Relevant bibliographies by topics / Strategy of Mission

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategy of Mission'

Author: Grafiati
Published: 4 June 2021
Last updated: 5 February 2022

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Journal articles on the topic "Strategy of Mission"

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Kim, Chil-Sung. "Mission Strategy for Islam." Theology of Mission 47 (August 31, 2017): 207–22. http://dx.doi.org/10.14493/ksoms.2017.3.207.

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Alegre, Inés, Jasmina Berbegal-Mirabent, and Adrian Guerrero. "Mission statements: what university research parks tell us about timing." Journal of Business Strategy 40, no. 5 (September 3, 2019): 46–53. http://dx.doi.org/10.1108/jbs-11-2018-0191.

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Purpose Mission statements are a key element of any organization. Ideally, the mission statement should be written at the initial stages of an organization’s life to be a useful tool to guide future organization’s decisions and strategy. However, at the early stages of an organization’s life, the organization might still be under development with the objective and stakeholders not yet well-defined, and therefore, stating the mission so early on, might neglect some important elements. In this paper, the authors explore the difference in mission statement quality between missions that have been created at the birth stage of an organization versus missions that are just explicitly formulated once the organization is already well-established and an underlying implicit mission already exists. The authors use as an empirical setting university research parks. Design/methodology/approach The authors evaluate mission statement quality using content analysis. The authors then test the differences on mission statement quality between two groups of research parks, those that have followed a creation strategy versus those that have followed a formulation strategy, using mean of differences test. Findings The authors find that a formulation strategy produces more complete mission statements than the creation strategy. Research parks that have followed a formulation strategy include in their mission statements more references to relevant stakeholders, such as investors, than parks following a creation strategy with respect to their mission statement. Research limitations/implications The research setting is Spanish Science Parks. This research setting is appropriate to answer the research question, as two Park creation strategies, planned and unplanned, allow the researchers to clearly differentiate between two mission conception strategies. However, the sample size is rather small. Practical implications Research has shown that a well-defined mission helps organizations focus and strategy formulation. The authors’ research offers some guidance on how to achieve a high-quality mission statement which will, in turn, help organizations have a better definition of their purpose. Originality/value Research until now has assumed that the mission statement should be formulated at the initial stages of the organization’s life. The authors’ research shows that defining the mission statement later in the process creates higher-quality mission statements that better reflect the organizations purpose and relevant stakeholders.
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Kim, Eun-Ho. "'Team Mission' as a strategy to maximize mission work." Theology and Praxis 51 (September 30, 2016): 529–58. http://dx.doi.org/10.14387/jkspth.2016.51.529.

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Choi, Yong Joon. "Contemplation on Korean Mission Strategy from Sustainable Mission Perspective." Theology of Mission 63 (August 30, 2021): 352–81. http://dx.doi.org/10.14493/ksoms.2021.3.352.

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Takenaka, Masao. "TOWARD A MULTILATERAL MISSION STRATEGY." International Review of Mission 76, no. 301 (January 1987): 57–58. http://dx.doi.org/10.1111/j.1758-6631.1987.tb01510.x.

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Van der Walt, JL, J. Kroon, and BJ Fourie. "The importance of a vision and mission for small, medium-sized and large businesses." South African Journal of Economic and Management Sciences 7, no. 2 (April 28, 2004): 206–20. http://dx.doi.org/10.4102/sajems.v7i2.1373.

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Although the vision and mission are important to the strategic planning of a business and much time and effort are spent on their formulation, they aren’t used as planning instruments. The purpose of this paper was to determine whether management understands the vision and mission as complementary concepts and whether they use them effectively in the planning process. This study was conducted by sending questionnaires to businesses in the Gauteng Province where most SMEs in South Africa are situated. Findings confirmed that the majority of businesses, especially small businesses, can distinguish between and have visions and missions, but do not apply them optimally in strategy implementation. Recommendations include that businesses should have a written vision and mission statement, which should be communicated effectively and applied in planning and strategy implementation.
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Tucker, Ruth. "Female Mission Strategists: A Historical and Contemporary Perspective." Missiology: An International Review 15, no. 1 (January 1987): 73–89. http://dx.doi.org/10.1177/009182968701500106.

