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Strategic Plan for a Thriving and Sustainable Bioeconomy
This strategic plan—with a vision for 2040—was developed through the efforts of the Bioenergy Technologies Office (BETO) staff with the help and contributions of key stakeholders from the federal government, national laboratories, industry, universities, expert professionals, and nongovernmental organizations that interact with BETO and its program activities. As the first BETO strategic plan in more than two decades, both BETO’s staff and its stakeholder community have been fundamental in ensuring that the 2016 strategic plan is a reflection of the role the U.S. Department of Energy can play in providing clean energy options that create jobs, enhance quality of life, and promote a sustainable domestic bioeconomy.
Soybean genomics research community strategic plan: A vision for 2024–2028
Abstract This strategic plan summarizes the major accomplishments achieved in the last quinquennial by the soybean [Glycine max(L.) Merr.] genetics and genomics research community and outlines key priorities for the next 5 years (2024–2028). This work is the result of deliberations among over 50 soybean researchers during a 2‐day workshop in St Louis, MO, USA, at the end of 2022. The plan is divided into seven traditional areas/disciplines: Breeding, Biotic Interactions, Physiology and Abiotic Stress, Functional Genomics, Biotechnology, Genomic Resources and Datasets, and Computational Resources. One additional section was added, Training the Next Generation of Soybean Researchers, when it was identified as a pressing issue during the workshop. This installment of the soybean genomics strategic plan provides a snapshot of recent progress while looking at future goals that will improve resources and enable innovation among the community of basic and applied soybean researchers. We hope that this work will inform our community and increase support for soybean research.
Quinault Indian Nation Comprehensive Biomass Strategic Planning Project
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.
Safeguards Technology Strategic Planning Pentachart
Builds on earlier strategic planning workshops conducted for SGIT, SGTS, and SGCP. Many of recommendations from these workshops have been successfully implemented at the IAEA. Provide a context for evaluating new approaches for anticipated safeguards challenges of the future. Approach used by government and military to plan for an uncertain future. Uses consensus decision-making.
2016-2020 Strategic Plan and Implementing Framework
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.
FY16-20 Strategic Plan
Welcome to our FY16–FY20 Strategic Plan, which both reflects 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.
Level-2 Milestone 5588: Deliver Strategic Plan and Initial Scalability Assessment by Advanced Architecture and Portability Specialists Team
This report documents the fact that the work in creating a strategic plan and beginning customer engagements has been completed. The description of milestone is: The newly formed advanced architecture and portability specialists (AAPS) team will develop a strategic plan to meet the goals of 1) sharing knowledge and experience with code teams to ensure that ASC codes run well on new architectures, and 2) supplying skilled computational scientists to put the strategy into practice. The plan will be delivered to ASC management in the first quarter. By the fourth quarter, the team will identify their first customers within PEM and IC, perform an initial assessment and scalability and performance bottleneck for next-generation architectures, and embed AAPS team members with customer code teams to assist with initial portability development within standalone kernels or proxy applications.
Material Recovery and Waste Form Development Strategic Plan
The Material Recovery and Waste Form Development Strategic Plan describes the strategy for the MRWFD Campaign in DOE NE-43.
Response to NITRD, NCO, NSF Request for Information on "Update to the 2016 National Artificial Intelligence Research and Development Strategic Plan"
We present a response to the 2018 Request for Information (RFI) from the NITRD, NCO, NSF regarding the "Update to the 2016 National Artificial Intelligence Research and Development Strategic Plan." Through this document, we provide a response to the question of whether and how the National Artificial Intelligence Research and Development Strategic Plan (NAIRDSP) should be updated from the perspective of Fermilab, America's premier national laboratory for High Energy Physics (HEP). We believe the NAIRDSP should be extended in light of the rapid pace of development and innovation in the field of Artificial Intelligence (AI) since 2016, and present our recommendations below. AI has profoundly impacted many areas of human life, promising to dramatically reshape society --- e.g., economy, education, science --- in the coming years. We are still early in this process. It is critical to invest now in this technology to ensure it is safe and deployed ethically. Science and society both have a strong need for accuracy, efficiency, transparency, and accountability in algorithms, making investments in scientific AI particularly valuable. Thus far the US has been a leader in AI technologies, and we believe as a national Laboratory it is crucial to help maintain and extend this leadership. Moreover, investments in AI will be important for maintaining US leadership in the physical sciences.
