Results of performance testing the Russian RPV temperature measurement probe used for annealing

This paper provides information on three (3) topics related to temperature measurements in an annealing procedure: (1) results of a series of experiments performed by CNIITMASH of the Russian consortium MOHT on their reactor pressure vessel (RPV) temperature measurement probe, (2) a discussion regarding uncertainties and errors in RPV temperature measurements, and (3) predictions from a thermal model of a spherical RPV temperature measurement probe. MOHT teamed with MPR Associates and was to perform the Annealing Demonstration Project (ADP) on behalf of the US Department of Energy, ESEERCo, EPRI, CRIEPI, Framatome, and Consumers Power Co. at the Midland plant. Experimental results show that the CNIITMASH probe errors are a maximum of about 27 C (49 F) during a 15 C/hr (27 F/hr) heat-up but only about 3 C (5.4 F) (0.6%) during the hold portion at 470 C (878 F). These errors are much smaller than those obtained from a similar series of experiments performed by Sandia National Laboratories (Sandia). The discussion about uncertainties and errors shows that results presented as a temperature difference provides a measure of the probe error. Qualitative agreement is shown between the model predictions, the experimental results of the CNIITMASH probe and the experimental results of a series of similar experiments performed by Sandia

Urban-Focused Comprehensive Economic Development Strategy (CEDS)

This Comprehensive Economic Development Strategy (CEDS) is the outgrowth of a long running effort by the John S. Watson Institute for Public Policy at Thomas Edison State College (Watson Institute) to support economic and community development in New Jersey with a particular focus on urban areas in need of revitalization. The Watson Institute was previously awarded a United States Economic Development Administration (USEDA) grant to complete an economic analysis of the North Central New Jersey Region. The USEDA approved that analysis and awarded additional funds to continue our work, culminating in this CEDS plan. Several years ago, the Watson Institute recognized that there was an opportunity and need to engage in regional economic development planning and cooperation amongst members of the New Jersey Urban Mayors Association. Rapidly advancing technology and economies necessitate partnerships amongst local governments, non-profits, private firms, and universities to address broad economic development problems and reach long-term goals. Although many of the municipalities participating in the CEDS effort are not contiguous, they nonetheless share histories that have led to their current problems. Allowing geographic boundaries to limit the extent of opportunity is no longer a viable option for regions that want to see broad based and sustainable economic growth. The purpose of a CEDS is to bring together the public, non- profit, and private sectors to establish a comprehensive framework for economic growth and revitalization in a region. In this case, the “Region” is defined as 19 specific municipalities within a seven-county area of the state, including: Asbury Park, Bayonne, Bloomfield, East Orange, Elizabeth, Hoboken, Irvington, Jersey City, Lakewood, Neptune, New Brunswick, Newark, Orange, Passaic, Paterson, Perth Amboy, Plainfield, Roselle and Woodbridge. The geographic composition of this CEDS is unique in that the Region is not strictly speaking contiguous. What binds our Region together are the threads of common issues, opportunities, constraints, and the hope that, collectively, the communities can create solutions that would otherwise not be obtained individually. One of the most significant binding events of this region’s recent history is Superstorm Sandy. Minimizing disruption from natural disaster events is critical to any economic development goals and objectives of a community. There are a wide variety of reports and recommendations available to municipalities in helping them develop resiliency plans that are customized to meet the needs of their community. Discussions regarding resilient infrastructure have been an ongoing theme during this urban focused CEDS, and is reflected in several projects and initiatives focused on resiliency as well as it being a theme in projects that are not necessarily resiliency focused, but incorporate resiliency elements to reduce the stress put on other systems. Two of the more forward thinking projects included as part of resiliency strategies in this CEDS are the City of Hoboken’s flood wall and the Township of Woodbridge’s plan for a township wide microgrid. Although discussion about resiliency in general tends to focus on natural disaster, this CEDS discussion on resiliency also encompassed a wide variety of activities and topics. When at all possible, resilience focused projects should incorporate other resiliency related elements The steering committee met many times over the course of several years, for both the economic base analysis and for this CEDS plan. Steering committee members included representatives and officials from each community; non-profit organizations such as universities, community colleges, libraries and community-based organizations; and representatives of the private sector ranging from Fortune 100 corporations to small businesses. The steering committee’s work culminated in the Action Plan. The Action Plan serves as the roadmap that the Watson Institute, together with the New Jersey Urban Mayors Association and the CEDS steering committee itself, will use to implement sustainable economic development in the Region’s constituent municipalities. The challenges faced by the steering committee in formulating the CEDS plan were commensurate with those faced by each of the communities. The goals and objectives include: Enhancing, preserving and making resilient critical infrastructure assets; Promoting small business development; Addressing persistent and complex workforce issues; Marketing effectively to attract new businesses, residents and tourists; Promulgating best practices in economic development across all 19 communities; Providing adequate implementation assistance to execute the CEDS plan. The steering committee engaged in many planning exercises, including stakeholder and issues mapping, brainstorming, resource assessments, inventorying existing networks and programs, etc. The consulting team brought data, national economic development experience and certain stakeholder engagement techniques to elicit creative, non-linear thinking. The Watson Institute provided a Senior Fellow to meet and communicate with each community individually on multiple occasions to understand specific needs and encourage participation in the process. Following all these efforts, the steering committee agreed that, to be included in the CEDS plan, each action has to meet the following criteria: It must address one of the critical goals/objectives identified above, It must be realistic, clear and actionable, It must either require few local resources to implement or have a funding source identified, It must have a real and sustainable impact, and, It should be relatively short term to show progress and generate enthusiasm, It should be something that, if successful, can be quickly replicated across all 19 communities, It should have performance metrics that can be tracked and reported on. These criteria weighed considerably on the process and the steering committee’s deliberations. Unlike a “traditional” CEDS vested at the County or State level, with existing power structures and funding sources, this CEDS relies on the power of persuasion; the more effective utilization of existing resources; and the ability to realign stakeholders in a truly novel way

