http://xml.gov/stratml/drybridge/ChangeGov.xml President-Elect Obama's Change Agenda change.gov http://xml.gov/stratml/drybridge/Rg.xml Recovery.gov Rg     http://xml.gov/stratml/drybridge/TFMCWF.xml Task Force on Middle Class Working Families TFMCWF The Task Force will operate in a transparent fashion, in an open, two-way dialogue directly with the American people. Any materials from meetings or reports produced will be made available to the public at www.AStrongMiddleClass.gov. http://xml.gov/stratml/drybridge/DTOG.xml President Obama's Directive on Transparency and Open Government DTOG Government should be transparent. Transparency promotes accountability and provides information for citizens about what their Government is doing. Information maintained by the Federal Government is a national asset. My Administration will take appropriate action, consistent with law and policy, to disclose information rapidly in forms that the public can readily find and use. Executive departments and agencies should harness new technologies to put information about their operations and decisions online and readily available to the public. Executive departments and agencies should also solicit public feedback to identify information of greatest use to the public. Government should be participatory. Public engagement enhances the Government's effectiveness and improves the quality of its decisions. Knowledge is widely dispersed in society, and public officials benefit from having access to that dispersed knowledge. Executive departments and agencies should offer Americans increased opportunities to participate in policymaking and to provide their Government with the benefits of their collective expertise and information. Executive departments and agencies should also solicit public input on how we can increase and improve opportunities for public participation in Government. Government should be collaborative. Collaboration actively engages Americans in the work of their Government. Executive departments and agencies should use innovative tools, methods, and systems to cooperate among themselves, across all levels of Government, and with nonprofit organizations, businesses, and individuals in the private sector. Executive departments and agencies should solicit public feedback to assess and improve their level of collaboration and to identify new opportunities for cooperation. http://xml.gov/stratml/drybridge/PMA.xml President of the United States POTUS Citizen-centered, not bureaucracy-centered Results-oriented Market-based, actively promoting rather than stifling innovation through competition http://xml.gov/stratml/drybridge/BFELOB.xml Budget Formulation and Execution Line of Business BFE LOB http://xml.gov/stratml/drybridge/CMLOB.xml Case Management Line of Business CM LOB http://xml.gov/stratml/drybridge/FHALOB.xml Federal Health Architecture Line of Business FHA LOB http://xml.gov/stratml/drybridge/FMLOB.xml Financial Management Line of Business FM LOB http://xml.gov/stratml/drybridge/GLOB.xml Geospatial Line of Business GLOB http://xml.gov/stratml/drybridge/NSDI.xml NSDI Future Directions Initiative NSDI http://xml.gov/stratml/drybridge/NSDI97.xml National Spatial Data Infrastructure NSDI97 http://xml.gov/stratml/drybridge/GMLOB.xml Grants Management Line of Business GM LOB http://xml.gov/stratml/drybridge/HRLOB.xml Human Resources Management Line of Business HR LOB http://xml.gov/stratml/drybridge/IOILOB.xml Information Technology Infrastructure Optimization Initiative Line of Business IOI LOB http://xml.gov/stratml/drybridge/ISSLOB.xml Information Systems Security Line of Business ISS LOB http://xml.gov/stratml/drybridge/CIOCstratplan.xml Chief Information Officers Council CIOC Supporting all areas of the President’s Management Agenda. Attracting and retaining a high performance IT Workforce. Optimizing Federal Government information resources and investments. Aligning IT solutions with Federal enterprise business processes. Adopting and sharing best IT management practices. http://xml.gov/stratml/drybridge/CIOCstratplan2008-2009.xml Chief Information Officers Council CIOC IT success is programs working better every year. Attracting and retaining a high performance IT workforce. Optimizing Federal Government information resources and investments. Aligning IT solutions with Federal enterprise business processes. Adopting and sharing best IT management practices. Managing risk for government information and services while ensuring privacy and security. http://xml.gov/stratml/drybridge/FEAPG.xml A Practical Guide to Federal Enterprise Architecture FEAPG http://xml.gov/stratml/drybridge/PGFSOA.xml A Practical Guide to Federal Service Oriented Architecture PGFSOA By employing services to establish a flexible architecture centered on business and technology capabilities, the impact of change can be isolated and business processes can be more easily and rapidly modified to meet business and mission performance requirements. SOA and the “service” business model enable collaboration by simplifying access to services and streamlined value chains across organizational boundaries. SOA facilitates mutually leveraged public and private sector investment; reuse of capability; elimination of undesirable redundancies; and a more focused model for on-going IT recapitalization. SOA provides an effective and efficient approach to implementing reusable data exchanges - taking logical interoperability coming from multiple data modeling activities and rapidly evolving it into physical interoperability. SOA is predicated on a shared, standards-based infrastructure. This will enable consolidation, simplification, and optimization of IT Infrastructure, which in turn will enable greater transparency and audit-ability, as well as improved continuity of operations. http://xml.gov/stratml/drybridge/eGovStrategy.xml E-Government Strategy, U.S. Federal Government eGov Citizen-centered, not bureaucracy-centered Results-oriented Market-based, actively promoting innovation http://xml.gov/stratml/drybridge/OEGT.xml Office of Electronic Government and Technology OEGT http://xml.gov/stratml/drybridge/M-05-04.xml OMB Memorandum 05-04, Policies for Federal Agency Public Websites M-04-05 http://xml.gov/stratml/drybridge/FEAPMOstratplan.xml Federal Enterprise Architecture Program Management Office FEA PMO Citizens’ needs determine how government functions are defined and delivered. Functions include direct services and regulating society to serve the public. The federal government operates as a single enterprise with decision-making flexibility at the agency level. Federal government agencies, other government entities, and private companies work together using commonly accepted open standards to improve services’ quality, consistency, and cost-effectiveness. Government core mission needs and priorities are the primary drivers for architecture. Security, privacy and protecting information are integral to government operations, and are part of the architecture. Government must protect information against unauthorized access, denial of service, and both intentional and accidental modification. Information is an asset needed by citizens and leveraged across the government to improve performance. Federal Architecture is designed to reduce complexity and enable integration to the maximum extent possible. http://xml.gov/stratml/drybridge/FEABRM.xml Federal Enterprise Architecture Business Reference Model FEA BRM Citizen-centered, not bureaucracy-centered (Source: http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf) Results-oriented (Source: http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf) Market-based, actively promoting rather than stifling innovation through competition (Source: http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf) The FEA is most useful when it is closely aligned with government strategic plans and executive level direction. Agency mission statements, presidential management directives and agency business owners give direction to each agency’s EA and to the FEA. (Source: http://www.whitehouse.gov/omb/egov/documents/2005_FEA_PMO_Action_Plan_FINAL.pdf) Adoption of the FEA is achieved through active participation by the EA community in its development and use. The FEA community is responsible for the development, evolution and adoption of the FEA. (Source: http://www.whitehouse.gov/omb/egov/documents/2005_FEA_PMO_Action_Plan_FINAL.pdf) Architecture development is an integral part of the capital investment process. No IT investment should be made without a business-approved architecture. (Source: http://www.whitehouse.gov/omb/egov/documents/2005_FEA_PMO_Action_Plan_FINAL.pdf) http://xml.gov/stratml/drybridge/FEAPRM.xml Performance Reference Model, Federal Enterprise Architecture FEA PRM http://xml.gov/stratml/drybridge/FEASRM.xml Federal Enterprise Architecture Service Component Reference Model FEA SRM http://xml.gov/stratml/drybridge/FEATRM.xml Technical Reference Model, Federal Enterprise Architecture FEA TRM http://xml.gov/stratml/drybridge/EAAF.xml FEAPMO EA Assessment Framework 2.2 EAAF http://xml.gov/stratml/drybridge/FEAGSP.xml Federal Enterprise Architecture Geospatial Profile Version 1.1 FEAGSP http://xml.gov/stratml/drybridge/FEARMP.xml Federal Enterprise Architecture Records Management Profile Version 1.1 FEARMP http://xml.gov/stratml/drybridge/USDAstratplan.xml U.S. Department of Agriculture USDA Strong ethics Service Teamwork Inclusive decision-making Fiscal responsibility http://xml.gov/stratml/drybridge/ARSstratplan.xml Agricultural Research Service ARS http://xml.gov/stratml/drybridge/FSstratplan.xml Forest Service FS Care for the Nation’s forest and grassland ecosystems. Varied skills and contributions of a diverse workforce. Accountability by every employee for the efficient management of the capital resources he or she uses. Responsiveness to national and local interests. Focus on the needs of future generations. http://xml.gov/stratml/drybridge/USCGstratplan.xml U.S. Coast Guard USCG http://xml.gov/stratml/drybridge/DOCstratplan.xml Department of Commerce DOC http://xml.gov/stratml/drybridge/NOAAstratplan.xml National Oceanic and Atmospheric Administration NOAA           http://xml.gov/stratml/drybridge/DoDNDS.xml National Defense Strategy, Department of Defense NDS http://xml.gov/stratml/drybridge/NMS.xml National Military Strategy of the United States of America NMS It is imperative that the Armed Forces retain the ability to contend with the principal characteristic of the security environment – uncertainty. Agility is the ability to rapidly deploy, employ, sustain and redeploy capabilities in geographically separated and environmentally diverse regions. As commanders conduct operations they must consider the effects of surprise and the possibility that their forces may have to transition from one type or phase of an operation to another quickly, or conduct phases simultaneously, regardless of location. Agility, as a planning principle, allows commanders to conduct simultaneous missions while retaining the ability to respond to emerging crises. Agility is key to quickly seizing the initiative across the range of military operations and ensuring the Armed Forces can act swiftly and decisively to protect US interests. Decisiveness allows combatant commanders to overwhelm adversaries, control situations and achieve definitive outcomes. Decisiveness requires tailored packages of joint capabilities designed to achieve specific effects and accomplish objectives. Achieving decisiveness may not require large force deployments but rather employing capabilities in innovative ways. Transforming the Armed Forces’ capacity to mass effects while retaining the ability to mass forces, if needed, is key to achieving decisiveness. By focusing on decisive outcomes, combatant commanders can more precisely define the effects they must generate and determine the capabilities they require. Commanders must ensure military activities are integrated effectively with the application of other instruments of national and international power to provide focus and unity of effort. Integration focuses on fusing and synchronizing military operations among the Services, other government agencies, the commercial sector, non-governmental organizations and those of partners abroad. Integration does not preclude the unilateral use of force, but rather seeks to ensure unity of effort and maximize the contribution of partners. Enabling multinational partners through security cooperation and other engagement activities enhances the ability of the Armed Forces to not only prevent conflict and deter aggression but also supports combatant commanders’ plans to quickly undertake operations over great distances and in sometimes overlapping conflicts. http://xml.gov/stratml/drybridge/USACEstratplan.xml U.S. Army Corps of Engineers USACE In order to solve water resources problems comprehensively, all major aspects of the natural and human systems need to be accounted for. This includes the hydrology, geology, ecology, man-made systems, and how they interact with one another. It also includes the sediments, pollutants, and water-borne species carried in the water. Systems models help predict how changes in one or more parts of the system affect the other parts of the system given the interdependence among elements. A watershed framework facilitates evaluation of a range of project options simultaneously to determine the best combination of projects to achieve multiple goals over the entire watershed rather than examining each potential project in isolation from others. It is important to define the geographic boundaries that are potentially affected by or that could affect a project and to examine the project in the context of a larger geographic area. Projects typically impact water quantity or water quality. The watershed is an appropriate geographic area to look at upstream and downstream impacts of a project. By enlarging the spatial zone of consideration – for example, to a watershed, coastal zone, or a prairie region -- it becomes possible to examine the potential for water resources synergies and tradeoffs among all resource elements in that zone. Considering the many elements related to water in a watershed illuminates a full range of ways in which water and other natural resources are used. Typically, there are many potential uses for water, some competing and some complementary. Each use generates requirements for water quantity and water quality. Any project should be evaluated in the context of the broad range of needs in the watershed or “problem-shed” so that conscious decisions are made about tradeoffs and opportunities for synergies are availed when they make sense. The objective is to seek greater balance across objectives. Interdisciplinary views and collaboration become germane to identifying how best to achieve multiple objectives. Clearly, collaboration is essential to bring together the expertise on natural and human systems over the appropriate geographic area, knowledge of problems that exist, and the range of current and potential uses for water resources. Collaboration can involve several Federal agencies (e.g., Environmental Protection Agency, U.S. Fish and Wildlife Service, Natural Resources Conservation Service, Bureau of Reclamation, U. S. Geological Survey, and land management agencies), State and local agencies, the private sector, and interest groups and can take many forms. Each participating entity will bring its own legal authorities, skills and knowledge, history, and contributions to funding. Corps involvement in various aspects of project planning, design, implementation, and management will vary depending on the nature of potential solutions to the problems and whether or not the Corps has relevant expertise. http://xml.gov/stratml/drybridge/DCMA.xml Defense Contract Management Agency DCMA http://xml.gov/stratml/drybridge/DISAstratplan.xml Defense Information Systems Agency DISA http://xml.gov/stratml/drybridge/DIAstratplan.xml Defense Intelligence Agency DIA Service to our community and our fellow citizens. Dedication, strength, and urgency of purpose to provide for our nation's defense. Customer-focus in the products and services we provide. Integrity and accountability in all of our actions and activities. Inquiry, truth, and continuous learning. Creativity and innovation in solving problems, discovering facts, and creating knowledge. Teamwork through international and external partnerships. Leadership at all levels within defense intelligence and the Intelligence Community. http://xml.gov/stratml/drybridge/DLAstratplan.xml Defense Logistics Agency DLA Our commitment to warfighter success Our greatest resource Quality in everything we do Preparing to meet future needs Our standard in every relationship http://xml.gov/stratml/drybridge/DoDISS.xml Information Sharing Strategy, Department of Defense DoD/ISS http://xml.gov/stratml/drybridge/DoDNCDS.xml Net-Centric Data Strategy, Department of Defense DoDNCDS http://xml.gov/stratml/drybridge/NESI.xml Net-Centric Enterprise Solutions for Interoperability, Department of the Navy NESI http://xml.gov/stratml/drybridge/CIAStratPlan.xml Central Intelligence Agency CIA We put Country first and Agency before self. Quiet patriotism is our hallmark. We are dedicated to the mission, and we pride ourselves on our extraordinary responsiveness to the needs of our customers. We uphold the highest standards of conduct. We seek and speak the truth—to our colleagues and to our customers. We honor those Agency officers who have come before us and we honor the colleagues with whom we work today. We hold ourselves—and each other—to the highest standards. We embrace personal accountability. We reflect on our performance and learn from that reflection. http://xml.gov/stratml/drybridge/USCOStratPlan.xml United States Copyright Office USCO       http://xml.gov/stratml/drybridge/DOEstratplan.xml Department of Energy DOE Ensure safe, secure, and environmentally responsible operations Act with a sense of urgency Work together Treat people with dignity and respect Make the tough choices Keep our commitments Embrace innovation Always tell the truth Do the right thing http://xml.gov/stratml/drybridge/BPAStratPlan.xml Bonneville Power Administration BPA As stewards of the FCRPS, we are entrusted with the responsibility to manage resources of great value for the benefit of others. We are trusted when others believe in and are willing to rely upon our integrity and ability. To be worthy of trust we must: Consistently adhere to the highest ethical and professional standards Obtain the greatest value from the FCRPS for the people of the region Collaborate with those we serve as we make our decisions Communicate clearly, forthrightly and fully Hold ourselves accountable for performance on our commitments by aligning our words and actions. Trustworthiness grows out of a collaborative approach to relationships. Internally