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|Program Code
|Program Title
|Science and Technology: Command, Control and Interoperability
|Department Name
|Dept of Homeland Security
|Agency/Bureau Name
|Department of Homeland Security
|Program Type(s)
Direct Federal Program
|Assessment Year
|Assessment Rating
|Results Not Demonstrated
|Assessment Section Scores
|Program Funding Level
(in millions)
|Year Began
|Improvement Plan
Developing a comprehensive strategic plan that includes specific actions and milestones, quantitatively defines costs and benefits and outlines specific roles and responsibilities for program partners and the programs in general.
|Action taken, but not completed
|Aspects of OIC??s primary program, SAFECOM, transitioned to NPPD on April 1, 2007. Beginning in April 2007, OIC has initiated activities to develop a comprehensive strategic plan based on new customer requirements.
Establishing baselines and targets for long term, annual and efficiency measures in FY 2008. Begin demonstrating results in FY 2007.
|Action taken, but not completed
|Aspects of OIC??s primary program, SAFECOM, transitioned to NPPD on April 1, 2007. Beginning in April 2007, OIC has initiated activities to establish baselines and targets to integrate with its strategic plan. The program has several new measures in place and is currently collecting information for its baseline year.
Establish partnerships and collaborations in the visualization and data-intensive computation research areas.
|Action taken, but not completed
|The Command, Control and Interoperability Division is initiating partnerships and collaborations and plans to have three in place by the end of FY 2008.
Conduct assessment of program and project milestones.
|Action taken, but not completed
|The Command, Control and Interoperability Division is conducting reviews throughout the year to reflect adjustments made through the Integrated Product Team (IPT) reviews and the Under Secretary review of programs and projects. These various reviews are essential to ensure that plans are on track and to identify areas that need to be adjusted.
Conduct assessment of program and project milestones.
|Action taken, but not completed
|Command, Control and Interoperability conducts an annual review of program and project milestones to ensure that plans are on track and to identify areas that need to be adjusted. The program re-evaluated that status of its FY 2008 milestones earlier this year based on the impacts resulting from the continuing resolution for FY 2008. The program is gearing up for another review of program and project milestones for the upcoming fiscal year.
Collect requirements from customers and make adjustments in current and out year plans.
|Action taken, but not completed
|The Command, Control and Interoperability Division is working with its customers to identify additional requirements and make adjustments to current and future year plans. The discussions will impact FY 2010-2014.
|Year Began
|Improvement Plan
Developing an expenditure plan that lays out schedules, tracks data on an annual basis and ensures that the expenditures are consistent with the mission and goals of the program.
|The Science and Technology (S&T) Directorate??s new Integrated Product Team (IPT) process aligns OIC??s budget, mission, and customers through 2013. The Command, Control, and Interoperability Division held the first round of Capstone IPT meetings with new Federal customers to identify technology gaps and is moving forward with the ensuing program plan. Updates will be made to the plans twice a year via Capstone meetings and reviews by the S&T Under Secretary.
Engaging in dialogue with the GAO, IG and other independent evaluators, to the greatest extent practicable, to encourage them to develop comprehensive evaluations that will focus on: the effectiveness of the program and coordination with partners.
|The program has been engaged in interviews and follow up discussions with the Government Accountability Office (GAO) and the Office of the Inspector General (IG) throughout FY 2006-FY 2007. GAO and IG both issued reports on OIC??s key programs.
Conduct assessment of program and project milestones.
|The Command, Control and Interoperability Division updated milestones based on the overall analysis conducted by the Science and Technology Directorate's Office of Strategy, Policy and Budget.
Develop 5 Year Research and Development Plan.
|The Command, Control and Interoperability Division is providing input to the S&T Directorate??s 5 year R&D plan for FY 2008-2013. The plan will identify activities and planned milestones for each project within the Division and will be provided to the Hill later this summer.
Measure: Number of proof-of-concept reconnaissance, surveillance and investigative technologies demonstrated.
Explanation:This measure identifies the number of proof-of-concept (feasibility) of technologies demonstrated that aid in the discovery, investigation, and prosecution of terrorists and criminals. Proof of concept is considered a milestone in the development of a fully functioning prototype. The targets are not cumulative and reflect the planned funding that is identified for this area of the program.
Measure: Percent of fire, emergency medical services, and law enforcement organizations that have established, at a minimum, informal interoperability agreements with other public safety organizations.
Explanation:The National Interoperability Baseline Survey will indicate the extent to which local emergency responder jurisdictions have started working with other public safety organizations. OIC is funded to perform this survey every two years.
Measure: Reduction in the cycle time for national interoperability standards development.
Explanation:According to the National Institute for Standards and Technology, it takes an average of 10 years to develop a new standard from inception to publication. OIC believes that time can be reduced by half.
Measure: Percent of eligible Federal agencies that cite or incorporate grant guidance, SoR, and PSAF within their Communications planning or procurement documents.
Measure: Percentage of Command, Control and Interoperability Division milestones that are met, as established in the fiscal year's budget execution plan. (New measure, added August 2007)
Explanation:The program has established a set of milestones that are necessary for achieving the goals and objectives of the program. These milestones are presented in the program's portion of the Science and Technology Directorate's fiscal year budget execution plan, which details the allocation of dollars and projected accomplishments for the year.
Measure: Percentage of Command, Control and Interoperability Division research program costs allocated for administration.
Explanation:This measure identifies the amount of research and development funding that is being used for administration which includes travel, SETA costs, IPAs, etc.
Measure: Number of requirements for technology development (for the rapid integration of threat information) generated from Federal, state and local practitioners.
Explanation:The program is gathering requirements to aid in the development and testing of technologies that can rapidly integrate threat information and provide targeted and actionable information to the various operational entities within DHS and those Federal, State, and local agencies which perform homeland security missions. The targets are not cumulative and reflect the planned funding that is identified for this area of the program.
|Section 1 - Program Purpose & Design
Is the program purpose clear?
Explanation: The Department of Homeland Security's (DHS) Office for Interoperability and Compatibility (OIC) was established to strengthen and integrate interoperability and compatibility efforts through research, development, testing and evaluation, guidance, and assistance for local, tribal, and state public safety agencies. OIC is working to improve public safety response through more effective and efficient interoperable wireless communications. Interoperability refers to the ability of critical emergency response systems or products to work with other systems or products without special effort on the part of the user. Compatibility refers to the capability of two or more items or components to exist or function in the same system or environment without modification. OIC is strengthening public safety's ability to work together to protect lives and property by creating a series of programs that address critical interoperability issues related to the emergency response provider and homeland security communities in the areas of communications, equipment, and training. OIC leverages existing federal public safety and communications initiatives, such as the National Incident Management System (NIMS), and key public safety stakeholders to address the need to develop better technologies and processes for the cross-jurisdictional and cross-disciplinary coordination of existing systems and future networks. OIC harnesses other diverse Federal efforts and programs in service of the public safety community. These efforts will improve local, tribal, state, and Federal public safety preparedness and response.
Evidence: Section 7303 of the Intelligence Reform and Terrorism Prevention Act of 2004 (Pub. L. No. 108-458), FY 2007 DHS Congressional Justification
Does the program address a specific and existing problem, interest, or need?
Explanation: Interoperability issues and the lack of standardized plans for emergency response have plagued the public safety community at the local, tribal, state, and Federal levels for decades. To address and improve public safety preparedness and response, the Secretary of DHS directed the Science and Technology (S&T) Directorate to create OIC to strengthen and integrate interoperability and compatibility efforts. OIC was created to address the issues of incompatible and aging communications equipment, limited and fragmented budget cycles and funding, limited and fragmented planning and coordination, limited and fragmented radio spectrum, and limited equipment standards. Due mainly to the combination of different technology standards operating on different radio frequencies, communications between and within local, tribal, state, and Federal agencies is not always assured. Achieving interoperability is an important goal of the public safety community. In the last decade, significant advances in technology and in funding to purchase communications equipment have eased, but not eliminated, problems of incompatible systems, inadequate technology in the hands of first responders, insufficient funding, and limited spectrum.
Evidence: Section 7303 of the Intelligence Reform and Terrorism Prevention Act of 2004 (Pub. L. No. 108-458); FY 2007 DHS Congressional Justification, FY 2006 DHS Congressional Justification; OMB E-300 submission for SAFECOM Program; CRS Report RL32594, Public Safety Communications: Policy, Proposals, Legislation and Progress; CRS Report RL32408, Spectrum Policy: Public Safety and Wireless Communications Interference
Is the program designed so that it is not redundant or duplicative of any other Federal, state, local or private effort?
Explanation: No other effort at the Federal, state, local or private level is designed to provide the practitioner perspective on interoperability needs. The OIC serves as the overarching office within DHS to strengthen and integrate interoperability efforts that improve local, tribal, State, and Federal public safety preparedness and response. As a central clearinghouse for information about and assistance with interoperability issues, the office reduces unnecessary duplication in public safety programs and spending and identifies and promotes interoperability best practices in the public safety arena. It also leverages public safety community resources by promoting cooperation across all levels of government and coordination among Federal programs and activities related to interoperability. While other Federal programs such as the Department of Justice Office of Community Oriented Policing Services (COPS), the DHS Interoperable Communications Technical Assistance Program (ICTAP) program, and the Department of Justice Communications Technology (CommTech) program address certain aspects of interoperable communications, OIC is the only practitioner-driven program specifically designed to integrate critical interoperability and compatibility efforts in the areas of governance, standard operating procedures, technology, training/exercises, and usage of interoperable communications. OIC was implemented in coordination with other DHS programs.
