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1Food Safety Management : Implementing A Food Safety Program In A Food Retail Business

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2Management Principles To Be Considered For Implementing A Data Base Management System Aboard U.S. Naval Ships Under The Shipboard Non-tactical ADP Program.

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3Management Principles To Be Considered For Implementing A Data Base Management System Aboard U.S. Naval Ships Under The Shipboard Non-tactical ADP Program

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The increased administrative burden being placed upon the Fleet increasingly affects ship performance and personnel morale and retention. The Shipboard Non-tactical ADP Program (SNAP) is being instituted in order to alleviate these burdens. However, the \"applications approach\" being used with SNAP is not sufficient to meet both the functional and management needs of the Fleet. The management environment necessary to satisfy both these needs are discussed. The central theme is that of centralization and standardization of data, its definition, and its control. Fundamental to the above philosophy is the concept of Information Resource Management (IRM). Automation of IRM should be done via a Data Base Management System (DBMS). The critical tool required to transfer IRM results to a DBMS is the Data Dictionary System (DDS). Additionally, two crucial management positions, the IRM manager and the Data Base Administrator (DBA) are essential to the success of the \"data base approach\".

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4ERIC ED584963: Race To The Top - Early Learning Challenge: 2016 Annual Performance Report. Michigan This Race To The Top - Early Learning Challenge (RTT-ELC) Annual Performance Report For The Year 2016 Describes Michigan's Accomplishments, Lessons Learned, Challenges, And Strategies Michigan Will Implement To Address Those Challenges. Strengthened Investment In High-quality Early Learning And Development Continues To Energize Educational Improvement Efforts In Michigan. From The Governor's Office And The Legislature To Local Providers, Business Leaders, Schools, And Families, People Are Deeply Committed To Improving Opportunities For Young Children With High Needs In Michigan. In 2013, The Michigan Department Of Education, Office Of Great Start (MDEOGS) Held Conversations With 1,400 Parents Of Young Children, Educators, Business Leaders, And Local And State Program Directors To Inform Development Of A Statewide Plan To Achieve Governor Snyder's Stated Outcomes For Young Children: (1) Children Are Born Healthy; (2) Children Are Healthy, Thriving, And Developmentally On Track From Birth To Third Grade; (3) Children Are Developmentally Ready To Succeed In School At The Time Of School Entry; And (4) Children Are Prepared To Succeed In Fourth Grade And Beyond By Reading Proficiently At The End Of Third Grade. The Resulting Publication, Entitled "Great Start, Great Investment, Great Future: The Plan For Early Learning And Development In Michigan," Illustrates That Michigan's Citizens Recognize The Vital Foundation That A System Rich In Parent Involvement, Community And State Collaboration, And High-quality Accessible Early Learning And Development Programs Can Provide For Their Youngest Citizens. Drawing From The Guiding Principles Of This Plan And With The Identified Outcomes For Young Children As A Focal Point, In 2013 Michigan Submitted A Comprehensive Application For A Race To The Top - Early Learning Challenge (RTT-ELC) Competitive Federal Grant. As A Result, Michigan Was Awarded $51,737,456 For The Purposes Of Improving Early Learning And Development In The State Over A Period Of Four Years, Beginning January 2014 And Ending December 2017. The Grant Is Focused On The Improvement Of Early Childhood Systems Through: (1) Increasing Access To High-quality Programs For Children With High Needs; (2) Implementing And Coordinating An Integrated System Of Programs; And (3) Evaluating And Rating Program Quality. The Michigan Department Of Education, Office Of Great Start Was Identified As The Lead Agency For RTT-ELC Implementation In The Grant Application. Michigan Has Prioritized Its Work Into Seven Projects For Improving Early Childhood Outcomes For All Children. These Projects Are Designed To Support The Creation Of A Truly Collaborative System Of Early Learning And Development--one That Requires The Collective Efforts Of Policymakers, Program Directors, Providers, And Parents. The Projects Are As Follows: (1) Grant Management And Governance; (2) Improving Quality Through Increased Participation In Great Start To Quality; (3) Promotion Of Physical And Social-Emotional Health; (4) Enhancing And Increasing Access To The Great Start To Quality System; (5) Improving The Early Learning And Development Workforce; (6) Measuring Outcomes For Children, Programs, & Educators; And (7) Increasing Family Engagement.