we must collaborate across organizational lines to maximize the value we bring to the region. Externally we work with many stakeholders who have conflicting needs and interests. Through collaboration we discover and implement the best possible long-term solutions. This approach of creating together requires: Taking time to listen and understand each other's viewpoints, issues, and concerns Searching respectfully for mutually beneficial solutions Sharing and explaining decisions in a timely fashion Operational excellence is a cornerstone of delivering on the four pillars of our strategic objectives (system reliability, low rates, environmental stewardship and regional accountability) and will place us among the best electric utilities in the nation. Operational excellence requires: Continual review and improvement of standardized systems, processes and controls Measurement of our accomplishments against clearly-defined and benchmarked performance standards Investment in our people Focus on ease of doing business with customers and with each other http://xml.gov/stratml/drybridge/EPAstratplan.xml Environmental Protection Agency EPA EPA is committed to being a good steward of our environment and a good steward of America’s tax dollars. To provide the public with the environmental results it expects and deserves, we must operate as efficiently and effectively as possible. Accountability for results is a key component of the President’s Management Agenda, designed to make government citizen-centered, results-oriented, and market-based. Our progress depends both on our ability and continued commitment to identify and use innovative tools, approaches, and solutions to address environmental problems and to engage extensively with our partners, stakeholders, and the public. Under each of our goals, we are working to promote a sense of environmental stewardship and a shared responsibility for addressing today’s challenges. EPA needs the best scientific information available to anticipate potential environmental threats, evaluate risks, identify solutions, and develop protective standards. Sound science helps us ask the right questions, assess information, and characterize problems clearly to inform Agency decision makers. http://xml.gov/stratml/drybridge/FDICstratplan.xml Federal Deposit Insurance Corporation FDIC FDIC employees adhere to the highest ethical standards in the performance of their duties and responsibilities. The FDIC maintains a highly skilled, dedicated, and diverse workforce. FDIC employees work cooperatively with one another and with employees in other regulatory agencies to accomplish the Corporation’s mission. The FDIC responds quickly and successfully to identified risks in insured financial institutions and in the broader financial system. The FDIC acts as a responsible fiduciary, consistently operating in an efficient and cost-effective manner on behalf of insured financial institutions and other stakeholders. The FDIC treats all employees, insured financial institutions, and other stakeholders with impartiality and mutual respect. http://xml.gov/stratml/drybridge/FRBstratplan.xml Federal Reserve Board of Governors FRB In its actions and policies, the Board seeks to promote the public interest. It is accountable and responsive to the general public, the U.S. government, and the financial community. The Board adheres to the highest standards of integrity in its dealings with the public, the financial community, and its employees. The conduct of monetary policy, responsibility for bank supervision, and maintenance of the payment system demand high-quality analysis, high performance standards, and a secure, robust infrastructure. The pursuit of excellence drives the Board’s policies concerning recruitment, selection, and retention policies for Board employees. In carrying out its functions, the Board is continually aware that its operations are supported primarily by public funds, and it recognizes its obligation to manage resources efficiently and effectively. The Board values the regional nature of the System as well as the diversity of its employees; input from a variety of sources; and the independent professional judgment that is fostered by the System’s highly valued regional structure. It relies on strong teamwork to mold independent viewpoints into coherent, effective policies. http://xml.gov/stratml/drybridge/GAOstratplan.xml Government Accountability Office GAO       http://xml.gov/stratml/drybridge/GPOstratplan.xml Government Printing Office GPO We have the courage to do what’s right and do what we say we are going to do. We believe that honesty and the highest ethics form the cornerstone in everything we do and create an environment of trust. We treat one another with respect and communicate openly. We foster collaboration and innovation while maintaining individual accountability. We partner with government and private sector to provide best value to our customers. We have kept America informed for over 150 years. We will continue that rich tradition by nurturing an uncompromised passion for authentic, fast, and reliable service. We keep our promises. We are a trusted source of Federal information. We deliver on-time quality goods and services. http://xml.gov/stratml/drybridge/HHSstratplan.xml Department of Health and Human Services HHS To deliver results that are useful both to the people and communities that are directly served by the Department’s programs and to the taxpayers who pay for these programs. To be an accountable steward of the Department’s programs and enhance the efficiency and quality of the services provided. To focus on health promotion and the prevention of disease and social problems, including the prevention and correction of unlawful discrimination in the provision of health and human services. To create useful, effective forms of collaboration with partners in regulation, research, service delivery, and management. To provide accurate, reliable, understandable, and timely information to our partners and customers. To apply the most current scientific knowledge when making decisions that affect public well-being. To foster flexibility and encourage innovation in the effective delivery of health and human services programs. To maintain a work environment that encourages creativity, diversity, innovation, teamwork, accountability, continuous learning, a sense of urgency, enthusiasm, trust, celebration of achievement, and the highest ethical standards. To work as a single corporate entity with a “One HHS” approach to management. http://xml.gov/stratml/drybridge/FEMAstratplan.xml Federal Emergency Management Agency FEMA Following the highest ethical standards and always being truthful with customers and colleagues. Seeking creative new ways to better deliver our services and meet whatever challenges may arise. Being responsible for decisions and results while acknowledging mistakes and working to correct them. Listening to and treating customers and co-workers with dignity. Relying on each other and our external partners to act in the best interest of our customers, and earning that trust through our behavior. Making customers and their needs the first priority. Managing resources prudently and providing the highest quality service. Working collaboratively with external partners and with each other to achieve our common goals. Enriching our work environment and our ability to perform through diversity in backgrounds, experiences, skills, and respect for those differences. Showing concern to customers and to each other in times of need. http://xml.gov/stratml/drybridge/DOIstratplan.xml Department of the Interior DOI We treat all people with civility, dignity, and professionalism. We are honest, ethical, and fair, adhering at all times to the letter and spirit of the law. We serve our Nation and its people by responsibly managing the resources entrusted to our care. We expect world-class performance and we strive for improvement in all we do. http://xml.gov/stratml/drybridge/EOIRstratplan.xml Executive Office for Immigration Review EOIR EOIR must administer and interpret immigration laws and regulations efficiently and consistently to ensure fairness and due process for all. Agency staff will treat those who appear before its tribunals with respect, dignity, and compassion. EOIR is committed to excellence, and seeks to provide the highest level of service to those who appear before its tribunals. EOIR adjudicators and staff are committed to upholding high standards of integrity and ethical behavior. EOIR staff will work as members of a team to further the goals andobjectives of the agency. While EOIR values differences among individuals, and respects differing views among the components, EOIR is one agency moving in a unified direction. EOIR’s leaders recognize that its employees are its most important resource and are committed to providing opportunities for individual growth and development. http://xml.gov/stratml/drybridge/DOJstratplan.xml The Department of Justice DoJ Upholding the laws of the United States is the solemn responsibility entrusted to us by the American people. We enforce these laws fairly and uniformly to ensure that all Americans receive equal protection and justice We adhere to the highest standards of ethical behavior, cognizant that as custodians of public safety our motives and actions must be beyond reproach We seek to provide the highest levels of service to the American people. We are effective and responsible stewards of the taxpayers' dollars. We treat each other and those we serve with fairness, dignity, and compassion. We value differences in people and ideas. We are committed to the well-being of our employees and to providing opportunities for individual growth and development. http://xml.gov/stratml/drybridge/NASAstratplan.xml National Aeronautics and Space Administration NASA NASA’s mission success starts with safety. A commitment to safety permeates everything we do. We are committed to protecting the safety and health of the general public, the NASA work force, and our high-value assets, on and off the ground. Our greatest strength is our workforce, a team of highly qualified individuals that is representative, at all levels, of America’s diversity. We foster a culture of trust, respect, teamwork, communication, creativity, equal opportunity, and empowerment. We are committed to excellence. We continuously improve our processes, products, and services to better serve our customers. We are honest and ethical in all that we d o. We deliver on our commitments, and we are accountable for our performance. http://xml.gov/stratml/drybridge/NISTStratPlan.xml National Institute of Standards and Technology NIST We respect, value and support each other in all our activities. We are objective, ethical, and honest. We anticipate the needs of our customers and are committed to meeting or exceeding their expectations. We expect world-class performance and continuous improvement in all we do. http://xml.gov/stratml/drybridge/DNI.xml Office of the Director of National Intelligence DNI       http://xml.gov/stratml/drybridge/NSACSSstratplan.xml Central Security Service, National Security Agency NSA/CSS                   http://xml.gov/stratml/drybridge/NSIS.xml National Strategy for Information Sharing NSIS Effective information sharing comes through strong partnerships among Federal, State, local, and tribal authorities, private sector organizations, and our foreign partners and allies. Information acquired for one purpose, or under one set of authorities, might provide unique insights when combined, in accordance with applicable law, with seemingly unrelated information from other sources, and therefore we must foster a culture of awareness in which people at all levels of government remain cognizant of the functions and needs of others and use knowledge and information from all sources to support counterterrorism efforts. Information sharing must be woven into all aspects of counterterrorism activity, including preventive and protective actions, actionable responses, criminal and counterterrorism investigative activities, event preparedness, and response to and recovery from catastrophic events. The procedures, processes, and systems that support information sharing must draw upon and integrate existing technical capabilities and must respect established authorities and responsibilities. State and major urban area fusion centers represent a valuable information sharing resource and should be incorporated into the national information sharing framework, which will require that fusion centers achieve a baseline level of capability to gather, process, share, and utilize information and operate in a manner that respects individuals’ privacy rights and other legal rights protected by U.S. laws. http://xml.gov/stratml/drybridge/LOCstratplan.xml Library of Congress LOC Analyze our customers’ needs and make every effort to meet them. Continually strive for process improvement. Put the highest quality into every aspect of our business activities. Look for new and creative methods to improve our services. Treat staff and customers with fairness, respect, and tolerance. Encourage involvement of all stakeholders (e.g., management, staff, customers, and partners) in the processes of planning, implementing, evaluating, and improving programs and activities. Communicate clearly, consistently, and openly in a timely manner. http://xml.gov/stratml/drybridge/USPTOstratplan.xml U.S. Patent and Trademark Office USPTO Quality means accurate and consistent results in examination. It presumes improved inputs, better-focused examination, improved review processes, and consistent examination results. Timeliness means processing, including review of applications, is completed without delay. It presumes that applicable laws, regulations, and policies work synergistically to eliminate frictions or uncertainties that lead to delays. Cost-Effectiveness implies efficiency, accountability, and a focus on results. It requires leadership and commitment to ensure that activities and processes result in value. This means using resources in the most effective manner to deliver quality, timely USPTO services. It also means being responsible stewards of the public trust. Transparency demands impartiality, fairness, accessibility, availability, and a public-service mentality. This includes our continuing commitment to opening the USPTO to the public by providing electronic filing, patent and trademark file contents, and as much training and research material as possible via our Web site. It requires discipline on the part of the public to use public means to influence change in USPTO practices and activities. http://xml.gov/stratml/drybridge/StateAndUSAIDstratplan.xml U.S. Department of State and U.S. Agency for International Development State USAID Commitment to the United States and the American people. Maintenance of the highest ethical standards and integrity. Excellence in the formulation of policy and program management with room for creative dissent. Implementation of policy and management practices, regardless of personal views. Responsibility for meeting the highest performance standards. Dedication to teamwork, professionalism, and the customer perspective. Commitment to having a workforce that represents the diversity of America. http://xml.gov/stratml/drybridge/NPO.xml National Passport Office NPO         http://xml.gov/stratml/drybridge/DOTstratplan.xml Department of Transportation DOT As accountable public servants, we exemplify the highest standards of excellence, integrity, and respect in the work environment. We support each other, respect differences in people and ideas and work together in ONE DOT fashion. We strive to understand and meet the needs of our customers through service, innovation and creativity. We are dedicated to delivering results that matter to the American people. http://xml.gov/stratml/drybridge/FAAstratplan.xml Federal Aviation Administration FAA We’re the world leaders in aerospace safety. We serve our country, our customers, and each other. We do the right thing, even when no one is looking. We treat people as we want to be treated. http://xml.gov/stratml/drybridge/FHWAstratplan.xml Federal Highway Administration FHWA We anticipate and respond to customer and partner needs by providing quality products and service. We conduct business with integrity in an open, candid, and ethical manner and take pride in our work and commitment to quality. Employees have the moral courage to make the tough decisions and do what is right for the Nation. We leverage our collective talents through teams and partnerships based on mutual trust, fairness, respect, cooperation, and communication. We promote and reward creativity and initiative. We take pride in our work and are committed to the pursuit of excellence. We are committed to continuous professional and personal development through challenging operational assignments, training, opportunities, and recognition. FHWA employees are competent in their areas of expertise. We consider people our greatest resource, and value and respect our individual differences and unique contributions. We support, care about, and respond to employees and their family needs. http://xml.gov/stratml/drybridge/VAstratplan.xml Department of Veterans Affairs VA Veterans have earned our respect and commitment, and their health care, benefits, and memorial services needs drive our actions. We strive to exceed the service delivery expectations of veterans and their families. We perform at the highest level of competence with pride in our accomplishments. We are committed to a highly skilled, diverse, and compassionate workforce. We foster a culture of respect, equal opportunity, innovation, and accountability. We practice open, accurate, and timely communication with veterans, employees, and external stakeholders, and seek continuous improvement in our programs and services by carefully listening to their concerns. We will ensure responsible stewardship of the human, financial, information, and natural resources entrusted to us. We will improve performance through the use of innovative technologies, evidence- based medical practices, and sound business principles. http://xml.gov/stratml/drybridge/AcademicPediatricAssociationStratPlan.xml Academic Pediatric Association APA Scholarship, with dedication to academic excellence in education and research, with commitment to the effective dissemination of new knowledge. Inter-disciplinary collaboration, achieved among diverse professional groups, including primary care and subspecialty providers and other individuals and disciplines dedicated to the improvement of child health and well-being. Diversity, of ideas, disciplines, racial and ethnic backgrounds, and other critical characteristics of our members to reflect the multiplicity and richness in child health professionals. Professional development of members, including