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Sauk Valley Community College (SVCC) has returned to the Pathways to Results (PTR) process to analyze and improve a new pathway each year for the last five years. They have become so invested in PTR that they have institutionalized its use into their approach to program review and continuous improvement, creating an institutional PTR team responsive to needs that arise on their campus. In 2014, faculty members partnered with student services and industry at SVCC to explore and enhance student success within the MultiCraft Technology pathway. This pathway includes several stackable credentials earned on the way to completing the associate in applied sciences. In addition, articulated transfer agreements exist with two state universities, allowing students to continue on the pathway to earn a four-year degree in Engineering Technology. This brief describes how Sauk Valley Community College integrated contextualized math and reading supports to improve outcomes for students in their manufacturing pathway.

Sauk Valley Community College (SVCC) has returned to the Pathways to Results (PTR) process to analyze and improve a new pathway each year for the last five years. They have become so invested in PTR that they have institutionalized its use into their approach to program review and continuous improvement, creating an institutional PTR team responsive to needs that arise on their campus. In 2014, faculty members partnered with student services and industry at SVCC to explore and enhance student success within the MultiCraft Technology pathway. This pathway includes several stackable credentials earned on the way to completing the associate in applied sciences. In addition, articulated transfer agreements exist with two state universities, allowing students to continue on the pathway to earn a four-year degree in Engineering Technology. This brief describes how Sauk Valley Community College integrated contextualized math and reading supports to improve outcomes for students in their manufacturing pathway.

Sauk Valley Community College (SVCC) has returned to the Pathways to Results (PTR) process to analyze and improve a new pathway each year for the last five years. They have become so invested in PTR that they have institutionalized its use into their approach to program review and continuous improvement, creating an institutional PTR team responsive to needs that arise on their campus. In 2014, faculty members partnered with student services and industry at SVCC to explore and enhance student success within the MultiCraft Technology pathway. This pathway includes several stackable credentials earned on the way to completing the associate in applied sciences. In addition, articulated transfer agreements exist with two state universities, allowing students to continue on the pathway to earn a four-year degree in Engineering Technology. This brief describes how Sauk Valley Community College integrated contextualized math and reading supports to improve outcomes for students in their manufacturing pathway.

This study aims to: 1) examine the challenges teachers encounter in implementing project-based learning in 2013 curriculum, 2) to examine teachers’ strategies in integrating project-based learning in 2013 curriculum. This research finds several obstacles faced by teachers and strategies that can be done in the implementation of project-based learning, they are: 1) the obstacle in terms of students' capability can be overcome by familiarizing them to complete projects; 2) the obstacle in terms of indiscipline can be solved by optimizing the teacher's role as supervisor; 3) the time constraint is overcome by some alternative ways; 4) the obstacle in terms of equipment availability is addressed by modifying projects; 5) the obstacle in terms of student's inequality is overcome by forming propori sembang group; 6) the cost issues are resolved by using classroom cash or selecting projects suitable for the available resources. Another positive finding is that teachers should have the confidence and commitment in implementing project-based learning. Based on these results, it can be concluded that most teachers and even experienced teachers will experience difficulties and challenges when trying to implement project-based learning. However, experienced teachers have strategies to overcome obstacles, thus project-based learning can still be implemented.

This study aims to: 1) examine the challenges teachers encounter in implementing project-based learning in 2013 curriculum, 2) to examine teachers’ strategies in integrating project-based learning in 2013 curriculum. This research finds several obstacles faced by teachers and strategies that can be done in the implementation of project-based learning, they are: 1) the obstacle in terms of students' capability can be overcome by familiarizing them to complete projects; 2) the obstacle in terms of indiscipline can be solved by optimizing the teacher's role as supervisor; 3) the time constraint is overcome by some alternative ways; 4) the obstacle in terms of equipment availability is addressed by modifying projects; 5) the obstacle in terms of student's inequality is overcome by forming propori sembang group; 6) the cost issues are resolved by using classroom cash or selecting projects suitable for the available resources. Another positive finding is that teachers should have the confidence and commitment in implementing project-based learning. Based on these results, it can be concluded that most teachers and even experienced teachers will experience difficulties and challenges when trying to implement project-based learning. However, experienced teachers have strategies to overcome obstacles, thus project-based learning can still be implemented.