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This Race to the Top - Early Learning Challenge (RTT-ELC) annual performance report for the year 2016 describes Michigan's accomplishments, lessons learned, challenges, and strategies Michigan will implement to address those challenges. Strengthened investment in high-quality early learning and development continues to energize educational improvement efforts in Michigan. From the governor's office and the legislature to local providers, business leaders, schools, and families, people are deeply committed to improving opportunities for young children with high needs in Michigan. In 2013, the Michigan Department of Education, Office of Great Start (MDEOGS) held conversations with 1,400 parents of young children, educators, business leaders, and local and state program directors to inform development of a statewide plan to achieve Governor Snyder's stated outcomes for young children: (1) Children are born healthy; (2) Children are healthy, thriving, and developmentally on track from birth to third grade; (3) Children are developmentally ready to succeed in school at the time of school entry; and (4) Children are prepared to succeed in fourth grade and beyond by reading proficiently at the end of third grade. The resulting publication, entitled "Great Start, Great Investment, Great Future: The Plan for Early Learning and Development in Michigan," illustrates that Michigan's citizens recognize the vital foundation that a system rich in parent involvement, community and state collaboration, and high-quality accessible early learning and development programs can provide for their youngest citizens. Drawing from the guiding principles of this plan and with the identified outcomes for young children as a focal point, in 2013 Michigan submitted a comprehensive application for a Race to the Top - Early Learning Challenge (RTT-ELC) competitive federal grant. As a result, Michigan was awarded $51,737,456 for the purposes of improving early learning and development in the state over a period of four years, beginning January 2014 and ending December 2017. The grant is focused on the improvement of early childhood systems through: (1) increasing access to high-quality programs for children with high needs; (2) implementing and coordinating an integrated system of programs; and (3) evaluating and rating program quality. The Michigan Department of Education, Office of Great Start was identified as the lead agency for RTT-ELC implementation in the grant application. Michigan has prioritized its work into seven projects for improving early childhood outcomes for all children. These projects are designed to support the creation of a truly collaborative system of early learning and development--one that requires the collective efforts of policymakers, program directors, providers, and parents. The projects are as follows: (1) Grant Management and Governance; (2) Improving Quality through Increased Participation in Great Start to Quality; (3) Promotion of Physical and Social-Emotional Health; (4) Enhancing and Increasing Access to the Great Start to Quality System; (5) Improving the Early Learning and Development Workforce; (6) Measuring Outcomes for Children, Programs, & Educators; and (7) Increasing Family Engagement.

“ERIC ED584963: Race To The Top - Early Learning Challenge: 2016 Annual Performance Report. Michigan This Race To The Top - Early Learning Challenge (RTT-ELC) Annual Performance Report For The Year 2016 Describes Michigan's Accomplishments, Lessons Learned, Challenges, And Strategies Michigan Will Implement To Address Those Challenges. Strengthened Investment In High-quality Early Learning And Development Continues To Energize Educational Improvement Efforts In Michigan. From The Governor's Office And The Legislature To Local Providers, Business Leaders, Schools, And Families, People Are Deeply Committed To Improving Opportunities For Young Children With High Needs In Michigan. In 2013, The Michigan Department Of Education, Office Of Great Start (MDEOGS) Held Conversations With 1,400 Parents Of Young Children, Educators, Business Leaders, And Local And State Program Directors To Inform Development Of A Statewide Plan To Achieve Governor Snyder's Stated Outcomes For Young Children: (1) Children Are Born Healthy; (2) Children Are Healthy, Thriving, And Developmentally On Track From Birth To Third Grade; (3) Children Are Developmentally Ready To Succeed In School At The Time Of School Entry; And (4) Children Are Prepared To Succeed In Fourth Grade And Beyond By Reading Proficiently At The End Of Third Grade. The Resulting Publication, Entitled "Great Start, Great Investment, Great Future: The Plan For Early Learning And Development In Michigan," Illustrates That Michigan's Citizens Recognize The Vital Foundation That A System Rich In Parent Involvement, Community And State Collaboration, And High-quality Accessible Early Learning And Development Programs Can Provide For Their Youngest Citizens. Drawing From The Guiding Principles Of This Plan And With The Identified Outcomes For Young Children As A Focal Point, In 2013 Michigan Submitted A Comprehensive Application For A Race To The Top - Early Learning Challenge (RTT-ELC) Competitive Federal Grant. As A Result, Michigan Was Awarded $51,737,456 For The Purposes Of Improving Early Learning And Development In The State Over A Period Of Four Years, Beginning January 2014 And Ending December 2017. The Grant Is Focused On The Improvement Of Early Childhood Systems Through: (1) Increasing Access To High-quality Programs For Children With High Needs; (2) Implementing And Coordinating An Integrated System Of Programs; And (3) Evaluating And Rating Program Quality. The Michigan Department Of Education, Office Of Great Start Was Identified As The Lead Agency For RTT-ELC Implementation In The Grant Application. Michigan Has Prioritized Its Work Into Seven Projects For Improving Early Childhood Outcomes For All Children. These Projects Are Designed To Support The Creation Of A Truly Collaborative System Of Early Learning And Development--one That Requires The Collective Efforts Of Policymakers, Program Directors, Providers, And Parents. The Projects Are As Follows: (1) Grant Management And Governance; (2) Improving Quality Through Increased Participation In Great Start To Quality; (3) Promotion Of Physical And Social-Emotional Health; (4) Enhancing And Increasing Access To The Great Start To Quality System; (5) Improving The Early Learning And Development Workforce; (6) Measuring Outcomes For Children, Programs, & Educators; And (7) Increasing Family Engagement.” Metadata:

  • Title: ➤  ERIC ED584963: Race To The Top - Early Learning Challenge: 2016 Annual Performance Report. Michigan This Race To The Top - Early Learning Challenge (RTT-ELC) Annual Performance Report For The Year 2016 Describes Michigan's Accomplishments, Lessons Learned, Challenges, And Strategies Michigan Will Implement To Address Those Challenges. Strengthened Investment In High-quality Early Learning And Development Continues To Energize Educational Improvement Efforts In Michigan. From The Governor's Office And The Legislature To Local Providers, Business Leaders, Schools, And Families, People Are Deeply Committed To Improving Opportunities For Young Children With High Needs In Michigan. In 2013, The Michigan Department Of Education, Office Of Great Start (MDEOGS) Held Conversations With 1,400 Parents Of Young Children, Educators, Business Leaders, And Local And State Program Directors To Inform Development Of A Statewide Plan To Achieve Governor Snyder's Stated Outcomes For Young Children: (1) Children Are Born Healthy; (2) Children Are Healthy, Thriving, And Developmentally On Track From Birth To Third Grade; (3) Children Are Developmentally Ready To Succeed In School At The Time Of School Entry; And (4) Children Are Prepared To Succeed In Fourth Grade And Beyond By Reading Proficiently At The End Of Third Grade. The Resulting Publication, Entitled "Great Start, Great Investment, Great Future: The Plan For Early Learning And Development In Michigan," Illustrates That Michigan's Citizens Recognize The Vital Foundation That A System Rich In Parent Involvement, Community And State Collaboration, And High-quality Accessible Early Learning And Development Programs Can Provide For Their Youngest Citizens. Drawing From The Guiding Principles Of This Plan And With The Identified Outcomes For Young Children As A Focal Point, In 2013 Michigan Submitted A Comprehensive Application For A Race To The Top - Early Learning Challenge (RTT-ELC) Competitive Federal Grant. As A Result, Michigan Was Awarded $51,737,456 For The Purposes Of Improving Early Learning And Development In The State Over A Period Of Four Years, Beginning January 2014 And Ending December 2017. The Grant Is Focused On The Improvement Of Early Childhood Systems Through: (1) Increasing Access To High-quality Programs For Children With High Needs; (2) Implementing And Coordinating An Integrated System Of Programs; And (3) Evaluating And Rating Program Quality. The Michigan Department Of Education, Office Of Great Start Was Identified As The Lead Agency For RTT-ELC Implementation In The Grant Application. Michigan Has Prioritized Its Work Into Seven Projects For Improving Early Childhood Outcomes For All Children. These Projects Are Designed To Support The Creation Of A Truly Collaborative System Of Early Learning And Development--one That Requires The Collective Efforts Of Policymakers, Program Directors, Providers, And Parents. The Projects Are As Follows: (1) Grant Management And Governance; (2) Improving Quality Through Increased Participation In Great Start To Quality; (3) Promotion Of Physical And Social-Emotional Health; (4) Enhancing And Increasing Access To The Great Start To Quality System; (5) Improving The Early Learning And Development Workforce; (6) Measuring Outcomes For Children, Programs, & Educators; And (7) Increasing Family Engagement.
  • Author:
  • Language: English

