 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK...UNIT NUMBER 7. PERFORMING ORGANIZATION NAME( S ) AND ADDRESS(ES) U.S. Army Command and General Staff College ATTN: ATZL-SWD-GD Fort Leavenworth, KS...66027-2301 8. PERFORMING ORG REPORT NUMBER 9. SPONSORING / MONITORING AGENCY NAME( S ) AND ADDRESS(ES) Advanced Strategic Leadership Studies Program

American Society of Clinical Oncology Strategic Plan for Increasing Racial and Ethnic Diversity in the Oncology Workforce.

PubMed

Winkfield, Karen M; Flowers, Christopher R; Patel, Jyoti D; Rodriguez, Gladys; Robinson, Patricia; Agarwal, Amit; Pierce, Lori; Brawley, Otis W; Mitchell, Edith P; Head-Smith, Kimberly T; Wollins, Dana S; Hayes, Daniel F

2017-08-01

In December 2016, the American Society of Clinical Oncology (ASCO) Board of Directors approved the ASCO Strategic Plan to Increase Racial and Ethnic Diversity in the Oncology Workforce. Developed through a multistakeholder effort led by the ASCO Health Disparities Committee, the purpose of the plan is to guide the formal efforts of ASCO in this area over the next three years (2017 to 2020). There are three primary goals: (1) to establish a longitudinal pathway for increasing workforce diversity, (2) to enhance ASCO leadership diversity, and (3) to integrate a focus on diversity across ASCO programs and policies. Improving quality cancer care in the United States requires the recruitment of oncology professionals from diverse backgrounds. The ASCO Strategic Plan to Increase Racial and Ethnic Diversity in the Oncology Workforce is designed to enhance existing programs and create new opportunities that will move us closer to the vision of achieving an oncology workforce that reflects the demographics of the US population it serves.

Effects of the Self-Regulation Empowerment Program (SREP) on middle school students' strategic skills, self-efficacy, and mathematics achievement.

PubMed

Cleary, Timothy J; Velardi, Brittany; Schnaidman, Bracha

2017-10-01

The current study examined the effectiveness of an applied self-regulated learning intervention (Self-Regulation Empowerment Program (SREP)) relative to an existing, school-based remedial mathematics intervention for improving the motivation, strategic skills, and mathematics achievement of academically at-risk middle school students. Although significant group differences in student self-regulated learning (SRL) were not observed when using self-report questionnaires, medium to large and statistically significant group differences were observed across several contextualized, situation-specific measures of strategic and regulatory thinking. The SREP group also exhibited a statistically significant and more positive trend in achievement scores over two years in middle school relative to the comparison condition. Finally, SREP students and coaches reported SREP to be a socially-valid intervention, in terms of acceptability and importance. The importance of this study and critical areas for future research are highlighted and discussed. Copyright © 2017 Society for the Study of School Psychology. Published by Elsevier Ltd. All rights reserved.

Ten Years and 1 Master Settlement Agreement Later: The Nature and Frequency of Alcohol and Tobacco Promotion in Televised Sports, 2000 Through 2002

PubMed Central

Zwarun, Lara

2006-01-01

Objectives. I sought to identify what kinds of promotion for alcohol and tobacco products are found in televised sports programming, as well as how frequently they occur. I compared my findings with data from 5 and 10 years earlier to examine the effects of the Master Settlement Agreement and detect industry trends. Method. A content analysis of more than 83 hours of televised sports programming from 2000 through 2002 was conducted. Composite week sampling was used to ensure results were representative of the overall population of television sports programs. Programs were examined for traditional advertising (commercials) and nontraditional advertising (stadium signs, announcer voiceovers, etc.). Results. Rates of certain types of alcohol advertising have decreased, but what remains is strategically chosen to increase the likelihood of audience exposure. Despite the Master Settlement Agreement, tobacco advertising remains prevalent in many sports. A new trend of placing alcohol and tobacco brand names in commercials for other products is evident. Conclusions. Alcohol and tobacco marketers appear able to cleverly adapt to advertising challenges, such as digital video recorders and legislation. Alcohol and tobacco brands remain visible on sports programming. PMID:16809598

Ten years and 1 master settlement agreement later: the nature and frequency of alcohol and tobacco promotion in televised sports, 2000 through 2002.

PubMed

Zwarun, Lara

2006-08-01

I sought to identify what kinds of promotion for alcohol and tobacco products are found in televised sports programming, as well as how frequently they occur. I compared my findings with data from 5 and 10 years earlier to examine the effects of the Master Settlement Agreement and detect industry trends. Method. A content analysis of more than 83 hours of televised sports programming from 2000 through 2002 was conducted. Composite week sampling was used to ensure results were representative of the overall population of television sports programs. Programs were examined for traditional advertising (commercials) and nontraditional advertising (stadium signs, announcer voiceovers, etc.). Rates of certain types of alcohol advertising have decreased, but what remains is strategically chosen to increase the likelihood of audience exposure. Despite the Master Settlement Agreement, tobacco advertising remains prevalent in many sports. A new trend of placing alcohol and tobacco brand names in commercials for other products is evident. Alcohol and tobacco marketers appear able to cleverly adapt to advertising challenges, such as digital video recorders and legislation. Alcohol and tobacco brands remain visible on sports programming.

A Required Rotation in Clinical Laboratory Management for Pathology Residents

PubMed Central

Hoda, Syed T.; Crawford, James M.

2016-01-01

Leadership and management training during pathology residency have been identified repeatedly by employers as insufficient. A 1-month rotation in clinical laboratory management (CLM) was created for third-year pathology residents. We report on our experience and assess the value of this rotation. The rotation was one-half observational and one-half active. The observational component involved being a member of department and laboratory service line leadership, both at the departmental and institutional level. Observational participation enabled learning of both the content and principles of leadership and management activities. The active half of the rotation was performance of a project intended to advance the strategic trajectory of the department and laboratory service line. In our program that matriculates 4 residents per year, 20 residents participated from April 2010 through December 2015. Their projects either activated a new priority area or helped propel an existing strategic priority forward. Of the 16 resident graduates who had obtained their first employment or a fellowship position, 9 responded to an assessment survey. The majority of respondents (5/9) felt that the rotation significantly contributed to their ability to compete for a fellowship or their first employment position. The top reported benefits of the rotation included people management; communication with staff, departmental, and institutional leadership; and involvement in department and institutional meetings and task groups. Our 5-year experience demonstrates both the successful principles by which the CLM rotation can be established and the high value of this rotation to residency graduates. PMID:28725766

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

... Strategic Partnership Program for Worker Safety and Health (OSPP); Extension of the Office of Management and... specified in the OSHAs Strategic Partnership Program for Worker Safety and Health (OSPP). DATES: Comments... accepted during the Department of Labor's and Docket Office's normal business hours, 8:15 a.m. to 4:45 p.m...

NASE 2015: Implementation of a Management Quality System

NASA Astrophysics Data System (ADS)

Ros, Rosa Maria; García, Beatriz; Santa Maria, Delia

2015-08-01

ISO 29990:2010, Learning services for non-formal education and training - Basic requirements for service providers, proposes enhance transparency and allow comparison on a worldwide basis of learning services, offering a single alternative backed by international consensus to the huge variety of national service and management standards which now exists in the field of non-formal learning. The objective of ISO 29990:2010 is to provide a generic model for quality professional practice and performance, and a common reference for learning service providers and their clients in the design, development and delivery of non-formal education, training and development.NASE project, which was born as a consequence of the implementation of IAU-10 Years Strategic Plan and it is in agreement with the proposal to increase the interest and efforts of IAU on schools before the university and constitutes good objective for the implementation of ISO 29990-2010.Taking into account the main objectives of the Strategic Plan, it is possible to remark that NASE acts on all the education levels, and had, during the past 5 years a big impact because Ministries of Education, Universities and Planetariums are involved. After 5 years NASE organized more than 60 courses in about 20 countries distributed in America, Africa, Asia and Europe. In many countries local governments changed their curriculum according NASE course contents (i.e. Nicaragua, Argentina and Honduras).The knowledge obtained by teachers is evaluated by the department of education of the local government or universities who participated. NASE acts as part of the Professional formation of Professors in Science and in this sense is a Program directed to the Tertiary and University Education.After 5 years of development, we present the implementation of a Quality Management System, according to ISO 29990:2010, devoted to Learning services for non-formal education and training. Basic requirements for service providers, and show that an Educational Program as NASE can also rich the international management standard levels’, demonstrating that knowledge is a factor of economic growing in the World.

Blueprint for a Coastal Legacy: Connecticut Sea Grant Strategic Plan 2007-2013

ERIC Educational Resources Information Center

Connecticut Sea Grant (NJ1), 2009

2009-01-01

For nearly 20 years, the Connecticut Sea Grant College Program (CTSG) has worked to foster the wise use and conservation of coastal and marine resources of the Long Island Sound (LIS) estuary, as well as working regionally, nationally and globally. The strategy for success of any individual Sea Grant College Program must be consistent with the…

Fort Collins Science Center: Fiscal Year 2007 Accomplishments

USGS Publications Warehouse

Wilson, J.T.

2008-01-01

In Fiscal Year 2007 (FY07), the U.S. Geological Survey (USGS) Fort Collins Science Center (FORT) continued research vital to U.S. Department of the Interior science and management needs and associated USGS programmatic goals. FORT work also supported the science needs of other government agencies as well as private cooperators. Specifically, FORT scientific research and technical assistance focused on client and partner needs and goals in the areas of biological information management, fisheries and aquatic systems, invasive species, status and trends of biological resources, terrestrial ecosystems, and wildlife resources. In addition, FORT's 5-year strategic plan was refined to incorporate focus areas identified in the USGS strategic science plan, including ecosystem-landscape analysis, global climate change, and energy and mineral resource development. As a consequence, several science projects initiated in FY07 were either entirely new research dor amplifications of existing work. Highlights of FORT project accomplishments are described below under the USGS science program with which each task is most closely associated. The work of FORT's 6 branches (Aquatic Systems and Technology Applications, Ecosystem Dynamics, Information Science, Invasive Species Science, Policy Analysis and Science Assistance, and Species and Habitats of Federal Interest) often involves major partnerships with other agencies or cooperation with other USGS disciplines (Geology, Geography, Water Resources) and the Geospatial Information Office.

The Budget of the United States Government. Department of Defense Extract for Fiscal Years 1990 and 1991

DTIC Science & Technology

1988-01-01

i.e., programs gen - erally subject to control by annual appropriations) were $6.3 billion above the Administration’s original request for policy reasons...unobligated balance avail- Amounts for proposed new legislation are shown gen - able, end of year. That balance is carried forward and erally in separate...Program and Financing (in thousands of dollars) Trident strategic missile and submarine continues. Gen - lan 97-0819-0-1-051 199 actual 1909 e. 19eral

Africa: A Strategic Factor in the Strategic Equation of the World.

DTIC Science & Technology

1984-05-02

is no clear-cut ideology in any part of the continent except for South Africa. That country has settled for minority democracy based on racially rooted ...assume that arms race in Africa, though unfashionable, has taken root . Egypt’s nuclear program has been mentioned and the disquiet expressions coming...Phosphates COMOROS 1. Flowers Perfume 2. Vanilla 3. Copra, Cloves, Cinnamon 4. Rice, Cassava 5. Bananas MAURITIUS I. Maize 2. Potatoes 3. Cattle 4

A Required Rotation in Clinical Laboratory Management for Pathology Residents: Five-Year Experience at Hofstra Northwell School of Medicine.

PubMed

Rishi, Arvind; Hoda, Syed T; Crawford, James M

2016-01-01

Leadership and management training during pathology residency have been identified repeatedly by employers as insufficient. A 1-month rotation in clinical laboratory management (CLM) was created for third-year pathology residents. We report on our experience and assess the value of this rotation. The rotation was one-half observational and one-half active. The observational component involved being a member of department and laboratory service line leadership, both at the departmental and institutional level. Observational participation enabled learning of both the content and principles of leadership and management activities. The active half of the rotation was performance of a project intended to advance the strategic trajectory of the department and laboratory service line. In our program that matriculates 4 residents per year, 20 residents participated from April 2010 through December 2015. Their projects either activated a new priority area or helped propel an existing strategic priority forward. Of the 16 resident graduates who had obtained their first employment or a fellowship position, 9 responded to an assessment survey. The majority of respondents (5/9) felt that the rotation significantly contributed to their ability to compete for a fellowship or their first employment position. The top reported benefits of the rotation included people management; communication with staff, departmental, and institutional leadership; and involvement in department and institutional meetings and task groups. Our 5-year experience demonstrates both the successful principles by which the CLM rotation can be established and the high value of this rotation to residency graduates.

An Apple for the Volunteers.

ERIC Educational Resources Information Center

Butler, Judy; Grier, Terry B.

2000-01-01

A few years ago, the Williamson County (Tennessee) School District developed a strategic plan to encourage volunteers' participation. The plan includes a vision, goals, and objectives; strategies for increasing community involvement; recognition for all volunteers (via the Shining Apple Award); and program evaluation. (MLH)

A Strategic Plan for Texas State Technical Institute.

ERIC Educational Resources Information Center

Texas State Technical Inst., Waco.

Following two decades of growth, both enrollment and funding at the Texas State Technical Institute (TSTI) have declined sharply over the last 5 years. In April 1989, the TSTI initiated a strategic planning process incorporating a strategy based on meeting a clearly recognized and understood public need that is within the role, scope, and mission…

Two Mentalizing Capacities and the Understanding of Two Types of Lie Telling in Children

ERIC Educational Resources Information Center

Hsu, Yik Kwan; Cheung, Him

2013-01-01

This study examined the interrelationships among second-order belief, interpretive theory of mind, inhibitory control, and the understanding of strategic versus white lies in 54 children approximately 5 years 7 months old. Results showed that second-order belief was associated with strategic-lie understanding, whereas interpretive theory of mind…

Young Children Care More about Their Reputation with Ingroup Members and Potential Reciprocators

ERIC Educational Resources Information Center

Engelmann, Jan M.; Over, Harriet; Herrmann, Esther; Tomasello, Michael

2013-01-01

Human cooperation depends on individuals caring about their reputation, and so they sometimes attempt to manage them strategically. Here we show that even 5-year-old children strategically manage their reputation. In an experimental setting, children shared significantly more resources with an anonymous recipient when (1) the child watching them…

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.

NASA Astrophysics Cosmic Origins (COR) and Physics of the Cosmos (PCOS) Strategic Technology Development Program

NASA Astrophysics Data System (ADS)

Pham, Thai; Seery, Bernard D.

2015-01-01

The COR and PCOS Program Offices (PO) 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.The PO is guided by the National Research Council's 'New Worlds, New Horizons in Astronomy and Astrophysics' Decadal Survey report, and NASA's Astrophysics Implementation Plan. Strategic goals include dark energy; gravitational waves; X-ray observatories, e.g., US participation in ATHENA; Inflation probe; and a large UV/Visible telescope.To date, 51 COR and 65 PCOS SAT proposals have been received, of which 11 COR and 18 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 that allowed measurement of B-mode polarization in the CMB signal, a possible signature of Inflation; 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 guiding investment decisions. We also present results of this year's technology gap prioritization and showcase our current portfolio of technology development projects. These include five newly selected projects, kicking off in FY 2015.For more information, visit the COR Program website at cor.gsfc.nasa.gov and the PCOS website at pcos.gsfc.nasa.gov.

78 FR 51713 - Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-21

... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development... Environmental Research and Development Program, Scientific Advisory Board (SAB). This notice is published in... meeting is to review new start research and development projects requesting Strategic Environmental...

Resources - Supply and availability. [of superalloys for United States aerospace industry

NASA Technical Reports Server (NTRS)

Stephens, Joseph R.

1989-01-01

Over the past several decades there have been shortage of strategic materials because of our near total import dependence on such metals as chromium, cobalt, and tantalum. In response to the continued vulnerability of U.S. superalloy producers to disruptions in resource supplies, NASA has undertaken a program to address alternatives to the super-alloys containing significant quantities of the strategic materials such as chromium, cobalt, niobium, and tantalum. The research program called Conservation of Strategic Aerospace Materials (COSAM) focuses on substitution, processing, and alternate materials to achieve its goals. In addition to NASA Lewis Research Center, universities and industry play an important role in the COSAM Program. This paper defines what is meant by strategic materials in the aerospace community, presents a strategic materials index, and reviews the resource supply and availability picture from the U.S. point of view. In addition, research results from the COSAM Program are highlighted and future directions for the use of low strategic material alloys or alternate materials are discussed.

Superalloy resources: Supply and availability

NASA Technical Reports Server (NTRS)

Stephens, Joseph R.

1987-01-01

Over the past several decades there have been shortages of strategic materials because of our near total import dependence on such metals as chromium, cobalt, and tantalum. In response to the continued vulnerability of U.S. superalloy producers to disruptions in resource supplies, NASA has undertaken a program to address alternatives to the super-alloys containing significant quantities of the strategic materials such as chromium, cobalt, niobium, and tantalum. The research program called Conservation of Strategic Aerospace Materials (COSAM) focuses on substitution, processing, and alternate materials to achieve its goals. In addition to NASA Lewis Research Center, universities and industry play an important role in the COSAM Program. This paper defines what is meant by strategic materials in the aerospace community, presents a strategic materials index, and reviews the resource supply and availability picture from the U.S. point of view. In addition, research results from the COSAM Program are highlighted and future directions for the use of low strategic material alloys or alternate materials are discussed.

Mentoring Matters: The Challenge for Teacher Education

ERIC Educational Resources Information Center

McCann, Thomas M.; Ed.; Johannessen, Larry, Ed.

2009-01-01

Beginning teachers face many challenges and difficulties; as a result, one-third will leave the profession in the first three years and nearly half will be gone within their first five years in the profession. The challenge facing university teacher education programs is to fix the hole in the bottom of the bucket and find strategic new ways to…

Strategic Theory for the 21st Century: The Little Book on Big Strategy

DTIC Science & Technology

2006-02-01

Theory for the 21st Century: The Little Book on Big Startegy 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT...to international norms. For the United States, this can be particularly problematic. U.S. liberal culture (free markets , equal opportunity, free

The Strategic Exercise of Options Using Government Subsidies: An Analysis of Production Subsidies for the Ground Source Heat Pump

NASA Astrophysics Data System (ADS)

Lin, Sheng-Hau; Li, Jia-Hsun; Hsu, Chih-Chen; Hsieh, Jing-Chzi; Liao, Pin-Chao

2018-04-01

This study utilizes consolidation investment theory to incorporate with business strategies and government subsidy to develop a strategic exercise of options model. This empirical investigation examines the ground source heat pump (GSHP) government subsidy program, which is part of China’s 12th Five Year Plan. The developed model is applied to explain the behaviours of business investment with regard to strategic investment timing, option values, and the influence of government subsidies in duopolistic real-world investment decisions. The results indicate that subsidy policy can reduce the differences of investment timing among GSHP investors and has clearly evidenced the positive benefit–cost ratio of government subsidy, which facilitates China’s GSHP industry development.

Applying national survey results for strategic planning and program improvement: the National Diabetes Education Program.

PubMed

Griffey, Susan; Piccinino, Linda; Gallivan, Joanne; Lotenberg, Lynne Doner; Tuncer, Diane

2015-02-01

Since the 1970s, the federal government has spearheaded major national education programs to reduce the burden of chronic diseases in the United States. These prevention and disease management programs communicate critical information to the public, those affected by the disease, and health care providers. The National Diabetes Education Program (NDEP), the leading federal program on diabetes sponsored by the National Institutes of Health (NIH) and the Centers for Disease Control and Prevention (CDC), uses primary and secondary quantitative data and qualitative audience research to guide program planning and evaluation. Since 2006, the NDEP has filled the gaps in existing quantitative data sources by conducting its own population-based survey, the NDEP National Diabetes Survey (NNDS). The NNDS is conducted every 2–3 years and tracks changes in knowledge, attitudes and practice indicators in key target audiences. This article describes how the NDEP has used the NNDS as a key component of its evaluation framework and how it applies the survey results for strategic planning and program improvement. The NDEP's use of the NNDS illustrates how a program evaluation framework that includes periodic population-based surveys can serve as an evaluation model for similar national health education programs.

ASI's space automation and robotics programs: The second step

NASA Technical Reports Server (NTRS)

Dipippo, Simonetta

1994-01-01

The strategic decisions taken by ASI in the last few years in building up the overall A&R program, represent the technological drivers for other applications (i.e., internal automation of the Columbus Orbital Facility in the ESA Manned Space program, applications to mobile robots both in space and non-space environments, etc...). In this context, the main area of application now emerging is the scientific missions domain. Due to the broad range of applications of the developed technologies, both in the in-orbit servicing and maintenance of space structures and scientific missions, ASI foresaw the need to have a common technological development path, mainly focusing on: (1) control; (2) manipulation; (3) on-board computing; (4) sensors; and (5) teleoperation. Before entering into new applications in the scientific missions field, a brief overview of the status of the SPIDER related projects is given, underlining also the possible new applications for the LEO/GEO space structures.

Development and implementation of a comprehensive strategic plan for medical education at an academic medical center.

PubMed

Schwartzstein, Richard M; Huang, Grace C; Coughlin, Christine M

2008-06-01

Despite their vital contributions to the training of future physicians, many academic teaching hospitals have grown operationally and financially distinct from affiliated medical schools because of divergent missions, contributing to the erosion of clinical training. Some institutions have responded by building hybrid organizations; others by creating large health care networks with variable relationships with the affiliated medical school. In this case, the authors wished to establish the future educational mission of their medical center as a core element of the institution by creating data-driven recommendations for reorganization, programs, and financing. They conducted a self-study of all constituents, the results of which confirmed the importance of education at their institution but also revealed the insufficiency of incentives for teaching. They underwent an external review by a committee of prominent educators, and they involved administrators at the hospital and the medical school. Together, these inputs composed an informed assessment of medical education at their teaching hospital, from which they developed and actualized an institution-wide strategic plan for education. Over the course of three years, they centralized the administrative structure for education, implemented programs that cross departments and reinforce the UME-GME continuum, and created transparency in the financing of medical education. The plan was purposefully aligned with the clinical and research strategic plans by supporting patient safety in programs and the professional development of faculty. The application of a rigorous strategic planning process to medical education at an academic teaching hospital can focus the mission, invigorate faculty, and lead to innovative programs.

Space reactor power 1986 - A year of choices and transition

NASA Technical Reports Server (NTRS)

Wiley, R. L.; Verga, R. L.; Schnyer, A. D.; Sholtis, J. A., Jr.; Wahlquist, E. J.

1986-01-01

Both the SP-100 and Multimegawatt programs have made significant progress over the last year and that progress is the focus of this paper. In the SP-100 program the thermoelectric energy conversion concept powered by a compact, high-temperature, lithium-cooled, uranium-nitride-fueled fast spectrum reactor was selected for engineering development and ground demonstration testing at an electrical power level of 300 kilowatts. In the Multimegawatt program, activities moved from the planning phase into one of technology development and assessment with attendant preliminary definition and evaluation of power concepts against requirements of the Strategic Defense Initiative.

NOAA Education: Adventures in Strategic Planning, External Review, and Evaluation

NASA Astrophysics Data System (ADS)

Michalopoulos, C.

2010-12-01

Since late 2007, the National Oceanic and Atmospheric Administration has undertaken the development of a 20-year Education Strategic Plan, has undergone an external review by the National Research Council of the National Academies, and has drafted a guiding document on an agency-wide approach for monitoring and evaluation of its education activities and programs. This presentation will review all these processes with special emphasis on lessons learned and on the implications of each one on NOAA’s ability to improve and better coordinate its educational portfolio.

A neo-strategic planning approach to enhance local tobacco control programs.

PubMed

Douglas, Malinda R; Carter, Sara Sally R; Wilson, Andrew P; Chan, Andie

2015-01-01

Research in tobacco control demonstrating best practices is widely disseminated; however, application at the local level is often difficult. Translating research into practice requires a concerted effort to develop an understanding of the evidence and how it can be applied within diverse contexts. A strategic planning infrastructure was developed to support the translation of evidence-based interventions into community practice. This paper highlights the strategic process of turning "know-what" into "know-how" to facilitate the strategic planning and implementation of tobacco control best practices at the local level. The purpose, people, process, and product strategies of knowledge management and translation provided a framework for the strategic planning infrastructure. The knowledge translation concepts of audience, motivations, and mechanisms were synergized in the neo-strategic planning component design. The participants were 20 community coalitions funded to implement local tobacco control programs. From 2004 to 2011, the strategic planners facilitated a cyclical process to translate research into practice using a trio of integrated tools, skill-building workshops on strategic planning, and grantee-driven technical assistance and consultation. In the short term, the usefulness of the strategic planning components to the programs was measured. The intermediate outcome was the successful movement of the community programs from the planning stage to the implementation stage. The achievement of community-level changes in planned tobacco control efforts was the overall outcome measure for the success of the local coalitions. Seventeen of 20 communities that began the planning process implemented strategic plans. All 17 of the programs implemented evidence-based practices, resulting in numerous tobacco-free policies, increased cessation, and increased support from the media and community. Bridging the gap between research and practice can enhance the practicality, efficiency, and effectiveness of tobacco control programs at the local level, maximizing the potential positive health impact. Copyright © 2015 American Journal of Preventive Medicine. Published by Elsevier Inc. All rights reserved.

An Overview of the NASA Aeronautics Test Program Strategic Plan

NASA Technical Reports Server (NTRS)

Marshall, Timothy J.

2010-01-01

U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.

20 CFR 661.240 - How do the unified planning requirements apply to the five-year strategic WIA and Wagner-Peyser...

Code of Federal Regulations, 2010 CFR

2010-04-01

...) [Reserved] (6) Senior Community Service Employment Programs under title V of the Older Americans Act. (b... meeting the requirements of the Interagency guidance entitled State Unified Plan, Planning Guidance for...

Pilot testing of SHRP 2 reliability data and analytical products: Southern California.

DOT National Transportation Integrated Search

2015-01-01

The second Strategic Highway Research Program (SHRP 2) has been investigating the critical subject of travel time reliability for several years. As part of this research, SHRP 2 supported multiple efforts to develop products to evaluate travel time r...

Review of Global Change Research Program plan

NASA Astrophysics Data System (ADS)

Showstack, Randy

2012-01-01

The draft 10-year strategic plan for the U.S. Global Change Research Program (USGCRP), which proposes broadening the scope of the program from climate change only to climate change and climaterelated global changes, “is an important step in the right direction,” according to a 5 January review of the plan by a committee of the U.S. National Research Council (NRC) of the National Academies. However, the committee also said that the program's legislative mandate is even broader in allowing USGCRP to address many aspects of global change including climate change, the global hydrological cycle, and widespread land use changes. “The Program's legislative mandate is to address all of global change, whether or not related to climate. The Committee concurs that this broader scope is appropriate, but realizes that such an expansion may be constrained by budget realities and by the practical challenge of maintaining clear boundaries for an expanded program,” the report states. “We encourage sustained efforts to expand the Program over time, along with efforts to better define and prioritize what specific topics are included within the bounds of global change research.”

Planting Seeds to Grow Healthy Children: Strategic Community Partnerships.

PubMed

Alicea-Planas, Jessica; Sullivan, Kelly; Tran, Hang; Cruz, Anna

2018-02-01

More than one third of U.S adults are considered obese, and childhood obesity has more than doubled in the past 30 years. Food security can influence obesity, in particular, within inner cities where access to healthy food is often limited. The use of a mobile food truck program (with refrigeration) was implemented in two large inner cities in Connecticut as part of an initiative aimed at helping low-income families with young children gain access to healthy food and nutrition education. Collaborating with community child care centers was used. The experiences of the families who participated in the program were assessed via focus groups. Main ideas derived from the focus groups were participant satisfaction with money saving suggestions, ideas for how to make healthier choices, and excitement about opportunities to receive foods that they would not normally buy. This innovative mobile food truck program demonstrated the value of strategic community partnerships to influence health.

A Strategic Planning Process Model for Distance Education

ERIC Educational Resources Information Center

Pisel, Kenneth P.

2008-01-01

As more institutions seek to implement or expand distance learning programs, it becomes critical to integrate distance learning programs into broader strategic visions and plans. Using the informed opinion from a panel of peer-nominated experts via iterative Delphi questionnaires, a 10-phased strategic planning process model for distance education…

Development of Program to Enhance Strategic Leadership of Secondary School Administrators

ERIC Educational Resources Information Center

Chatchawaphun, Pimpisa; Julsuwan, Suwat; Srisa-ard, Boonchom

2016-01-01

This research aimed to 1) study principles, attributes and skills needed for secondary school administrators, 2) investigate current situations, desirable conditions and needs for strategic secondary school administrators, 3) develop a strategic secondary school administrator enhancement program, and 4) explore the efficiency level of the…

Strategic planning: the first step in the planning process.

PubMed

Gelinas, Marc A

2003-01-01

Strategic planning is a systematic process through which an organization builds commitment among key stakeholders to goals and priorities which are essential to its mission and vision, and responsive to the operating environment. Strategic planning is the first step in a comprehensive planning process that also includes business planning and implementation planning. If all three steps are carried out in sequence, strategic planning can be a very effective means of educating the stakeholders about where the cancer program is and where it is going, gaining support and commitment for the direction that the cancer program will take, and assuring that everyone's expectations can be managed effectively. Unfortunately, some organizations and cancer program leaders misunderstand the process. Too often, strategic planning is used as a stand-alone activity. This article will describe what strategic planning is, how it should smoothly lead into business planning and implementation planning, and how to avoid the pitfalls that sometimes arise during the strategic planning effort.

