Correspondence issued by the Government Accountability Office with an abstract that begins "The full spectrum training mile metric is similar in some ways to the tank mile metric and dissimilar in other ways. Both metrics measure training activity of nondeployed units associated with recommended training events based on the Army's approved training strategy. Specifically, they both calculate the average number of miles a unit is expected to drive its vehicles on an annual basis for training that occurs during the reset and train/ready stages of the Army’s Force Generation (ARFORGEN) cycle."

Correspondence issued by the Government Accountability Office with an abstract that begins "Stakeholders—health care industry groups and experts in antitrust law—had different perspectives on the adequacy of three key aspects of antitrust guidance for health care provider collaboration. First, stakeholders’ perspectives differed on the sufficiency of guidance on clinical integration, which involves integrating clinical activities across providers in a collaborative arrangement. Clinical integration is one way for a collaborative arrangement to satisfy the requirement that the arrangement demonstrate the potential to yield significant benefits, such as reduced costs or improved quality, in order to be able to jointly negotiate prices. Five of the six experts and one of the four industry groups said that agency guidance was sufficient, while one expert and two industry groups asserted that agency guidance on clinical integration was inadequate. Second, stakeholders’ perspectives differed as to whether the agencies should permit greater use of exclusive collaborative arrangements, which restrict the ability of providers within a collaborative arrangement to contract with other arrangements or health plans. The use of exclusive arrangements has the potential to improve or reduce competition, depending on the circumstances. Four of the experts said that the agencies’ guidance on exclusive arrangements was reasonable, …

Testimony issued by the Government Accountability Office with an abstract that begins "NNSA has successfully ensured that the nuclear weapons stockpile remains safe and reliable in the absence of underground nuclear testing, accomplishing this complicated task by using state-of-the-art facilities as well as the skills of top scientists. Nevertheless, NNSA does not have reliable enterprise-wide management information on program budgets and costs, which potentially increases risk to NNSA’s programs. For example, in June 2010, GAO reported that NNSA could not identify the total costs to operate and maintain essential weapons activities facilities and infrastructure. In addition, in February 2011, GAO reported that NNSA lacks complete data on, among other things, the condition and value of its existing infrastructure, cost estimates and completion dates for planned capital improvement projects, and critical human capital skills in its contractor workforce that are needed for its programs. As a result, NNSA does not have a sound basis for making decisions on how to most effectively manage its portfolio of projects and other programs and lacks information that could help justify future budget requests or target cost savings opportunities. NNSA recognizes that its ability to make informed decisions is hampered and is taking steps to …

Correspondence issued by the Government Accountability Office with an abstract that begins "Applying PHMSA’s new distribution integrity management requirements to low-stress transmission pipelines would result in less prescriptive safety requirements for these pipelines. Overall, requirements for distribution pipelines are less prescriptive than requirements for transmission pipelines in part because the former operate at lower pressure and pose lower risks in general than the latter. For example, the integrity management regulations for transmission pipelines allow three types of in-depth physical inspections. In contrast, distribution pipeline operators can customize their integrity management programs to the complexity of their systems, including using a broader range of methods for physical inspection. While PHMSA officials stated that “less prescriptive” does not necessarily mean less safe, they also stated that distribution integrity management requirements for distribution pipelines can be more difficult to enforce than integrity management requirements for transmission pipelines. Currently, PHMSA can grant special permits to modify requirements for individual pipelines, if merited, but applying the new distribution integrity management requirements to low-stress transmission pipelines would affect all such pipelines."

Testimony issued by the Government Accountability Office with an abstract that begins "Workforce board officials and their partners in the 14 initiatives cited a range of factors that facilitated building innovative collaborations. Almost all of the collaborations grew out of efforts to address urgent workforce needs of multiple employers in a specific sector, rather than focusing on individual employers. The partners in these initiatives made extra effort to engage employers so they could tailor services such as jobseeker assessment, screening, and training to address specific employer needs. In all the initiatives, partners remained engaged in these collaborations because they continued to produce a wide range of reported results, such as an increased supply of skilled labor, job placements, reduced employer recruitment and turnover costs, and averted layoffs. While these boards were successful in their efforts, they cited some challenges to collaboration that they needed to overcome. Some boards were challenged to develop comprehensive strategies to address diverse employer needs with WIA funds. For example, some boards’ staff said that while their initiatives sought to meet employer needs for higher-skilled workers through skill upgrades, WIA funds can be used to train current workers only in limited circumstances, and the boards used …

Correspondence issued by the Government Accountability Office with an abstract that begins "For fiscal years 2009 and 2010, the Fund’s recorded transactions consisted of 136 investment and operating transactions recorded and accounted for by the Library. The Fund’s recorded transactions were authorized in advance, supported by documentation, and accurately accounted for. However, while the Fund’s transactions were generally recorded promptly, we did identify five instances where transactions were not promptly recorded by the Library. We found that all recorded transactions were in compliance with the applicable laws that we deemed significant to the objectives of our audit."

Correspondence issued by the Government Accountability Office with an abstract that begins "During our audit of FHFA’s fiscal years 2011 and 2010 financial statements, we identified one internal control issue and a continuing issue related to information systems controls that could adversely affect FHFA’s ability to meet its internal control objectives. We do not consider these issues to represent material weaknesses or significant deficiencies in relation to FHFA’s financial statements. Nonetheless, we believe they warrant management’s attention and action."