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Although women have been very prominent in foreign missions for more than a century, they have generally played a secondary role in the field of missiology. Most mission boards and seminary faculties have been male-dominated, except for a time in the late nineteenth and early twentieth centuries when women formed their own “female agencies” and training schools. During this period women made significant practical and scholarly contributions to mission strategy. With the demise of the women's missionary movement, however, such opportunities sharply declined. That is now beginning to change. In recent decades women have once again become more involved in the strategy of missions, especially in areas involving women's work, cross-cultural communication, literature, education, lifestyle, urban ministries, and mission specializations.
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진미수. "The Mission Strategy of Chinese Diaspora." Life and Word 15, no. ll (August 2016): 119–50. http://dx.doi.org/10.33135/srlt.2016.15..119.

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Macfarlane, Laurie, and George Dibb. "Delivering a mission‐oriented industrial strategy." IPPR Progressive Review 26, no. 1 (May 16, 2019): 31–38. http://dx.doi.org/10.1111/newe.12139.

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Dudnyk, Andrii, Dumitru Chesov, and Christoph Lange. "Mission impossible: the End TB strategy." International Journal of Tuberculosis and Lung Disease 22, no. 2 (February 1, 2018): 121–22. http://dx.doi.org/10.5588/ijtld.17.0842.

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Dissertations / Theses on the topic "Strategy of Mission"

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Lee, Yoon Woo. "An evaluation of the mission strategy effectiveness in Vietnam /." Free full text of English translation is available to ORU patrons only; click to view:, 2006. http://proquest.umi.com/pqdweb?did=1303290311&sid=1&Fmt=2&clientId=456&RQT=309&VName=PQD.

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Applied research project (D. Min.)--School of Theology and Missions, Oral Roberts University, 2006.
Includes abstract and vita. Translated from Korean. Includes bibliographical references (leaves 192-197).
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Martin, R. W. Bobby. "Developing a marketing strategy for the Dallas Baptist Association annual mission offering." Theological Research Exchange Network (TREN), 2002. http://www.tren.com.

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Krajník, Jaroslav. "Strategie malé firmy." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-151515.

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This thesis is devoted to small business strategy. In the theoretical section all the important parts of the strategic cycle are gradually summarized. The practical section is closely linked with the theoretical one and gradually applies the theoretical knowledge from the first part to the specific example of a small business. After determining the vision and the mission a detailed internal and external analysis is described for small business. Than particular models are being applied on the specific case in order to determine the strategies for the chosen company. Based on the information gathered, the thesis deals with the evaluation of strategies, their selection and design of their implementation in practice. These three essential procedures are set out as a goal of this thesis. In the end, we get to evaluate the strategy chosen according to various criteria, its proposal to introduce into practice and recommendations for future action by the company as well as their justification.
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Kašpar, Ondřej. "Návrh strategie malé firmy." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-194157.

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The thesis is divided into individual chapters of the theoretical and practical part. The aim is to develop and evaluate strategies for the company STAKOSOLAR Ltd. stemming both from the theoretical knowledge as well as the specific data obtained in this company. Theoretical findings were drawn from literature and other resources dealing with this issue. The practical part is devoted to the characteristics of the chosen company, applying the knowledge provided in the theoretical part on the case, the selected small businesses. Attention will be focused on the individual steps of the strategic cycle starting from firm conviction of the company's management about the necessity of defining a strategy, up to design and plan of implementation of a specific strategy for the business. The thesis outlines some of the possible options for future development, assesses their demands and the pros and cons of the possible.
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Jakobitz, Jeffrey R. "Development of an agricultural strategy for mission." Theological Research Exchange Network (TREN), 1986. http://www.tren.com.

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Van, Wynen Susan Elaine. "A Journey of Missional Intent : Organizational Strategy in the Context of God’s Mission." Thesis, University of Pretoria, 2001. http://hdl.handle.net/2263/78502.