Evidence: FY 2007 DHS Congressional Justification; Interoperability Continuum Brochure http://www.safecomprogram.gov/NR/rdonlyres/5C103F66-A36E-4DD1-A00A-54C477B47AFC/0/ContinuumBrochure40505.pdf; FY 2004 Memorandum of Agreement (MOA) within DHS between the Science and Technology Directorate and the Office of State and Local Government Coordination and Preparedness; FY 2004 Memorandum of Understanding (MOU) between the DHS and the Department of Justice; FY 2004 MOA between DHS and the Department of the Navy Space and Naval Warfare Systems Center; FY 2004 MOA between DHS Office of the Chief Financial Officer and SAFECOM; Coordinated Grant Guidance, http://www.safecomprogram.gov/SAFECOM/library/grant/1245_safecomgrant.htm; FY 2006 Homeland Security Grant Program, www.ojp.usdoj.gov/odp/docs/fy2006hsgp.pdf; H.R. Rep. No. 109-362 (Conference Report to the Deficit Reduction Act of 2005); H.R. Rep. No. 109-79 (House Report to the Homeland Security Appropriations Act of 2006); H.R. Rep. No. 109-241 (Conference Report to the Homeland Security Appropriations Act of 2006).
Is the program design free of major flaws that would limit the program's effectiveness or efficiency?
Explanation: There is not significant evidence that the program is free of major design flaws. However, OIC's practitioner-driven design enables emergency responders to communicate their needs directly to the Federal government and the rest of the emergency response community. OIC advocates a bottom-up approach which means the program relies heavily on the input and guidance of local and state public safety practitioners and experts; local, tribal, and state public safety agencies; national associations; the communications industry and academia. This input is used to define and implement solutions for the interoperability challenge. Public safety practitioners can contribute to the direction of the program through various outlets including focus groups, the Advisory Group (AdG), the Executive Committee (EC), and Industry Summit. OIC captures the input of the practitioners and shares the best practices throughout all levels of government. By leveraging the experience of the practitioners, OIC will accelerate the accomplishment of interoperable communications and enhance the contributions of practitioners and policy makers from across disciplines, jurisdictions, and all levels of government. Additionally, OIC's bottom-up model promotes program efficiency because the program does not waste resources working on projects and products that address issues that are not of high importance to end-users. By soliciting end-user input on needs and requirements and applying this information to its work, OIC further ensures that its resources target issues that are of greatest importance to the customer, the emergency response community. OIC is designed to ensure that local, tribal, and state agencies own the vast majority of the public safety communications infrastructure and to ensure that public safety communications systems provide reliable agency-specific communications that can provide reliable local interagency communications. The design makes sure that technical and functional requirements are defined at the local or tribal level, up to the state, and then to the Federal level; solutions involve a "system of systems" approach that incorporates existing technologies and allows for the development of new technologies and functionality in the future, and finally that all standards are open to allow the interoperability of equipment from a variety of technologies and vendors.
Evidence: Statement in Support of SAFECOM; Department of Homeland Security Press Release "U.S. Department of Homeland Security Launches Office of Interoperability and Compatibility; Offers States and Locales Tools for Improving Public Safety Communications Interoperability," http://www.dhs.gov/dhspublic/interapp/press_release/press_release_0530.xml; Section 7303 of the Intelligence Reform and Terrorism Prevention Act of 2004 (Pub. L. No. 108-458); AdG and EC Meeting Minutes; Interoperability Continuum Brochure http://www.safecomprogram.gov/NR/rdonlyres/5C103F66-A36E-4DD1-A00A-54C477B47AFC/0/ContinuumBrochure40505.pdf
Is the program design effectively targeted so that resources will address the program's purpose directly and will reach intended beneficiaries?
Explanation: OIC is designed to ensure that activities are focused on serving the needs of the local, tribal, and state public safety organizations that represent OIC's customers. These activities are directly aligned with OIC's mission to strengthen, integrate, and accelerate interoperability and compatibility efforts to improve public safety preparedness and response. Additionally, OIC works closely with other Federal and commercial sector partners to maximize the benefit of current Federal funding to identify and promote the efforts that most quickly and effectively improve interoperability for the emergency responder community. OIC coordinates its activities through the Executive Committee (EC) and Advisory Group (AdG) - both composed of emergency response practitioners, communications industry representatives, and public safety experts - to make certain that the needs of the public safety community at large are addressed, that OIC deliverables are validated and approved by the public safety community, and that OIC is addressing the most important issues in a manner consistent with its customers' needs. Based on the input given through these groups, program priorities are identified and budgetary resources are targeted accordingly. OIC aligns its staff with the broad nature of the issues of interoperability and compatibility and the DHS program goals associated with them. The program is organized along a series of lanes devoted to assisting different aspects of interoperability and compatibility, such as Governance and Technology, and mirrors the structure of the Interoperability Continuum. For example, the technology lane focuses on communications standards, practitioner requirements, and the radio spectrum. The tools lane and the stakeholder lanes address the non-technical aspects of the solution to interoperability. Every major component of the Interoperability Continuum is addressed by some element of the OIC program structure and program investment strategy. Internally, the office is organized into teams that coordinate with OMB and other Federal partner programs, congressional relations, press matters, state and local public safety practitioner interaction, and coordination with communications industry representatives. These teams ensure that each customer and partner segment interact effectively at Federal level and prevents an internal duplication of effort.
Evidence: FY 2007 DHS Budget-in-Brief; FY 2007 DHS Congressional Justification, FY 2006 DHS Congressional Justification, H.R. Rep. No. 109-79 (House Report to the Homeland Security Appropriations Act of 2006); H.R. Rep. No. 109-241 (Conference Report to the Homeland Security Appropriations Act of 2006).
|Section 1 - Program Purpose & Design
|Section 2 - Strategic Planning
Does the program have a limited number of specific long-term performance measures that focus on outcomes and meaningfully reflect the purpose of the program?
Explanation: The program has two long-term outcome measures that reflect OIC's mission to strengthen and integrate interoperability and compatibility efforts to improve local, tribal, state, and Federal public safety preparedness and response. The long-term goals are to increase interoperable communications capacity of local, tribal, and state public safety agencies and to increase coordination among relevant Federal agencies. The measures accurately reflect OIC's goals to help the public safety community to work together more efficiently to protect lives and property and to address critical interoperability issues related to emergency response providers and homeland security communities in the areas of communications, equipment, and training.
Evidence: DHS Future Years Homeland Security Plan (FYHSP) Milestones for FY 2007, FY 2007 DHS Performance Budget Overview, OMB Milestones and Performance Metrics, Program Execution Plan.
Does the program have ambitious targets and timeframes for its long-term measures?
Explanation: OIC's goals is to have 100% of relevant Federal agencies coordinating interoperability. The target for increasing interoperable communications capacity of local, tribal, and state public safety agencies is dependent upon the results of the National Interoperability Baseline Survey results, which should be available in draft form in Summer 2006. Once completed, OIC will have a clear picture of the current state of interoperability across the nation. While these forward-looking measures have ambitious targets and timeframes,. The OIC program must also continue its existing efforts to maintain requirements, update and refine tools, and to incorporate new technologies and standards as they evolve and change until the Nation is fully interoperable
Evidence: Program Execution Plan, OMB Milestones and Performance Metrics, FY 2007 DHS Performance Budget Overview
Does the program have a limited number of specific annual performance measures that can demonstrate progress toward achieving the program's long-term goals?
Explanation: OIC developed four specific annual performance measures to support the program's first long-term goal: to increase interoperable communications capacity of local, tribal, and state public safety agencies. The program is tracking the percentage of states that have initiated or completed a statewide interoperability plan, helping to reduce the cycle time for the development of national interoperability standards, tracking the percentage of grant programs that include SAFECOM-approved grant guidance, and measuring the percentage of emergency response organizations that have established informal interoperability agreements with other public safety organizations through the National Interoperability Baseline Survey.
Evidence: OMB Milestones and Performance Metrics, 2007 FHYSP Milestones, FY 2007 DHS Performance Budget Overview
Does the program have baselines and ambitious targets for its annual measures?
Explanation: OIC has developed four annual measures listed in the Metrics section of the PART. The National Interoperability Baseline Survey represents a very ambitious undertaking since no one has ever measured the extent to which local emergency responder jurisdictions have started working with other public safety organizations. This survey, which is currently underway, will help to determine the overall level of interoperability across the nation. OIC requested funding to perform three to five statewide interoperability plans. OIC is planning to complete five plans each year, regardless of funding. Finally, OIC is pushing for a significant reduction in cycle time for national interoperability standards. Currently, the cycle time is ten years. Since standards are the heart of interoperability, a 70% reduction represents a significant step forward to providing better interoperability across the nation.