This study aims to: 1) examine the challenges teachers encounter in implementing project-based learning in 2013 curriculum, 2) to examine teachers’ strategies in integrating project-based learning in 2013 curriculum. This research finds several obstacles faced by teachers and strategies that can be done in the implementation of project-based learning, they are: 1) the obstacle in terms of students' capability can be overcome by familiarizing them to complete projects; 2) the obstacle in terms of indiscipline can be solved by optimizing the teacher's role as supervisor; 3) the time constraint is overcome by some alternative ways; 4) the obstacle in terms of equipment availability is addressed by modifying projects; 5) the obstacle in terms of student's inequality is overcome by forming propori sembang group; 6) the cost issues are resolved by using classroom cash or selecting projects suitable for the available resources. Another positive finding is that teachers should have the confidence and commitment in implementing project-based learning. Based on these results, it can be concluded that most teachers and even experienced teachers will experience difficulties and challenges when trying to implement project-based learning. However, experienced teachers have strategies to overcome obstacles, thus project-based learning can still be implemented.

Design for Testability (DFT) is receiving major emphasis in the very large scale integration design field due to increasing circuit complexity. The utility of the silicon compiler and its value to a system designer without extensive VLSI design experience is discussed. Two major techniques for DFT, Scanpath Design and Built-in Test Design, are implemented using the Genesil silicon compiler. The basic building block, the shiftable test latch, is described in random logic block form and parallel datapath form. Linear feedback shift registers used as random vector generators and signature analyzers are used in the Built-in Test design. An Automatic Test Generation program is used to provide a measure of fault coverage for the two DFT techniques. The appendix is a brief tutorial illustrating the use of the Genesil system's shiftable test latch in its different configurations

Government Publishing Office U.S. Congress House of Representatives Committee on Foreign Affairs FROM STRATEGY TO IMPLEMENTATION: THE FUTURE OF THE U.S.-PAKISTAN RELATIONSHIP Date(s) Held: 2009-05-05 111th Congress, 1st Session GPO Document Source: CHRG-111hhrg49547 Superintendents of Documents ID: Y 4.IN 8/16 Witnesses: The Honorable Richard C. Holbrooke, Special Representative for Afghanistan and Pakistan Ms. Lisa Curtis, Senior Research Fellow, Asian Studies Center, The Heritage Foundation Ms. C. Christine Fair, Senior Political Scientist, RAND Corporation Mr. Daniel Markey, Senior Fellow for India, Pakistan, and South Asia, Council on Foreign Relations Related Items: United States House Bill 1886 (111th Congress) Congressional Serial No. 111-33

Government Publishing Office U.S. Congress House of Representatives Committee on Foreign Affairs FROM STRATEGY TO IMPLEMENTATION: THE FUTURE OF THE U.S.-PAKISTAN RELATIONSHIP Date(s) Held: 2009-05-05 111th Congress, 1st Session GPO Document Source: CHRG-111hhrg49547 Superintendents of Documents ID: Y 4.IN 8/16 Witnesses: The Honorable Richard C. Holbrooke, Special Representative for Afghanistan and Pakistan Ms. Lisa Curtis, Senior Research Fellow, Asian Studies Center, The Heritage Foundation Ms. C. Christine Fair, Senior Political Scientist, RAND Corporation Mr. Daniel Markey, Senior Fellow for India, Pakistan, and South Asia, Council on Foreign Relations Related Items: United States House Bill 1886 (111th Congress) Congressional Serial No. 111-33

This Work Implementation Plan (WIP) report describes an aggressive remediation strategy for McClellan Air Force Base (AFB). The site chosen for evaluation was one identified as having the longest time to clean up. The aggressive remediation strategy to be evaluated includes aggressive dewatering combined with soil vapor extraction and in situ oxidation.

This Work Implementation Plan (WIP) report describes an aggressive remediation strategy for McClellan Air Force Base (AFB). The site chosen for evaluation was one identified as having the longest time to clean up. The aggressive remediation strategy to be evaluated includes aggressive dewatering combined with soil vapor extraction and in situ oxidation.

