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Sample records for rancheria strategic energy

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

    SciTech Connect

    McGinnis and Associates LLC

    2008-08-01

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

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

    SciTech Connect

    Greg Retzlaff

    2007-07-01

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

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

    SciTech Connect

    W.G Buehler & Associates

    2007-08-27

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

  4. Elk Valley Rancheria Energy Efficiency and Alternatives Analysis

    SciTech Connect

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

    2011-11-30

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

  5. Guam Strategic Energy Plan

    SciTech Connect

    Conrad, M. D.

    2013-07-01

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

  6. Energy Strategic Planning & Sufficiency Project

    SciTech Connect

    Retziaff, Greg

    2005-03-30

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

  7. KINGS RIVER, RANCHERIA, AGNEW, AND OAT MOUNTAIN ROADLESS AREAS, CALIFORNIA.

    USGS Publications Warehouse

    Nokleberg, Warren J.; Longwell, Warren D.

    1984-01-01

    On the basis of a mineral survey the Kings River, Rancheria, Agnew, and Oat Mountain Roadless Areas, California were found to have several areas with probable mineral-resource potential for tungsten in tactite, and one area with probable mineral-resource potential for lode gold in quartz veins. The extreme relief and inaccessibility in most of the roadless areas make exploration and mining very difficult. The geologic terrane precludes the occurrence of energy resources.

  8. Energy research strategic plan

    SciTech Connect

    1995-08-01

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

  9. Energy Strategic Planning & Self-Sufficiency Project

    SciTech Connect

    Greg Retzlaff

    2005-03-30

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

  10. NANA Strategic Energy Plan & Energy Options Analysis

    SciTech Connect

    Jay Hermanson; Brian Yanity

    2008-12-31

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

  11. Micmac Strategic Energy Planning Initiative

    SciTech Connect

    Fred Corey

    2007-02-02

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

  12. Strategic Energy Analysis (Fact Sheet)

    SciTech Connect

    Not Available

    2014-02-01

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

  13. 77 FR 71611 - Land Acquisitions; North Fork Rancheria of Mono Indians of California

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-12-03

    ... Bureau of Indian Affairs Land Acquisitions; North Fork Rancheria of Mono Indians of California AGENCY... trust for gaming purposes for the North Fork Rancheria of Mono Indians of California on November 26... land in trust for the North Fork Rancheria of Mono Indians of California under the authority of...

  14. Eastern Band of Cherokee Strategic Energy Plan

    SciTech Connect

    Souther Carolina Institute of energy Studies-Robert Leitner

    2009-01-30

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

  15. 75 FR 45111 - Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-02

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

  16. Strategic plan for the geothermal energy program

    SciTech Connect

    1998-06-01

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

  17. 78 FR 15970 - Cedarville Rancheria-Liquor Licensing Ordinance of the Cedarville Rancheria, Ordinance No. 2012-05

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-03-13

    ... alcoholic beverage obtained by the fermentation of any infusion or decoction of barley, malt, hops, or any... Cedarville Rancheria. 03.150--Wine. Wine means the product obtained from the normal alcoholic fermentation of the juice of the grapes or other agricultural products containing natural or added sugar or any...

  18. Samish Indian Nation Long-Term Strategic Energy Plan

    SciTech Connect

    Christine Woodward; B. Beckley; K. Hagen

    2005-06-30

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

  19. Strategic energy assessment using Pinch analysis

    SciTech Connect

    Rutkowski, M.A. ); Pretty, B.L. )

    1994-01-01

    The use of Process Integration techniques, such as Pinch Technology, have been widely accepted in the process industries. However in many situations in the US, the capital available for implementation of energy cost reduction projects is very limited. Therefore efforts to reduce energy costs have been limited to those which can be achieved with little or no capital investment. Despite this lack of capital, cost reduction still remains very important in the oil refining industry. Besides the cost of crude, energy is the largest cost which can be influenced by improved operation and/or capital investment, and has therefore become a primary focus. At the same time this renewed interest in energy reduction has occurred in the US, new methods have been developed in the field of Pinch Technology which allows the scope of a project to be expanded from an individual process unit, such as the crude unit, to the entire refinery site. A Site Assessment, which is the first step in a site analysis using Pinch Technology, allows an overview of the complete site to: focus future activities into areas where the most potential exists, evaluate on-going projects for improved design, identify potential improvements in the utility system. At the conclusion of such an activity, this knowledge of the site can be used to merge potential improvements with refinery plans. This paper introduces some of these new uses of Pinch Technology as applied to long range planning, describes the approach used in achieving such a plan, and finally reviews a case study which shows how the technique is used in a strategic way to focus the use of limited resources within the refinery.

  20. Orchestrating energy for shifting busyness to strategic work.

    PubMed

    Shirey, Maria R; Hites, Lisle

    2015-03-01

    This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. In this article, the authors discuss the elements of busy work and offers strategies for shifting to focused, strategic work. A useful energy preservation framework is introduced to promote vitality that drives engagement, productivity, and innovation. PMID:25689495

  1. Commonwealth of the Northern Mariana Islands Strategic Energy Plan

    SciTech Connect

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

    2013-07-01

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

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

    SciTech Connect

    Brown, E.

    2011-01-01

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

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

    SciTech Connect

    Sockalexis, Mike; Fields, Brenda

    2006-11-30

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

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

    SciTech Connect

    Kevin Kostelnik; Keith Perry

    2007-07-01

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

  5. Strategic Roadmap 2024: Powering the Energy Frontier

    SciTech Connect

    2014-05-01

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

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

    SciTech Connect

    Miller, Kim

    2013-09-17

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

  7. 1997 U.S. Department of Energy Strategic Plan

    SciTech Connect

    None,

    1997-09-01

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

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

    SciTech Connect

    Hamar, Glenn P.

    2013-02-01

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

  9. Final Report - Development of a Strategic Energy Plan

    SciTech Connect

    Maracas, Kate; Hooks, Todd

    2006-11-30

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

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

    PubMed

    Sohn, Insoo; Liu, Huaping; Ansari, Nirwan

    2015-01-01

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

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

    PubMed Central

    Sohn, Insoo; Liu, Huaping; Ansari, Nirwan

    2015-01-01

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

  12. 2011 U.S. Department of Energy Strategic Plan

    SciTech Connect

    2011-05-01

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

  13. 78 FR 114 - Land Acquisitions; Enterprise Rancheria of Maidu Indians of California

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-01-02

    ... Enterprise Rancheria of Maidu Indians of California, which published on Monday, December 3, 2012, 77 FR 71612... being marked by a brass monument stamped LS3341 in a monument well as shown on Record of Survey No. 2000... dividing said Section 22 in to East and West halves 2650.73 feet to a brass monument stamped LS3341 in...

  14. 75 FR 47621 - Final Environmental Impact Statement for the North Fork Rancheria's Proposed 305-Acre Trust...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-06

    ... proposed action in the Federal Register on October 27, 2004 (69 FR 62721). The BIA held a public scoping... Availability for the Draft EIS (DEIS) was published in the Federal Register on February 15, 2008 (73 FR 8898... Bureau of Indian Affairs Final Environmental Impact Statement for the North Fork Rancheria's Proposed...

  15. 77 FR 74025 - Federated Indians of Graton Rancheria-Liquor Control Statute

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-12-12

    ... Rancheria (``Reservation''), in order to permit alcohol sales by tribally owned and operated enterprises and...: ] 2.1 Definitions. As used in this Statute, the terms below are defined as follows: (a) Alcohol means ethyl alcohol, hydrated oxide of ethyl, or spirit of wine, in any form, and regardless of source or...

  16. Irrigation water supply for the Yurok Indians, Resighini Rancheria, Klamath, California

    USGS Publications Warehouse

    Akers, J.P.

    1980-01-01

    A required 1,100 gallons of water per minute for irrigating agricultural lands used by the Coast Indian Community on the Resighini Rancheria near Klamath, Calif., cannot be developed from wells. However, the required quantity of water might be developed from a trench installed in sand and gravel deposits that are hydraulically connected with the Klamath River. (USGS)

  17. 78 FR 55731 - Notice of Service Delivery Area Designation for the Wilton Rancheria

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-09-11

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

  18. Strategic Energy Planning for Renewable Energy Demonstration Center

    SciTech Connect

    Ross, Becky; Crandell, George

    2014-04-10

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

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

    SciTech Connect

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

    2001-10-31

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

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

    SciTech Connect

    Rabago, K.R.

    2008-06-28

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

  1. Critical Metals in Strategic Low-carbon Energy Technologies

    NASA Astrophysics Data System (ADS)

    Moss, R. L.

