2010 CGIAR Financing Plan: TMT Recommendations to the ExCo 17

This is a draft paper of the TMT recommendations based on information provided by the Centers for the purpose of consultation with the Alliance and the donors. The draft was circulated to the Centers and received excellent comments. It will be discussed further at the dialogue of the Alliance and the donors on Nov 2, 2009 in Rome, and revised after the ExCo 17 meeting. This document was discussed at ExCo17

Enterprise Behavior and Privatization of the Large Enterprises in the Russian Federation

The Economic Transition and Integration (ETI) Project at IIASA has built on the institute's tradition of promoting collaborative research between East and West. The ETI Project's proven ability in dealing with issues pertaining to the transformation from central planning to market economics has been valuable for policy-makers and scientists alike. As a result, the government of the Russian Federation turned in 1992 to the ETI Project to organize a series of seminars and provide reports on topics of concern to the government. The Ford Foundation and the Pew Charitable Trusts have generously provided financial support for the seminar series. This report summarizes the contributions of participants at two related seminars held at the request of the Russian government at IIASA in the summer of 1993: Enterprise Behavior under Conditions of Economic Reform and Privatization of Large State Enterprises, both in the Russian Federation. Enterprise behavior, particularly of the large state enterprises that continue to dominate the Russian industrial and service sectors, is a crucial factor determining the success of economic reform. Somewhat surprisingly, the changing economic conditions have as yet to be accompanied by similarly sweeping alterations in firm behavior. The first of the two summer seminars focussed on why and how managerial attitudes and objectives, enterprise relationships, financial issues and taxation, foreign trade, and social welfare were significant in explaining present trends in enterprise behavior. Seminar participants searched out alternatives that would make these factors more conducive to promoting economic recovery and growth, and also compared the behavior of Russian enterprises with experiences in Poland and the Czech Republic. Privatization of large state enterprises is an integral part of the Russian economic transition. Vice Premier Anatoly Chubais opened the second workshop by reviewing the economic and political history of Russian privatization efforts, summarizing recent developments, and outlining future plans. Potential and actual privatization influence managers' and firms' behavior before and after the process is undertaken. Further discussions were devoted to the legal and institutional environment, the restructuring and privatization interface, and a review of privatization techniques and experiences from Central and Eastern Europe. Once again, the seminar revealed an intense willingness of experts from Russia, Central and Eastern Europe, and the West to share their valuable experiences in an effort to find approaches to more optimally encourage the successful transition to a market economy

Equitable Energy Transition Planning in Holyoke Massachusetts: A Technical Analysis for Strategic Gas Decommissioning and Grid Resiliency

This report provides a framework for targeting geographic areas for electrification and strategically managing leak-prone gas pipe infrastructure. Section I evaluates alternatives for gas pipeline replacement, as aging gas infrastructure is a widespread issue and requires modernization to minimize methane leaks which have significant health, safety, and climate implications. We consider scenarios including business as usual, accelerated strategic electrification, and options including propane tanks. This analysis finds that avoided pipeline replacement can reduce methane leaks from the distribution system; reducing greenhouse gas emissions; and lead to overall costs savings for consumers. Section II of this report demonstrates how different data sets can be integrated to better inform site selection of infrastructure projects. It demonstrates a framework for identifying targeted geographic areas to prioritize and opportunities for coordinated efforts. The report shows how identifying sites where the rehabilitation of aging sewer or water assets can be coordinated with undergrounding electric distribution lines and gas pipeline decommissioning can save on trenching and utility relocation costs. Such costs often make up a significant portion of any capital planning project. Prioritizing specific street segments for decommissioning allows for cities to plan more efficiently, increasing reliability and resiliency

Kenda Scheele Retirement Party Poster

Poster promoting the Tuesday, December 12, 2023, retirement party for Assistant Vice President and Senior Associate Dean of Student Life, Dr. Kenda Scheele

Book of Memory

Records of University of Maine alumni who\u27ve died in conflicts, dating back to the Spanish American War

REPORT OF THE WORKING GROUPS - NSF 2026: Priorities and Research Needs for an Equitable Energy Transition

The working groups used the opinions and suggestions from the workshop partici- pants. A full list of workshop participants is available at the end of this document

Inspiring Excellence in Doctoral Nursing Education Through Partnership: Incorporating an Innovative Change Model to Improve DNP Project Outcomes

Background/Introduction Franklin University, a leader in educating working adults, formed an academic practice partnership with OhioHealth. Integrating the OhioHealth Change Management Model (CM) into the Doctor of Nursing Practice (DNP) program marks a deviation from a theory-based project to a more theory-to-practice model for managing organizational change. The CM provides leadership-driven DNP students with access to an innovative, real-world approach to prepare to transform organizations, systems, and healthcare through evidence-based interventions. Purpose The CM is a novel, goals-focused, data-driven approach used to manage people while implementing evidence-based practice, policy, or business change in an organization. The model includes Identifying executive leaders and stakeholders and building a change plan. This presentation discusses how using this model during an organizational change will contribute to the successful implementation of DNP evidence-based practice projects. Methods or Processes/Procedures A five-goal, three-phase approach to managing organizational change, the innovative OhioHealth CM focuses on the emotional and psychological impacts of the process, tools, and techniques necessary to address managing people during change. The focus is on creating change by communicating the purpose and value. Results The CM follows an organized, structured approach that increases adoption and benefits to the organization. The model inspires and stimulates interprofessional collaboration and follows the course of change in an organization using surveys and tools to course correct as needed. Conclusions/Implications for Practice CM will help drive adoption and sustainability for projects. The model enables students to recognize, categorize and drive change efforts that will enable them to achieve their project targets and position them for success in the ever-changing world of healthcare. The CM supports the plan, do, study, and act framework for quality improvement. Summary recommendations. Integration of the OhioHealth CM components as part of the DNP project will maximize the likelihood of the organization adopting the change