This Work Implementation Plan (WIP) report describes an aggressive remediation strategy for McClellan Air Force Base (AFB). The site chosen for evaluation was one identified as having the longest time to clean up. The aggressive remediation strategy to be evaluated includes aggressive dewatering combined with soil vapor extraction and in situ oxidation.

Philip Morris Records; memo; report; drft, draft;marg, marginalia

Philip Morris Records; memo; report; drft, draft;marg, marginalia

Philip Morris Records; memo; report; drft, draft;marg, marginalia

Philip Morris Records; memo; report; drft, draft;marg, marginalia

Harry S Truman College (Truman), one of the seven City Colleges of Chicago, has participated in Pathways to Results (PTR) for the last three years. In each of its projects Truman has successfully improved institutional processes and academic pathway practices, resulting in improved outcomes for its students. Truman has truly been a leader, under both current and past college leadership, in the area of critical analysis and meaningful transformation to strive for equitable outcomes across issues of race, income, gender, and special populations. With each project the Truman team has successfully worked with a large group of administrators and program faculty to create a common vision that places equity at the center of their improvement efforts. As a result, they have been an exemplar in designing and implementing targeted improvements that reach the students who need them most, while also addressing broad pathway needs that improve the experience for all students. In their most recent Year One PTR project, the Truman team focused on their cosmetology program, based on their observation that men of color were not experiencing the same level of success as other student populations in this and other programs of study due to lower levels of readiness. This brief describes how Harry S Truman College's Pathways to Results team integrated new proactive reading supports and incorporated barbering-specific content for interested males within their cosmetology program to improve outcomes for men of color.

Report on Task Force on an IT Strategy for PDS and An implementation solution for the direct transfer of subsidy for PDS Food and Kerosene

Report on Task Force on an IT Strategy for PDS and An implementation solution for the direct transfer of subsidy for PDS Food and Kerosene

Smart City Implementation Strategy" is presented by Curt Savoie, Global Smart Cities Strategy Program, IDC. He gives an overview of practical strategies on how to successfully implement Smart City programs at the local level

Smart City Implementation Strategy" is presented by Curt Savoie, Global Smart Cities Strategy Program, IDC. He gives an overview of practical strategies on how to successfully implement Smart City programs at the local level

Smart City Implementation Strategy" is presented by Curt Savoie, Global Smart Cities Strategy Program, IDC. He gives an overview of practical strategies on how to successfully implement Smart City programs at the local level

This article aims to describe how community service through implementation of the SMART Adult Learning Strategy to prepare the young generation (in English ability) for global challenges. The activity was carried out in October 2023 at Bengkulu University, with a total of 51 participants in the workshop who were students, teachers, community members, and lecturers from various institutions. To see the workshop's impact on participant English Self-Efficacy which is closely related to their readiness to communicate with international, English-speaking countries, instrument of a closed questionnaire with 7 answer choices of English Self-Efficacy (ESE) Scale was used. The data then analysed by descriptive statistical analysis. The results showed that there was a significant increase in ESE level between pre-implementation and after the implementation. Selected ESE tested had significant increases (on average) were: discussing in English with classmates some topics in which they are interested with a 20% increase; participants' confidence in understanding songs in English was 17%, while the on reading news in English was 17%. The highest increase in ESE level was in understanding English articles about Indonesian culture which has an average increase of 21%. The respondents who believed to have more confidence in their ESE as there was a positive statements impact range between 16-21% increase in the tested ESE level. So, it can be concluded that The implementation of the SMART Adult Learning Strategy to prepare the young generation for the global challenges from the perspective of English ability received a positive response from the participants. 

Oakton Community College (Oakton) launched a Pathways to Results (PTR) project for the first time in 2014, a decision that converged with the launch of an all-college student success team with the goal of making evidence-based decisions to significantly improve student success. Oakton chose to work initially on its manufacturing program. Preliminary discussions with employers revealed a high demand for new, well-educated workers. Oakton is located in the third largest manufacturing region in the United States, making this a key opportunity for its students. This brief describes how Oakton Community College's Pathways to Results team used three interconnected strategies to improve equity and outcomes for nontraditional-aged students.

