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2 IOF Program Overview
Pages 12-17

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From page 12...
... Although many OIT programs were quite useful, and all were consistent with OIT's fundamental interest in energy efficiency and waste reduction, the overall program lacked a unifying principle for relating R&D to goals with a broad technical scope and wide industry acceptance. In similar circumstances, some federal agencies have made decisions based on their own technical judgments rather than consulting with their industrial customers.
From page 14...
... In sharp contrast to many federal R&D programs, the IOF program solicited broad industrial participation through industry associations rather than individual companies. In fact, some industries are represented in the program by two or more associations.
From page 15...
... OIT would act as a facilitator, responsible for bringing together producers, suppliers, customers, stakeholders, and outside experts; easing access to other government agencies with interests parallel to those of the IOF; coordinating participation by other government technical and scientific organizations; and participating in R&D through selective cost-sharing. The essential quality of OIT's role would be its constant readiness to assist without trying to micromanage IOF activities.
From page 16...
... The road maps specify technical requirements, assess existing technologies, evaluate barriers and options, set technology priorities and paths to be followed, and establish targets and major milestones on the way to their realization. Vision documents typically take from one to three years to complete, but ideas for the road maps are usually formulated during the process.
From page 17...
... To this point, the IOF program appears to be carefully thought out and efficiently managed. As road maps are completed and the pace of solicitation increases, however, OIT's management workload will necessarily increase.


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