Evidence: OMB Milestones and Performance Metrics, DHS FHYSP Milestones for FY 2007, FY 2007 Performance Budget Overview
Do all partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) commit to and work toward the annual and/or long-term goals of the program?
Explanation: OIC's internal contractors are held accountable for the timely and cost-effective delivery of work products. PMO staff participate in weekly project status meetings with federal program managers and submit monthly PMO achievement reports. The internal control mechanisms, such as the statements of work, task and delivery orders, and contract schedules, directly support the program's achievement of its annual and long-term goals. OIC works with the DHS Office of Grants and Training (formerly the Office of Domestic Preparedness and Office of State and Local Government Coordination and Preparedness) and the Department of Justice (DOJ) Office of Community Oriented Policing Services (COPS) to incorporate SAFECOM grant guidance into their communications and interoperability grant programs. On standards and technical activities, SAFECOM partners with the National Institute for Standards and Technology (NIST) and the Department of Commerce Institute for Telecommunication Services (ITS) to develop the SoR and PSAF. Both NIST and ITS are held accountable for these deliverables. OIC also collaborates with the Department of Justice Communications Technology (CommTech) program, as well as representatives from industry, non-profit organizations, and academia to provide additional knowledge and expertise. The Advisory Group and Executive Committee provide consistent feedback on the progress of the program (Advisory Group and Executive Committee meeting notes and reports); OIC provides contractors with statements of work, schedules, and program plans upon contract inception and monitors their performance to ensure the work meets the long-term and annual goals of OIC. OIC effectively collaborates with public safety practitioners and partners at the local, tribal, state, and Federal levels. OIC considers the local, tribal, and state agencies as its primary customers. The issue of interoperability is central to all public safety jurisdictions. All are committed to increasing interoperable communications. The Advisory Group (AdG) and Executive Committee (EC) provide consistent feedback on the progress of the program. AdG and EC members are required to participate in regularly-scheduled meetings and assist in the identification of important issues facing the emergency response community. At the Federal level, OIC coordinates with the Integrated Wireless Network (IWN) Program - a joint effort by DHS, Justice, and Treasury - to deliver the wireless communications services required by agents and officers of each Department to support their varied missions. OIC shares information with these other programs to evaluate the effectiveness of current interoperability efforts. OIC also collaborates with the Department of Justice Communications Technology (CommTech) program, as well as representatives from industry, non-profit organizations, and academia to provide additional knowledge and expertise.
Evidence: Contract Statements of Work; Advisory Group and Executive Committee Meeting Notes; Memoranda of Understanding between OIC and various Federal Departments and Agencies.
Are independent evaluations of sufficient scope and quality conducted on a regular basis or as needed to support program improvements and evaluate effectiveness and relevance to the problem, interest, or need?
Explanation: The OIC program is under considerable scrutiny due to the importance of the interoperability issue at all levels of government. However, there have not been a significant number of independent evaluations on this program. The GAO report published in April 2004 examined the SAFECOM program, a major component of OIC, and addressed the issue of cross-agency emergency communications. GAO recommended stronger collaboration at the Federal level. The DHS IG report reviewed DHS' progress in adopting and enforcing equipment standards for first responders - a major component of OIC's communications program and the subject of an annual performance measure - and recommends that process be expedited to better serve the state and local customers. The Annual Report Card on the Department of Homeland Security prepared by the democratic staff of the House Homeland Security Committee evaluated the overall interoperability effort by DHS and the SAFECOM program. OIC was the highest-rated program on the report card. However, the report indicated that the issue of interoperability needs to be raised to a higher level of importance; additional financial resources are required; more Federal, state, and local coordination is needed; and there needs to be improved accountability for grants. OIC is currently soliciting an independent entity to conduct program evaluations on a regular basis. These reviews will build upon the previous evaluations and will be used to improve program performance and ensure all program activities support the mission of OIC.
Evidence: GAO Report April 2004 http://www.gao.gov/new.items/d04494.pdf; DHS IG Report "A Review of DHS' Progress in Adopting and Enforcing Equipment Standards for First Responders" January 2006; "The State of Homeland Security, 2006: An Annual Report Card on the Department of Homeland Security" http://hsc-democrats.house.gov/NR/rdonlyres/C2D1000A-6559-44C9-BB61-73243EE166ED/0/2006DeptofHomelandSecurityReportCard.pdf; CRS Report RL32594: Public Safety Communications: Policy, Proposals, Legislation and Progress Updated June 8, 2005 http://www.fas.org/sgp/crs/homesec/RL32594.pdf
Are Budget requests explicitly tied to accomplishment of the annual and long-term performance goals, and are the resource needs presented in a complete and transparent manner in the program's budget?
Explanation: The OIC budget request was not clearly tied to accomplishment of goals not was it transparent. OIC's budget submission requested funding for the development and identification of interoperable technology guidance through partnerships with local, tribal, state, and Federal operational end-users and enables the integration of interoperable technologies at all levels of government. OIC works closely with Members of Congress and OMB to ensure that funding requests are justified and will be used to accomplish the long-term goals of the program. In addition, the S&T Directorate through DHS develops a performance-based budget each fiscal year. The National Interoperability Baseline Assessment (Baseline) project is an example of tying budget requests to the accomplishment of long-term and annual performance goals is. The Baseline began with input from the state and local customers to develop a methodology to assess the current state of interoperability across the 55,000 emergency response jurisdictions in the United States. OIC discussed this with OMB and Congress, which led to an agreement to fund a national survey. Once completed, the Baseline will provide critical data on the current state of interoperability. This funding directly supports OIC's long-term goal to increase interoperable communications capacity of local, tribal, and state public safety agencies.
Evidence: FY 2007 President's Budget Request, Program Execution Plan, FY 2007 DHS Congressional Justification, FY 2006 DHS Congressional Justification, OMB Budget Requests, Justification
Has the program taken meaningful steps to correct its strategic planning deficiencies?
Explanation: OIC is taking steps to stregthen its deficiencies but more significant steps will be taken in the next year or so. OIC has established a governance structure consisting of an Advisory Group that meets biannually and an Executive Committee that meets quarterly. OIC frequently receives input from the public safety community and the private sector. This practitioner-driven philosophy has enabled OIC to make significant improvements to the operation and efficiency of the program and to ensure that the target audience receives greatest benefit from OIC's efforts. In addition, OIC leadership meets on a monthly basis with OMB to discuss program priorities, risks, and accomplishments. OIC is also developing the Interoperability Maturity Model. This model represents the overarching strategy on how OIC will better fulfill its mission. The PART evaluation has identified strategic planning deficiencies within OIC and the program is taking steps to address each of them.
Evidence: 2005 Advisory Group Meeting Report, 2004-2006 Advisory Group and Executive Committee Meeting Notes, OMB Monthly meetings, OMB Milestones and Performance Metrics, SAFECOM Governance Charter; http://www.safecomprogram.gov/SAFECOM/about/governance/default.htm
|Section 2 - Strategic Planning
|Section 3 - Program Management
Does the agency regularly collect timely and credible performance information, including information from key program partners, and use it to manage the program and improve performance?
Explanation: OIC regularly collects data and tracks the performance of each of its program components through project plans and timely reporting on key deliverables to the OMB's Office of E-Government and Information Technology. In addition, OIC's established governance structure actively solicits feedback and recommendations for improving overall performance from Federal partners; local, tribal, and State emergency responders; and the telecommunications industry. The information collected from these key program partners is used to further advance OIC's mission of improving nationwide interoperability. OIC shares this performance data and milestone progress with OMB on a weekly basis and also meets monthly to validate performance goals and solicit guidance on meeting key program initiatives.
Evidence: FY 2005 Quarterly Performance Report on Future Years Homeland Security Plan (FYHSP) Milestones; OMB Milestones and Metrics; Monthly meetings with OMB Office for Information Technology and E-Government; SAFECOM Governance Structure; Advisory Group and Executive Committee meeting notes and reports; the U.S. Department of Justice's (USDOJ's) Office of Community Oriented Policing Services (COPS).
Are Federal managers and program partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) held accountable for cost, schedule and performance results?
Explanation: Following the Office of Personnel Management's (OPM's) Senior Executive Service (SES) Guidance for Performance-based Pay, the OIC Director is explicitly held accountable for achieving program performance goals. Contracting Officers and Contracting Officer's Technical Representatives (COTRs) within the Directorate are responsible for monitoring program execution and accuracy of contract administration. They are supported by OIC resource managers. The COTR and Federal program managers hold contractors fully accountable for the costs, schedule, and performance results as defined in their statements of work, through status report submissions and regular meetings. Additionally, OIC has entered into Memorandums of Agreement (MOA) with Federal partners, in which cost, schedule, and performance data requirements are clearly laid out. Accordingly, OIC program managers monitor performance against this information.
Evidence: "New Performance-Based Pay System for the Senior Executive Service" http://www.opm.gov/oca/compmemo/2003/2003-19.asp; Resource Manager's Manual; Federal Acquisition Regulation 1.602 and 2.1; OIC Project Plans; MOA between OIC and NIST/ITS
Are funds (Federal and partners') obligated in a timely manner, spent for the intended purpose and accurately reported?