    2012-04-01

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

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

    SciTech Connect

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

    2007-11-01

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

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

    SciTech Connect

    1995-01-01

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

  4. Strategic Planning and Energy Options Analysis for the Fort Peck Assiniboine and Sioux Tribes. Final report

    SciTech Connect

    Williamson, Jim S; Greenwood Village, CO 80112

    2007-03-31

    Strategic Planning and Energy Options Analysis provides the Fort Peck Tribes with a tool to build analytical capabilities and local capacity to extract the natural and energy resource potential for the benefit of the tribal community. Each resource is identified irrespective of the development potential and is viewed as an absolute resulting in a comprehensive resource assessment for Tribal energy planning

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

    NASA Astrophysics Data System (ADS)

    Leesombatpiboon, Poonpat

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

  6. 77 FR 70461 - Jackson Rancheria-Tribal Council Ordinance No. 2012-01-Sale, Consumption & Possession of...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-11-26

    ... Tribe's economy, providing income to the Tribe and training and employment to its members. 6. The Tribal... sale of alcohol at the Jackson Rancheria Casino & Hotel (including its outdoor entertainment area) for... alcohol at the Tribe's RV Park for on-premises consumption only is hereby authorized. For purposes of...

  7. 78 FR 72928 - Notice of Intent To Prepare an Environmental Impact Statement for the Proposed Wilton Rancheria...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-12-04

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF THE INTERIOR Bureau of Indian Affairs Notice of Intent To Prepare an Environmental Impact Statement for the Proposed Wilton Rancheria Fee-to-Trust and Casino Project, Sacramento County, California AGENCY: Bureau of...

  8. The strategic role of the US in European energy security

    NASA Astrophysics Data System (ADS)

    Koranyi, David

    2016-10-01

    The US plays a key role in shoring up European energy security and this is unlikely to change dramatically after the November 2016 elections. However, the outcome could compound longer term risks to an internationally engaged US energy policy, affecting European energy security and diplomacy.

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

    SciTech Connect

    Not Available

    2010-02-01

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

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

    SciTech Connect

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

    2009-10-01

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

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

    SciTech Connect

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

    2015-03-27

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

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

    SciTech Connect

    2014-01-01

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

  13. 1994 U.S. Department of Energy Strategic Plan: Fueling a Competitive Economy

    SciTech Connect

    None,

    1994-04-01

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

  14. [Structure and dynamics of the mangrove forest in the Rancheria River delta, Colombian Caribbean].

    PubMed

    Lema Vélez, Luisa Fernanda; Polanía, Jaime

    2007-03-01

    We registered seedling survival and biomass increase for Rhizophora mangle L., Avicennia germinans L. and Laguncularia racemosa (L.) Gaertn. f, main mangrove species in the Rancheria River delta, Colombia. Only seedlings of R. mangle were found to survive. We also measured maximum rate of litterfall. We estimated annual litterfall through interpolation within an exponential regression performed with maximum and annual litterfall data published in other sources; the value of annual litterfall for the area was estimated to be 12.9 mgha(-1)y(-1). We found a 7.4 mgha(-1)y(-1)(-1) increase in biomass. Litterfall constitutes the larger fraction of the 20.2 mgha(-1)y(-1) productivity of this mangrove. We believe this is a very high value for a forest under unfavorable natural and human conditions, such as high seasonality and continuous use of the forest to feed goats and sheep. We consider that the high productivity is a response to both natural and anthropogenic stress. PMID:18457110

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

    SciTech Connect

    Not Available

    2010-10-01

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

  16. A Look at the U.S. Energy System – A Strategic Impact Model (2050 SIM)

    SciTech Connect

    Layne Pincock; John W. Collins

    2011-06-01

    The United States (U.S.) energy infrastructure is among the most reliable, accessible, and economical in the world. On the other hand, it is also excessively reliant on foreign energy sources, experiences high volatility in energy prices, does not always practice good stewardship of finite indigenous energy resources, and emits significant quantities of greenhouse gases. The U.S. Department of Energy is conducting research and development on advanced nuclear reactor concepts and technologies, including High Temperature Gas Reactor (HTGR) technologies, directed at helping the United States meet its current and future energy challenges. This paper discusses the systematic approach used to develop the 2050 Strategic Impact Model (2050 SIM), which allows the user to analyze and depict the benefits of various energy sources in meeting the energy demand. It also provides an overall systems understanding of the tradeoffs between building and using HTGRs versus other existing technologies for providing energy (heat and electricity) to various energy-use sectors in the United States. This paper also provides the assumptions used in the model, the rational for the methodology, and the references for the source documentation and source data used in developing 2050 SIM.

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

    SciTech Connect

    John Collins

    2011-09-01

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

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

    NASA Astrophysics Data System (ADS)

    Lau, Cheng Yong; Lee, Jason Wai Chow

    2016-01-01

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

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

    PubMed

    Lau, Cheng Yong; Lee, Jason Wai Chow

    2016-01-01

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

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

    PubMed

    Lau, Cheng Yong; Lee, Jason Wai Chow

    2016-01-01

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

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

    SciTech Connect

    Cambridge Concord Associates

    2011-02-15

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

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

    SciTech Connect

    Sheehan, J.; Himmel, M.

    1999-10-01

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

  3. Attribute-based processing of lineament data: an example from Cesar-Rancheria and neighbor provinces in Colombia

    NASA Astrophysics Data System (ADS)

    Baquero, Mauricio; Montes, Camilo; Bayona, German A.

    2014-10-01

    The northern part of Colombia provides an opportunity for lineament collection over all types of rocks and ages, and with contrasting coverage settings, with arid provinces in the northern region, and intermediate and lush southern provinces. Lineaments were interpreted in an area of more than 52000 km2 in derived products from satellite imagery and DEMs. This dataset produced a high-density directional dataset with attributes including rock age, type and province, in addition to interpretation scale and image source. Dense lineament collection applications on fracture prediction, secondary porosity development and tectonic evolution are proposed. Composed lineaments (lineaments of lineaments) are used to compartmentalize Cesar-Rancheria basin, particular fracture intersections are proposed as potential hot spot locations in calcareous rocks and the systematic orientation change of rock age-grouped lineaments is used as additional support for clockwise Perija range rotation.

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

    DOE PAGESBeta

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

    2014-08-05

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

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

    SciTech Connect

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

    2014-08-05

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

  6. Establishing strategic energy assessment indicators for Zimbabwe: A key to improving electrical energy efficiency

    NASA Astrophysics Data System (ADS)

    Goto, Felix

    In Zimbabwe, there is still very little realization of the potential of demand side management (DSM) to increase industrial energy efficiency. Without clear guidelines that indicate the most economic energy efficiency strategies to implement, it is difficult for industry to easily evaluate the benefits of energy assessments. This research focused on establishing and evaluating indicators that guide correct implementation of energy assessments into Zimbabwean industry. This quantitative and qualitative study used a theoretic approach to develop indicators that identified industrial subsectors that should be targeted for DSM interventions. This may bring about reduction in energy demand in high power consuming Zimbabwean industrial companies, which were compared with energy utility performances of similar industrial companies in countries located in other parts of the world. This research used pattern-matching, categorical aggregation, and stochastic frontier regression analysis for data analysis. In maximizing electrical efficiency, the implications of this study may be used by individual companies in Zimbabwe to perform energy efficiency self-diagnoses, operational efficiency evaluations, and capital resource justifications. From a societal perspective, this study may benefit Zimbabwe because it provides opportunities for the alleviation of both shortages in power supply and the capital constraints of building new generating capacity. This study will also benefit ordinary Zimbabweans by lowering energy costs and providing reliable power. This promotes sustainable economic growth and lowers the need for foreign currency to import power.

  7. Sandia Strategic Plan 1997

    SciTech Connect

    1997-12-01

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

  8. Strategic Leadership

    ERIC Educational Resources Information Center

    Davies, Barbara; Davies, Brent

    2004-01-01

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

  9. 2015 Enterprise Strategic Vision

    SciTech Connect

    2015-08-01

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

  10. BTS strategic plan executive summary

    SciTech Connect

    1999-01-06

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

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

    SciTech Connect

    Bryan Hoover

    2009-11-16

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

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

    SciTech Connect

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

    2004-12-01

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

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

    SciTech Connect

    Not Available

    2013-02-01

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

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

    NASA Astrophysics Data System (ADS)

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

    2015-05-01

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

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

    NASA Astrophysics Data System (ADS)

    Beaubouef, Bruce Andre

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

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

    SciTech Connect

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

    2015-09-15

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

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

    SciTech Connect

    De Montis, Andrea

    2014-04-01

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

  18. The strategic planning process: The future of renewable energy planning: An application to the renewable energy industry

    NASA Astrophysics Data System (ADS)

    Gayoso, Romulo W.

    Renewable energy resources (wind, solar, and geothermal energy) became focus of attention in recent years. Even though they exhibit some very desirable characteristics such as low carbon emission and mass appeal, it is also true implementation of renewable energy sources face formidable challenges. This paper will leverage the existing literature and combine it with energy planner perspectives in order to consider feasible ways to overcome key difficulties industry members face in their effort to popularize wind and solar energy alternatives. This study will also leverage specialists' knowledge in order to create a shared vision of success to assist policymakers in their goal to reduce the country's dependency on nonrenewable energy sources.

  19. A Strategic Plan Is Just the Beginning

    ERIC Educational Resources Information Center

    Wilson, E. B.