As U.S. Forces continue to operate in coalition environments, the need to incorporate Multilevel Security into the ATCCS becomes more apparent. While Army doctrine requires the ATCCS to be MLS to the B2 level, there iii currently no product or technology developed to fulfill this requirement, nor is there any implementation strategy devised to address this issue. This thesis proposes two strategies to implement MLS within the ATCCS: a target and near term implementation strategy. These two strategies are derived from the DoD joint MLS Technology Insertion Program Target Architecture and Implementation Strategy, which provides the vehicle for assessing the current and in development MLS products and capabilities.

50 pages.  Includes bibliography.  This report concludes that despite increasing level of activity, efforts to implement all that we know about suicide prevention as part of a comprehensive approach that seeks to prevent suicide across the lifespan (including adults as well as youth) have been rare. This report attempts to provide a snapshot of recent efforts to implement the goals and objectives of the National Strategy for Suicide Prevention and makes suggestions for increasing the effectiveness of these implementation efforts. GOALS: Goal 1-Integrate and coordinate suicide prevention activities across multiple sectors and settings. Goal 2-Implement research-informed communication efforts designed to prevent suicide by changing knowledge, attitudes, and behaviors. Goal 3-Increase knowledge of the factors that offer protection from suicidal behaviors and that promote wellness and recovery. Goal 4-Promote responsible media reporting of suicide, accurate portrayals of suicide and mental illnesses in the entertainment industry, and the safety of online content related to suicide. Goal 5-Develop, implement, and monitor effective programs that promote wellness and prevent suicide and related behaviors. Goal 6-Promote efforts to reduce access to lethal means of suicide among individuals with identified suicide risk. Goal 7-Provide training to community and clinical service providers on the prevention of suicide and related behaviors. Goal 8-Promote suicide prevention as a core component of health care services. Goal 9-Promote and implement effective clinical and professional practices for assessing and treating those identified as being at risk for suicidal behaviors. Goal 10-Provide care and support to individuals affected by suicide deaths and attempts to promote healing and implement community strategies to help prevent further suicides. Goal 11-Increase the timeliness and usefulness of national surveillance systems relevant to suicide prevention and improve the ability to collect, analyze, and use this information for action. Goal 12-Promote and support research on suicide prevention. Goal 13-Evaluate the impact and effectiveness of suicide prevention interventions and systems and synthesize and disseminate findings. State, tribal, and community-level suicide prevention infrastructure. Blueprint for community action. Comprehensive state and community suicide prevention efforts.

The Operationally Critical Threat, Asset, and Vulnerability EvaluationSM (OCTAVEFederal Registration) approach defines a risk-based strategic assessment and planning technique for security. OCTAVE is a self-directed approach, meaning that people from an organization assume responsibility for setting the organization's security strategy. OCTAVE-S is a variation of the approach tailored to the limited means and unique constraints typically found in small organizations (less than 100 people). OCTAVE-S is led by a small, interdisciplinary team (three to five people) of an organization's personnel who gather and analyze information, producing a protection strategy and mitigation plans based on the organization's unique operational security risks. To conduct OCTAVE-S effectively, the team must have broad knowledge of the organization's business and security processes, so it will be able to conduct all activities by itself.

This article is from Critical Care , volume 17 . Abstract Introduction: A rational use of antibiotics is of paramount importance in order to prevent the emergence of multidrug resistant bacteria that can lead to therapeutic impasse, especially in intensive care units (ICUs). A de-escalation strategy is therefore naturally advocated as part of better antibiotics usage. However, the clinical impact of such a strategy has not been widely studied. We aimed to assess the feasibility and the clinical impact of a de-escalation strategy in a medical ICU and to identify factors associated when de-escalation was possible. Methods: We performed a retrospective study of patients hospitalized in a medical ICU over a period of six months. Independent factors associated with de-escalation and its clinical impact were assessed. Results: Two hundred and twenty-nine patients were included in the study. Antibiotics were de-escalated in 117 patients (51%). The appropriateness of initial antibiotic therapy was the only independent factor associated with the performance of de-escalation (OR = 2.9, 95% CI, 1.5-5.7; P = 0.002). By contrast, inadequacy of initial antibiotic therapy (OR = 0.1, 0.0 to 0.1, P