Ames Research Center FY 2000 Implementation Plan: Leading Technology into the New Millennium

NASA Technical Reports Server (NTRS)

2000-01-01

This document presents the implementation plan for Ames Research Center (ARC) within the overall framework of the NASA Strategic Plan. It describes how ARC intends to implement its Center of Excellence responsibilities, Agency assigned missions, Agency and Enterprise lead programs, and other roles in support of NASA's vision and mission. All Federal agencies are required by the 1993 Government Performance and Results Act to implement a long-term strategic planning process that includes measurable outcomes and strict accountability. At NASA, this planning process is shaped by the Space Act of 1958, annual appropriations, and other external mandates, as well as by customer requirements. The resulting Strategic Plan sets the overall architecture for what we do, identifies who our customers are, and directs where we are going and why. The Strategic Plan is the basis upon which decisions regarding program implementation and resource deployment are made. Whereas the strategic planning process examines the long-term direction of the organization and identifies a specific set of goals, the implementation planning process examines the detailed performance of the organization and allocates resources toward meeting these goals. It is the purpose of this implementation document to provide the connection between the NASA Strategic Plan and the specific programs and support functions that ARC employees perform. This connection flows from the NASA Strategic Plan, through the various Strategic Enterprise plans to the ARC Center of Excellence, primary missions, Lead Center programs, program support responsibilities, and ultimately, to the role of the individual ARC employee.

Developing a Strategic Program for Chilean Health Information Technology: Environmental Scan and Key Informant Interviews.

PubMed

Taylor, Erin Audrey; Fischer, Shira H; Gracner, Tadeja; Tejeda, Ivo; Kim, Alice; Chavez-Herrerias, Emilio; de la Guardia, Fernando Hoces

2016-06-20

As part of an effort to assist Chile in developing a strategic program to foster the development of the health information technology (health IT) sector over the next five to ten years, this study assesses the current state of health IT adoption and implementation in Chile, as well as the challenges and opportunities facing the sector over the coming years. The authors conducted an environmental scan and ten key informant interviews and found that there are a number of successful health IT projects and strategies for further development currently underway in Chile, but that the successful projects are generally localized within specific health care providers and lack integration. These and other challenges suggest significant potential for the Ministry of Economy and other stakeholders to take specific actions designed to encourage further development of the health IT sector in Chile over the coming years. The next phase of this effort will use the results from this study to develop a roadmap for the Ministry of Economy to encourage health IT development in Chile over the short, medium, and long terms.

Progress Report on Coordinating Federal Science, Technology, Engineering, and Mathematics (STEM) Education

ERIC Educational Resources Information Center

Executive Office of the President, 2016

2016-01-01

As called for in the America COMPETES Reauthorization Act of 2010, the National Science and Technology Council's (NSTC) Committee on STEM Education (CoSTEM) released, in May of 2013, the Federal Science, Technology, Engineering, and Mathematics (STEM) Education 5- Year Strategic Plan (Strategic Plan). As required by the Act, this report includes…

7 CFR 1484.72 - How is program effectiveness measured?

Code of Federal Regulations, 2010 CFR

2010-01-01

... 7 Agriculture 10 2010-01-01 2010-01-01 false How is program effectiveness measured? 1484.72... effectiveness measured? (a) The Government Performance and Results Act (GPRA) of 1993 (5 U.S.C. 306; 31 U.S.C..., providing the basis for the strategic plan. The evaluation results guide the development and scope of a...

Helping Students and the Bottom Line: Creating a Module-Based Academic Program to Drive SEM Goals

ERIC Educational Resources Information Center

Levine, Jeffrey P.

2012-01-01

The chief academic officer to whom the author once reported gave him the freedom to be creative in implementing their institution's then-new, three-year strategic enrollment management (SEM) plan. For the fall 2010 semester, they had already exceeded projected net-tuition dollar amounts for the entire academic year. Just five months prior to…

Advancing Virginia: Access, Alignment, Investment. The 2007-13 Strategic Plan for Higher Education in Virginia

ERIC Educational Resources Information Center

State Council of Higher Education for Virginia, 2007

2007-01-01

Despite many accomplishments and a widely-praised system, there remain significant challenges to address in higher education in Virginia: (1) Although the state performs well in six-year graduation rates for bachelor degree programs, graduation rates at specific four-year institutions range from the very high end of the spectrum to the very low;…

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

Federal Register 2010, 2011, 2012, 2013, 2014

2013-09-24

..., Recontamination (FY14 New Start). Austin, TX. 1:45 p.m 14 ER03-028 (ER-2429): Combining Mass Balance Dr. Philip... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development... following meeting of the Strategic Environmental Research and Development Program, Scientific Advisory Board...

Administering Adult Literacy Programs: The Role of Strategic Planning.

ERIC Educational Resources Information Center

Michael, Steve Olu

In an era of rising public criticism of education and decreasing resources, strategic planning can be a major tool for educational administrators who wish to respond to the increasing challenges their adult literacy programs face. Strategic planning can be defined as a disciplined effort to produce fundamental decisions and actions that shape and…

A Technology Plan for Enabling Commercial Space Business

NASA Technical Reports Server (NTRS)

Lyles, Garry M.

1997-01-01

The National Aeronautics and Space Administration's (NASA) Advanced Space Transportation Program is a customer driven, focused technology program that supports the NASA Strategic Plan and considers future commercial space business projections. The initial cycle of the Advanced Space Transportation Program implementation planning was conducted from December 1995 through February 1996 and represented increased NASA emphasis on broad base technology development with the goal of dramatic reductions in the cost of space transportation. The second planning cycle, conducted in January and February 1997, updated the program implementation plan based on changes in the external environment, increased maturity of advanced concept studies, and current technology assessments. The program has taken a business-like approach to technology development with a balanced portfolio of near, medium, and long-term strategic targets. Strategic targets are influenced by Earth science, space science, and exploration objectives as well as commercial space markets. Commercial space markets include those that would be enhanced by lower cost transportation as well as potential markets resulting in major increases in space business induced by reductions in transportation cost. The program plan addresses earth-to-orbit space launch, earth orbit operations and deep space systems. It also addresses all critical transportation system elements; including structures, thermal protection systems, propulsion, avionics, and operations. As these technologies are matured, integrated technology flight experiments such as the X-33 and X-34 flight demonstrator programs support near-term (one to five years) development or operational decisions. The Advanced Space Transportation Program and the flight demonstrator programs combine business planning, ground-based technology demonstrations and flight demonstrations that will permit industry and NASA to commit to revolutionary new space transportation systems beginning at the turn of the century and continuing far into the future.

A concept for performance management for Federal science programs

USGS Publications Warehouse

Whalen, Kevin G.

2017-11-06

The demonstration of clear linkages between planning, funding, outcomes, and performance management has created unique challenges for U.S. Federal science programs. An approach is presented here that characterizes science program strategic objectives by one of five “activity types”: (1) knowledge discovery, (2) knowledge development and delivery, (3) science support, (4) inventory and monitoring, and (5) knowledge synthesis and assessment. The activity types relate to performance measurement tools for tracking outcomes of research funded under the objective. The result is a multi-time scale, integrated performance measure that tracks individual performance metrics synthetically while also measuring progress toward long-term outcomes. Tracking performance on individual metrics provides explicit linkages to root causes of potentially suboptimal performance and captures both internal and external program drivers, such as customer relations and science support for managers. Functionally connecting strategic planning objectives with performance measurement tools is a practical approach for publicly funded science agencies that links planning, outcomes, and performance management—an enterprise that has created unique challenges for public-sector research and development programs.

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.

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

DOE Office of Scientific and Technical Information (OSTI.GOV)

McGinnis and Associates LLC

2008-08-01

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

Subaru SEEDS Survey of Exoplanets and Disks

NASA Astrophysics Data System (ADS)

McElwain, Michael W.; SEEDS Collaboration

2012-01-01

The Strategic Exploration of Exoplanets and Disks at Subaru (SEEDS) is the first strategic observing program (SSOPs) awarded by the National Astronomical Observatory of Japan (NAOJ). SEEDS targets a broad sample of stars that span a wide range of masses and ages to explore the formation and evolution of planetary systems. This survey has been awarded 120 nights over five years time to observe nearly 500 stars. Currently in the second year, SEEDS has already uncovered exciting new results for the protoplanetary disk AB Aur, transitional disk LkCa15, and nearby companion to GJ 758. We present the survey architecture, performance, recent results, and the projected sample. Finally, we will discuss planned upgrades to the high contrast instrumentation at the Subaru Telescope.

Signposts of Planets Observed by SEEDS

NASA Technical Reports Server (NTRS)

McElwain, Michael

2011-01-01

The Strategic Exploration of Exoplanets and Disks at Subaru (SEEDS) is the first strategic observing program (SSOPs) awarded by the National Astronomical Observatory of Japan (NAOJ). SEEDS targets a broad sample of stars that span a wide range of masses and ages to explore the formation and evolution of planetary systems. This survey has been awarded 120 nights over five years time to observe nearly 500 stars. Currently in the second year, SEEDS has already produced exciting new results for the protoplanetary disk AB AUf, transitional disk LkCa15, and nearby companion to GJ 758. We present the survey architecture, performance, recent results, and the projected sample. Finally, we will discuss planned upgrades to the high contrast instrumentation at the Subaru

Subaru SEEDS Survey of Exoplanets and Disks

NASA Technical Reports Server (NTRS)

McElwain, Michael W.

2012-01-01

The Strategic Exploration of Exoplanets and Disks at Subaru (SEEDS) is the first strategic observing program (SSOPs) awarded by the National Astronomical Observatory of Japan (NAOJ). SEEDS targets a broad sample of stars that span a wide range of masses and ages to explore the formation and evolution of planetary systems. This survey has been awarded 120 nights over five years time to observe nearly 500 stars. Currently in the second year, SEEDS has already produced exciting new results for the protoplanetary disk AB Aur, transitional disk LkCa15, and nearby companion to GJ 758. We present the survey architecture, performance, recent results, and the projected sample. Finally, we will discuss planned upgrades to the high contrast instrumentation at the Subaru Telescope

From vision to reality: strategic agility in complex times.

PubMed

Soule, Barbara M

2002-04-01

Health care is experiencing turbulent times. Change has become the constant. Complexity and sometimes chaos are common characteristics. Within this context, infection control professionals strive to maintain their practices, achieve excellence, and plan for the future. As demands shift and expectations increase, professionals in infection surveillance, prevention, and control (ISPC) programs must develop strategic agility. This article describes the rationale for strategic thinking and action set within a framework of 6 thought-provoking questions. It also describes a number of techniques to use for thinking strategically, such as designing visions, becoming entrepreneurial, and engaging in creative and futuristic exercises to evaluate possibilities for program direction. These techniques can guide individual professionals or ISPC programs in strategic decision-making that will increase the ability to survive and succeed in the future.

Amy Schwab | NREL

Science.gov Websites

strategic scenario planning and analysis Program portfolio analysis Program management, planning and strategic execution Change management and operational improvement Research Interests Bioenergy supply chains management, organizational improvement, and program and project management. Prior Work Experience Consultant

Young children can tell strategic lies after committing a transgression.

PubMed

Fu, Genyue; Evans, Angela D; Xu, Fen; Lee, Kang

2012-09-01

This study investigated whether young children make strategic decisions about whether to lie to conceal a transgression based on the lie recipient's knowledge. In Experiment 1, 168 3- to 5-year-olds were asked not to peek at the toy in the experimenter's absence, and the majority of children peeked. Children were questioned about their transgression in either the presence or absence of an eyewitness of their transgression. Whereas 4- and 5-year-olds were able to adjust their decisions of whether to lie based on the presence or absence of the eyewitness, 3-year-olds did not. Experiments 2 and 3 manipulated whether the lie recipient appeared to have learned information about children's peeking from an eyewitness or was merely bluffing. Results revealed that when the lie recipient appeared to be genuinely knowledgeable about their transgression, even 3-year-olds were significantly less likely to lie compared with when the lie recipient appeared to be bluffing. Thus, preschool children are able to make strategic decisions about whether to lie or tell the truth based on whether the lie recipient is genuinely knowledgeable about the true state of affairs. Copyright © 2012 Elsevier Inc. All rights reserved.

Survival After Ventricular Fibrillation Cardiac Arrest in the Sao Paulo Metropolitan Subway System: First Successful Targeted Automated External Defibrillator (AED) Program in Latin America.

PubMed

Gianotto-Oliveira, Renan; Gonzalez, Maria Margarita; Vianna, Caio Brito; Monteiro Alves, Maurício; Timerman, Sergio; Kalil Filho, Roberto; Kern, Karl B

2015-10-09

Targeted automated external defibrillator (AED) programs have improved survival rates among patients who have an out-of-hospital cardiac arrest (OHCA) in US airports, as well as European and Japanese railways. The Sao Paulo (Brazil) Metro subway carries 4.5 million people per day. A targeted AED program was begun in the Sao Paulo Metro with the objective to improve survival from cardiac arrest. A prospective, longitudinal, observational study of all cardiac arrests in the Sao Paulo Metro was performed from September 2006 through November 2012. This study focused on cardiac arrest by ventricular arrhythmias, and the primary endpoint was survival to hospital discharge with minimal neurological impairment. A total of 62 patients had an initial cardiac rhythm of ventricular fibrillation. Because no data on cardiac arrest treatment or outcomes existed before beginning this project, the first 16 months of the implementation was used as the initial experience and compared with the subsequent 5 years of full operation. Return of spontaneous circulation was not different between the initial 16 months and the subsequent 5 years (6 of 8 [75%] vs. 39 of 54 [72%]; P=0.88). However, survival to discharge was significantly different once the full program was instituted (0 of 8 vs. 23 of 54 [43%]; P=0.001). Implementation of a targeted AED program in the Sao Paulo Metro subway system saved lives. A short interval between arrest and defibrillation was key for good long-term, neurologically intact survival. These results support strategic expansion of targeted AED programs in other large Latin American cities. © 2015 The Authors. Published on behalf of the American Heart Association, Inc., by Wiley Blackwell.

NASA Program Office Technology Investments to Enable Future Missions

NASA Astrophysics Data System (ADS)

Thronson, Harley; Pham, Thai; Ganel, Opher

2018-01-01

The Cosmic Origins (COR) and Physics of the Cosmos (PCOS) Program Offices (POs) reside at NASA GSFC and implement priorities for the NASA HQ Astrophysics Division (APD). One major aspect of the POs’ activities is managing our Strategic Astrophysics Technology (SAT) program to mature technologies for future strategic missions. The Programs follow APD guidance on which missions are strategic, currently informed by the NRC’s 2010 Decadal Survey report, as well as APD’s Implementation Plan and the Astrophysics Roadmap.In preparation for the upcoming 2020 Decadal Survey, the APD has established Science and Technology Definition Teams (STDTs) to study four large-mission concepts: the Origins Space Telescope (née, Far-IR Surveyor), Habitable Exoplanet Imaging Mission, Large UV/Optical/IR Surveyor, and Lynx (née, X-ray Surveyor). The STDTs will develop the science case and design reference mission, assess technology development needs, and estimate the cost of their concept. A fifth team, the L3 Study Team (L3ST), was charged to study potential US contributions to ESA’s planned Laser Interferometer Space Antenna (LISA) gravitational-wave observatory.The POs use a rigorous and transparent process to solicit technology gaps from the scientific and technical communities, and prioritize those entries based on strategic alignment, expected impact, cross-cutting applicability, and urgency. For the past two years, the technology-gap assessments of the four STDTs and the L3ST are included in our process. Until a study team submits its final report, community-proposed changes to gaps submitted or adopted by a study team are forwarded to that study team for consideration.We discuss our technology development process, with strategic prioritization informing calls for SAT proposals and informing investment decisions. We also present results of the 2017 technology gap prioritization and showcase our current portfolio of technology development projects. To date, 96 COR and 86 PCOS SAT proposals have been received, of which 22 COR and 28 PCOS projects were awarded. For more information, see the Program Annual Technology Reports available through the PO Technology web page at https://apd440.gsfc.nasa.gov/technology.html .

The U.S. Geological Survey Strategic Plan 1999-2009

USGS Publications Warehouse

,

1999-01-01

This new version of the USGS Strategic Plan builds on our first strategic plan, which was developed in 1996, and focuses specifically on strategic goals in four areas: customers, programs, people, and operations of the USGS.

DOE Biomass Power Program: Strategic Plan 1996-2015

DTIC Science & Technology

1996-12-01

C P L A N 1 9 9 6 - 2 0 1 5 Report Documentation Page Form ApprovedOMB No. 0704-0188 Public reporting burden for the collection of...Operations and Reports , 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other...valid OMB control number. 1. REPORT DATE 1996 2. REPORT TYPE N/A 3. DATES COVERED - 4. TITLE AND SUBTITLE DOE Biomass Power Program 5a

Impact of malaria interventions on child mortality in endemic African settings: comparison and alignment between LiST and Spectrum-Malaria model.

PubMed

Korenromp, Eline; Hamilton, Matthew; Sanders, Rachel; Mahiané, Guy; Briët, Olivier J T; Smith, Thomas; Winfrey, William; Walker, Neff; Stover, John

2017-11-07

In malaria-endemic countries, malaria prevention and treatment are critical for child health. In the context of intervention scale-up and rapid changes in endemicity, projections of intervention impact and optimized program scale-up strategies need to take into account the consequent dynamics of transmission and immunity. The new Spectrum-Malaria program planning tool was used to project health impacts of Insecticide-Treated mosquito Nets (ITNs) and effective management of uncomplicated malaria cases (CMU), among other interventions, on malaria infection prevalence, case incidence and mortality in children 0-4 years, 5-14 years of age and adults. Spectrum-Malaria uses statistical models fitted to simulations of the dynamic effects of increasing intervention coverage on these burdens as a function of baseline malaria endemicity, seasonality in transmission and malaria intervention coverage levels (estimated for years 2000 to 2015 by the World Health Organization and Malaria Atlas Project). Spectrum-Malaria projections of proportional reductions in under-five malaria mortality were compared with those of the Lives Saved Tool (LiST) for the Democratic Republic of the Congo and Zambia, for given (standardized) scenarios of ITN and/or CMU scale-up over 2016-2030. Proportional mortality reductions over the first two years following scale-up of ITNs from near-zero baselines to moderately higher coverages align well between LiST and Spectrum-Malaria -as expected since both models were fitted to cluster-randomized ITN trials in moderate-to-high-endemic settings with 2-year durations. For further scale-up from moderately high ITN coverage to near-universal coverage (as currently relevant for strategic planning for many countries), Spectrum-Malaria predicts smaller additional ITN impacts than LiST, reflecting progressive saturation. For CMU, especially in the longer term (over 2022-2030) and for lower-endemic settings (like Zambia), Spectrum-Malaria projects larger proportional impacts, reflecting onward dynamic effects not fully captured by LiST. Spectrum-Malaria complements LiST by extending the scope of malaria interventions, program packages and health outcomes that can be evaluated for policy making and strategic planning within and beyond the perspective of child survival.

20 CFR 661.420 - Under what conditions may a Governor request, and the Secretary approve, a general waiver of...

Code of Federal Regulations, 2010 CFR

2010-04-01

... elected officials: (1) By submitting a waiver plan which may accompany the State's WIA 5-year strategic... waiver and how those goals relate to the Strategic Plan goals; (2) Describes the actions that the State... outcomes and to implement other appropriate measures to ensure accountability. (f) The Secretary will issue...

Arts Education Grants, Fiscal Year 2009

ERIC Educational Resources Information Center

National Assembly of State Arts Agencies, 2011

2011-01-01

National Assembly of State Arts Agencies (NASAA) is the authority on state arts agency funding and grant making. NASAA publications provide extensive information on strategic planning, needs assessment and program evaluation methods specifically adapted to public arts agencies. This document presents the total number of arts education grant awards…

Strategic Environmental Research and Development Program, Fiscal Year 2007

DTIC Science & Technology

2008-02-01

NDMA ), a product of rocket fuel, in groundwater...National Association of Ordnance Contractors iv Acronyms and Abbreviations (continued) NBVC Naval Base Ventura County NDMA N...Berkeley • Abiotic and Biotic Mechanisms Controlling In Situ Remediation of NDMA (ER-1421), Pacific Northwest National Laboratory • Biodegradation

48 CFR 307.7101 - Policy.

Code of Federal Regulations, 2010 CFR

2010-10-01

... services available from only one source. (4) Proposals under the Small Business Innovative Research (SBIR) and Small Business Technology Transfer (STTR) programs. (5) Acquisition of commercial items/services... under HHS-wide strategic sourcing vehicles. (8) Contract/order modifications that— (i) Exercise options...

Establishing space activities in non-space faring nations: An example of university-based strategic planning

NASA Astrophysics Data System (ADS)

Faure, Pauline; Cho, Mengu; Maeda, George

2018-07-01

In 2015, Kyushu Institute of Technology initiated the Joint Global Multi-Nation Birds Satellite (BIRDS) program. As of September 2017, young professionals from Bangladesh, Ghana, Nigeria, Thailand, Mongolia, Philippines, Malaysia, and Bhutan are being involved in BIRDS program. To help the young professionals acquiring the right tools and preparing them to successfully establish indigenous space activities, the space strategic planning project was established in February 2017. During the project, young professionals from Bangladesh, Ghana, Mongolia, and Bhutan were invited to think about the strategy their home country should be following in the next ten years to achieve their country's goals in terms of space sciences, engineering, and utilization, while respecting the country needs and constraints. In this paper, the efforts undertaken by the different young professionals are reported and the guidelines for each country space strategic planning are described. From this work, the authors aim at promoting space activities development in non-space faring nations and encouraging non-space faring nations to find their right strategy to achieve sustainable indigenous space activities despite the nation's constraints.

The Development of Strategic Thinking: Learning to Impact Human Systems in a Youth Activism Program

ERIC Educational Resources Information Center

Larson, Reed; Hansen, David

2005-01-01

Human systems, including institutional systems and informal social networks, are a major arena of modern life. We argue that distinct forms of pragmatic reasoning or "strategic thinking" are required to exercise agency within such systems. This article explores the development of strategic thinking in a youth activism program in which young people…

U.S. Department of Energy Office of Indian Energy Policy and Programs: Strategic Roadmap 2025

DOE Office of Scientific and Technical Information (OSTI.GOV)

The U.S. Department of Energy Office of Indian Energy Policy and Programs Strategic Roadmap 2025 outlines strategic target areas and tactical actions to ensure the Office remains aligned with its congressional mandates and DOE goals, and that it can be responsive to changing conditions in Indian Country and the nation.

The CNCC Five-Year Plan of Action, 1989-90 to 1993-94.

ERIC Educational Resources Information Center

Colorado Northwestern Community Coll., Rangely.

This six-part report describes the recently developed 5-year strategic plan of action for Colorado Northwestern Community College (CNCC), reviewing the mission and goals of the college, stating 21 organizational objectives in order of priority, and detailing implementation activities for each of the 5 years of the plan. Part I provides a brief…

Is Weapon System Cost Growth Increasing? A Quantitative Assessment of Completed and Ongoing Programs

DTIC Science & Technology

2007-01-01

analysis of the point at five years past MS B may be prudent. 49 APPENDIX A Completed Programs Aircraft A-7D Corsair II Data are from September 1969...rocket vehicle used to deploy satellites to higher orbits from the space shuttle payload bay or atop the Titan IV booster. SARs report that quantities...Cost Growth Increasing? Other Common Strategic Rotary Launcher This program designed and built mechanisms housed within bomb bays to accommodate the

The New Jersey Nursing Initiative: building sustainable collaboration.

PubMed

Bakewell-Sachs, Susan; Mertz, Lynn M; Egreczky, Dana; Ladden, Maryjoan

2011-01-01

The New Jersey Nursing Initiative was publically launched in 2009 as a 5-year, $22 million program of the Robert Wood Johnson Foundation based at the New Jersey Chamber of Commerce Foundation. It was reauthorized in 2011 through 2016 for an additional $8.5 million. The initiative includes a faculty preparation program and strategic tracks of work focusing on building education capacity, increasing current faculty capacity, making nurse faculty a preferred career, leading policy initiatives, creating sustainable funding in support of nursing education, and ultimately, building local, regional, and statewide collaborative networks. The tagline, "So a Nurse will be there for You," emphasizes both the reality of an aging nursing workforce needing replacement and the expected health care transformation that will result in the need for new knowledge and skills in the future nursing workforce. The purpose of this article was to describe the New Jersey Nursing Initiative, emphasizing the partnerships that have resulted from the project to date. Copyright © 2011 Elsevier Inc. All rights reserved.

Acquisition Management for System of Systems: Affordability through Effective Portfolio Management

DTIC Science & Technology

2013-04-01

the management of strategic “ portfolios of systems” in military acquisitions; this includes application of Real Options (RO) theory and metrics such...Affordability Through Effective Portfolio Management Navindran Davendralingam and Daniel DeLaurentis Purdue University Published April 1, 2013...Systems: Affordability Through Effective Portfolio Management 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d

Evaluation of Q-band instrumentation requirements for Strategic Satellite System (SSS) program

NASA Astrophysics Data System (ADS)

Raponi, D. J.

1981-12-01

Q-band instrumentation appropriate for testing the Strategic Satellite System (SSS) satellite terminal is evaluated in terms of current and projected availability; desired and practical measurement capabilities; required development; and schedule/cost impacts to the program. The Air Force is considering several approaches to increasing the strategic communications capability now provided by the recently deployed ultra high frequency (UHF) Air Force Satellite Communications (AFSATCOM) system. The Strategic Satellite System (SSS) was proposed to improve antijam (AJ) characteristics through the use of advanced modulation techniques and higher frequencies (8 and 44 GHz) on links between ground and airborne terminals and the satellites. This report is an assessment of Q-band (44 GHz) test instrumentation requirements, availability, and accuracy as these factors affect cost and schedule for the SSS satellite terminal development program. Though the SSS program has been cancelled, information presented in the report has applicability to the EHF MILSTAR program.

Strategic Human Resources Management of Employer Cooperative Education Programs.

ERIC Educational Resources Information Center

Nielsen, Richard P.; Porter, Ralph C.

1982-01-01

This article discusses effective strategic planning and management of employer cooperative education programs. It examines types of planning, the need for such programs, and implementation strategies. Several case studies are considered: Dayton-Hudson, IBM, AT&T, Delta Airlines, and Rockwell International. (CT)

Strategic Planning and Doctor Of Nursing Practice Education: Developing Today's and Tomorrow's Leaders.

PubMed

Falk, Nancy L; Garrison, Kenneth F; Brown, Mary-Michael; Pintz, Christine; Bocchino, Joseph

2015-01-01

Strategic planning and thinking skills are essential for today's nurse leaders. Doctor of nursing practice (DNP) programs provide an opportunity for developing effective nurse strategists. A well-designed strategy course can stimulate intellectual growth at all levels of Bloom's Taxonomy. Discussion forums in online education provide new opportunities for rich interaction among peers en route to development of well-informed strategic plans. An interprofessional perspective adds a rich and vital aspect to doctoral nursing education and it serves to inform strategic plan development. A roadmap for teaching strategic planning to current and future nursing leaders will guide the integration of essential content into DNP programs.

Why Linking Budgets to Plans Has Proven Difficult in Higher Education.

ERIC Educational Resources Information Center

Schmidtlein, Frank A.

1990-01-01

Conclusions from two studies (including a three-year nationwide study of higher education institutional planning) concern types of planning (strategic, program, facility, operational, budget, and issue-specific), and limitations (the limited powers of prediction and the political character of planning and budgeting). Types of budgeting processes…

Seven Years of Gender Equity: Building California's Workforce.

ERIC Educational Resources Information Center

California Community Colleges, Sacramento. Office of the Chancellor.

Since 1984, the Gender Equity and Civil Rights specialist of the Chancellor's Office of the California Community Colleges (CCC) has led the colleges in the strategic development of statewide and college-based Gender Equity, Single Parent, Displaced Homemaker, and Single Pregnant Woman programs designed to improve access and eliminate barriers to…

OCLC Annual Report 1998/99. A Great Time for Libraries!

ERIC Educational Resources Information Center

OCLC Online Computer Library Center, Inc., Dublin, OH.

Beginning this annual report is a letter to OCLC members from OCLC President and Chief Executive Jay Jordan. The report contains the following sections: (1) program and financial highlights; (2) the year in review, including membership events, online services, strategic alliances, Forest Press, preservation resources, research, and the OCLC…

U.S. Department of Education Federal Student Aid Five-Year Plan, 2006-2010

ERIC Educational Resources Information Center

US Department of Education, 2006

2006-01-01

This document reflects Federal Student Aid's solid progress in meeting strategic objectives since becoming a Performance-Based Organization. Specifically, the plan addresses continuing efforts to increase program integrity, improve customer service and achieve measurable results in the management and administration of the Title IV student…

75 FR 37815 - Agency Information Collection Activities: Two-Year Extension of an Existing Information...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-06-30

... measures, collects data on overall project performance related to the Bureau's strategic goals, objectives, outcomes, and indicators. Progress will be measured based on the objectives of the grant project, and... health professions and nursing education and training programs. The reporting system measures the grantee...

Making Strategic Decisions: Conducting and Using Research on the Impact of Sequenced Library Instruction

ERIC Educational Resources Information Center

Lundstrom, Kacy; Martin, Pamela; Cochran, Dory

2016-01-01

This study explores the relationship between course grades and sequenced library instruction interventions throughout psychology students' curriculum. Researchers conducted this study to inform decisions about sustaining and improving program integrations for first- and second-year composition courses and to improve discipline-level integrations.…

Office of Strategic Programs FY 2017 Budget At-A-Glance

DOE Office of Scientific and Technical Information (OSTI.GOV)

None

2016-03-01

The Office of Strategic Programs (OSP) increases the overall effectiveness and impact of all EERE activities through key cross-cutting initiatives and strategic analysis, communications, and technology-to-market activities. OSP’s work directly contributes to EERE’s mission, facilitates and amplifies the successes of EERE technology offices, and soundly and consistently informs the Assistant Secretary’s decisions.