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This research addresses the following issue: Traditional strategic planning philosophies and methodologies were not created or developed to reflect or support organizational participation in missio Dei (God’s mission). The following questions provided the focus for the research— Can the concept of a journey: • provide a more biblically and missiologically-aligned, helpful, and effective basis for creating new ways of leading and participating in organizational thinking and planning in and among mission and church organizations?” • address organizations’ desires to flourish in and respond to the complex local and global environments of today and tomorrow? • be effective in multicultural and global contexts? The questions above were addressed through three key areas of research: Metaphor and strategy, multi-cultural impressions of journey, and journey and Scripture. A process of qualitative inquiry drew from literature review, survey and case studies. The literature review included contributions from theology, missiology, business, history, and literary classics. The research was also enriched by the wisdom, cultures, contexts, and experiences of survey and case study participants, organizational leaders from more than forty nations. The findings come together to make a unique contribution to the study of strategy as relates to organizations that seek to be a part of God’s mission. The research primarily, but not exclusively, addresses the needs of Christian organizations, including churches. The study of strategy metaphors and the journey concept could be of benefit to any organization’s leaders. The research is informed by the work and journey of the Wycliffe Global Alliance, but the application potential and implications of the research are broader and deeper than any one group or type of organizations. Exploring the concept of journey led to findings concerning the importance of metaphor, the near-universality of journey as a metaphor, and the many rich facets of this concept when voices from many nations are heard. The case studies and research associated with the literature review also provided insights into how the journey concept can be practically applied across cultures and in ever-changing, and often complex, global and local contexts.
Thesis (PhD)--University of Pretoria, 2020.
Biblical and Religious Studies
PhD
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Brinks, Raymond Gerald. "Cane harvest a kingdom multi-ministry strategy for mission : a strategy for the Christian Reformed mission outreach in the Dominican Republic /." Theological Research Exchange Network (TREN), 1985. http://www.tren.com.

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Barbour, Lynn. "Strategic management and the Christian church : a mission-based framework for formulating strategy." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50105.

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Thesis (MBA)--Stellenbosch University, 2004.
Binne alle soorte van organisasies is dit 'n sleuteldoelwit van bestuur om die organisasie se bestaande sukses in die markplek te fasiliteer en die toekoms daarvan te verseker. "lndeed, good strategy and good strategy execution are the most trustworthy signs of good management" (Thompson & Strickland, 2003). In die privaatsektor word formele strategiese bestuursraamwerke, modelIe en prosesse wyd toegepas ten einde die formulering en implementering van doelmatige strategiee te ondersteun. In die nie-winsgewende omgewing, insluitende religieuse organisasies soos kerke, word strategiese bestuursmodelle nouliks gebruik. Die akademiese literatuur bevat min oor strategie en die toepassing daarvan op religieuse organisasies, wat kerke insluit. Hierdie tekortkoming het 'n geleentheid vir ondersoek geskep. Die navorsingsprobleem wat dus aangespreek word in die werkstuk is die volgende: Kan die strategiese-formnuleringsraamwerk wat ontwikkel word in die besigheidsomgewing toegepas of aangepas word om 'n betroubare raamwerk vir strategie formulering in die Christelike Kerk daar te stel? 'n Uitgebreide literare soektog was onderneem. Dit sluit in materiaal oor strategiese bestuur, ekonomie, sosiologie, sendingkunde en algemene kerkliteratuur. As sodanig vorm dit die basis vir die ontwerp van 'n strategie formuleringsraamwerk wat bepalend is tot die Christelike Kerk. Alle Christelike Kerke is geroepe om in terme van die Groot Opdrag uit te reik en die evangelie te verkondig. Dit vorm deurgans die kernsending vir kerke. Die voorgestelde raamwerk erken die grondslag en sentrale rol van hierdie sending in die strategieformulering van die Christelike Kerk. Om die rede is die raamwerk die sending-gebaseerde raamwerk ("mission-based framework-) genoem. Hierdie sending-gebaseerde raamwerk erken die voordele van integrasie van die buite-in en binne-buite benaderinge tot strategiesebestuur. Dit omsluit beide 'n eksteme en interne ontledingselement. Hierdie kernkonsep van sending is 'n verwysingspunt vir die ander elemente. Die eksterne en interne analises word gedoen met verwysing na die sending. Die strategiese strekking word ook gerig met die sending. Die analise-integrasie element kombineer die bevindinge van die eksterne en interne analises. Die uitkoms word vergelyk met die strategiese strekking, wat weereens in Iyn is met die sending. Die strategie wat geformuleer is, word gemeet teen die sending. Die sending-gebaseerde raamwerk is toegepas ten einde die gebruik daarvan te toets as 'n instrument in die Kerk. In die werkstuk is die toepassing breed en gemik op die voorbeeldsteliing van die proses. Die raamwerk kan nietemin toegepas word op verskillende vlakke: industrie, kerklike of individuele kerkvlak. Na voltooiing en dokumentering van die ondersoek, en gebaseer op die uitgebreide akademiese en ander literatuur, is die navorsingsprobleem positief beantwoord. Die strategie formuleringsraamwerke en modelle wat ontwikkel is binne die besigheidsomgewing kan met kleinere verandering gebruik word om 'n geldige raamwerk te voorsien vir die formulering van strategie in die Christelike Kerk. Die kwessie van strategiese bestuur en die Christelike Kerk is op 'n bree en konseptuele wyse aangespreek in die werkstuk. Dit het toegelaat vir toepasbare navorsing oor die onderwerp. Nietemin is daar ander aspekte van ondersoek wat gevolg kan word en wat die ondersoek derhalwe kan verbreed. Daar is 'n beperktheid aan akademiese literatuur wat strategiese bestuur binne die Christelike Kerk, aanspreek. Die ondersoek wat in die werkstuk weerspieel word, is interessant en nuttig, en dit het op sekere wyse bygedra tot die uitbreiding van die kennisliggaam.
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Russom, James Rayford. "Mission - vision - strategy planning for growth in the established church /." Theological Research Exchange Network (TREN), 1998. http://www.tren.com.