    2009-01-01

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

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

    PubMed

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

    2014-08-01

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

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

    SciTech Connect

    Kimberlyn C. Mousseau

    2011-10-01

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

  2. Strategic Staffing

    ERIC Educational Resources Information Center

    Clark, Ann B.

    2012-01-01

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

  3. Strategic Bonding.

    ERIC Educational Resources Information Center

    Davis, Lynn; Tyson, Ben

    2003-01-01

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

  4. The Strategic Petroleum Reserve

    SciTech Connect

    Not Available

    1991-01-01

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

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

    SciTech Connect

    Rich Johnson; Kimberlyn C. Mousseau; Hyung Lee

    2011-09-01

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

  6. The potential to use wood residues as an energy resource in West Virginia: A strategic plan

    SciTech Connect

    Hassler, C.C.

    1994-12-31

    The two objectives of this project were to determine the barriers to using wood residues as an energy source in West Virginia and devise ways to eliminate these barriers. To determine the barriers, a broad range of individuals and organizations in and affiliated with the wood industry were surveyed. Barriers were determined from comments made by survey respondents. A task force met to discuss the survey results and formulate a plan to overcome the barriers discovered by the survey. Recommendations were categorized as; perception/education, demand/supply, and agencies/regulatory and are discussed in this report.

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

    SciTech Connect

    none,

    1998-01-23

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

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

    SciTech Connect

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

    2015-01-15

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

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

    SciTech Connect

    Travis L. Mcling

    2010-10-01

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

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

    SciTech Connect

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

    2007-08-15

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

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

    SciTech Connect

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

    1996-04-01

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

  12. EMSL Strategic Plan 2008

    SciTech Connect

    Campbell, Allison A.

    2008-08-15

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

  13. Thinking strategically.

    PubMed

    Goree, Michael

    2002-01-01

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

  14. 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…

  15. Strategic petroleum reserve annual report

    SciTech Connect

    1996-02-15

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

  16. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    Not Available

    1992-08-15

    The Strategic Petroleum Reserve (SPR) was created pursuant to the Energy Policy and Conservation Act (EPCA) Public Law 94-163, approved on December 22, 1975, and extended in July 1985, June 1989, March 1990, and September 1990, to reduce the impact of disroptions in petroleum supplies and to carry out obligations of the United States under the Agreement on an International Energy Program. The Strategic Petroleum Reserve Quarterly Report is submitted in accordance with section 165(b) of the Energy Policy and Conservation Act, as amended, which requires that the Secretary of Energy submit quarterly reports to Congress on activities undertaken with respect to the Strategic Petroleum Reserve. Since the Strategic Petroleum Reserve crude oil storage facilities program for the 750 minion barrels was completed in 1991, this August 15, 1992, Strategic Petroleum Reserve Quarterly Report focuses on activities related primarily to the storage facilities status, oil acquisition, budget, and cost of the Reserve during the period April 1, 1992, through June 30, 1992.

  17. Strategic forces

    SciTech Connect

    Not Available

    1990-10-01

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

  18. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    1995-11-15

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

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

    SciTech Connect

    Dwight, Carla

    2013-06-01

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

  20. Strategic Asia 2002 Final Report

    SciTech Connect

    Richard Ellings; Aaron Friedberg; Michael Wills

    2002-09-01

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

  1. 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.

  2. Strategic planning and competition

    SciTech Connect

    Gang, W.G. )

    1994-02-01

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

  3. 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.

  4. 2006 U.S. Department of Energy Strategic Plan: Discovering the Solutions to Power and Secure America’s Future

    SciTech Connect

    None,

    2006-10-11

    The Department of Energy Organization Act, which created DOE, was enacted in 1977 and DOE officially came into existence in October of that year. That law brought together for the first time, not only most of the government’s energy programs, but also science and technology programs and defense responsibilities that included the design, construction, and testing of nuclear weapons. Over its history, DOE has shifted its emphasis and focus as the energy and security needs of the Nation have changed. Today, DOE stands at the forefront of helping the Nation meet our energy, scientific, environmental, and national security goals. These include developing and deploying new energy technologies, reducing our dependence on foreign energy sources, protecting our nuclear weapons stockpile, and ensuring that America remains competitive in the global marketplace. To help achieve these goals, President Bush has launched two key initiatives: the American Competitiveness Initiative (ACI) and the Advanced Energy Initiative (AEI). The President launched these initiatives recognizing that science, technology, and engineering hold the answers to many of the critical challenges our world faces. These new initiatives to spur scientific innovation and technology development expand DOE’s continuing support for the competitive energy markets, both domestically and internationally, and of policies that facilitate continued private investment in the energy sector. In addition, DOE supports the demonstration and deployment of energy technologies through collaborative efforts with the private sector and public sector entities.

  5. Strategic opportunities

    SciTech Connect

    Gottlieb, J.W.

    1994-09-01

    Despite statements of doom and gloom from numerous industry pundits, the potential for global hydropower development opportunities remains vast. Statistics demonstrating the potential for hydroelectric development in the United States alone are staggering. More than 80,000 dams exist in the United States, yet only 3 percent have been developed to tap their hydroelectric potential. There is currently about 70,800 MW of installed hydroelectric capacity, with more than 76,000 MW of undeveloped potential. It has been estimated that there are about 3,000 abandoned hydropower sites in the United States. Less than 200 of these sites have been redeveloped. The United States Department of Energy (DOE) has estimated redevelopment and rehabilitation of hydropower electric sites in the United States could add an additional 14,000 MW of potential.

  6. 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.

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

    SciTech Connect

    Bjoerklund, Anna

    2012-01-15

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

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

    NASA Astrophysics Data System (ADS)

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

    2015-04-01

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

  9. Strategic Petroleum Reserve annual/quarterly report

    SciTech Connect

    Not Available

    1993-02-16

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

  10. Cultivating strategic thinking skills.

    PubMed

    Shirey, Maria R

    2012-06-01

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

  11. Strategic planning for neuroradiologists.

    PubMed

    Berlin, Jonathan W; Lexa, Frank J

    2012-08-01

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

  12. Strategic planning for neuroradiologists.

    PubMed

    Berlin, Jonathan W; Lexa, Frank J

    2012-08-01

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

  13. 2000 U.S. Department of Energy Strategic Plan: Strength through Science Powering the 21st Century

    SciTech Connect

    None,

    2000-09-01

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

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

    SciTech Connect

    2000-11-01

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

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

    PubMed

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

    2014-10-21

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

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

    PubMed

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

    2014-10-21

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

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

    NASA Astrophysics Data System (ADS)

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

    2014-05-01

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

  18. 11. Strategic planning.

    PubMed

    2014-05-01

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

  19. Strategic Initiatives and Goals.

    ERIC Educational Resources Information Center

    Howard Community Coll., Columbia, MD.

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

  20. Strategic Risk Assessment

    NASA Technical Reports Server (NTRS)

    Derleth, Jason; Lobia, Marcus

    2009-01-01

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

  1. Manage "Human Capital" Strategically

    ERIC Educational Resources Information Center

    Odden, Allan

    2011-01-01

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

  2. Strategic Leadership in Schools

    ERIC Educational Resources Information Center

    Williams, Henry S.; Johnson, Teryl L.

    2013-01-01

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

  3. Strategic Investments Overview

    NASA Technical Reports Server (NTRS)

    Comstock, Doug

    2004-01-01

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

  4. Strategic petroleum reserve. Quarterly report

    SciTech Connect

    Not Available

    1994-05-15

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

  5. Strategic petroleum reserve. Quarterly report

    SciTech Connect

    1995-08-15

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

  6. Carlsbad Area Office strategic plan

    SciTech Connect

    1995-10-01

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

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

    SciTech Connect

    Brewer, Jeffrey D.

    2005-11-01

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

  8. Strategic Plan. Volume 1

    NASA Technical Reports Server (NTRS)

    2002-01-01

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

  9. American Strategic Minerals

    NASA Astrophysics Data System (ADS)

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

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

  10. 78 FR 72873 - Availability of 2014-2018 Draft Strategic Plan and Request for Public Comment

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-12-04

    ... Availability of 2014-2018 Draft Strategic Plan and Request for Public Comment AGENCY: Department of Energy (DOE). ACTION: Notice of availability of DOE's Draft Strategic Plan and request for comment. SUMMARY: The Department of Energy (DOE) invites the public to comment on the draft DOE 2014-2018 Strategic Plan....

  11. Strategic Petroleum Reserve: Annual/quarterly report

    SciTech Connect

    Not Available

    1994-02-16

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

  12. Benchmarking for strategic action.

    PubMed

    Jennings, K; Westfall, F

    1992-01-01

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

  13. Strategic agility for nursing leadership.

    PubMed

    Shirey, Maria R

    2015-06-01

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

  14. The Concept of Strategic Decisionmaking.

    ERIC Educational Resources Information Center

    Collier, Douglas J.