faculty development of child health professionals from a variety of disciplines, and career development of fellows, residents, medical students, doctoral students, and students at a variety of levels of training. Focus on the whole child, in a social context that includes family, community, environment, and society. Optimal health for all children, both nationally and internationally, through pursuit of an equitable children's health agenda. http://xml.gov/stratml/drybridge/AoMStratPlan.xml Academy of Management AoM The Academy will focus its efforts and resources primarily on serving the needs of its members as related to research, teaching and practice. Academy members are diverse, and their needs for professional development, training, and expression change over time and differ by professional interests and career stages. Current and future needs of members for the Academy as a whole and for each Division and Interest Group should be ascertained frequently and used as the primary criterion for deciding what initiatives and activities to undertake. The Academy seeks to advance excellence in scholarship, broadly defined to include research, teaching, and practice. Knowledge advancements in each of these domains are important, and we should not limit ourselves to one domain. We view research as central to informing both teaching and practice, while teaching and practice also inform research. We should always keep in mind that our collective and individual scholarship should remain relevant, responsible, and make a valuable contribution to society and its institutions. We need to find ways to build closer links between research and practice in considering issues of importance to practitioners and in improving the frequency and clarity of our communication with them. We should also link with other organizations and individuals who contribute importantly to management knowledge. The Academy seeks growth in the development and enrichment of its members, not growth in membership or revenues for their own sake. While most Academy members are academics, we seek and encourage members from all walks of life who are interested in advancing the scholarship of management knowledge. The Academy is a member of the global and pluralistic profession of management scholarship. Attention to global issues and concerns is encouraged among all members of the Academy. The Academy fosters alliances with other international and country/region-specific associations that advance a variety of approaches to management scholarship. We value the contributions and multiple perspectives of members from all countries and regions. http://xml.gov/stratml/drybridge/AWB.xml Action Without Borders AWB AWB is independent of any government, political ideology, or religious creed. Our work is guided by the common desire of our members and supporters to find practical solutions to social and environmental problems, in a spirit of generosity and mutual respect. http://xml.gov/stratml/drybridge/ANPM.xml Alliance of Nonprofit Management ANPM Promoting increasingly higher standards throughout the practice of nonprofit capacity building. Building on mutually beneficial working relationships with an array of community, business, and government partners and stakeholders. Fully including the diverse mosaic of society's cultures in our membership, leadership, and staff. http://xml.gov/stratml/drybridge/ABADPEstratplan.xml Division for Public Education, American Bar Association ABA/DPE Law provides an essential context for understanding key societal institutions. A democratic society seeks to resolve conflicts peacefully and to achieve justice through the legal process. Informed civic participation requires an understanding of the role of law. An understanding of law promotes confidence in and access to the legal system for all people. Programs that educate the public about law should promote understanding and counteract misleading and inaccurate ideas and images. http://xml.gov/stratml/drybridge/AICPAStratPlan.xml American Institute of Certified Public Accountants AICPA CPAs highly value continuing education beyond certification and believe it is important to continuously acquire new skills and knowledge. CPAs are able to perform high quality work in a capable, efficient and appropriate manner. CPAs conduct themselves with honesty and professional ethics. CPAs are in tune with the overall realities of the business environment. CPAs are able to deal with information free of distortions, personal bias or conflicts of interest. http://xml.gov/stratml/drybridge/ANSI.xml American National Standards Institute ANSI To act honestly, in good faith and in the best interest of ANSI’s missions and goals To act in accordance with the highest professional standards, avoiding real or perceived conflicts of interest whenever possible and to disclose them to affected parties when they do exist To avoid injuring others, their property, reputation, or employment by false, malicious or improper action To safeguard ANSI’s reputation and integrity by ensuring that any public statements relating to ANSI which are not official statements of ANSI, are properly portrayed as the opinion of the individual making them http://xml.gov/stratml/drybridge/ASAE.xml American Society of Association Executives & the Center for Association Leadership ASAE Great ideas Great people Inspire leadership Achievement http://xml.gov/stratml/drybridge/ASHRAE.xml American Society of Heating, Refrigerating, and Air-Conditioning Engineers ASHRAE We are committed to the advancement of the arts and sciences of HVAC&R for the benefit of society through research, technology development and transfer, and education and training. We are committed to providing leadership within our industry, and developing leadership qualities in our members. We are committed to honesty in the practice of our profession as embodied in the ASHRAE Code of Ethics. We are committed to service to our members and to the public. We are committed to the achievement of technical quality and excellence in our programs, publications, courses and other activities. http://xml.gov/stratml/drybridge/ASPAStratPlan.xml American Society for Public Administration ASPA Public Administration achieves public value by improving and supporting good governance. http://xml.gov/stratml/drybridge/ASTD.xml American Society for Training & Development ASTD Recognize the rights and dignities of each individual Develop human potential Provide my employer, clients, and learners with the highest level quality education, training, and development Comply with all copyright laws and the laws and regulations governing my position Keep informed of pertinent knowledge and competence in the workplace learning and performance field Maintain confidentiality and integrity in the practice of my profession Support my peers and to avoid conduct which impedes their practicing their profession Conduct myself in an ethical and honest manner Improve the public understanding of workplace learning and performance Fairly and accurately represent workplace learning and performance credentials qualifications, experience, and ability Contribute to the continuing growth of the profession http://xml.gov/stratml/drybridge/Arca.xml Arca Foundation Arca Empowerment of the experts on the front lines Transparency and honesty in government and enterprise Engagement in affecting public policy Social justice and equity All persons have the right to a secure and dignified life http://xml.gov/stratml/drybridge/ARMAStratPlan.xml ARMA International ARMA Put members first in everything we do Make transparent decisions, take transparent actions Maintain an information-sharing ethic and culture Make educational excellence foremost in programming Be vigilant about diversity and inclusiveness http://xml.gov/stratml/drybridge/GARP.xml Generally Accepted Recordkeeping Principles GARP An organization shall assign a senior executive who will oversee a recordkeeping program and delegate program responsibility to appropriate individuals, adopt policies and procedures to guide personnel, and ensure program auditability. A recordkeeping program shall be constructed so the records and information generated or managed by or for the organization have a reasonable and suitable guarantee of authenticity and reliability. A recordkeeping program shall be constructed to ensure a reasonable level of protection to records and information that are private, confidential, privileged, secret, or essential to business continuity. The recordkeeping program shall be constructed to comply with applicable laws and other binding authorities, as well as the organization’s policies. An organization shall maintain records in a manner that ensures timely, efficient, and accurate retrieval of needed information. An organization shall maintain its records and information for an appropriate time, taking into account legal, regulatory, fiscal, operational, and historical requirements. An organization shall provide secure and appropriate disposition for records that are no longer required to be maintained by applicable laws and the organization’s policies. The processes and activities of an organization’s recordkeeping program shall be documented in an understandable manner and be available to all personnel and appropriate interested parties. http://xml.gov/stratml/drybridge/AFCEA.xml Armed Forces Communications and Electronics Association AFCEA Insist on the highest ethics in everything we do. Apply visionary leadership in our community and encourage it from our members at every level. Consistently demonstrate commitment to continuous improvement of the Association and to improvement of service to our members. Provide the highest quality in everything we do. Commit to do everything possible to further the education of our members and of the communities we serve. Encourage, embrace and continually enlist the support and inclusion of all members of our diverse international community. http://xml.gov/stratml/drybridge/ACRLstratplan.xml Association of College and Research Libraries ACRL ACRL has visionary leadership and is open to change, new ideas, and global perspectives. ACRL is committed to service to members. ACRL is committed to integrity and transparency. ACRL is committed to diversity of people and ideas. ACRL is committed to continuous learning. ACRL is dedicated to the values of higher education, to intellectual freedom, and to upholding "The Library Bill of Rights." http://xml.gov/stratml/drybridge/AFCN.xml Association For Community Networking AFCN Shared knowledge is a foundation of democratic society. Information technology can enhance civic discourse and thus support democratic values and practice. Universal and affordable access to information resources and tools is essential to meaningful, equitable public participation. Privacy should be protected and freedom of expression supported in the application of information technologies. Information technology should be applied to the ideals of both the individual and society. http://xml.gov/stratml/drybridge/AFPStratPlan.xml Association of Fundraising Professionals AFP The belief that ethical and effective fundraising are the cornerstones of philanthropy and that philanthropy changes the world. Embracing diversity in the fundraising community, with a commitment to understanding and addressing the shared and unique needs of all members of that community. Providing the fundraising community with the highest quality of knowledge, research, advocacy, career support, news and information, strategic alliances, and related tools and insights to ensure a successful future. Conducting business according to the highest ethical principles and serving as trustworthy stewards of our resources. Recognizing that we can accomplish our purpose only with the strong support and partnership of other individuals, AFP chapters and other groups who share our vision. Understanding that our focus is on service to our members, our chapters, stakeholders and customers and that it is provided in a timely and thoughtful manner, open to new ideas, and exceeding expectations. http://xml.gov/stratml/drybridge/AGAStratPlan.xml Association of Government Accountants AGA Service Accountability Integrity Leadership http://xml.gov/stratml/drybridge/AIESEC.xml Association Internationale des Étudiants en Sciences Économiques et Commerciales' AIESEC Activating Leadership - We lead by example and inspire leadership through our activities. We take full responsibility for developing the leadership potential of our members. Demonstrating Integrity - We are consistent and transparent in our decisions and actions. We fulfil our commitments and conduct ourselves in a way that is true to our ideals. Living Diversity - We seek to learn from the different ways of life and opinions represented in our multicultural environment. We respect and actively encourage the contribution of every individual. Enjoying Participation - We create a dynamic environment created by active and enthusiastic participation of individuals. We enjoy being involved in AIESEC. Striving for Excellence - We aim to deliver the highest quality performance in everything we do. Through creativity and innovation we seek to continuously improve. Acting Sustainably - We act in a way that is sustainable for our organisation and society. Our decisions take into account the needs of future generations. http://xml.gov/stratml/drybridge/BIS.xml Bank for International Settlements BIS Excellence in performance Highest ethical standards Professional discretion http://xml.gov/stratml/drybridge/CDTstratplan.xml Center for Democracy and Technology CDT We believe that the open, decentralized, user-controlled, and shared resource nature of the Internet creates unprecedented opportunities for enhancing democracy and civil liberties. A fundamental goal of our work is seeking public policy solutions that preserve these unique qualities and thereby maximize the democratizing potential of the Internet. The Center for Democracy and Technology champions the right of individuals to communicate, publish and obtain an unprecedented array of information on the Internet. We oppose governmental censorship and other threats to the free flow of information. As an effective alternative to government controls, we believe that a diversity of technology tools can empower families and individuals on the Internet to communicate freely and make choices about the information they receive. CDT is working for individual privacy on the Internet. We believe that maintaining privacy and freedom of association on the Internet requires the development of public policies and technology tools that give people the ability to take control of their personal information online and make informed, meaningful choices about the collection, use and disclosure of personal information. CDT challenges invasive government policies. CDT is working for strong privacy protections against surveillance on the Internet. We believe that the content of communications, stored information, and transactional data deserve strong legal protection against unreasonable government search and seizure. Protections against government searches should extend to the network, as well as to the home. CDT advocates for stronger legal standards controlling government surveillance to keep pace with the growing exposure of personal information in communications media. CDT is working to foster widely-available, affordable access to the Internet. We believe that broad access to and use of the Internet enables greater citizen participation in democracy, promotes a diversity of views, and enhances civil society. We work for public policy solutions that maximize, in a just and equitable fashion, the unique openness and accessibility of the Internet and preserve its vision as it evolves with ever more powerful broadband technologies. CDT is pioneering the use of the Internet to enhance citizen participation in the democratic process, and to ensure the voice of Internet users is heard in critical public policy debates about the Internet. CDT believes that the Internet provides unique and effective means of promoting democracy and of facilitating grassroots organizing and public education. We support using the Internet to afford citizens the immediate, broad access to government information necessary to the full practice of democracy. http://xml.gov/stratml/drybridge/CIMIT.xml Center for Integration of Medicine & Innovative Technology CIMIT We use the most advanced scientific technologies from academia and industry to develop new treatments that will have a major positive impact on patients’ lives. We utilize a broad spectrum of individuals’ talents by convening and supporting in diverse and productive teams. We hold ourselves to the highest ethical standards in what we say, in responsibility for what we do, and in responsiveness to people around us. We maintain a culture that encourages initiative and risk-taking. We understand that major impact on healthcare requires appropriate partnerships with business and industry. We strive for superior results. It is a promise we make to each other, a spirit that unites our individual skills and talents into a single supportive and dynamic culture. We are dedicated to serving the needs of patients. We recognize the individual skills and perspectives of our diverse collaborators in academia, industry and clinical care, and of the patients we all serve. http://xml.gov/stratml/drybridge/CEECN.xml Central and Eastern European Citizens Network CEECN Every citizen has the right to participate in the design and implementation of those activities affecting their lives, their families and their communities. Active inclusion of the unempowered and marginalized as equal partners must be ensured and stimulated. Respect for the diversity of our membership and their experiences. Mutual trust, shared vision, common aims and beliefs of the network members. http://xml.gov/stratml/drybridge/CR.xml Club of Rome CR A global perspective in examining issues with the awareness that the increasing interdependence of nations and the globalisation of problems pose predicaments beyond the capacity of individual countries. Holistic thinking and the seeking of a deeper understanding of complexity within the contemporary problems – political, social, economic, technological, environmental, psychological and cultural –which the Club of Rome terms ‚the world problematique‘. An interdisciplinary and long-term perspective focussing on the choices and policies determining the destiny of future generations, because this perspective is too often neglected by governments and other decision-makers on account of short term interests. http://xml.gov/stratml/drybridge/CPSR.xml Computer Professionals for Social Responsibility CPSR We foster and support public discussion of, and public responsibility for decisions involving the use of technology in systems critical to society. We