Correspondence issued by the Government Accountability Office with an abstract that begins "Some compliance activities for the export of controlled items under State and Commerce licenses differ from compliance activities under country-based license exemptions, but enforcement activities are generally the same. Compliance activities provide information for exporters, licensing officials, and enforcement agencies to help assess the validity of export transactions, identify potential violations, or prevent violations before they occur. Of the seven compliance activities we identified, three differ for licensed exports compared with country-based license exemptions. These activities are (1) license application review, (2) vetting parties to transactions, and (3) compliance program reviews (recordkeeping). In contrast to these compliance activities, the other four compliance and three enforcement activities, such as inspection of exports, investigations, and punitive actions for violations, are generally the same for both licensed exports and country-based, license-exempt exports."

Advanced Research Projects Agency-Energy project sheet summarizing general information about the 15 projects that are a part of the Building Energy Efficiency Through Innovative Thermodevices (BEETIT) program including project goals, innovation needs, and potential impacts.

Advanced Research Projects Agency-Energy project sheet summarizing general information about the Building Energy Efficiency Through Innovative Thermodevices (BEETIT) program including critical needs, innovation and advantages, impacts, and contact information. This sheet discusses air conditioning that would be more efficient and not use polluting refrigerants as part of the "Non-Equilibrium Asymmetic Thermoelectrics (NEAT) Devices" project.

This report provides details on the then-current Safe Drinking Water Act (SDWA) Section 1417 requirements as well as amendments to the Reduction of Lead in Drinking Water Act.

Transcript of an interview with Lorenz Bading, a farmer.

The National Museum of the Pacific War presents an interview with Winfred C Chamberlain. Chamberlain joined the Navy in August of 1942. He completed Midshipmen’s School and was commissioned as an officer. Chamberlain served as skipper aboard USS LST-696. From September of 1944 through January of 1945, he participated in the New Guinea, Leyte and Luzon operations. He transported some Seabees to Subic Bay, where they were constructing a submarine base. Chamberlain returned to the US and received an honorable discharge in January of 1946.

The National Museum of the Pacific War presents an oral interview with Roger G. Anderson. When Anderson finished high school in 1943, he entered the Army Air Forces and trained initially at Miami Beach, Florida, then at Laredo, Texas, for gunnery school. Anderson describes the training involved at gunnery school and shares a few anecdotes. In July, 1944, Anderson and crew headed overseas. they were assigned to the 19th Bomb Squadron, 22nd Bomb Group, 5th Air Force. His squadron was nicknamed the Silver Fleet. To begin with, he was stationed in New Guinea and flew aome missions there. Eventually, his unit was assigned to Tacloban, bu teh area was too muddy for an airbase, so his unt was statioend at Angaur. From there, his unit evenually moved up to Clark Field on Luzon. In August, 1945, Anderson went home on leave after completing 48 missions. He anticipated being trained in B-29s, but the war ended while he was home on furlough and he got discharged in October, 1945. He used the G.I. Bill to go to college and eventually had a career as a teacher in Illinois.

The National Museum of the Pacific War presents an oral interview with John E. ""Jack"" Freemann. When Freemann finished high school in Pennsylvania in 1940, he enrolled in the New Mexico Military Institute in Roswell. From there, Freeman enrolled in Bucknell University. He was there when Japan attacked Pearl Harbor and joined the Navy in June, 1942 for pilot training. Freemann completed flight training and was commissioned in October, 1943. Then, he went to dive-bomber school in Jacksonville, Florida before reporting to Air Group 6 in Califonria. From there, he was shipped to Hawaii. At Ulithi, Freemann joined the USS Hancock (CV-19) i ntime to participate in the invasion of Okinawa. While attacking targets on the Japanese home islands, Freemann got shot down and ditched into the ocean next to a destroyer. When the war ended, Freemann and his group flew missions to get supplies to prisoner of war camps in Japan.

The National Museum of the Pacific War presents an oral interview with Manuel E. Quijas. Quijas grew up in the Rio Grande Valley and was drafted into the the Army in July, 1942. He describes training at Camp Wolters, Texas. At Fort Hood, Quijas was assigned to the 820th Tank Destroyer Battalion. Quijas trained as a driver for a half-track. Upon completion of training, Quijas and his unit were shipped to England where they immediately left for France in October, 1944. Eventually, his unit moved into Belgium and fought in the Battle of the Bulge. Quijas describes retreating and disabling his half-track and its weapons. QUijas speaks of retraining in medium tanks and taking them across the Rhine River into Germany. When the war ended in Europe, Quijas shipped back to the US and was discharged in November, 1945. Quijas used the GI Bill to finish high school.

Application materials submitted to the Texas Historical Commission requesting a historic marker for the Isaiah P. Walker House, in La Porte, Texas. The materials include the inscription text of the marker, original application, narrative, floor plans, and photographs.

Application materials submitted to the Texas Historical Commission requesting a historic marker for the Westgate Tower, in Austin, Texas. The materials include the inscription text of the marker, original application, narrative, floor plans, and photographs.

UNT Texas Fashion Collection annual report created by TFC director Myra Walker outlining staffing updates, outreach activities, and happenings during the 2011 calendar year.

The National Museum of the Pacific War presents an oral interview with Manuel E. Quijas. He discusses his childhood growing up during the Great Depression and how he was drafted into the US Army. He describes his experiences during bootcamp and fighting in Europe and in the Battle of the Bulge during World War Two.