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

  15. Strategic agility for nursing leadership.

    PubMed

    Shirey, Maria R

    2015-06-01

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

  16. 2003 U.S. Department of Energy Strategic Plan: Protecting National, Energy, and Economic Security with Advanced Science and Technology and Ensuring Environmental Cleanup

    SciTech Connect

    None,

    2003-09-30

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

  17. Guidelines for strategic planning

    SciTech Connect

    Not Available

    1991-07-01

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

  18. Strategic forces briefing

    SciTech Connect

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

    1989-04-06

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

  19. NASA strategic plan

    NASA Technical Reports Server (NTRS)

    1994-01-01

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

  20. Strategic quality planning.

    PubMed

    Yarborough, C M

    1994-04-01

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

  1. Microgravity strategic planning exercise

    NASA Technical Reports Server (NTRS)

    Halpern, Richard; Downey, Jim; Harvey, Harold

    1991-01-01

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

  2. Strategic avionics technology planning

    NASA Technical Reports Server (NTRS)

    Cox, Kenneth J.; Brown, Don C.

    1991-01-01

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

  3. On operator strategic behavior

    NASA Technical Reports Server (NTRS)

    Hancock, P. A.

    1991-01-01

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

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

    ERIC Educational Resources Information Center

    Dickmeyer, Nathan

    2004-01-01

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

  5. Grappling with Strategic Dissonance.

    ERIC Educational Resources Information Center

    Dowie, Sandra

    2002-01-01

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

  6. Implementing College Strategic Plans.

    ERIC Educational Resources Information Center

    Further Education Development Agency, London (England).

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

  7. A Strategic Planning Workbook.

    ERIC Educational Resources Information Center

    Austin, William

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

  8. The Strategic Assessment Model.

    ERIC Educational Resources Information Center

    Glazner, Steve, Ed.

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

  9. Strategic Marketing for Presidents.

    ERIC Educational Resources Information Center

    Pappas, Richard J., Ed.

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

  10. Strategic planning for marketers.

    PubMed

    Wilson, I

    1978-12-01

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

  11. Strategic Goals for 2000.

    ERIC Educational Resources Information Center

    Hopper, Toni

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

  12. Using Collaborative Strategic Reading.

    ERIC Educational Resources Information Center

    Klingner, Janette K.; Vaughn, Sharon

    1998-01-01

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

  13. Strategic Tutor Monitoring.

    ERIC Educational Resources Information Center

    Chee-kwong, Kenneth Chao

    1996-01-01

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

  14. Strategic Marketing for Agribusiness.

    ERIC Educational Resources Information Center

    Welch, Mary A., Ed.

    1993-01-01

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

  15. NAEA's Strategic Plans

    ERIC Educational Resources Information Center

    School Arts: The Art Education Magazine for Teachers, 2005

    2005-01-01

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

  16. External Strategic Planning Conference.

    ERIC Educational Resources Information Center

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

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

  17. Strategic BI for All

    ERIC Educational Resources Information Center

    Raths, David

    2008-01-01

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

  18. Strategically Planning to Change

    ERIC Educational Resources Information Center

    Atkins, Kemal

    2010-01-01

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

  19. The Strategic Revolution.

    PubMed

    Gardner, Andy

    2016-09-01

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

  20. Being Strategic in HE Management

    ERIC Educational Resources Information Center

    West, Andrew

    2008-01-01

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

  1. Strategic Partnerships in Higher Education

    ERIC Educational Resources Information Center

    Ortega, Janet L.

    2013-01-01

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

  2. Strategic Planning and Financial Management

    ERIC Educational Resources Information Center

    Conneely, James F.

    2010-01-01

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

  3. Strategic market planning for hospitals.

    PubMed

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

    1984-01-01

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

  4. Developing a strategic security plan.

    PubMed

    Potter, Anthony N

    2011-01-01

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

  5. The Possibilities of Strategic Finance

    ERIC Educational Resources Information Center

    Chaffee, Ellen

    2010-01-01

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

  6. 2016-2020 Strategic Plan and Implementing Framework

    SciTech Connect

    2015-11-01

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

  7. 76 FR 10342 - Availability of Fiscal Years 2011-2016 Draft Strategic Plan and Request for Public Comment

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-02-24

    ... Availability of Fiscal Years 2011-2016 Draft Strategic Plan and Request for Public Comment AGENCY: Department of Energy (DOE). ACTION: Notice of availability of DOE's Draft Strategic Plan and request for comment. SUMMARY: The Department of Energy (DOE) invites the public to comment on the draft DOE 2011 Strategic...

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

    SciTech Connect

    Not Available

    2013-10-01

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

  9. Microgravity strategic plan, 1988

    NASA Technical Reports Server (NTRS)

    1988-01-01

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

  10. 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.

  11. Strategic scene generation model

    NASA Astrophysics Data System (ADS)

    Heckathorn, Harry M.; Anding, David C.

    1992-09-01

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

  12. The strategic use of humility.

    PubMed

    Kerfoot, K

    1998-01-01

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

  13. NASA strategic plan

    NASA Technical Reports Server (NTRS)

    1995-01-01

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

  14. Strategic implementation plan

    NASA Technical Reports Server (NTRS)

    1989-01-01

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

  15. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

  16. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  17. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  18. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

  19. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 1 2011-01-01 2011-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the... transportation, education, and public safety. (b) Minimum requirements. The strategic plan must: (1) Describe...

  20. Operationalizing strategic marketing.

    PubMed

    Chambers, S B

    1989-05-01

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

  1. Strategic identities in cyberspace.

    PubMed

    Talamo, A; Ligorio, B

    2001-02-01

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

  2. 76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-21

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

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

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  4. 10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

  5. 10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  6. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Formula quantities of strategic special nuclear material-Category I. 76.113 Section 76.113 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.113 Formula quantities of strategic special nuclear...

  7. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Formula quantities of strategic special nuclear material-Category I. 76.113 Section 76.113 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.113 Formula quantities of strategic special nuclear...

  8. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Formula quantities of strategic special nuclear material-Category I. 76.113 Section 76.113 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.113 Formula quantities of strategic special nuclear...

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

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

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

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

  11. 10 CFR 76.113 - Formula quantities of strategic special nuclear material-Category I.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

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

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  13. Strategic Partnerships in International Development

    ERIC Educational Resources Information Center

    Treat, Tod; Hartenstine, Mary Beth

    2013-01-01

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

  14. The Search for Strategic Silence.

    ERIC Educational Resources Information Center

    Lentz, Richard

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

  15. Strategic Planning and Online Learning

    ERIC Educational Resources Information Center

    McLaughlin-Graham, Karen; Berge, Zane L.

    2005-01-01

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

  16. 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…

  17. NASA Space Sciences Strategic Planning

    NASA Technical Reports Server (NTRS)

    Crane, Philippe

    2004-01-01

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

  18. Strategic Planning for Curriculum Reform.

    ERIC Educational Resources Information Center

    Cawelti, Gordon

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

  19. Strategic Marketing for Educational Systems.

    ERIC Educational Resources Information Center

    Hanson, E. Mark; Henry, Walter

    1992-01-01

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

  20. Strategic Planning for Higher Education.

    ERIC Educational Resources Information Center

    Kotler, Philip; Murphy, Patrick E.

    1981-01-01

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

  1. Strategic Human Resource Development. Symposium.

    ERIC Educational Resources Information Center

    2002

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

  2. Introduction to the Strategic Environmental Assessment System

    SciTech Connect

    Narkus-Kramer, M.; Rebibo, K.; Borko, B.; Dossani, N.; Hutchison, R.; Smith, B.; Weiss, A.

    1980-10-01

    The Strategic Environmental Assessment System (SEAS) is an integrated set of computer programs and associated data bases used to project and analyze national and regional environmental trends. The two major users of SEAS are the Department of Energy (DOE) and the Environmental Protection Agency (EPA). These agencies use SEAS to project the likely emissions of key pollutants given specific assumptions concerning environmental regulations, future levels of energy supply, and economic activity. This introduction to SEAS discusses how the model has been used in specific applications, the general model structure, the data base, and the available documentation.

  3. 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.

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

    SciTech Connect

    Electric Power Research

    2007-11-01

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

  5. SUBTASK 6.1 – STRATEGIC STUDIES

    SciTech Connect

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

    2015-05-31

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

  6. The Value of Strategic Partnerships

    SciTech Connect

    Gould, Josh; Narayan, Amit; McNutt, Ty

    2015-02-10

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

  7. The Value of Strategic Partnerships

    ScienceCinema

    Gould, Josh; Narayan, Amit; McNutt, Ty

    2016-07-12

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

  8. Hazardous materials (HAZMAT) Spill Center strategic plan

    SciTech Connect

    1996-01-01

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

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

    SciTech Connect

    1996-01-01

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

  10. Science and Strategic - Climate Implications

    NASA Astrophysics Data System (ADS)

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

    2008-12-01

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

  11. Maintenance Process Strategic Analysis

    NASA Astrophysics Data System (ADS)

    Jasiulewicz-Kaczmarek, M.; Stachowiak, A.