work to dispel popular myths about the infallibility of technologies. We challenge the assumption that technology alone can solve political and social problems. We critically examine social and technical issues within the information technology profession, both nationally and internationally. We encourage the use of information technology to improve quality of life. http://xml.gov/stratml/drybridge/CYA.xml Concerned Youth of America CYA     http://xml.gov/stratml/drybridge/CIstratplan.xml Conservation International CI We are passionate about nature and cherish the diversity of life from the sea bottoms to the mountain peaks. We respect and trust each other, and we embrace the diversity of our cultures, talents, and experiences. We make every decision with integrity and are accountable for the choices we make. We are optimistic that life on Earth can be preserved and that with our partners we will witness unprecedented successes in conservation. We have the courage to take bold action in the face of naysayers and critics, persevere through challenging times, and pursue our vision tirelessly and with enthusiasm. http://xml.gov/stratml/drybridge/CSIstratplan.xml Construction Specifications Institute CSI Foster innovation and creative thinking. Honor and embrace our diversity. Encourage personal and professional growth. Make knowledge-based decisions. Strive for cooperative solutions. Promote stewardship of the environment. Promote and recognize individual and team excellence. Celebrate camaraderie. Keep promises, and trust others will do the same. Value the needs of those we serve. http://xml.gov/stratml/drybridge/COFstratplan.xml Council on Foundations COF Organized philanthropy is a powerful tool for creating and sustaining societal benefit. Nonprofit provider organizations are key partners with our members, and without them foundations could not do their work. However, the Council’s focus is on issues and organizations that affect organized philanthropy, rather than on the entire third sector. The common good is enhanced when philanthropists come together for collective action to increase their impact and effectiveness. To be effective, organized philanthropy must operate with the highest degree of stewardship and accountability. Organized philanthropy can enhance its ability to contribute to the common good in a changing society by including in its work a range of perspectives, opinions and experiences from people representing diversity of ethnicity, race, gender, economic circumstance, sexual orientation, disability and philosophy. It is the responsibility of governments of nations that value participatory democracy to encourage broadbased and robust philanthropy through policies that create a supportive environment. http://xml.gov/stratml/drybridge/CMF.xml Council of Michigan Foundations CMF             http://xml.gov/stratml/drybridge/CLE.xml Creative Learning Exchange CLE The Creative Learning Exchange encourages an active, learner-centered process of discovery in K-12 education that challenges preconceptions, deepens conceptual understanding, and engages in meaningful, real world problem solving through the mastery of systems thinking and system dynamics modeling. http://xml.gov/stratml/drybridge/CTICFoundation.xml CTIC Foundation CTIC Commitment with society (social meaning). Neutrality and transparency in all activities. No direct competition with the region ICT private sector. http://xml.gov/stratml/drybridge/DGF.xml Development Gateway Foundation DGF No single organization, set of ideas, or set resources can make a significant impact on reducing poverty in the developing world. Collaboration, respect, and coordination of resources will achieve the greatest results. This starts with the leadership and participation of developing countries themselves. The pursuit of Development Gateway Foundation’s mission requires breaking out of conventional ways of thinking about development. We value creativity and problem-solving among our staff and partners in working together to effect change. Development Gateway Foundation's role is to develop real-world solutions to real challenges faced by the development community. These solutions benefit the public, private and civil society sectors. We believe in the principles behind the Paris Declaration on aid effectiveness, and believe that ICT can play an important role in achieving its goals. Development Gateway Foundation’s international staff is deeply committed to empowering people in developing nations to find new solutions to old problems. We believe that Development Gateway Foundation can make a significant contribution to development, poverty reduction and improved quality of life for people worldwide. Development Gateway Foundation is committed to transparency and good governance in its own work and relationships with donors, partners and the public. We promote these values within the development community, and believe that they are fundamental ingredients for successful development in any nation. http://xml.gov/stratml/drybridge/DO.xml DoSomething.org DO Teenagers can lead today. We don't require adults. We provide reliable, easy to access information and activation strategies, but teens decide for themselves what to do. We think all measurable contributions from teens are valuable. We understand that teenagers have diverse abilities and constraints. Our programs and products are free. We're not after teens' money; we want their passion, time and creativity. http://xml.gov/stratml/drybridge/EPI.xml Economic Policy Institute EPI Economic policy should focus on improving conditions for working people. EPI research should be honest and rigorous. People must be provided with the capacity and opportunity for dignified, remunerative work for personal as well as societal benefit. A strong, effective labor movement is essential for democracy and to ensure an equitable sharing of income and wealth. Government should set standards and rules for markets, and should ensure the efficient provision of public goods and investments. http://xml.gov/stratml/drybridge/ERCstratplan.xml Ethics Resource Center ERC Integrity is adhering to high moral and professional standards. It helps us to preserve an environment where Honesty, Respect, Trust and Excellence can thrive and be consistently practiced. Honesty is being forthcoming and truthful when we interact with others and ourselves. It ensures sincerity in our relationships both internally and externally. Respect is treating others with dignity and mutual consideration. It builds an organization that encourages individuals to relate openly and fulfill their potentials. Trust is the result of promises kept. It yields the confident expectation that we can rely on each other and that our colleagues and stakeholders can rely on us. Excellence is the pursuit and achievement of exceptional quality. It inspires the integration of ethical practices within our organization and among those we reach. http://xml.gov/stratml/drybridge/FA.xml Feeding America FA We respect the inherent worth and dignity of every person and treat all with justice, equity and compassion. We honor the lives, concerns and stories of people in need and expect our partners to do the same. We accept one another and encourage diversity of thoughts and ideas. We keep faith with the public trust through the efficient and compassionate use of resources entrusted to us and are mindful that our mission is accomplished through the generosity of others. We maintain and communicate accurate and timely information on hunger research, education, advocacy and service. We evaluate and account regularly for how resources are used to implement and achieve our mission. We believe in the power of community. We collaborate and build strong relationships, based on trust, with and among those who share our vision of creating a hunger-free America. We work together to accomplish the vision at the national and local levels, valuing each other’s roles and using an open process and honest communication. We seek out and are responsive to the input and counsel of our partners. We operate with an acute sense of urgency that reflects the immediate needs of people struggling with hunger. We challenge our employees, volunteers and partners to embrace the same sense of urgency to accomplish our shared vision. We believe service to others is fundamental to creating a hunger-free America. We serve with excellence, compassion and responsiveness to meet the needs of those with whom we work, internally and externally. The better we serve, the more people we bring together in commitment to our vision. We act with honesty, trust and openness and deliver on commitments. We act within the spirit of agreements, contracts and the law. Our intentions and actions will be transparent and above reproach. We believe that the ethnic, cultural and social diversity of our nation should be reflected in our staff, Board and network. http://xml.gov/stratml/drybridge/FinancialPlanningAssociation.xml Financial Planning Association FPA Our dedication to competence requires not only lifelong learning, but also that we continually assess our ability to appropriately and effectively address the needs of those we serve. We strive to have ever more congruence between our words and deeds, and to deliver genuine value to those whom we serve. We are committed to open, inclusive and respectful relationships, including collaboration among diverse parties on common interests. We recognize our responsibility to act with vision, ever mindful of the effects of our actions today and tomorrow on the future. http://xml.gov/stratml/drybridge/TFT.xml The First Tee TFT The quality or state of being truthful; not deceptive. Golf is unique from other sports in that players regularly call penalties on themselves. Strict adherence to a standard of value or conduct. Personal honesty and independence. Golf is a game of honesty, etiquette and composure. You are responsible for your actions and personal conduct on the golf course. Observing the rules of play and winning or losing with grace. You must know and abide by the rules of golf and be able to conduct yourself in a respectful manner. To feel or show deferential regard for; esteem. In golf it is important to show respect for yourself, your partners, your opponents and the golf course as well as for the honor and traditions of the game. Reliance or trust. A feeling of self-assurance. Confidence plays a key role in the level of play that you achieve. You must have confidence in your abilities every time you play. Accounting for one’s actions. Dependable. In golf, you are responsible for yourself and your actions on the golf course. It is up to you to keep score, repair divots, rake bunkers, repair ball marks on the green and keep up with the pace of play. To persist in an idea, purpose or task despite obstacles. To succeed in golf, you must learn to persevere through bad breaks and your own mistakes. Considerate behavior toward others. A polite remark or gesture. A round of golf should begin and end with a handshake between fellow competitors. Show courtesy toward others by remaining still and quiet while they prepare and execute a shot. The ability to make a decision or form an opinion. A decision reached after consideration. Using good judgment is critical in golf. It comes into play when deciding on strategy, club selection, when to play safe and when to take a chance, the type of shot you consider executing, as well as understanding and abiding by proper etiquette. http://xml.gov/stratml/drybridge/FAO.xml Food and Agriculture Organization of the United Nations FAO With broad global membership, the Organization is dedicated to promoting the common welfare through cooperation among nations; integrity and devotion to this ideal are required of those who serve in the Secretariat. FAO provides a forum in which Members seek to broaden consensus, and an impartial Secretariat is key to assisting them in achieving this. FAO belongs to a global family of institutions in the UN system dedicated to the promotion of international economic and social cooperation and brought into relationship with the UN itself under the provision of Article 57 of the Charter, and its staff belong to an International Civil Service that is loyal to common principles. FAO is expected to be a centre of excellence in its field, with a Secretariat dedicated to securing the highest standards of efficiency and technical competence. FAO is committed to the promotion of the full and equal participation of women in development and to the achievement of gender balance in the staff of the Secretariat. FAO's strength derives from, among other things, respect for diverse approaches and paths to a common destination; its Secretariat therefore recruits personnel on as wide a geographical basis as possible. By coming together in the Organization, nations affirm their belief in the need for collective action and their willingness to take it, and the Secretariat accepts loyally to carry out the decisions of Members. http://xml.gov/stratml/drybridge/GI.xml Goodwill Industries International, Inc. GI We treat all people with dignity and respect. We honor our heritage by being socially, financially, and environmentally responsible. We Strive to meet the highest ethical standards. We challenge each other to strive for excellence and to continually learn. We embrace continuous improvement, bold creativity and change. http://xml.gov/stratml/drybridge/IJIS.xml IJIS Institute IJIS Quality of our work speaks for us and provides the cornerstone of developing a strong reputation. Collaboration with industry and partner organizations enables the most comprehensive program and project results. Innovation enables leadership and the development of new and effective approaches to assist and support our clients and their constituencies. Resourcefulness in tackling the toughest and most challenging problems facing our clients. Fiscal responsibility expresses unqualified integrity in our stewardship of all funds dedicated to advance our mission. Respect for all of those with whom we work: our financial supporters, our clients, our members, our partners, and ourselves. Integrity of our business practices as exemplified in our policies, products, and professional behavior – we earn the trust of our clients, members, and partners. Social consciousness represents an important value that we bring to the communities that benefit from our contributions. http://xml.gov/stratml/drybridge/IAC.xml Industry Advisory Council, American Council for Technology ACT/IAC Unquestionable ethics Objective, fact-based input and advice Fair and balanced participation Trustworthy partners Commitment to dialog Commitment to the community Responsiveness and results-oriented Open and honest communication http://xml.gov/stratml/drybridge/InfoRen.xml Information Renaissance InfoRen Information Renaissance designs, builds and operates networks with scalable architectures. In this context "architecture" refers to sets of telecommunications facilities and services and the interconnections among these services. A scalable architecture is one that can accommodate large-scale growth without needing to rebuild from scratch. A scalable network has several intrinsic features. One is its distributed nature: resources such as electronic mail servers can be distributed across the network and placed where users of the network can most easily access them. School-based servers provide an important example of this concept. These devices concentrate resources at local sites without requiring those sites to take care of system maintenance; this can be carried out from a central site via the network. The same type of server, positioned at neighborhood network hubs, can be an efficient mechanism for community access. Another important feature is interoperability, which guarantees that different computers can talk to each other over the wide area network. The signaling protocols which define the Internet assure interoperability of all computers connected to the Internet. In each of Info Ren's networking projects, mechanisms are sought to provide the infrastructure necessary for ongoing operation and support. At each site served by these projects, there are efforts to develop enough local expertise to sustain the activity, including training new users, maintenance of user accounts and elementary trouble-shooting. This takes care of 90%-95% of the problems that come up in a typical operation. Info Ren projects seek to democratize the activities surrounding networking, first by involving a very broad set of people in the use of networking technology, and then by teaching members of all participating groups what they need to know to maintain the necessary infrastructure. Info Ren seeks to involve the public in a range of networking activities, including education, employment and easy access to governmental services. In the course of our projects, a number of people have emerged with the technical skills necessary to implement regional computer networks. Leaders of these projects now serve as leaders in other networking efforts. And from among the thousands of individuals introduced to networking technology through these projects many others will appear who are capable of leading new networking projects and developing new network applications. http://xml.gov/stratml/drybridge/IEEE.xml Institute of Electrical and Electronics Engineers IEEE Leveraging technology and engineering to benefit human welfare; promoting public awareness and understanding of the engineering profession. Supporting and embracing the global nature of and need for technical work and engineering solutions. Promoting a culture where contributions at all levels are valued; encouraging member driven, volunteer-led, knowledge-based projects; building effective volunteer/staff partnerships. Encouraging education as a fundamental activity of engineers, scientists, and technologists at all levels and at all times; ensuring a pipeline of students to preserve the profession. Cultivating active, vibrant, and honest exchange among cross-disciplinary and interdisciplinary global communities of technical professionals. Creating a world in which engineers and scientists are respected for their exemplary ethical behavior and volunteerism. Forward-thinking; nurturing new and existing science and technology. Using unbiased information to enhance the quality of life for all people. http://xml.gov/stratml/drybridge/IPS.xml Institute for Policy Studies IPS       http://xml.gov/stratml/drybridge/InternationalAssociationOfFacilitators.xml International Association of Facilitators IAF Including the full spectrum of personal, professional and cultural diversity in our membership and in the field of facilitation Connecting and serving facilitators locally, nationally and internationally Advocating participative methodologies that generate ownership of decisions and actions Celebrating life