Himachal Pradesh Board of School Education (HPBOSE) has declared the HP Board Class 12 Supplementary examination result for August 2022 session today, October 7. Students who took the supplementary examination can check the result on the official website at hpbose.org. Candidates can check their HPBOSE class 12th Supplementary results through their roll number.
HP Board 12th supplementary Result 2022: Know how to check
Visit the official website at hbpbose.org
On the homepage, click on the result tab
Next, click on “12th (Compartment/Improvement/Additional/Diploma Holder(Re-Appear)) Examination Result, August-2022”
Enter your roll number and click on search button
HP Board 12th supplementary result 2022 will appear on the screen
Download it and and take print out for future reference.
Archrock (NYSE:AROC) is currently trading near 52 week lows, at ~25% discount from estimated fair market value, and generates an attractive 8.8% yield.
AROC successfully weathered the 2020 industry downturn and is implementing reasonable strategies to Excellerate operations and eventually profitability.
Investors looking for more diversified exposure to the natural gas industry might find this combination of income and a margin of safety an attractive opportunity.
AROC is an oilfield service company which provides compression services to the natural gas business, specifically to the midstream part of the business.
"Compression" is this context essentially means pumping natural gas; take in gas at low pressure, output gas at higher pressure, with the purpose being to move the gas. However "pumping" has other connotation in the oilfield, so we'll stick with compression.
AROC operates in two segment - contract compression and aftermarket services.
In the contract compression segment, they own and operate compression equipment. In the aftermarket segment, they provide parts and services for customer owned compression equipment.
The standard unit of measure for compression equipment is horsepower "HP", for both individual units and fleets. Unless specifically stated otherwise, most references to portfolio, fleet, market standing, utilization, deployment, capital spending, etc. imply HP.
AROC reached its current form, and took its current name, in November 2015 after a series of mergers and spin-offs. AROC is headquartered in Houston and operates in 21 states in the continental US. The map below show their many active compressor locations (red), three regional make-ready shops where equipment is prepared for deployment (blue), and ~ 51 support and service locations (black).
They are the market share leader in contract compression services, and a leading provider in the aftermarket services market.
The AROC compressor fleet is deployed at the field gathering and processing level (77%) to move gas from the well to and through the gathering and and processing system, or near wellheads to provide gas lift (23%). Gas lift pumps gas downhole to lift liquids in the well to the surface.
Compression is a 24/365 "must run" service. AROC guarantees 98% availability for contract compression, and delivered 99.3% in 2021.
AROC owns about 3.9 million HP of compression equipment, with an average age of 11 years. The fleet profile is shown below.
Large (1000+ HP) units are primarily reciprocating compressors driven by natural gas-powered engines, with fuel provided by the customer.
At year end 2021, AROC had about 1100 full time employees, including 500 field service technicians and 300 shop employees, plus about 230 contract employees. This is a reduction of 30% from the 2019 headcount.
AROC had 400 customers in 2021. The top 5 customers accounted for about 30% of revenue, but no single customer exceeded 10%. The average duration for contract compression equipment deployment on a customer location is ~ 3 years.
The quarterly dividend of $0.145 per share has been unchanged since August 2019. There are about 153 million shares outstanding.
Unless otherwise noted, the information for this article comes from the 2021 Annual Report, the 2021 Sustainability Report, the company website, earnings calls for Q1 and Q2 2022, and their August 2022 investor presentation.
Over the next 25 years, the Energy Information Agency "EIA" projects that US oil production will be roughly steady and gas production will gradually increase.
Drilling activity is more immediately responsive to commodity prices than production volumes, illustrated here by the US rig count over the last five years. The COVID impact in Q2 2020 is evident. See here for more detailed data on the rig count.
A comparison of total US rig count vs. AROC quarterly revenue illustrates the differences in the response functions for drilling activity and AROC revenue. Note the difference in magnitude; an ~ 80% drop in rig count vs. a ~ 20% drop in revenue (most of AROC revenue comes from wells already in production), and the rapid rig count drill or stack response.