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

NASA Astrophysics Data System (ADS)

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

NASA Technical Reports Server (NTRS)

1990-01-01

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

Energy Innovation Acceleration Program

DOE Office of Scientific and Technical Information (OSTI.GOV)

Wolfson, Johanna

The Energy Innovation Acceleration Program (IAP) – also called U-Launch – has had a significant impact on early stage clean energy companies in the Northeast and on the clean energy economy in the Northeast, not only during program execution (2010-2014), but continuing into the future. Key results include: Leverage ratio of 105:1; $105M in follow-on funding (upon $1M investment by EERE); At least 19 commercial products launched; At least 17 new industry partnerships formed; At least $6.5M in revenue generated; >140 jobs created; 60% of assisted companies received follow-on funding within 1 year of program completion; In addition to themore » direct measurable program results summarized above, two primary lessons emerged from our work executing Energy IAP:; Validation and demonstration awards have an outsized, ‘tipping-point’ effect for startups looking to secure investments and strategic partnerships. An ecosystem approach is valuable, but an approach that evaluates the needs of individual companies and then draws from diverse ecosystem resources to fill them, is most valuable of all.« less

U.S. Climate Change Science Program. Vision for the Program and Highlights of the Scientific Strategic Plan

NASA Technical Reports Server (NTRS)

2003-01-01

The vision document provides an overview of the Climate Change Science Program (CCSP) long-term strategic plan to enhance scientific understanding of global climate change.This document is a companion to the comprehensive Strategic Plan for the Climate Change Science Program. The report responds to the Presidents direction that climate change research activities be accelerated to provide the best possible scientific information to support public discussion and decisionmaking on climate-related issues.The plan also responds to Section 104 of the Global Change Research Act of 1990, which mandates the development and periodic updating of a long-term national global change research plan coordinated through the National Science and Technology Council.This is the first comprehensive update of a strategic plan for U.S. global change and climate change research since the origal plan for the U.S. Global Change Research Program was adopted at the inception of the program in 1989.

Pellissippi State Technical Community College Five-Year Strategic Planning Directions, 1998-2003.

ERIC Educational Resources Information Center

Pellissippi State Technical Community Coll., Knoxville, TN.

The document contains the strategic plan for Pellissippi State Technical Community College (Tennessee). The previous five-year strategic plan, "The Pathfinder Project," was prepared in 1994 but was out of date before the end of the five-year planning cycle. To secure information for projecting new five-year strategic directions and goals…

76 FR 46756 - Strategic Environmental Research and Development Program (SERDP), Scientific Advisory Board

Federal Register 2010, 2011, 2012, 2013, 2014

2011-08-03

... research and development projects related to the Munitions Response and Resource Conservation and Climate Change program areas. These projects are requesting Strategic Environmental Research and Development...

Integrated Requirements Analysis and Technology Roadmaps

NASA Technical Reports Server (NTRS)

1997-01-01

In fiscal year 1997, Strategic Insight performed analytical studies for NASA's Highly Reusable Space Transportation (HRST) program, creating program documents which illuminated technical requirements and critical research opportunities. Studies were performed to structure and confirm HRST's evolving technical requirements, building on Marshall's Phase 1 work, which defined HRST system concepts, analytical tools and high-level issues for assessment in Phase 2. Specifically, Strategic Insight: (1) Performed a requirements analysis to update HRST: An Advanced Concepts Study, Study Guidelines, Version 2.0 of January 22, 1996; only minor changes were recommended for the given parameters of interest to concept designers; (2) Conducted mini-workshops during HRST Working Group meetings on April 14-15, 1997 and July 22-24, 1997; and (3) Created structures for technology road maps of candidate HRST concepts, both subsystem and end-to-end concepts, emerging from the 13 cooperative agreement projects.

Aligning the honors program with AGU's mission

NASA Astrophysics Data System (ADS)

Fine, Rana A.; Paredes, Elizabeth

2012-08-01

Over the past 2 years, AGU's Honors and Recognition (H&R) Committee (http://www.agu.org/about/governance/committees_boards/honors-recog.shtml) has been working to better align the Union medals, awards, and prizes with AGU's new vision, core values, and strategic plan. The changes described below have been approved by the AGU Council. The H&R Committee reviewed and evaluated its charge to see how it can be aligned to better support AGU's strategic plan (http://www.agu.org/about/strategic_plan.shtml). The committee formally defined medals, awards, and prizes. Medals are given for a scientific body of work in Earth and space sciences. Awards are related to science, society, and talent pool goals. Prizes are presented jointly by AGU and some other nonprofit, for-profit, government, and/or nongovernmental entities and involve significant funding.

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.…

NASA Environmental Control and Life Support Technology Development and Maturation for Exploration: 2015 to 2016 Overview

NASA Technical Reports Server (NTRS)

Schneider, Walter F.; Gatens, Robyn L.; Anderson, Molly S.; Broyan, James L.; MaCatangay, Ariel V.; Shull, Sarah A.; Perry, Jay L.; Toomarian, Nikzad

2016-01-01

Over the last year, the National Aeronautics and Space Administration (NASA) has continued to refine the understanding and prioritization of technology gaps that must be closed in order to achieve Evolvable Mars Campaign objectives and near term objectives in the cislunar proving ground. These efforts are reflected in updates to the technical area roadmaps released by NASA in 2015 and have guided technology development and maturation tasks that have been sponsored by various programs. This paper provides an overview of the refined Environmental Control and Life Support (ECLS) strategic planning, as well as a synopsis of key technology and maturation project tasks that occurred in 2014 and early 2015 to support the strategic needs. Plans for the remainder of 2015 and subsequent years are also described.

SUBTASK 6.1 – STRATEGIC STUDIES

DOE Office of Scientific and Technical Information (OSTI.GOV)

Erickson, Thomas; Harju, John; Steadman, Edward

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

U.S. Strategic Nuclear Forces: Background, Developments, and Issues

DTIC Science & Technology

2016-09-27

meet the terms of the New START Treaty. The Air Force is also modernizing the Minuteman missiles, replacing and upgrading their rocket motors...began in 1998 and has been replacing the propellant, the solid rocket fuel, in the Minuteman motors to extend the life of the rocket motors. A...complete the program. It has not requested additional funding in subsequent years. Propulsion System Rocket Engine Program (PSRE) According to the Air

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.

Toward the 21st Century: Preparing Strategic Thinkers in Graduate and Postgraduate Education.

ERIC Educational Resources Information Center

Groff, Warren H.

The paper describes three programs designed to produce strategic thinkers capable of improving the quality of human services in a variety of areas (business, health care and human services, government, military, and industry). The programs are: (1) a doctoral program in children and youth studies; (2) a doctoral program specialty in vocational,…

Customer Satisfaction Assessment at the Pacific Northwest National Laboratory

DOE Office of Scientific and Technical Information (OSTI.GOV)

Anderson, Dale N.; Sours, Mardell L.

2000-03-20

The Pacific Northwest National Laboratory (PNNL) is developing and implementing a customer satisfaction assessment program (CSAP) to assess the quality of research and development provided by the laboratory. We present the customer survey component of the PNNL CSAP. The customer survey questionnaire is composed of 2 major sections, Strategic Value and Project Performance. The Strategic Value section of the questionnaire consists of 5 questions that can be answered with a 5 point Likert scale response. These questions are designed to determine if a project is directly contributing to critical future national needs. The Project Performance section of the questionnaire consistsmore » of 9 questions that can be answered with a 5 point Likert scale response. These questions determine PNNL performance in meeting customer expectations. Many approaches could be used to analyze customer survey data. We present a statistical model that can accurately capture the random behavior of customer survey data. The properties of this statistical model can be used to establish a "gold standard'' or performance expectation for the laboratory, and then assess progress. The gold standard is defined from input from laboratory management --- answers to 4 simple questions, in terms of the information obtained from the CSAP customer survey, define the standard: *What should the average Strategic Value be for the laboratory project portfolio? *What Strategic Value interval should include most of the projects in the laboratory portfolio? *What should average Project Performance be for projects with a Strategic Value of about 2? *What should average Project Performance be for projects with a Strategic Value of about 4? We discuss how to analyze CSAP customer survey data with this model. Our discussion will include "lessons learned" and issues that can invalidate this type of assessment.« less

Building a Model System of Developmental Services in Orange County

ERIC Educational Resources Information Center

Halfon, Neal; Russ, Shirley; Regalado, Michael

2004-01-01

In 1998, California voters passed Proposition 10, the California Children and Families First Act, which provides for an excise tax on tobacco products to fund parent education, health and child care programs that promote early childhood development for 0-5s. Since the adoption of its first Strategic Plan (2000), the Orange County First 5…

Outcomes of strategic alternative donor selection or suspending donor search based on Japan Marrow Donor Program coordination status.

PubMed

Kawashima, Naomi; Nishiwaki, Satoshi; Shimizu, Naoko; Kamoshita, Sonoko; Watakabe, Kyoko; Yokohata, Emi; Kurahashi, Shingo; Ozawa, Yukiyasu; Miyamura, Koichi

2018-05-01

In allogeneic hematopoietic stem cell transplantation (allo-HSCT) from unrelated donors, delays in donor search are adversely associated with patient outcome. However, the optimal duration for either waiting for an unrelated donor or selecting alternative sources remains undetermined. Using data from the Japan Marrow Donor Program (JMDP) registry, we retrospectively analyzed 349 adult patients who had searched for unrelated donors. Two hundred and three patients received allo-HSCT from JMDP donors (Group A) with a median of 140 days required to identify a donor, 60 received allo-HSCT from alternative sources (Group B) after a median of 111.5 days at which point either all donor candidates had failed or the patient achieved a second or subsequent complete remission, and 77 suspended allo-HSCT (Group C) after a median of 310 days. The 5-year overall survival (OS) rate in Group A was superior to that of Group C (48.6 vs 38.5%, P = 0.001). Although Group B included more patients with high or very high disease risk index (DRI) at the time of allo-HSCT compared with Group A, the 5-year OS was not significantly different between Groups A and B (48.6 vs 40.9%, P = 0.07), indicating that switching to alternative donors may benefit patients with high DRI.

Reagan issues mineral policy

NASA Astrophysics Data System (ADS)

The National Materials and Minerals Program plan and report that President Reagan sent to Congress on April 5 aims to ‘decrease America's minerals vulnerability’ while reducing future dependence on potentially unstable foreign sources of minerals. These goals would be accomplished by taking inventory of federal lands to determine mineral potential; by meeting the stockpile goals set by the Strategic and Critical Material Stockpiling Act; and by establishing a business and political climate that would encourage private-sector research and development on minerals.Now that the Administration has issued its plan, the Subcommittee on Mines and Mining of the House Committee on Interior and Insular Affairs will consider the National Minerals Security Act (NMSA), which was introduced 1 year ago by subcommittee chairman Jim Santini (D-Nev.) [Eos, May 19, 1981, p. 497]. The bill calls for establishing a three-member White-House-level council to coordinate the development of a national minerals policy; amending tax laws to assist the mining industry to make capital investments to locate and produce strategic materials; and creating a revolving fund for the sale and purchase of strategic minerals. In addition, the NMSA bill would allow the secretary of the interior to make previously withdrawn public lands available for mineral development. The subcommittee will hold a hearing on the Administration's plan on May 11. Interior Secretary James Watt has been invited to testify.

Developing and Fielding Information Dominance

DTIC Science & Technology

2002-01-01

Developing and Fielding Information Dominance Space and Naval Warfare Systems Command’s IT-21 Blocks 1 and 2 2002 Command and Control Research and...00-00-2002 4. TITLE AND SUBTITLE Developing and Fielding Information Dominance 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER...force levels were uncertain, the necessary role of information dominance to maintaining strategic superiority was not. Platform Centric Warfare, with its

Conceptualizing strategic environmental assessment: Principles, approaches and research directions

DOE Office of Scientific and Technical Information (OSTI.GOV)

Noble, Bram, E-mail: b.noble@usask.ca; Nwanekezie, Kelechi

Increasing emphasis has been placed in recent years on transitioning strategic environmental assessment (SEA) away from its environmental impact assessment (EIA) roots. Scholars have argued the need to conceptualize SEA as a process designed to facilitate strategic thinking, thus enabling transitions toward sustainability. The practice of SEA, however, remains deeply rooted in the EIA tradition and scholars and practitioners often appear divided on the nature and purpose of SEA. This paper revisits the strategic principles of SEA and conceptualizes SEA as a multi-faceted and multi-dimensional assessment process. It is suggested that SEA can be conceptualized as series of approaches operatingmore » along a spectrum from less to more strategic – from impact assessment-based to strategy-based – with each approach to SEA differentiated by the specific objectives of SEA application and the extent to which strategic principles are reflected in its design and implementation. Advancing the effectiveness of SEA requires a continued research agenda focused on improving the traditional SEA approach, as a tool to assess the impacts of policies, plans and programs (PPPs). Realizing the full potential of SEA, however, requires a new research agenda — one focused on the development and testing of a deliberative governance approach to SEA that can facilitate strategic innovations in PPP formulation and drive transitions in short-term policy and initiatives based on longer-term thinking. - Highlights: • SEA facilitates strategic thinking, enabling transitions toward sustainability. • SEA is conceptualized as a spectrum of approaches, from IA-based to strategy-based. • Each approach variably emphasizes strategic principles in its design and practice. • There is no one conceptualization of SEA that is best, SEA is fit for PPP purpose. • Research is needed to advance SEA to facilitate strategic PPP transformations.« less

A Comprehensive Fusion Liaison Officer Program: The Arizona Model

DTIC Science & Technology

2015-03-01

Office of Intelligence and Analysis, Office of Intelligence and Analysis Strategic Plan Fiscal Year 2011–Fiscal Year 2018 (Washington, DC: U.S...needs. The second chapter will provide a historical perspective to the reader on the creation of the post 9/11 city of Phoenix’s Liaison Officer...fusion centers’ benefit to address baseline capabilities and further benefit their home agencies. Chapter VI provides the reader recommendations and

Command, Control, Communication, Computers and Information Technology (C4&IT). Strategic Plan, FY2008 - 2012

DTIC Science & Technology

2008-01-01

Intentionally Blank 5 Table of Contents INTRODUCTION...18 Goal 5 : Organizational Excellence...fully realized in the next 5 years, it is clear that coordinated activity must occur now to improve the Coast Guard’s operational capabilities

Strategic Management in the Community College. New Directions for Community Colleges, Number 44.

ERIC Educational Resources Information Center

Myran, Gunder A., Ed.

1983-01-01

Articles in this sourcebook discuss six strategic areas of community college management: external relations, internal communication and working relationships, financial resources development and allocation, program and service development, staff development, and strategic planning. First, "Strategic Management in the Community College,"…

Impact of a Comprehensive Workplace Hand Hygiene Program on Employer Health Care Insurance Claims and Costs, Absenteeism, and Employee Perceptions and Practices

PubMed Central

Arbogast, James W.; Moore-Schiltz, Laura; Jarvis, William R.; Harpster-Hagen, Amanda; Hughes, Jillian; Parker, Albert

2016-01-01

Objective: The aim of this study was to determine the efficacy of a multimodal hand hygiene intervention program in reducing health care insurance claims for hygiene preventable infections (eg, cold and influenza), absenteeism, and subjective impact on employees. Methods: A 13.5-month prospective, randomized cluster controlled trial was executed with alcohol-based hand sanitizer in strategic workplace locations and personal use (intervention group) and brief hand hygiene education (both groups). Four years of retrospective data were collected for all participants. Results: Hygiene-preventable health care claims were significantly reduced in the intervention group by over 20% (P < 0.05). Absenteeism was positively impacted overall for the intervention group. Employee survey data showed significant improvements in hand hygiene behavior and perception of company concern for employee well-being. Conclusion: Providing a comprehensive, targeted, yet simple to execute hand hygiene program significantly reduced the incidence of health care claims and increased employee workplace satisfaction. PMID:27281645

Impact of a Comprehensive Workplace Hand Hygiene Program on Employer Health Care Insurance Claims and Costs, Absenteeism, and Employee Perceptions and Practices.

PubMed

Arbogast, James W; Moore-Schiltz, Laura; Jarvis, William R; Harpster-Hagen, Amanda; Hughes, Jillian; Parker, Albert

2016-06-01

The aim of this study was to determine the efficacy of a multimodal hand hygiene intervention program in reducing health care insurance claims for hygiene preventable infections (eg, cold and influenza), absenteeism, and subjective impact on employees. A 13.5-month prospective, randomized cluster controlled trial was executed with alcohol-based hand sanitizer in strategic workplace locations and personal use (intervention group) and brief hand hygiene education (both groups). Four years of retrospective data were collected for all participants. Hygiene-preventable health care claims were significantly reduced in the intervention group by over 20% (P < 0.05). Absenteeism was positively impacted overall for the intervention group. Employee survey data showed significant improvements in hand hygiene behavior and perception of company concern for employee well-being. Providing a comprehensive, targeted, yet simple to execute hand hygiene program significantly reduced the incidence of health care claims and increased employee workplace satisfaction.

Training hospital managers for strategic planning and management: a prospective study.

PubMed

Terzic-Supic, Zorica; Bjegovic-Mikanovic, Vesna; Vukovic, Dejana; Santric-Milicevic, Milena; Marinkovic, Jelena; Vasic, Vladimir; Laaser, Ulrich

2015-02-26

Training is the systematic acquisition of skills, rules, concepts, or attitudes and is one of the most important components in any organization's strategy. There is increasing demand for formal and informal training programs especially for physicians in leadership positions. This study determined the learning outcomes after a specific training program for hospital management teams. The study was conducted during 2006 and 2007 at the Centre School of Public Health and Management, Faculty of Medicine, University of Belgrade and included 107 participants involved in the management in 20 Serbian general hospitals. The management teams were multidisciplinary, consisting of five members on average: the director of the general hospital, the deputy directors, the head nurse, and the chiefs of support services. The managers attended a training program, which comprised four modules addressing specific topics. Three reviewers independently evaluated the level of management skills at the beginning and 12 months after the training program. Principal component analysis and subsequent stepwise multiple linear regression analysis were performed to determine predictors of learning outcomes. The quality of the SWOT (strengths, weaknesses, opportunities and threats) analyses performed by the trainees improved with differences between 0.35 and 0.49 on a Likert scale (p < 0.001). Principal component analysis explained 81% of the variance affecting their quality of strategic planning. Following the training program, the external environment, strategic positioning, and quality of care were predictors of learning outcomes. The four regression models used showed that the training program had positive effects (p < 0.001) on the ability to formulate a Strategic Plan comprising the hospital mission, vision, strategic objectives, and action plan. This study provided evidence that training for strategic planning and management enhanced the strategic decision-making of hospital management teams, which is a requirement for hospitals in an increasingly competitive, complex and challenging context. For the first time, half of state general hospitals involved in team training have formulated the development of an official strategic plan. The positive effects of the formal training program justify additional investment in future education and training.

Strategic financial analysis: the CFO's role in strategic planning.

PubMed

Litos, D M

1985-03-01

Strategic financial analysis, the financial information support system for the strategic planning process, provides information vital to maintaining a healthy bottom line. This article, the third in HCSM's series on the organizational components of strategic planning, reviews the role of the chief financial officer in determining which programs and services will best meet the future needs of the institution.

Does the United States’ Strategic Mobility Program Support the Needs of Operational Commanders

DTIC Science & Technology

2010-10-01

Does the United States’ Strategic Mobility Program Support the Needs of Operational Commanders? A Monograph by MAJ Erik E. Hilberg United...inability to project certain capabilities? This monograph argues that the Department of Defense’s shortfalls in strategic sealift will limit a ground...quantitative research associated with this study goes through a qualitative analysis. The research results of this study then undergo an examination

Central Asia’s Shrinking Connectivity Gap: Implications for U.S. Strategy

DTIC Science & Technology

2014-11-01

strategic research and analysis to influence policy debate and bridge the gap between military and academia. The Center for Strategic Leadership and...War College External Research Associates Program. Information on this program is available on our website, www.StrategicStudies Institute.army.mil...update the national security community on the research of our analysts, recent and forthcoming publications, and upcoming confer- ences sponsored by

76 FR 9052 - Comment Request for Information Collection for the Unemployment Insurance (UI) Facilitation of...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-02-16

... effectiveness and public accountability by focusing on program results, service quality, and customer satisfaction. Outcome Goal 1.3 in the Department's fiscal year (FY) 2011--2016 Strategic Plan--Help workers who... Measures The UI reemployment GPRA and UI Performs measures are defined as the percentage of all UI...

Segmentation Techniques for Expanding a Library Instruction Market: Evaluating and Brainstorming.

ERIC Educational Resources Information Center

Warren, Rebecca; Hayes, Sherman; Gunter, Donna

2001-01-01

Describes a two-part segmentation technique applied to an instruction program for an academic library during a strategic planning process. Discusses a brainstorming technique used to create a list of existing and potential audiences, and then describes a follow-up review session that evaluated the past years' efforts. (Author/LRW)

Wyoming Strategic Plan, 2005

ERIC Educational Resources Information Center

Wyoming Community College Commission, 2005

2005-01-01

Wyoming's colleges offer much more than academic and occupational technical degrees and certificates. In 2000, 27,703 Wyoming citizens, age 25 years and older, did not have a high school diploma. For this 12.14% of Wyoming's population, the Adult Basic Education (ABE) program at each of the colleges is designed to equip these adults with the…

Win-Win-Win

ERIC Educational Resources Information Center

Jackson, Nancy Mann

2012-01-01

Two years ago, members of a strategic planning committee at Woodberry Forest School set a goal to re-engage African-American and Hispanic alumni, many of whom had lost touch with the Virginia boarding school for boys. One of the committee's ideas was to launch a mentoring program to connect current minority students with minority alumni. Two years…

2015 Survey of Journalism and Mass Communication Enrollments: Challenges and Opportunities for a Changing and Diversifying Field

ERIC Educational Resources Information Center

Gotlieb, Melissa R.; McLaughlin, Bryan; Cummins, R. Glenn

2017-01-01

As with previous years, enrollments in journalism and mass communication programs in the United States have continued to decline. In 2015, such decline among undergraduate student enrollments was particularly prevalent in journalism sequences; in contrast, undergraduate enrollments in strategic communication sequences have seen some growth since…

US Intervention in Failed States: Bad Assumptions=Poor Outcomes

DTIC Science & Technology

2002-01-01

OUTCOMES THOMAS G. KNIGHT COURSE 5601 FUNDAMENTALS OF STRATEGIC LOGIC SEMINAR A PROFESSOR DR JANET BRESLIN-SMITH ADVISOR COL JACK... Outcomes 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7...in minor areas. - CNN effect - Post-Cold War ‘defense dividend’ possible imperative to ‘use it or lose it…’ - State failure = regional impacts

Physics Teacher Preparation's Role in the Transformation of a Physics Department

NASA Astrophysics Data System (ADS)

Kramer, Laird

2011-04-01

Physics teacher preparation programs offer one vehicle of creating sustained educational transformation within a physics department. Strategic implementations pave the way for developing more and better prepared physics teachers while providing a cohort of trained peer instructors to drive reform in the physics course sequence. We present the design and results of the new physics teacher preparation programs implemented at Florida International University (FIU). FIU implemented University of Colorado's Learning Assistant (LA) program in 2008, through the support of a PhysTEC Primary Partner Institute Grant. The LA program is an experiential teaching program for undergraduates that recruits and prepares future teachers while driving reform in the department, as LAs must experience research-validated curricula in order to make informed decisions about teaching in their future. FIU's Physics LA program now employs over 40 LAs, impacts over 2,000 introductory physics students per year, and is now fully sustained by university funding. The LA program's success has prompted a spread to chemistry, earth science, mathematics, and biology and serves as the foundation in the university's strategic vision. The impact is most compelling as FIU is a minority-serving urban public research institution in Miami, Florida serving over 42,000 students, of which 64% are Hispanic, 13% are Black, and 56% are women.

Survey determinant factors of telemedicine strategic planning from the managers and experts perspective in the health department, isfahan university of medical sciences.

PubMed

Keshvari, Hamid; Haddadpoor, Asefeh; Taheri, Behjat; Nasri, Mehran; Aghdak, Pezhman

2014-10-01

Awareness of Outlook, objectives, benefits and impact of telemedicine technology that can promote services quality, reduce costs, increase access to Specialized and subspecialty services, and immediately guide the health system subconsciously to the introduction greater use of technology. Therefore, the aim of this study was to determine the strengths, weaknesses, opportunities and threats in the telemedicine strategic planning from the managers and experts perspective in the health department, Isfahan University of Medical Sciences, in order to take a step towards facilitating strategic planning and approaching the equity aim in health in the province. This is a descriptive-analytical study, that data collection was done cross-sectional. The study population was composed of all managers and certified experts at the health department in Isfahan university of Medical Sciences. The sample size was 60 patients according to inclusion criteria. Information was collected by interview method. Researcher attempted to use the structured and specific questionnaire Then were investigated the viewpoints of experts and managers about determinative factors (strengths, weaknesses, opportunities and threats) in the strategic planning telemedicine. Data were analyzed using descriptive statistics (frequency, mean) and software SPSS 19. Data analysis showed that change management (100%) and continuity of supply of credit (79/3%) were weakness point within the organization and strengths of the program were, identity and health telemedicine programs (100%), goals and aspirations of the current directors of the organization and its compliance with the goals of telemedicine (100%), human resources interested using computers in daily activities in peripheral levels (93/1%). Also organization in the field of IT professionals, had opportunities, and repayment specialist's rights by insurance organizations is a threat for it. According to the strengths, weaknesses, opportunities and threats points determined by managers and experts, and compare it with success and failure factors, which are defined by different researchers, it seems will be fail to implement of telemedicine in the province at present. But according to the strengths identified by managers and experts, there are a lot of potential for telemedicine in the province, and may be used, in relation to telemedicine projects, with a 3 or 5 year strategic plan, and taking steps to get closer to the equity aim in health.

Business Planning Methodology to Support the Development of Strategic Academic Programs

ERIC Educational Resources Information Center

Philbin, Simon P.; Mallo, Charles A.

2016-01-01

Higher education institutions are often required to design and deliver a range of strategic academic programs in order to remain competitive, support growth and ensure operations are financially sustainable. Such programs may include the creation of new research centers and institutes as well as the installation of major new research facilities.…

Strategic Partnerships that Strengthen Extension's Community-Based Entrepreneurship Programs: An Example from Maine

ERIC Educational Resources Information Center

Bassano, Louis V.; McConnon, James C., Jr.

2011-01-01

This article explains how Extension can enhance and expand its nationwide community-based entrepreneurship programs by developing strategic partnerships with other organizations to create highly effective educational programs for rural entrepreneurs. The activities and impacts of the Down East Micro-Enterprise Network (DEMN), an alliance of three…

The Army’s Wireless Communications Programs

DTIC Science & Technology

2009-02-11

20Plans%20First%20AEHF% 20Launch%20Early%20Next%20Year&channel= awst .9 CBO Other Strategic Wireless Communications Programs The Army invests in a number...O N G R E SS O F T H E U N IT E D ST AT E S C O N G R E SSIO N A L B U D G E T O FFIC E W A SH IN G T O N , D C 20515

A dual anthelmintic treatment strategic scheme for the control of fasciolosis in dairy sheep farms.

PubMed

Cringoli, Giuseppe; Rinaldi, Laura; Veneziano, Vincenzo; Genchi, Claudio

2006-11-01

A clinical longitudinal field trial was conducted on a dairy sheep farm in southern Italy to assess the effectiveness of a novel anthelmintic treatment strategic scheme against Fasciola hepatica. The scheme utilizes a dual anthelmintic treatment (DAT), i.e., the use of either one of two different anthelmintics on the flock, albendazole sulphoxide (SO) at 1-month intervals and rafoxanide at 2-month intervals, administered to the lactating and non-lactating animals, respectively. The DAT strategic scheme lasted 3 years. In Year 1 and Year 2, shotgun monthly DATs for 5 consecutive months (July, August, September, October, and November) were performed on the flock. In Year 3 there was only one monthly DAT, in July. Overall, the DAT scheme reduced the prevalence of F. hepatica infection by 94.4% (from an average prevalence of 71.1% during the pre-DAT period to an average prevalence of 4.0% during Year 3), and the eggs/gram of faeces (EPG) from 29.3 to 1.3. In conclusion, the DAT strategic scheme reported in the present study successfully reduced both the prevalence and EPGs of F. hepatica to a level at which there were no longer any clinical symptoms of the disease. This scheme did not influence the albendazole SO efficacy against GI nematodes and might be used for the treatment of fasciolosis in dairy sheep farms.

Peer exchange, "strategic goals to manage research programs : building a premier research program".

DOT National Transportation Integrated Search

2013-06-10

The objectives of the District Department of Transportation (DDOT) Research, Development, & Technology Transfer (RDT) Branch Peer Exchange were: : 1. Receive peer input and perspective on RDT Strategic Plan. : 2. Obtain assistance in assessing validi...

The 2003 NASA Faculty Fellowship Program Research Reports

NASA Technical Reports Server (NTRS)

Nash-Stevenson, S. K.; Karr, G.; Freeman, L. M.; Bland, J. (Editor)

2004-01-01

For the 39th consecutive year, the NASA Faculty Fellowship Program (NFFP) was conducted at Marshall Space Flight Center. The program was sponsored by NASA Headquarters, Washington, DC, and operated under contract by The University of Alabama in Huntsville. In addition, promotion and applications are managed by the American Society for Engineering Education (ASEE) and assessment is completed by Universities Space Research Association (USRA). The nominal starting and finishing dates for the 10-week program were May 27 through August 1, 2003. The primary objectives of the NASA Faculty Fellowship Program are to: (1) Increase the quality and quantity of research collaborations between NASA and the academic community that contribute to NASA s research objectives; (2) provide research opportunities for college and university faculty that serve to enrich their knowledge base; (3) involve students in cutting-edge science and engineering challenges related to NASA s strategic enterprises, while providing exposure to the methods and practices of real-world research; (4) enhance faculty pedagogy and facilitate interdisciplinary networking; (5) encourage collaborative research and technology transfer with other Government agencies and the private sector; and (6) establish an effective education and outreach activity to foster greater awareness of this program.

Establishing a Department of Defense Program Management Body of Knowledge

DTIC Science & Technology

1991-09-01

systems included, "...thousands of jet fighters, bombers and transport aircraft; one hundred new combat and support vessels; and thousands of tanks and...cannon-carrying troop transports and strategic and tactical missiles" (12:9). Such systems were designed to achieve goals and performance levels never...to L. A a 20-week Program Mnageme-.nt .ur., ’ DSMc b-,o : taking command of a mra or pLog-im. A Major De ?-n.5 Acquisition (Category I) Program in the

The Canadian Space Agency, Space Station, Strategic Technologies for Automation and Robotics Program technology development activity in protection of materials from the low Earth orbit space environment

NASA Technical Reports Server (NTRS)

Francoeur, J. R.