This article is from Critical Care , volume 17 . Abstract Introduction: A rational use of antibiotics is of paramount importance in order to prevent the emergence of multidrug resistant bacteria that can lead to therapeutic impasse, especially in intensive care units (ICUs). A de-escalation strategy is therefore naturally advocated as part of better antibiotics usage. However, the clinical impact of such a strategy has not been widely studied. We aimed to assess the feasibility and the clinical impact of a de-escalation strategy in a medical ICU and to identify factors associated when de-escalation was possible. Methods: We performed a retrospective study of patients hospitalized in a medical ICU over a period of six months. Independent factors associated with de-escalation and its clinical impact were assessed. Results: Two hundred and twenty-nine patients were included in the study. Antibiotics were de-escalated in 117 patients (51%). The appropriateness of initial antibiotic therapy was the only independent factor associated with the performance of de-escalation (OR = 2.9, 95% CI, 1.5-5.7; P = 0.002). By contrast, inadequacy of initial antibiotic therapy (OR = 0.1, 0.0 to 0.1, P

This article is from Critical Care , volume 17 . Abstract Introduction: A rational use of antibiotics is of paramount importance in order to prevent the emergence of multidrug resistant bacteria that can lead to therapeutic impasse, especially in intensive care units (ICUs). A de-escalation strategy is therefore naturally advocated as part of better antibiotics usage. However, the clinical impact of such a strategy has not been widely studied. We aimed to assess the feasibility and the clinical impact of a de-escalation strategy in a medical ICU and to identify factors associated when de-escalation was possible. Methods: We performed a retrospective study of patients hospitalized in a medical ICU over a period of six months. Independent factors associated with de-escalation and its clinical impact were assessed. Results: Two hundred and twenty-nine patients were included in the study. Antibiotics were de-escalated in 117 patients (51%). The appropriateness of initial antibiotic therapy was the only independent factor associated with the performance of de-escalation (OR = 2.9, 95% CI, 1.5-5.7; P = 0.002). By contrast, inadequacy of initial antibiotic therapy (OR = 0.1, 0.0 to 0.1, P

This paper presents the design and the implementation of a nonlinear integral backstepping control strategy for a single-phase grid-connected voltage source inverter (VSI). The proposed control strategy aims to resolve the problem of the sinusoidal reference current tracking, to have a rapid transient response needed to deal with the transient incident such as grid voltage drops and to generate into the grid a current with fewer harmonics. These properties are verified by seeking the direction, the amplitude and the transient response of the injected grid current. An experimental VSI prototype is used to validate the effectiveness of the proposed controller, basing on a digital signal processor DSP microcontroller. The achieved results show that the well- obtained properties satisfy the grid current injection conditions.

This paper presents the design and the implementation of a nonlinear integral backstepping control strategy for a single-phase grid-connected voltage source inverter (VSI). The proposed control strategy aims to resolve the problem of the sinusoidal reference current tracking, to have a rapid transient response needed to deal with the transient incident such as grid voltage drops and to generate into the grid a current with fewer harmonics. These properties are verified by seeking the direction, the amplitude and the transient response of the injected grid current. An experimental VSI prototype is used to validate the effectiveness of the proposed controller, basing on a digital signal processor DSP microcontroller. The achieved results show that the well- obtained properties satisfy the grid current injection conditions.

Background: We developed an implementation strategy for the insurance medicine guidelines for depression, which we implemented via a post-graduate course for insurance physicians (IPs). In this study we evaluate the physicians' experiences of the implementation strategy by measuring the following aspects: recruitment and reach, dose delivered and dose received, satisfaction and expectations, and perceived barriers. Methods: Insurance physicians conducting client disability assessments for the Dutch Institute for Employee Benefits Schemes were invited to attend a post-graduate course in implementation of the guidelines for depression in which a controlled experiment was embedded. Data were collected from the participating insurance physicians using questionnaires applied directly after the intervention and at three-month follow-up. Results: Of the 797 insurance physicians invited, 42 participated. Reach was 4.7%. The response to the questionnaires was 100%. The participants appraised the implementation strategy with a total score of 7.7 out of 10, and 81% expected to see improvement in their assessments of clients with depression. Physicians were still satisfied with the implementation strategy after three months. Changes in work routines and the time needed to apply the guidelines were perceived as barriers to use of the implementation strategy. Conclusions: The reach of the newly developed implementation strategy for the guidelines for depression was poor: only 42 IPs out of 900 invited actually attended the post-graduate course. However, the results show that the implementation strategy worked well in a controlled setting for all participants. They were satisfied with the course and with the tools provided, both immediately after the training program and after three months.