A sense of the size of the total compression market in units is provided by this 2018 Department of Energy analysis; 1700 midstream compressor stations with 5000-7000 compressors, 13,000-15,000 smaller compressors in upstream, and 2,000-3,000 in downstream applications.
Penn State provides a non-technical overview of compressor stations here.
Brad Childers, CEO, summarized the three elements of AROC's strategy in the Q1 2022 conference call:
we continue to prioritize and advance our long-term strategies, high grading our fleets, harnessing technology across the organization and increasing our focus on sustainability.
We will discuss each of these elements below.
AROC has adopted a strategy to rationalize and upgrade their fleet to newer and higher HP units. The table below illustrates their progress in this area in 2020 and 2021.
To achieve this, in 2020-2021 they retired 960 idle compressors (346,000 HP). They also divested 875 units (140,000 HP) in 2021. In aggregate these units averaged ~ 265 HP. The fraction of operating horsepower contributed by large units (1000+ HP) increased from 74% to 80% over that period.
In H1 2022, they additionally retired 75 idle compressors (57,000 HP), and divested 380 compressors (70,000 HP); In aggregate, these units averaged ~ 279 HP.
Brad Childers, CEO, addressed this effort in the Q1 earnings call:
We're selling horsepower at attractive multiples and redeploying the proceeds to help advance our strategic priorities and to fund our investment in new, standardized large horsepower. This new horsepower will be deployed in the more stable midstream segment of the market for decades to come. These strategic divestitures have improved our returns and position us well to continue to reduce greenhouse gas emissions from our fleet.
Beginning in Q4 2018, AROC has made major changes to Excellerate their internal IT technology and processes, including replacing existing ERP, supply chain and inventory management systems, and upgrading field technology, spending $50 million over three years.
The term they use for increased connectivity and automation is telematics. (I've been involved in broadly similar efforts; the improvements can be significant - eventually.)
Brd Childers again speaks to the point in the Q1 call:
we ... are in the early stages of leveraging an upgraded technology platform in our field operations recently installing expanded telematics across our fleet and launching a new suite of mobile tools for our field service technicians.
We're just four months in and have more work to do to operationalize and integrate these enhancements into our business. Over time, I'm confident we will achieve increased asset uptime, Excellerate the efficiency of our field service technicians, Excellerate our supply chain and inventory management, reduce the miles driven by our field service technicians and lower our emissions and carbon footprint.
Eric Thode, senior vice president of operations at Archrock, discusses their remote telematics program, training, and maintenance in this article at American Oil and Gas Reporter.
Sustainability provides a convenient axis to organize improvement efforts in several areas. In July 2021, the AROC board adopted an amended strategy that included helping customers decarbonize their compression operations. AROC has a team working on this.
In April 2022, AROC agreed to acquire for cash an equity interest in ECOTEC, a small company specializing in methane emissions monitoring and management (see here). With the initial April 2022 investment, and a subsequent investment in July 2022, AROC now has a 19% equity interest in ECOTEC.
But the team has a broader charter. From the Q2 call:
Beyond ECOTEC, ... exploring potential improvements in compressor operations and design as well as evaluating potential partnerships with additional third parties with the goal of assisting our customers to achieve improvements and emission performance
Beyond new revenue streams, this has the potential to motivate cost reduction efforts, for example reducing the use of lubrication oil, their largest consumable expense, and to navigate increasingly stringent regulatory and ESG hurdles established by regulators, investors (particularly institutional investors), and customers.
As part of this agenda, AROC plans to invest $15 million in electric drive compression horsepower in 2022 . However, as the picture below shows, some work sites are very off the grid.
The map at this link provides an interactive view of compressor station locations and fuel source (gas/electric). By inspection, electric powered for compressors is not rare, but has a pretty small market share in this data set.