through spirit filled quality interchange, activities and events Modeling a participative and flexible organizational structure that promotes growth, change and learning Supporting socially responsible change within private, public and voluntary organizations http://xml.gov/stratml/drybridge/IAP2.xml International Association for Public Participation IAP2 Public participation is based on the belief that those who are affected by a decision have a right to be involved in the decision-making process. Public participation includes the promise that the public's contribution will influence the decision. Public participation promotes sustainable decisions by recognizing and communicating the needs and interests of all participants, including decision makers. Public participation seeks out and facilitates the involvement of those potentially affected by or interested in a decision. Public participation seeks input from participants in designing how they participate. Public participation provides participants with the information they need to participate in a meaningful way. Public participation communicates to participants how their input affected the decision. http://xml.gov/stratml/drybridge/ICRA.xml International Centre for development oriented Research in Agriculture ICRA ARD is about participatory processes that result in collective action at different levels to achieve rural development. http://xml.gov/stratml/drybridge/ICMAstratplan.xml International City/County Management Association ICMA Serving as stewards of representative democracy Practicing the highest standards of honesty and integrity in local governance, as expressed through ICMA’s Code of Ethics Advocating for professional management as an integral component of effective local governance and community building with council-manager government as the preferred local government structure Building sustainable communities as a core responsibility of local government Networking and exchanging knowledge and skills across international boundaries Ensuring that local governments and the association reflect the diversity of the communities we serve Committing to lifelong learning and professional development Building up the quality of the profession and the association through an engaged network of members personally committed to that end http://xml.gov/stratml/drybridge/ICOMstratplan.xml International Council of Museums ICOM ICOM values human creativity and its contribution to understanding the past, shaping the present, and planning the future ICOM believes heritage has an innate humanistic value ICOM values global dialogue based on intellectual, cultural and social diversity ICOM values transparent dialogue including the cross-cultural understanding of human rights ICOM recognizes museums' social responsibility to engage with public issues of social change http://xml.gov/stratml/drybridge/idebate.xml International Debate Education Association IDEA IDEA believes that free and open discussion is essential to the establishment and preservation of open, democratic societies   http://xml.gov/stratml/drybridge/LETSI.xml International Federation for Learning, Education, and Training Systems Interoperability LETSI There is no existing forum that crosses geographical regions and market boundaries (K-12, higher education, corporate job training) and that includes educators, technologists, vendors, and policy makers and the associations that represent these stakeholders. Members-only organizations close their processes to give paying members a "return on investment." LETSI believes that in today's education and job training market, an open participation model is required to support market variation and bottom-up innovation. Open software standards that can be freely customized are critical to support market diversity and to give innovators a level playing field. Unlike many trade associations and standards bodies, LETSI work products are licensed under a business-friendly, industry-standard, permissive license, with "no strings attached." Trade associations support existing business models and established institutions. Dramatic innovations, less so. It takes years for standards to mature and enjoy broad adoption. LETSI will not develop standards, but will expedite the adoption of available standards in learning technology and related fields like HR and Knowledge Management. LETSI's modern, community-based software model will shorten the adoption cycle and enable less costly and more consistent implementations. http://xml.gov/stratml/drybridge/IFLA.xml International Federation of Library Associations and Institutions IFLA The endorsement of the principles of freedom of access to information. ideas and works of imagination and freedom of expression embodied in Article 19 of the Universal Declaration of Human Rights The belief that people, communities and organizations need universal and equitable access to information, ideas and works of imagination for their social, educational, cultural, democratic and economic well-being The conviction that delivery of high quality library and information services helps guarantee that access The commitment to enable all Members of the Federation to engage in, and benefit from, its activities without regard to citizenship, disability, ethnic origin, gender, geographical location, language, political philosophy, race or religion. http://xml.gov/stratml/drybridge/IFCstratplan.xml International Finanace Corporation IFC Excellence Commitment Integrity Teamwork http://xml.gov/stratml/drybridge/ISOStratPlan.xml International Organization for Standardization ISO Recognized experience in international consensus building A brand name and wide recognition on the world scene A diversified scope, a broad range of deliverables and cross-sector consistency A strong national membership base, which ensures, through the involvement of a broad range of stakeholders, the adequacy of the consensus, the dissemination of its deliverables and the market feed-back required for their maintenance and development Extensive networking, at both the international and the regional levels Ability to provide International Standards to assist in the implementation of regulations Leadership in the production of standards and guides for conformity assessment Leadership in regard to the use of IT tools for the production and dissemination of standards. http://xml.gov/stratml/drybridge/ISPIStratPlan.xml International Society for Performance Improvement ISPI Facilitate networking among practitioners. Leverage opportunities. Foster diversity and inclusion Maintain a global mindset. Value stakeholders. Operate under the Standards of Performance Technology and the Code of Ethics of our profession. http://xml.gov/stratml/drybridge/LC.xml Liberty Coalition LC We base our concerns on the fundamental values and principles of the Declaration of Independence and the U.S. Constitution. We base our concerns on the fundamental values and principles of the Declaration of Independence and the U.S. Constitution. We base our concerns on the fundamental values and principles of the Declaration of Independence and the U.S. Constitution. http://xml.gov/stratml/drybridge/IDeAUK.xml Improvement and Development Agency, United Kingdom IDeA       http://xml.gov/stratml/drybridge/NAPAstratplan.xml National Academy of Public Administration NAPA Responding to the events of 9/11, an Academy Panel is working with Congress and Federal Bureau of Investigation leadership to help the FBI transform itself into a proactive agency focused on prevention of terrorism, espionage and cyber crimes. As a result of that work, Congress provided the FBI with important new authorities and the FBI asked the Academy to broaden its work to include an evaluation of field structure and human resource practices. At Congress’ request, an Academy Panel evaluated the Clean Air Act’s New Source Review Program. The Panel found that the program was not working effectively at existing facilities and recommended an innovative performance and market-based trading system for monitoring and reducing air pollution. This study is informing the current debate on Clean Air Act reforms. The Academy provides a regular presence on Capitol Hill, where congressional committees have turned to Panels and Fellows for expert and objective testimony on such pressing issues as homeland security, government reorganization and performance-based management. Academy Panels and Fellows have helped numerous agencies grapple with the federal salary system and made numerous recommendations for improving it. Many of the recommendations have been incorporated into the U.S. Department of Homeland Security’s pay system, and proposed as part of the government-wide drive toward pay-for-performance. An Academy Panel conducted three studies outlining the impacts of environmental and public health hazards on people-of-color communities. Based on this solid work, the Ford Foundation requested that the Academy conduct a series of workshops to help local communities learn how to apply study recommendations to their own circumstances. The Academy led the research for the first-ever study of projected hiring needs across the federal government.With a grant from the New York Times, the Academy and the Partnership for Public Service developed the most comprehensive guide to date for job seekers interested in federal service. The guide provides these individuals with the essential knowledge they need to plan for their future in public service. The Academy hosts consortia to build a community of performance and human resources practitioners. A series of forums and research supports members as they seek to improve the management of their programs. A new Executive Consortium will engage agency leaders by addressing management and policy issues that are cross-functional across government, at both agency and bureau levels. The Academy convened top public officials from sub-Saharan Africa countries to develop a strategy to deal with the devastating effects of AIDS on African teachers, administrators, civil servants and their institutions. In addition, the Academy meets regularly with delegations from around the world and is building its work through memoranda of understanding with several African nations. http://xml.gov/stratml/drybridge/NAGARAstratplan.xml National Association of Government Archives and Records Administrators NAGARA We value the importance of the Archives and Records Management profession We believe in conducting our business fairly, honestly and openly We believe that networking is essential to our professional growth We believe in equal voice and representation, and in treating everyone equally We value each individual’s opinion and contribution We believe in encouraging members and publicly recognizing their efforts and accomplishments We believe in delivering practical, specific and cost-effective products that are responsive to our members’ needs We value non-member participation in both activities and issues important to the organization http://xml.gov/stratml/drybridge/NAGC.xml National Association of Government Communicators NAGC Members will: Conduct themselves professionally, with truth, accuracy, fairness, responsibility, accountability to the public, and adherence to generally accepted standards of good taste. Members will: Conduct their professional lives in accord with the public interest, in recognition in each of us is a steward of the public's trust. Members will: Convey the truth to their own agencies' management, engaging in no practice that could corrupt the integrity of channels of communication or the processes of government. Members will: Intentionally communicate no false or misleading information and will act promptly to correct false or misleading information or rumors. Members will: Identify publicly the names and titles of individuals involved in making policy decisions, the details of the decision-making processes and how interested citizens can participate. Members will: Represent no conflicting or competing interests and will fully comply with all statutes, executive orders and regulations pertaining to personal disclosure of such interests. Members will: Avoid the possibility of any improper use of information by an "insider" or third party and never use inside information for personal gain. Members will: Guarantee or promise the achievement of no specified result beyond the member's direct control. Members will: Accept no fees, commissions, gifts, promises of future consideration, or any other material or intangible valuable that is, or could be perceived to be, connected with public service employment or activities. Members will: Safeguard the confidence of both present and former employees, and of information acquired in meetings and documents, as required by law, regulation, and prudent good sense. Members will: Not wrongly injure the professional reputation or practice of another person, private organization or government agency. Members will: Participate in no activity designed to manipulate the price of a company's securities. http://xml.gov/stratml/drybridge/NAPFAstratplan.xml National Association of Personal Financial Advisors NAPFA Requiring the highest standards of financial planning. Practicing a holistic approach to financial planning. Using a Fee-Only model that facilitates objective advice. Committing to a fiduciary relationship that ensures the client’s interest is always paramount. Providing an explanation of fees and potential conflicts of interest. http://xml.gov/stratml/drybridge/NASACTstratplan.xml National Association of State Auditors, Comptrollers and Treasurers NASACT Be non-partisan Be ethical in our actions and relationships Advocate transparency and accountability Promote professional standards and participate in the setting of independent standards through due process Focus on issues affecting state governments Foster cooperation among parties that promote effective and efficient government financial management practices http://xml.gov/stratml/drybridge/NCEF.xml National Character Education Foundation NCEF       http://xml.gov/stratml/drybridge/NCDD.xml National Coalition for Dialogue and Deliberation NCDD We are committed to working with others, and to encouraging the people and groups we work with to do the same. We continuously seek out those with different perspectives and experiences so that we can make better decisions. And we encourage, cultivate, and utilize active participation in our programs and events. We are honest about our challenges and our struggles, as well as our successes and strengths. We share our decisions and discussions openly with our members and others. Our membership is open to those who can’t afford to pay the fee, our resources are shared widely and the term “members only” is not in our vocabulary. We value the contributions of every individual, and we value our diversity as a source of strength. We seek to involve and connect people from diverse backgrounds and perspectives within our membership and in all of our programs. As much as is possible and appropriate, we show equal appreciation, respect, and esteem for all dialogue and deliberation models, organizations, and leaders. We strive to achieve balance between action and reflection, between dialogue and deliberation, and between leadership and stewardship. We constantly seek out information and knowledge about new programs, ideas, methods, and scholarship. Because of this, the resources on our website and the people involved in our network continue to multiply. Instead of waiting for others to do things we know need to be done, we take the first steps. NCDD is known for making things happen in a field where most people and groups are too busy to take broad-based, long-term action. We design our programs around what our members need, and around what society needs that our members and we can provide. We are dedicated to sharing news about others’ events, trainings, resources, and programs—even if they seem to compete with our own. http://xml.gov/stratml/drybridge/NISO.xml National Information Standards Organization NISO NISO standards are proven, reliable, useful, and effective NISO encourages participation of all stakeholders in its standards processes which are themselves conducted in a manner that is fair, open, and transparent NISO moves quickly and imaginatively to identify, define, and address standards challenges and standards needs NISO earns trust through honesty and fairness http://xml.gov/stratml/drybridge/NLCStratPlan.xml National League of Cities NLC Representative, participatory local government. Local government as the cornerstone of government in the United States. The value of public service. The value of diversity throughout our organization and our communities. Municipal authority over municipal issues. A commitment to the highest ethical standards among all public officials. Civility and mutual respect. Anticipating the needs of communities and developing strategies to meet those needs and improve the quality of life. Partnerships, coalitions, and collaborations to strengthen cities and our advocacy efforts. http://xml.gov/stratml/drybridge/NORC.xml National Opinion Research Center at the University of Chicago NORC We are leaders in social science research. We strive to achieve excellence in every facet of our work by providing advanced solutions for collecting, analyzing and sharing data. We meet or exceed our clients’ expectations for quality, achieving an appropriate balance of time, budget and scope. We build long-term relationships through collaboration and mutual respect. We respect the rights and well-being of our study participants. We build productive teams with our clients and colleagues, communicating in an open, honest and constructive manner. We advance the field of social science by freely exchanging ideas with the larger research community. We nurture and capitalize on the complementary strengths of NORC and the University of Chicago. We recognize that NORC employees are our greatest asset. We hire and retain a diverse group of talented individuals. We have a work environment that fosters teamwork, encourages creativity, and provides equitable opportunities for growth and development. We are responsible for effective use of the assets entrusted to us by our clients, respondents, and trustees. We deliver data and analyses that ensure the integrity of our research and serve the public interest. We exercise fiscal prudence to ensure the long-term viability of the organization. http://xml.gov/stratml/drybridge/NWCET.xml National Workforce Center for Emerging Technologies NWCET           http://xml.gov/stratml/drybridge/NTEN.xml Nonprofit Technology Network NTEN We are practical dreamers. We believe in the power of technology to make the world a better and more just place for all. We are the community where people involved in nonprofit technology connect to share ideas, tools, ideas, and resources. We are a