1992-01-01

The Strategic Technologies in Automation and Robotics (STEAR) program is managing a number of development contracts to improve the protection of spacecraft materials from the Low Earth Orbit (LEO) space environment. The project is structured in two phases over a 3 to 4 year period with a budget of 3 to 4 million dollars. Phase 1 is designed to demonstrate the technical feasibility and commercial potential of a coating/substrate system and its associated application process. The objective is to demonstrate a prototype fabrication capability using a full scale component of a commercially viable process for the protection of materials and surface finishes from the LEO space environment, and to demonstrate compliance with a set of performance requirements. Only phase 1 will be discussed in this paper.

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

DOE Office of Scientific and Technical Information (OSTI.GOV)

Dwight, Carla

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

Environment, advocacy, and community participation: MOPAWI in Honduras.

PubMed

Brehm, V M

2000-02-01

This paper analyzes the work of Mosquitia Pawisa (MOPAWI) in relation to the development of its strategic linkages among the grassroots, the state, and ultimately the international level of politics in practice. Over the years, MOPAWI has developed a large and complex program addressing many aspects of development in La Mosquitia. Working strategically at two levels, MOPAWI has endeavored to change government policy for the region through continued lobbying and advocacy. It has also worked alongside with local communities to find ways of improving livelihoods without harming the environment. The key strength of the MOPAWI work has been the high level of community participation and mobilization by managing their own development in a time of profound change. Overall, the experience of MOPAWI suggests that nongovernmental organizations can play a strategic role in obtaining environmental protection, government recognition of ethnic diversity, and rights for indigenous people.

Crew and Thermal Systems Division Strategic Communications Initiatives in Support of NASA's Strategic Goals: Fiscal Year 2012 Summary and Initial Fiscal Year 2013 Metrics

NASA Technical Reports Server (NTRS)

Paul, Heather L.

2013-01-01

The NASA strategic plan includes overarching strategies to inspire students through interactions with NASA people and projects, and to expand partnerships with industry and academia around the world. The NASA Johnson Space Center Crew and Thermal Systems Division (CTSD) actively supports these NASA initiatives. At the end of fiscal year 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to internal NASA and external technical audiences for collaborative and business development initiatives, and to students, educators, and the general public for education and public outreach efforts. The strategic communications initiatives implemented in fiscal year 2012 resulted in 707 in-reach, outreach, and commercialization events with 39,731 participant interactions. This paper summarizes the CTSD Strategic Communications metrics for fiscal year 2012 and provides metrics for the first nine months of fiscal year 2013.

Global Trends and Future Warfare (Strategic Insights. Special Issue, October 2011)

DTIC Science & Technology

2011-10-01

CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ...cyberspace are constructed .33 In the early 1970s Daniel Bell in The Coming of Post- Industrial Society predicted something like this when he wrote of...ORGANIZATION NAME(S) AND ADDRESS(ES) Naval Postgraduate School,Center on Contemporary Conflict,Monterey,CA,93943 8. PERFORMING ORGANIZATION REPORT

Strategic Communication Science and Technology Plan: Current Activities, Capability Gaps and Areas for Further Investment

DTIC Science & Technology

2009-04-01

STRATEGIC COMMUNICATION  SCIENCE AND TECHNOLOGY  PLAN  C A   URRENT ACTIVITIES, CAPABILITY  GAPS   ND  AREAS  FOR FURTHER INVESTMENT  April 2009... Gaps and Areas for Further Investment 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK...Empowering the interagency process 17 3. Equipping for an information- based future 18 4. Facilitating audience activities 19 AREAS

Behavioral Ecology of Deep Diving Odontocetes in The Bahamas

DTIC Science & Technology

2015-10-19

was prepared under contract to the Department of Defense Strategic Environmental Research and Development Program (SERDP). The publication of this...stratum SD – standard deviation SERDP – Strategic Environmental Research and Development Program SGBA – South Grand Bahama stratum SIs – Stable... Environmental Research and Development Program (SERDP) and we are grateful to Dr. John Hall, Program Manager for the Resource Conservation and Climate

Peer exchange May 3-5, 2016 : Alaska Department of Transportation and Public Facilities : research development & technology transfer.

DOT National Transportation Integrated Search

2016-01-01

Members of the Peer Exchange Team identified actions Alaska should consider to : improve effectiveness of the research program: : 1. Conduct Research Strategic Visioning Workshop with Staff and Research : Advisory Board in Fall, 2016 : 2. Develop a T...

Strategic Goals Implementation Plan V3.0

DTIC Science & Technology

2009-01-01

Management/Core Business Mission (WSLM/CBM). (Nov 07) Demonstrate real-time data access from 12 Major Defense Acquisition Programs. (Feb 08) Initiate...72 Outcome/ Success Initiatives/OPR 3 - 6 mos. 12 mos. 18 mos. 24 mos. Metrics 6.1.3 Manage AT&L Defense Agencies like the businesses they...Feb and Aug each year through (2011) ✓ Conduct mid- year review of BRAC Business Plans. (Mar 08 and annually) 7.1.2 Sustain Global Defense Posture

SEA and strategy formation theories: From three Ps to five Ps

DOE Office of Scientific and Technical Information (OSTI.GOV)

Cherp, Aleh; Watt, Alan; Vinichenko, Vadim

2007-10-15

A transition to environmentally sustainable societies should involve a significant and comprehensive - strategic - change. Much of the promise of SEA is associated precisely with its perceived capacity to facilitate such a strategic transformation by influencing selected 'strategic decisions'. This paper examines the potential effectiveness and limitations of such an approach in light of contemporary organizational strategy theories. Most of these theories separate 'strategies' from 'decisions' and also transcend the notion of strategies as formal plans, policies and programs (PPPs). Instead, they consider strategies as 'five Ps', adding 'Position', 'Perspective', 'Pattern' and 'Ploy' to the 'Plan'. Lessons from organizationalmore » strategy formation give rise to the following challenges for SEA theory and practice: 1.How to assess and influence informal as well as formal aspects of strategic initiatives? 2.How to extend SEA 'beyond decisions' to address 'emergent strategies' where strategic action is not necessarily preceded by a decision? 3.How to ensure that knowledge provided as a result of SEA is strategically relevant and communicated to key players in strategy formation? 4.How to deal with an uncontrollable and unpredictable environment in which strategic initiatives unfold? 5.How to recognize those situations when SEA can have most strategic influence? This paper takes a step towards examining these challenges by exploring the intellectual history of SEA in light of the main strategy formation theories and by identifying directions in which the SEA discourse may be further enhanced to meet these five challenges.« less

A Goal Programming R&D (Research and Development) Project Funding Model of the U.S. Army Strategic Defense Command Using the Analytic Hierarchy Process.

DTIC Science & Technology

1987-09-01

A187 899 A GOAL PROGRANNIN R&D (RESEARCH AND DEVELOPMENT) 1/2 PROJECT FUNDING MODEL 0 (U) NAVAL POSTGRADUATE SCHOOL MONTEREY CA S M ANDERSON SEP 87...PROGRAMMING R&D PROJECT FUNDING MODEL OF THE U.S. ARMY STRATEGIC DEFENSE COMMAND USING THE ANALYTIC HIERARCHY PROCESS by Steven M. Anderson September 1987...jACCESSION NO TITI E (Influde Securt ClauAIcatsrn) A Goal Programming R&D Project Funding Model of the U.S. Army Strategic Defense Command Using the

Developing a Strategic Plan for Transitioning to Healthcare Knowledge Services Centers (HKSCs)

PubMed Central

Goldstein, H. Mark; Coletti, Margaret H.

2012-01-01

Facing a negative trend in the form of downsizing, layoffs, and closures, a small committee of hospital librarians in New England was formed in 2004 to provide library advocacy. Between 2008 and 2010, 23 hospital libraries closed in New England. In 2010, the committee shifted its focus from advocacy to a platform for change. This resulted in the creation of the Healthcare Knowledge Services Center (HKSC) Template. The Template is the basis for a 3-phased, 5-year strategic plan to establish several regional pilots, transitioning traditional hospital libraries to healthcare knowledge services centers. This article focuses on Phase One of the strategic plan, Development. PMID:23125551

The Science of Strategic Communication

EPA Science Inventory

The field of Strategic Communication involves a focused effort to identify, develop, and present multiple types of communication media on a given subject. A Strategic Communication program recognizes the limitations of the most common communication models (primarily “one s...

Strategic Control Algorithm Development : Volume 4A. Computer Program Report.

DOT National Transportation Integrated Search

1974-08-01

A description of the strategic algorithm evaluation model is presented, both at the user and programmer levels. The model representation of an airport configuration, environmental considerations, the strategic control algorithm logic, and the airplan...

Strategic Control Algorithm Development : Volume 4B. Computer Program Report (Concluded)

DOT National Transportation Integrated Search

1974-08-01

A description of the strategic algorithm evaluation model is presented, both at the user and programmer levels. The model representation of an airport configuration, environmental considerations, the strategic control algorithm logic, and the airplan...

Pathways to excellence: A Federal strategy for science, mathematics, engineering, and technology education

NASA Astrophysics Data System (ADS)

This Strategic Plan was developed by the Federal Coordinating Council for Science, Engineering, and Technology (FCCSET) through its Committee on Education and Human Resources (CEHR), with representatives from 16 Federal agencies. Based on two years of coordinated interagency effort, the Plan confirms the Federal Government's commitment to ensuring the health and well-being of science, mathematics, engineering, and technology education at all levels and in all sectors (i.e., elementary and secondary, undergraduate, graduate, public understanding of science, and technology education). The Plan represents the Federal Government's efforts to develop a five-year planning framework and associated milestones that focus Federal planning and the resources of the participating agencies toward achieving the requisite or expected level of mathematics and science competence by all students. The priority framework outlines the strategic objectives, implementation priorities, and components for the Strategic Plan and serves as a road map for the Plan. The Plan endorses a broad range of ongoing activities, including continued Federal support for graduate education as the backbone of our country's research and development enterprise. The Plan also identifies three tiers of program activities with goals that address issues in science, mathematics, engineering, and technology education meriting special attention. Within each tier, individual agency programs play important and often unique roles that strengthen the aggregate portfolio. The three tiers are presented in descending order of priority: (1) reforming the formal education system; (2) expanding participation and access; and (3) enabling activities.

Pathways to excellence: A Federal strategy for science, mathematics, engineering, and technology education

NASA Technical Reports Server (NTRS)

1993-01-01

This Strategic Plan was developed by the Federal Coordinating Council for Science, Engineering, and Technology (FCCSET) through its Committee on Education and Human Resources (CEHR), with representatives from 16 Federal agencies. Based on two years of coordinated interagency effort, the Plan confirms the Federal Government's commitment to ensuring the health and well-being of science, mathematics, engineering, and technology education at all levels and in all sectors (i.e., elementary and secondary, undergraduate, graduate, public understanding of science, and technology education). The Plan represents the Federal Government's efforts to develop a five-year planning framework and associated milestones that focus Federal planning and the resources of the participating agencies toward achieving the requisite or expected level of mathematics and science competence by all students. The priority framework outlines the strategic objectives, implementation priorities, and components for the Strategic Plan and serves as a road map for the Plan. The Plan endorses a broad range of ongoing activities, including continued Federal support for graduate education as the backbone of our country's research and development enterprise. The Plan also identifies three tiers of program activities with goals that address issues in science, mathematics, engineering, and technology education meriting special attention. Within each tier, individual agency programs play important and often unique roles that strengthen the aggregate portfolio. The three tiers are presented in descending order of priority: (1) reforming the formal education system; (2) expanding participation and access; and (3) enabling activities.

Joint Interagency Task Force-South: The Best Known, Least Understood Interagency Success (INSS Strategic Perspectives, Number 5, June 2011)

DTIC Science & Technology

2011-06-01

CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ...20319 8. PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR...its subcomponents execute their mission by performing research and analysis, publication, conferences, policy support, and outreach. The mission of

The Natural Law of Strategy: A Contrarian’s Lament

DTIC Science & Technology

2011-08-26

DHS, to produce strategy on ever conceivable necessity or non-necessity. There is a Noah ‟ s Ark of hes and shes, two by two, strategies. The...A Contrarian’s Lament 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR( S ) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK...UNIT NUMBER 7. PERFORMING ORGANIZATION NAME( S ) AND ADDRESS(ES) National Defense University,Near East and South Asia Center for Strategic Studies,2100

On Peace: Peace as a Means of Statecraft

DTIC Science & Technology

2009-06-01

a socio-political harmony attained by consensus, law, and government. Immanuel Kant proposed that “the state of peace among men who live alongside...On Peace: Peace as a Means of Statecraft 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR( S ) 5d. PROJECT NUMBER 5e. TASK...NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME( S ) AND ADDRESS(ES) U.S. Army War College,Strategic Studies Institute,122 Forbes Avenue

Institutional Issues in the Planning and Implementation of a Program to Dispose of High-Level Radioactive Wastes

DTIC Science & Technology

1981-02-01

environment including political and psychosociological variables, (2) implementation (2) H. Igor Ansoff , Roger P. Declerck and Robert L. Hayes, "From...Strategic Planning to Strategic Management" in From Strategic Planning to Strategic Management, edited by H. Igor Ansoff et al., John Wiley & Sons, 1976...Hanagement," in From Strategic Planning to Strategic Nanagement, edited by H. Igor Ansoff et al., Jon.𔃻 Wiley & Sons, 1976, p. 33. -44- is not willing to

Strategic Review Process for an Accountable Care Organization and Emerging Accountable Care Best Practices.

PubMed

Conway, Sarah J; Himmelrich, Sarah; Feeser, Scott A; Flynn, John A; Kravet, Steven J; Bailey, Jennifer; Hebert, Lindsay C; Donovan, Susan H; Kachur, Sarah G; Brown, Patricia M C; Baumgartner, William A; Berkowitz, Scott A

2018-02-02

Accountable Care Organizations (ACOs), like other care entities, must be strategic about which initiatives they support in the quest for higher value. This article reviews the current strategic planning process for the Johns Hopkins Medicine Alliance for Patients (JMAP), a Medicare Shared Savings Program Track 1 ACO. It reviews the 3 focus areas for the 2017 strategic review process - (1) optimizing care coordination for complex, at-risk patients, (2) post-acute care, and (3) specialty care integration - reviewing cost savings and quality improvement opportunities, associated best practices from the literature, and opportunities to leverage and advance existing ACO and health system efforts in each area. It then reviews the ultimate selection of priorities for the coming year and early thoughts on implementation. After the robust review process, key stakeholders voted to select interventions targeted at care coordination, post-acute care, and specialty integration including Part B drug and imaging costs. The interventions selected incorporate a mixture of enhancing current ACO initiatives, working collaboratively and synergistically on other health system initiatives, and taking on new projects deemed targeted, cost-effective, and manageable in scope. The annual strategic review has been an essential and iterative process based on performance data and informed by the collective experience of other organizations. The process allows for an evidence-based strategic plan for the ACO in pursuit of the best care for patients.

2010-2014 Pollution Prevention Program Strategic Plan

EPA Pesticide Factsheets

This Strategic Plan identifies a number of opportunities for EPA's Pollution Prevention (P2) Program to help reduce: the emission of greenhouse gasses; the use of hazardous materials; and the use of natural resources, while contributing to a greener and more sustainable economy.

Factors involved in the collaboration between the national comprehensive cancer control programs and tobacco control programs: a qualitative study of 6 States, United States, 2012.

PubMed

Momin, Behnoosh; Neri, Antonio; Goode, Sonya A; Sarris Esquivel, Nikie; Schmitt, Carol L; Kahende, Jennifer; Zhang, Lei; Stewart, Sherri L

2015-05-28

Historically, federal funding streams to address cancer and tobacco use have been provided separately to state health departments. This study aims to document the impact of a recent focus on coordinating chronic disease efforts through collaboration between the 2 programs. Through a case-study approach using semistructured interviews, we collected information on the organizational context, infrastructure, and interaction between cancer and tobacco control programs in 6 states from March through July 2012. Data were analyzed with NVivo software, using a grounded-theory approach. We found between-program activities in the state health department and coordinated implementation of interventions in the community. Factors identified as facilitating integrated interventions in the community included collaboration between programs in the strategic planning process, incorporation of one another's priorities into state strategic plans, co-location, and leadership support for collaboration. Coalitions were used to deliver integrated interventions to the community. Five states perceived high staff turnover as a barrier to collaboration, and all 5 states felt that federal funding requirements were a barrier. Cancer and tobacco programs are beginning to implement integrated interventions to address chronic disease. Findings can inform the development of future efforts to integrate program activities across chronic disease prevention efforts.

Creating Strategic Visions

DTIC Science & Technology

1990-10-15

3010 o, AuTOVON 242-3010. - =n~m~m i ma ll lil~ m mm m i mii FOREWORD This futures study presents an analysis and discussion of a program used at the U.S...Operations Research Society, and The Planning Forum . iv CREATING STRATEGIC VISIONS 1 Introduction. The United States Army War College (USAWC) prepares its...consideration and time must be given to a program that attempts to help these potential leaders learn how to create strategic visions. In this paper

Programa Estrategico do desenvolvimento 1968-70: Area Estrategica IX. Infra-estructura Social. Educacao e Recursos Humanos, 1 e 2 (Strategic Development Program 1968-1970: Strategic Area IX. Education and Human Resources, Volumes 1 & 2).

ERIC Educational Resources Information Center

Brazil.

This document is an English-language abstract (approximately 1,500 words) of a two volume work dealing with education and human resources as part of the Brazilian Government's Strategic Development Program 1968-70. It offers an integral view of education as an instrument of social transformation and an exposition of the quantitative and…

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 guiding investment decisions. We also present results of this year's technology gap prioritization and showcase our current portfolio of technology development projects.

Covering the Last Kilometer: Using GIS to Scale-Up Voluntary Medical Male Circumcision Services in Iringa and Njombe Regions, Tanzania

PubMed Central

Mahler, Hally; Plotkin, Marya; Kulindwa, Yusuph; Greenberg, Seth; Mlanga, Erick; Njeuhmeli, Emmanuel; Lija, Gissenje

2015-01-01

Background: Based on the established protective effect of voluntary medical male circumcision (VMMC) in reducing female-to-male HIV transmission, Tanzania's Ministry of Health and Social Welfare (MOHSW) embarked on the scale-up of VMMC services in 2009. The Maternal and Child Health Integrated Project (MCHIP) supported the MOHSW to roll out VMMC services in Iringa and Njombe, 2 regions of Tanzania with among the highest HIV and lowest circumcision prevalence. With ambitious targets of reaching 264,990 males aged 10–34 years with VMMC in 5 years, efficient and innovative program approaches were necessary. Program Description: Outreach campaigns, in which mobile teams set up temporary services in facilities or non-facility settings, are used to reach lesser-served areas with VMMC. In 2012, MCHIP began using geographic information systems (GIS) to strategically plan the location of outreach campaigns. MCHIP gathered geocoded data on variables such as roads, road conditions, catchment population, staffing, and infrastructure for every health facility in Iringa and Njombe. These data were uploaded to a central database and overlaid with various demographic and service delivery data in order to identify the VMMC needs of the 2 regions. Findings: MCHIP used the interactive digital maps as decision-making tools to extend mobile VMMC outreach to “the last kilometer.” As of September 2014, the MOHSW with MCHIP support provided VMMC to 267,917 men, 259,144 of whom were men were aged 10–34 years, an achievement of 98% of the target of eligible males in Iringa and Njombe. The project reached substantially more men through rural dispensaries and non-health care facilities each successive year after GIS was introduced in 2012, jumping from 48% of VMMCs performed in rural areas in fiscal year 2011 to 88% in fiscal year 2012 and to 93% by the end of the project in 2014. Conclusion: GIS was an effective tool for making strategic decisions about where to prioritize VMMC service delivery, particularly for mobile and outreach services. Donors may want to consider funding mapping initiatives that support numerous interventions across implementing partners to spread initial start-up costs. PMID:26374807

How a Historically Black College University (HBCU) Established a Sustainable Online Learning Program in Partnership with Quality Matters™

ERIC Educational Resources Information Center

Harkness, S. Suzan J.

2015-01-01

This case study describes an initiative approach to establishing online learning at a medium-size historically black college university. The study reveals the collaborative efforts between university administration and faculty, Quality Matters™, and Blackboard. The strategic initiative spanned a period of five academic years (2010-2014) during…

Building Your Instrumental Music Program in an Urban School

ERIC Educational Resources Information Center

Mixon, Kevin

2005-01-01

MENC has recently, recapitulated its vision of "Music for All" in its strategic plan, which warns that "30 to 50 per cent of new teachers who work in urban areas leave the field in their first three years of service.'' This undoubtedly affects instrumental music instruction for urban children. Collegial sharing is one solution to problems…

The Knowledge Product Lifecycle and the Strategic Dashboard

ERIC Educational Resources Information Center

Glessner, Linda L.; Gillis, Denise

2012-01-01

Several years ago, the Continuing and Innovative Education (CIE) leadership team at UT-Austin took a hard look at the unit through the lens of customers to reevaluate their programs and services and the role they played in serving the lifelong educational needs of their constituents. Their goal was to provide continuous learning for a productive,…

Supporting and Rewarding Accomplished Teaching: Insights from Austin, Texas

ERIC Educational Resources Information Center

Lussier, David F.; Forgione, Pascal D., Jr.

2010-01-01

This article explores the strategic compensation efforts of the Austin Independent School District (AISD) in Texas, which is piloting a system of supports and rewards for teachers and administrators. The article highlights the key components of this system, what it took to put a 4-year pilot program in place, and what results are emerging from…

Air Force Manufacturing Technology. Year 2000 Project Book

DTIC Science & Technology

2000-01-01

Electronic Warfare Component Manufacturing 13 National Center for Manufacturing Science 14 Product Research Market Analysis System 15 Electronics Acoustic...other agile organizations that can respond to rapidly changing market demands. Approach This program demonstrated and evaluated the advanced design...production worker contact with customers and suppliers; shopfloor identification of new technologies, markets , and products; and strategic planning to assure

Learning styles and approaches to learning among medical undergraduates and postgraduates

PubMed Central

2013-01-01

Background The challenge of imparting a large amount of knowledge within a limited time period in a way it is retained, remembered and effectively interpreted by a student is considerable. This has resulted in crucial changes in the field of medical education, with a shift from didactic teacher centered and subject based teaching to the use of interactive, problem based, student centered learning. This study tested the hypothesis that learning styles (visual, auditory, read/write and kinesthetic) and approaches to learning (deep, strategic and superficial) differ among first and final year undergraduate medical students, and postgraduates medical trainees. Methods We used self administered VARK and ASSIST questionnaires to assess the differences in learning styles and approaches to learning among medical undergraduates of the University of Colombo and postgraduate trainees of the Postgraduate Institute of Medicine, Colombo. Results A total of 147 participated: 73 (49.7%) first year students, 40 (27.2%) final year students and 34(23.1%) postgraduate students. The majority (69.9%) of first year students had multimodal learning styles. Among final year students, the majority (67.5%) had multimodal learning styles, and among postgraduates, the majority were unimodal (52.9%) learners. Among all three groups, the predominant approach to learning was strategic. Postgraduates had significant higher mean scores for deep and strategic approaches than first years or final years (p < 0.05). Mean scores for the superficial approach did not differ significantly between groups. Conclusions The learning approaches suggest a positive shift towards deep and strategic learning in postgraduate students. However a similar difference was not observed in undergraduate students from first year to final year, suggesting that their curriculum may not have influenced learning methodology over a five year period. PMID:23521845

Learning styles and approaches to learning among medical undergraduates and postgraduates.

PubMed

Samarakoon, Lasitha; Fernando, Tharanga; Rodrigo, Chaturaka

2013-03-25

The challenge of imparting a large amount of knowledge within a limited time period in a way it is retained, remembered and effectively interpreted by a student is considerable. This has resulted in crucial changes in the field of medical education, with a shift from didactic teacher centered and subject based teaching to the use of interactive, problem based, student centered learning. This study tested the hypothesis that learning styles (visual, auditory, read/write and kinesthetic) and approaches to learning (deep, strategic and superficial) differ among first and final year undergraduate medical students, and postgraduates medical trainees. We used self administered VARK and ASSIST questionnaires to assess the differences in learning styles and approaches to learning among medical undergraduates of the University of Colombo and postgraduate trainees of the Postgraduate Institute of Medicine, Colombo. A total of 147 participated: 73 (49.7%) first year students, 40 (27.2%) final year students and 34(23.1%) postgraduate students. The majority (69.9%) of first year students had multimodal learning styles. Among final year students, the majority (67.5%) had multimodal learning styles, and among postgraduates, the majority were unimodal (52.9%) learners.Among all three groups, the predominant approach to learning was strategic. Postgraduates had significant higher mean scores for deep and strategic approaches than first years or final years (p < 0.05). Mean scores for the superficial approach did not differ significantly between groups. The learning approaches suggest a positive shift towards deep and strategic learning in postgraduate students. However a similar difference was not observed in undergraduate students from first year to final year, suggesting that their curriculum may not have influenced learning methodology over a five year period.

Director's Discretionary Research and Development Program: Annual Report, Fiscal Year 2005

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

2005-12-01

The Director's Discretionary Research and Development (DDRD) program is designed to encourage technical innovation and build new research and development capabilities at the National Renewable Energy Laboratory (NREL). Technical innovation is critical to the long-term viability of NREL (also referred to as the Laboratory) and to the success of the U.S. Department of Energy (DOE). The strategic value of DDRD is being continuously enhanced by expanding the opportunities to propose and pursue innovative ideas for building new and enhanced capabilities.

Space Station Freedom operations planning

NASA Technical Reports Server (NTRS)

Accola, Anne L.; Keith, Bryant

1989-01-01

The Space Station Freedom program is developing an operations planning structure which assigns responsibility for planning activities to three tiers of management. The strategic level develops the policy, goals and requirements for the program over a five-year horizon. Planning at the tactical level emphasizes program integration and planning for a two-year horizon. The tactical planning process, architecture, and products have been documented and discussed with the international partners. Tactical planning includes the assignment of user and system hardware as well as significant operational events to a time increment (the period of time from the arrival of one Shuttle to the manned base to the arrival of the next). Execution-level planning emphasizes implementation, and each organization produces detailed plans, by increment, that are specific to its function.

Vocational Education in Rural Community Colleges: Strategic Issues and Problems.

ERIC Educational Resources Information Center

Katsinas, Stephen; Miller, Michael T.

1998-01-01

Eight challenges for rural vocational education in community colleges include (1) inadequate state funding; (2) higher professional development costs; (3) higher business costs; (4) difficulty assessing labor market needs; (5) flooding the market with graduates; (6) focus on preserving local culture; (7) difficulty launching new programs; and (8)…

The Current Soviet Peace Program in its Larger Context

DTIC Science & Technology

1988-06-01

budget but witholds money for MX production (December). 1983 - President Reagan announces SDI plans (March). - U.S. Catholic bishops call for nuclear...30. LTC John Langdon Strategic Institute Branch HQMC (PL-6) Arlingon Annex 2022 Washington, DC 20380 5S 31. Ronald S. Lauder DASD (Europeani’NATO

What to Buy? The Role of Director of Defense Research and Engineering (DDR&E) Lessons from the 1970s

DTIC Science & Technology

2011-01-01

experience . ix Contents 1. Background , Methodology, and Approach .................................................................1 2. Origins and...65 5 . The Case of the 2000–3000 Ton Surface Effect Ship (SES) Prototype Program...97 1. Strategic Background : The Antisubmarine Warfare Experience ................97 2. The Problem

Load response instrumentation of SHRP pavements, the University of Cincinnati : executive summary, May 2001.

DOT National Transportation Integrated Search

2001-05-01

In 1995 and 1996 the Ohio Department of Transportation, in cooperation with the Federal Highway Administration and the Strategic Highway Research Program (SHRP), built a nearly 3.5 mile long Experimental Test Road in the median of the existing U.S. 2...

Load response instrumentation of SHRP pavements, the University of Cincinnati : final report, May 2001.

DOT National Transportation Integrated Search

2001-05-01

In 1995 and 1996 the Ohio Department of Transportation, in cooperation with the Federal Highway Administration and the Strategic Highway Research Program (SHRP), built a nearly 3.5 mile long Experimental Test Road in the median of the existing U.S. 2...

Criteria for Evaluating United States Marine Corps Installation Strategic Management

DTIC Science & Technology

2001-12-01

STATES MARINE CORPS INSTALLATION STRATEGIC MANAGEMENT by James E. Leighty December 2001 Thesis Advisor: Joseph San Miguel Report...Marine Corps Installation Strategic Management Contract Number Grant Number Program Element Number Author(s) Leighty, James Project Number Task...TYPE AND DATES COVERED Master’s Thesis 4. TITLE AND SUBTITLE: Criteria For Evaluating United States Marine Corps Installation Strategic

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...

75 FR 28811 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2010-05-24

... comprehensive strategic human resource leadership and career training and development program for all... statement for the Office of Health and Safety (CAJP), insert the following: Human Capital Management Office... training programs; (3) develops, designs, and implements a comprehensive strategic human resource...

Is the Current Royal Australian Air Force an Air Force of Strategic Influence?

DTIC Science & Technology

2015-02-17

0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing...5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME...training in 1991. He is a command pilot with over 6500 flying hours , primarily in AP-3C Orion and Hawk 127 aircraft. He has twice been a Staff

Strategic Communication and its Utility in Ecosystem Service Science

EPA Science Inventory

The field of Strategic Communication involves a focused effort to identify, develop, and present multiple types of communication media on a given subject. A Strategic Communication program recognizes the limitations of the most common communication models (primarily “one s...

Communities’ Strategic Opportunities Through Broken Window Repair and Global Commons Improvements

DTIC Science & Technology

2014-06-01

5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) Program Executive Office (Integrated...Warfare Systems),16107 Benedict Court,Woodbridge,VA,22191-4302 8. PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING AGENCY NAME(S) AND...identified six priorities, areas of focus: continue to focus on institutional reform; re-evaluate our military’s force planning construct ; preparing for a

Early Career Boot Camp: a novel mechanism for enhancing early career development for psychologists in academic healthcare.

