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From page 34... ... 34 INSTITUTE OBJECTIVES AND PLANNING: PRELIMINARY CONCLUSIONS The observations and conclusions i n t h i s s e c t i o n do not exhaust the many issues t h a t could be r a i s e d , but they do represent e a r l y judgments we t h i n k can and should be made. These p r e l i m i n a r y conclusions concern p o l i t i c a l pressures, the lack of basic research, the r o l e of the I n s t i t u t e ' s service f u n c t i o n , the r e l a t i o n s h i p between planning and funding, a sense of f r u s t r a t i o n , and the pressures of a new agency. Read the entire page →
From page 35... ... 35 the development of strong leadership f o r the research r o l e . Read the entire page →
From page 36... ... 36 then tested and t r a n s m i t t e d , i t o f t e n seems tha t the expectations f o r t r a n s mission and t e s t i n g have generated the ideas. For example, the i n t e r e s t i n environmental design as a basis f o r funding a c t i o n programs by SFAs has le d t o f u r t h e r R&D funding t h a t w i l l i n t u r n feed i n t o p r e s c r i p t i v e packages or some other technology-transfer mechanism. Read the entire page →
From page 37... ... 37 A sense of f r u s t r a t i o n pervades the I n s t i t u t e s t a f f , both past and c u r r e n t , probably caused by the many c o n s t r a i n t s under which they have operated. P o l i t i c a l pressures are f r e q u e n t l y mentioned m i n t e r v i e w s . Read the entire page →

From page 34...

... 34 INSTITUTE OBJECTIVES AND PLANNING: PRELIMINARY CONCLUSIONS The observations and conclusions i n t h i s s e c t i o n do not exhaust the many issues t h a t could be r a i s e d , but they do represent e a r l y judgments we t h i n k can and should be made. These p r e l i m i n a r y conclusions concern p o l i t i c a l pressures, the lack of basic research, the r o l e of the I n s t i t u t e ' s service f u n c t i o n , the r e l a t i o n s h i p between planning and funding, a sense of f r u s t r a t i o n , and the pressures of a new agency.

Read the entire page →

From page 35...

... 35 the development of strong leadership f o r the research r o l e .

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From page 36...

... 36 then tested and t r a n s m i t t e d , i t o f t e n seems tha t the expectations f o r t r a n s mission and t e s t i n g have generated the ideas. For example, the i n t e r e s t i n environmental design as a basis f o r funding a c t i o n programs by SFAs has le d t o f u r t h e r R&D funding t h a t w i l l i n t u r n feed i n t o p r e s c r i p t i v e packages or some other technology-transfer mechanism.

Read the entire page →

From page 37...

... 37 A sense of f r u s t r a t i o n pervades the I n s t i t u t e s t a f f , both past and c u r r e n t , probably caused by the many c o n s t r a i n t s under which they have operated. P o l i t i c a l pressures are f r e q u e n t l y mentioned m i n t e r v i e w s .

Read the entire page →

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