stage and a platform for your voices, ideas, and debates on technology-related issues that affect us all in our work. We are accountable to you and to your needs and strive to engage, listen, and be responsive to you, our members, in all that we do. We strive to be authentic and honest in all of our communications so our community knows that we say what we mean forthrightly, and mean what we say. We embrace change. We work in a dynamic, ever-changing field and are responsive to new ideas, innovations, technology, and market changes. We walk the talk. We want to surface new ideas and tools within this community, and we want to demonstrate, experiment, and play with them. We are eager to adopt the tools and practices that will matter in this sector. We believe that laughter, irreverence, fun, and a deep joy about what is and what is possible are essential to our work.   http://xml.gov/stratml/drybridge/OMBWatchstratplan.xml OMB Watch Improving access to decision-makers Energizing citizen participation to strengthen civil society and make government more just, equitable and accountable http://xml.gov/stratml/drybridge/OTGstratplan.xml OpenTheGovernment.org OTG The partners in OpenTheGovernment.org believe that access to information, especially about our government and its activities, is part of our common heritage as Americans and is a human right. It is a right that is under increasing threat. http://xml.gov/stratml/drybridge/OASISstratplan.xml Organization for the Advancement of Structured Information Standards OASIS The OASIS technical agenda is set by its members, who are free to start, and advance efforts to meet the needs of the marketplace; this is in contrast to organizations where direction is centrally managed. OASIS governance is responsive to the members. The Board (apart from the OASIS President) are elected by the members, allowing the members to indicate the direction they would like to see OASIS go through a yearly election. Likewise, OASIS Committee chairs are elected by Committee members through an open, democratic process. This differs from organizations where Board and working group leadership are tied to financial contribution, corporate standing, or staff appointment. OASIS encourages but does not mandate convergence, instead it values creativity and consensus over conformity and control, offering the marketplace the opportunity to evaluate overlapping efforts and determine the viability of any given approach. This is in contrast to assigning a single working group to address a standardization topic. OASIS draws on a balanced membership base that spans industries and geographies, where researchers and practitioners, vendors and users, government agencies and academic institutions, individuals and multi-national corporations all come together; many other standards bodies only represent the interests of homogeneous communities. http://xml.gov/stratml/drybridge/PPS.xml Partnership for Public Service PPS We believe that good government starts with good people. We live by our name of Partnership – working with others whenever possible. We exist not to do the job of government, but to help government do its job better. We work to improve OUR government, not THE government, focusing on goals that transcend ideology and politics. http://xml.gov/stratml/drybridge/PPI.xml Progressive Policy Institute PPI       http://xml.gov/stratml/drybridge/RDO.xml ReclaimDemocracy.org RDO We welcome all and oppose discrimination based on race, color, spiritual belief, gender, sexual orientation, age, physical ability, and national origin We believe that strengthening of democracy transcends political party affiliation We strive to ensure that our work meets the highest standards of accuracy and thoroughness We believe that our mission calls for non-traditional approaches that address the root causes of societal problems We subscribe to the highest ethical standards in all of our dealings We will open our operations and decision making processes to scrutiny by our members http://xml.gov/stratml/drybridge/SOL.xml Society for Organizational Learning SOL All human beings are born with an innate, lifelong desire and ability to learn, which should be enhanced by all organizations. People learn best from and with one another, and participation in learning communities is vital to their effectiveness, well-being and happiness in any work setting. The capacities and accomplishments of organizations are inseparable from, and dependent on, the capacities of the learning communities which they foster. It is essential that organizations evolve to be in greater harmony with human nature and with the natural world. Organizations must develop individual and collective capabilities to understand complex, interdependent issues; engage in reflective, generative conversation; and nurture personal and shared aspirations. Learning communities that connect multiple organizations can significantly enhance their capacity for profound individual and organizational change. Make no decision and perform no function at a higher or more central level than can be accomplished at a more local level. Conduct all deliberations and make all decisions by bodies and methods which reasonably represent all relevant and affected parties. Advance the Purpose in accordance with these Principles in ways which enhance the capacity of the community as a whole, as well as that of each member. Transcend institutional and intellectual boundaries and roles that limit or diminish learning. Continually conceive, implement, and practice governance concepts and processes which encourage adaptability, diversity, flexibility, and innovation. Use research generated by the community in ways that most benefit society. Openly and fairly acknowledge intellectual contributions to Concepts, Theories, and Practices, both from within and from outside the community. Contribute to and/or participate in research, capacity building, and practice, striving for the highest standards of quality. http://xml.gov/stratml/drybridge/SMPstratplan.xml Society for Military Psychology SMP We are dedicated to the promotion of the welfare of individuals and organizations. We are proactive in our service to psychology and the public at large and we ensure that our services adhere to the highest ethical standards of our profession. We believe in the inherent value of applying knowledge and expertise to address complex problems faced by military organizations. We value and promote the open exchange of ideas and foster opportunities for education and training of psychologists working with military organizations. We recognize the importance of identifying, creating and responding to the interests and needs of our members and are guided by an ethic of inclusive engagement for members within our profession. http://xml.gov/stratml/drybridge/SPS.xml Strategic Planning Society SPS Reflect the diversity of the organisations and communities we service. Committed to excellence - initially internally by creating a sustainable organisation. Committed to being a creative, trusting, knowledge centred organisation. To be unselfishly committed to the development of individuals and organisations to the benefit of their spheres of activity. Participative. Open http://xml.gov/stratml/drybridge/TCS.xml Taxpayers for Common Sense TCS TCS is fiercely non-partisan. TCS is steadfastly devoted to the idea that fiscal responsibility and government accountability are issues that cut across political divides. http://xml.gov/stratml/drybridge/USO.xml United Service Organizations USO Volunteer Culture http://xml.gov/stratml/drybridge/VM.xml VolunteerMatch VM VolunteerMatch is about people. We are a community that believes in the power of volunteering to enrich our lives and the world around us. We believe that in order to be strong, a community must be constantly evolving, increasingly active and evermore diverse. We are proud to be supporting a community that grew to over six million users in 2008. VolunteerMatch is about relationships. We are a service that brings good people and good causes together. We believe that the health of our community can be measured by the relationships formed between volunteers and the nonprofits they serve. Our aim is to build services that overcome the barriers that keep volunteers and nonprofits from finding each other, working together, and developing strong relationships. VolunteerMatch is about cooperation. We are a network that is only as strong as the partnerships that support it. None of us can build a community alone. We take partnerships seriously and seek to work with nonprofit, business and governmental leaders committed to building stronger relationships with their constituents around volunteering and service. http://xml.gov/stratml/drybridge/W3C.xml World Wide Web Consortium W3C The social value of the Web is that it enables human communication, commerce, and opportunities to share knowledge. One of W3C's primary goals is to make these benefits available to all people, whatever their hardware, software, network infrastructure, native language, culture, geographical location, or physical or mental ability The number of different kinds of devices that can access the Web has grown immensely. Mobile phones, smart phones, personal digital assistants, interactive television systems, voice response systems, kiosks and even certain domestic appliances can all access the Web. http://xml.gov/stratml/drybridge/WSHA.xml Washington State Hospital Association WSHA Everyone in America should have access to a standard package of health services. The reformed health care system must be based on fairness and equity, with all segments assuming their fair share. The structure for delivering and financing the health system must be efficient and effective, with clear accountability and responsibility. A reformed system must have aligned incentives to reward quality, control costs, enhance efficiency, and reduce inappropriate duplication and ineffective health services. A reformed system must be committed to promoting demonstrated patient safety, quality, and effectiveness. http://xml.gov/stratml/drybridge/WRI.xml World Resources Institute WRI Honesty, candor and openness must guide our work to ensure credibility and to build trust. To lead change for a sustainable world, we must be creative, forward-thinking, entrepreneurial, and adaptive. We believe that change in human behavior is urgently needed to halt the accelerating rate of environmental deterioration. Our effectiveness depends on work that is uncompromised by partisan politics, institutional or personal allegiances, or sources of financial support. Our relationships are based on the belief that all people deserve respect. http://xml.gov/stratml/drybridge/ARCplan.xml Appalachian Regional Commission ARC Promote homegrown solutions. Create sustainable economic development. Act as a strategic partner. Serve as a catalyst for change. Seed innovation. Support inclusive local decision making. Become a clearinghouse for ideas. Capitalize on existing assets. Encourage life-long learning. http://xml.gov/stratml/drybridge/AFRHstratplan.xml Armed Forces Retirement Home AFRH We expect our workforce to achieve what we promise to residents, staff and service partners. To ensure success, we measure progress and provide feedback to our customers. We honor the rich history of the US Armed Forces – from our Veterans to our victories. As such, our campus reflects that military heritage with memorabilia and tributes. We continuously work to improve each process, service and its delivery, while striving for excellence in all we do. We expect excellence and reward it. We will strongly uphold the mission of AFRH. We are honest and ethical and deliver on our commitments. We recognize that good ethical decisions require individual responsibility enriched by collaborative efforts. We strive to hire and retain the most qualified people. We maximize their success through training and development as well as maintaining and promoting open communication. Success depends on our devotion to consistently serve ever-changing customer preferences. Hence, we vow to be innovative and responsive – while offering exceptional products and services at competitive prices. http://xml.gov/stratml/drybridge/BBGStratPlan.xml Broadcasting Board of Governors BBG               http://xml.gov/stratml/drybridge/CNSStratPlan.xml Corporation for National and Community Service CNS Put the needs of local communities first. Strengthen the public-private partnerships that underpin all of our programs. Use our programs to build stronger, more efficient, and more sustainable community networks capable of mobilizing volunteers to address local needs, including disaster preparedness and response. Measure and continually improve our programs’ benefits to service recipients, participants, community organizations, and our national culture of service. Build collaborations wherever possible across our programs and with other Federal programs. Help rural and economically distressed communities obtain access to public and private resources. Support diverse organizations, including faith-based and other community organizations, minority colleges, and disability organizations. Use service-learning principles to put volunteer and service activities into an appropriate context that stimulates life-long civic engagement. Support continued civic engagement, leadership, and public service careers for our programs’ participants and community volunteers. Exhibit excellence in management and customer service. http://xml.gov/stratml/drybridge/DRBCStratPlan.xml Delaware River Basin Commission DRBC Water is a precious and finite natural resource, it is essential to all life and vital to ecological, economic and social well-being. The disparate distribution of water resources among watersheds poses a challenge to equitable allocation and use. Prudent water management requires a commitment to ecological integrity and biologic diversity to ensure a healthy environment; to a dynamic economy; and to social equity for present and future generations. The most effective way to eliminate pollution is to prevent it’s occurrence. Integrated management is crucial for sound results. When making water resource management decisions: • Link water quality and water quantity with the management of other resources • Recognize hydrological, ecological, social and institutional systems • Recognize the importance of watershed and aquifer boundaries • Avoid shifts in pollution from one medium to another and avoid creating a problem in a different location or environmental medium • Push the boundaries of technologic possibility while balancing economic constraints Improved land management is essential for improving the condition of water resources. • Decision-making should be based on sound scientific principles and an understanding of the relationship between land and water resources • Effective integrated management requires coordinated planning and action by all levels of government including federal, regional, state, and local levels • Existing planning efforts can provide the foundation for improving land and water resources management Individually and collectively, we are responsible for the stewardship of our water resources through their judicious use and management. • An informed public is vital to an improved environmental future • Public–private partnerships and enhanced cooperation are necessary for improved results • Successful decision frameworks are those flexible enough to encourage and adapt to innovations and new knowledge Existing legal structures and laws provide the framework in which management decisions are made. Decision-making should give due consideration to the policies and requirements in existing laws and the legal rights of persons and entities potentially affected by water management decisions. Authority to make integrated management decisions shall be derived from existing law as applicable, and may entail modifying or enacting new laws. Legal structures should be utilized that facilitate managing water resources within entire basins, watersheds, and aquifers, rather than on the basis of political jurisdictional boundaries, while continuing to respect the sovereignty of states and their political subdivisions. In water resources management, preferable actions are those that are structured to accommodate and be consistent with: • Preservation and enhancement of ecological integrity • Sustainability • Feasibility • Resilience to natural variability http://xml.gov/stratml/drybridge/DCPSA.xml District of Columbia Pretrial Services Agency DCPSA • Commitment to serve internal and external customers • Commitment to effective communications at all levels • Commitment to continuous learning and improvement • Proactive problem solving • Self-starter • Commitment to standards of conduct for employees of a law enforcement agency • Honesty; sincerity • Commitment to diversity and an open workplace • Appreciation of cultural differences • Courtesy • Professionalism • Collaboration • Cooperation • Praise • Positive interaction with colleagues • Reliability • Productivity • Efficient use of time and resources http://xml.gov/stratml/drybridge/FERCstratplan.xml Federal Energy Regulatory Commission FERC Use resources efficiently and effectively to achieve its strategic priorities. Ensure that interested parties are informed and provided an appropriate opportunity to participate in Commission proceedings. Provide regulatory certainty through consistent Commission approaches and actions. Complete regulatory proceedings in an open and fair manner, consistent with established regulations. Act on regulatory matters in an expeditious manner http://xml.gov/stratml/drybridge/FHFBstratplan.xml Federal Housing Finance Board FHFB The Finance Board is the arm’s length regulator of the FHLBanks and OF. The Finance Board is a steward of the public’s trust and uses its resources efficiently and in the public interest. The Finance Board aligns its actions with its mission and responds promptly and effectively to emerging risks and opportunities in the financial system. The Finance Board discharges its responsibilities fairly and adheres to the highest standards of ethical conduct. The Finance Board strives for excellence in carrying out its responsibilities and recognizes the contributions of employees who demonstrate the highest professional standards in their work. http://xml.gov/stratml/drybridge/FMCSstratplan.xml Federal Mediation and Conciliation Service FMCS People are the key to FMCS’s effectiveness and ability to excel. We strive for an atmosphere of mutual trust and inclusion with respect for the dignity and uniqueness of all individuals. We promote continuous growth and development and encourage individual responsibility and teamwork for excellence and leadership. We are dedicated to meeting the needs of labor and management through continuous improvement. We are