PubMed

Foran-Tuller, Kelly; Robiner, William N; Breland-Noble, Alfiee; Otey-Scott, Stacie; Wryobeck, John; King, Cheryl; Sanders, Kathryn

2012-03-01

The purpose of this article is to describe a pilot mentoring program for Early Career Psychologists (ECPs) working in Academic Health Centers (AHCs) and synthesize the lessons learned to contribute to future ECP and AHC career development training programs. The authors describe an early career development model, named the Early Career Boot Camp. This intensive experience was conducted as a workshop meant to build a supportive network and to provide mentorship and survival tools for working in AHCs. Four major components were addressed: professional effectiveness, clinical supervision, strategic career planning, and academic research. Nineteen attendees who were currently less than 5 years post completion of doctoral graduate programs in psychology participated in the program. The majority of boot camp components were rated as good to excellent, with no component receiving below average ratings. Of the components offered within the boot camp, mentoring and research activities were rated the strongest, followed by educational activities, challenges in AHCS, and promotion and tenure. The article describes the purpose, development, implementation, and assessment of the program in detail in an effort to provide an established outline for future organizations to utilize when mentoring ECPs.

Transforming schools into communities of thinking and learning about serious matters.

PubMed

Brown, A L

1997-04-01

In this article, a program of research known as Fostering Communities of Learners is described. This program is in place in several schools and classrooms serving inner-city students from 6 to 12 years of age. Based on theoretical advances in cognitive and developmental psychology, the program is successful at improving both literacy skills and domain-area subject matter knowledge (e.g., environmental science and biology). Building on young children's emergent strategic and metacognitive knowledge, together with their skeletal biological theories, the program leads children to discover the deep principles of the domain and to develop flexible learning and inquiry strategies of wide applicability.

Joint Chiefs of Staff > Directorates > J5 | Strategic Plans and Policy

Science.gov Websites

Quadrilateral Logistics Forum J5 | Strategic Plans and Policy J6 | C4 & Cyber J7 | Joint Force Development J8 | Force Structure, Resources & Assessment Contact J5 Strategic Plans and Policy Home : Directorates : J5 | Strategic Plans and Policy Mission The Joint Staff J5 proposes strategies, plans, and

National Strategies of Ophthalmic Education in Iran

PubMed Central

Entezari, A; Javadi, MA; Einollahi, B

2012-01-01

Background: Academic medicine is in a state of dramatic transformation. For this reason strategic thinking is the most essential part of educational planning. The main purpose of the present study was developing the strategic educational planning of Ophthalmology in Iran from 2007 to 2010 Methods: A qualitative investigation using focus group discussion has been implemented successfully for developing educational planning. Six to twelve representatives of key stakeholders in the ophthalmic education of Iran participated to this study. Results: Strengths, weaknesses, opportunities and threats of ophthalmology education in Iran were analyzed. Strategic goals in education, research, and health service providing domains were being developed. Educational goals were defined as training of human resources in accordance with the community needs at the level of general practitioner, specialist, and fellowships in ophthalmology. Research goals of the program were defined as scientific inter-departmental and international communications, in order to promote the level of education, research, and treatment in the country. Also, in the field of health services according to the community needs, providing services by the means of advanced and cost effective methods were defined as strategic objectives. Conclusion: Based on this strategic plan in the last three years ophthalmic education in Iran shall be many changes in educational, research and health care provision for social accountability. PMID:23113125

Strategic Environmental Research & Development Program (SERDP): Phase I and Phase II Strategic Investment Plans FY 1992 and Interim Status Report of the Council.

DTIC Science & Technology

1993-10-01

VLF/ELF) communication systems, used for early warning and strategic communications, are dependent on the electron densities in the "C" and "D...information into optical or electronic signals that can be remotely monitored. During FY92, an in-depth and definitive assessment of the feasibility...particularly metal finishing and electronics operations. BENEFITS: The broad program described above will provide the opportunity for EPA, the

Bringing the OhioHealth Nursing Strategic Plan to Life With the AONE Care Innovation and Transformation Program.

PubMed

Dials, Kelly; Gossett, Lisa; Osting, Lindsey; Rutherford, David; Stifter, Janet

2017-12-01

Contemporary CNOs are committed to developing the next generation of nurse leaders. At OhioHealth, the nursing strategic vision includes the belief that every nurse will be a leader in improving health across the care continuum. In 2016, the OhioHealth System partnered with AONE to participate in the Care Innovation and Transformation program resulting in bedside nurses living this strategic vision and creating positive changes in quality, safety, and satisfaction for patients and families.

Path to a Research Plan

NASA Technical Reports Server (NTRS)

Chiaramonte, Fran

2003-01-01

This viewgraph presentation discusses the status and goals for the NASA OBPR Physical Science Research Program. The following text was used to summarize the presentation. The OBPR Physical Sciences Research program has been comprehensively reviewed and endorsed by National Research Council. The value and need for the research have been re-affirmed. The research program has been prioritized and resource re-allocations have been carried out through an OBPR-wide process. An increasing emphasis on strategic, mission-oriented research is planned. The program will strive to maintain a balance between strategic and fundamental research. A feasible ISS flight research program fitting within the budgetary and ISS resource envelopes has been formulated for the near term (2003-2007). The current ISS research program will be significantly strengthened starting 2005 by using discipline dedicated research facility racks. A research re-planning effort has been initiated and will include active participation from the research community in the next few months. The research re-planning effort will poise PSR to increase ISS research utilization for a potential enhancement beyond ISS IP Core Complete. The Physical Sciences research program readily integrates the cross-disciplinary requirements of the NASA and OBPR strategic objectives. Each fundamental research thrust will develop a roadmap through technical workshops and Discipline Working Groups (DWGs). Most fundamental research thrusts will involve cross-disciplinary efforts. A Technology Roadmap will guide the Strategic Research for Exploration thrust. The Research Plan will integrate and coordinate fundamental Research Thrusts Roadmaps with the Technology Roadmap. The Technology Roadmap will be developed in coordination with other OBPR programs as well as other Enterprise (R,S,M,N). International Partners will contribute to the roadmaps and through research coordination. The research plan will be vetted with the discipline working groups, the BPRAC subcommittees, and with the BPRAC. Recommendations from NRC past and current committees will be implemented whenever appropriate.Proposed theme element content will be "missionized" around planned content and potential new projects (facilities, modules, initiatives) on approximately a five-year horizon, with the approval of PSRD management. Center/science working group teams will develop descriptions of "mission" objectives, value, and requirements. Purpose is to create a competitive environment for concept development and to stimulate community ownership/advocacy. Proposed theme elements reviewed and approved by PSRD management. Strawman roadmaps for themes developed. Program budget and technology requirements verified. Theme elements are prioritized with the input of advisory groups. Integration into program themes (questions) and required technology investments are defined by science and technology roadmaps. Review and assessment by OBPR management.

The Stratway Program for Strategic Conflict Resolution: User's Guide

NASA Technical Reports Server (NTRS)

Hagen, George E.; Butler, Ricky W.; Maddalon, Jeffrey M.

2016-01-01

Stratway is a strategic conflict detection and resolution program. It provides both intent-based conflict detection and conflict resolution for a single ownship in the presence of multiple traffic aircraft and weather cells defined by moving polygons. It relies on a set of heuristic search strategies to solve conflicts. These strategies are user configurable through multiple parameters. The program can be called from other programs through an application program interface (API) and can also be executed from a command line.

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...

Revised research plan for the U.S. Climate Change Science Program

DOT National Transportation Integrated Search

2008-05-01

The U.S. Climate Change Science Program (CCSP) released its Strategic Plan in 2003.This Revised Research Plan, in compliance with Section 104(a) of the Global Change Research Act of 1990, is an update to the 2003 Strategic Plan. It reflects both scie...

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...

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...

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…

The science of Strategic Communication and its utility in natural resource management

EPA Science Inventory

The field of Strategic Communication involves a focused effort to identify, develop, and present multiple types of communication media on a given subject. A Strategic Communication program recognizes the limitations of the most common communication models (primarily "one si...

42 CFR 457.700 - Basis, scope, and applicability.

Code of Federal Regulations, 2010 CFR

2010-10-01

... Strategic Planning, Reporting, and Evaluation § 457.700 Basis, scope, and applicability. (a) Statutory basis... strategic planning, reports, and program budgets; and (2) Section 2108 of the Act, which sets forth... strategic planning, monitoring, reporting and evaluation under title XXI. (c) Applicability. The...

42 CFR 457.700 - Basis, scope, and applicability.

Code of Federal Regulations, 2011 CFR

2011-10-01

... Strategic Planning, Reporting, and Evaluation § 457.700 Basis, scope, and applicability. (a) Statutory basis... strategic planning, reports, and program budgets; and (2) Section 2108 of the Act, which sets forth... strategic planning, monitoring, reporting and evaluation under title XXI. (c) Applicability. The...

Ionospheric Disturbances Originating From Tropospheric and Ground Activities: A new Strategic Research Program at the Los Alamos National Laboratory

NASA Astrophysics Data System (ADS)

Shao, X. M.

2015-12-01

It has been increasingly recognized and observed that activities within the troposphere, either natural (e.g., thunderstorm, earthquake, volcano) or anthropogenic (e.g., explosion above or below ground), can substantially disturb the ionosphere in the forms of atmosphere gravity wave, infrasonic acoustic wave, and electric-field-induced ionospheric chemical reaction. These disturbances introduce plasma density variations in the ionosphere that adversely distort the transionospheric radio signals for communication, navigation, surveillance, and other national security missions. A new three-year strategic research program has been initiated at LANL in FY16 to investigate, understand, and characterize the interwoven dynamic and electrodynamic coupling processes from the source in the troposphere to the disturbances in the ionosphere via comprehensive observation and model simulation. The planned study area is chosen to be over the US Great Plains where severe thunderstorms occur frequently and where the necessary atmospheric and ionospheric observations are conducted routinely. In this presentation, we will outline our program plan, technical approaches, and scientific goals, and will discuss opportunities of possible inter-institute collaborations.

Conservation of strategic metals

NASA Technical Reports Server (NTRS)

Stephens, J. R.

1982-01-01

A long-range program in support of the aerospace industry aimed at reducing the use of strategic materials in gas turbine engines is discussed. The program, which is called COSAM (Conservation of Strategic Aerospace Materials), has three general objectives. The first objective is to contribute basic scientific understanding to the turbine engine technology bank so that our national security is not jeopardized if our strategic material supply lines are disrupted. The second objective is to help reduce the dependence of United States military and civilian gas turbine engines on worldwide supply and price fluctuations in regard to strategic materials. The third objective is, through research, to contribute to the United States position of preeminence in the world gas turbine engine markets by minimizing the acquisition costs and optimizing the performance of gas turbine engines. Three major research thrusts are planned: strategic element substitution; advanced processing concepts; and alternate material identification. Results from research and any required supporting technology will give industry the materials technology options it needs to make tradeoffs in material properties for critical components against the cost and availability impacts related to their strategic metal content.

Strength Through Options: Providing Choices for Undergraduate Education in the Geosciences

NASA Astrophysics Data System (ADS)

Furman, T.; Freeman, K. H.; Faculty, D.

2003-12-01

Undergraduate major enrollments in the Department of Geosciences at Penn State have held steady over the past 5 years despite generally declining national trends. We have successfully recruited and retained new students through intensive advising coupled with innovative curricular revision aimed to meet an array of students' educational and career goals. Our focus is on degree programs that reflect emerging interdisciplinary trends in both employment and student interest, and are designed to attract individuals from underrepresented groups. In addition to a traditional Geosciences BS program we offer a rigorous integrated Earth Sciences BS and a Geosciences BA tailored to students with interests in education and environmental law. The Earth Sciences BS incorporates course work from Geosciences, Geography and Meterology, and requires completion of an interdisciplinary minor (e.g., Climatology, Marine Sciences, Global Business Strategies). A new Geobiology BS program will attract majors with interests at the intersection of the earth and life sciences. The curriculum includes both paleontological and biogeochemical coursework, and is also tailored to accommodate pre-medicine students. We are working actively to recruit African-American students. A new minor in Science and Technology in Africa crosses disciplinary boundaries to educate students from the humanities as well as sciences. Longitudinal recruitment programs include summer research group experiences for high school students, summer research mentorships for college students, and dual undergraduate degree programs with HBCUs. Research is a fundamental component of every student's degree program. We require a capstone independent thesis as well as a field program for Geosciences and Geobiology BS students, and we encourage all students to pursue research as early as the freshman year. A new 5-year combined BS-MS program will enable outstanding students to carry their undergraduate research further before pursuing employment or doctoral programs. Enrollments in courses for non-majors have also increased substantially over the past 5 years, while those of other PSU science departments have decreased. We attribute this success to changes in pedagogic approaches, focusing on active learning exercises in large (200+) and small (<75) courses. Innovative use of an electronic personal response system has also improved attendance, enrollment and student learning in our general education courses. This approach was developed by a fixed-term faculty hire in Geoscience Education. As per our departmental strategic plan, we plan to hire again in this area to further these successes and implement new approaches to learning and teaching in our undergraduate educational programs.

Navajo-Hopi Land Commission Renewable Energy Development Project (NREP)

DOE Office of Scientific and Technical Information (OSTI.GOV)

Thomas Benally, Deputy Director,

2012-05-15

The Navajo Hopi Land Commission Office (NHLCO), a Navajo Nation executive branch agency has conducted activities to determine capacity-building, institution-building, outreach and management activities to initiate the development of large-scale renewable energy - 100 megawatt (MW) or larger - generating projects on land in Northwestern New Mexico in the first year of a multi-year program. The Navajo Hopi Land Commission Renewable Energy Development Project (NREP) is a one year program that will develop and market a strategic business plan; form multi-agency and public-private project partnerships; compile site-specific solar, wind and infrastructure data; and develop and use project communication and marketingmore » tools to support outreach efforts targeting the public, vendors, investors and government audiences.« less

Corporate strategic philanthropy: implications for social work.

PubMed

Marx, J D

1998-01-01

Corporate contributions to health and human services have declined from a high of 42.0 percent of total corporate giving in 1972 to 25.3 percent in 1994. At the same time, "strategic philanthropy" has become the state of the art in corporate contributions management. Strategic philanthropy is defined in this article as the process by which contributions are targeted to meet both business objectives and recipient needs. This concept represents the integration of philanthropy into the overall strategic planning of the corporation. This article describes a national survey of corporate philanthropy programs that examined the activities that characterize the strategic management of corporate philanthropy. Results suggest that corporations do not frequently evaluate their philanthropy programs. Social work professionals may use this information to increase their opportunities to provide evaluative input and to increase corporate funding of health and human services.

The laboratory efficiencies initiative: partnership for building a sustainable national public health laboratory system.

PubMed

Ridderhof, John C; Moulton, Anthony D; Ned, Renée M; Nicholson, Janet K A; Chu, May C; Becker, Scott J; Blank, Eric C; Breckenridge, Karen J; Waddell, Victor; Brokopp, Charles

2013-01-01

Beginning in early 2011, the Centers for Disease Control and Prevention and the Association of Public Health Laboratories launched the Laboratory Efficiencies Initiative (LEI) to help public health laboratories (PHLs) and the nation's entire PHL system achieve and maintain sustainability to continue to conduct vital services in the face of unprecedented financial and other pressures. The LEI focuses on stimulating substantial gains in laboratories' operating efficiency and cost efficiency through the adoption of proven and promising management practices. In its first year, the LEI generated a strategic plan and a number of resources that PHL directors can use toward achieving LEI goals. Additionally, the first year saw the formation of a dynamic community of practitioners committed to implementing the LEI strategic plan in coordination with state and local public health executives, program officials, foundations, and other key partners.

The Laboratory Efficiencies Initiative: Partnership for Building a Sustainable National Public Health Laboratory System

PubMed Central

Moulton, Anthony D.; Ned, Renée M.; Nicholson, Janet K.A.; Chu, May C.; Becker, Scott J.; Blank, Eric C.; Breckenridge, Karen J.; Waddell, Victor; Brokopp, Charles

2013-01-01

Beginning in early 2011, the Centers for Disease Control and Prevention and the Association of Public Health Laboratories launched the Laboratory Efficiencies Initiative (LEI) to help public health laboratories (PHLs) and the nation's entire PHL system achieve and maintain sustainability to continue to conduct vital services in the face of unprecedented financial and other pressures. The LEI focuses on stimulating substantial gains in laboratories' operating efficiency and cost efficiency through the adoption of proven and promising management practices. In its first year, the LEI generated a strategic plan and a number of resources that PHL directors can use toward achieving LEI goals. Additionally, the first year saw the formation of a dynamic community of practitioners committed to implementing the LEI strategic plan in coordination with state and local public health executives, program officials, foundations, and other key partners. PMID:23997300

Surgical volume and conversion rate in laparoscopic hysterectomy: does volume matter? A multicenter retrospective cohort study.

PubMed

Keurentjes, José H M; Briët, Justine M; de Bock, Geertruida H; Mourits, Marian J E

2018-02-01

A multicenter, retrospective, cohort study was conducted in the Netherlands. The aim was to evaluate whether surgical volume of laparoscopic hysterectomies (LHs) performed by proven skilled gynecologists had an impact on the conversion rate from laparoscopy to laparotomy. In 14 hospitals, all LHs performed by 19 proven skilled gynecologists between 2007 and 2010 were included in the analysis. Surgical volume, conversion rate and type of conversion (reactive or strategic) were retrospectively assessed. To estimate the impact of surgical volume on the conversion rate, logistic regressions were performed. These regressions were adjusted for patient's age, Body Mass Index (BMI), ASA classification, previous abdominal surgery and the indication (malignant versus benign) for the LH. During the study period, 19 proven skilled gynecologists performed a total of 1051 LHs. Forty percent of the gynecologists performed over 20 LHs per year (median 17.3, range 5.4-49.5). Conversion to laparotomy occurred in 5.0% of all LHs (53 of 1051); 38 (3.6%) were strategic and 15 (1.4%) were reactive conversions. Performing over 20 LHs per year was significantly associated with a lower overall conversion rate (OR adjusted 0.43, 95% CI 0.24-0.77), a lower strategic conversion rate (OR adjusted 0.32, 95% CI 0.16-0.65), but not with a lower reactive conversion rate (OR adjusted 0.96, 95% CI 0.33-2.79). A higher annual surgical volume of LHs by proven skilled gynecologists is inversely related to the conversion rate to laparotomy, and results in a lower strategic conversion rate.

Strategic philanthropy: an opportunity for partnership between corporations and health/human service agencies.

PubMed

Marx, J D

1996-01-01

The study is a national survey of corporate philanthropy programs. The original problem underlying the study is the long-term decline in the percentage of total corporate contributions to health and human services. A questionnaire, mailed in May of 1993, was used to investigate the impact of strategic philanthropy on the relationship between corporations and health/human service organizations. Corporations strategically prioritizing their philanthropic support were expected to create new opportunities for partnerships between business and health/human service agencies. The survey resulted in a sample of 226 corporations. The results showed statistically significant support for the hypothesis that highly strategic philanthropy programs will be more likely to enter into a health/human service partnership than less strategic programs. The multiple regression analysis method was used to control for the effects of corporate size, industry type, the (corporate) contributions management organization, and United Way credibility. Based upon the results of the study, United Way is recommended to consider new roles for itself as a facilitator of partnerships between business and health/human service organizations.

Benefits of a strategic national forest inventory to science and society: the USDA Forest Service Forest Inventory and Analysis program

Treesearch

J. D. Shaw

2006-01-01

Benefits of a strategic national forest inventory to science and society: the USDA Forest Service Forest Inventory and Analysis program. Forest Inventory and Analysis, previously known as Forest Survey, is one of the oldest research and development programs in the USDA Forest Service. Statistically-based inventory efforts that started in Scandinavian countries in the...

A Preliminary Analysis of a Strategic Staffing Initiative

ERIC Educational Resources Information Center

Pulliam, Cheryl L.; LaCaria, Lynne; Schoeneberger, Jason; Algozzine, Bob

2014-01-01

The authors evaluated a reform program known as "Strategic Staffing" in which principals were given increased autonomy to modify the delivery of instruction without compromising academic content. The program's central feature was reassignment of school leaders and key staff members from settings in which they were successful to schools…

76 FR 44081 - Agency Information Collection Activities: Notice of Request for Approval of a New Information...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-22

...: Jeffrey Miller, (202) 366-0744 or [email protected] , Office of Safety Integration, Federal Highway... Friday, except Federal holidays. SUPPLEMENTARY INFORMATION: Title: Strategic Highway Safety Plan (SHSP... Highway Safety Improvement Program (HSIP) as a core Federal program. A Strategic Highway Safety Plan (SHSP...

Integrated Adult Education Data System. Policy Option Paper on Strategic Recommendation 8. First Edition.

ERIC Educational Resources Information Center

Porter, Dennis

This document addresses the recommendation contained in the 1989 California Strategic Plan for Adult Education for an integrated adult education data system. The recommendation proposes collecting and organizing community adult education information into groups of data on: program services, program delivery, learner characteristics, and learning…

77 FR 41164 - Joint Subcommittee on Aquaculture Research and Development Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2012-07-12

... Development Strategic Plan AGENCIES: Agricultural Research Service (ARS), U.S. Department of Agriculture (USDA... Agricultural Research Service (USDA-ARS) announce on behalf of the Federal Interagency Working Group on... http://www.ars.usda.gov/research/programs/programs.htm?np_code=106&docid=22641 . DATES: Written...

Program Evaluation for USAID/Guinea Basic Education Program Portfolio

ERIC Educational Resources Information Center

Midling, Michael; Filion, Louise; David-Gnahoui, Emmanuel M.; Gassama-Mbaye, Mbarou; Diallo, Amadou Tidjane; Diallo, Abdoul Karim

2006-01-01

In support of its strategic objective of a quality basic education provided to a larger percentage of Guinean children with an emphasis on girls and rural children, the United States Agency for International Development established the following intermediate results: (1) Improved sectoral strategic planning, management, and decision-making in…

Improving School Effectiveness by Teaching Thinking Skills.

ERIC Educational Resources Information Center

Zenke, Larry L.

This paper describes a plan to improve school effectiveness in the Tulsa (Oklahoma) Public Schools by incorporating instruction in thinking skills. The program selected by the school district was the Strategic Reasoning Program, based on Albert Upton's Design for Thinking and J. P. Guilford's Structure of the Intellect. The Strategic Reasoning…

New Strategy for Exploration Technology Development: The Human Exploration and Development of Space (HEDS) Exploration/Commercialization Technology Initiative

NASA Technical Reports Server (NTRS)

Mankins, John C.

2000-01-01

In FY 2001, NASA will undertake a new research and technology program supporting the goals of human exploration: the Human Exploration and Development of Space (HEDS) Exploration/Commercialization Technology Initiative (HTCI). The HTCI represents a new strategic approach to exploration technology, in which an emphasis will be placed on identifying and developing technologies for systems and infrastructures that may be common among exploration and commercial development of space objectives. A family of preliminary strategic research and technology (R&T) road maps have been formulated that address "technology for human exploration and development of space (THREADS). These road maps frame and bound the likely content of the HTCL Notional technology themes for the initiative include: (1) space resources development, (2) space utilities and power, (3) habitation and bioastronautics, (4) space assembly, inspection and maintenance, (5) exploration and expeditions, and (6) space transportation. This paper will summarize the results of the THREADS road mapping process and describe the current status and content of the HTCI within that framework. The paper will highlight the space resources development theme within the Initiative and will summarize plans for the coming year.

Strategic Planning and the Marketing Process: Library Applications.

ERIC Educational Resources Information Center

Wood, Elizabeth J.

1983-01-01

Illustrates how basic principles of marketing and strategic market planning can be applied to libraries and discusses some concepts of strategic planning (organization mission, objectives and goals, growth strategy, program portfolio plan) and marketing (opportunity analysis, target market selection, marketing mix strategy, marketing systems…

Managing Sino-U.S. Air and Naval Interactions: Cold War Lessons and New Avenues of Approach (INSS China Strategic Perspectives, Number 5, September 2012)

DTIC Science & Technology

2012-09-01

Avenues of Approach 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT...United States is encircling China and seeking to contain its rise. Mutual suspicions and the competitive elements of the relationship have deepened in...in the motivations that sometimes drive the Chinese to selective noncompliance with their provisions. Understanding these motiva - tions requires a

Introduction of a second dose of measles in national immunization program in India: a major step towards eradication.

PubMed

Verma, Ramesh; Khanna, Pardeep; Bairwa, Mohan; Chawla, Suraj; Prinja, Shankar; Rajput, Meena

2011-10-01

Measles is a highly infectious, acute respiratory illness that is caused by a virus of the genus Morbillivirus. The disease infects nearly 30 million children each year, and deaths usually occur from complications related to pneumonia, diarrhea and malnutrition. A systematic review of published Indian literature depicts the median case fatality ratio (CFR) of measles to be 1.6%. Through immunization, measles deaths dropped a remarkable 78% from 733,000 in 2000 to 164,000 in 2008. As of 2008, 192 of 193 Member States of WHO use 2 doses of measles vaccine in their national immunization programs, India being the only exception. The Millennium Development Goal (MDG) 4 aims to reduce by two-thirds between 1990 and 2015 the under-five mortality rate (U5MR) in the world. Per the draft comprehensive Multi Year Strategic Plan (cMYP, 2010–17) for immunization of India, the country aims to reduce measles-related mortality by 90% by 2013 when compared to 2000. As recommended by the National Technical Advisory Group on Immunization (NTAGI), the implementation strategy of the second dose of measles vaccine at the state level is determined by the underlying performance of the routine immunization program. The second dose in the national immunization schedule gives extra immunity against measles infection that renders children more susceptible to secondary pneumonia and diarrheal diseases, which are the primary causes of under-5 child mortality in India.

Social Justice and Music Education: Claiming the Space of Music Education as a Site of Postcolonial Contestation

ERIC Educational Resources Information Center

Vaugeois, Lise

2007-01-01

In recent years, music educators have become interested in linking music education practices, programs and projects to issues of social justice. However, theoretical approaches to conceptualizing the problem or to developing strategic interventions have yet to occur within the field. In this paper, the author argues that to address social justice…

The Live In-Class CEO Intervention: A Capstone Experiential Technique for Leadership Development

ERIC Educational Resources Information Center

Rashford, Nicholas S.; de Figueiredo, Joao Neiva

2011-01-01

This article describes a pedagogical technique that has been used successfully for more than 35 years in business education, primarily as a capstone experience in MBA and Executive MBA programs: the live in-class CEO intervention method. This method consists of a CEO bringing to the classroom a strategic issue that she or he is currently…

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.

Strategic Planning for Exploration of the Martian Subsurface

NASA Technical Reports Server (NTRS)

Beaty, D. W.; Briggs, G.; Clifford, S. M.

2000-01-01

Exploration of the upper 2-5 km of the martian crust (i.e. the portion that we can realistically envision physically accessing) is a tantalizing prospect. This may provide our best opportunity to advance the three current objectives of the Mars exploration program: Life, Climate, and Resources, with a common theme of water.

Strategic plan for the National Mapping Divison of the U.S. Geological Survey

USGS Publications Warehouse

,

1997-01-01

The Bureau Strategic Plan was reviewed carefully to assure that the NMD Strategic Plan would be consistent with it. The Division planning team built on the conclusion of the Bureau Plan regarding the political, economic, societal, and global force that will affect our program in the future. The NMD Strategic Plan also embraces all of the core competencies and business activities.

Ensuring US National Aeronautics Test Capabilities

NASA Technical Reports Server (NTRS)

Marshall, Timothy J.

2010-01-01

U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD). However, changes in the Aerospace landscape, primarily the decrease in demand for testing over the last 20 years required an overarching strategy for management of these national assets. Therefore, NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD. Test facility utilization is a critical factor for ATP because it relies on user occupancy fees to recover a substantial part of the operations costs for its facilities. Decreasing utilization is an indicator of excess capacity and in some cases low-risk redundancy (i.e., several facilities with basically the same capability and overall low utilization). However, low utilization does not necessarily translate to lack of strategic importance. Some facilities with relatively low utilization are nonetheless vitally important because of the unique nature of the capability and the foreseeable aeronautics testing needs. Unfortunately, since its inception, the customer base for ATP has continued to shrink. Utilization of ATP wind tunnels has declined by more than 50% from the FY 2006 levels. This significant decrease in customer usage is attributable to several factors, including the overall decline in new programs and projects in the aerospace sector; the impact of computational fluid dynamics (CFD) on the design, development, and research process; and the reductions in wind tunnel testing requirements within the largest consumer of ATP wind tunnel test time, the Aeronautics Research Mission Directorate (ARMD). Retirement of the Space Shuttle Program and recent perturbations of NASA's Constellation Program will exacerbate this downward trend. Therefore it is crucial that ATP periodically revisit and determine which of its test capabilities are strategically important, which qualify as low-risk redundancies that could be put in an inactive status or closed, and address the challenges associated with both sustainment and improvements to the test capabilities that must remain active. This presentation will provide an overview of the ATP vision, mission, and goals as well as the challenges and opportunities the program is facing both today and in the future. We will discuss the strategy ATP is taking over the next five years to address the National aeronautics test capability challenges and what the program will do to capitalize on its opportunities to ensure a ready, robust and relevant portfolio of National aeronautics test capabilities.

The Strategic Implications of Chinese Companies Going Global

DTIC Science & Technology

2011-03-29

2020. The need to import zinc went from 0 in 2000 to 53% in 2010 and is projected to reach 69% in 2020. 64 These resources are required to sustain ...PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER COL Heino Klinck, U.S. Army 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7...research project exams the actual and potential role of Chinese companies’ overseas expansion in Beijing’s global foreign and security policy. Particular

2008 U.S. Coast Guard Innovation Expo

DTIC Science & Technology

2008-11-20

for Capability (CG-7) Public Release Authorized DCO Outcomes • Mission Performance Plans, policies, strategic analysis and planning, assessments and...Untitled Document 2008 U.S.htm[5/26/ 2016 2:24:38 PM] 2008 U.S. Coast Guard Innovation Expo “Collaboration Fuels Innovation” Virginia Beach, Virginia...Untitled Document 2008 U.S.htm[5/26/ 2016 2:24:38 PM] Panelists: Mr. Tom Tomaiko, Maritime Security Program Manager, Borders and Maritime Security

24 CFR 91.315 - 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. 91.315 Section 91... CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS State Governments; Contents of Consolidated Plan § 91.315 Strategic plan. (a) General. For the categories described in paragraphs (b), (c), (d...