    2016-08-01

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

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

    PubMed

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

    1991-01-01

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

  13. Executive presence for strategic influence.

    PubMed

    Shirey, Maria R

    2013-01-01

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

  14. Children's strategic theory of mind.

    PubMed

    Sher, Itai; Koenig, Melissa; Rustichini, Aldo

    2014-09-16

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

  15. 76 FR 14950 - Closed Meeting of the U.S. Strategic Command Strategic Advisory Group

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-18

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

  16. Strategic Plan for Light Water Reactor Research and Development

    SciTech Connect

    2004-02-01

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

  17. Strategic planning in healthcare organizations.

    PubMed

    Rodríguez Perera, Francisco de Paula; Peiró, Manel

    2012-08-01

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

  18. Contrasting strategic and Milan therapies.

    PubMed

    MacKinnon, L

    1983-12-01

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

  19. Final Draft Strategic Marketing Plan.

    SciTech Connect

    United States. Bonneville Power Administration.

    1994-02-01

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

  20. The Strategic Data Project's Strategic Performance Indicators

    ERIC Educational Resources Information Center

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

    2013-01-01

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

  1. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    ERIC Educational Resources Information Center

    Baaki, John; Moseley, James L.

    2011-01-01

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

  2. 77 FR 52018 - Oxy Midstream Strategic Development, LLC, Magellan Midstream Partners, L.P.; Notice of Petition...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-08-28

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

  3. 10 CFR 73.72 - Requirement for advance notice of shipment of formula quantities of strategic special nuclear...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 2 2011-01-01 2011-01-01 false Requirement for advance notice of shipment of formula quantities of strategic special nuclear material, special nuclear material of moderate strategic significance, or irradiated reactor fuel. 73.72 Section 73.72 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) PHYSICAL PROTECTION OF PLANTS AND...

  4. Divide and conquer: strategic decision areas

    PubMed Central

    Kolling, Nils; Hunt, Laurence T

    2016-01-01

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

  5. A Primer on Strategic Financial Assessments.

    ERIC Educational Resources Information Center

    Richman, Naomi; Fitzgerald, Susan

    2003-01-01

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

  6. Strategic alliances for the future of the gas industry

    SciTech Connect

    Catell, R.B.

    1993-12-31

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

  7. Strategic Listening for School Leaders

    ERIC Educational Resources Information Center

    Tate, Jeannine S.; Dunklee, Dennis R.

    2005-01-01

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

  8. 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.

  9. Strategic Planning of Technology Transfer.

    ERIC Educational Resources Information Center

    Groff, Warren H.

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

  10. Strategic Approaches with Resistant Families.

    ERIC Educational Resources Information Center

    Breit, Miranda; And Others

    1983-01-01

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

  11. Strategic School Planning in Jordan

    ERIC Educational Resources Information Center

    Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi

    2012-01-01

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

  12. Entrepreneurial Spirit in Strategic Planning.

    ERIC Educational Resources Information Center

    Riggs, Donald E.

    1987-01-01

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

  13. Strategic Planning: The Catastrophic Approach.

    ERIC Educational Resources Information Center

    Brody, Stanley J.

    1987-01-01

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

  14. Strategic Audit and Marketing Plan

    ERIC Educational Resources Information Center

    Wright, Lianna S.

    2013-01-01

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

  15. Strategic Plan 2013 to 2016

    ERIC Educational Resources Information Center

    Lumina Foundation for Education, 2013

    2013-01-01

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

  16. Strategic Planning for School Success.

    ERIC Educational Resources Information Center

    Herman, Jerry J.

    1993-01-01

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

  17. Consultancy on Strategic Information Planning.

    ERIC Educational Resources Information Center

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

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

  18. Strategic Planning for Technological Change

    ERIC Educational Resources Information Center

    Strong, Bart

    2007-01-01

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

  19. Strategic Planning in Distance Education

    ERIC Educational Resources Information Center

    Kilfoil, Wendy R.

    2003-01-01

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

  20. Strategic Change in AAS Publishing

    NASA Astrophysics Data System (ADS)

    Steffen, Julie

    2015-08-01

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

  1. Powerful Metrics: Strategic and Transformative

    ERIC Educational Resources Information Center

    Butterfield, Barbara

    2006-01-01

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

  2. Characteristics of Useful and Practical Organizational Strategic Plans

    ERIC Educational Resources Information Center

    Kaufman, Roger

    2014-01-01

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

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

    ERIC Educational Resources Information Center

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

    2012-01-01

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

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

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-09-05

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

  5. Collaborative Strategic Planning: Myth or Reality?

    ERIC Educational Resources Information Center

    Mbugua, Flora; Rarieya, Jane F. A.

    2014-01-01

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

  6. Strategic Activism, Educational Leadership and Social Justice

    ERIC Educational Resources Information Center

    Ryan, James

    2016-01-01

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

  7. 23 CFR 1335.6 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

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

  8. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation...

  9. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  10. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

  11. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 12 Banks and Banking 4 2011-01-01 2011-01-01 false Strategic plan. 345.27 Section 345.27 Banks and... REINVESTMENT Standards for Assessing Performance § 345.27 Strategic plan. (a) Alternative election. The FDIC... strategic plan if: (1) The bank has submitted the plan to the FDIC as provided for in this section; (2)...

  12. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 3 2012-01-01 2012-01-01 false Strategic plan. 228.27 Section 228.27 Banks and... REINVESTMENT (REGULATION BB) Standards for Assessing Performance § 228.27 Strategic plan. (a) Alternative...(s) under a strategic plan if: (1) The bank has submitted the plan to the Board as provided for...

  13. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

  14. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 13 Business Credit and Assistance 1 2012-01-01 2012-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation...

  15. 23 CFR 1335.6 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

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

  16. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 12 Banks and Banking 3 2010-01-01 2010-01-01 false Strategic plan. 228.27 Section 228.27 Banks and... REINVESTMENT (REGULATION BB) Standards for Assessing Performance § 228.27 Strategic plan. (a) Alternative...(s) under a strategic plan if: (1) The bank has submitted the plan to the Board as provided for...

  17. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 6 2013-01-01 2012-01-01 true Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in...

  18. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  19. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  20. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 5 2013-01-01 2013-01-01 false Strategic plan. 345.27 Section 345.27 Banks and... REINVESTMENT Standards for Assessing Performance § 345.27 Strategic plan. (a) Alternative election. The FDIC... strategic plan if: (1) The bank has submitted the plan to the FDIC as provided for in this section; (2)...

  1. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  2. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 5 2014-01-01 2014-01-01 false Strategic plan. 345.27 Section 345.27 Banks and... REINVESTMENT Standards for Assessing Performance § 345.27 Strategic plan. (a) Alternative election. The FDIC... strategic plan if: (1) The bank has submitted the plan to the FDIC as provided for in this section; (2)...

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

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  4. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 13 Business Credit and Assistance 1 2014-01-01 2014-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation...

  5. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  6. 23 CFR 1335.6 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

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

  7. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  8. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 12 Banks and Banking 5 2010-01-01 2010-01-01 false Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in...

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

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 12 Banks and Banking 5 2011-01-01 2011-01-01 false Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in...

  10. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  11. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 13 Business Credit and Assistance 1 2013-01-01 2013-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation...

  12. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

  13. 13 CFR 313.6 - Strategic Plans.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  14. 12 CFR 25.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  15. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  16. Promise or Peril: The Strategic Defense Initiative.

    ERIC Educational Resources Information Center

    Brzezinski, Zbigniew, Ed.; And Others

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

  17. Quinault Indian Nation Comprehensive Biomass Strategic Planning Project

    SciTech Connect

    Cardenas, Jesus

    2015-03-31

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

  18. Coal Power Systems strategic multi-year program plans

    SciTech Connect

    2001-02-01

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

  19. The teratology society 2012-2017 strategic plan: pushing the boundaries.

    PubMed

    Curran, Christine Perdan; Lau, Christopher; Schellpfeffer, Michael A; Stodgell, Christopher J; Carney, Edward W

    2013-01-01

    The Teratology Society held its fourth strategic planning session in Albuquerque, NM, April 10-12, 2012, and launched the 2012-2017 Strategic Plan in conjunction with the 2012 annual meeting in Baltimore, MD. Building on the energy of the successful implementation of prior strategic plans (San Diego, 2007; Nashville,TN 2002; Cincinnati, OH 1998), session participants worked to identify barriers to success as a scientific society, as well as impending challenges and opportunities to which the Society needs to respond. The following report provides an overview of the Strategic Planning process, objectives, activities, and conclusions. A total of 23 members were present at the session, and the group included representation from Council, various committees, and different member constituencies. This plan, Pushing the Boundaries, and its three strategic intents: Broaden Our Identity, Expand Our Membership, and Increase Our Influence, will drive the direction of the Teratology Society for the next five years.

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

    SciTech Connect

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

    1980-01-01

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

  1. Strategic leadership: the essential skills.

    PubMed

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

    2013-01-01

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

  2. Building a strategic security organisation.

    PubMed

    Howard, Mike

    2016-01-01

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

  3. Strategic alliances and market risk.

    PubMed

    Havenaar, Matthias; Hiscocks, Peter

    2012-08-01

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

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

    PubMed

    Green, R H

    2000-12-01

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

  5. Strategic Defense Initiative - an overview

    SciTech Connect

    Abrahamson, J.A.

