Solar Terrestrial programs: A five year plan

Major projects to be initiated in the 1980-1985 period, designed to study the Sun, the heliosphere, Earth's magnetosphere, and the upper atmosphere involve the use of spacelab as well as free flying spacecraft. Current and recent investigations in these areas are reviewed and the guiding principles followed in planning future missions are examined. The implementation strategy, the planning process, and supporting research and technology are discussed

Educational affairs plan: A five-year strategy

A five-year plan is presented to guide the use of NASA resources in administering a focused and consistent set of aeronautics and space science education programs. Major initiatives outlined in this plan fall into two categories: programmatic priorities and institutional priorities. Programmatic priorities for this plan include elementary education, teacher education, underrepresented minority participation, educational technology and the Aerospace Education Services Project (AESP). Institutional priorities highlighted in this plan include university programs, educational publications and their distribution, educational partnerships with public and private organizations, educational research and evaluation, and activities of the educational affairs administration. The plan's aim is to directly and indirectly help to ensure an adequate pool of talented scientists, engineers and technical personnel to keep NASA at the forefront of advancements for the 21st century

Indonesian five year plan

Cover titleAt head of title: Higgins, Benjamin, Economic Development, Indonesia Project, c/57-22"July 1957."Includes bibliographical reference

The second five year plan

After a short survey of Repelita I, Indonesia’s First Five Year Plan, the author reviews Repelita II, Although this Second Plan’s broad strategy remains much the same as of Repelita I, its emphasis is on problems recognised but not yet overcome, e.g. those of income policy, job creation, regional development, education, etc

The Soviet military-economic effort during the second five-year plan (1933-1937)

In our paper we aim to show the changing economic significance of defence outlays in the period of the second five-year plan (1933-7).1 This period emerges as a time of transition. Rapid rearmament had been begun during the first five-year plan (1928-32), but from a very low base. In terms of the rising volume of activity, the following period was less hectic. However, it was a period of exceptionally rapid change in military technology and the technological level of defence industry products. It was followed by a third period (the third five-year plan of 1938-42, interrupted by war) in which the pace of rearmament was again exceptionally rapid and from a much higher initial base than before. Moreover the renewed acceleration of defence mobilisation began in 1936, when the second five-year plan was still under way. Central to our conventional picture of the Soviet economy in the second fiveyear plan are what Naum Jasny called the ‘three good years’ of 1934-6. These were years of good harvests, rapidly rising production, de-rationing of consumer markets, and rising wages and farm incomes. For the defence sector, in contrast, these emerge as years of struggle and tribulation

Strategy of Growth for Substantial Reduction of Poverty and Reversal of Trend towards Increasing Regional Divide

While Development as Freedom is considered to be one of the objectives of our national economic endeavors, and poverty reduction and fairly balanced regional development are high on the economic agenda, it is well known that our planning and economic policies have failed to produce inclusive growth to enable substantial parts of country to get the benefits of developments. The Approach Paper to 11th Five Year Plan declares its objective to be faster and more inclusive growth, but the Planning Commission or the Central Government do not put forward any significant change in the plan principles or strategies. In this paper we are suggesting a set of new innovative policies as additions to the policies already being implemented.poverty, Regional Divide, 11th Five Year Plan, innovative policies

Circular 60

The University o f Alaska-Fairbanks reindeer program has existed under its current organizational framework since 1981. Program guidance across the three functions o f research, extension, and instruction continues to meet with support both internal and external to the university. The program ’s user group, the Alaska Reindeer Herders Association, is an ideal Land Grant/Sea Grant recipient for such guidance. Several major issues outlined by the Reindeer Herders Association’s first five-year plan have been addressed during the past few years. In most cases the university’s input has helped to resolve the association’s concerns. Currently a new five-year plan is being developed, and the university’s reindeer program is responding by redirecting its efforts toward emerging issues. This report identifies recent accomplishments in the reindeer program , continuing efforts, and projected areas of future effort

Strategic planning the key to financial sustainability: a value for money planning guide

"This practical guide aims to support schools in creating a five-year strategic plan and recommends good practice through innovative strategies underpinned by sound resource planning - thus ensuring long-term financial sustainability and value for money." - Page 2