“ERIC ED584963: Race To The Top - Early Learning Challenge: 2016 Annual Performance Report. Michigan This Race To The Top - Early Learning Challenge (RTT-ELC) Annual Performance Report For The Year 2016 Describes Michigan's Accomplishments, Lessons Learned, Challenges, And Strategies Michigan Will Implement To Address Those Challenges. Strengthened Investment In High-quality Early Learning And Development Continues To Energize Educational Improvement Efforts In Michigan. From The Governor's Office And The Legislature To Local Providers, Business Leaders, Schools, And Families, People Are Deeply Committed To Improving Opportunities For Young Children With High Needs In Michigan. In 2013, The Michigan Department Of Education, Office Of Great Start (MDEOGS) Held Conversations With 1,400 Parents Of Young Children, Educators, Business Leaders, And Local And State Program Directors To Inform Development Of A Statewide Plan To Achieve Governor Snyder's Stated Outcomes For Young Children: (1) Children Are Born Healthy; (2) Children Are Healthy, Thriving, And Developmentally On Track From Birth To Third Grade; (3) Children Are Developmentally Ready To Succeed In School At The Time Of School Entry; And (4) Children Are Prepared To Succeed In Fourth Grade And Beyond By Reading Proficiently At The End Of Third Grade. The Resulting Publication, Entitled "Great Start, Great Investment, Great Future: The Plan For Early Learning And Development In Michigan," Illustrates That Michigan's Citizens Recognize The Vital Foundation That A System Rich In Parent Involvement, Community And State Collaboration, And High-quality Accessible Early Learning And Development Programs Can Provide For Their Youngest Citizens. Drawing From The Guiding Principles Of This Plan And With The Identified Outcomes For Young Children As A Focal Point, In 2013 Michigan Submitted A Comprehensive Application For A Race To The Top - Early Learning Challenge (RTT-ELC) Competitive Federal Grant. As A Result, Michigan Was Awarded $51,737,456 For The Purposes Of Improving Early Learning And Development In The State Over A Period Of Four Years, Beginning January 2014 And Ending December 2017. The Grant Is Focused On The Improvement Of Early Childhood Systems Through: (1) Increasing Access To High-quality Programs For Children With High Needs; (2) Implementing And Coordinating An Integrated System Of Programs; And (3) Evaluating And Rating Program Quality. The Michigan Department Of Education, Office Of Great Start Was Identified As The Lead Agency For RTT-ELC Implementation In The Grant Application. Michigan Has Prioritized Its Work Into Seven Projects For Improving Early Childhood Outcomes For All Children. These Projects Are Designed To Support The Creation Of A Truly Collaborative System Of Early Learning And Development--one That Requires The Collective Efforts Of Policymakers, Program Directors, Providers, And Parents. The Projects Are As Follows: (1) Grant Management And Governance; (2) Improving Quality Through Increased Participation In Great Start To Quality; (3) Promotion Of Physical And Social-Emotional Health; (4) Enhancing And Increasing Access To The Great Start To Quality System; (5) Improving The Early Learning And Development Workforce; (6) Measuring Outcomes For Children, Programs, & Educators; And (7) Increasing Family Engagement.” Subjects and Themes:

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Find ERIC ED584963: Race To The Top - Early Learning Challenge: 2016 Annual Performance Report. Michigan This Race To The Top - Early Learning Challenge (RTT-ELC) Annual Performance Report For The Year 2016 Describes Michigan's Accomplishments, Lessons Learned, Challenges, And Strategies Michigan Will Implement To Address Those Challenges. Strengthened Investment In High-quality Early Learning And Development Continues To Energize Educational Improvement Efforts In Michigan. From The Governor's Office And The Legislature To Local Providers, Business Leaders, Schools, And Families, People Are Deeply Committed To Improving Opportunities For Young Children With High Needs In Michigan. In 2013, The Michigan Department Of Education, Office Of Great Start (MDEOGS) Held Conversations With 1,400 Parents Of Young Children, Educators, Business Leaders, And Local And State Program Directors To Inform Development Of A Statewide Plan To Achieve Governor Snyder's Stated Outcomes For Young Children: (1) Children Are Born Healthy; (2) Children Are Healthy, Thriving, And Developmentally On Track From Birth To Third Grade; (3) Children Are Developmentally Ready To Succeed In School At The Time Of School Entry; And (4) Children Are Prepared To Succeed In Fourth Grade And Beyond By Reading Proficiently At The End Of Third Grade. The Resulting Publication, Entitled "Great Start, Great Investment, Great Future: The Plan For Early Learning And Development In Michigan," Illustrates That Michigan's Citizens Recognize The Vital Foundation That A System Rich In Parent Involvement, Community And State Collaboration, And High-quality Accessible Early Learning And Development Programs Can Provide For Their Youngest Citizens. Drawing From The Guiding Principles Of This Plan And With The Identified Outcomes For Young Children As A Focal Point, In 2013 Michigan Submitted A Comprehensive Application For A Race To The Top - Early Learning Challenge (RTT-ELC) Competitive Federal Grant. As A Result, Michigan Was Awarded $51,737,456 For The Purposes Of Improving Early Learning And Development In The State Over A Period Of Four Years, Beginning January 2014 And Ending December 2017. The Grant Is Focused On The Improvement Of Early Childhood Systems Through: (1) Increasing Access To High-quality Programs For Children With High Needs; (2) Implementing And Coordinating An Integrated System Of Programs; And (3) Evaluating And Rating Program Quality. The Michigan Department Of Education, Office Of Great Start Was Identified As The Lead Agency For RTT-ELC Implementation In The Grant Application. Michigan Has Prioritized Its Work Into Seven Projects For Improving Early Childhood Outcomes For All Children. These Projects Are Designed To Support The Creation Of A Truly Collaborative System Of Early Learning And Development--one That Requires The Collective Efforts Of Policymakers, Program Directors, Providers, And Parents. The Projects Are As Follows: (1) Grant Management And Governance; (2) Improving Quality Through Increased Participation In Great Start To Quality; (3) Promotion Of Physical And Social-Emotional Health; (4) Enhancing And Increasing Access To The Great Start To Quality System; (5) Improving The Early Learning And Development Workforce; (6) Measuring Outcomes For Children, Programs, & Educators; And (7) Increasing Family Engagement. at online marketplaces:


5DTIC ADA606525: Diminishing Manufacturing Sources And Material Shortages: A Guidebook Of Best Practices For Implementing A Robust DMSMS Management Program

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A Diminishing Manufacturing Sources and Material Shortages (DMSMS) issue is the loss, or impending loss, of manufacturers or suppliers of items, or raw materials, or software. The Department of Defense (DoD) loses a manufacturer or supplier when that manufacturer or supplier discontinues production of needed components or raw materials, or the supply of raw material is no longer available. This can be caused by many factors such as low-volume market demand, new or evolving science or technology, detection limits, toxicity values, and regulations related to chemicals and materials that significantly affect the DoD supply chain and industrial base. This situation may cause shortages that endanger an ongoing production capability and/or the life-cycle support of a weapon system or any training, support, or test equipment already in the field.1 No system or program is immune from DMSMS issues. They affect short- and long-lived systems; reparables and consumables; space-based, air-based, ground-based, and sea-based equipment (including support and test equipment); and so on. DMSMS issues are not confined to piece parts or devices; obsolescence may occur at the part, module, component, equipment, or system level. DMSMS issues are also not limited to defense-unique items; commercial off-the-shelf (COTS) items represent a significant obsolescence problem, because such items are most susceptible to market forces. Historically, DMSMS management has been most closely associated with electronics. This is no longer the case. DMSMS managers are now equally concerned with materials, non-electronics items, and software. Ultimately, DMSMS issues affect materiel readiness and operational availability, which, in turn, affect both combat operations and safety. 2 This standardization document, which replaces the September 2010 version of SD-22, is intended primarily for the DMSMS practitioner community.