    1985-01-01

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

  6. Building a strategic security organisation.

    PubMed

    Howard, Mike

    2016-01-01

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

  7. Strategic plan 1994

    SciTech Connect

    Not Available

    1995-03-01

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

  8. The strategic importance of data.

    PubMed

    Glaser, John; Markell, Peter; Stone, John

    2010-02-01

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

  9. Research and technology for strategic defense

    SciTech Connect

    Rankine, R.R. Jr.

    1984-04-01

    In response to President Reagan's speech related to the objective for putting an end to the threat of nuclear ballistic missiles, an intensive study was conducted by the Dept. of Defense regarding the technologies applicable to ballistic-missile defense. It was concluded that emerging technologies do hold substantial promise for achieving the President's long-term ballistic-missile defense goal. The committee recommended a long-term program to bring the new technologies to a point of readiness where a decision could be made whether to enter full-scale development. Based on the results of the study, DOD has established a new program for the President's Strategic Defense Initiative (SDI). Details regarding the SDI program are discussed. Surveillance, acquisition, tracking, and kill assessment (SATKA) programs will culminate in technical demonstrations. Attention is given to directed energy weapons, battle management, and survivable defenses.

  10. Eye Movements in Strategic Choice

    PubMed Central

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

    2015-01-01

    Abstract In risky and other multiattribute choices, the process of choosing is well described by random walk or drift diffusion models in which evidence is accumulated over time to threshold. In strategic choices, level‐k and cognitive hierarchy models have been offered as accounts of the choice process, in which people simulate the choice processes of their opponents or partners. We recorded the eye movements in 2 × 2 symmetric games including dominance‐solvable games like prisoner's dilemma and asymmetric coordination games like stag hunt and hawk–dove. The evidence was most consistent with the accumulation of payoff differences over time: we found longer duration choices with more fixations when payoffs differences were more finely balanced, an emerging bias to gaze more at the payoffs for the action ultimately chosen, and that a simple count of transitions between payoffs—whether or not the comparison is strategically informative—was strongly associated with the final choice. The accumulator models do account for these strategic choice process measures, but the level‐k and cognitive hierarchy models do not. © 2015 The Authors. Journal of Behavioral Decision Making published by John Wiley & Sons Ltd. PMID:27513881

  11. Subtask 7.1 - Strategic Studies

    SciTech Connect

    Thomas Erickson

    2009-03-30

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

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

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

  13. 10 CFR 73.72 - Requirement for advance notice of shipment of formula quantities of strategic special nuclear...

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

  14. 10 CFR 73.25 - Performance capabilities for physical protection of strategic special nuclear material in transit.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... strategic special nuclear material in transit. 73.25 Section 73.25 Energy NUCLEAR REGULATORY COMMISSION... Transit § 73.25 Performance capabilities for physical protection of strategic special nuclear material in transit. (a) To meet the general performance objective and requirements of § 73.20 an in-transit...

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

    PubMed

    Chan, Stephen; Gunderman, Richard B

    2005-08-01

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

  16. 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

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

    SciTech Connect

    Bechtel Nevada

    2003-09-01

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

  18. NERSC Strategic Implementation Plan 2002-2006

    SciTech Connect

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

    2002-09-01

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

  19. Strategic workshops on cancer nanotechnology.

    PubMed

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

    2010-06-01

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

  20. Reflections on strategic nurse leadership.

    PubMed

    White, Jean

    2012-10-01

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

  1. Strategic defense initiative: Folly or future

    SciTech Connect

    Haley, P.E.; Merritt, J.

    1986-01-01

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

  2. Hospital strategic preparedness planning: the new imperative.

    PubMed

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

    2007-01-01

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

  3. Strategic renewal for business units.

    PubMed

    Whitney, J O

    1996-01-01

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

  4. Strategic Human Resource Planning in Academia

    ERIC Educational Resources Information Center

    Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

    2009-01-01

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

  5. Alertness management in flight operations - Strategic napping

    NASA Technical Reports Server (NTRS)

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

    1991-01-01

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

  6. The next strategic weapon: continuous replenishment planning.

    PubMed

    Crapser, S

    1994-08-01

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

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

    ERIC Educational Resources Information Center

    Knoess, Christoph

    2005-01-01

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

  8. Integrating Risk Management and Strategic Planning

    ERIC Educational Resources Information Center

    Achampong, Francis K.

    2010-01-01

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

  9. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Strategic plan. 91.415 Section 91... CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS Consortia; Contents of Consolidated Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated...

  10. Collaborative Strategic Planning in Higher Education

    ERIC Educational Resources Information Center

    Sanaghan, Patrick

    2009-01-01

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

  11. Applying Mixed Methods Techniques in Strategic Planning

    ERIC Educational Resources Information Center

    Voorhees, Richard A.

    2008-01-01

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

  12. Strategic planning processes and hospital financial performance.

    PubMed

    Kaissi, Amer A; Begun, James W

    2008-01-01

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

  13. Developing Strategic Planning for the Retail Market.

    ERIC Educational Resources Information Center

    Greenawalt, Richard A.

    1983-01-01

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

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

    SciTech Connect

    Fought, S.O.

    1987-01-01

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

  15. Using Appropriate Tools Strategically for Instruction

    ERIC Educational Resources Information Center

    Sherman, Milan; Cayton, Charity

    2015-01-01

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

  16. Models of Strategic Planning in Community Colleges.

    ERIC Educational Resources Information Center

    California Community Colleges, Sacramento. Office of the Chancellor.

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

  17. How to fill key leadership positions strategically.

    PubMed

    Sanford, Kathleen D

    2011-06-01

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

  18. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-04-01

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

  19. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-04-01

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

  20. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

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

  1. 24 CFR 91.415 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 24 Housing and Urban Development 1 2012-04-01 2012-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... required to submit a nonhousing Community Development Plan; however, if the consortium includes...

  2. Strategic Plan: July 2010 to June 2013

    ERIC Educational Resources Information Center

    California State Library, 2010

    2010-01-01

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

  3. Using Strategic Planning To Improve Rural Schools.

    ERIC Educational Resources Information Center

    D'Amico, Joseph J.

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

  4. Strategic Planning for Educational Reform and Improvement.

    ERIC Educational Resources Information Center

    D'Amico, Joseph J.

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

  5. Strategic Planning in Portuguese Higher Education Institutions

    ERIC Educational Resources Information Center

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

    2005-01-01

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

  6. Teaching Strategic Management with a Business Game.

    ERIC Educational Resources Information Center

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

    1997-01-01

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

  7. Strategic Retrieval in a Reality Monitoring Task

    ERIC Educational Resources Information Center

    Rosburg, Timm; Mecklinger, Axel; Johansson, Mikael

    2011-01-01

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

  8. Learning Spaces as a Strategic Priority

    ERIC Educational Resources Information Center

    George, Gene; Erwin, Tom; Barnes, Briony

    2009-01-01

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

  9. The paradox of strategic environmental assessment

    SciTech Connect

    Bidstrup, Morten Hansen, Anne Merrild

    2014-07-01

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

  10. Competing strategically through market orientation.

    PubMed

    Rapert, M I; Yarbrough, L

    1997-01-01

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

  11. Strategic Petroleum Reserve quarterly report

    SciTech Connect

    Not Available

    1993-08-15

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

  12. LSAMO forum UK strategic plan.

    PubMed

    Richards, Julie

    2012-01-01

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

  13. Competing strategically through market orientation.

    PubMed

    Rapert, M I; Yarbrough, L

    1997-01-01

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

  14. 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:

  15. Strategic Petroleum Reserve. Quarterly report

    SciTech Connect

    Not Available

    1993-11-15

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

  16. 10 CFR 76.115 - Special nuclear material of moderate strategic significance-Category II.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Special nuclear material of moderate strategic significance-Category II. 76.115 Section 76.115 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.115 Special nuclear material of...

  17. 10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low...

  18. 10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 2 2012-01-01 2012-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low...

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

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

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

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

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

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low...

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

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 2 2014-01-01 2014-01-01 false Special nuclear material of moderate strategic significance-Category II. 76.115 Section 76.115 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.115 Special nuclear material of...

  3. 10 CFR 76.115 - Special nuclear material of moderate strategic significance-Category II.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

  4. 10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  5. 10 CFR 76.115 - Special nuclear material of moderate strategic significance-Category II.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 2 2013-01-01 2013-01-01 false Special nuclear material of moderate strategic significance-Category II. 76.115 Section 76.115 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.115 Special nuclear material of...

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

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-11-08

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

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

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-03-25

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

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

    SciTech Connect

    Weinstein, J.M.