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Newberry, Randy. "Developing a comprehensive mission strategy for a local church." Theological Research Exchange Network (TREN), 2005. http://www.tren.com/search.cfm?p049-0464.

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Books on the topic "Strategy of Mission"

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Honeywell, Steve. Mission Impossible: Official Strategy Guide. Rocklin, CA: Prima Publishing, 1998.

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Cassady, David. Official Front mission 3 strategy guide. Indianapolis, IN: Brady Pub., 2000.

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Barba, Rick. Mission critical: The official strategy guide. Rocklin, CA: Prima Pub., 1996.

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Pickering United Church (Ajax, Ont.). Mission strategy and church development plans. Ajax: the Church, 1987.

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Sheehan, Robert M. Mission impact: Breakthrough strategy for nonprofits. Hoboken, N.J: Wiley, 2010.

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Cassady, David. Official Front mission 3 strategy guide. Indianapolis, IN: Brady Pub., 2000.

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Currin, Jim. How to develop a mission strategy. Cambridge: Grove Books, 2004.

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Integrating mission and strategy for nonprofit organizations. New York, NY: Oxford University Press, 2004.

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Paul's early period: Chronology, mission strategy, theology. Grand Rapids, Mich: W.B. Eerdmans, 1998.

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MegaMan X, Command Mission: Official strategy guide. Indianapolis, IN: BradyGames, 2005.

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Book chapters on the topic "Strategy of Mission"

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Chaston, Ian. "Vision, Mission and Strategy." In Public Sector Reformation, 153–72. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230379350_8.

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Treder, Martin. "Data Vision, Mission, and Strategy." In The Chief Data Officer Management Handbook, 47–60. Berkeley, CA: Apress, 2020. http://dx.doi.org/10.1007/978-1-4842-6115-6_4.

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Grünig, Rudolf, and Richard Kühn. "Stakeholder Analysis and Revising the Mission Statement." In The Strategy Planning Process, 77–83. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-56221-5_9.

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Grünig, Rudolf, and Richard Kühn. "Stakeholder Analysis and Revising the Mission Statement." In The Strategy Planning Process, 77–83. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-45649-1_9.

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Jeannet, Jean-Pierre. "AO Vision, Mission, Values, and Strategy." In Leading a Surgical Revolution, 135–37. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-01980-8_17.

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Keeler, George R. "Establishing your Vision, Mission, and Strategy." In Comprehensive Healthcare Simulation: Program & Center Development, 15–18. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-46812-5_3.

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Adam, Anne Kathrin. "Mission Statements in Higher Education." In Strategy and Success Factors of Business Schools, 25–38. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-14519-4_4.

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Adam, Anne Kathrin. "Empirical Assessment of Mission Statement Content." In Strategy and Success Factors of Business Schools, 57–76. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-14519-4_8.

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Nir, Michael. "Define and Communicate the Mission and Vision." In The Pragmatist's Guide to Corporate Lean Strategy, 21–31. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3537-9_3.

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McIntyre, Shelby, Albert Bruno, and Patrick Guerra. "In Search of Sustainable Social Mission Ventures to Alleviate Poverty." In Alleviating Poverty through Business Strategy, 99–121. New York: Palgrave Macmillan US, 2008. http://dx.doi.org/10.1057/9780230612068_6.