Strategic Plan for the North American Breeding Bird Survey: 2006-2010

USGS Publications Warehouse

,

2007-01-01

Executive Summary The mission of the North American Breeding Bird Survey (BBS) is to provide scientifically credible measures of the status and trends of North American bird populations at continental and regional scales to inform biologically sound conservation and management actions. Determining population trends, relative abundance, and distributions of North American avifauna is critical for identifying conservation priorities, determining appropriate conservation actions, and evaluating those actions. The BBS program, jointly coordinated by the U.S. Geological Survey and Environment Canada?s Canadian Wildlife Service, provides the U.S. and Canadian Federal governments, state and provincial agencies, other conservation practitioners, and the general public with science-based avian population trend estimates and other information for regional and national species' population assessments. Despite the demonstrated value of the BBS for furthering avian conservation across North America, its importance is often underappreciated, and it is underfunded compared with many other government-supported programs that report on status of the environment. Today, BBS resources, adjusted for inflation, are below the amount allocated in the 1970s and are still only sufficient to support two biologists. Yet the number of routes, participants, data, and data requests has quadrupled. Data and information management and delivery requirements and security concerns, non-existent in 1966, impose further demands on BBS resources. In addition, the Mexican expansion of the BBS offers new hope for a truly continental approach to avian conservation, but also brings additional challenges. Meeting the goals of this plan will take cooperation among myriad stakeholders; yet, even with collaboration, most objectives of this plan will be unattainable if BBS program support is not increased. The BBS developed this strategic plan to help set priorities and identify resources required for the program to continue to meet the evolving needs of the conservation community for information on bird population change. By setting clear goals, strategies, and measures of success, this plan provides a cohesive framework and vision for maintenance and development of the BBS. The plan identifies two major goals for the BBS, with a number of strategies and objectives to achieve these goals. Over the next 5 years, progress made in addressing each long-term goal and its associated 5-year strategies and objectives will gage the plan's success. Specific actions, projected outcomes, and measures of success related to accomplishing these are outlined in Table 1, with a timeline in Table 2. The two main goals for the program, with a summary of the strategies to achieve them, are: Goal 1: Collect scientifically credible measures of the status and trends of North American bird populations at continental and regional scales. The North American Breeding Bird Survey will continue to support North American natural resource conservation through the collection of scientifically credible measures of the status and trends of continental bird populations. While doing this, the BBS will work to improve the science behind the program to better meet its mission and the changing needs of the avian conservation community. In partnership with collaborators, the BBS will address detection probability bias and habitat bias, improve analytical methods, and more fully assess and account for observer quality. Moreover, the BBS will improve the quality and breadth of avian population data through strategic increases in route density and the establishment of a Mexican BBS program. Goal 2: Ensure BBS data and analytical results are widely available and easily accessible for use by the avian conservation and management communities. At the heart of the BBS lies a four-million-record database containing more than 40 years of data on more than 600 bird species. These data are of no valu

TOWARDS DEVELOPING A SUSTAINABLE FACULTY DEVELOPMENT PROGRAM: An Initiative of an American Medical School in Lebanon.

PubMed

Rahal, Boushra; Mansour, Nabil; Zaatari, Ghazi

2015-01-01

The American University of Beirut Faculty of Medicine (AUB-FM) strategy is to develop faculty members (fm) skills by sponsoring local and international scientific activities has been in place for over three decades, and remains dependent on individuals' efforts. In 2011-2012, Faculty Development Program (FDP) was introduced to develop faculty leadership, business skills in medicine, fulfill personal and professional goals, followed by a five-year plan to cover five themes: Management/Leadership, Marketing, Finance, Strategic Planning and Communications with the purpose of integrating these themes in medical practice. A survey was sent to all departments at AUB-FM in 2011 to assess needs and determine themes. Nine workshops were conducted, followed by post-workshop evaluation. 117 fm responded to needs assessment surveys. Respondents had on average 15 years in clinical practice, 50% with extensive to moderate administrative experience; 71% assumed administrative responsibilities at least once, 56% in leadership positions. Faculty attendance dropped midway from 69 to 19, although workshops were rated very good to excellent. Although faculty were interested in FDP, the drop in attendance might be attributed to: challenges to achieve personal and professional goals while struggling to fulfill their roles, satisfy promotion requirements and generate their income. FDP has to be aligned with FM strategic goals and faculty objectives, be complimentary to a faculty mentoring program, provide rewards, and be supported by a faculty progression tool.

The Effectiveness of a Suggested Program Based on Combining the Direct and the Indirect Strategies on Developing the EFL Al-Azhr Secondary School Students' Strategic Competence Skills

ERIC Educational Resources Information Center

Elshirbini Abdel-fattah Al-Ashrii, Ismail Ibrahim

2011-01-01

This study aimed to examine the effectiveness of using a suggested program based on integrating the direct and indirect approaches on developing Strategic Competence skills of EFL secondary school students. The study adopted the experimental design. One group was an experimental group (using the suggested program) and another group worked as the…

The association of strategic group and organizational culture with hospital performance in China.

PubMed

Xue, Di; Zhou, Ping; Bundorf, M Kate; Huang, Jin Xin; Chang, Ji Le

2013-01-01

The policy environment in China is rapidly changing. Strategic planning may enable hospitals to respond more effectively to changes in their external environment, little evidence exists on the extent to which public hospitals in China adopt different strategies and the relationship between strategic decision-making and hospital performance. The purposes of our study were to determine the extent to which different hospitals adopt different strategies, whether strategies are associated with organizational culture and whether hospital strategies are associated with hospital performance. Presidents (or vice presidents), employees, and patients from 87 public hospitals were surveyed during 2009. Measures of strategic group were developed using cluster analysis based on the three dimensions of product position, competitive posture, and market position. Culture was measured using a tool developed by the investigators. Performance was measured based on profitability, patient satisfaction, and employee satisfaction with overall hospital development in the recent 5 years. The association of strategic group and organizational culture with hospital performance was analyzed using multivariate models. Chinese public general hospitals were classified into five strategic groups that had significant differences in product positioning, competitive posture, and market position. Hospitals of similar types based on regulation adopted different strategies. Organizational culture was not strongly associated with hospital strategic group. Although strategic group was associated with hospital profitability and patient satisfaction in the models with or without control for hospital location, these effects did not persist after controlling for organizational culture, hospital level, and hospital location. It is important for public hospitals in China to make effective strategic planning and align their organizational culture with the strategies for better execution and therefore better performance. Moreover, the method of hospital strategic grouping in the study provides a new way to analyze management issues within a strategic group and between strategic groups.

Strategic National HRD Initiatives: Lessons from the Management Training Program of Japan. [and] Invited Reaction: The Little-Known Impact of U.S. Training Programs on the Japanese Quality Movement. [and] Invited Reaction: Comments on Strategic National Initiatives: Lessons from the Management Training Program of Japan.

ERIC Educational Resources Information Center

Robinson, Alan G.; And Others

1995-01-01

Robinson and Stern describe the Management Training Program introduced by the U.S. Air Force in postwar Japan and its effect on Japanese industry. Roberts compares it with U.S. Training within Industries. Umetani comments that the discussion would have been more convincing had its relationship with other Japanese training programs been addressed.…

Highway concrete pavement technology development and testing. Volume 2, field evaluation of strategic highway research program (SHRP) C-203 test sites (freeze-thaw resistance)

DOT National Transportation Integrated Search

2006-08-01

Field test sections were constructed during 1992 as part of the Strategic Highway Research Program (SHRP) investigation of the frost resistance of concrete. The first freeze-thaw-related deterioration expected for pavement concrete exposed to de-icin...

University Strategic Planning: A Process for Change in a Principal Preparation Program

ERIC Educational Resources Information Center

Guerra, Federico R.; Zamora, Roberto; Hernandez, Rosalinda; Menchaca, Velma

2017-01-01

This study describes a strategic planning process used for developing an educational leadership program that prepares principals for leading 21st century schools. The plan is based on recommendations received from the External reviewers representing Southern Association of Colleges and Schools, the Texas Education Agency, survey responses received…

Strategic Leadership: A Model for Promoting, Sustaining, and Advancing Institutional Significance

ERIC Educational Resources Information Center

Scott, Kenneth E.; Johnson, Mimi

2011-01-01

This article presents the methods, materials, and manpower required to create a strategic leadership program for promoting, sustaining, and advancing institutional significance. The functionality of the program is based on the Original Case Study Design (OCSD) methodology, in which participants are given actual college issues to investigate from a…

Program Manager as Chief Executive Officer (CEO): Leading with Accountability and Empowerment

DTIC Science & Technology

2009-07-01

Keywords: Program Management, Strategic Leadership, Accountability, Empowerment, Stakeholder Management, Entrepreneurship , Executive Decision...include: executive decision making and ne- gotiation skills, penchant toward entrepreneurship , high ethical standards, and strategic leadership...stakeholders. Negotiation skills are vital in these situations. entrePreneUrshiP Entrepreneurs, by their nature, are opportunistic and risk-taking (Cunning

Promoting Strategic STEM Education Outreach Programming Using a Systems-Based STEM-EO Model

ERIC Educational Resources Information Center

Ward, Annmarie R.

2015-01-01

In this paper a STEM Education Outreach (STEM-EO) Model for promoting strategic university outreach programming at Penn State University to the benefit of university, school district and community stakeholders is described. The model considers STEM-EO as a complex system involving overarching learning goals addressed within four outreach domains…

Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success

ERIC Educational Resources Information Center

Hughes, Richard L.; Beatty, Katherine Colarelli

2005-01-01

Based on CCL's (Center for Creative Leadership) successful Developing the Strategic Leader program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also…

The Use of a Citizen Leader Model for Teaching Strategic Leadership

ERIC Educational Resources Information Center

Langone, Christine A.

2004-01-01

Strategic leadership is perhaps the area where undergraduate students have the least experience. Therefore, a focus on developing these skills is critical for college-level leadership educators. Teaching strategic leadership requires that educators design programs that make explicit, direct, and formal links between theory and practical…

Ohio Water Resources Council

Science.gov Websites

Salt Storage Fact Sheet QUICK LINKS 2015-2019 Strategic Action Plan 2010-2014 Strategic Action Plan 2006 Strategic Action Plan OWRC Bylaws For More Information Brian Hall OWRC - State Agency Coordinating Program (Indirect Discharge) Primary Headwater Habitat Streams Remedial Action Plans (RAP) River Mile Maps

Environmental Scanning in Educational Planning: Establishing a Strategic Trend Information System.

ERIC Educational Resources Information Center

Morrison, James L.

The systematic evaluation of the macroenvironment is sometimes referred to as a strategic trend information system. Strategic trend intelligence systems are highly developed, systematic intelligence programs that focus on trends and events in the external environment and provide institutions with knowledge to reduce areas of uncertainty and with…

Lawrence Berkeley Laboratory, Institutional Plan FY 1994--1999

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1993-09-01

The Institutional Plan provides an overview of the Lawrence Berkeley Laboratory mission, strategic plan, scientific initiatives, research programs, environment and safety program plans, educational and technology transfer efforts, human resources, and facilities needs. For FY 1994-1999 the Institutional Plan reflects significant revisions based on the Laboratory`s strategic planning process. The Strategic Plan section identifies long-range conditions that will influence the Laboratory, as well as potential research trends and management implications. The Initiatives section identifies potential new research programs that represent major long-term opportunities for the Laboratory, and the resources required for their implementation. The Scientific and Technical Programs section summarizesmore » current programs and potential changes in research program activity. The Environment, Safety, and Health section describes the management systems and programs underway at the Laboratory to protect the environment, the public, and the employees. The Technology Transfer and Education programs section describes current and planned programs to enhance the nation`s scientific literacy and human infrastructure and to improve economic competitiveness. The Human Resources section identifies LBL staff diversity and development program. The section on Site and Facilities discusses resources required to sustain and improve the physical plant and its equipment. The new section on Information Resources reflects the importance of computing and communication resources to the Laboratory. The Resource Projections are estimates of required budgetary authority for the Laboratory`s ongoing research programs. The Institutional Plan is a management report for integration with the Department of Energy`s strategic planning activities, developed through an annual planning process.« less

Improving adjustment to chronic illness through strategic self-presentation: an experimental study on a renal dialysis unit.

PubMed

Leake, R; Friend, R; Wadhwa, N

1999-01-01

Laboratory studies show that strategic self-presentations strongly influence private self-evaluations. The present study experimentally manipulated self-presentations of dialysis patients' coping skills in order to influence their adjustment. In all, 42 renal dialysis patients matched for diabetes, gender, and dialysis years were randomly assigned to 3 conditions; adjustment was assessed at baseline, post-intervention, and 1 month follow-up. Patients in a self-presentation condition selectively presented themselves as successful copers in a videotaped interview, ostensibly as part of a training program for new patients. Patients in a problem disclosure condition discussed problems with managing their illness. Control group patients viewed a medical videotape about adjusting to dialysis. Patients in the self-presentation condition reported better adjustment, fewer physical symptoms, and more coping skills 1 month later, compared with patients in the other 2 conditions. In addition, coping skills were shown to mediate the relationship between strategic self-presentation and adjustment.

Ground Based Studies of the Outer Planets

NASA Technical Reports Server (NTRS)

Trafton, Laurence M.

2005-01-01

This report covers progress to date under this grant on our continuing program to conduct ground based studies of the outer solar system planets and satellites, with emphasis on spectroscopy and atmospheric phenomena. The research continues under our new PAST grant, NNG04G131G beginning 5/1/2004. The original period of performance of the subject grant was 3/1/2001 to 2/28/2004, but was extended one year at no cost. Although there is some overlap in the scientific projects conducted during the extended year with those of the new grant, this report is confined to the portion of the work funded under NAG5-10435. The primary goals for this grant period were a comparative study of outer planet thermospheres/ionospheres near solar maximum, extended to the mid-IR, and the investigation of molecular dimers in outer solar system atmospheres. This project supports NASA's planned space missions, Jupiter Polar Orbiter, outer Planet Microprobes, and the recent Cassini flyby of Jupiter. It also supports the OSS strategic plan themes, The Exploration of the Solar System and The Sun-Earth Connection/ Understanding comparative planetary space environments.

The Component Model of Infrastructure: A Practical Approach to Understanding Public Health Program Infrastructure

PubMed Central

Snyder, Kimberly; Rieker, Patricia P.

2014-01-01

Functioning program infrastructure is necessary for achieving public health outcomes. It is what supports program capacity, implementation, and sustainability. The public health program infrastructure model presented in this article is grounded in data from a broader evaluation of 18 state tobacco control programs and previous work. The newly developed Component Model of Infrastructure (CMI) addresses the limitations of a previous model and contains 5 core components (multilevel leadership, managed resources, engaged data, responsive plans and planning, networked partnerships) and 3 supporting components (strategic understanding, operations, contextual influences). The CMI is a practical, implementation-focused model applicable across public health programs, enabling linkages to capacity, sustainability, and outcome measurement. PMID:24922125

C3R2 - Complete Calibration of the Color-Redshift Relation: Keck spectroscopy to train photometric redshifts for Euclid and WFIRST

NASA Astrophysics Data System (ADS)

Stern, Daniel; C3R2 Team

2017-01-01

A primary objective of both WFIRST and Euclid is to provide a 3D map of the distribution of matter across a significant fraction of the universe from the weak lensing shear field, but to do so requires robust distances to billions of galaxies. I will report on a multi-semester program, expected to total approximately 40 nights with Keck over the next two years. This program, supporting both the NASA PCOS and COR science goals, will obtain the necessary galaxy spectroscopy to calibrate the color-redshift relation for the Euclid mission, and make significant progress towards the WFIRST requirements. The program, called C3R2 or Complete Calibration of the Color-Redshift Relation, already encompasses 10 allocated nights of NASA Keck Key Strategic Mission Support (PI D. Stern), 12 allocated nights from Caltech (PI J. Cohen), 3 allocated nights from the University of Hawaii (PI D. Sanders), and 1.5 allocated nights from UC-Riverside (PI B. Mobasher). We are also pursuing opportunities at additional 8- to 10-meter class telescopes, including Magellan, VLT and GCT. I will present the motivation for this program, the plans, and current results.

Creation of an instrument maintenance program at W. M. Keck Observatory

NASA Astrophysics Data System (ADS)

Hill, G. M.; Kwok, S. H.; Mader, J. A.; Wirth, G. D.; Dahm, S. E.; Goodrich, R. W.

2014-08-01

Until a few years ago, the W. M. Keck Observatory (WMKO) did not have a systematic program of instrument maintenance at a level appropriate for a world-leading observatory. We describe the creation of such a program within the context of WMKO's lean operations model which posed challenges but also guided the design of the system and resulted in some unique and notable capabilities. These capabilities and the flexibility of the system have led to its adoption across the Observatory for virtually all PM's. The success of the Observatory in implementing the program and its impact on instrument reliability are presented. Lessons learned are reviewed and strategic implications discussed.

The NASA Materials Science Research Program: It's New Strategic Goals and Opportunities

NASA Technical Reports Server (NTRS)

Schlagheck, Ronald A.; Stagg, Elizabeth

2004-01-01

In the past year, the NASA s Office of Biological and Physical Research (OBPR) has formulated a long term plan to perform strategical and fundamental research bringing together physics, chemistry, biology, and engineering to solve problems needed for current and future agency mission goals. Materials Science is one of basic disciplines within the Enterprise s Division of Physical Sciences Research. The Materials Science Program participates to utilize effective use of International Space Station (ISS) and various world class ground laboratory facilities to solve new scientific and technology questions and transfer these results for public and agency benefits. The program has recently targeted new investigative research in strategic areas necessary to expand NASA knowledge base for exploration of the universe and some of these experiments will need access to the microgravity of space. The program is implementing a wide variety of traditional ground and flight based research related types of fundamental science related to materials crystallization, fundamental processing, and properties characterization in order to obtain basic understanding of various phenomena effects and relationships to the structures, processing, and properties of materials. , In addition new initiatives in radiation protection, materials for propulsion and In-space fabrication and repair focus on research helping the agency solve problems needed for future transportation into the solar system. A summary of the types and sources for this research is presented including those experiments planned for a low gravity environment. Areas to help expand the science basis for NASA future missions are described. An overview of the program is given including the scope of the current and future NASA Research Announcements with emphasis on new materials science initiatives. A description of the planned flight experiments to be conducted on the International Space Station program along with the planned facility class Materials Science Research Rack (MSRR) and Microgravity Glovebox (MSG) type investigations. Some initial results from the first three materials experiments are given.

Impact of the residential conservation service program on natural gas and electric utilities. Appendix B

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

An assessment of the RCS program is provided from the perspective of eleven case study utilities. First, an introduction to the role and value of conservation in utility strategic planning is presented. The interplay of various utility system characteristics is shown to be the primary determinant of the value of conservation efforts from the utility's point of view. Simplified typologies of utilities are developed to aid in the identification of those combinations of the utility characteristics that will favor the adoption of the utility sponsored strategic conservation efforts. The integration of the RCS program with other utility conservation and loadmore » management programs is explored for the eleven case study utilities. Reference is made to the simplified typologies in order to show, through actual program experience, how the strategic position of the utility company affects its adoption of this federal program. Evaluative studies done by the eleven case study utilities of the RCS program are reviewed. Results are presented and the methodologies are critiqued. Conclusions regarding the RCS program from the utility perspective are presented.« less

[Thinking about several problems of the research of our family planning strategy].

PubMed

Shi, H

1989-03-01

On the basis of 1982 census data, it is estimated that from 1987-1997 13 million women will enter the age of marriage and child-bearing each year. The tasks of keeping the population size around 1.2 billion by the year 2000 is arduous. Great efforts have to be made to continue encouraging one child/couple, and to pursue the current plans and policies and maintain strict control over fertility. Keeping population growth in pace with economic growth, environment, ecological balance, availability of per capita resources, education programs, employment capability, health services, maternal and child care, social welfare and social security should be a component of the long term development strategy of the country. Family planning is a comprehensive program which involves long cycles and complicated factors, viewpoints of expediency in guiding policy and program formulation for short term benefits are inappropriate. The emphasis of family planning program strategy should be placed on the rural areas where the majority of population reside. Specifically, the major aspects of strategic thrusts should be the linkage between policy implementation and reception, between family planning publicity and changes of ideation on fertility; the integrated urban and rural program management relating to migration and differentiation of policy towards minority population and areas in different economic development stages. In order to achieve the above strategies, several measures are proposed. (1) strengthening family planning program and organization structure; (2) providing information on population and contraception; (3) establishing family planning program network for infiltration effects; (4) using government financing, taxation, loan, social welfare and penalty to regulate fertility motivations; (5) improving the system of target allocation and data reporting to facilitate program implementation; (6) strengthening population projection and policy research; (7) and strengthening training of family planning personnel to improve program efficiency.

Development of a 21st Century Small Aircraft Transportation System

NASA Technical Reports Server (NTRS)

Bowen, Brent D.; Holmes, Bruce J.; Hansen, Frederick

2000-01-01

The National Aeronautics and Space Administration (NASA), U.S. Department of Transportation, Federal Aviation Administration, industry stakeholders, and academia, have joined forces to pursue the NASA National General Aviation Roadmap leading to a Small Aircraft Transportation System (SATS). This strategic undertaking has a 25-year goal to bring the next-generation technologies and improve travel between remote communities and transportation centers in urban areas by utilizing the nation's 5,400 public use general aviation airports. To facilitate this initiative, a comprehensive upgrade of public infrastructure must be planned, coordinated, and implemented within the framework of the national air transportation system. The Nebraska NASA EPSCoR Program has proposed to deliver research support in key public infrastructure areas in coordination with the General Aviation Program Office at the NASA Langley Research Center. Ultimately, SATS may permit tripling aviation system throughput capacity by tapping the underutilized general aviation facilities to achieve the national goal of doorstep-to-destination travel at four times the speed of highways for the nation's suburban, rural, and remote communities.

A New Sputnik Surprise?

NASA Technical Reports Server (NTRS)

Lowman, Paul D., Jr.; Smith, David E. (Technical Monitor)

2001-01-01

This paper suggests that a new "Sputnik surprise" in the form of a joint Chinese-Russian lunar base program may emerge in this decade. The Moon as a whole has been shown to be territory of strategic value, with discovery of large amounts of hydrogen (probably water ice) at the lunar poles and helium 3 everywhere in the soil, in addition to the Moon's scientific value as an object of study and as a platform for astronomy. There is thus good reason for a return to the Moon, robotically or manned. Relations between China and Russia have thawed since the mid-1990s, and the two countries have a formal space cooperation pact. It is argued here that a manned lunar program would be feasible within 5 years, using modern technology and proven spacecraft and launch vehicles. The combination of Russian lunar hardware with Chinese space technology would permit the two countries together to take the lead in solar system exploration in the 21st century.

Chinese Space Program for Heliophysics

NASA Astrophysics Data System (ADS)

Wu, Ji; Gan, Weiqun; Wang, Chi; Liu, Weining; Yan, Yihua; Liu, Yong; Sun, Lilin; Liu, Ying

As one of the major field of space science, heliophysics research in China has not only long history but also strong research forces. Many space missions have been proposed by the community but with few got support. Since 2006, Chinese Academy of Science has organized a long term strategic study in space science. In 2011, the space science program has been kicked off with several new missions being selected for Phase A study. In this presentation, first a brief review on past programs, such as Double Star, Chang’e, and an introduction on the space science strategic study are given. Under the guidance of this strategic study or roadmap, a few missions have been proposed or re-proposed with new element, such as DSO, KUAFU, MIT, SPORT and ASO-S. Brief introductions of these programs and their current status will be given.

U.S. Strategic Nuclear Forces: Background, Developments, and Issues

DTIC Science & Technology

2014-09-05

S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) Congressional Research Service,The...Pacific Ocean and five are in the Atlantic, to better cover targets in and around Asia. It also has undertaken efforts to extend the life of the...serve as test assets for the remaining force. He noted that the Air Force had to “keep a robust test program all the way through the life of the

Experimental Determination of the Landé g-Factors for 5s 2 1 S and 5s5p 3 P States of the 87Sr Atom

NASA Astrophysics Data System (ADS)

Lu, Ben-quan; Wang, Yebing; Guo, Yang; Xu, Qinfang; Yin, Mojuan; Li, Jiguang; Chang, Hong

2018-04-01

Not Available Supported by the National Natural Science Foundation of China under Grant Nos 61127901, 11404025 and 91536106, the Strategic Priority Research Program of the Chinese Academy of Sciences under Grant No XDB21030700, the Key Research Project of Frontier Science of Chinese Academy of Sciences under Grant No QYZDB-SSW-JSC004, and the China Postdoctoral Science Foundation under Grant No 2014M560061.

42 CFR 457.750 - Annual report.

Code of Federal Regulations, 2011 CFR

2011-10-01

...) STATE CHILDREN'S HEALTH INSURANCE PROGRAMS (SCHIPs) ALLOTMENTS AND GRANTS TO STATES Strategic Planning... reducing the number of uncovered, low-income children and; in meeting other strategic objectives and...

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A. Volume 14

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1998-01-01

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

Reforming Health Professions Education through a Network of Strategic Multi-Level Partnerships. Scaling Change: Health Professions Pathways (H2P) Consortium

ERIC Educational Resources Information Center

Fox, H. L.

2016-01-01

Several federal grants prioritized the role of community colleges in education and training in recent years, and one of the most substantial investments was the Trade Adjustment Act Community College and Career Training (TAACCCT) program of the United States Department of Labor (DOL). Beginning October 2011, these $2 billion capacity-building…

School Processes That Can Drive Scaling-Up of an Innovation, or Contribute to Its Abandonment. Conference Paper

ERIC Educational Resources Information Center

Zacamy, Jenna; Newman, Denis; Lazarev, Valeriy; Lin, Li

2015-01-01

This paper reports findings from a multi-year study of the scale-up of Reading Apprenticeship (RA), an approach to improve academic literacy by helping teachers provide the support students need to be successful readers in the content areas. WestEd's Strategic Literacy Initiative (SLI), began developing the program in 1995 and has since reached…

Elucidation of Heterogeneous Processes Controlling Boost Phase Signatures

DTIC Science & Technology

1990-09-12

three year research program to develop efficient theoretical methods to study collisional processes involved in radiative signature modeling . The...Marlboro, MD 20772 I. Statement of Problem For strategic defense, it is important to be able to effectively model radiative signaturesl arising from...Thus our computational work was on problems or models for which exact results for making comparisons were available. Our key validations were

Annual Report to Congress, Fiscal Year 1997. A Report by The Council of the Strategic Environmental Research and Development Program

DTIC Science & Technology

1998-03-01

Discovery of Novel Enzymatic Reactions and Determination of Biodegradation Mechanisms and Pathways. b. Phytoremediation of Explosives Contaminated...Groundwater using Wetlands and Aquatic Plants. c. Phytoremediation of Munitions Contaminated Soils. d. Enhanced TNT Biodegradation Through Genetic Manipulation...Microbial Communities Active in the Enhanced Aerobic Treatment of Chlorinated Ethenes. c. Phytoremediation of Shallow Chlorinated Solvent Plumes

Sustaining an obesity prevention intervention in preschools.

PubMed

Adams, Jillian; Molyneux, Maxine; Squires, Lucy

2011-04-01

This paper outlines the healthy eating and physical activity strategies that were sustained over two and three years after a year-long preschool obesity prevention program in rural and regional NSW, Australia. Seventeen preschool directors were interviewed as part of the pre and post-evaluation data collection in preschools in 2006 and 2007. In July 2009 a follow-up study of the Tooty Fruity Vegie program was conducted by an independent party to evaluate the program's sustainability. Research was in the form of a telephone interview and related to questions originally asked of the directors. Most of the Tooty Fruity Vegie strategies continued in preschools after health promotion contact ceased. The strategies that were sustained were those that involved experiential activities for the children (e.g taste testing and physical activity sessions), those that were easy for the preschool to implement (e.g. newsletter tips) and those that became embedded into the organisational or environmental framework (e.g. increased access to drinking water). A one-year multi-strategic obesity prevention program in preschool shows promise in sustaining some strategies beyond the year of assisted intervention.

75 FR 36431 - National Heart, Lung, and Blood Institute; Notice of Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2010-06-25

... amended (5 U.S.C. App.), notice is hereby given of a meeting of the Sleep Disorders Research Advisory... Committee: Sleep Disorders Research Advisory Board. Date: August 27, 2010. Time: 8:30 a.m. to 4 p.m. Agenda: To discuss sleep research programs and sleep research strategic planning. Place: National Institutes...

Considerations for the Strategic Recruitment of Special Educators

ERIC Educational Resources Information Center

Zascavage, Victoria; Schroeder-Steward, Jennifer; Armstrong, Philip; Marrs-Butler, Kelly; Winterman, Kathy; Zascavage, M. L.

2008-01-01

According to the U.S. Department of Education, Office of Special Education Programs (2004), the United States is lacking 41,141 certified special educators. Texas is no exception to the national trend; in Texas alone, there is a shortage of 5,024 certified special educators (U.S. Department of Special Education). Any successful remediation of this…

Highway concrete pavement technology development and testing : volume IV, field evaluation of Strategic Highway Research Program (SHRP) C-206 test sites (early opening of full-depth pavement repairs).

DOT National Transportation Integrated Search

2006-08-01

The objective of this study was to monitor and evaluate the performance of experimental full-depth repairs made with high-early-strength (HES) materials placed under Strategic Highway Research Program (SHRP) project C-206, Optimization of Highway Con...