    1983-05-05

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

  9. Strategic special nuclear material Inventory Differences

    NASA Astrophysics Data System (ADS)

    1985-07-01

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

  10. Strategic directions of computing at Fermilab

    NASA Astrophysics Data System (ADS)

    Wolbers, Stephen

    1998-05-01

    Fermilab computing has changed a great deal over the years, driven by the demands of the Fermilab experimental community to record and analyze larger and larger datasets, by the desire to take advantage of advances in computing hardware and software, and by the advances coming from the R&D efforts of the Fermilab Computing Division. The strategic directions of Fermilab Computing continue to be driven by the needs of the experimental program. The current fixed-target run will produce over 100 TBytes of raw data and systems must be in place to allow the timely analysis of the data. The collider run II, beginning in 1999, is projected to produce of order 1 PByte of data per year. There will be a major change in methodology and software language as the experiments move away from FORTRAN and into object-oriented languages. Increased use of automation and the reduction of operator-assisted tape mounts will be required to meet the needs of the large experiments and large data sets. Work will continue on higher-rate data acquisition systems for future experiments and projects. R&D projects will be pursued as necessary to provide software, tools, or systems which cannot be purchased or acquired elsewhere. A closer working relation with other high energy laboratories will be pursued to reduce duplication of effort and to allow effective collaboration on many aspects of HEP computing.

  11. Implementing successful strategic plans: a simple formula.

    PubMed

    Blondeau, Whitney; Blondeau, Benoit

    2015-01-01

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

  12. Building a strategic technology management program.

    PubMed

    Stewart, T R

    1993-06-01

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

  13. Evolution in strategic forces and doctrine

    SciTech Connect

    Canavan, G.H.

    1992-05-01

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

  14. Strategic orientations of small multihospital systems.

    PubMed Central

    Luke, R D; Begun, J W

    1988-01-01

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

  15. Measuring the strategic value of information technology investments

    SciTech Connect

    Conrad, K.W.

    1994-08-01

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

  16. Strategic principles workshops: Discussion drafts and workshop notes

    SciTech Connect

    1991-09-01

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

  17. Strategic Petroleum Reserve annual report for calendar year 1998

    SciTech Connect

    1998-12-31

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

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

    SciTech Connect

    Engi, D.; Glicken, J.

    1995-05-01

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

  19. Space life sciences strategic plan

    NASA Astrophysics Data System (ADS)

    Nicogossian, Arnauld E.

    1992-05-01

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

  20. Strategic defense initiative: critical issues

    SciTech Connect

    Nuckolls, J.H.

    1985-06-01

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

  1. Space life sciences strategic plan

    NASA Technical Reports Server (NTRS)

    Nicogossian, Arnauld E.

    1992-01-01

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

  2. Strategic metal deposits of the Arctic Zone

    NASA Astrophysics Data System (ADS)

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

    2015-11-01

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

  3. Strategic leadership skills for nursing informatics.

    PubMed

    Cooper, Anne; Hamer, Susan

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

  4. A strategic planning framework for endowment management.

    PubMed

    McLean, R A

    1990-01-01

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

  5. Transformational Assessment: A Simplified Model of Strategic Planning

    ERIC Educational Resources Information Center

    Bardwell, Rebecca

    2008-01-01

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

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

    ERIC Educational Resources Information Center

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

    2011-01-01

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

  7. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

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

  8. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

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

  9. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-04-01

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

  10. 24 CFR 597.201 - Evaluating the strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-04-01

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

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

    SciTech Connect

    Not Available

    1994-07-01

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

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

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

  13. Differentiating Bona Fide Strategic Planning from Other Planning.

    ERIC Educational Resources Information Center

    Meredith, Mark; And Others

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

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

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-13

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

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

    PubMed

    Brooks, B A; Rosenberg, S

    1995-01-01

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

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

    SciTech Connect

    Not Available

    1980-01-01

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

  17. Strategic forces: Future requirements and options

    SciTech Connect

    Speed, R.D.

    1990-11-01

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

  18. An organizational survey of the Strategic Petroleum Reserve

    SciTech Connect

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

    1992-01-01

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

  19. Strategic analysis for the MER Cape Verde approach

    USGS Publications Warehouse

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

    2009-01-01

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

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

    SciTech Connect

    Casey, Leslie A.

    2004-09-01

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

  1. Strategic Analysis for the MER Cape Verde Approach

    NASA Technical Reports Server (NTRS)

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

    2009-01-01

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

  2. Strategic Options Development and Analysis

    NASA Astrophysics Data System (ADS)

    Ackermann, Fran; Eden, Colin

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

  3. Transportation technology program: Strategic plan

    NASA Technical Reports Server (NTRS)

    1991-01-01

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

  4. Tiger Team Assessment of the Strategic Petroleum Reserve

    SciTech Connect

    Not Available

    1992-04-01

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

  5. Tiger Team Assessment of the Strategic Petroleum Reserve

    SciTech Connect

    Not Available

    1992-04-01

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

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

    SciTech Connect

    Not Available

    1980-06-01

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

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

    SciTech Connect

    Not Available

    1980-06-01

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

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

    SciTech Connect

    Not Available

    1980-06-01

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

  9. Introduction of International Microgravity Strategic Planning Group

    NASA Technical Reports Server (NTRS)

    Rhome, Robert

    1998-01-01

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

  10. Children’s strategic theory of mind

    PubMed Central

    Sher, Itai; Koenig, Melissa; Rustichini, Aldo

    2014-01-01

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

  11. 75 FR 22561 - Federal Advisory Committee; United States Strategic Command Strategic Advisory Group; Charter...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-29

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

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

    PubMed Central

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

    1994-01-01

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

  13. Kittiwakes strategically reduce investment in replacement clutches

    USGS Publications Warehouse

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

    2006-01-01

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

  14. Strategic defenses and crisis stability. Interim report

    SciTech Connect

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

    1989-04-01

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

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

    SciTech Connect

    Brandegee

    1999-01-28

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

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

    SciTech Connect

    Holbrook, P.F.

    1981-07-01

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

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

    SciTech Connect

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

    2009-03-02

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

  18. Strategic defense and the Western alliance

    SciTech Connect

    Lakoff, S.; Willoughby, R. )

    1987-01-01

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

  19. Working and strategic memory deficits in schizophrenia

    NASA Technical Reports Server (NTRS)

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

    1998-01-01

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

  20. Conservation of Strategic Aerospace Materials (COSAM)

    NASA Technical Reports Server (NTRS)

    Stephens, J. R.

    1981-01-01

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

  1. Measuring strategic control in artificial grammar learning.

    PubMed

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

    2011-12-01

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

  2. The National EMS Research strategic plan.

    PubMed

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

    2005-01-01

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

  3. Strategic management: lessons from success and failure.

    PubMed

    Hussey, D E

    1984-02-01

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

  4. Waste minimization and the goal of an environmentally benign plutonium processing facility: A strategic plan

    SciTech Connect

    Pillay, K.K.S.

    1994-02-01

    To maintain capabilities in nuclear weapons technologies, the Department of Energy (DOE) has to maintain a plutonium processing facility that meets all the current and emerging standards of environmental regulations. A strategic goal to transform the Plutonium Processing Facility at Los Alamos into an environmentally benign operation is identified. A variety of technologies and systems necessary to meet this goal are identified. Two initiatives now in early stages of implementation are described in some detail. A highly motivated and trained work force and a systems approach to waste minimization and pollution prevention are necessary to maintain technical capabilities, to comply with regulations, and to meet the strategic goal.

  5. Strategic petroleum reserve data acquisition system

    SciTech Connect

    Merillat, P D; Bauer, A G

    1980-10-01

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

  6. Using VE to Strategically Plan Our Future

    SciTech Connect

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

    2009-06-01

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

  7. FY16-20 Strategic Plan.

    SciTech Connect

    Harwell, Amber Suzanne

    2015-07-01

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

  8. Fort Sill Tribal Energy Plan

    SciTech Connect

    Shamieka Ross

    2006-06-26

    The Fort Sill Apache Tribe of Oklahoma has concluded an energy project funded through the “First Steps Toward Developing Renewable Energy & Energy Efficiency” program provided by the Department of Energy. The intent of the project was to include the establishment of a tribal Energy Office, an energy audit of tribal facilities, and a Strategic Energy Plan.

  9. Strategic Opportunities for Cooperative Extension

    ERIC Educational Resources Information Center

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

    2007-01-01

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

  10. The Pitfalls of Strategic Planning

    ERIC Educational Resources Information Center

    Cox, Sharon W.; Bastress, Robert L.

    2011-01-01

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

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

    ERIC Educational Resources Information Center

    Thibodeaux, Mary S.; Favilla, Edward

    1995-01-01

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

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

    ERIC Educational Resources Information Center

    McCracken, Martin; Wallace, Mary

    2000-01-01

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

  13. 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.…

  14. The Strategic Value of Dual Enrollment Programs

    ERIC Educational Resources Information Center

    Morrison, Michael C.