Business is improving, the management outlook is positive, and customer demand is described as "robust".
Utilization increased to 87% in Q2, from 84% in Q1, and bookings for upcoming deployments indicate a further increase. A more favorable supply-demand balance - for both AROC and the general market, particularly for the high demand high HP units - improved pricing power and drove spot prices to record levels. AROC projects it will take about 24 months for this improved pricing to be fully reflected in revenue numbers.
Increased demand is evident in increased deployments, 155,000 HP in Q2, the highest level since 2019, and reduction in equipment being released by customers, with contract terminations falling to "historically low levels".
Significant growth in aftermarket revenue is attributed in part to customers catching up on deferred maintenance, and in part to customer labor shortages.
Margins have been compressed by reactivation costs for equipment to be deployed, and by record inflation. However, they expect to be able to continue to raise prices enough to reclaim this margin.
For Q2, key numbers:
From a slightly longer perspective, revenue was $216 million in Q2 2022, after being essentially flat ($195-$200 million range) for the previous six quarters.
Total revenue for H1 2022 was up 5% over H1 2021. Contract operations revenue was flat. Aftermarket revenue was up 36%, reaching 2019 levels.
The contract operations revenue for H1 2022 by HP class showed about 4% of revenue shifted from the low to high (> 1000HP) vs. H1 2021.
The H1 2022 the revenue split between contract and aftermarket was 77%/23%.
Gross margins for H1 2022 were 59.7% and 15.3% respectively. Contract compression generated 80-84% of revenue in 2019-2021, so a return to those levels should Excellerate overall margins.
AROC has a significant amount of debt, $1.5 billion. Of this, $0.2 billion is due in 2024, $0.5 billion in 2027, and $0.8 billion 2028.
There is one peer competitor of roughly similar size and scope, USA Compression Partners (NYSE:USAC), one perhaps near peer Kodiac Gas Services, LLC (private), and several significantly smaller competitors.
It should be noted that while AROC is a C-corp, USAC is a partnership, and issues a K-1; USAC currently yields ~12%.
It's a rough back-of-the-envelope assessment, but if you assume AROC and USAC are competing of the same market, how they split that market is an indicator of competitive strength. The table below suggests AROC's share has stabilized.
There are a couple of points I want to make here.
The oil and gas industry will be around for decades. There will be a long term requirement for compression services.
There are perhaps 20-25 thousand compressors operating in the upstream, midstream, and downstream business. Many of these will never be serious candidates for contract compression services. Archrock owns ~ 4,000, the contract compression businesses in total might own 10,000. Archrock is intentionally migrating away from the less profitable lower HP units.
Absent major consolidation, it appears Archrock in unlikely to grow contract compression dramatically; the total addressable market is limited, particularly that fraction with attractive margins.
That probably explains in part the interest in adding compression adjacent services like methane monitoring, which has the added attraction of low capital intensity.
This is a medium complexity, geographically dispersed, 24/365 service business, often performed under less than ideal conditions. I'd suggest two implications.
Personnel quality is a critical competitive issue; hiring, retaining, and motivating people a notch or two above the competition is a core competency. Based on their public material, they are at least saying the right things.
Diligent management - paying consistent, systematic attention to operating the business on a day-to-day basis - is required. That's not easy to maintain.
To assess valuation we can look at several indicators. The market's view as reflects in price history:
We might also look at EV / EBITDA for AROC, its peer competitor USAC, a very large midstream Kinder Morgan (NYSE:KMI), and a gathering and processing focused regional midstream Antero Midstream (NYSE:AM).
In H1 2022, AROC management sold 447,020 shares of common stock for net proceeds of $4.2 million via ATM arrangements; average price $9.40.
Seeking Alpha provides one Wall Street price target: $10.50. That's notably close to the 52 week high of $10.44. A 20% safety margin applied to the Wall Street target yields a fair value of $8.40.