EMI Modeling for UXO Detection and Discrimination Underwater

DTIC Science & Technology

2011-12-01

detection and discrimination underwater,? submitted to the Strategic Environmental Research and Development Program (SERDP) in response to the...phenomena from highly conducting and permeable metallic objects in underwater environments, and 3) investigate the impact of the electromagnetic parameters of...to the Department of Defense Strategic Environmental Research and Development Program (SERDP). The publication of this report does not indicate

Supporting Museums--Serving Communities: An Evaluation of the Museums for America Program. Executive Summary

ERIC Educational Resources Information Center

Institute of Museum and Library Services, 2011

2011-01-01

Museums for America (MFA) is the largest IMLS grant program for museums; it supports institutions by investing in high-priority, high-value activities that are clearly linked to the institution's strategic plan and enhance its value to its community. MFA grants situate projects within a framework of meeting three strategic goals: engaging…

Broad Overview of Energy Efficiency and Renewable Energy Opportunities for Department of Defense Installations

DOE Office of Scientific and Technical Information (OSTI.GOV)

Anderson, E.; Antkowiak, M.; Butt, R.

The Strategic Environmental Research and Developmental Program (SERDP)/Environmental Security Technology Certification Program (ESTCP) is the Department of Defense?s (DOD) environmental science and technology program focusing on issues related to environment and energy for the military services. The SERDP/ESTCP Office requested that the National Renewable Energy Laboratory (NREL) provide technical assistance with strategic planning by evaluating the potential for several types of renewable energy technologies at DOD installations. NREL was tasked to provide technical expertise and strategic advice for the feasibility of geothermal resources, waste-to-energy technology, photovoltaics (PV), wind, microgrids, and building system technologies on military installations. This technical report ismore » the deliverable for these tasks.« less

A status review of NASA's COSAM (Conservation Of Strategic Aerospace Materials) program

NASA Technical Reports Server (NTRS)

Stephens, J. R.

1982-01-01

The use and supply of strategic elements in nickel base superalloys for gas turbine engines are reviewed. Substitution of strategic elements, advanced processing concepts, and the identification of alternate materials are considered. Cobalt, tantalum, columbium, and chromium, the supplies of which are 91-100% imported, are the materials of major concern.

Developing Strategic Leadership for Administrators: Private Vocational College Study

ERIC Educational Resources Information Center

Jumnongya, Areeya; Sirisuthi, Chaiyuth; Chansirisira, Pacharawit

2015-01-01

The purpose of this study is to study and define a number of factors measuring quality and efficiency in administrators of private vocational college, and to test and evaluate the efficiency of the strategic leadership program. Twelve factors and 83 indicators were identified as vital for strategic leadership for private vocational college…

From Reactionary to Responsive: Applying the Internal Environmental Scan Protocol to Lifelong Learning Strategic Planning and Operational Model Selection

ERIC Educational Resources Information Center

Downing, David L.

2009-01-01

This study describes and implements a necessary preliminary strategic planning procedure, the Internal Environmental Scanning (IES), and discusses its relevance to strategic planning and university-sponsored lifelong learning program model selection. Employing a qualitative research methodology, a proposed lifelong learning-centric IES process…

Long-Term Metacognitive Effects of a Strategic Learning Course for Postsecondary Students with and without Disabilities

ERIC Educational Resources Information Center

Burchard, Melinda S.

2010-01-01

This dissertation examined long-term metacognitive effects of participation in a Strategic Learning course for postsecondary students with and without disabilities. The researcher integrated existing archival data from three sources, a university-wide assessment program, assessments of 114 students who took a postsecondary Strategic Learning…

A Study on Strategic Planning and Procurement of Medicals in Uganda’s Regional Referral Hospitals

PubMed Central

2016-01-01

This study was an analysis of the effect of strategic planning on procurement of medicals in Uganda’s regional referral hospitals (RRH’s). Medicals were defined as essential medicines, medical devices and medical equipment. The Ministry of Health (MOH) has been carrying out strategic planning for the last 15 years via the Health Sector Strategic Plans. Their assumption was that strategic planning would translate to strategic procurement and consequently, availability of medicals in the RRH’s. However, despite the existence of these plans, there have been many complaints about expired drugs and shortages in RRH’s. For this purpose, a third variable was important because it served the role of mediation. A questionnaire was used to obtain information on perceptions of 206 respondents who were selected using simple random sampling. 8 key informant interviews were held, 2 in each RRH. 4 Focus Group Discussions were held, 1 for each RRH, and between 5 and 8 staff took part as discussants for approximately three hours. The findings suggested that strategic planning was affected by funding to approximately 34% while the relationship between funding and procurement was 35%. The direct relationship between strategic planning and procurement was 18%. However when the total causal effect was computed it turned out that strategic planning and the related variable of funding contributed 77% to procurement of medicals under the current hierarchical model where MOH is charged with development of strategic plans for the entire health sector. Since even with this contribution there were complaints, the study proposed a new model called CALF which according to a simulation, if adopted by MOH, strategic planning would contribute 87% to effectiveness in procurement of medicals. PMID:28299158

A Study on Strategic Planning and Procurement of Medicals in Uganda's Regional Referral Hospitals.

PubMed

Masembe, Ishak Kamaradi

2016-12-31

This study was an analysis of the effect of strategic planning on procurement of medicals in Uganda's regional referral hospitals (RRH's). Medicals were defined as essential medicines, medical devices and medical equipment. The Ministry of Health (MOH) has been carrying out strategic planning for the last 15 years via the Health Sector Strategic Plans. Their assumption was that strategic planning would translate to strategic procurement and consequently, availability of medicals in the RRH's. However, despite the existence of these plans, there have been many complaints about expired drugs and shortages in RRH's. For this purpose, a third variable was important because it served the role of mediation. A questionnaire was used to obtain information on perceptions of 206 respondents who were selected using simple random sampling. 8 key informant interviews were held, 2 in each RRH. 4 Focus Group Discussions were held, 1 for each RRH, and between 5 and 8 staff took part as discussants for approximately three hours. The findings suggested that strategic planning was affected by funding to approximately 34% while the relationship between funding and procurement was 35%. The direct relationship between strategic planning and procurement was 18%. However when the total causal effect was computed it turned out that strategic planning and the related variable of funding contributed 77% to procurement of medicals under the current hierarchical model where MOH is charged with development of strategic plans for the entire health sector. Since even with this contribution there were complaints, the study proposed a new model called CALF which according to a simulation, if adopted by MOH, strategic planning would contribute 87% to effectiveness in procurement of medicals.

ACHP | About ACHP

Science.gov Websites

Information Membership ACHP Award Programs Staff Directory Staff Federal Agency Assignments Strategic Plan (PDF) Youth Strategic Plan (PDF) Customer Service Standards ACHP Statement of Policy on Diversity and

Programs and Place: Risk and Asset Mapping for Fall Prevention

PubMed Central

Smith, Matthew Lee; Towne, Samuel D.; Motlagh, Audry S.; Smith, Donald R.; Boolani, Ali; Horel, Scott A.; Ory, Marcia G.

2017-01-01

Identifying ways to measure access, availability, and utilization of health-care services, relative to at-risk areas or populations, is critical in providing practical and actionable information to key stakeholders. This study identified the prevalence and geospatial distribution of fall-related emergency medical services (EMS) calls in relation to the delivery of an evidence-based fall prevention program in Tarrant County, Texas over a 3-year time period. It aims to educate public health professionals and EMS first respondents about the application of geographic information system programs to identify risk-related “hot spots,” service gaps, and community assets to reduce falls among older adults. On average, 96.09 (±108.65) calls were received per ZIP Code (ranging from 0 calls to 386 calls). On average, EMS calls per ZIP Code increased from 30.80 (±34.70) calls in 2009 to 33.75 (±39.58) calls in 2011, which indicate a modest annual call increase over the 3-year study period. The percent of ZIP Codes offering A Matter of Balance/Volunteer Lay Leader Model (AMOB/VLL) workshops increased from 27.3% in 2009 to 34.5% in 2011. On average, AMOB/VLL workshops were offered in ZIP Codes with more fall-related EMS calls over the 3-year study period. Findings suggest that the study community was providing evidence-based fall prevention programming (AMOB/VLL workshops) in higher-risk areas. Opportunities for strategic service expansion were revealed through the identification of fall-related hot spots and asset mapping. PMID:28361049

Pulsed Power Science and Technology: A Strategic Outlook for the National Nuclear Security Administration (Summary)

DOE Office of Scientific and Technical Information (OSTI.GOV)

Sinars, Daniel; Scott, Kimberly Carole; Edwards, M. John

Major advances in pulsed power technology and applications over the last twenty years have expanded the mission areas for pulsed power and created compelling new opportunities for the Stockpile Stewardship Program (SSP). This summary document is a forward look at the development of pulsed power science and technology (PPS&T) capabilities in support of the next 20 years of the SSP. This outlook was developed during a three-month-long tri-lab study on the future of PPS&T research and capabilities in support of applications to: (1) Dynamic Materials, (2) Thermonuclear Burn Physics and Inertial Confinement Fusion (ICF), and (3) Radiation Effects and Nuclearmore » Survivability. It also considers necessary associated developments in next-generation codes and pulsed power technology as well as opportunities for academic, industry, and international engagement. The document identifies both imperatives and opportunities to address future SSP mission needs. This study was commissioned by the National Nuclear Security Administration (NNSA). A copy of the memo request is contained in the Appendix. NNSA guidance received during this study explicitly directed that it not be constrained by resource limitations and not attempt to prioritize its findings against plans and priorities in other areas of the national weapons program. That prioritization, including the relative balance amongst the three focus areas themselves, must of course occur before any action is taken on the observations presented herein. This unclassified summary document presents the principal imperatives and opportunities identified in each mission and supporting area during this study. Preceding this area-specific outlook, we discuss a cross-cutting opportunity to increase the shot capacity on the Z pulsed power facility as a near-term, cost-effective way to broadly impact PPS&T for SSP as well as advancing the science and technology to inform future SSMP milestones over the next 5-10 years. The final page of the summary presents two timelines that couch the opportunities discussed here in terms of the broader strategic timelines encapsulated in the fiscal year 2017 Stockpile Stewardship Management Plan (SSMP).« less

Strategic Decision Making Paradigms: A Primer for Senior Leaders

DTIC Science & Technology

2009-07-01

decision making . STRATEGIC DECISION MAKING Strategic Change: There are several strategic...influenced by stakeholders outside of the organization. The Ontology of Strategic Decision Making . Strategic decisions are non-routine and involve...Coates USAWC, July 2009 5 The Complexity of Strategic Decision Making Strategic decisions entail “ill-structured,”6 “messy” or

A strategic approach to quality improvement and patient safety education and resident integration in a general surgery residency.

PubMed

O'Heron, Colette T; Jarman, Benjamin T

2014-01-01

To outline a structured approach for general surgery resident integration into institutional quality improvement and patient safety education and development. A strategic plan to address Accreditation Council for Graduate Medical Education (ACGME) Clinical Learning Environment Review assessments for resident integration into Quality Improvement and Patient Safety initiatives is described. Gundersen Lutheran Medical Foundation is an independent academic medical center graduating three categorical residents per year within an integrated multi-specialty health system serving 19 counties over 3 states. The quality improvement and patient safety education program includes a formal lecture series, online didactic sessions, mandatory quality improvement or patient safety projects, institutional committee membership, an opportunity to serve as a designated American College of Surgeons National Surgical Quality Improvement Project and Quality in Training representative, mandatory morbidity and mortality conference attendance and clinical electives in rural surgery and international settings. Structured education regarding and participation in quality improvement and patient safety programs are able to be accomplished during general surgery residency. The long-term outcomes and benefits of these strategies are unknown at this time and will be difficult to measure with objective data. © 2013 Published by Association of Program Directors in Surgery on behalf of Association of Program Directors in Surgery.

Coordinating Council. Third Meeting: STI Strategic Plans

NASA Technical Reports Server (NTRS)

1990-01-01

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

NASA Performance Plan

NASA Technical Reports Server (NTRS)

1999-01-01

The Government Performance and Results Act (GPRA) passed by Congress and signed by the President in 1993 provides a new tool to improve the efficiency of all Federal agencies. The goals of GPRA are to: Improve citizen confidence in Government performance; Improve Federal program management, effectiveness, and public accountability; and Improve congressional decisionmaking on where to commit the Nation's financial and human resources. The Act directs Executive Branch agencies to develop a customer-focused strategic plan that aligns activities with concrete missions and goals. The first plans were submitted in September 1998 as part of the Fiscal Year 1999 (FY99) budget process. These budget submissions were expected to support the goals expressed in the agency strategic plans. The Act also directs agencies to manage and measure results to justify congressional appropriations and authorizations. Six months after the completion of the fiscal year, agencies will report on the degree of success in achieving the goals and evaluation measures defined in the strategic and performance plans. The plans required by GPRA have been submitted to the Office of Management and Budget (OMB) and to Congress. Copies of NASA plans are available from the Office of Policy and Plans at NASA Headquarters and can be accessed on the i nterinet web sites identified in the Appendix.

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.

A Call for Strategic Planning: The Two-Year College Imperative.

ERIC Educational Resources Information Center

Masoner, David J.; Essex, Nathan, L.

1987-01-01

Addresses the imperative for strategic and tactical planning to support the viability of the two-year college. Describes a process for approaching strategic planning, comprising the following steps: self-identification, self-analysis, analysis of service area, informed decision making, and the development of a marketing plan. (CBC)

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…

The Department of Defense Chemical and Biological Defense Program: An Enabler of the Third Offset Strategy.

PubMed

Roos, Jason; Chue, Calvin; DiEuliis, Diane; Emanuel, Peter

The US Department of Defense (DOD) established programs to defend against chemical and biological weapons 100 years ago because military leaders understood that the operational capability of the US military is diminished when service member health is compromised. These threats to operational readiness can be from an overt attack using chemical and biological threats but may also arise from natural exposures. In the current era of rapidly emerging technologies, adversaries are not only rediscovering chemical and biological weapons; they are also displaying an increased propensity to employ them to cause strategic instability among deployed forces or nations undergoing conflict. The United States's investments in its Chemical and Biological Defense Program (CBDP) can be a critical enabler of the third offset strategy, which is a DOD initiative that seeks to maximize force capability to offset emerging threats. To realize this vision, the CBDP must make fundamental changes in acquiring and employing effective technologies so that enemy use of chemical and biological agents against US assets is no longer a viable option. Maximization of US force health status will provide a strategic advantage over theater opponents more vulnerable to operational degradation from chemical and biological threats.

A successful online mentoring program for nurses.

PubMed

O'Keefe, Trish; Forrester, David Anthony Tony

2009-01-01

This article describes the successful implementation of An Online Mentoring Program for Nurses at a Magnet-designated acute care medical center, Morristown Memorial Hospital (MMH/Atlantic Health). A comprehensive approach to incorporating mentor-protégée teams into professional nurse role development has been demonstrated to (1) improve nurse employee satisfaction, retention, and recruitment outcomes; (2) change the ways nurses and others perceive nurses; (3) augment support by managers and coworkers; and (4) improve patient care outcomes. Nurses are partnered in mentor-protégée relationships and continually engage one another by evaluating the protégée's unique contributions and identifying specific strategic actions to move the protégée toward accomplishing their professional objectives. Building an online mentor-protégée collaboration: (1) maximizing potential, (2) identifying the protégée's unique contributions, and (3) strategic planning. The online mentoring process is a success and has delivered measurable results that have benefited the nurse participants and contributed to our institution's culture of nursing engagement. The online mentoring process has potential to benefit nurses and their organizations by (1) providing real-time communication, (2) facilitating strategic thinking, (3) monitoring progress, (4) "going green," and (5) improving organizational knowledge.

Selecting university undergraduate student activities via compromised-analytical hierarchy process and 0-1 integer programming to maximize SETARA points

NASA Astrophysics Data System (ADS)

Nazri, Engku Muhammad; Yusof, Nur Ai'Syah; Ahmad, Norazura; Shariffuddin, Mohd Dino Khairri; Khan, Shazida Jan Mohd

2017-11-01

Prioritizing and making decisions on what student activities to be selected and conducted to fulfill the aspiration of a university as translated in its strategic plan must be executed with transparency and accountability. It is becoming even more crucial, particularly for universities in Malaysia with the recent budget cut imposed by the Malaysian government. In this paper, we illustrated how 0-1 integer programming (0-1 IP) model was implemented to select which activities among the forty activities proposed by the student body of Universiti Utara Malaysia (UUM) to be implemented for the 2017/2018 academic year. Two different models were constructed. The first model was developed to determine the minimum total budget that should be given to the student body by the UUM management to conduct all the activities that can fulfill the minimum targeted number of activities as stated in its strategic plan. On the other hand, the second model was developed to determine which activities to be selected based on the total budget already allocated beforehand by the UUM management towards fulfilling the requirements as set in its strategic plan. The selection of activities for the second model, was also based on the preference of the members of the student body whereby the preference value for each activity was determined using Compromised-Analytical Hierarchy Process. The outputs from both models were compared and discussed. The technique used in this study will be useful and suitable to be implemented by organizations with key performance indicator-oriented programs and having limited budget allocation issues.

Benchmarking 10 Major Canadian Universities at the Divisional Level: A Powerful Tool for Strategic Decision Making

ERIC Educational Resources Information Center

Proulx, Roland

2010-01-01

A consortium of 10 Canadian research-intensive universities launched a data exchange program in 1999 to share information that could be used to identify and evaluate the best practices of each institution and to help each institution position itself strategically to achieve its mission. One part of the program was devoted to collecting…

The Joint Master Operational Planner

DTIC Science & Technology

2016-04-04

Operational Planner Program, that will produce planners that are able to understand the strategic- operational environment, properly advise commanders, and...Planner Program, that will produce planners that are able to understand the strategic-operational environment, properly advise commanders, and devise...states struggle to exercise even nominal power within their borders, and the people see the government as an entity that seeks only to keep itself in

Diplomacy for the 21st Century: Transformational Diplomacy

DTIC Science & Technology

2007-08-23

Foreign Assistance Programs. Many foreign assistance experts have concluded that, after six decades, U.S. foreign assistance lacks strategic coherence...Government Accountability Office (GAO) and others criticized State’s public diplomacy program for its general lack of strategic planning, inadequate...Veillette. 19 Henrietta H. Fore, Acting Director of Foreign Assistance and Acting Administrator of the United States Agency for International

COSAM program overview

NASA Technical Reports Server (NTRS)

Stephens, J. R.

1982-01-01

The COSAM program for reduction of the use of strategic alloying elements in nickel-based superalloys for gas turbine engines was reviewed. Sources, consumption, and pricing of cobalt, tantalum, columbium, and chromium are surveyed. Research projects in strategic element substitution, advanced processing concepts, and the development of alternate materials (intermetallics and iron-base alloys) are listed and research plans for FY 1983 and FY 1984 summarized.

Marketing, Parental Choice and Strategic Planning: An Opportunity or Dilemma for U.K. Schools?

ERIC Educational Resources Information Center

Giles, Corrie

1995-01-01

To succeed in the new educational marketplace, British schools must change their teaching and administration focus to one of strategic planning, policy formation, and implementation. Unless schools develop a strategic marketing approach that shapes a coherent change program and educates client perceptions of need, they will be driven by a…

A faculty created strategic plan for excellence in nursing education.

PubMed

Evans, Connie Joan; Francis Shackell, Eileen; Jean Kerr-Wilson, Selma; Joan Doyle, Glynda; McCutcheon, Jodie Anita; Budz, Bernice

2014-02-08

Strategic planning for nursing education, when seen through a faculty lens creates a deeper, more meaningful critical analysis of effective program development. New strategies are required for academic institutions to transform their curricula to meet the needs of a dynamic healthcare and changing global environment to provide quality education for students. In this article, an evidence-informed process is presented that was progressively co-created by the faculty and facilitators. Seminal business frameworks, leadership development philosophies, and innovative interventions enabled faculty to become engaged and developed as they created a strategic plan for a future-driven nursing program. Phase One presents the process of developing a strategic plan for excellence in nursing education by leveraging faculty potential and preparing for an upcoming accreditation. In Phase Two, four team members from Phase One continue as part of Phase Two team serving as the collective memory for this initial work. This method of strategic planning encouraged faculty engagement and leadership and laid the groundwork for a positive culture change among nursing faculty.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Hazen Ed., T.C.

On behalf of the Subsurface Biogeochemical Research (SBR) program managers in the Climate and Environmental Sciences Division (CESD), Office of Biological and Environmental Research (BER), welcome to the 2011 SBR Principal Investigators meeting. Thank you in advance for your attendance and your presentations at this year's meeting. As the events in Japan continue to unfold, we are all reminded that the research we perform on radionuclide behavior in the environment has implications beyond legacy waste cleanup and in fact has its place in the discussion on the expanded use of nuclear power. As in the past, there are three broadmore » objectives to the Principal Investigators meeting: (1) to provide opportunities to share research results and promote interactions among the SBR scientists and other invited guests; (2) to evaluate the progress of each project within the program; and (3) to showcase the scientific expertise and research progress over the past year to senior managers within the DOE Office of Science, the technology offices within DOE, and other invited attendees from other Federal Agencies. This past year has seen a few significant changes within BER and within the SBR program. In November, our Associate Director for BER, Anna Palmisano, retired from Federal service. Just this month, Dr. Sharlene Weatherwax (Division Director for Biological Systems Sciences) has been named as the new Associate Director for BER. In August, BER welcomed Dr. Gary Geernaert as the new Division Director for CESD. Gary joins the division from Los Alamos National Laboratory with a background in atmospheric science. Within the SBR program, a new Strategic Plan was completed last June (currently posted on the SBR and the Office of Science website). The new strategic plan is intended to foster integration within the Environmental Systems Science portion of the BER budget that includes both SBR and Terrestrial Ecosystem Sciences (TES). Both these programs share a goal of advancing a predictive understanding of environmental processes and utilizing iterative, multidisciplinary approaches to understand complex environmental systems of relevance to DOE. CESD in general is undergoing continued discussions on integration among its programs in an effort to develop a new strategic plan for the division. This effort also includes identifying opportunities for integration with BER's Biological Systems Science Division (BSSD). The program this year includes three poster presentation sessions, six plenary sessions, and three breakout sessions. The plenary session on Tuesday morning will feature introductory presentations by BER program staff and three keynote addresses from Dr. Ken Bencala (USGS), Dr. Michael (Mick) Follows (MIT) and Dr. Sue Brantley (PSU) that will lead into three breakout sessions Tuesday afternoon. The breakout sessions are intended to highlight key developments in SBR research and foster a dialog among session participants on scientific paths forward in each particular area. The SBR program managers are asking for input from the SBR community at these sessions to help guide future efforts and/or identify areas of integration within BER programs. On Wednesday, plenary sessions will continue in the morning, followed by an early afternoon poster session. After an extended break for lunch, plenary sessions will continue in the afternoon, followed by an evening poster session. Thursday's plenary session will focus on selected highlights of research efforts at the IFRC sites and on a new potential TES field effort in the Arctic. This new field site is an obvious point of integration between the SBR and TES programs.« less

78 FR 18674 - Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-03-27

...-0002] Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan... for public comment on its draft strategic plan, U.S. Department of Transportation, Research, Development and Technology Strategic Plan FY 2013-2018. The new five-year strategic plan will guide the...

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…

Cooking Healthy, Eating Smart: A Strategically Timed Formative Evaluation of a Community-Based Nutrition and Food Safety Program for Rural Older Adults

ERIC Educational Resources Information Center

Fraser, Angela; Chao, Morgan G.; Amella, Elaine J.; Mueller, Martina

2016-01-01

The use of focus groups to formatively evaluate community-based curricula after development and before pilot testing is not highlighted in the literature. In the study discussed in this article, research with four focus groups, composed of 46 women aged 65 years and older and belonging to eight South Carolina Family and Community Leaders clubs,…

Strategic Environmental Research and Development Program (SERDP) Annual Report to Congress - Fiscal Year 2004

DTIC Science & Technology

2005-03-01

1305), Battelle Memorial Institute • Identification of Metabolic Routes and Catabolic Enzymes Involved in Phytoremediation of the Nitro-Substituted...Heavy metals are among the most common soil contaminants, particularly cadmium, arsenic , chromium, and lead. DoD facilities can have extensive soil...Precipitation and Long-Term Sequestration of Metal Sulfides (CU-1373), GeoSyntec Consultants, Inc. • Environmental Fate and Exposure Assessment of Arsenic in

French NATO Policy: The Next Five Years

DTIC Science & Technology

1990-06-01

tradeoffs on the ambitious French modernization programs. Most dramatic have been the projected strategic consequences of perestroika: France , like... project power into areas of French influence in the Third World. In the mid-I 980s, France was spending roughly 3.9 percent of gross domestic product on...policy environment and its effects on the basic assumptions underpinning French policy. He concludes that in the future, France will be easier to work

A Statement on the Posture of the United States Army 2007

DTIC Science & Technology

2007-01-01

Command Training Program, which facilitates training through B-3 ARMY STRONG ADDENDUM B Multi-skilled Leader Strategic and creative thinker Builder ...their needs will be met. ADDENDUM C 20% Medically Disqualified 6% Morally Disqualified 7% Disqualified Due to Dependents 16% Require Medical or...Moral Waiver 29% Potentially Fully Qualified 22% Disqualified Due to Overweight Of the 15.4 million U.S. male population *(17 - 24 years old

Military Review. July-August 2011

DTIC Science & Technology

2011-08-01

IGHTING THE SO-CALLED “information war” against terrorists andinsurgents has cost the U.S. military nearly $1 billion in the past three years.1 But that...may not be the highest cost . Congressional questions about the spending for communication programs and news reports about questionable use of...strategic communications during the wars in Iraq and Afghanistan. In the end, these well-intended schemes might cost the United States its credibil­

Annual Report to Congress - Fiscal Year 2002, from the Strategic Environmental Research and Development Program

DTIC Science & Technology

2003-03-01

and Catabolic Enzymes Involved in Phytoremediation of the Nitro-Substituted Explosives TNT, RDX, and HMX . . . . . A-48 CU-1318 – Engineering Transgenic...1317 Identification of Metabolic Routes and Catabolic Enzymes Involved in Phytoremediation of the Nitro-Substituted Explosives TNT, RDX, and HMX...A A-48 PROJECT SUMMARY PROJECT TITLE & ID: Identification of Metabolic Routes and Catabolic Enzymes Involved in Phytoremediation of the Nitro

2014 Zero Waste Strategic Plan Executive Summary.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Wrons, Ralph J.

Sandia National Laboratories/New Mexico is located in Albuquerque, New Mexico, primarily on Department of Energy (DOE) permitted land on approximately 2,800 acres of Kirtland Air Force Base. There are approximately 5.5 million square feet of buildings, with a workforce of approximately 9200 personnel. Sandia National Laboratories Materials Sustainability and Pollution Prevention (MSP2) program adopted in 2008 an internal team goal for New Mexico site operations for Zero Waste to Landfill by 2025. Sandia solicited a consultant to assist in the development of a Zero Waste Strategic Plan. The Zero Waste Consultant Team selected is a partnership of SBM Management Servicesmore » and Gary Liss & Associates. The scope of this Plan is non-hazardous solid waste and covers the life cycle of material purchases to the use and final disposal of the items at the end of their life cycle.« less

Four-year-olds' strategic allocation of resources: attempts to elicit reciprocation correlate negatively with spontaneous helping.

PubMed

Kenward, Ben; Hellmer, Kahl; Winter, Lina Söderström; Eriksson, Malin

2015-03-01

Behaviour benefitting others (prosocial behaviour) can be motivated by self-interested strategic concerns as well as by genuine concern for others. Even in very young children such behaviour can be motivated by concern for others, but whether it can be strategically motivated by self-interest is currently less clear. Here, children had to distribute resources in a game in which a rich but not a poor recipient could reciprocate. From four years of age participants strategically favoured the rich recipient, but only when recipients had stated an intention to reciprocate. Six- and eight-year-olds distributed more equally. Children allocating strategically to the rich recipient were less likely to help when an adult needed assistance but was not in a position to immediately reciprocate, demonstrating consistent cross-task individual differences in the extent to which social behaviour is self- versus other-oriented even in early childhood. By four years of age children are capable of strategically allocating resources to others as a tool to advance their own self-interest. Copyright © 2014 Elsevier B.V. All rights reserved.

NJDOT research peer exchange, October 2001 : information package.

DOT National Transportation Integrated Search

2001-10-01

Summary of the Peer Exchange Take Home Ideas: : Be proactive in regularly meeting with key stakeholder managers to identify their : strategic needs in moving their program responsibilities forward. : Incorporate discussion of strategic ...

Innovation in creating a strategic plan for research within an academic community.

PubMed

Best, Kaitlin M; Jarrín, Olga; Buttenheim, Alison M; Bowles, Kathryn H; Curley, Martha A Q

2015-01-01

Strategic planning for research priorities in schools of nursing requires consensus building and engagement of key stakeholders. However, traditional approaches to strategic planning using work groups and committees sometimes result in low rates of faculty participation and fail to engage other important stakeholders. The purpose of this article is to describe the unique low-cost, high-yield processes that contributed to the rapid development of our school's strategic research plan over the course of 1 month. Using the name recognition of the National Collegiate Athletic Association's annual basketball tournament, we were able to encourage high levels of participation by faculty, doctoral students, and postdoctoral fellows in not only developing a consensus around eight broad lines of inquiry but also offering tangible recommendations for accomplishing those goals within the next 5 years. Other schools of nursing seeking to evaluate their research enterprise and align their science with national priorities could easily replicate this approach. Copyright © 2015 Elsevier Inc. All rights reserved.

HIV Serosorting, Status Disclosure, and Strategic Positioning Among Highly Sexually Active Gay and Bisexual Men.