A Strategy For Planning and Implementation of Ecosystem Management

This article is from BMC Public Health , volume 13 . Abstract Background: The prescription of statins is an evidence-based treatment to reduce the risk of cardiovascular events in patients with elevated cardiovascular risk or with a cardiovascular disorder (CVD). In spite of this, many of these patients do not receive statins. Methods: We evaluated the impact of a brief educational intervention in cardiovascular prevention in primary care physicians’ prescribing behaviour regarding statins beyond their participation in a randomised controlled trial (RCT). For this, prescribing data of all patients > 35 years who were counselled before and after the study period were analysed (each n > 75000). Outcome measure was prescription of Hydroxymethylglutaryl-CoA Reductase Inhibitors (statins) corresponding to patients’ overall risk for CVD. Appropriateness of prescribing was examined according to different risk groups based on the Anatomical Therapeutic Chemical Classification System (ATC codes). Results: There was no consistent association between group allocation and statin prescription controlling for risk status in each risk group before and after study participation. However, we found a change to more significant drug configurations predicting the prescription of statins in the intervention group, which can be regarded as a small intervention effect. Conclusion: Our results suggest that an active implementation of a brief evidence-based educational intervention does not lead to prescription modifications in everyday practice. Physician’s prescribing behaviour is affected by an established health care system, which is not easy to change. Trial registration: ISRCTN71348772

Pursuant to title 10, U.S.C., section 138c, the Department of Defense (DoD) published the Operational Energy Strategy on June 14, 2011, to transform the way U.S. Armed Forces consume energy in military operations. The Strategy sets the direction for operational energy use within the Office of the Secretary of Defense (OSD), Office of the Chairman of the Joint Chiefs of Staff (CJCS) and the Joint Staff, Combatant Commands, Military Departments, and Defense agencies (hereinafter referred to collectively as the DoD Components ). The goal of the Operational Energy Strategy is energy security for the Warfighter to assure that U.S. forces have a reliable supply of energy for 21st century military missions. For DoD to reach this goal, the Strategy provides a three-fold approach: More Fight, Less Fuel: Reduce Demand for Energy in Military Operations. Today s military missions require large and growing amounts of energy with supply lines that can be costly, vulnerable to disruption, and a burden on Warfighters. The Department needs to improve its ability to measure operational energy consumption, reduce demand, and increase the efficiency of energy use to enhance combat effectiveness. More Options, Less Risk: Expand and Secure Energy Supplies for Military Operations. Reliance on a single energy source petroleum has economic, strategic, and environmental drawbacks. In addition, the security of energy supply infrastructure for critical missions at fixed installations is not always robust. The Department needs to diversify its energy sources and protect access to energy supplies to have a more assured supply of energy for military missions. More Capability, Less Cost: Build Energy Security into the Future Force. While the force s energy requirements entail tactical, operational, and strategic risks, the Department s institutions and processes for building future military forces do not systematically consider such risks and costs.

In the services carried out in the hospital, there are various health professional experts involved. Where to run a hospital program that aims at patient safety, a collaboration between health professionals is needed. IPC science is one of the ways used to strive for the improvement of service quality in hospitals. The IPC has several implementation strategies that must be fulfilled in the implementation of the IPC. The purpose is to know the concept and strategy of IPC implementation and obstacles in improving patient safety at Bina Kasih Medan Hospital.   The research was conducted at Bina Kasih Hospital, Medan, from July 2022 to August 2022.   The methods used are data collection techniques after obtaining ethical permission, conducting in-depth interviews and writing transcripts of interview results and processing data by conducting observations, analyses, relevant independent studies that focus on the implementation of IPC at Bina Kasih Hospital Medan in improving patient safety. Results Based on the search results obtained 4 themes that are an overview of the IPC Implementation Strategy at Bina Kasih Hospital Medan, namely: (1) The concept of Interprofessional collaboration, (2) Practice in implementation at the Hospital, (3) IPC Strategy that occurred at Bina Kasih Hospital, (4) IPC Obstacles that occurred at Bina Kasih Hospital. Conclusion The implementation of the IPC Strategy implemented by Bina Kasih Hospital Medan according to participants has carried out the service well.