Explanation: OIC adheres to the S&T Directorate's quarterly allocation execution schedule for the obligation of funds. In FY 2005, OIC committed 100% of its funds before the end of the fiscal year. Two contracts (both full & open competitions) required more time than initially planned due to large numbers of responses and, subsequently, those funds were not obligated until early FY 2006. OIC's budget outlays are consistent with the program's mission and with the OMB Office for Information Technology and E-government.
Evidence: Program Execution Plan (PEP); DHS S&T Quarterly Spend Plans; Federal Financial Management System (FFMS) Budget Execution Reports
Does the program have procedures (e.g. competitive sourcing/cost comparisons, IT improvements, appropriate incentives) to measure and achieve efficiencies and cost effectiveness in program execution?
Explanation: There is not sufficient evidence to answer yes to this question. However, OIC contracts are awarded through full and open competitions to ensure cost effectiveness. As stated in the Measures section of the PART, OIC developed an efficiency measure to track the "reduction in the cycle time for national interoperability standards development" to help simplify the interoperability standards development process. This acceleration allows OIC to work more quickly to address the needs of emergency responders and provide industry with necessary standards to bring new interoperable technologies to the public safety arena.
Evidence: President's Management Agenda and E-Gov Strategy; DHS Management Directives, Contracts (Statements of Work), OMB Milestones and Performance Metrics; Resource Managers Manual.
Does the program collaborate and coordinate effectively with related programs?
Explanation: It is not clear that this is always the case. OIC collaborates with numerous government agencies at the Federal, State, and local levels. Within DHS, OIC works closely with the Office of Grants & Training (G&T). OIC provides grant guidance that is integrated into the state block grant programs to promote interoperability improvement efforts among first responders. OIC also provides grant guidance to the Federal Emergency Management Agency (FEMA) the DOJ COPS program. OIC works with G&T's Interoperable Communications Technical Assistance Program (ICTAP) and has conducted several tabletop exercises with local communities to identify gaps in interoperability planning at the local, state, and regional levels. OIC pledged financial support and staff subject matter experts to G&T in an effort to accelerate interoperability efforts in all 77 Urban Area Security Initiative (UASI) areas. Teams of OIC and G&T personnel are evaluating the Tactical Interoperability Communications (TIC) Plans in each of the 77 UASI areas. The teams are planning review exercises to be held by the end of September. OIC partners with the National Institute for Standards and Technology (NIST) to define and develop standards for communications equipment The Department of Commerce Institute for Telecommunication Services (ITS) is another partner that provides technical input on the Statement of Requirements (SoR) and Public Safety Architectural Framework (PSAF). The PSAF provides the rules and methodology for developing and presenting architecture descriptions. Once completed, the PSAF will highlight gaps in technology and identify areas requiring standardization for the public safety community. The SoR is a collection of the qualitative and quantitative communication needs vetted through public safety practitioners. OIC collaborates with DOJ's Communications Technology (CommTech) program to solicit additional input on the SoR. OIC works with the Federal Communications Commission (FCC) on radio spectrum issues with the Public Safety and Critical Infrastructure Bureau, which is responsible for all public safety spectrum issues. OIC provides input to the Bureau on public dockets, rule-making proceedings, and also provides technical input and public safety operational expertise. In addition, OIC worked with the FCC Wireless Telecommunications Bureau in a consultative role and provided valuable input to Sections 7502a and 7502b of the 2004 Intelligence Reform Act. OIC partners both the National Governors Association (NGA) and the National Association of Counties (NACO) to extend OIC's reach into the local, tribal, and state levels to ensure interoperability information is reaching the targeted audience. OIC is working with the NGA to complete five statewide interoperability plans this year. OIC developed the Advisory Group (AdG) and Executive Committee (EC), both composed of public safety practitioners and experts, to facilitate the input of the public safety community at large. Finally, OIC works in conjunction with representatives from the telecommunications industry, non-profit organizations, and academia to provide additional support and program guidance.
Evidence: SAFECOM Grant Guidance http://www.safecomprogram.gov/NR/rdonlyres/5CFB223C-EB4E-42DE-99B3-E10F7B251A0E/0/GrantGuidanceFY06FINAL.doc; ''Statement in Support of the SAFECOM Program" Joint Letter January 2004; Memorandum of Understanding (MOU) between OIC and Department of Commerce NIST and ITS Programs, MOU between OIC and DOJ COPS Program; MOU between OIC and DHS G&T.
Does the program use strong financial management practices?
Explanation: The Science and Technology Directorate's accounting services are provided by another component in the Department of Homeland Security. The Directorate and the servicing component were independently audited in FY 2005 and found to have material internal control weaknesses due to its financial control. The Science and Technology Directorate is seeking ways to improve its financial management such as developing sound financial procedures. OIC develops and implements its own financial management strategies and infrastructure supporting program execution. Strategies integrate planning, budgeting, acquisition/procurement strategy, and performance-tracking and reporting efforts to optimize program and funds management. Below are some selected tools that OIC uses for financial management: Weekly Funds Status Tool and Report. This is an informative report for OIC program managers. The report reflects the status of OIC funding. The report is distributed on a weekly basis and is used for program management and administrative oversight. The report integrates data on projected acquisitions as well as the status of in-process efforts for each program from origination to obligation, while also featuring detail on the geo-location of funds, indication of which procurements are experiencing bottlenecks in the routing process, and a tracker for when contracts expire. Procurement Schedule. This Excel-based tool tracks OIC's acquisitions schedule throughout the fiscal year. All projected acquisitions are indicated in this report. The report is updated on a monthly basis and provides guidance as to when acquisitions are expected to initiate and what type of acquisitions (e.g., interagency agreement, vendor contract, etc.) are expected throughout the year. Program Execution Plan (PEP). This document serves as an annual baseline for the program. The contents of the report are used as a baseline for program performance and execution reviews (mid-year and year-end). The PEP is used by management for planning, evaluation, and program reviews. The report contains background program information as well as specific information on program execution for the year. General information includes program mission, objectives, and program structure, whereas specific program information includes details on deliverables, milestones, resource management strategy, performance metrics and risk. Statement of Work (SOW) Best Practices Guide. This guide outlines the elements that make a strong SOW and a checklist of common errors. It was developed to reduce the back-and-forth SOW editing process. Together, these tools compose a comprehensive financial system that reports historical, current, and forecasted data for programs and budgets, program milestones and deliverables, contracts, and other activities against funding allotments and program baselines and requirements. The reports resulting from these tools are used for program reviews, data reconciliations, program management decisions, performer oversight, and to fulfill reporting requirements within and external to OIC and DHS. These reports are regularly analyzed to determine program performance, to determine whether program resources are being used in the most efficient and effective manner, and to determine whether programs are being executed in a manner consistent with OIC goals. Additionally, the OIC financial management team meets weekly to discuss the financial status of OIC. Acquisitions issues and resource management-related topics of interest are presented and discussed at these meetings. These meetings serve as a forum for acquisitions knowledge exchange and have led to the development of numerous best practices and standard processes.
Evidence: DHS FY 2005 Performance Accountability Report
Has the program taken meaningful steps to address its management deficiencies?
Explanation: When OIC was created in October 2004, there were no formal management systems in place. Since its inception, OIC has implemented management processes to track program performance, schedule, and milestones. OIC also holds regular status reviews to ensure budget targets are being met and program priorities are accurately defined. OIC meets monthly with the OMB Office for Information Technology and E-government to demonstrate adherence to schedule and performance goals. In addition, OIC created a new position, Deputy Director for Business Administration, to focus specifically on establishing and executing sound management practices.
Evidence: OMB Milestones and Performance Metrics; OMB Monthly meetings; Program Execution Plan (PEP), DHS FYHSP Milestones for 2007.
|Section 3 - Program Management
|Section 4 - Program Results/Accountability
Has the program demonstrated adequate progress in achieving its long-term performance goals?
Explanation: OIC is starting to demonstrate progress in achieving its long-term performance goals related to increasing the interoperable communications capacity of local, tribal and state public safety agencies in addition to increasing interoperability coordination among relevant Federal agencies. A major component of the first long-term goal is dependent upon completion of the National Interoperability Baseline Study. OIC was created in October 2004 and is therefore a relatively new program. With help, guidance, and oversight from the OMB Office for Information Technology and E-government, OIC made great progress in assisting the public safety community.
Evidence: OMB Milestones; DHS FYHSP Milestones for FY 2007, FY 2005 DHS Performance Accountability Report
Does the program (including program partners) achieve its annual performance goals?
Explanation: OIC has established annual performance goals with targets that support its long-term performance goals. OIC is working towards achieving results. The annual performance measures track the specific OIC initiatives that help the nation's emergency responders to identify and improve their current level of interoperability. The annual measures tie into the overall mission to strengthen and integrate nationwide interoperability and compatibility efforts. The baseline measurements were established last year, and the program is poised to meet each of its targets. OIC is coordinating with the National Governor's Association to help five states complete a statewide interoperability plan by the end of the year. The grant guidance provided by OIC is integrated into the grant programs of DHS Grants & Training and Department of Justice COPS program. As new grant programs come online, OIC will ensure that its guidance will be incorporated into these new programs through continuous coordination and collaboration. OIC is also continuing to work with NIST and ITS to bring new equipment standards to the public and to reduce the time it takes to establish them. OIC is meeting the aggressive goals it has set to improve its coordination at the Federal level and is identifying other Federal programs that share a similar goal to OIC.
