01801oam 2200505 450 991070462060332120130708142914.0(CKB)5470000002443512(OCoLC)839920825(EXLCZ)99547000000244351220130418d2013 ua 0engurmn|||||||||txtrdacontentcrdamediacrrdacarrierPolitical intelligence financial market value of government information hinges on materiality and timing : report to congressional committees[Washington, D.C.] :United States Government Accountability Office,2013.1 online resource (ii, 29 pages)Title from title screen (viewed Apr. 18, 2013)."April 2013.""GAO-13-389."Includes bibliographical references.Political intelligence Business intelligenceUnited StatesGovernment informationAccess controlUnited StatesDisclosure of informationGovernment policyUnited StatesInsider trading in securitiesLaw and legislationUnited StatesSecurities fraudUnited StatesPolitical ethicsUnited StatesBusiness intelligenceGovernment informationAccess controlDisclosure of informationGovernment policyInsider trading in securitiesLaw and legislationSecurities fraudPolitical ethicsZBLZBLOCLCOOCLCQGPOBOOK9910704620603321Political intelligence3464924UNINA01351nam 2200385 a 450 991069611800332120071010103843.0(CKB)5470000002375634(OCoLC)173973245(EXLCZ)99547000000237563420071010d2007 ua 0engurmn|||||||||txtrdacontentcrdamediacrrdacarrierRetirement decisions[electronic resource] federal policies offer mixed signals about when to retire : report to congressional committees[Washington, D.C.] :U.S. Govt. Accountability Office,[2007]iii, 73 pages digital, PDF fileTitle from title screen (viewed on Sept. 12, 2007)."July 2007."Paper version available from: U.S. Govt. Accountability Office, 441 G St., NW, Rm. LM, Washington, D.C. 20548."GAO-07-753."Includes bibliographical references.Retirement decisions Retirement ageUnited StatesRetirementUnited StatesPlanningRetirement ageRetirementPlanning.GPOGPOBOOK9910696118003321Retirement decisions3542165UNINA04821nam 2200601 a 450 991077940790332120230803020427.01-118-64818-81-299-40256-91-118-64832-3(CKB)2550000001017895(EBL)1157401(OCoLC)831115367(SSID)ssj0000908553(PQKBManifestationID)11582423(PQKBTitleCode)TC0000908553(PQKBWorkID)10901095(PQKB)10591610(MiAaPQ)EBC1157401(EXLCZ)99255000000101789520130403d2013 uy 0engur|n|---|||||txtccrReframing retention strategy for institutional improvement[electronic resource] /David H. Kalsbeek, editorSan Francisco Jossey-Bass20131 online resource (130 p.)New directions for higher education,0271-0560 ;no. 161 (Spring 2013)Description based upon print version of record.1-118-64085-3 Includes bibliographical references and index.Reframing Retention Strategy for Institutional Improvement; Copyright; Contents; Editor's Notes; Reference; 1. Framing Retention for Institutional Improvement: A 4 Ps Framework; Lessons from Typical University; Profile; Progress; Process; Promise; Conclusion; References; 2. Reframing Retention Strategy: A Focus on Profile; Developing a Market-Centered Perspective; The Marketplace vis-à-vis Zemsky; Institutional Interdependencies; Enrollment Management; Conclusion; References; 3. Reframing Retention Strategy: A Focus on Progress; From Persistence to ProgressClifford Adelman and ""Structures of Opportunity""Progress and ""Swirl""; The ""Quality"" of Persistence; A New Mental Model?; References; 4. Reframing Retention Strategy: A Focus on Process; Introduction; Key Organizational Challenges, Principles, and Conceptual Frameworks; Conceptual Underpinnings; Creating Seamless Learning Environments for First-Year Students; Conclusion; References; 5. Reframing Retention Strategy: A Focus on Promise; Introduction; Setting the Stage; Brand as Promise; Linking Brand Promise and Retention; Finding Promise in Mission; Conclusion; References6. Profile in Action: Linking Admission and RetentionHow Far Will the Toad Jump? Test-Optional Strategies; Sociological Determinants and Non-Cognitive Variables; Institutional Interactions for Creating Non-Traditional Pathways; Conclusion; References; 7. Process and Progress in Action: Examples of What Works; Improving the Consistency, Quality, and Effectiveness of Institutional Services; Other Examples of Fostering Student Progress Through Process Improvements; Creating Clear Pathways to Student Success; Lessons in Efforts to Improve Time to Degree and Completion Rates; ConclusionReferences8. Promise in Action: Examples of Institutional Success; From Promise to Practice: Examples from the Field; Other High-Impact Practices; Lessons Learned; References; 9. Engaging Faculty in Retention: Finding Traction through Accreditation; Why is Change So Hard?; Accreditation in the United States: Evolving Criteria; Potential Lever for Change; Assessment of Students' Learning: From Compliance to Commitment; Lessons Learned; Next Steps: Research and Changing Practices; References; 10. The 4 Ps as a Guiding Perspective; Key Themes of a 4 Ps Framework; How to Organize for RetentionHow to Use a 4 Ps FrameworkMoving Forward with a 4 Ps Framework; References; Index Take an in-depth look at the difficulty in gaining traction at the institutional level in improving student retention and degree completion rates-especially at larger four year institutions where size, complexity, and multiplicity of structures and processes present particular challenges. This volume offers a way for institutional leaders to better focus their time, energy, and resources in their retention effort by framing the way they think about it using the 4 Ps of retention strategy: profile, progress, process, and promise. This simple framework challenges long-standing, traditioNew directions for higher education ;no. 161 (Spring 2013)College attendanceUnited StatesCollege dropoutsUnited StatesCollege attendanceCollege dropouts378.16913Kalsbeek David H1567494MiAaPQMiAaPQMiAaPQBOOK9910779407903321Reframing retention strategy for institutional improvement3838932UNINA