“DTIC ADA606525: Diminishing Manufacturing Sources And Material Shortages: A Guidebook Of Best Practices For Implementing A Robust DMSMS Management Program” Metadata:

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  • Language: English

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6Draft Environmental Impact Statement : Rules And Regulations For Implementing The Coastal Energy Impact Program, Section 308, The Coastal Zone Management Act Of 1972, As Amended

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A Diminishing Manufacturing Sources and Material Shortages (DMSMS) issue is the loss, or impending loss, of manufacturers or suppliers of items, or raw materials, or software. The Department of Defense (DoD) loses a manufacturer or supplier when that manufacturer or supplier discontinues production of needed components or raw materials, or the supply of raw material is no longer available. This can be caused by many factors such as low-volume market demand, new or evolving science or technology, detection limits, toxicity values, and regulations related to chemicals and materials that significantly affect the DoD supply chain and industrial base. This situation may cause shortages that endanger an ongoing production capability and/or the life-cycle support of a weapon system or any training, support, or test equipment already in the field.1 No system or program is immune from DMSMS issues. They affect short- and long-lived systems; reparables and consumables; space-based, air-based, ground-based, and sea-based equipment (including support and test equipment); and so on. DMSMS issues are not confined to piece parts or devices; obsolescence may occur at the part, module, component, equipment, or system level. DMSMS issues are also not limited to defense-unique items; commercial off-the-shelf (COTS) items represent a significant obsolescence problem, because such items are most susceptible to market forces. Historically, DMSMS management has been most closely associated with electronics. This is no longer the case. DMSMS managers are now equally concerned with materials, non-electronics items, and software. Ultimately, DMSMS issues affect materiel readiness and operational availability, which, in turn, affect both combat operations and safety. 2 This standardization document, which replaces the September 2010 version of SD-22, is intended primarily for the DMSMS practitioner community.

“Draft Environmental Impact Statement : Rules And Regulations For Implementing The Coastal Energy Impact Program, Section 308, The Coastal Zone Management Act Of 1972, As Amended” Metadata:

  • Title: ➤  Draft Environmental Impact Statement : Rules And Regulations For Implementing The Coastal Energy Impact Program, Section 308, The Coastal Zone Management Act Of 1972, As Amended
  • Author: ➤  
  • Language: English

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7A Practical Guide For Implementing An Enterprise Information Management Program

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  • Title: ➤  A Practical Guide For Implementing An Enterprise Information Management Program
  • Language: English

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8Utah's Choice Of Health Care Delivery Program : Implementing Primary Care Case Management In Medicaid

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9CIA Reading Room Cia-rdp82b00871r000100260001-3: IMPLEMENTING ACTIONS FOR NATIONAL FOREIGN INTELLIGENCE PROGRAM MANAGEMENT OBJECTIVES FOR FY 1974

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Approved For Release 2006/10/19 S18EQ,g82B00871 R000100260001-3 (JR INTELLIGENCE RESOURCES ADVISORY COMMITTEE USIB/IRAC-D-74.2/2 14 December 1973 MEMORANDUM FOR: Intelligence Resources Advisory Committee Members Chairman, Intelligence Research & Development Council Deputy to the DCI for the Intelligence Community Chairman, Security Committee, USIB SUBJECT : Implementing Actions for National Foreign Intelligence Program Management Objectives for FY 1974 1. Following discussions within IRAC, the DCI has approved the attached resource related management objectives. The requirement to work out implementing plans is specified in the introduction to the objectives. These plans should specify actions and tasks to be under- taken, time schedules, and those matters relating to milestones and accomplishments that are to be reported to IRAC. Implementing plans are to be forwarded to the Chairman, IRAC Working Group, by 20 February 1974. Initial quarterly reporting should commence with the second meeting of IRAC in 1974. 2. The responsibilities for drafting implementing plans are as indicated in the attachment. tJ g scope and procedures should be referred Chairman of the IRAC Working Group I Executive Secretary Attachment: a/s Approved For Release 2006/10/19~5g82B00871 R000100260001-3

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10ERIC ED400653: Developing And Implementing A Stress Management Program For Special Educators In A Juvenile Detention Center.