I have found as a rule of thumb that applying a 35% discount to the 52 week high often yields a value quite close the Morningstar 5-star "significantly undervalued" price; in this case that rule of thumb yields $6.79 as "significantly undervalued".
Overall, one might say that ~ $9.00 would be a fair value; the current $6.54 price is ~ 25% under that.
One should note, however, that many analysts call for a further general market decline.
Owning this business should be relatively boring. Perhaps not utility boring, but relatively drama free.
The biggest general risk I see here is policy and regulatory restrictions on the oil and gas business as a whole. Europe demonstrates the nature and magnitude of the risk. The likelihood of similar restrictions in the US is hard to assess, but there are certainly advocates, see e.g. California's vote last week to ban the sale of natural gas space an water heaters by 2030.
Sustainalytics provides an ESG risk rating for AROC here.
I view debt as creating current opportunity and future risk. I'd like to see much less debt than their 3.5-4.0 leverage target, but that's a minority view. I will note the opportunity cost of debt levels that left them unable to aggressively buy back stock in 2020, and again currently.
For an investor seeking additional exposure to the oil and gas industry, this smaller cap service company offers a very generous dividend and potential share price appreciation.
Personally, I am overweight in energy, and already have a full position in AROC, purchased in four tranches between Jan 2018 and March 2020, with an average prices of $7.58 and a yield-on-cost of 7.1%. Held in a Roth IRA, I'll score that one a win, and I plan to continue to hold it.
I started the research for this article with the expectation that I might take a larger than full position. My conclusion is that although the yield is very attractive, I'm not yet compelled to go beyond a full position, but will put AROC on my active watch list. There were some truly spectacular deals available in March 2020, and there may well be again within the year.
Under the Seeking Alpha rating system, I will rate AROC a Buy.
An impending test can put a lot of pressure on kids. Studying for it is not the only thing that plays on their little minds, but also the stress in anticipation of how they will perform and what their results will be. The effects of test stress on children's mental and physical health can be devastating at such a young age.
According to a recent nationwide mental health survey, 81 percent of school students surveyed perceive "studies, examinations, and results" to be a major source of anxiety. These problems get worse as students move up to more difficult subjects. The pressure to excel in life can be incredibly stressful.
As parents, people still find themselves expecting children to meet, if not exceed expectations. This stress often leads to anxiety and other mental health problems among kids, who are already having a tough time returning to schools after Covid-19.
Health Shots spoke to Dr Kamna Chibber, a senior clinical psychologist and the head of the department of mental and behavioral sciences at Fortis Healthcare, to find out ways to prevent test stress in children.
Dr Chhibber shared some ways for kids to manage test stress and anxiety.
Looking at the overall approach instead of narrowly looking at what the results alone are, can help reduce stress in all scenarios.
Having a broad perspective helps you to emphasise on what is significant and then refocus your attention on the things that you have decided are your genuine priorities. For example, don't get upset or disappointed if you didn't do well in your examinations. Instead, use the experience to know the areas you need to improve. Focus on the wider picture by taking the time to learn from your mistakes rather than feel depressed about your outcomes. Strengthen your foundation and make your base stronger. Know that knowledge is what you are studying for, not grades.
"Attempt to build an understanding of what changes are required in the manner of your preparation and responses to the question paper," suggests Dr Chhibber.
And we can't agree more! Knowing your mistakes, followed by taking corrective measures, are important and then correcting them is very important. Instead of working hard, try to work smart. Learning anything and everything is what you call hard work. This time, be clever about it. Plan everything out. Understand your question paper, go through it and start working accordingly. It will help you do smart work.
According to the expert, it's important for you to determine your strengths and remind yourself to lean on them in order to further enhance your results.
For example, if you're good at algebra in mathematics, make it your strong point. Don't avoid practicing it just because you think you're already good at it but practice it till you get perfect. You will feel much more confident by doing this.
"Remember that this is just one aspect of life and there is much more that you need to manage and work through," says Dr Chhibber.