committed to anticipating and responding to change. Commitment to quality education and training is vital to our mission. Leadership through initiative, creativity and innovation is essential. Neutrality, confidentiality, and acceptability are the foundations of our work. Effective communication, in all forms, is a necessary quality of a dynamic, changing organization. We are dedicated to clear, complete, timely and honest communication. While we respect appropriate confidentiality, we value open communication that begins with listening and encourages participation by all. http://xml.gov/stratml/drybridge/GSAstratplan.xml General Services Administration GSA Integrity is the cornerstone on which all GSA business must be built. GSA can be viewed as a trustworthy partner in all our business transactions. GSA is committed to communicating promptly with customers at all stages of our business processes. GSA will ensure that contracting procedures and other business processes managed by GSA are compliant with all applicable laws and regulations. GSA will openly demonstrate to agency customers, industry partners, stakeholders, GSA employees, and the American taxpayer that accountability and transparency are integral to all GSA transactions. GSA activities must be able to withstand the spotlight of offi cial and public scrutiny. GSA’s leaders are responsible for articulating the agency’s long-range vision; developing clear strategic objectives; being accountable for achieving results; maintaining a strong customer focus; and conveying the agency Vision, objectives, and expected results to GSA management officials and employees. Vision, leadership, and support from GSA management officials are essential for implementing and sustaining institutional initiatives. GSA leaders and management officials are responsible for making and executing decisions within authorized budgets, schedules, and human capital resources. GSA leaders and management officials must be prepared to work across organizational lines to achieve agency goals, including furthering the vision of One GSA-One Voice in serving agency customers and working with industry partners. http://xml.gov/stratml/drybridge/USHMMstratplan.xml United States Holocaust Memorial Museum USHMM A sacred trust, moral integrity Collections, scholarship, eyewitness legacy Creativity, innovation, self-evaluation, high ethical standards, performance Stewardship, public service Collegiality, consultation, trust, dignity Respect, collaboration, mutual accountability http://xml.gov/stratml/drybridge/IAF.xml Inter-American Foundation IAF Support people, organizations, and processes Channel funds directly to the non-governmental sector Promote entrepreneurship, innovation, and self-reliance Strengthen democratic principles Empower poor people to solve their own problems Treat partners with respect and dignity http://xml.gov/stratml/drybridge/NCPCStratPlan.xml National Capital Planning Commission NCPC We seek to forge effective partnerships with federal and local agencies, professional and civic organizations, and members of the public to achieve shared objectives that improve the quality of life and safety of those who live, work, and visit in the Nation’s Capital. We strive to disseminate full, clear, and accurate information on planning and urban design issues to citizens to encourage their participation in the planning process and provide a widely accessible public forum for members of the public to express their views on planning matters in the region. We are forward-thinking advocates of community design and renewal, and we seek innovative solutions to local and federal government needs. We aspire to a leadership role in the local, national, and international planning community by maintaining high levels of expertise and proficiency in our professional fields. We will lead by example, educating and informing all citizens and employing cutting-edge practices and technologies. We are results-oriented public servants dedicated to excellence and hold ourselves accountable for both the immediate needs of the federal establishment and the long-range consequences of our present actions. We endeavor to protect the integrity of the National Capital’s built and natural environment and serve as effective stewards in preserving Washington’s extraordinary planning legacy. http://xml.gov/stratml/drybridge/CASU.xml Cooperative Administrative Support Units CASU     http://xml.gov/stratml/drybridge/NSFstratplan.xml National Science Foundation NSF Imagining the future, working at the frontier, realizing the full potential of people, furthering promising ideas wherever and whenever they arise, and encouraging creativity and initiative. Continually improving our ability to identify opportunities; investing optimally the resources entrusted to us; managing a diverse, capable, motivating organization; rewarding accomplishment; and sharing our best insights with others. Seeking and accommodating contributions from all sources while reaching out especially to groups that have been underrepresented; serving scientists, engineers, educators, students and the public across the nation; and exploring every opportunity for partnerships, both nationally and internationally. Operating with integrity and transparency, maintaining quality and relevance in administration, management and oversight. http://xml.gov/stratml/drybridge/NRCstratplan.xml Nuclear Regulatory Commission NRC                 http://xml.gov/stratml/drybridge/NWTRBstratplan.xml U.S. Nuclear Waste Technical Review Board NWTRB The Board strives to ensure that its members have no real or perceived conflicts of interest related to the outcome of the Secretary's efforts to implement the Nuclear Waste Policy Act (NWPA). Board members arrive at their conclusions on the basis of objective and unbiased evaluations of the technical and scientific validity of the Secretary's activities. The Board's deliberations are conducted in such a way that the Board's integrity and objectivity are above reproach. The Board's findings, conclusions, and recommendations are technically and scientifically sound and are based on the best available technical analysis and information. The Board's findings, conclusions, and recommendations are communicated clearly and in time for them to be most useful to Congress, the Secretary, and the public. The Board encourages public comment and discussion of DOE activities and Board findings, conclusions, and recommendations. http://xml.gov/stratml/drybridge/OFHEOstratplan.xml Office of Federal Housing Enterprise Oversight OFHEO We adhere to the highest ethical and professional standards. We treat the Enterprises, the public, policy makers and other stakeholders with impartiality and respect. We are an arms-length regulator of the Enterprises and maintain our objectivity. Our evaluations of the Enterprises are unbiased and remain free from external influence. We maintain a highly skilled, dedicated and diverse workforce that reinforces our ability to manage change in a dynamic environment. We strive for excellence in our actions and work products in order to achieve results. We are accountable for our actions and results, both as individuals and as an organization. We strive to use agency resources and authorities efficiently and effectively to achieve our mission and goals. As public servants, we are accountable to the American people. http://xml.gov/stratml/drybridge/OPMstratplan.xml Office of Personnel Management OPM Promoting the ideals of public service Championing the Federal workforce Achieving excellence in what we do Advocating for innovative human resources practices Attracting and developing the best people for Federal service Preserving merit system principles Encouraging professional development and recognition opportunities Spending taxpayer dollars wisely Valuing our customers Being accountable for our actions http://xml.gov/stratml/drybridge/OPICITstratplan.xml OPIC Information Technology OPIC/IT Support OPIC's mission by delivering information management solutions in a professional, effective, and prompt manner; Use the Enterprise Architecture (EA) to make informed business decisions Ensure that all IT goals and investments are customer-focused, results-oriented, and cost-effective Provide a high-quality, innovative, and secure IT infrastructure that proactively assures confidentiality, integrity, and accessibility, and protects OPIC data and information systems Attract, develop, and retain a competent, creative, and highly motivated workforce http://xml.gov/stratml/drybridge/PRCstratplan.xml Postal Regulatory Commission PRC                 http://xml.gov/stratml/drybridge/SECstratplan.xml Securities and Exchange Commission SEC As the federal agency entrusted with enforcing and regulating the U.S. securities markets, each member of the SEC staff has a personal responsibility to demonstrate the highest ethical standards to inspire confidence and trust in one another and in the public the agency serves. As an agency with both regulatory and enforcement powers, the SEC must treat investors and market participants fairly in accordance with the law. As an employer, the SEC must seek to hire and retain a diverse staff, and ensure that all decisions affecting employees and applicants are fair and ethical. As professionals, the staff must treat all others with respect and dignity. The SEC staff embraces the responsibility with which it is charged. In carrying out its mission, the staff readily holds itself accountable to the public it serves and takes personal responsibility for achieving SEC goals. The SEC staff strives to work creatively, proactively, and effectively in assessing and addressing risk to the securities markets, the public, and other market participants. The staff is committed to finding flexible and innovative approaches to the Commission’s work and using independent judgment to explore new ways to fulfill the SEC’s mission in the most efficient manner possible. The SEC recognizes that its success requires a diverse, coordinated team committed to the highest standards of trust, hard work, cooperation, and communication. The staff is committed to these values and is striving to work more effectively as a team -- rather than as separate divisions or offices, and to coordinate more effectively with business, governments, and organizations in the U.S. and abroad. The SEC demands the highest standards of excellence, integrity, commitment, and dedication from its staff. The investing public and the U.S. securities markets deserve nothing less. http://xml.gov/stratml/drybridge/TCP.xml The Canberra Plan TCP                 http://xml.gov/stratml/drybridge/HHPSDstratplan.xml Hilton Head Public Service District HHPSD Deliberate strategic planning Alliances with neighboring utilities and governments Careful selection and training of personnel Asset protection and fiscal control Well-informed customers brought about by thoughtful communications Diligent management of operations Commitment to customer service http://xml.gov/stratml/drybridge/HHIstratplan.xml Town of Hilton Head Island, South Carolina HHI Great Natural Beauty World-Class Beach Pristine Waterways Preserving Our Low Country Character and Heritage Well-Planned Community Sustainable Community through Continuous Revitalization Exceptional Recreational Opportunities for All Community Welcomes All Hilton Head Island: Community Spirit and Pride Vibrant Community http://xml.gov/stratml/drybridge/UTITstratplan.xml Utah CIO IT Strategic Plan UTIT We value taking reasonable risks. We value leaders who articulate vision. We value integrity, only making promises we can keep, and we keep every promise. We value timely, honest, open, frequent, and clear communications with all parties. We value talent, and support the training opportunities needed to maintain competency. We value cooperation and collaboration, which creates a supportive work environment. We value accountability for the quality of services, and measure that accountability. We value differing opinions, and use them to create unified action. http://xml.gov/stratml/drybridge/WSSC.xml Washington Suburban Sanitary Commission WSSC We are responsible employees who are accountable and take our actions seriously We are a diverse organization that encourages equality, trust, openness and respect for all We achieve the highest level of quality and productivity, demonstrating excellence in providing world class service to everyone We create and seize opportunities to grow personally and professionally, contributing to the success of our organization We continuously enhance and protect natural resources and the environment for the health of future generations We balance cost and benefit in our daily decision making http://xml.gov/stratml/drybridge/FannieMae.xml Federal National Mortgage Association Fannie Mae       http://xml.gov/stratml/drybridge/GinnieMae.xml Government National Mortgage Association Ginnie Mae       http://xml.gov/stratml/drybridge/MCC.xml Millennium Challenge Corporation MCC       http://xml.gov/stratml/drybridge/CCAstratplan.xml Canada Council for the Arts CCA The Canada Council’s respect for artistic merit---or excellence---as its most important consideration in awarding grants ensures that its funds are invested in work of high quality from all parts of Canada and all disciplines and practices, including art that is challenging and risk-taking. The Canada Council plays a unique role at the federal level in putting individual artists at the centre of its thinking and investing directly in them---a critical element in the Council’s contribution to advancing Canada’s creative economy and Canada’s international reputation for innovation. The Council’s historic commitment to diversity and equity and to inclusive policies reflecting Canada’s rich and complex cultural reality---languages, cultures, racial groups, genders, generations, arts practices and regions---is one of its greatest achievements, and it must be reinforced, expanded (for example, in support of disability arts) and strengthened (to ensure that the Council can respond to evolving arts practices). The Canada Council’s use of peers in the assessment of grant applications and in developing programs and policies strengthens the quality of its decision-making, its investment in professional arts practitioners, and its relevance and responsiveness. The knowledge base of the Canada Council---the expertise and commitment of its staff, its research, and ability to speak for the arts nationally---and the mutual respect between the Council and the arts community are potentially as valuable as its budget, and should be viewed as critical resources to be strategically developed and invested. Over the years, as times have changed, the Council has been adaptable and flexible, while remaining a lean and efficient organization. The Council values transparency and accountability in its operations, with publicly accessible guidelines and objectives for all of its programs. The Canada Council is in a unique position to advance the careers of professional artists and arts organizations in an international, as well as national, context. Despite the expanding universe in which the Canada Council finds itself, it must keep its priorities and interventions targeted and strategic if it wishes to maximize its impact. http://xml.gov/stratml/drybridge/DFOCanada.xml Department of Fisheries and Oceans Canada DFO Respecting and accepting government and departmental priorities Being recognized as a valued and respected member of the team Treating colleagues and clients with respect Respecting the knowledge that all employees bring to DFO Valuing individual differences and taking other viewpoints into consideration Setting high standards as individuals Being transparent in dealings with others Ensuring that actions and words represent the interests of Canadians, not personal interests Providing advice that is impartial, objective, factual and furthers the Department's objectives Being committed to open communication Being honest and fair with colleagues Protecting the public interest Providing quality service to Canadians Aligning efforts, energy and expertise with government and departmental priorities Contributing knowledge and professionalism to further the Department's mandate Fulfilling duties in a professional manner Being generous with skills and knowledge Acting as part of the DFO team http://xml.gov/stratml/drybridge/CSIRO.xml Commonwealth Scientific and Industrial Research Organisation CSIRO We address the major scientific challenges and opportunities for Australia with a focus on delivering quality science that makes a real difference to people’s lives. We are part of the global scientific community and in strong partnerships with universities, other science agencies and industry we bring to bear the latest science discoveries and advances in technology to tackle the social, economic and environmental challenges that face Australia. We are an outward-looking and unified One-CSIRO, making full use of our collective and diverse strengths and growing our impact and relevance as a trusted source of independent scientific advice that offers practical solutions in service to the nation.       