Strategic Planning and Decisions Tools to Enhance EM Mission Execution - 16552
Maximizing the success of an organization depends on many things with a key one being the focus and quality of the management decisions made by the organisation's senior leadership team. Successfully advancing an organisation's agenda requires operational, tactical, and strategic decisions. These decisions involve both decisions on specific actions, as well as decisions about planning. In addition to the day-to-day decisions of running the business, the leadership team should be allocating appropriate time toward developing organizational strategic objectives. Strategic planning is an organisation's process of defining its direction and strategies, and plotting how to accomplish those strategies. Strategic planning is essential to the long term viability of the organization. The pathway to success with strategic planning is not nearly so obvious and straight forward as with operational decisions. Organizational leaders must resist the temptation to minimize the time allocated to strategic thinking and strategic planning. Strategic thinking and strategic planning are centered around making sure that your organization is doing the right things, instead of just doing things right. Management guru Peter Drucker noted that 'There is nothing more wasteful than becoming highly efficient at doing the wrong things'. Strategic thinking is used in deciding what to do. Tactical thinking is used in deciding how to do it. Decision tools can be utilized to improve the results of the strategic planning process. In certain situations, properly selected decision tools will provide a mechanism or a process for making better decisions, or for channeling strategic thought and strategic planning toward enlightened alternative approaches. Decision tools can also provide for assigning a quantitative measure of merit or goodness, or at least a semi-quantitative measure of merit to multiple decision options. Properly selected and utilized, decision tools provide the leadership team with additional insight into the consequences of their decisions. Appropriately selected decision tools can be utilized to maximize the effectiveness of your strategic planning efforts. Decision tools can be used to quantify strategic decision options within a particular framework, providing insights into alternatives to improve an organisation's most effective execution of the DOE EM clean up mission. (authors)
Los Alamos National Laboratory Internal Audit Strategic Plan
Los Alamos National Laboratory (LANL or the Laboratory) is managed under a management and operations (M&O) contract by Triad National Security, LLC (Triad), a nonprofit, public-focused consortium that includes Battelle Memorial Institute, the Texas A&M University System, and the University of California. The Internal Audit Group (IA) at LANL creates a formal strategic plan every five years in order to establish longer-range goals and initiatives to ensure the group fulfills its purpose as established in the Audit Charter, conforms with relevant standards, and is focused on continuous improvement. This document establishes the five-year strategic plan for fiscal year’s (FY) 2024 - 2028.
ARM Aerosol Measurement Science Group 2024 Strategic Planning Workshop Report
This report summarizes the results of the 2024 Strategic Planning Workshop conducted by the Aerosol Measurement Science Group (AMSG) for the U.S. Department of Energy (DOE) Atmospheric Radiation Measurement (ARM) User Facility. The objective of this workshop was to provide ARM facility guidance through specific recommendations relating to aerosol science for a period of five years. The AMSG primary focus of this workshop was to help advance strategic external partnership engagement for ARM’s aerosol measurement program. The workshop was held July 9-10, 2024 at the University of Utah. This was the third such workshop since the AMSG was chartered in 2015 to enhance coordination of ARM observations of aerosols and atmospheric trace gases with the needs of ARM users.
Physics Division Strategic Plan Fiscal Years 2020-2024
The vision of the Physics Division (PHY) at Argonne National Laboratory is to continue enhancing its role as a world-leading institution in basic nuclear physics research and its applications. Key to this vision is for PHY to continue to safely and effectively operate and evolve the capabilities of the Argonne Tandem Linac Accelerator System (ATLAS) facility to best serve its users. ATLAS is the Department of Energy (DOE) accelerator facility for low-energy nuclear physics research. The research carried out by PHY covers many themes in contemporary science but can be distilled into five areas of focus. These themes are interconnected, with continuously evolving synergies between the various groups and facilities in PHY and the broader Laboratory. This five-year strategic plan serves to illustrate our current capabilities and new directions related to these five areas of focus (ATLAS also develops an independent strategic plan): Accelerator research and design. The goal of this theme is to design, fabricate, test, and implement novel accelerator systems, with a focus on high-intensity ion and electron systems. These R&D activities have led to enhancements in the ATLAS accelerator system. Among others, the division’s accelerator systems are in use or planned for use at Fermilab, the Advanced Photon Source, and in a broad variety of applications at the Facility for Rare Isotope Beams (FRIB). Atom trapping and fundamental symmetries. The goal of this theme is to explore and exploit the uses of advanced laser cooling and trapping techniques to manipulate atoms. There are three main areas of focus. First is in the application of the atom trap trace analysis (ATTA) technique for age determination of groundwater and ice by using radio-krypton dating. The next two trapping-based programs involve tests of fundamental symmetries in nature: the cooling and trapping of radium-225 with the aim of determining limits on an observation of its electric dipole moment and precision measurements of the beta decay properties of helium-6 to set limits on the tensor coupling constant. This is complemented by measurements of similar properties in lithium-8 and boron-8. Nuclear astrophysics. The goal