It's important to remember that getting poor grades isn't extremely serious. There will be many more opportunities in your life for you to demonstrate your abilities. So don't be restrictive on building an idea of your sense of self just on the basis of the results you have obtained.
It's okay to feel test stress, but a healthy way to deal with it is to communicate. "Look at speaking with adults and teachers to understand where you may need to focus your efforts at improvement," says the expert.
You could speak to teachers and parents. Your teachher can be your BFF when it comes to trying to learn how to Excellerate your grades. Ask them, learn from them and you'll definitely get a solution to your problem.
EYEWITNESS NEWS (WBRE/WYOU)- Governor Tom Wolf announced his plan to provide free school breakfasts for students across the commonwealth this year.
“It is completely unacceptable for a child to start the day hungry,” said Gov. Wolf. “I’m taking hunger off the table for Pennsylvania kids by creating the Universal Free Breakfast Program. Regardless of whether or not they qualify for free or reduced meals normally, every student enrolled in public or private schools will have the opportunity to feed their belly before they feed their mind this school year.”
The plan will go into effect on October 1, 2022, and continue until the end of the 2022-2023 school year.
Wolf said the plan would affect more than 1.7 million children enrolled in public schools, charter schools, child care institutions, as well as career and technology schools.
According to Wolf’s release, the plan would cost about $21.5 million. The program is being funded with leftover funds from the School Food Services General Fund from last year.Copyright 2022 Nexstar Media Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.
For the latest news, weather, sports, and streaming video, head to PAhomepage.com.
Netflix will charge$6.99 a month for its new ad-supported tier of service when it debuts next month, the company said Thursday, releasing the plan a month before the launch of Disney+’s ad-backed streaming tier and for one dollar less.
Netflix said the new tier, called “Basic with Ads,” will initially be available in 12 countries including the U.S., U.K., Canada, Germany, Japan, Brazil and Australia, though it plans to launch more broadly over time. The ad-supported tier will launch in those initial markets globally in stages between Nov. 1 and 10, the company said.
BEIJING, Oct. 08, 2022 (GLOBE NEWSWIRE) -- Missfresh Limited (“Missfresh” or the “Company”) (NASDAQ: MF), an innovator in China’s neighborhood retail industry, today announced that it plans to change the ratio of its American Depositary Shares (the “ADSs”) to its Class B ordinary shares (the “ADS Ratio”), par value US$0.0001 per share, from the current ADS Ratio of one (1) ADS to three (3) Class B ordinary shares to a new ADS Ratio of one (1) ADS to ninety (90) Class B ordinary shares.
For Missfresh’s ADS holders, the change in the ADS Ratio will have the same effect as a one-for-thirty (30) reverse ADS split. A post-effective amendment to the ADS Registration Statement on Form F-6 will be filed with the SEC to reflect the change in the ADS Ratio. The Company anticipates that the change in the ADS Ratio will be effective on or about October 17, 2022 (U.S. Eastern Time), subject to the effectiveness of the post-effective amendment to the ADS Registration Statement on Form F-6 on or before that date.
Each ADS holder of record at the close of business on the date when the change in ADS Ratio is effective will be required to surrender and exchange every thirty (30) existing ADSs then held for one (1) new ADS. JPMorgan Chase Bank, N.A., as the depositary bank for Missfresh’s ADS program, will arrange for the exchange of the current ADSs for the new ones. Missfresh’s ADSs will continue to be traded on the Nasdaq Stock Market under the symbol “MF.”
No fractional new ADSs will be issued in connection with the change in the ADS Ratio. Instead, fractional entitlements to new ADSs will be aggregated and sold by the depositary bank and the net cash proceeds from the sale of the fractional ADS entitlements (after deduction of fees, taxes and expenses) will be distributed to the applicable ADS holders by the depositary bank. The change in the ADS Ratio will have no impact on Missfresh’s underlying Class B ordinary shares, and no Class B ordinary shares will be issued or cancelled in connection with the change in the ADS Ratio.
