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Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors. The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management.

The leading challenges in public health-ranging from rising obesity rates to the fast-growing population of older adults-are complex and cannot be solved effectively by any one silver bullet or any one sector in isolation. Instead, their solutions require collaborative actions of many sectors, including industry, government, academia, and nongovernmental organizations. To better understand how to build multisectoral food and nutrition partnerships that achieve meaningful public health results, the IOM's Food Forum held a workshop on November 1-2, 2011, in Washington, D.C. The workshop brought together stakeholders from various sectors to discuss the benefits and risks of pursuing cross-sector partnerships, foster communication between sectors, and explore opportunities of mutual interest in food and nutrition that are most conducive for partnerships. Participants also discussed the perspectives of the various sectors, key features of successful partnerships, and what needs to be done to facilitate partnership development. This report, Building Public-Private Partnerships in Food and Nutrition: Workshop Summary, summarizes the workshop.

Emerging economies, social and political transitions, and new ways of doing business are changing the world dramatically. To be the leader in this competitive climate, a defense manufacturing enterprise will require up-to-date capabilities, which include improvements in materials processing, among other things. Also, national and international efforts to mitigate environmentally harmful effects of industrial processes and to improve decision making for handling and disposing of industrial contaminants adds additional requirements for any future efforts. The objective of retaining high-value materials-related manufacturing as a key national competitive capability implies a number of factors. The value of specific manufacturing capabilities could be defined not only in terms of criticality to defense systems but also in relation to technology and knowledge content, importance as a supplier to other industries, and importance to U.S. exports. Requested by Department of Defense (DoD) communities, the National Academies of Sciences, Engineering, and Medicine held a workshop in March 2015 to further explore materials and manufacturing processes. The participants explored changes in the global R&D landscape, technology awareness mechanisms-both DoD's mechanisms and other models-and collaboration models and issues in R&D. This publication summarizes the presentations and discussions from the workshop.

Front Matter -- Contents -- I. INTRODUCTION -- II. PROCEEDINGS -- Welcome -- Introduction -- Panel I: Partnering to Meet the New Security Challenge -- Panel II: Best Practice Examples of Public-Private Partnerships -- Panel III: Partnerships Against Bioterrorism -- Panel IV: Partnering for National Security -- Panel V: Roundtable on Partnering for National Missions: Defense, Health and Energy -- Closing Remarks -- III. APPENDIXES -- A. Biographies of Speakers -- B. Participants List -- C. Bibliography.

Terrorism and the measures needed to prevent terrorist attacks pose a central policy challenge for the U.S. To meet this unprecedented challenge, the U.S. has great technological assets. What is needed are mechanisms to help the government draw on these strengths in a timely and effective fashion. To do so, the government needs to reach out to university researchers, national laboratories, small, high-tech businesses and leading corporations. One of the most effective ways to do this is through public-private partnerships. To link the lessons of the National Academies study on \"Government-Industry Partnerships\" to this critical national interest, the Academy organized a conference to bring the lessons of its analysis to bear on the war on terror. By encouraging policy attention to examples of effective public-private partnerships (in particular, the need for clear goals and regular assessments), this report contributes to a better understanding of the potential partnerships to bring new security-enhancing technologies and equipment to the market in a cost-effective and timely manner.

Disasters tend to cross political, jurisdictional, functional, and geographic boundaries. As a result, disasters often require responses from multiple levels of government and multiple organizations in the public and private sectors. This means that public and private organizations that normally operate independently must work together to mount an effective disaster response. To identify and understand approaches to aligning health care system incentives with the American public's need for a health care system that is prepared to manage acutely ill and injured patients during a disaster, public health emergency, or other mass casualty event, the National Academies of Sciences, Engineering, and Medicine hosted a 2-day public workshop on March 20 and 21, 2018. This publication summarizes the presentations and discussions from the workshop.

A critical component of the nation's economic vitality is ensuring that all Americans can contribute and prosper. Such contributions presuppose an intentional focus on achieving the highest levels of health possible, which requires that conditions in communities, schools workplaces, and other settings promote health and address the social determinants of health for all community members. Many organizations, in both the private and public sectors, have been establishing partnerships to further healthy workplaces and health equity in general. Many are taking the lead in producing economic growth that is inclusive and responsive to the nation's diverse needs and populations. Increasingly, private-public partnerships are emerging as ways of doing business. Additionally, a variety of new developments in health, health care, and community benefits obligations that are part of the Affordable Care Act have contributed to this interest in economic growth and health and in the creation of new partnerships. To examine past successes and future opportunities, the National Academies of Sciences, Engineering, and Medicine held a workshop in November 2015. The workshop focused on the potential of the private sector to produce a triple bottom line: economic opportunity (including workforce development) and growth, healthy work and community environments, and improved employee health. At the same time, participants looked beyond the private sector to public-private partnerships and to public-sector actions that combine opportunities for economic growth and good health for all. This publication summarizes the presentations and discussions from the workshop.

Investigates the complex and dynamic relationship between poverty and insecurity, exploring possible agents for change. Brings the latest lessons and intellectual framework to bear in an examination of African leadership, the private sector, and American foreign aid as vehicles for improving economic conditions and security.

\"The leading challenges in public health--ranging from rising obesity rates to the fast-growing population of older adults--are complex and cannot be solved effectively by any one silver bullet or any one sector in isolation. Instead, their solutions require collaborative actions of many sectors, including industry, government, academia, and nongovernmental organizations. To better understand how to build multisectoral food and nutrition partnerships that achieve meaningful public health results, the IOM's Food Forum held a workshop on November 1-2, 2011, in Washington, D.C. The workshop brought together stakeholders from various sectors to discuss the benefits and risks of pursuing cross-sector partnerships, foster communication between sectors, and explore opportunities of mutual interest in food and nutrition that are most conducive for partnerships. Participants also discussed the perspectives of the various sectors, key features of successful partnerships, and what needs to be done to facilitate partnership development. This report summarizes the workshop\"--Publisher's website.

The Small Business Innovation Research (SBIR) program is one of the largest examples of U.S. public-private partnerships. Founded in 1982, SBIR was designed to encourage small business to develop new processes and products and to provide quality research in support of the many missions of the U.S. government, including health, energy, the environment, and national defense. In response to a request from the U.S. Congress, the National Research Council assessed SBIR as administered by the five federal agencies that together make up 96 percent of program expenditures. This book, one of six in the series, reports on the SBIR program at the National Aeronautics and Space Administration, and finds that the program is making significant progress in achieving the Congressional goals for the program. Keeping in mind NASA's unique mission and the recent significant changes to the program, the committee found the SBIR program to be sound in concept and effective in practice at NASA.. The book recommends programmatic changes that should make the SBIR program even more effective in achieving its legislative goals.