of this theme is to enhance our understanding of how elements are created in the universe via explosive nucleosynthesis and how stars evolve. To meet the challenges of this theme, many of the capabilities of ATLAS are being enhanced, including the development of new beams through a new in-flight separator (RAISOR) and the anticipated neutron-generator upgrade of the Californium Rare Isotope Breeder Upgrade facility (nuCARIBU). These are coupled to state-of-the-art instruments such as the Canadian Penning Trap, Helical Orbit Spectrometer, Gammasphere, GRETINA, Multi-Sampling Ionization Chamber, the Fragment Mass Analyzer, and Argonne Gas-filled Fragment Analyzer, and a new low-background experimental area for decay studies. Nuclear structure. The goal of this theme is to understand the structure of nuclei, both stable and radioactive, in terms of single-particle properties, their shapes, and the dynamics governing reactions between them. These include questions such as what are the limits of nuclear stability and what are the properties of super heavy nuclei. As with the nuclear astrophysics theme, the capabilities of ATLAS, guided by the ATLAS user community, are continuously being enhanced to this end. The Division has strategic initiatives to play a leading role in the development of instrumentation and research programs at the FRIB. Quantum chromodynamics (QCD) and hadron physics. The goal of this theme is to lead major research programs focused on revealing the quark and gluon structure of protons, neutrons, nuclei, and short-lived mesons and baryons. These involve major programs at Jefferson Lab, Fermilab, and smaller facilities. They are complemented by theoretical endeavors centered on the question of how hadrons and their properties emerge from QCD. Out of these activities arise strategic initiatives to play a major role in the forthcoming Electron-Ion Collider (EIC).
Operational Simulation Tools and Long Term Strategic Planning for High Penetrations of PV in the Southeastern United States
Increasing levels of distributed and utility scale Solar Photovoltaics (PV) will have an impact on many utility functions, including distribution system operations, bulk system performance, business models and scheduling of generation. In this project, EPRI worked with Southern Company Services and its affiliates and the Tennessee Valley Authority to assist these utilities in their strategic planning efforts for integrating PV, based on modeling, simulation and analysis using a set of innovative tools. Advanced production simulation models were used to investigate operating reserve requirements. To leverage existing work and datasets, this last task was carried out on the California system. Overall, the project resulted in providing useful information to both of the utilities involved and through the final reports and interactions during the project. The results from this project can be used to inform the industry about new and improved methodologies for understanding solar PV penetration, and will influence ongoing and future research. This report summarizes each of the topics investigated over the 2.5-year project period.
Cyber-Informed Engineering for Strategic Planning
The CIE Guide for Engaging Organizational Leadership: Board and C-Suite describes how to apply CIE at the senior-level of organizational management. This guidance integrates CIE concepts into theory and practice of guiding coalition leadership to improve permeation of CIE concepts throughout organizational culture. This guide incorporates feedback from CIE community of practice volunteers in a study of how business administrative and strategic planning and management guidance and course materials can be applied to CIE implementation throughout an organization's principles and processes. This guide defines the interests guiding senior leadership, managers and supervisors, and technicians and workers involved in creating and operating and maintaining systems, and cultural/ historical/ political assumptions or influences shaped the landscape that could facilitate or impede development of CIE. The included guidance for organizational strategic management and leadership can be imbedded into contract guidance based on the CIE implementation guide and lessons learned from industry application.
Response to RFI on Update to the 2016 Federal Cybersecurity Research and Development Strategic Plan
This report contains a response from Sandia National Laboratories for the 2019 update to the 2016 Federal Cybersecurity Research and Development Strategic Plan.
Strategic Planning as a Competitive Advantage by Using the BSC as a Management Tool: a Case Study in Application of Radioisotope Technology at IPEN - 16400
Strategic planning is one of the most important management tools for organizational decision making. The nuclear area represents a segment of energy production used by many countries in America, Europe and Asia. It is known that in the future nuclear energy can be a major exit to the global energy crisis. The aim of this research was to use the Balanced Scorecard (BSC) as a strategic tool for decision making in a teaching and research institution of the nuclear area - Nuclear and Energy Research Institute (IPEN), located in the city of Sao Paulo, which belongs to the National Nuclear Energy Commission (CNEN) in Brazil. The methodology used in this academic doctoral study was a case study, which considered the period of research from December 2012 to December 2015. The main results expected from this case study are: the improvement of information flow, the view, the increased visibility of an organization providing education and especially research in relation to published works, increased interaction among IPEN and the main global research institutes and centers, increasing academic production of technical articles, indicator improvement, improving the monitoring of management actions, among others. Given the expected results one can conclude that this study will be of great value to the IPEN and also for the Brazilian energy sector, as it will allow and contribute to the dissemination and demystification of nuclear power as an energy source of mankind, its peaceful applications and for the management activity of knowledge and innovation production in the nuclear area of IPEN. (authors)