Evidence: OMB Milestones; DHS FHYSP Milestones for FY 2007.
Does the program demonstrate improved efficiencies or cost effectiveness in achieving program goals each year?
Explanation: Since the program was established in late 2004, OIC has collaborated with numerous Federal agencies to deliver conferences and tools to public safety agencies, government partners, and industry. These collaborations reduce risks of redundancy and duplication of effort. Furthermore, in January 2006, the Disaster Management program transitioned to OIC, further consolidating Federal efforts associated with voice and data communications interoperability. The program also performs open competitions in its procurement of services, ensuring the best value for the Federal government.
Evidence: OMB E-gov strategy /omb/egov/2003egov_strat.pdf; December 2005 Memorandum of Understanding (MOU) between Federal Emergency Management Agency (FEMA) & DHS S&T Directorate.
Does the performance of this program compare favorably to other programs, including government, private, etc., with similar purpose and goals?
Explanation: While there are no national interoperability programs in the private sector or within state and local governments, OIC does compare favorably to the performance of DHS Office for Grants and Training Department of Justice COPS program. Both programs share customers at the state and local government levels and are integral to the success of the long-term goals with the OIC. OIC has identified the unique roles of both programs and adds value where gaps exist. Grants and Training received a score of "Adequate" on its PART evaluation and the DOJ COPS program received a score of "Results Not Demonstrated." OIC deliverables are disseminated and utilized by these programs helping them to achieve their mission. The April 2004 GAO Report and the January 2006 Draft DHS IG Report compare OIC's activities to the Department of Justice CommTech (AGILE) Program and also the Public Safety Wireless Network (PSWN), a joint undertaking of the Departments of Justice and the Treasury. The interoperability effort achieved the highest score given on the "An Annual Report Card on the Department of Homeland Security" provided by the democratic staff of the House Homeland Security Committee.
Evidence: OMB E-gov strategy /omb/egov/2003egov_strat.pdf, MOU between OIC and G&T; MOA between OIC and NIST; GAO Report April 2004 http://www.gao.gov/new.items/d04494.pdf; "The State of Homeland Security, 2006: An Annual Report Card on the Department of Homeland Security" http://hsc-democrats.house.gov/NR/rdonlyres/C2D1000A-6559-44C9-BB61-73243EE166ED/0/2006DeptofHomelandSecurityReportCard.pdf; January 2006 DHS IG Report; OMB PART Assessment of DHS Grants & Training, OMB PART Assessment of DOJ COPS Program;
Do independent evaluations of sufficient scope and quality indicate that the program is effective and achieving results?
Explanation: The DHS Inspector General (IG) Report of January 2006 states that progress is being made in the area of standards development, but much data is yet unknown regarding the requirements to overcome interoperability challenges. The GAO report published in April 2004 offered specific guidance on how the program could more affectively achieve its objectives. OIC has already implemented several of the recommendations from this report. The recommendations address the most apparent deficiencies where the opportunity to improve performance is the greatest, including stable funding and increased collaboration with other Federal agencies. Many of these solutions are practical measures and are achievable. The Annual Report Card on the Department of Homeland Security 2006 was highly complimentary of the design, approach, and grassroots methodology of OIC. Additionally, OIC is identifying an appropriate to conduct an independent program evaluation on a regular basis. The evaluations will be used to improve program performance and ensure all activities support the overall mission of OIC.
Evidence: President's Management Agenda, GAO Report April 2004; DHS Draft IG Report "A Review of DHS' Progress in Adopting and Enforcing Equipment Standards for First Responders" January 2006, "The State of Homeland Security, 2006: An Annual Report Card on the Department of Homeland Security" http://hsc-democrats.house.gov/NR/rdonlyres/C2D1000A-6559-44C9-BB61-73243EE166ED/0/2006DeptofHomelandSecurityReportCard.pdf;
|Section 4 - Program Results/Accountability


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Chef George graduated from San Diego Culinary Institute of San Diego in 2008 and has been cooking family recipes for the past 15 years. He has worked at acclaimed establishments such as, Intuit, La Costa Resort and Karl Strauss brewery. His dream was to always establish a place where his menu could reflect his individuality as a Chef. George's Fish Bucket gives Chef George the freedom to do so...we hope you enjoy!
Julie Lopez is the daughter of former owner David Agosto and wife of Chef George. Julianna graduated from Chapman University in 2008 with a Bachelor's Degree in Social Sciences. She has a certificate in mixology and 15 years experience in the restaurant industry.

subset: commoncrawl


text:
Or was it all three?
This morning, U.N. Secretary-General Ban Ki-moon said the conflict in Syria had reached "new and appalling heights of brutality and violence," as the clashes between government troops and opposition forces drag on. An estimated 40,000 people have died in the conflict, which began in March 2011. The ... More >>
American banks are on a massive crime spree. The Presidential candidates hope you won't notice.
If nothing else, the Dallas City Hall federal corruption case provided us with a lesson on how you get tax credits to build low-income housing. Which should come in handy for those who want to follow this case filed in Dallas federal court on Friday: Monique Allen and UPCDC Texas, Inc. v. Noorall ... More >>
On December 23, Dallas-based PlainsCapital Bank received a mighty generous Christmas present from the Treasury Department: $87.6 million in bailout bucks, which seemed like a lot given that PlainsCapital isn't publicly traded and didn't even need the money to stay afloat. (The feds gave Alan White t ... More >>
Like it wasn't already hard enough -- which is to say, eff-you impossible -- figuring out how the banks are spending their bailout billions. Today comes word that the Treasury Department's dropped $4.7 billion more in 92 local banks, proving that the TARP can always stretch just a little bit bigger. ... More >>
National Weather Service About an hour ago, city officials gave local media members a tour of the Dallas Convention Center, in which Dallas expects to hold folks fleeing Hurricane Gustav, which is close to reaching Category 5 status as it approaches the Louisiana coastline. Only, the city keeps in ... More >>
According to today's Wall Street Journal, Dallas-based Comerica will partner with the U.S. Treasury Department on a prepaid debit card for folks receiving Social Security benefits. The purpose of the so-called Direct Express card is to "provide safer and cheaper benefits payments" for Social Securit ... More >>
While the Holy Land Foundation trial focuses attention on the role, if any, the Dallas-based charity had in financing Hamas, another Dallas-based charity has quietly dropped its lawsuit against author and former Bush administration official Matthew Levitt and his publisher over similar allegations. ... More >>
Gun dealer's alleged accountant comes up short
A federal judge says the government's charges against Richard Chichakli ain't as secret as he's been claiming. Yesterday we wrote about Richard Chichakli, alleged accountant to the "Merchant of Death" (arms dealer Viktor Bout), and how he'd really like to return to his hum-drum life as a socce ... More >>
Richardson's Richard Chichakli, now in Moscow, denies being an accountant for the "Merchant of Death." Former Richardson resident Richard Chichakli -- alleged accountant to the world's biggest reputed arms dealer -- dropped us a line this morning to say that he has "escaped Syria" and is now r ... More >>
This is the book that caused KinderUSA to sue a former Bush administration official, and his publishers, for libel. Kids in Need of Development, Education and Relief -- or KinderUSA -- is a charity that was founded in 2002 by a group of physicians and humanitarian relief workers who want to help chi ... More >>
Authorities allege Richard Chichakli was accountant to an illegal arms deal. Prove it, he says.
Is George W. Bush a conservative? Author Bruce Bartlett doesn't think so,
and saying that cost him his job.
Skirt-chasing Vince Vaughn is Wedding Crashers' master of ceremonies
Rangers G.M. Doug Melvin
Or, how a Democrat and reviled former DISD board president found a happy home pushing "educational acoountability" for the GOP
Don't bite, even if Bait does
Brave Combo's Joe Cripps goes to Cuba, becomes friends with Peter Buck, and talks to Castro
Denied his day in court, a former Waco TV reporter, falsely accused of setting up federal agents, becomes the last casualty of the Branch Davidian siege
The Enloes are Republic of Texas stalwarts, but they don't go for hostage-taking. They prefer using bogus money orders to battle "the eight banking families that control the world."
The last interview you'll ever need to read with radio's greatest, loudest talker--and, just maybe, Hollywood's newest movie star
Kathy and Richard Kingsmore seemed like such nice church folk. But the Feds say their greed trumped their gospel.
The making of a messiah: David Koresh's twisted road to Waco
A wealthy Fort Worth oil clan's court battle isn't just about millions. It's about pride. Miriam Rozen tells a tale of favored sons


text:
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text:
Good bars to head to if not in our 20s?!