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Social alliance is defined as the collaboration between for-profit and nonprofit organizations. Building on the insights derived from the resource-based theory, we develop a conceptual framework to explain how socially entrepreneurial nonprofit organizations (SENPOs) can improve their social alliance performance by adopting strategic alliance management routines. We test our framework using the data collected from 203 UK-based SENPOs in the context of cause-related marketing campaign-derived social alliances. Our results confirm a positive relationship between social alliance management routines and social alliance performance. We also find that relational mechanisms, such as mutual trust, relational embeddedness, and relational commitment, mediate the relationship between social alliance management routines and social alliance performance. Moreover, our findings suggest that different types of social alliance motivation can influence the impact of social alliance management routines on different types of the relational mechanisms. In general, we demonstrate that SENPOs can benefit from adopting social alliance management routines and, in addition, highlight how and when the social alliance management routines–social alliance performance relationship might be shaped. Our study offers important academic and managerial implications, and points out future research directions

Harnessing Wicked Problems in Multi-stakeholder Partnerships

Despite the burgeoning literature on the governance and impact of cross-sector partnerships in the past two decades, the debate on how and when these collaborative arrangements address globally relevant problems and contribute to systemic change remains open. Building upon the notion of wicked problems and the literature on governing such wicked problems, this paper defines harnessing problems in multi-stakeholder partnerships (MSPs) as the approach of taking into account the nature of the problem and of organizing governance processes accordingly. The paper develops an innovative analytical framework that conceptualizes MSPs in terms of three governance processes (deliberation, decision-making and enforce-ment) harnessing three key dimensions of wicked problems (knowledge uncertainty, value conflict and dynamic complexity). The Roundtable on Sustainable Palm Oil provides an illustrative case study on how this analytical framework describes and explains organizational change in partnerships from a problem-based perspective. The framework can be used to better understand and predict the complex relationships between MSP governance processes, systemic change and societal problems, but also as a guiding tool in (re-)organizing governance processes to continuously re-assess the problems over time and address them accordingly

Maintenance of cross-sector partnerships: the role of frames in sustained collaboration

We examine the framing mechanisms used to maintain a cross-sector partnership (XSP) that was created to address a complex long-term social issue. We study the first eight years of existence of an XSP that aims to create a market for recycled phosphorus, a nutrient that is critical to crop growth but whose natural reserves have dwindled significantly. Drawing on 27 interviews and over 3,000 internal documents, we study the evolution of different frames used by diverse actors in an XSP. We demonstrate the role of framing in helping actors to avoid some of the common pitfalls for an XSP, such as debilitating conflict, and in creating sufficient common ground to sustain collaboration. As opposed to a commonly held assumption in the XSP literature, we find that collaboration in a partnership does not have to result in a unanimous agreement around a single or convergent frame regarding a contentious issue. Rather, successful collaboration between diverse partners can also be achieved by maintaining a productive tension between different frames through ‘optimal’ frame plurality – not excessive frame variety that may prevent agreements from emerging, but the retention of a select few frames and the deletion of others towards achieving a narrowing frame bandwidth. One managerial implication is that resources need not be focussed on reaching a unanimous agreement among all partners on a single mega-frame vis-à-vis a contentious issue, but can instead be used to kindle a sense of unity in diversity that allows sufficient common ground to emerge, despite the variety of actors and their positions

Partnership and Capacity Building of Local Governance

Partnership is about sharing of power, responsibility and achievements. According to the World Bank Public Private Partnership (PPP) promoting group, ―partnership refer to informal and shortterm engagements of non-governmental organizations, the private sector and/or government agencies that join forces for a shared objective; to more formal, but still short-term private sector engagements for the provision of specific services, for example, annual outsourcing arrangements for janitorial services for a school or operations of the school cafeteria; to more complex contractual arrangements, such as build, operate, transfer regimes, where the private sector takes on considerable risk and remains engaged long term; or to full privatizations‖ (World Bank Group 2014, 29).© Springer Nature Switzerland AG 2020. This is a post-peer-review, pre-copyedit version of an article published in Partnerships for the Goals. Encyclopedia of the UN Sustainable Development Goals. The final authenticated version is available online at: http://dx.doi.org/10.1007/978-3-319-71067-9_21-1.fi=vertaisarvioitu|en=peerReviewed