Implementation Plan

The Management Implementation Plan puts forward a range of measures crucial to strengthening surveillance, carefully drawing on the IEO’s report and on the Triennial Surveillance Review (TSR). Yet stronger surveillance cannot be cast simply in terms of technical processes, such as those for better data, risk assessments, macro-financial integration, or messaging. Deeper and more difficult questions of institutional culture, of how we conduct our daily work, are also at play, and these too need to be answered. I will focus on two aspects of the task at hand: (1) breaking down silos; and (2) promoting diverse views/candor. I would like to share with you today some initiatives that the management team has sought to implement over the past nine months, to go over the initial results, and to propose a way forward with what remains to be done

Ocean research offers countless benefits, from improving fisheries management to discovering new drugs to enabling early detection of tsunamis and hurricanes. At the request of the Joint Subcommittee on Ocean Science and Technology (JSOST), the National Research Council convened a committee to review the draft and final versions of the Ocean Research Priorities Plan and Implementation Strategy described in Charting the Course for Ocean Science in the United States: Research Priorities for the Next Decade, which represents the first coordinated national ocean research planning effort involving all federal agencies that support ocean science. The plan presents an ambitious vision for ocean research that will be of great benefit to the ocean sciences community and the nation. This book contains both sets of findings (i.e., the committee's review of the JSOST's draft plan [A Review of the Draft Ocean Research Priorities Plan: Charting the Course for Ocean Science in the United States] and the review of the final plan). This book recommends that JSOST employ a variety of outreach mechanisms to continue to engage nonfederal partners in ocean research planning efforts, such as establishing external committees to provide scientific and technical advice and to review progress on implementation of the research plan.

Foreword------------------------------------- SGML is misunderstood and underestimated. I have always wanted to write this book. I am pleased that two people with whom I have had the pleasure to work were finally able to do so. Since I have always been a bit of an evangelist, I feel pride when my "students" become recognized "teachers". In the early years of SGML we struggled to define a language that would bring the information to its rightful place. We succeeded. Then we had to explain these idea to technical adoptors. Again, I think we have succeeded. We have learned much about SGML in the process of implementing it. These experiences must now also be shared, along with comprehensible information on the lan guage itself. The word must move out of the lab and the computer center and reach the business people, the users, the movers and shakers. The next generation will do things with SGML that we can't even imagine yet- it is that versatile.

Italy's National Action Plan for Policy Coherence for Sustainable Development (PCSD) brings together the institutional mechanisms, evaluation frameworks and coherence tools needed to integrate sustainable development into government policy making. This Action Plan shows how to streamline existing mechanisms to improve policy coherence across levels of government and to involve civil society more closely in policy formulation.