I will be travelling to NYC Sept. 2 - 6 with my mom and my aunt. This is their first visit and this will be my 3rd time. We are coming from Toronto and Montreal. I have a pretty good idea of where to eat after reading these boards, but I am stuck on places to go out at night. I'm in my 30s and they are in their 50s. Don't want to go anywhere too stuffy but not wanting to hit up dance clubs either. Any recommendations for bars to go to (preferably not pubs) would be appreciated. Can be a wine bar, place with good cocktails, live music. We are staying in Midtown, but open to places in Soho, Greenwich, LES.
pegu club on houston has a nice, mixed clientele. so does brandy library in tribeca. id avoid these types of places on the weekends. the weekdays, you get a better crowd anyway.
one of my favorite bars is the blue ribbon wine bar on downing. its small but the bartenders always make room for you and its a great place with a small group.
two other places that would be perfect would be turks and frogs in the west village and entwine...a new wine bar on washington near the meatpacking area (but more west village). very casual. turks tends to have huge markups on their wine but i guess its common. i have yet to find a dedicated 'wine bar' that had an excellent selection with good value.
like i said, the key is weekday nights. on the weekends, linger at the restaurant bars after or before dinner.
re: sam1
I second Pegu Club and Blue Ribbon. The cocktails at pegu are pricy (like $20) but they are amazingly good. Neat, relaxed atmosphere.
i had a great time at Blue Ribbon. Friendly crowd, cozy & simple atmosphere and great bone marrow, oysters, etc.
Another suggestion - Rose Bar at Gramercy Park Hotel. Very similiar to Pegu. Great crafted cocktails.
I know someone below suggested Please Don't Tell (PDT) - I thought that was the most ridiculous place. Really, to stand in a phone booth in a hotdog joint and wait to be beckoned in the bar by a snotty hostess - weird! The atmosphere is very dark, low ceilings and just not comfortable at all. It's all about the gimmick, IMHO.
re: lynnlato
I agree that certain hostesses at PDT can be rather rude and abrupt with some people. It seems like it's not an uncommon problem.
But while the drink quality at Pegu Club compares pretty favorably to PDT, the Rose Bar isn't even close, despite their high prices.
re: lynnlato
I don't understand how PDT could be characterized as "all about the gimmick." They're putting out some of the best cocktails in the entire country.
Pegu's cocktails are $13/$14, like almost every other cocktail bar at that level in the city.
re: daisy17
The cocktails we had @ PDT were decent, but everything else was corny. Again, IMHO. Perhaps the cocktails were overshadowed by our wait in the phone booth. My friend really enjoyed the bacon-infused bourbon. Bon Appetit interviewed a couple of their bartenders for a piece about fizz cocktails in the August '09 edition, fyi.
At Pegu, their Red Pepper cocktail was deliciously sweet & spicy. Pepper infused tequila blanco mixed with yellow chartreuse, St. Germaine Elderflower liquer and fresh basil - mmmm.
I liked the mosquito cocktail I had at Rose Bar. Again, tequila blanco, elderflower liquer, fresh basil, cointreau and agave syrup.
But, if we're just talking cocktails, the pear cosmo at Bar Boulud was my favorite. GG pear vodka, elderflower, lime juice, white cranberry juice and a garnish of crystalized jellied pear.
These cocktails were so good, I took notes. :)
Temple Bar is very civilized, but not stuffy at all. I also like The Ten Bells, which is a little louder and more crowded (wine and beer only).
I stopped by N, 33 Crosby @ Grand St., a few months ago. The drinks were tasty, as were the tapas, and the scene was pretty agreeable. By way of generational and foodie credentials, this was with my wife (we're in our 50's), and with a friend of ours, a pastry chef in her 40's. The place opens daily at 5PM.
For a sports bar, if you have any interest in that. Blondie's tends to attract a older 30+ crowd. Sometimes you will get a few 20 something in there, but its not as common. Oh yeah http://blondiessports.com/
In the midtown area are a few good wine bars. Casselula on 52nd and 9th is a fantastic place if you also enjoy cheese (it's a wine and cheese cafe), or just to stop by to sample some wine. Another nice spot is on 9th just north of 46th, unfortunately can't remember the name of it, but it's a wine and small plates place. Also check out Bar Central: call for a res if you want to go before or after broadway show hours, or just pop in if it's during the shows. Hidden up above Joe Allen, it's a jazz-era feel that makes classic cocktails. Also happens to be where many B'way people go to hide from throngs.
I always recommend The Oak Bar at The Plaza because it's feels like you stepped back in time. I've never felt it was stuffy and we've had a lot of good cocktails there. The patrons run the gamut from late 20s to early 100s : )
For good cocktails and a mellow scene, my recs would be:
Angel's Share - one of the original "hidden" bars before they became all the rage, Great cocktails, quiet crowd on weeknights - they have a rule that no groups larger than four are allowed, so it keeps the noise down.
Death & Co. or Apotheke - I'll say the same thing about both: go on a weeknight, as the weekends tend to bring out the loud crowds. Apotheke, especially, can get very d-baggy on the weekends. But make a rezzie at either, just to be sure you get seated. You never know what random night things'll get busy.
White Star - great little joint tucked away on one of the few not terribly popular blocks left on the LES. Cozy with a really friendly staff and great cocktails. A little out-of-the-way, but smaller crowds because of that.
WD-50 - a little outside the box, but there's the small bar area up front, and Tona's cocktails are as good and creative as any you'll find at D&C or Apotheke or any of the other hip new spots. I think he's one of the great underrated "mixologists" (or "bar chefs" or whatever they like to be called nowadays) in the city. Also, if you find yourself a bit peckish, you can always order a couple appetizers or, if it's after dinner, a dessert or two. Living around the corner, I've found myself there for drinks and dessert many times.
50 Clinton Street, New York, NY 10002
Angel's Share
8 Stuyvesant St, New York, NY 10003
Death & Co.
433 E 6th St, New York, NY 10009
9 Doyers St, New York, NY 10013
re: sgordon
PDT is also in that class, and as a bonus, I was there for 7 hours (I know, I know) Saturday night and it looked like there were always a couple of seats open. And hey, hot dogs!
There was, until fairly recently, a blog called the "Age Appropriate Bar Project" run by a couple of mid-30s women, but it appears to have been taken down.
Please Don't Tell
113 St Marks Pl, New York, NY 10009
re: craig_g
Raines Law Room on West 17th is fantastic for cocktails and a cool atmosphere!
re: craig_g
The "Age-Appropriate Bars" blog is now called "30 to Midnight"
re: sgordon
It's true that there's a significant difference between weekdays and weekends at these and other bars. Best to stick to restaurant bars like Gramercy Tavern if you want to avoid the sub-30's.
turks and frogs winebar - west village (2nd vote for)
grammercy tavern bar room - flatiron
campbell apt. - grand central
bill's gay 90's - midtown east (a little pubish, piano player's a lot of fun)


text:
Little Fly Lyrics - Esperanza Spalding
Little fly
Thy summer's play
My thoughtless hand
Has brushed away
Am not I
A fly like thee?
Or art not thou
A man like me?
Little fly...
For I dance
And drink and sing
Till some blind hand
Shall brush my wing
I thought is life
And strength and breath
And the want
Of thought is death
Little fly...
Then am I
A happy fly
If I live
Or if I die
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text:
November 27, 2014
January 30, 2013
Last week U.S. Secretary of Defense Leon Panetta lifted the ban on U.S. military women serving in combat positions.
Now that the military ban has been lifted, it is time to make what is written on paper a reality.
U.Va Law Professor Anne Coughlin along with U.S. Army Col. Ellen Haring have been leading the charge to allow women to fight on the front lines. This Friday in Washington D.C. she will help lead a series of discussions on how to implement the change.
Topics like coming up with physical requirements that do not discriminate against men or women will be discussed.
"But obviously there is going to be a lot of work done to implement the move to full integration, so there are a lot of questions on the table," says Coughlin. "What is the process we?re going to follow to ensure that physical fitness standards and other kinds of issues are solved so that women can step up and start doing these jobs?"
The symposium will be held in the Stockholm International Peace Research Institute and will include panels of women who are in combat as well as members of the Marine Corps who will discuss the concerns about lifting the combat restrictions.
Coughlin says overall she is pleased with the lifting of the ban, but is concerned that women could still be excluded from some elite units like the Special Forces.
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text:
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"The light shines in the darkness, and the darkness has not overcome it."
~John 1:5
According to the calendar, today is Halloween.
And while there may be some disagreement about whether or not Christ-followers should participate in Halloween, we know God asks us to live as light in the midst of darkness.
So here are just some easy-to-implement suggestions of ways to redeem this day– Halloween.
1) As a family, research Reformation Day, which is also October 31st, and spend the day learning about and celebrating it instead:
–Read Martin Luther Little Lights: What Should I Do?
–Add in some fun crafts or activities that go along with Reformation Day.
–If you have older children, watch the movie Luther together.
2) Decide that your family (and your home) is going to be a literal light in the darkness.
–In a society where neighborhood relationships, community and interaction is becoming more and more rare, use tonight as an opportunity to leave on the lights and to connect with neighbors that you might never see or talk with otherwise.
–Make sure your porch is well lit and have a candy bowl that is full of "good candy". Take time to meet and interact with each parent and child who arrives on your doorstep.
–Consider making or purchasing little bags of pumpkin treats (muffins, bread, or cookies) to take around to give your neighbors.
–Make plenty of hot apple cider to hand out to the parents of trick-or-treaters.
3) Get a jump on the season of Thanksgiving.
–We know it's God's will that we "give thanks in all circumstances" (1 Thess 5:18) so shift the focus to giving thanks– today.
