Generic Continuity of Operations/Continuity of Government Plan for State-Level Transportation Agencies, Research Report 11-01

The Homeland Security Presidential Directive 20 (HSPD-20) requires all local, state, tribal and territorial government agencies, and private sector owners of critical infrastructure and key resources (CI/KR) to create a Continuity of Operations/Continuity of Government Plan (COOP/COG). There is planning and training guidance for generic transportation agency COOP/COG work, and the Transportation Research Board has offered guidance for transportation organizations. However, the special concerns of the state-level transportation agency’s (State DOT’s) plan development are not included, notably the responsibilities for the entire State Highway System and the responsibility to support specific essential functions related to the State DOT Director’s role in the Governor’s cabinet. There is also no guidance on where the COOP/COG planning and organizing fits into the National Incident Management System (NIMS) at the local or state-level department or agency. This report covers the research conducted to determine how to integrate COOP/COG into the overall NIMS approach to emergency management, including a connection between the emergency operations center (EOC) and the COOP/COG activity. The first section is a presentation of the research and its findings and analysis. The second section provides training for the EOC staff of a state-level transportation agency, using a hybrid model of FEMA’s ICS and ESF approaches, including a complete set of EOC position checklists, and other training support material. The third section provides training for the COOP/COG Branch staff of a state-level transportation agency, including a set of personnel position descriptions for the COOP/COG Branch members

IT Strategic Plan 2009: Imagining the Future of Education and Research

The mission of ITACS is to provide technology and communications support for the NPS core mission of teaching, research, and service to the Navy and Department of Defense, and to provide voice, video, and data infrastructure as mission-crucial enablers of innovation and experimentation within the educational enterprise

Government Information Quarterly. Volume 7, no. 2: National Aeronautics and Space Administration Scientific and Technical Information Programs. Special issue

NASA scientific and technical information (STI) programs are discussed. Topics include management of information in a research and development agency, the new space and Earth science information systems at NASA's archive, scientific and technical information management, and technology transfer of NASA aerospace technology to other industries

The Interface of Technology in Culinary Arts Education

Introduction: A culinary educator must make many decisions that affect the day-to-day activities in both the classroom and the lab. One of the more important decisions is how to select the most appropriate technology to implement for use in teaching and administrative activities. The research presented here is intended to help the educator identify specific needs, decide where the use of technology is desirable, and offer information designed to help the educator make an informed decision about using technology as a teaching tool. Purpose Statement: The purpose of this paper is to inform the culinary educator about the technology available for use in both the classroom and the lab setting. There is an ever-increasing pool of technology, making it more important than ever that the educator choose the appropriate lab/kitchen equipment and software programs for use in a specific culinary program. Making an informed decision ensures maximum usefulness of the technology in the setting

Iowa Public Television’s Planning Targets 2011-2014

Agency Performance Plan, Iowa Public Televisio

Ready for Tomorrow: Demand-Side Emerging Skills for the 21st Century

As part of the Ready for the Job demand-side skill assessment, the Heldrich Center explored emerging work skills that will affect New Jersey's workforce in the next three to five years. The Heldrich Center identified five specific areas likely to generate new skill demands: biotechnology, security, e-learning, e-commerce, and food/agribusiness. This report explores the study's findings and offers recommendations for improving education and training in New Jersey

Using ERP Systems in Education

Enterprise Resource Planning systems are the new solution to business systems. These systems provide comprehensive business functionality in an integrated fashion using a state-of-the-art IT architecture. This trend towards enterprise systems in large and mid-sized organizations has a significant impact on IS careers paths. Enterprise systems essentially change fundamental business work processes thus implying that the system that supports these processes, and the design and development of these systems, also changed. Yet, most IS curricula do not provide significant coverage of ERP concepts, nor do they graduate students who are knowledgeable about these systems and the impact that these systems have on industry. This paper identifies opportunities for incorporating the ERP body of knowledge into an IS program. The general spirit of the paper is that of experiential learning. That is, this paper focuses on curriculum that is enriched through the hands-on experience gained by students working on a real ERP system. The paper also discusses related topics such as costs and critical success factors

Human Resource and Employment Practices in Telecommunications Services, 1980-1998

[Excerpt] In the academic literature on manufacturing, much research and debate have focused on whether firms are adopting some form of “high-performance” or “high-involvement” work organization based on such practices as employee participation, teams, and increased discretion, skills, and training for frontline workers (Ichniowski et al., 1996; Kochan and Osterman, 1994; MacDuffie, 1995). Whereas many firms in the telecommunications industry flirted with these ideas in the 1980s, they did not prove to be a lasting source of inspiration for the redesign of work and employment practices. Rather, work restructuring in telecommunications services has been driven by the ability of firms to leverage network and information technologies to reduce labor costs and create customer segmentation strategies. “Good jobs” versus “bad jobs,” or higher versus lower wage jobs, do not vary according to whether firms adopt a high- involvement model. They vary along two other dimensions: (1) within firms and occupations, by the value-added of the customer segment that an employee group serves; and (2) across firms, by union and nonunion status. We believe that this customer segmentation strategy is becoming a more general model for employment practices in large-scale service | operations; telecommunications services firms may be somewhat more | advanced than other service firms in adopting this strategy because of certain unique industry characteristics. The scale economies of network technology are such that once a company builds the network infrastructure to a customer’s specifications, the cost of additional services is essentially zero. As a result, and notwithstanding technological uncertainty, all of the industry’s major players are attempting to take advantage of system economies inherent in the nature of the product market and technology to provide customized packages of multimedia products to identified market segments. They have organized into market-driven business units providing differentiated services to large businesses and institutions, small businesses, and residential customers. They have used information technologies and process reengineering to customize specific services to different segments according to customer needs and ability to pay. Variation in work and employment practices, or labor market segmentation, follows product market segmentation. As a result, much of the variation in employment practices in this industry is within firms and within occupations according to market segment rather than across firms. In addition, despite market deregulation beginning in 1984 and opportunities for new entrants, a tightly led oligopoly structure is replacing the regulated Bell System monopoly. Former Bell System companies, the giants of the regulated period, continue to dominate market share in the post-1984 period. Older players and new entrants alike are merging and consolidating in order to have access to multimedia markets. What is striking in this industry, therefore, is the relative lack of variation in management and employment practices across firms after more than a decade of experience with deregulation. We attribute this lack of variation to three major sources. (1) Technological advances and network economics provide incentives for mergers, organizational consolidation, and, as indicated above, similar business strategies. (2) The former Bell System companies have deep institutional ties, and they continue to benchmark against and imitate each other so that ideas about restructuring have diffused quickly among them. (3) Despite overall deunionization in the industry, they continue to have high unionization rates; de facto pattern bargaining within the Bell system has remained quite strong. Therefore, similar employment practices based on inherited collective bargaining agreements continue to exist across former Bell System firms

Graduate catalog 2002-2003

The SNHU graduate catalog features information for graduate certificate and continuing education programs, admission and program requirements, tuition and fee information, financial aid information, academic support services, and information about non-academic on-campus features such as athletics and residence life