Iowa's Blueprint for Safety,

To identify traffic safety problems and thereon develop and implement traffic safety programs designed to reduce death and injury on Iowa’s streets and highways through partnerships with local, county, state and private sector agencies.

Iowa’s Blueprint for Forever Families, 2011

Each year approximately thirty to forty thousand children and youth come to the attention of Iowa’s child welfare and juvenile justice systems and, of those, four to five thousand enter foster care to address child safety or public safety. For most, foster care is a short-term placement designed to allow time to address the reason for removal and to receive the support and services necessary for children to return to their family and community. Unfortunately, too many children and youth remain in foster care too long. Too many youth exit care through emancipation rather than to a permanent family and enduring relationship. Too many young people never realize the security of connections to adults who will be there for a lifetime. When our system fails to find forever families for youth in foster care, long-term outcomes are bleak. A young person’s permanency status is inextricably intertwined with their overall well being.

Assessment of an information product project success: case business blueprint

The objective of this study was to find out how project success can be measured in a case where the output of a project is an intangible information product, what kind of framework can be used to evaluate the project success, and how the project assessment can be done in practice. As a case example, the success of a business blueprint project was assessed from the product point of view. A framework for assessing business blueprint project success was made based on a literature review. Furthermore, separate frameworks for measuring information product quality and project costs were developed. The theory of business blueprinting was discovered not to be firmly institutionalized and it is briefly covered in the thesis. The possible net benefits from the strategic business process harmonization were noted to be much more significant than the costs of the business blueprint project. The project was seen as a sufficient success from the viewpoint of the created output.

Emerging markets and the international financial architecture: a blueprint for reform

If emerging markets are to achieve their objective of joining the ranks of industrialized, developed countries, they must use their economic and political influence to support radical change in the international financial system. This working paper recommends John Maynard Keynes's "clearing union" as a blueprint for reform of the international financial architecture that could address emerging market grievances more effectively than current approaches. Keynes's proposal for the postwar international system sought to remedy some of the same problems currently facing emerging market economies. It was based on the idea that financial stability was predicated on a balance between imports and exports over time, with any divergence from balance providing automatic financing of the debit countries by the creditor countries via a global clearinghouse or settlement system for trade and payments on current account. This eliminated national currency payments for imports and exports; countries received credits or debits in a notional unit of account fixed to national currency. Since the unit of account could not be traded, bought, or sold, it would not be an international reserve currency. The credits with the clearinghouse could only be used to offset debits by buying imports, and if not used for this purpose they would eventually be extinguished; hence the burden of adjustment would be shared equally - credit generated by surpluses would have to be used to buy imports from the countries with debit balances. Emerging market economies could improve upon current schemes for regionally governed financial institutions by using this proposal as a template for the creation of regional clearing unions using a notional unit of account.

Blueprint - 200 K.W. D.C. Vert. Type Gen. 125 V. 8 P. 600 R.P.M., B 89521, 10586, 2-R1-H21.6

A blueprint produced by Westinghouse Electric & MFG. Co. in Pittsburgh, Pennsylvanna. The blueprint is dated 19 August 1903 and is stamped "OBSOLETE".

Blueprint of proposed lily pond at DeVeaux Hall drawn by T. Wiley

Blueprint of proposed lily pond at DeVeaux Hall drawn by T. Wiley, Apr. 1916.

Blueprint of the plan of the City of Toronto

Blueprint of the plan of the City of Toronto (85 cm. x 140 cm.), 1857.

Blueprint (inverted image) of the plan of the City of Toronto

Blueprint (inverted image) of the plan of the City of Toronto (85 cm. x 140 cm.), 1857.

The triggers of competitiveness: the EFIGE cross-country report. Bruegel Blueprint 17, 17 July 2012

There is a pressing need for Europe to grow out of the crisis, meaning that Europe needs to become more competitive, enabling it to capture growth currently taking place mainly in emerging markets. But what are the triggers of competitiveness? The EFIGE project, led by Bruegel, takes a fresh look by inquiring into the determinants of firm-level international performance – focusing on external competitiveness. In the competitiveness debate, it is crucial to understand not only the macroeconomic challenge, but also to find the right micro-level triggers that will generate growth and exports. The authors identify firm-level total factor productivity as a major determinant of growth and exports. Human capital, research, equity finance and performance based incentives for employees also play their parts. Moreover, size matters and large firms typically are much better exporters than their smaller counterparts. This report builds on previous EFIGE research and studies in depth firm performance in seven countries (Austria, France, Germany, Hungary, Italy, Spain, United Kingdom) to identify the triggers of competitiveness.

Breaking down the barriers to firm growth in Europe: The fourth EFIGE policy report. Bruegel Blueprint 18, 28 August 2012

Large firms contribute disproportionately to the economic performance of countries: they are more productive, pay higher wages, enjoy higher profits and are more successful in international markets. The differences between European countries in terms of the size of their firms are stark. Firms in Italy and Spain, for example, are on average 40 percent smaller than firms in Germany. The low average firm size translates into a chronic lack of large firms. In Italy and Spain, a mere 5 percent of manufacturing firms have more than 250 employees, compared to a much higher 11 percent in Germany. Understanding the roots of these differences is key to improving the economic performance of Europe’s lagging economies. So why is there so much variation in firm size in different European countries? What are the barriers that keep firms in some countries from growing? And which policies are likely to be most effective in breaking down those barriers? This policy report aims to answer these questions by developing a quantitative model of the seven European countries covered by the EFIGE survey (Austria, France, Germany, Hungary, Italy, Spain and the UK). The EFIGE survey asked 14,444 firms in those countries about their performance, their modes of internationalisation, their staffing decisions, their financing structure, and their competitive environment, among other topics.