— Check out these 7 Mini Challenges for helping your children become more thankful.
–Start your own collection of Jordan River Rocks.
–Print out a foldable count-your-blessings-card for each family member and start the counting today.
–If you've been in the Valley of Massah (grumbling and complaining)…read through this list of verses together as a family and ask God to grow an attitude of thankfulness.
4) As a family, commit to– "Letting your lights shine before others, so that they may see your good works and give glory to your Father who is in heaven." ~Matthew 5:16
–Buy or make seasonal treats to deliver to teachers at the your child's school or to the staff at your church and make sure you include a note telling them how thankful you are for them.
–Choose one family that you know has been struggling with sickness or financial difficulties and bring them a surprise dinner tonight.
–As a family, use the afternoon to help a neighbor who needs some leaf-pick-up help.
–If you know of family with younger children that don't have grandparents in the area, offer to watch their children for a fun movie-popcorn-trick-or-treating-night so that the parents can have a date.
5) Above and beyond all, remember that God's light triumphs over darkness.
— …even the darkness is not dark to you; the night is bright as the day, for darkness is as light with you. ~ Psalm 139:12
— And I will lead the blind in a way that they do not know, in paths that they have not known I will guide them. I will turn the darkness before them into light, the rough places into level ground. These are the things I do, and I do not forsake them. ~ Isaiah 42:16
— Again Jesus spoke to them, saying, "I am the light of the world. Whoever follows me will not walk in darkness, but will have the light of life." ~John 8:12
May each and every one of us live as light in the midst of darkness, for Him, today.


text:
"A very shiny Harley Davidson machine".
Image Info/EXIF
- Unique Views46
- MakeNikon
- CameraNIKON D200
- Focal Length70.0 mm
- Shutter Speed1/60 sec
- ApertureF6.3
- ISO/Film400
- Original Size2870 X 1585
- Date TakenSep 18, 2010
- SubmittedDec 20, 2012
"A very shiny Harley Davidson machine".
|71 Wins, 69 Losses
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We love hosting festive, casual summer gatherings, and when we want the best food, drink, and decoration ideas, we turn to Christine at Pies & Aprons.
A talented designer, stylist, collector, and pie baker, Christine is passionate about making everyday life beautiful on a budget. Today she's offering a ticket to one of her fabulous workshops - Vintage Summer Soiree - for half the price. This workshop will be led by design expert Kayte Terry (paper design trendsetter and Visual Communication and Inspiration Manager at Anthropologie) and food expert, Laurie Crowell (Founder and Owner of Golden Fig Fine Foods, Inc.).
These two pros have planned a wonderful afternoon to share easy summer entertaining ideas that will surely make your next party a hit! Learn how to make marvelous centerpieces with vintage materials, enjoy simple and adorable DIY paper projects, and gather recipes for fresh summer drinks and simple party fare. Homemade pie and coffee are included, and at the end of the workshop you can enjoy a mini marketplace happy hour!
Featured in Country Living, MaryJanesFarm, Matthew Mead Holiday, Where Women Cook, and on the DIY network and ShelterPop. Owner, Christine, is passionate about making everyday life beautiful on a budget. She uses her "can do, make do" attitude to offer simple style ideas for home, garden, and entertaining. Through her workshops, vintage sales, and blog, she aims to create a fun and visually-stimulating environment for creative folks to gather, learn, and create.


text:
Indus Business SchoolAn initiative of Indian Institute of Education & Business Management
Very Well organized institute, I am impressed with ongoing skills. And values of the student managers, Keep it up, all the best.
Ms. Vaneeta Rastogi
Director - HR, Glocen
Important Instructions
A Management Program is like an induction to the Corporate world and it is our constant endeavor to make our students a perfect fit for the high expectations of the Corporate World. Students joining IIEBM are thus expected to behave in a mature manner, just like what would be expected of a manager when he joins the Corporate World. Students will be treated with dignity and respect and we would expect the same from them. Every successful corporate entity and its employees stand out from other organizations by the culture and code of conduct that exists in their respective organizations. We too, at IIEBM have a culture and code of conduct for which our students are found to stand apart from their contemporaries and counterparts.
Code of Conduct
Students are trained for bright corporate careers through various scientific grooming processes which involve healthy lifestyle. The word 'Discipline' for us implies adherence to civilized life and following the code of conduct. Therefore, strict discipline will be an essential part of the training process and defaulters will be dealt with appropriately.
Students Welfare Fund
The Administrative Officers as well as the Academic Faculties have been empowered to take suitable action / levy fines against students not adhering to the Code of Conduct of the Institute. The fines thus collected will go to the Students Welfare Fund.
Traditional Dress
Students are required to carry at least one pair of their traditional dress. Traditional dress means those dresses, which one generally wears as per his / her region, religion, customs and traditions, on festive occasions. The traditional dress will be worn for Pooja and during the induction ceremony. The best traditionally dressed male and female candidate will receive a cash award of Rs. 2,500/- each.
Attending classes and learning from learned instructors is a critical step towards growth and development of students, as the relevant skills required by the Industry have to be learnt in a systematic and progressive manner through class room sessions. Consistency in attendance is therefore a pre-requisite. Absence from classes leads to discontinuity in learning process and defeats the very approach of progressive learning, as subjects taught are inter-related and missing one session may lead to a break in the learning process / difficulty in following what is being taught in the next / ensuing session.
Consequently, it is not only difficult for students, but may put them under tremendous pressure leading to stress, frustration and depression. We have come across quite a few cases where students have become psychiatric cases because of the rigorous academic pressure. Therefore, attending classes regularly is essential for any student who joins a good management institution. Similarly, studying at the hostel / home regularly everyday shall lead to expected growth and development.
At times due to the paucity of time on account of the vast syllabus that has to be covered and other activities like corporate interaction, extracurricular activities etc., classes have to be held on Sundays also. Neither does IIEBM believe in the concept of holidays.
Each and every class is critical for the learning process and therefore no requests on account of medical grounds / any other grounds for exemption from attendance shall be accepted. Parents are advised to please understand the constraint of their ward who has a medical history and discourage them to take up our stressful management program, which is very hectic in nature with prolonged hours throughout the year. Such students may undergo tension & depression and may not be able to express their difficulties either to their parents or the management which can result in affecting their overall morale and performance. At IIEBM, requirements of the learning process are stringent in nature and cannot be changed.
Students are required to maintain a minimum of 90% attendance in every semester. It would be appropriate to mention here that one should not get disturbed in the mind and understand that attendance criteria provides sufficient cushion as the permissible limit of absence is 10% in every semester.
If one calculates the total number of days in every semester, one can legitimately be absent from classes on account of sickness or other important contingencies, for nearly 8 – 10 days, provided the student attends all classes regularly from the beginning and saves the 10% attendance for contingencies.
To be away from class for casual reasons cannot be justified. We, as an Institute, cannot restrict the movement of students. There is no system of leave with attendance. Grant of leave means permission to remain away from the campus on personal reasons which cannot entitle grant of attendance.
Parents of students absenting themselves from scheduled classes for more than 3 consecutive days without valid / justifiable reasons will be required to come and meet the Management of the Institute.
It is also to be noted that students cannot remain absent from scheduled classes and stay back in their hostel rooms, unless and until they are not well.
No half day leave shall be granted and students are advised not to approach the management for the same.
Holidays and Vacation
The students are unlikely to have holidays during the first six months as this is the transformation period. Classes may also be held on Sundays. There will be no vacations during or after any semester. We will utilize all the days of the year to sharpen and hone the knowledge and competitive skills of our students so that money invested by parents leads to building a productive career of their wards.
Parents are also advised not to approach the Management for their wards to be permitted / granted leave especially during festivals like Diwali, Dussehra, Christmas etc.
Behavior on Campus & Academics Block
Students are expected to report to the Institute 15 minute prior to the scheduled time at the gate in the morning and be inside the classrooms 5 minutes before the commencement of the class.
Those who reach for the class late will have to pay a fine which shall go to the 'Students Welfare Fund'. Similarly after entering the class they are not allowed to leave the class till the session gets over.
However in case of contingencies such as on medical ground the student concerned is expected to inform the Academic In-charge before leaving the academic block. Taking permission from the visiting faculty / faculty taking the class itself is not sufficient. In case any student leaves after giving attendance without permission from the full time faculty in charge, he / she will be dealt with disciplinary action.
Students staying in the hostel can leave the hostel for medical treatment any time with a roommate with prior permission from the warden. The 24 hours Van service can be availed for all emergencies. Students are expected to address their seniors as 'Sir' and 'Ma'am' respectively.
Dress Code
Students are expected to be dressed smartly as per the laid down Dress Code of the Institute. Wearing slippers is not permitted in the Academic Block. Students not adhering to the Dress Code shall not be permitted to attend lectures and shall be marked absent for that day.
Students should wear I-Card issued by the Institute round the neck at all times during their presence in the Institute / while away on all official work and visiting other organizations.
Male students are required to shave daily and have regular haircuts. Long and trendy hairstyles, sideburns, gelling & streaking of hair etc. is not permitted.
Lady students are required to either tie their hair with a clip or plate them. No flicks are allowed to be maintained.