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This paper describes a practicum designed to increase the stress management skills of 10 special educators working in a juvenile detention center. Teachers at the juvenile detention center were taking an inordinate amount of sick leave and engaging in behaviors that were counter-productive to their delivery of educational services to detained youth. Evidence of inadequate stress management skills was gathered using surveys. The causes of the stress included such factors as teachers' feelings of lack of accomplishment, effectiveness, and closure. The stress management program was delivered in weekly 30-35 minute inservice sessions over a 32-week period. Activities ranged from instructions for simple releasing exercises, to brainstorming possible stress-reducing changes in their environment, to presentations by a certified fitness instructor, a dietitian, and a massage therapist. The practicum resulted in the correctional educators learning to identify their levels of stress and use strategies to combat or manage stress. Appendices include a self-diagnosis instrument, the Stress Level Inventory, and a form for self-evaluation of stress management skills. (Contains 50 references.) (CR)

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11SFUSD Facilities Development And Management : LEAD Program Policies Implementing Procedures

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"Draft, revised: 06/09/99"

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12ERIC ED224928: Designing And Implementing Local Follow-Up Systems. Part I. Minimum Recommended System. CETA: Management Information System Program.

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This guide was developed to help Comprehensive Employment and Training Act (CETA) prime sponsors to meet their responsibility for assessing the effectiveness of their efforts by examining the extent to which CETA participation has enhanced the longer-term income and employability status of former enrollees. As part 1 of a series, this document contains recommendations for a minimum prime sponsor follow-up system, including the following (1) a series of recommendations designed to facilitate the implementation of a minimum follow-up capability; (2) a recommended participant follow-up questionnaire; and (3) a set of sample data tables that can be used to facilitate the production of prime sponsor follow-up reports. Subjects covered in the guidelines offered in the five chapters of this publication include recommended minimum types of data to be collected (such as types and sources of data and types of terminees to be included in local follow-up activities); frequency, timing, and number of participant contacts; and operational recommendations for participant surveys (such as contact methods, types and sources of participant contact data, location and contact of former participants, and logistics and staffing for collecting data efficiently. These guidelines are pulled together in an outline of a sample recommended follow-up report. (KC)

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13DTIC ADA511590: Diminishing Manufacturing Sources And Material Shortages: A Guidebook Of Best Practices And Tools For Implementing A DMSMS Management Program

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This guidebook on Diminishing Manufacturing Sources and Material Shortages (DMSMS) is a compilation of the best practices from across the Department of Defense for managing the risk of obsolescence for electronic, electrical, and mechanical parts. In addition, it identifies various tools that may be useful for analyzing and tracking the effectiveness of DMSMS programs. We recommend that the program manager use this guidebook as a desktop reference to quickly pinpoint key actions required to manage DMSMS issues and address concerns.

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14Model Training Program For Implementing The Medicaid Management Information System

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This guidebook on Diminishing Manufacturing Sources and Material Shortages (DMSMS) is a compilation of the best practices from across the Department of Defense for managing the risk of obsolescence for electronic, electrical, and mechanical parts. In addition, it identifies various tools that may be useful for analyzing and tracking the effectiveness of DMSMS programs. We recommend that the program manager use this guidebook as a desktop reference to quickly pinpoint key actions required to manage DMSMS issues and address concerns.

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15ERIC ED224929: Designing And Implementing Local Follow-Up Systems. Part II: Conducting Outcomes Evaluation On The Local Level. CETA: Management Information Systems Program.

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This guide has been developed to help Comprehensive Employment and Training Act (CETA) prime sponsors to meet their responsibility for assessing the effectiveness of their efforts by examining the extent to which CETA participation has enhanced the longer-term income and employability status of former enrollees. As part 2 of the guide, this document provides a more in-depth treatment of the issues covered in part 1 and contains the following: (1) an overview of the program evaluation in the employment and training system; (2) a discussion of the necessary types and sources of local follow-up data; (3) a discussion of the actual operation of a follow-up system, including the design of survey instruments, the selection of an organizational approach, and the location, contact, and interview of former CETA participants; and (4) a review of issues related to analyzing local follow-up data, including an illustration of alternative analytical approaches. These topics are covered in four chapters. The final part of the report contains technical appendixes such as sample survey instruments, wage and tax statements, and a review of sampling procedures. (KC)

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16DTIC ADA127675: Management Principles To Be Considered For Implementing A Data Base Management System Aboard U.S. (United States) Naval Ships Under The Shipboard Non-Tactical ADP (Automated Data Processing) Program.