Primary health care is the essential health service provided at the grassroot level. Over the years the implementation of Primary Health Care (PHC) programmes in Edo state are bedeviled with associated challenges such as limited community participation, great communication gap that limit evaluation processes of PHC programme and slow pace collaboration among stakeholders. These challenges need to be averted through effective and people oriented strategies to ensure the implementation of primary health care. A descriptive research design with a population of the study comprised 1,024 primary health care stakeholders in Edo state. Multi-stage sampling technique was used to select 180 respondents for the study. The study found that intersectoral collaboration involving partnerships with community health agencies such as village health committees and ward health committees significantly influenced the implementation of PHC. Intersectoral collaboration, community mobilization strategy and community feedback mechanism are effective and efficient strategies for improved implementation of PHC programmes. The study recommended among others that National Primary Health Care Development Agency (NPHCDA) and State Primary Health Care Development Agency (SPHCDA) should strengthen partnership with international health organizations such as WHO, UNICEF, GAVI, UNDP and boost confidence and trust of these international organizations. 

An evaluation of the NASA's Marshall Space Flight Center (MSFC) strategy to implement Total Quality Management (TQM) in the Advanced Solid Rocket Motor (ASRM) Project is presented. The evaluation of the implementation strategy reflected the Civil Service personnel perspective at the project level. The external and internal environments at MSFC were analyzed for their effects on the ASRM TQM strategy. Organizational forms, cultures, management systems, problem solving techniques, and training were assessed for their influence on the implementation strategy. The influence of ASRM's effort was assessed relative to its impact on mature projects as well as future projects at MSFC.

USAID's commitment to empowering adolescent girls to reach their full potential is reflected in the Agency's larger efforts to achieve gender equality and women's empowerment. The Agency holds decades of experience leading advances for greater gender equality and empowerment that benefit adolescent girls; however, these activities have not been expressed in a comprehensive framework. This implementation plan reflects USAID's engagement with adolescent girls, aged ten to nineteen, and the Agency's work to address the diversity of opportunities, possibilities, and challenges that adolescent girls encounter. USAID's contributions to the U.S. Government's Adolescent Girl Strategy draw from the Agency's existing gender framework to amplify development efforts that advance gender equality for adolescent girls. In turn, these investments create opportunities for adolescent girls to increase their contributions and ability to benefit from the development of their societies. This plan

A program development and implementation change agent must be a perceptive individual who: (1) can readily identify all facets of a given situation and can choose the most appropriate alternative available; (2) is knowledgeable about the day-to-day life and politics of small, rural communities; and (3) is perceived as belonging by the community people. In order to guarantee stability and permanence of a newly developed program, the change agent needs to involve as many community and school system staff members as possible in every phase of the change process. Community members can be useful co-workers when conducting community surveys, needs assessments, planning meetings, and public support campaigns. Professional staff members can be involved in identifying and writing program goals and objectives; identifying instructional materials and strategies which can be used in the program development process; establishing an instructional time sequence; developing a professional staff in-service training program; and determining the most appropriate evaluation strategy for the tasks at hand. Time is the most important commodity in the process of unfreezing (creating motivation to change), changing (developing new responses based upon new information), and refreezing (stabilizing and integrating changes). (NQ)

A program development and implementation change agent must be a perceptive individual who: (1) can readily identify all facets of a given situation and can choose the most appropriate alternative available; (2) is knowledgeable about the day-to-day life and politics of small, rural communities; and (3) is perceived as belonging by the community people. In order to guarantee stability and permanence of a newly developed program, the change agent needs to involve as many community and school system staff members as possible in every phase of the change process. Community members can be useful co-workers when conducting community surveys, needs assessments, planning meetings, and public support campaigns. Professional staff members can be involved in identifying and writing program goals and objectives; identifying instructional materials and strategies which can be used in the program development process; establishing an instructional time sequence; developing a professional staff in-service training program; and determining the most appropriate evaluation strategy for the tasks at hand. Time is the most important commodity in the process of unfreezing (creating motivation to change), changing (developing new responses based upon new information), and refreezing (stabilizing and integrating changes). (NQ)