Use of Mobile Phones
Carrying of mobile phone to classes is strictly prohibited. In case a student carries a mobile to the class, library, auditorium, computer lab / is found using the mobile in Academic Block a sum of Rs. 1000/- shall be fined. Besides that, the mobiles found inside the academic block will be confiscated and kept in the permanent custody of the Management. Even the SIM card shall not be given. The mobile phone and SIM card shall be returned to the student on completion of the course. Administrative Officer – 91 92256 56442
Admissions Department – 91-20-65293780 / 7 / 8
Admission Officer – 98605 00456.
Ragging of any kind is strictly prohibited. Anyone indulging in ragging will be dealt with 'Zero Tolerance' and will be expelled as this has been prescribed as a minimum punishment by the Supreme Court of India. The Supreme Court has also categorically mentioned that any students harassing fresher students physically and mentally will be booked by the Police, expelled from the college and also denied future admission. If anyone tries to rag any student the same should be reported immediately to the Director. (Ref: Maharashtra Prohibition of Ragging Act 1999).
Students who own two-wheelers
Accidents involving students driving two-wheelers without helmet have occurred in the past, which could have been avoided, had the students been wearing crash helmets. Therefore, wearing of crash helmets by the students riding two-wheelers and pillion riders is compulsory. Students violating this rule will be fined with Rs. 1000/- in the first instance and more stringent punishment will be awarded on subsequent occurrences. The fine thus collected will go to "Students Welfare Fund".
Instructions for staying on and off campus
Each student-occupant shall be provided with necessary furniture and other items like mattress, pillow, bedcover etc. All these items shall be the sole responsibility of the student and they will hand over the same in good condition at the time of vacating the hostel.
All the students are expected to be in their rooms by 10 pm. Late night parties or loitering around at odd hours, both inside the Campus and outside is not allowed. Similarly boys and girls moving into each other's hostel or private accommodation will attract rustication from the Institute. In this connection, it should be mentioned that students living in private accommodation adjacent to the campus should note that our culture and traditions do not permit boys and girls meeting at odd hours, even for the purpose of group / combined studies / preparation for group presentations / assignments.
Silence hours' will be observed after 11 pm in the hostels. Students are required to study before 11 pm at night and after 5 am in the morning, which is sufficient to maintain an excellent academic record, as learning is a continuous process and last minute studying will result in poor academic performance.
Laptops should not be used after 11 pm as proper sleeping helps to remain fresh, creative and active. Playing music or watching movies is not permitted during 'Silence hours'.
Also, students have to be considerate towards the other members staying with them in their rooms who might get disturbed on account of their wanting to keep awake till late hours of the night. Privacy of each roommate should be respected.
Students are expected to behave like gentlemen and ladies not only in the campus, but also throughout their stay with us, even while they are in their private quarters. We demand decent life style including maintenance and up-keep of living accommodation.
Students are not allowed to go and stay out of the hostel. If any student has to be away from his / her room after 10 pm. or wants to go out of station for any personal reason, he / she should take written permission from the Director. Permission for that is a must and shall be granted subject to parents' request to the Director at least 3 days in advance which should be done though a fax followed by a telephone call. The Director, in turn, will verify the request and recommend the 'Night out Pass' to the Rector of the Hostel. Night-outs will be restricted to the bare minimum, once in three months. Nomination of the local guardian, if any, should be made by parents through a letter addressed to the Director at the time of joining the Institute.
Hostel rooms are expected to be kept clean by the occupants. Staff has been engaged for cleaning the toilets and the corridors ONLY.
Students are supposed to switch off lights and fans when they are not in the room and ensure that water taps are turned off.
Students should keep their belongings safely in their cupboards. Management will not be responsible for loss of any valuables, cash, laptops, mobiles etc. Students are advised not to carry any valuable ornaments.Defaulters will be fined suitably.
Medical Fitness
It has been noticed that some students have had serious medical problems in the past, which they did not reveal at the time of admission. It is advisable that if anyone has serious medical problems they should not take admission in our Institute because the Institute may not be able to attend to their ongoing medical problems and also no absence for such reasons shall be entertained at a later date. However, if anyone develops this kind of illness during the course, it should be brought to the notice of the Institute.
Some of the serious ailments are:
- Gall-bladder / kidney Stones
- Heart Problems
- Asthma
- Old History of Tuberculosis
- Blood pressure
- Depression / Mood Disorders
- Severe jaundice in the past
All students should arrange for vaccination against common diseases like Hepatitis, Chicken pox and Typhoid, prior to joining the Institute.
Dengue and Malaria are common problems in Maharashtra. Prevention is the only way to encounter these diseases; simple measures which need to be taken are: Mosquito nets & Mosquito repellant's and Mats.
Certain diseases like diarrhea do occur during the rainy seasons. Again prevention should be the aim. The Institute has a mess which caters for the students. The hygiene aspects in these places are any time better than outside eating places. Hence, students are advised to eat their meals in the Institute mess.
The Institute offers only O.P.D. Medical Facilities to the students. Student having medical problems may avail this facility.
Students in Medical distress are expected to take care of themselves supported by their roommates. Once brought to the notice of the Warden, the Institute will render all the assistance possible but the ambulance & hospitalization charges will have to be borne by the student / parents.
Assessment of students behavior, conduct and integrity – endorsement in pg diploma
The industry at times asks us for reference and opinion about behavior, conduct, integrity and suitability of students even after they have passed out, for specific jobs / placements. They expect us to field the candidates with right attitude and attributes. This is not only for campus placements but also generally throughout the career of the students when they change jobs from one company to another. Traditionally the Director / Dean of the Institute are a reference point. We are also required to sign testimonials whenever a student wants to go for higher studies abroad. With passage of time, we have found it difficult to recollect the attributes of the individual students. Therefore, it has been decided that henceforth students will be graded for character and leadership qualities viz., Exemplary / Very Good / Good / Satisfactory / Unsatisfactory. Copy of the record will be retained in our archives for future reference.
We hope that our students will behave in a mature manner exhibiting positive attributes and leadership qualities.
Appreciation / complaints from companies
The students will be required to interact with the people from the Industry on different occasions like Workshops / Seminars / Corporate Events / Training Activities / Summer Internships / Live Projects.
It should be noted that the students are 'Brand Ambassadors' of the Institute and play a very important role in building the image of the Institute in the corporate world. It is on the basis of the students overall behavior and performance during their interaction with corporates which leads to the formation of an opinion about the Institute.
Appreciation from corporate / companies about student's good behavior / performance will enhance the image of the Institute, however on the other hand, negative reports will lead to the Institute's image being tarnished.
Therefore, any complaint received from the corporates / companies/ guest faculties will attract severe disciplinary action against the students. One such action could be that the concerned student will be placed in the 'Red List'.
Grant of term
Grant of term will be decided on the basis of the following:
- Performance in internal and final examinations in each semester.
- General behavior of the students within and outside the campus.
Red list
Red List: What is it?
All the indisciplinary cases will be placed in the "Red List" at the discretion of the Director.
Any negative report received by the Institute from the Company where the student is doing his / her "Internship or Project Studies" may result in the student being placed in the "Red List".
Students receiving advances from the office for co-curricular activities should furnish the accounts expeditiously failing which they may be placed in the "Red List".
Students not adhering to specified points of the Code of Conduct may be placed in the "Red List".
Students having less than the prescribed attendance shall be placed in the "Red List".
Red Listed students may be disqualified from appearing in the examinations. They shall not be provided assistance for Summer Internship Projects and Final Placements.


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|MUSE LOG: The Marauder's Map
Category: Gazette Columns
5 comments7 Jun 2004 @ 13:58 by Hanae @126.96.36.199 : Ahh yes...
...the delightful Marauder's Map... Tis a map showing every detail of NCN and grounds (including several hidden passages); with tiny moving dots of ink (representing people), each labeled in minuscule writing. Very cool... :-)
9 Jun 2004 @ 05:36 by jazzolog : What Have I Been?
Fortunately, down the Hall of Activity, there is a feature known as Where I Have Been Recently...which even tells me "You are here now." And then you can retrace your steps out of the dreaded catacombs. Whew, often have I slipped down a hole and been saved thus.
19 Jun 2006 @ 16:47 by Jesslyn @220.127.116.11 : Marauder's Map
I love marauder's map!!!
7 Jul 2006 @ 23:47 by Moony luvr @126.96.36.199 : XD
I love it. And I do wash my hair, Mr. Pettigrew... *shifty eyes*
18 Aug 2010 @ 19:16 by Mrs.Potter @18.104.22.168 : Lol!
lol Moony Luvr....are you insinuating YOU are Severus! Oh my,well then DIE *Avada Kedvra!* ha now your nothing! jk,ha I often write FanFics where Draco Kills snape and it was Harry who killed Dumbledore.I find these highly amusing.Draco in Harrys place and Harry in Dracos.But honestly i dont think Snape does wash his hair.....he should be like those girls in Loreal commercials....their hair always looks oily and greasy......but yes Moony Luvr Mr.Pettigrew should keep his mouth shut! Shouldnt he??
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9 May 2003 @ 20:29: Aleatoric and Political Surrealism in the Age of the Internet
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