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The increased administrative burden being placed upon the Fleet increasingly affects ship performance and personnel morale and retention. The Shipboard Non-tactical ADP Program (SNAP) is being instituted in order to alleviate these burdens. However, the 'applications approach' being used with SNAP is not sufficient to meet both the functional and management needs of the Fleet. The management environment necessary to satisfy both of these needs are discussed. The central theme is that of centralization and standardization of data, its definition, and its control. Fundamental to the above philosophy is the concept of Information Resource Management (IRM). Automation of IRM should be done via a Data Base Management System (DBMS). The critical tool required to transfer IRM results to a DBMS is the Data Dictionary System (DDS). Additionally, two crucial management positions, the IRM manager and the Data Base Administrator (DBA), are essential to the success of this data base approach. (Author)

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17DTIC ADA403177: Implementing An Earned Value Management System (EVMS) For A Software Development Program: Approach And Lessons Learned

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Earned value is an integrated program management approach that allows a program manager to have visibility into technical, cost, and schedule progress.

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18Implementing A Stormwater Management Program

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Earned value is an integrated program management approach that allows a program manager to have visibility into technical, cost, and schedule progress.

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19Management Principles To Be Considered For Implementing A Data Base Management System Aboard U.S. Naval Ships Under The Shipboard Non-tactical ADP Program.

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ADA127675

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20IMPLEMENTING ACTIONS FOR NATIONAL FOREIGN INTELLIGENCE PROGRAM MANAGEMENT OBJECTIVES FOR FY 1974

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Document number CIA-RDP80M01082A000800100019-7 declassified and released through the CIA's CREST database. Previously available only on four computers located outside of Washington D.C., the Agency was successfully pressured into putting the files online as a result of a MuckRock lawsuit and the efforts of Emma Best. The metadata was collected by Data.World, and the files are now being archived and made text searchable by the Internet Archive.

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21Implementing An Effective Marijuana Prevention And Eradication Program In The Bureau Of Land Management : Action Plan.

Document number CIA-RDP80M01082A000800100019-7 declassified and released through the CIA's CREST database. Previously available only on four computers located outside of Washington D.C., the Agency was successfully pressured into putting the files online as a result of a MuckRock lawsuit and the efforts of Emma Best. The metadata was collected by Data.World, and the files are now being archived and made text searchable by the Internet Archive.

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22CIA Reading Room Cia-rdp80m01082a000200140003-6: IMPLEMENTING ACTIONS FOR NATIONAL FOREIGN INTELLIGENCE PROGRAM MANAGEMENT OBJECTIVES FOR FY 1974

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23CIA Reading Room Cia-rdp80m01082a000800100019-7: IMPLEMENTING ACTIONS FOR NATIONAL FOREIGN INTELLIGENCE PROGRAM MANAGEMENT OBJECTIVES FOR FY 1974

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24OVERSIGHT HEARING ON THE STATUS OF THE NATIONAL PARK SERVICE CONCESSIONS MANAGEMENT PROGRAM AND IMPLEMENTING REGULATIONS

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Government Publishing Office U.S. Congress House of Representatives Committee on Resources OVERSIGHT HEARING ON THE STATUS OF THE NATIONAL PARK SERVICE CONCESSIONS MANAGEMENT PROGRAM AND IMPLEMENTING REGULATIONS Date(s) Held: 2003-03-25 108th Congress, 1st Session GPO Document Source: CHRG-108hhrg85966 Superintendents of Documents ID: Y 4.R 31/3 Witnesses: Fears, Bruce W., President, Delaware North Companies Parks and Resorts, Inc., Buffalo, New York Jones, A. Durand, Deputy Director, National Park Service, U.S. Department of the Interior, Washington, D.C Lamb, Jennifer, Public Policy Director, National Outdoor Leadership School, Lander, Wyoming Todd, Andrew N., Chairman, National Park Hospitality Association, and President and CEO, Xanterra Parks & Resorts, Aurora, Colorado Voorhees, Philip H., Vice President, Park Funding and Management, National Parks Conservation Association, Washington, D.C Woodside, David B., Vice-Chairman, National Park Hospitality Association, and President and General Manager, The Acadia Corporation, Bar Harbor, Maine Related Items: Public Law 89-249 Public Law 105-391 Congressional Serial No. 108-9

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