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Conference papers on the topic "Strategy of Mission"

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Lin, Kuo-Chi. "Swarming UAVs mission design strategy." In Defense and Security Symposium, edited by Misty Blowers and Alex F. Sisti. SPIE, 2007. http://dx.doi.org/10.1117/12.724854.

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Lavoie, Marie. "Mission-Oriented Strategy and Innovation Management." In 2nd International Conference on Business, Management and Economics. acavent, 2019. http://dx.doi.org/10.33422/2nd.icbmeconf.2019.06.1042.

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Pincon, J. L., E. Blanc, P.-L. Blelly, M. Parrot, J.-L. Rauch, J.-A. Savaud, and E. Seran. "TARANIS — Scientific payload and mission strategy." In 2011 XXXth URSI General Assembly and Scientific Symposium. IEEE, 2011. http://dx.doi.org/10.1109/ursigass.2011.6050938.

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Pillet, Nicolas, and Sophie Geffroy. "Automatic Interplanetary Missions: Optimisation of the Propulsion System with the Mission Strategy." In 39th AIAA/ASME/SAE/ASEE Joint Propulsion Conference and Exhibit. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2003. http://dx.doi.org/10.2514/6.2003-4446.

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Deakin, Dwight. "Red-Yellow-Green Strategy for Mission Sustainability." In 2005 U.S. Air Force T&E Days. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2005. http://dx.doi.org/10.2514/6.2005-7660.

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Stoltenkamp, Juliet, and Carolynne Kies. "Incorporating ICT: an Operational Strategy for Mission Achievement." In Communications Technology (ICICT). IEEE, 2008. http://dx.doi.org/10.1109/itict.2008.4806647.

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Xing, Jinjiang, Jian Li, Hong Zhou, and Yuncheng Feng. "Strategy based space mission crew collaboration scheduling system." In 2011 IEEE Aerospace Conference. IEEE, 2011. http://dx.doi.org/10.1109/aero.2011.5747603.

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Matula, Thomas L. "A Multi-Mission Strategy for NEO Deflection/Destruction." In Eighth International Conference on Engineering, Construction, Operation, and Business In Space; Fifth International Conference and Exposition and Demonstration on Robotics for Challenging Situations and Environments. Reston, VA: American Society of Civil Engineers, 2002. http://dx.doi.org/10.1061/40625(203)37.

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Adeni, Kaiser, and Francis Nelbach. "SOFIA mission controls and communications system development strategy." In Astronomical Telescopes and Instrumentation, edited by Ramsey K. Melugin and Hans-Peter Roeser. SPIE, 2000. http://dx.doi.org/10.1117/12.389118.

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Gao, Xiang, Lei Wang, and Lei Song. "Optimization test mission scheduling strategy study based on ATML." In 2009 IEEE AUTOTESTCON. Systems Readiness Technology Conference "Mission Assurance Through Advanced ATE". IEEE, 2009. http://dx.doi.org/10.1109/autest.2009.5314046.

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Reports on the topic "Strategy of Mission"

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Crawford, Doug. Materials and Fuels Complex Five-Year Mission Strategy FY19 - FY23. Office of Scientific and Technical Information (OSTI), April 2019. http://dx.doi.org/10.2172/1512801.

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Burns, Shawn P., Edward Ralph Carroll, Michelle J. Gonzalez, Melissa Ann Krawizcki Lewis, Anthony R. Matta, and Karla Weaver. Nuclear Weapons Mission Area Workshop: Strategy Enablers from a Systems Perspective. Office of Scientific and Technical Information (OSTI), September 2016. http://dx.doi.org/10.2172/1562811.

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DEPARTMENT OF THE ARMY WASHINGTON DC. The Army Strategy for the Environment: Sustain the Mission, Secure the Future. Fort Belvoir, VA: Defense Technical Information Center, January 2010. http://dx.doi.org/10.21236/ada526520.

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Dulloo, Abdul. Materials and Fuels Complex Five-Year Mission Strategy FY-21 -- FY-25. Office of Scientific and Technical Information (OSTI), March 2021. http://dx.doi.org/10.2172/1784330.

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Dulloo, Abdul. Materials and Fuels Complex Five-Year Mission Strategy FY-21 -- FY-25. Office of Scientific and Technical Information (OSTI), June 2021. http://dx.doi.org/10.2172/1788224.

