staff and industry partners to extend the impact of ITP projects to additional industrial sites; and

  • Remodeling the ITP Web site to make information more easily accessible to all levels of industry management and to emphasize the cost benefits of energy conservation technology.

  • Develop more effective mechanisms for collaboration and coordination across ITP subprograms and projects to reduce stovepiping and to encourage the achievement of broader goals. As part of a grand challenge strategy, the ITP should continue to pursue plans to increase the average size of projects, but it should also continue to maintain a healthy balance of small, medium, and large projects.

  • Redirect student education activities to other governmental entities that have direct educational missions, with the exception of those activities directly related to the plant assessments performed by students for the ITP’s Industrial Assessment Centers. Because the mission of the ITP is energy savings, not education, any student educational activities undertaken by the ITP should be justified in terms of their energy-saving results, not their educational goals.

  • Review ITP subprogram management practices to ensure clarity and consistency or, where practices differ, to ensure that differences are justified.

  • Increase benefits by propagating the ITP strategy, where appropriate, to other programs in the Office of Energy Efficiency and Renewable Energy.



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