In 1989, the Department of Defense started its Corporate Information Management (CIM) initiative in an effort to save billions of dollars by streamlining operations and deploying standard information systems to support common business operations. However, 8 years after beginning CIM and making substantial investments, Defense has not met its savings goal because it has not fully implemented sound management practices to carry out this initiative. GAO placed the effort on its high-risk list in February 1995, in part because it found that CIM-related technology investments, which are expected to total billions of dollars each year, are vulnerable to waste and mismanagement.

The United States Navy is immersed in an era of dynamic and sweeping change. Changes in the threat, the development of new technologies, and an anticipated decline in defense funding will shape the Navy of the future. This study seeks to examine the projected impact of these changes on the surface forces of the United States Navy. It examines current Maritime Strategy and its applicability for the future; the impact of future Maritime Strategy on the surface navy; the impact of technology and the threat on ship design and future surface operations; and lastly, the study examines the element of risk and its impact on the generation of future force level requirements. Keywords: Navy; Surface Navy; National military strategy; Maritime strategy; Future; Technology; Risk; Threat analysis; Military planning.

This report reviews existing hindrances to the achievement of a fully effective modern Integrated Logistic System which results from the current reliance on paper-based Technical Manuals. It proposes that realization of the full integration of Technical Information required for effective logistics support of weapon systems and other DOD hardware can be accomplished only by adoption of a system which provides for automated preparation of interactive, electronically displayed Technical Information; specifically, through DOD-wide adoption of the Interactive Electronic Technical Manual (IETM). The IETM concept is described in some detail. The advantages of IETMs in solving existing Technical Information preparation, distribution, control, and usability problems are discussed. A summary of previous analyses and operational tests of IETM concepts is provided. Functional requirements for an IETM system capable of providing effective logistic-support guidance (e.g., training, system operation, maintenance, and supply) are discussed. The report proposes establishment of a DOD strategy to achieve a coordinated adoption of the IETM within the Services, and describes in some detail the nature of the components of such a strategy.

Currently fielded electric-powered small remotely-piloted aircraft (RPA) lack endurance desired by warfighters, and internal combustion engine (ICE) RPAs generate undesirable acoustic and thermal signatures. Hybrid-electric (HE) propulsion systems would combine both electric power for endurance and ICE power for cruise and climb modes. Use of HE systems would eliminate undesirable signatures in addition to providing considerable fuel savings over time. Five components were used in this HE system: the ICE, electric motor (EM), electromagnetic clutch, battery pack, and a propeller. Control of such a system in a small RPA has never been attempted before. A rulebased controller was developed to manage this HE system in C code. This system and its various sensors were analyzed on a custom-built dynamometer test stand that was developed in conjunction with other students. LabView screens were developed to aid this testing and interface with the sensor suite. The controller's performance over 9 distinct operating modes, including 4 operational flying states, were validated to provide the most optimal operation of a HE-RPA system of about 13.6 kg (30.0 lbf).

The authors provide a method for implementing IRM (Information Resource Management) in Naval shore activities. The research stemmed from the authors' perception that hardware procurement was overshadowing the determination of actual information system requirements. The framework presented approaches an IRM implementation from the perspective of the activity's commanding officer. The emphasis is on the information needs of the commanding officer and the criticality of identifying the information requirements prior to automating an information system for the activity. The evolution of IRM is discussed and precedes a presentation of an IRM infrastructure for the shore activity. The authors include a case for an IRM professional within the Navy. The thesis concludes with a detailed checklist to aid the commanding officer in the thought processes required to initiate the implementation of IRM for a Naval shore activity. Originator supplied keywords include: Information engineering and implementation strategy.

IMPLEMENTATION OF PSB D-27, A PSYCHOLOGICAL STRATEGY PROGRAM RDP80R01731R003300190002-8