http://xml.gov/stratml/drybridge/SportCanada.xml Sport Canada Canada’s programs and policies are inclusive Canada’s sport system is ethically-based and athlete/participant-centred Canada’s competitive athletes are prepared according to the principlesof long-term athlete development Canada has strong collaboration and strategic partnerships among FP/T governments and sport organizations Canada’s public and private sectors support adequate resourcing of theCanadian sport system Canada’s sport leaders are identified, developed and retained The broader cultural and socio-economic potential of sport is realized Leading-edge sport knowledge is generated and disseminated http://xml.gov/stratml/drybridge/EES.xml European Employment Strategy EES Balance between European Union level and the Member States Concerted Action Exchanging of good practice Structural reforms also extend to social, educational, tax, enterprise and regional policies Management by Objectives http://xml.gov/stratml/drybridge/UKInternationalPriorities.xml Strategic International Priorities for the UK               http://xml.gov/stratml/drybridge/DIUS.xml Department of Innovation, Universities and Skills DIUS Only an inclusive society that creates opportunities for all its people will have the strength and resource to be at the leading edge of the world economy or meet the global challenges of the 21st century. To enable DIUS to deliver these objectives, the Department will strive to add value across the delivery chain, be innovative in the way it works internally and with others, and be mindful of the intrinsic value of the pursuit and application of knowledge as a worthwhile activity http://xml.gov/stratml/drybridge/MLA.xml Museums, Libraries and Archives Council MLA We will work with the sector to increase opportunities for learners to progress and achieve their creativity and unlock their potential. We will ensure museums, libraries and archives are inclusive and support sustainable communities, particularly in their work with young people. We will strengthen capacity in the sector to innovate and continually improve across workforce, collections, services, funding and partnerships. We will also make the MLA an excellent and efficient organisation. http://xml.gov/stratml/drybridge/UNC.xml Charter of the United Nations UNC to practice tolerance and live together in peace with one another as good neighbours to unite our strength to maintain international peace and security to ensure, by the acceptance of principles and the institution of methods, that armed force shall not be used, save in the common interest to employ international machinery for the promotion of the economic and social advancement of all peoples http://xml.gov/stratml/drybridge/UNDP.xml United Nations Development Programme UNDP             http://xml.gov/stratml/drybridge/CPIUStratPlan.xml Center on Philanthropy at Indiana University CPIU Commitment beyond self, beyond the law, and to the public good Obedience to the laws Integrity, openness and honesty in everything we do Respect for the intrinsic worth of individuals and their ideas, including staff, faculty, scholars, students, practitioners, volunteers, and donors in the U.S. and abroad Commitment to racial, cultural, demographic, gender, sexual orientation, religious, ethnic, international, and intellectual diversity in our policies, personnel, and programs Leadership in institutional development, field building, and impact on society Excellence in scholarship, research, teaching, training, and collaboration Accountability and service to each other, our sector, and our community Prudent application of knowledge and resources http://xml.gov/stratml/drybridge/DGI.xml Decentralized Information Group DGI The World Wide Web scales because its architecture is decentralized. There are (mainly) no central bottlenecks physically, socially or conceptually. This group takes this architecture in two directions: where the web architecture could be improved, we look at even more scalable architectures which remove the remaining centralized constraints (such as the social and technical constraints around the domain name system), and we take build on top of the existing web a Semantic Web of self-describing data which allows machine processing across the boundaries of applications and organizations. Consistent with the Semantic Web's overall goal of promoting open access to knowledge and computing resources, DIG works with open source tools and produces open source code based on open, publicly specified standards. http://xml.gov/stratml/drybridge/NDU.xml National Defense University An educational and research climate that fosters and protects free expression, rigorous analysis, and open intellectual exchange. An organizational culture based on openness, honesty, trust, and ethical conduct. A determined commitment to scholarship, knowledge development, institutional agility, innovation, and creativity. The embrace of diverse peoples, ideas, and cultures in a spirit of lifelong professional cooperation and collaboration. An environment that fosters individual intellectual and physical well being. http://xml.gov/stratml/drybridge/TCCStratPlan.xml Tunxis Community College TCC We value and demonstrate openness and honesty, resolving differences with civility and without reprisals. We speak and act truthfully, without hidden agendas. We admit our mistakes, say when we do not know, and honor our commitments. We avoid silence when it may mislead; we seek root causes and solve problems. We value institutional and individual accountability, defined as doing what needs to be done in a timely and competent manner. By acceptance of personal responsibility for our own actions and decisions, we help to create a college at which we are proud to work. We treat others fairly and with dignity. We value and honor each other in our diversity. We value continuous improvement and growth in every area of college life. We value collaboration, cooperation, teamwork, innovation, and creative problem solving in our continuous improvement efforts. We value the courage to take risks and provide leadership. We share information, ideas, and feelings—listening carefully, speaking forthrightly, respecting diverse views, participating productively in dialogue and conversations. We welcome paradox and constructive conflict as we move toward consensus. We value laughter, play, love, kindness, celebration, and joy in our learning and work—taking our learning and work seriously and ourselves lightly. http://xml.gov/stratml/drybridge/ASOND.xml An Agenda for Strengthening Our Nation's Democracy ASOND The proportion of people voting in America will increase and the electorate will be a diverse and accurate representation of our society as a whole. Public service, whether elected, appointed or voluntary, will be open to all Americans and will create a political system that is a diverse and accurate representation of our whole society. We will change the way Americans view their government, and the way government views the people. No longer will ordinary people be merely consumers of government services. We will be active partners with government and with each other. The routines of our public life will change. It will be a regular occurrence for officials and the public to listen to each other, and for citizens to find ways to work together. The quality of our lives will be improved, as the people know their voices are heard, and as the partisan fragmentation of society lessens. This newly empowered definition of what it means to “have a voice” will make it more likely that many people, of all backgrounds, will use their voices and energies to make a tangible difference. http://xml.gov/stratml/drybridge/DLO.xml DemocracyLab.org DLO We believe in the fundamental right of all human beings to think and express themselves freely. We believe in the power of the vote, and in the legitimacy of the democratic process as a means to make collective decisions. We believe that a politically engaged and active citizenry is essential to a healthy society. We believe that the power of reason is the defining characteristic of human beings, and that every individual has the ability to make a unique contribution to society’s betterment. We believe that the gathering and aggregating of the intelligence of individuals can consistently yield effective solutions to societal problems. http://xml.gov/stratml/drybridge/FBP.xml Facebook FB People should have the freedom to share whatever information they want, in any medium and any format, and have the right to connect online with anyone – any person, organization or service – as long as they both consent to the connection. People should own their information. They should have the freedom to share it with anyone they want and take it with them anywhere they want, including removing it from the Facebook Service. People should have the freedom to decide with whom they will share their information, and to set privacy controls to protect those choices. Those controls, however, are not capable of limiting how those who have received information may use it, particularly outside the Facebook Service. People should have the freedom to access all of the information made available to them by others. People should also have practical tools that make it easy, quick, and efficient to share and access this information. Every Person – whether individual, advertiser, developer, organization, or other entity – should have representation and access to distribution and information within the Facebook Service, regardless of the Person’s primary activity. There should be a single set of principles, rights, and responsibilities that should apply to all People using the Facebook Service. People should have the freedom to build trust and reputation through their identity and connections, and should not have their presence on the Facebook Service removed for reasons other than those described in Facebook’s Statement of Rights and Responsibilities. People should have programmatic interfaces for sharing and accessing the information available to them. The specifications for these interfaces should be published and made available and accessible to everyone. People should be able to use Facebook for free to establish a presence, connect with others, and share information with them. Every Person should be able to use the Facebook Service regardless of his or her level of participation or contribution. The rights and responsibilities of Facebook and the People that use it should be described in a Statement of Rights and Responsibilities, which should not be inconsistent with these Principles. Facebook should publicly make available information about its purpose, plans, policies, and operations. Facebook should have a town hall process of notice and comment and a system of voting to encourage input and discourse on amendments to these Principles or to the Rights and Responsibilities. The Facebook Service should transcend geographic and national boundaries and be available to everyone in the world. http://xml.gov/stratml/drybridge/groundswell.xml Groundswell: Winning in a World Transformed by Social Technologies Groundswell               http://xml.gov/stratml/drybridge/LCSR.xml Leadership in Customer Service Report: Creating Shared Responsibility for Better Outcomes LCSR Organizations that achieve high performance through customer service are citizen-centric; that is, they organize their services and information around their citizens’ needs and circumstances. Organizations that achieve high performance through customer service use a variety of channels to provide information and services to people and strive for seamless coordination between these channels. Organizations that achieve high performance through customer service work together at the local, regional and national levels to provide integrated services. Organizations that achieve high performance through customer service actively reach out to their customers; working to ensure that people are well informed about the services they offer so that customers can use their services easily, and understand what is expected of them in return. http://xml.gov/stratml/drybridge/MGP.xml Metagovernment Project MGP Anyone may contribute to any open source governance structure. Significant efforts will be made to enfranchise those who are unable to contribute to an administration. Efforts will include conducting regular public meetings and promoting dissemination of internet-access technologies (such as the OLPC project). All aspects of governance will be as open as possible, under the principle of radical transparency. All software and systems used to run administrations will be free, open source software and systems. Unless consensus can be reached on how a policy could address an issue, then there will be no policy on that issue. When opposing views are presented, preference is always given to synthesis rather than either conflict or compromise. http://xml.gov/stratml/drybridge/MP.xml Metagovernment Project MP Government of, by, and for all the people – Anyone may contribute to any open source governance structure. Openness in everything – All aspects of governance will be as open as possible, under the principle of radical transparency. All software and systems used to run administrations will be free, open source software and systems. Without consensus, there is no law – Unless consensus can be reached on how a policy could address an issue, then there will be no policy on that issue. Consensus through synthesis – When opposing views are presented, preference is always given to synthesis rather than either conflict or compromise. http://xml.gov/stratml/drybridge/MSO.xml MySociety.org MSO mySociety is a non-profit based on a charity. mySociety is a community of volunteers and (paid) open source coders. mySociety is a not-for-profit company that builds websites of a democratic bent for other people, such as the No 10 Downing Street Petitions Website, for the Prime Minister’s Office. http://xml.gov/stratml/drybridge/OKFN.xml Open Knowledge Foundation OKFN       http://xml.gov/stratml/drybridge/OK.xml OpenKollab Strategic Confluence Platform OK We are primarily concerned with the smaller, nascent and amorphous projects that see the conference infrastructure as a necessary part of their networking and marketing strategy. They lack the resources, organizational structure and established leadership that sustains a project, and generally need nurturing. They also are often quite cutting edge, a new need having been identified by the group of experts assembled at the event. They also have a temporarily high group energy surrounding them due to the formation of new relationships, stimulation through the experience of new ideas and concepts etc. We have also narrowed the scope by focusing on real-time interaction. Just as face-to-face is more productive than virtual, we find that real-time virtual meetings (conference calls, scheduled chat sessions) are essential within collaborative groups for two reasons; they enhance productivity and they enhance participants ability get to know each other and form trust based relationships. Moreover, distinct projects with shared goals often have clearly established wiki and discussion list territories, and are slow to work towards merging with another group. However, most projects are less established in their real-time practices. By focusing on this more fluid and less bounded territory, we increase our ability to facilitate collaboration. In addition to the web infrastructure, we recognize that there is also a social component that must be consciously designed. We need to cultivate a community of volunteer facilitators who will assist groups as they use the site, seek out related groups, try to resolve their differences with related groups, learn to use the tools at hand, and generally collaborate. This document will not explain this aspect in great detail, as it it's hard to predict what it will look like at this point. It's safe to say, though, that no tool will ever be adequate to the complexity of collaboration, and that building community is essential. A central ingredient in the development of the OpenKollaboration process will be a web platform that supports the larger objective of stimulating and facilitating collaboration amongst smaller project groups. http://xml.gov/stratml/drybridge/OSc.xml OpenStrategy.com OSc           http://xml.gov/stratml/drybridge/PEP.xml Public Engagement Principles PEP Strong democracy Citizens and government work together A society that protects individual freedom while simultaneously ensuring liberty and justice for all Engaging people around the issues that affect their lives and their country Convening diverse, representative groups of people to wrestle with information from a variety of viewpoints Making better, often more creative decisions http://xml.gov/stratml/drybridge/CIVICUS.xml World Alliance for Citizen Participation CIVICUS CIVICUS believes in the equality and dignity of every person, and that all people should be free to exercise their rights as citizens as defined in the Universal Declaration of Human Rights. CIVICUS exists to ensure that people treat one another with the respect with which they themselves wish to be treated. Civil society cannot thrive without mutual respect. CIVICUS recognises that to increase its global awareness of civil society and before it can assist or take action, it needs to form alliances with other concerned bodies to increase its influence and knowledge. CIVICUS is realistic about conflict in today's world, but remains optimistic that most people, organisations, governments and businesses will work together for the benefit of all. CIVICUS will always promote civil justice and pledges to act in a manner that honours the principles of democratic civil society. http://xml.gov/stratml/drybridge/ETgovstratplan.xml Emerging Technology Life-Cycle Management Process ET.gov Conformance to a standards-compliant, service-oriented, component-based architecture Avoidance of building yet another so-called "one-stop portal" that is in fact yet another stovepipe application that cannot readily share information with other sites and applications Adherence to Raines' Rule number 7, with respect to the development of IT systems in relatively small "chunks," each of which adds value in and of itself without needless dependencies on other components Making reality speak more clearly for itself in terms of the interests of .gov agencies in emerging technologies and their willingness to work together to foster consideration of such technologies http://xml.gov/stratml/drybridge/XMLGovStratPlan.xml XML Community of Practice (Discussion Draft) xmlCoP In recognition of the relatively new and dynamic nature of the technology, we were asked to develop an "evolving" strategy. Beyond the initial iteration of the plan and set of tasks, no further deadlines have been specified nor is "completion" of the plan contemplated in the sense that no further changes can be anticipated. Our strategy is to be defined and documented at xml.gov. Our Web site is both the embodiment of our strategic plan as well as a primary means of implementing it. All of our significant accomplishments should be documented on the site, meaning that it also constitutes a record by which to assess the results we have achieved. There are no qualifications for participation in the xmlCoP nor any mandate for anyone to do so. The financial resources available to the Working Group are quite limited. We are largely reliant upon GSA for financial support. Funding for the XML Registry was included in GSA's budget for FY 2004 but was not approved by Congress. We are not a policy-making body nor were we chartered to take on operational responsibilities. In a charter revision, the CIO Council's Architecture and Infrastructure Committee (AIC) instructed us to take a more operational orientation, in the sense of identifying specific project/task deliverables. In accordance with OMB Circulars A-76 and A-119, whenever possible, agencies should use voluntary consensus standards developed in partnership with commerce and industry. Our strategic activities should support the policy initiatives of the Administration, including for example the Citizen-Centered eGovernment Action Plan and OMB's information quality guidelines. Our extended and revised charter expires on November 30, 2008. We should not assume that it will be extended and should scope our objectives accordingly, while at the same time considering how best to facilitate necessary followup and further value-additive activities that may be warranted beyond that date.