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Palmby, William G. Outsourcing the Air Force Mission: A Strategy for Success (Walker Paper, Number 4). Fort Belvoir, VA: Defense Technical Information Center, April 2006. http://dx.doi.org/10.21236/ada448155.

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Pittman, David, J. Buchanan, and Deborah Quimby. The Power of ERDC : ERDC 2020–2030 Strategy. Engineer Research and Development Center (U.S.), April 2021. http://dx.doi.org/10.21079/11681/40382.

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The ERDC 2020–2030 Strategy outlines the origination of the organization, future direction, and the methods used to accomplish its research and development mission. The Strategy details the Ends (where we are going and why), the Ways (how we will get there), and the Means (the resources needed to get there) by which we will achieve the US Army Engineer Research and Development Center (ERDC) strategy. To realize its vision and maintain its world-class status, ERDC strives to be the go-to organization for the Warfighter and the nation to solve large complex problems in its mission space. To strengthen the outcomes from the Ends, Ways, and Means, ERDC has adopted the philosophy of the Understand-Predict-Shape (UPS) paradigm. The UPS paradigm maximizes the potential of ERDC’s current research programs and helps contemplate, develop, and define the organization’s future portfolio. UPS represents a holistic view of the operational environment: How to better Understand the Present, Predict the Future, and Shape the Outcome. The ERDC leadership team has looked toward the future and defined major strategic Science and Technology campaigns that offer challenges that ERDC can, and should, effectively address.
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Miller, James, Anthony Latino, Chandana Konidala, and Raymond Patenaude. Army R-22 refrigerant phase-out strategy. Engineer Research and Development Center (U.S.), March 2021. http://dx.doi.org/10.21079/11681/40039.

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R-22 (also known as HCFC-22) is one of the most widely used refrigerants in U.S. Army air-conditioning and refrigeration (AC&R) systems since the phase-out of R-12 refrigerant in 1995. The need to phase out R-22 is attributed to its global warming potential and high ozone-depleting capability. The U.S. Army has tens of thousands of aging AC&R systems that will remain dependent on R-22, or one of the recently developed substitutes for R-22, until they reach the end of their operational life. This project conducted a survey to understand the current R-22 usage and types of R-22 AC&R equipment that are in use across U.S. Army Installation Management Command (IMCOM) installations. This study describes several methods to remove or retrofit R-22 from typical AC&R equipment and implementation strategies to meet the stated goal of eliminating R-22 from IMCOM installations. The scope of this project included the review of BUILDER SMS data for IMCOM installations, which included data on 13,000 pieces of comfort cooling equipment for 31 installations. The report also provides an analysis of several R-22 alternatives and their physical properties and compatibility. Mission critical tactical cooling that uses R-22 refrigerant was not within the scope of this project.
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9

Ellsworth, Kevin. State Partnership Program: Does the Partnership Between the California National Guard and Ukraine Support the U.S. Engagement Strategy and Is It a Relevant Mission. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada377940.

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10

Krishnamurthy, Ranjani, Gayathri Sarangan, Abhilaasha Nagarajan, Reeba Devaraj, Rajesh Ramamoorthy, Blessy Oviya, and Nandini Natarajan. Gender and Social Inclusion Across the Sanitation Chain in Tamil Nadu – Assessment and Strategy. Indian Institute for Human Settlements, 2019. http://dx.doi.org/10.24943/gsiatnas10.2019.

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The Government of Tamil Nadu (GoTN) has prioritised the full sanitation chain, including the strengthening of septage management as an economical and sustainable complement to networkbased sewerage systems. The Bill and Melinda Gates Foundation (BMGF) is supporting the GoTN to achieve the Sanitation Mission of Tamil Nadu through the Tamil Nadu Urban Sanitation Support Programme (TNUSSP). TNUSSP Phase I (2015-2018) was designed to support GoTN and selected cities in making improvements along the entire urban sanitation chain. In the second phase (2018– 2020), TNUSSP seeks to go one step further and integrate a gender and social inclusion (GSI) perspective within its interventions at two sites – the city of Tiruchirappalli (Trichy), and the two town panchayats (TPs) of Periyanaicken-Palayam (PNP) and Narasimhanaicken-Palayam (NNP) in Coimbatore district – along the urban sanitation cycle and in its support provided at the State level.
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