PubMed

Grov, Christian; Rendina, H Jonathon; Moody, Raymond L; Ventuneac, Ana; Parsons, Jeffrey T

2015-10-01

Researchers have identified harm reduction strategies that gay, bisexual, and other men who have sex with men (GBMSM) use to reduce HIV transmission--including serosorting, status disclosure, and strategic positioning. We report on patterns of these behaviors among 376 highly sexually active (i.e., 9+partners, <90 days) GBMSM: mean age of 37, 49.5% men of color, 87.8% gay identified, 57.5% college educated. We found evidence that many men engaged in serosorting, status disclosure, and strategic positioning; however, rates varied based on the participant's HIV status. HIV-positive and HIV-negative men both engaged in sex with men of similar status more often than they engaged in sex with men known to be a different HIV status (i.e., serosorting). However, HIV-negative men disclosed their HIV-status with about half of their partners, whereas HIV-positive participants disclosed with only about one-third. With regard to strategic positioning, HIV-positive participants were the receptive partner about half the time with their HIV-negative partners and with their HIV-positive partners. In contrast, strategic positioning was very common among HIV-negative participants-they rarely bottomed with HIV-positive partners, bottomed about one-third of the time with status-unknown partners, and 42% of the time (on average) with HIV-negative partners. Highly sexually active GBMSM are a critical population in which to both investigate HIV prevention strategies as well as develop effective intervention programs. Providers and clinicians might be well served to include a wide range of behavioral harm reduction strategies in addition to condom use and biomedical approaches to reduce onward HIV transmission.

Institutional plan. Fiscal year, 1997--2002

DOE Office of Scientific and Technical Information (OSTI.GOV)

NONE

1996-10-01

The Institutional Plan is the culmination of Argonne`s annual planning cycle. The document outlines what Argonne National Laboratory (ANL) regards as the optimal development of programs and resources in the context of national research and development needs, the missions of the Department of Energy and Argonne National Laboratory, and pertinent resource constraints. It is the product of ANL`s internal planning process and extensive discussions with DOE managers. Strategic planning is important for all of Argonne`s programs, and coordination of planning for the entire institution is crucial. This Institutional Plan will increasingly reflect the planning initiatives that have recently been implemented.

Community Strategic Visioning as a Method to Define and Address Poverty: An Analysis from Select Rural Montana Communities

ERIC Educational Resources Information Center

Lachapelle, Paul; Austin, Eric; Clark, Daniel

2010-01-01

Community strategic visioning is a citizen-based planning process in which diverse sectors of a community collectively determine a future state and coordinate a plan of action. Twenty-one communities in rural Montana participated in a multi-phase poverty reduction program that culminated in a community strategic vision process. Research on this…

Application of Distance Learning Technology to Strategic Education.

DTIC Science & Technology

1996-02-26

service or government agency. STRATEGY RESEARCH PROJECT APPLICATION OF DISTANCE LEARNING TECHNOLOGY TO STRATEGIC EDUCATION BY LIEUTENANT COLONEL...APPLICATION OF DISTANCE LEARNING TECHNOLOGY TO STRATEGIC EDUCATION by Lieutenant Colonel Greig W. Mitchell United States Army Commander David M...distance learning technology can also enhance the functions of research and public service. The purpose of research programs in higher education is

The United States Air Force Academy (USAFA) Diversity and Inclusion Plan

DTIC Science & Technology

2013-01-01

Establish accountability for successful diversity efforts through the USAFA Institutional Effectiveness Program ( IEP ) and senior leader oversight to...Plan is aligned with USAFA’s strategic planning process. The USAFA Institutional Effectiveness Program ( IEP ) will assess the effectiveness of the USAFA...Diversity and Inclusion Plan in achieving USAFA’s strategic goals and objectives. The IEP will also help highlight gaps to be addressed in future

Two Strategic Decisions Facing Fusion

NASA Astrophysics Data System (ADS)

Baldwin, D. E.

1998-06-01

Two strategic decisions facing the U.S. fusion program are described. The first decision deals with the role and rationale of the tokamak within the U. S. fusion program, and it underlies the debate over our continuing role in the evolving ITER collaboration (mid-1998). The second decision concerns how to include Inertial Fusion Energy (IFE) as a viable part of the national effort to harness fusion energy.

Effect of Arctic Amplification on Design Snow Loads in Alaska

DTIC Science & Technology

2016-09-01

ER D C/ CR RE L M P- 16 -1 Strategic Environmental Research and Development Program (SERDP) Effect of Arctic Amplification on Design...September 2016 Approved for public release; distribution is unlimited. The U.S. Army Engineer Research and Development Center (ERDC...acwc.sdp.sirsi.net/client/default. Strategic Environmental Research and Development Program (SERDP) ERDC/CRREL MP-16-1 September 2016 Effect of Arctic

Strategic Planning for the Air Force. Leveraging Business Planning Insights to Create Future Value

DTIC Science & Technology

1998-01-01

Strategic Planning for the Air Force Leveraging Business Planning Insights to Create Future Value DEBORAH L. WESTPHAL, RICHARD SZAFRANSKI...SUBTITLE Strategic Planning for the Air Force. Leveraging Business Planning Insights to Create Future Value 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c...can be so, unless leaders and planners are willing to think in the boundary between order and chaos. Long-Range Planning, Strategic Thinking, or

Advances in public health accreditation readiness and quality improvement: evaluation findings from the National Public Health Improvement Initiative.

PubMed

McLees, Anita W; Thomas, Craig W; Nawaz, Saira; Young, Andrea C; Rider, Nikki; Davis, Mary

2014-01-01

Continuous quality improvement is a central tenet of the Public Health Accreditation Board's (PHAB) national voluntary public health accreditation program. Similarly, the Centers for Disease Control and Prevention launched the National Public Health Improvement Initiative (NPHII) in 2010 with the goal of advancing accreditation readiness, performance management, and quality improvement (QI). Evaluate the extent to which NPHII awardees have achieved program goals. NPHII awardees responded to an annual assessment and program monitoring data requests. Analysis included simple descriptive statistics. Seventy-four state, tribal, local, and territorial public health agencies receiving NPHII funds. NPHII performance improvement managers or principal investigators. Development of accreditation prerequisites, completion of an organizational self-assessment against the PHAB Standards and Measures, Version 1.0, establishment of a performance management system, and implementation of QI initiatives to increase efficiency and effectiveness. Of the 73 responding NPHII awardees, 42.5% had a current health assessment, 26% had a current health improvement plan, and 48% had a current strategic plan in place at the end of the second program year. Approximately 26% of awardees had completed an organizational PHAB self-assessment, 72% had established at least 1 of the 4 components of a performance management system, and 90% had conducted QI activities focused on increasing efficiencies and/or effectiveness. NPHII appears to be supporting awardees' initial achievement of program outcomes. As NPHII enters its third year, there will be additional opportunities to advance the work of NPHII, compile and disseminate results, and inform a vision of high-quality public health necessary to improve the health of the population.

Strategic Business Planning and Human Resources: Part I.

ERIC Educational Resources Information Center

Smith, Eddie C.

1982-01-01

The maturity of a business is strategically important because an organization's characteristics change as it ages. Similarly, elements of the human resource program (compensation, benefits, staff development, etc.) also change as the business matures. (SK)

77 FR 76537 - Notice of Extension of Public Comment Period: Request for Comments (RFC)-Federal Cybersecurity...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-12-28

... Cyberspace: Strategic Plan for the Federal Cybersecurity Research and Development Program,'' a framework for... (RFC)--Federal Cybersecurity Research and Development Strategic Plan AGENCY: The National Coordination... 76538

Band Structure and Optical Gain of InGaAs/GaAsBi Type-II Quantum Wells Modeled by the k · p Model

NASA Astrophysics Data System (ADS)

Wang, Chang; Pan, Wenwu; Kolokolov, Konstantin; Wang, Shumin

2018-05-01

Not Available Supported by the National Basic Research Program of China under Grant No 2014CB643902, the Key Program of Natural Science Foundation of China under Grant No 61334004, the National Natural Science Foundation of China under Grant No 61404152, and the Strategic Priority Research Program of the Chinese Academy of Sciences under Grant No XDA5-1, the Foundation of National Laboratory for Infrared Physics, the Key Research Program of the Chinese Academy of Sciences under Grant No KGZD-EW-804, and the Creative Research Group Project of Natural Science Foundation of China under Grant No 61321492.

Federal Student Aid (FSA) Five-Year Strategic Plan. FY 2004-2008

ERIC Educational Resources Information Center

US Department of Education, 2004

2004-01-01

The FSA Five-Year Strategic Plan is a roadmap for FY 2004-2008 that identifies five long-range strategic objectives, tactical short-term goals, and performance management initiatives. In working toward the goals outlined in the plan, FSA will address a number of key challenges, including legacy system migration, business process re-engineering,…

Science, politics, and origins of SDI

DOE Office of Scientific and Technical Information (OSTI.GOV)

Steinberg, G.M.

President Reagan's Strategic Defense Initiative (SDI) proposal, made in a speech in 1983, surprised most of the administration, including the secretaries of Defense and state, most of the president's senior aides and advisers, and the scientific and technological community, says the author. Unlike most new weapons systems, this one did not bubble up from the bureaucracy but, rather, was sprung on the bureaucracy. Reagan spoke of SDI as part of a broader effort to restore American pride and self-confidence and as a symbol of national determination to regain technological preeminence in the world. After 5 years and some $20 billion,more » the project has made little progress the author states. The program continues more as a result of bureaucratic inertia and the investment already made than from a conviction that the initial vision still can be realized.« less

Promoting Healthy Workplaces by Building Cultures of Health and Applying Strategic Communications.

PubMed

Kent, Karen; Goetzel, Ron Z; Roemer, Enid C; Prasad, Aishwarya; Freundlich, Naomi

2016-02-01

The aim of the study was to identify key success elements of employer-sponsored health promotion (wellness) programs. We conducted an updated literature review, held discussions with subject matter experts, and visited nine companies with exemplary programs to examine current best and promising practices in workplace health promotion programs. Best practices include establishing a culture of health and using strategic communications. Key elements that contribute to a culture of health are leadership commitment, social and physical environmental support, and employee involvement. Strategic communications are designed to educate, motivate, market offerings, and build trust. They are tailored and targeted, multichanneled, bidirectional, with optimum timing, frequency, and placement. Increased efforts are needed to disseminate lessons learned from employers who have built cultures of health and excellent communications strategies and apply these insights more broadly in workplace settings.

Strategic Materials in the Automobile: A Comprehensive Assessment of Strategic and Minor Metals Use in Passenger Cars and Light Trucks.

PubMed

Field, Frank R; Wallington, Timothy J; Everson, Mark; Kirchain, Randolph E

2017-12-19

A comprehensive component-level assessment of several strategic and minor metals (SaMMs), including copper, manganese, magnesium, nickel, tin, niobium, light rare earth elements (LREEs; lanthanum, cerium, praseodymium, neodymium, promethium, and samarium), cobalt, silver, tungsten, heavy rare earth elements (yttrium, europium, gadolinium, terbium, dysprosium, holmium, erbium, thulium, ytterbium, and lutetium), and gold, use in the 2013 model year Ford Fiesta, Focus, Fusion, and F-150 is presented. Representative material contents in cars and light-duty trucks are estimated using comprehensive, component-level data reported by suppliers. Statistical methods are used to accommodate possible errors within the database and provide estimate bounds. Results indicate that there is a high degree of variability in SaMM use and that SaMMs are concentrated in electrical, drivetrain, and suspension subsystems. Results suggest that trucks contain greater amounts of aluminum, nickel, niobium, and silver and significantly greater amounts of magnesium, manganese, gold, and LREEs. We find tin and tungsten use in automobiles to be 3-5 times higher than reported by previous studies which have focused on automotive electronics. Automotive use of strategic and minor metals is substantial, with 2013 vehicle production in the United States, Canada, EU15, and Japan alone accounting for approximately 20% of global production of Mg and Ta and approximately 5% of Al, Cu, and Sn. The data and analysis provide researchers, recyclers, and decision-makers additional insight into the vehicle content of strategic and minor metals of current interest.

Strengthening Community Involvement in Grant Review: Insights from the Community–University Research Partnership (CURES) Pilot Review Process

PubMed Central

Piechowski, Patricia; Warrick, Debra; Grawi, Carolyn; Choate, Celeste; Sneed, Glenda; Carr, Diane; Lota, Kanchan; Key, Kent; Alexander, Valerie; Ghosh, Pratik; Sampselle, Carolyn

2014-01-01

Abstract In 2007, the Michigan Institute for Clinical and Health Research (MICHR) at the University of Michigan received a Clinical and Translational Science Award (CTSA). Within MICHR, the Community Engagement (CE) program supports partnership efforts between researchers, practitioners, and community‐based organizations in specific focal communities throughout Michigan. A key component of the CE program is the Community Engagement Coordinating Council, a group that provides input and guidance on program priorities, strategic planning, and reviews pilot funding proposals for community–academic partnerships. This paper will describe a unique MICHR pilot funding mechanism for Community–University Research Partnerships (CURES) with an emphasis on the ways that community partners are involved in the review process, as well as the benefits, challenges, and insights gained over 5 years of pilot review. There is a growing need for community involvement and expertise in review of funding proposals for community‐engaged research at both institutional and federal levels. The CURES pilot review process is one example of an institutional effort to engage community partners in university funding decisions and has demonstrated clear benefit toward accomplishing the aims of the CTSA. PMID:24456508

Assessment of the Sustainability Capacity of a Coordinated Approach to Chronic Disease Prevention.

PubMed

Moreland-Russell, Sarah; Combs, Todd; Polk, LaShaun; Dexter, Sarah

This article outlines some factors that influenced the sustainability capacity of a coordinated approach to chronic disease prevention in state and territory health departments. This study involved a cross-sectional design and mixed-methods approach. Quantitative data were collected using the Program Sustainability Assessment Tool (PSAT), a 40-item multiple-choice instrument that assesses 8 domains of sustainability capacity (environmental support, funding stability, partnerships, organizational capacity, program evaluation, program adaptation, communications, and strategic planning). Qualitative data were collected via phone interviews. The PSAT was administered to staff and stakeholders from public health departments in 50 US states, District of Columbia, and Puerto Rico, who were involved in the implementation of coordinated chronic disease programs. Phone interviews were conducted with program coordinators in each state. Sustainability score patterns and state-level categorical results, as well as strengths and opportunities for improvement across the 8 program sustainability domains, were explored. On average, programs reported the strongest sustainability capacity in the domains of program adaptation, environmental support, and organizational capacity, while funding stability, strategic planning, and communications yielded lowest scores, indicating weakest capacity. Scores varied the most by state in environmental support and strategic planning. The PSAT results highlight the process through which states approached the sustainability of coordinated chronic disease initiatives. This process included an initial focus on program evaluation and partnerships with transfer of priority to long-term strategic planning, communications, and funding stability to further establish coordinated chronic disease efforts. Qualitative interviews provided further context to PSAT results, indicating that leadership, communications, partnerships, funding stability, and policy change were perceived as keys to success of the transition. Integrating these findings into future efforts may help those in transition establish greater sustainability capacity. The PSAT results and interviews provide insight into the capacity for sustainability for programs transitioning from traditional siloed programs to coordinated chronic disease programs.

Improving diversity through strategic planning: a 10-year (2002-2012) experience at theMedical University of South Carolina.

PubMed

Deas, Deborah; Pisano, Etta D; Mainous, Arch G; Johnson, Natalie G; Singleton, Myra Haney; Gordon, Leonie; Taylor, Wanda; Hazen-Martin, Debra; Burnham, Willette S; Reves, J G

2012-11-01

The Medical University of South Carolina launched a systematic plan to infuse diversity among its students, resident physicians, and faculty in 2002. The dean and stakeholders of the College of Medicine (COM) embraced the concept that a more population-representative physician workforce could contribute to the goals of providing quality medical education and addressing health care disparities in South Carolina. Diversity became a central component of the COM's strategic plan, and all departments developed diversity plans consistent with the overarching plan of the COM. Liaisons from the COM diversity committee facilitated the development of the department's diversity plans. By 2011, the efforts resulted in a doubling of the number of underrepresented-in-medicine (URM, defined as African American, Latino, Native American) students (21% of student body); matriculation of 10 African American males as first-year medical students annually for four consecutive years; more than a threefold increase in URM residents/fellows; expansion of pipeline programs; expansion of mentoring programs; almost twice as many URM faculty; integration of cultural competency throughout the medical school curriculum; advancement of women and URM individuals into leadership positions; and enhanced learning for individuals from all backgrounds. This article reports the implementation of an institutional plan to create a more racially representative workforce across the academic continuum. The authors emphasize the role of the stakeholders in promoting diversity, the value of annual assessment to evaluate outcomes, and the positive benefits for individuals of all backgrounds.

Student Affairs Assessment, Strategic Planning, and Accreditation

ERIC Educational Resources Information Center

Fallucca, Amber

2017-01-01

This chapter illustrates how student affairs units participate in accreditation across regional agency expectations and program-level requirements. Strategies for student affairs units to engage in campus strategic planning processes to further highlight their contributions are also recommended.

Advanced rural transportation systems (ARTS) : strategic plan

DOT National Transportation Integrated Search

1997-08-01

This Strategic Plan has been developed for the Advanced Rural Transportation Systems (ARTS) portion of the ITS Program. The plan focuses on the Federal Government's role in developing rural ITS options and prudently managing emerging ITS technologies...

U.S. Geological Survey Cooperative Fish and Wildlife Research Units Program—2016–2017 Research Abstracts

USGS Publications Warehouse

Dennerline, Donald E.; Childs, Dawn E.

2017-04-20

The U.S. Geological Survey (USGS) has several strategic goals that focus its efforts on serving the American people. The USGS Ecosystems Mission Area has responsibility for the following objectives under the strategic goal of “Science to Manage and Sustain Resources for Thriving Economies and Healthy Ecosystems”:Understand, model, and predict change in natural systemsConserve and protect wildlife and fish species and their habitatsReduce or eliminate the threat of invasive species and wildlife diseaseThis report provides abstracts of the majority of ongoing research investigations of the USGS Cooperative Fish and Wildlife Research Units program and is intended to complement the 2016 Cooperative Research Units Program Year in Review Circular 1424 (https://doi.org/10.3133/cir1424). The report is organized by the following major science themes that contribute to the objectives of the USGS:Advanced TechnologiesClimate ScienceDecision ScienceEcological FlowsEcosystem ServicesEndangered Species Conservation, Recovery, and Proactive StrategiesEnergyHuman DimensionsInvasive SpeciesLandscape EcologySpecies of Greatest Conservation NeedSpecies Population, Habitat, and Harvest ManagementWildlife Health and Disease

Surprise and Preemption in Soviet Nuclear Strategy

DTIC Science & Technology

1983-04-01

PROGRAM ELEMFNT, PROJECT, TASK AREA ft WORK UNIT NUMBERS NWC Strategic Studies Project 12. REPORT DATE April, 1983 13. NUMBER OF PAGES 66...015 THE NATIONAL WAR COIXKCIE NATIONAL DEFENSE UNIVERSITY STRATEGIC STUDY SURPRISE AND PREEMPTION IN SOVIET NUCLEAR STRATEGY by Dr. Glenn E...TC TAB D Distribution/ Availability Codes {Avail and/or Dist Special B ,& it illL NATIONAL WAR COLLEGD STRATEGIC STUDIES REPORT ABSTRACT

Annual Report to Congress - Fiscal Year 2000, from the Strategic Environmental Research and Development Program

DTIC Science & Technology

2001-03-01

perchlorate bioremediation systems. The objective of this project is to identify the key environmental factors in subsurface environments that inhibit... environment . For the Health and Safety for Innovative Environmental Technologies subthrust, DoD is working to improve the health and safety of workers and...dilution of pollutants. Similarly, other relevant environments range from humid , forested landscapes to high, arid mountainous domains. In addition, DoD

International co-operative program on assessment and monitoring of air pollution effects on forests: The Sierra Ancha Experimental Forest, Arizona

Treesearch

Boris Poff; Daniel G. Neary

2008-01-01

At the end of the 2007 Fiscal Year, the Experimental Forests and Ranges (EFR) Synthesis Network Committee awarded funds to 18 sites to establish a strategic ICP Level II (described below) synthesis network in the United States. Eleven Experimental Forest were selected to be included in the network, as well as seven Long Term Ecological Research (LTER) sites. This will...

2009 High Performance Computing Modernization Program Users Group Conference

DTIC Science & Technology

2009-06-17

Asymmetric Threats Future Peer GWoT / ungoverned areas Irregular Warfare Low-end Asymmetric 1-4-2-1 (State-to-State War) Disruptive technologies Superiority...2008 “As changes in this century’s threat environment create strategic challenges – irregular warfare, weapons of mass destruction, disruptive ... technologies – this request places greater emphasis on basic research, which in recent years has not kept pace with other parts of the budget.” • Personnel

Strategic Plan Outline for the Army Utilities Modernization Program: Fiscal Years 2008-2013

DTIC Science & Technology

2006-11-01

Components of electrical demand at Fort Hood, TX........................................................109 C6 Schematics of conventional and TES cooling...feasible, should be provided to the maximum extent possible. Consideration should be given not only to conventional fuels (e.g., natural gas, propane...are lower than those of “ conventional ” units. In successful installations of CHP, the price reduction is in the range of 20-30 percent. It also

NASA's activities in the conservation of strategic aerospace materials

NASA Technical Reports Server (NTRS)

Stephens, J. R.

1980-01-01

The United States imports 50-100 percent of certain metals critical to the aerospace industry, namely, cobalt, columbium, chromium, and tantalum. In an effort to reduce this dependence on foreign sources, NASA is planning a program called Conservation of Strategic Aerospace Materials (COSAM), which will provide technology minimizing strategic metal content in the components of aerospace structures such as aircraft engines. With a proposed starting date of October 1981, the program will consist of strategic element substitution, process technology development, and alternate materials research. NASA's two-fold pre-COSAM studies center on, first, substitution research involving nickel-base and cobalt-base superalloys (Waspaloy, Udimet-700, MAE-M247, Rene 150, HA-188) used in turbine disks, low-pressure blades, turbine blades, and combustors; and, second, alternate materials research devoted initially to investigating possible structural applications of the intermetallic alloys nickel aluminide and iron aluminide.

A Guide to IRUS-II Application Development

DTIC Science & Technology

1989-09-01

Stallard (editors). Research and Develo; nent in Natural Language b’nderstan,;ng as Part of t/i Strategic Computing Program . chapter 3, pages 27-34...Development in Natural Language Processing in the Strategic Computing Program . Compi-nrional Linguistics 12(2):132-136. April-June, 1986. [24] Sidner. C.L...assist developers interested in adapting IRUS-11 to new application domains Chapter 2 provides a general introduction and overviev ,. Chapter 3 describes

Bringing Strategic Clarity to Your Grantmaking: Crafting and Using a Theory of Change. GFE Annual Conference (10th, San Francisco, California, November 6-8, 2006)

ERIC Educational Resources Information Center

Grantmakers for Education, 2006

2006-01-01

To provide an even more intensive learning experience at Grantmakers for Education's 2006 conference, the program featured a conference "study group." This special small-group program track focused on foundation strategy and the value of a well-crafted theory of change for increasing strategic clarity and impact. This report is intended to make…

From reactive to proactive: developing a valid clinical ethics needs assessment survey to support ethics program strategic planning (part 1 of 2).

PubMed

Frolic, Andrea; Jennings, Barb; Seidlitz, Wendy; Andreychuk, Sandy; Djuric-Paulin, Angela; Flaherty, Barb; Peace, Donna

2013-03-01

As ethics committees and programs become integrated into the "usual business" of healthcare organizations, they are likely to face the predicament of responding to greater demands for service and higher expectations, without an influx of additional resources. This situation demands that ethics committees and programs allocate their scarce resources (including their time, skills and funds) strategically, rather than lurching from one ad hoc request to another; finding ways to maximize the effectiveness, efficiency, impact and quality of ethics services is essential in today's competitive environment. How can Hospital Ethics Committees (HECs) begin the process of strategic priority-setting to ensure they are delivering services where and how they are most needed? This paper describes the creation of the Clinical Ethics Needs Assessment Survey (CENAS) as a tool to understand interprofessional staff perceptions of the organization's ethical climate, challenging ethical issues and educational priorities. The CENAS was designed to support informed resource allocation and advocacy by HECs. By sharing our process of developing and validating this ethics needs assessment survey we hope to enable strategic priority-setting in other resource-strapped ethics programs, and to empower HECs to shift their focus to more proactive, quality-focused initiatives.

QUEST: Qualifying Environmentally Sustainable Technologies

NASA Technical Reports Server (NTRS)

2006-01-01

Over the years, pollution prevention has proven to be a means to comply with environmental regulations, improve product performance and reduce costs. The NASA Acquisition Pollution Prevention (AP2) Program was created to help individual NASA Centers and programs work together to evaluate and adopt environmentally preferable technologies and practices. The AP2 Program accomplishes its mission using a variety of tools such as networking, information/technology exchange and partnering. Due to its extensive network of contacts, the AP2 Program is an excellent resource for finding existing solutions to problems. If no solution is readily known, the AP2 Program works to identify potential solutions and partners for demonstration/ validation projects. Partnering to prevent pollution is a cornerstone of NASA's prime mission and the One NASA Initiative. This annual newsletter highlights some of our program's collaborative efforts. I believe you will discover how the AP2 Program is responsive in meeting the Agency's environmental management strategic plans.

Management challenges at the intersection of public policy environments and strategic decision making in public hospitals.

PubMed

Longest, Beaufort B

2012-01-01

Hospitals in the United States are heavily impacted by public policies that affect them. For example, Medicare and Medicaid programs account for more than half the revenue in most of the nation's almost 5,000 community hospitals, including the almost 1,100 public hospitals controlled by state and local governments (American Hospital Association, 2012). The public hospitals are especially closely aligned with and controlled by governmental entities compared with hospitals with other kinds of sponsorship. This article addresses the management challenges at the intersection of the strategic management of public hospitals and their public policy environments. Public hospitals are complicated entities designed not only to provide health services but also in many cases to play key roles in health-related research and education and to play important general economic development roles in their communities. The multi-faceted strategic decision making in these organizations is as heavily affected by their public policy environments as by their business, demographic, technological or other external environments. Effectively managing the intersection of their public policy environments and their strategic management is indeed vital for contemporary public hospitals. This article is intended to clarify certain aspects of this intersection through a description and model of the strategic activity in public hospitals and the connection between this activity and their external environments. Specific attention is focused on the concept of public policy environments and their features. Attention is also given to how managers can assess public policy environments and incorporate the results into strategic activities.

Adaptive Structures Programs for the Strategic Defense Initiative Organization

DTIC Science & Technology

1992-01-01

Advanced Control Technology Experiment ( ACTEX ) Modular Control Patch High Frequency Passive Damping Strut Development Optional PZT Passive...on this space test bed in FY95. The Advanced Control Technology Experiment ( ACTEX ) will demonstrate many of the adaptive structures technologies...Accelerometer Bi-ax Accelerometer Smart Strut Figure 7. Schematic of Advanced Control Technology Experiment ( ACTEX ) 6-28-91-2M 1-6-92-5M PZ Stack

Transporting Clinical Research to Community Settings: Designing and Conducting a Multisite Trial of Brief Strategic Family Therapy

PubMed Central

Robbins, Michael S.; Alonso, Elizabeth; Horigian, Viviana E.; Bachrach, Ken; Burlew, Kathy; Carrión, Ibis S.; Hodgkins, Candace C.; Miller, Michael; Schindler, Eric; VanDeMark, Nancy; Henderson, Craig; Szapocznik, José

2010-01-01

This paper describes the development and implementation of a trial of Brief Strategic Family Therapy (BSFT), an evidence-based drug intervention for adolescents, in eight community substance abuse treatment programs. Researchers and treatment programs collaborated closely to identify and overcome challenges, many of them related to achieving results that were both scientifically rigorous and applicable to the widest possible variety of adolescent substance abuse treatment programs. To meet these challenges, the collaborative team drew on lessons and practices from efficacy, effectiveness, and implementation research. PMID:22002455

Advancing LGBT Health at an Academic Medical Center: A Case Study.

PubMed

Yehia, Baligh R; Calder, Daniel; Flesch, Judd D; Hirsh, Rebecca L; Higginbotham, Eve; Tkacs, Nancy; Crawford, Beverley; Fishman, Neil

2015-12-01

Academic health centers are strategically positioned to impact the health of lesbian, gay, bisexual and transgender (LGBT) populations by advancing science, educating future generations of providers, and delivering integrated care that addresses the unique health needs of the LGBT community. This report describes the early experiences of the Penn Medicine Program for LGBT Health, highlighting the favorable environment that led to its creation, the mission and structure of the Program, strategic planning process used to set priorities and establish collaborations, and the reception and early successes of the Program.

Increased survival and decreased recurrence in colorectal cancer patients diagnosed in a screening programme.

PubMed

Mengual-Ballester, Mónica; Pellicer-Franco, Enrique; Valero-Navarro, Graciela; Soria-Aledo, Victoriano; García-Marín, José Andrés; Aguayo-Albasini, José Luis

2016-08-01

Population-based screening programmes for colorectal cancer (CRC) allow an early diagnosis, even before the onset of symptoms, but there are few studies and none in Spain on the influence they have on patient survival. The aim of the present study is to show that patients receiving surgery for CRC following diagnosis via a screening programme have a higher survival and disease-free survival rate than those diagnosed in the symptomatic stage. Prospective study of all the patients undergoing programmed surgery for CRC at the JM Morales Meseguer Hospital in Murcia (Spain) between 2004 and 2010. The patients were divided into two groups: (a) those diagnosed through screening (125 cases); and (b) those diagnosed in the symptomatic stage (565 cases). Survival and disease-free survival were analysed and compared for both groups using the Mantel method. The screen-detected CRC patients show a higher rate of survival (86.3% versus 72.1% at 5 years, p<0.05) and a lower rate of tumour recurrence (73.4% versus 88.3% at 5 years, p<0.05). Population-based screening for CRC is an effective strategic measure for reducing mortality specific to this neoplasia. Copyright © 2016. Published by Elsevier Ltd.

75 FR 80850 - Development of Strategic Plan 2011-2015

Federal Register 2010, 2011, 2012, 2013, 2014

2010-12-23

... intended for use as LSC embarks on its planning process. LSC anticipates publishing a draft Strategic Plan... process to develop a Strategic Plan for the years 2011-2015. Toward that end, LSC is soliciting... strategic planning efforts. In addition, Among other sources, LSC is considering the guidance provided by...

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.

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

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-09

... Management, Office of the Chief Financial Officer, 409 Third Street, SW., Suite 6000, Washington, DC 20416... available on the Internet at that time. Authority: 5 U.S.C. 306. John Kushman, Chief Financial Officer...