    2008-01-01

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

  15. Advancing the Community College Strategic Plan.

    ERIC Educational Resources Information Center

    Herbkersman, Neil; Hibbert-Jones, Karla

    2002-01-01

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

  16. Districts More Strategic about Hiring Teachers

    ERIC Educational Resources Information Center

    Sawchuk, Stephen

    2011-01-01

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

  17. Strengthening Board Capacity for Strategic Financial Oversight

    ERIC Educational Resources Information Center

    Wellman, Jane V.

    2008-01-01

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

  18. Developing Strategic Alliances in Management Learning

    ERIC Educational Resources Information Center

    Thorne, E. Ann; Wright, Gill

    2005-01-01

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

  19. The IAU Strategic Plan and its Implementation

    NASA Astrophysics Data System (ADS)

    Miley, George

    2015-03-01

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

  20. The art of strategic sales alignment.

    PubMed

    Strelsin, S C; Mlot, S

    1992-01-01

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

  1. Philosophical Scrutiny of the Strategic Defense Initiatives.

    ERIC Educational Resources Information Center

    Schonsheck, Jonathan

    1986-01-01

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

  2. Institutional Research's Role in Strategic Planning

    ERIC Educational Resources Information Center

    Voorhees, Richard A.

    2008-01-01

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

  3. DSN model for use in strategic planning

    NASA Technical Reports Server (NTRS)

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

    1981-01-01

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

  4. Strategic directions and mechanisms in technology transfer

    NASA Technical Reports Server (NTRS)

    Mackin, Robert

    1992-01-01

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

  5. 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…

  6. Teaching Reading Comprehension through Collaborative Strategic Reading.

    ERIC Educational Resources Information Center

    Vaughn, Sharon; Klingner, Janette Kettman

    1999-01-01

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

  7. 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…

  8. Strategic School Funding for Improved Student Achievement

    ERIC Educational Resources Information Center

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

    2010-01-01

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

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

    ERIC Educational Resources Information Center

    Higher Education Funding Council for England, Bristol.

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

  10. Strategic Plan for Maryland Community Colleges.

    ERIC Educational Resources Information Center

    Maryland State Board for Community Colleges, Annapolis.

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

  11. Finding Strategic Solutions to Reduce Truancy

    ERIC Educational Resources Information Center

    Reid, Ken

    2010-01-01

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

  12. Collaborative Strategic Reading: Findings from Experienced Implementers

    ERIC Educational Resources Information Center

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

    2013-01-01

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

  13. Collaborative Strategic Reading: Fostering Success for All

    ERIC Educational Resources Information Center

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

    2011-01-01

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

  14. Using KPIs To Anchor Strategic Choices.

    ERIC Educational Resources Information Center

    Rowley, Daniel James

    1997-01-01

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

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

    ERIC Educational Resources Information Center

    Groff, Warren H.

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

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

    ERIC Educational Resources Information Center

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

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

  17. Strategic Management for Public Libraries: A Handbook.

    ERIC Educational Resources Information Center

    Hayes, Robert M.; Walter, Virginia A.

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

  18. Observability in strategic models of viability selection.

    PubMed

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

    2003-10-01

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

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

    ERIC Educational Resources Information Center

    Arnaboldi, Michela; Azzone, Giovanni

    2005-01-01

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

  20. Networking as a Strategic Tool, 1991

    NASA Technical Reports Server (NTRS)

    1991-01-01

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

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

    ERIC Educational Resources Information Center

    Groff, Warren H.

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

  2. Strategic plan aims to curb drug shortages.

    PubMed

    2014-01-01

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

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

    ERIC Educational Resources Information Center

    Cook, William J., Jr.

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

  4. Tenure, Functional Track and Strategic Leadership

    ERIC Educational Resources Information Center

    Eacott, Scott

    2010-01-01

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

  5. Strategic Planning for Literacy Education in Afghanistan.

    ERIC Educational Resources Information Center

    Means, Harrison J.; Henry, Doris A.

    1993-01-01

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

  6. Towards a Redefinition of Strategic HRD.

    ERIC Educational Resources Information Center

    McCracken, Martin; Wallace, Mary

    2000-01-01

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

  7. Methods and Strategies: Using Drawing Strategically

    ERIC Educational Resources Information Center

    Glynn, Shawn; Muth, K. Denise

    2008-01-01

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

  8. The Strategic Systems Therapies: Measuring the Models.

    ERIC Educational Resources Information Center

    Rohrbaugh, Michael

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

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

    ERIC Educational Resources Information Center

    Currents, 1992

    1992-01-01

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

  10. The University and the Strategic Defense Initiative.

    ERIC Educational Resources Information Center

    Winn, Ira J.

    1987-01-01

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

  11. Strategic Leadership and School Reform in Taiwan

    ERIC Educational Resources Information Center

    Chen, Peiying

    2008-01-01

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

  12. Strategic petroleum reserve planning and modeling

    SciTech Connect

    Leiby, P.N.

    1996-06-01

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

  13. Strategic Knowledge Networks for Global Education

    ERIC Educational Resources Information Center

    Peterson, J. Fiona

    2009-01-01

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

  14. A Strategic Vision for Higher Education

    ERIC Educational Resources Information Center

    Spellings, Margaret

    2005-01-01

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

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

    PubMed

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

    2016-01-01

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

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

    PubMed

    Judge, W Q; Zeithaml, C P

    1992-10-01

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

  17. Strategic Help in User Interfaces for Information Retrieval.

    ERIC Educational Resources Information Center

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

    2002-01-01

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

  18. Strategic Capability Development in the Higher Education Sector

    ERIC Educational Resources Information Center

    Brown, Paul

    2004-01-01

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

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

    ERIC Educational Resources Information Center

    Siren, Charlotta A.

    2012-01-01

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

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

    ERIC Educational Resources Information Center

    Moon, Hanna; Lee, Chan

    2015-01-01

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

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

    ERIC Educational Resources Information Center

    Gallardo, Francisca Orihuela; Navarro, Jose Ruiz

    2003-01-01

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

  2. 7 CFR 1485.13 - Application process and strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  3. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

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

    ERIC Educational Resources Information Center

    Wheelwright, Verne; Gold, Jeff

    2007-01-01

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

  5. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  6. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

  7. 78 FR 79460 - Notification of GSA Strategic Plan

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-12-30

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

  8. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  9. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

  10. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  11. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  12. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 8 2013-01-01 2013-01-01 false Strategic business plan. 917.5 Section 917.5... plan. (a) Adoption of strategic business plan. Beginning on July 30, 2000, each Bank's board of directors shall have in effect at all times a strategic business plan that describes how the...

  13. 7 CFR 1485.13 - Application process and strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  14. 12 CFR 917.5 - Strategic business plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

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

    ERIC Educational Resources Information Center

    Thornton, Bill; Perreault, George

    2002-01-01

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

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

    ERIC Educational Resources Information Center

    Hambright, Grant; Diamantes, Thomas

    2004-01-01

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

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

    ERIC Educational Resources Information Center

    Weinberg, Ray; Mitchell, Stephen

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

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

    ERIC Educational Resources Information Center

    Baker, Michael E.

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

  19. 77 FR 25706 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-05-01

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

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

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

  1. 10 CFR 74.31 - Nuclear material control and accounting for special nuclear material of low strategic significance.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

  2. 10 CFR 74.41 - Nuclear material control and accounting for special nuclear material of moderate strategic...

    Code of Federal Regulations, 2013 CFR

    2013-01-01

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

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

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

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

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

  5. 10 CFR 74.31 - Nuclear material control and accounting for special nuclear material of low strategic significance.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

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

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

    Code of Federal Regulations, 2011 CFR

    2011-01-01

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

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

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

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

    Code of Federal Regulations, 2010 CFR

    2010-01-01

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

  9. 10 CFR 74.41 - Nuclear material control and accounting for special nuclear material of moderate strategic...

    Code of Federal Regulations, 2014 CFR

    2014-01-01

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

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

    SciTech Connect

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

    2013-07-01

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

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

    ERIC Educational Resources Information Center

    Augustyniak, Lisa J.

    2015-01-01

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

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

    PubMed

    Shoemaker, Lorie K; Fischer, Brenda

    2011-03-01

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

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

    PubMed

    Shoemaker, Lorie K; Fischer, Brenda

    2011-03-01

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

  14. Using strategic foresight to assess conservation opportunity.

    PubMed

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

    2014-12-01

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

  15. Using strategic foresight to assess conservation opportunity.

    PubMed

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

    2014-12-01

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

  16. CNES Strategic Plan 2001-2005

    NASA Astrophysics Data System (ADS)

    Janichewski, S.; Ben Aı̈m, H.

    2004-04-01

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

  17. International Strategic Minerals Inventory summary report; phosphate

    USGS Publications Warehouse

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

    1984-01-01

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

  18. International strategic minerals inventory summary report; chromium

    USGS Publications Warehouse

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

    1984-01-01

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

  19. International Strategic Minerals Inventory summary report; manganese

    USGS Publications Warehouse

    DeYoung, Jr., John H.; Sutphin, David M.; Cannon, William F.

    1984-01-01

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

  20. International Strategic Minerals Inventory summary report; nickel

    USGS Publications Warehouse

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

    1985-01-01

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