As a result of the change in the ADS Ratio, the ADS trading price is expected to increase proportionally, although the Company can deliver no assurance that the ADS trading price after the change in the ADS Ratio will be equal to or greater than 30 times the ADS trading price before the change. As previously announced on June 4, 2022, the Company received a notification letter from the Nasdaq Stock Market dated June 2, 2022, regarding its ADS trading price. The Company believes that the change in the ADS Ratio will help the Company to maintain compliance with the continued listing requirements of the Nasdaq Stock Market. However, the Company can deliver no assurance that this goal will be achieved.
Safe Harbor Statement
This announcement contains statements that may constitute “forward-looking” statements which are made pursuant to the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “aims,” “future,” “intends,” “plans,” “believes,” “estimates,” “likely to,” and similar statements. Statements that are not historical facts, including statements about the Company’s beliefs, plans, and expectations, are forward-looking statements. The Company has based these forward-looking statements largely on its current expectations and projections about future events and financial trends, which involve known or unknown risks, uncertainties and other factors, all of which are difficult to predict and many of which are beyond the Company’s control. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause genuine results to differ materially from those contained in any forward-looking statement, including but not limited to the following: potential adverse reactions or changes to business relationships resulting from the announcement; adverse changes in general economic or market conditions; potential changes in laws, regulations and governmental policies or changes in the interpretation and implementation of laws, regulations and governmental policies that could adversely affect the industries in which Missfresh or its business partners operate, including, among others, initiatives to enhance supervision of companies listed on an overseas exchange and tighten scrutiny over data privacy and data security; impact of the COVID-19 pandemic; natural disasters and geopolitical events; and intensity of competition. Further information regarding these and other risks is included in the Company’s filings with the SEC. All information provided in this press release is as of the date of this press release, and the Company does not undertake any obligation to update any forward-looking statement, except as required under applicable law.
For investor and media inquiries, please contact:
Tel: +86 (10) 5954-4422
The Piacente Group, Inc.
Tel: +86 (10) 6508-0677
In the United States:
The Piacente Group, Inc.
ALBANY — The Capital District Transportation Committee is calling out for local and regional transportation initiatives to apply for inclusion in the committee's 2023-24 Unified Planning Work Program, which will make an estimated $1 million in federal funds available for projects.
With funding from the Federal Highway Administration and the Federal Transit Administration, the committee will accept proposals that further develop the policies and recommendations made by the metropolitan transportation plan, New Visions 2050, and adhere to the Bipartisan Infrastructure Law.
Bhanu P Lohumi
Shimla, October 3
Facing a challenge to revive 53 per cent (about 1,200 hectare) of abandoned area under tea cultivation, the Agriculture Department is distributing one lakh plants among farmers, besides undertaking fresh plantation in Jogindernagar, Palampur, Dharamsala and Jaisinghpur.
Labour crunch, no ready market key issues
- Nearly 5,900 growers cultivate tea in Kangra, Mandi, Chamba
- Landholding of 96 per cent of growers less than 0.5 hectare
- Lack of labour and marker, low yield, high cost other key issues
- Dept plans to deliver one lakh plants, 50% subsidy on machinery
As per a survey, at least 2,311 hectare is under tea cultivation, of which 1,096 hectare is well-maintained and the remaining 1,215 hectare is abandoned. Nearly 5,900 growers cultivate tea in the Palampur, Baijnath, Dharamsala and Kangra areas of Kangra district, Jogindernagar and Karsog areas of Mandi district and Bhattiyat of Chamba. The landholding of 96 per cent of the growers is less than 0.5 hectare.
The average annual production is around 10 lakh kg, of which 4,000 kg tea is exported to the UK, Germany and France. Small tea growers contribute 59.2 per cent of the total production. There are four cooperative and 35 private tea units, which sell 90 per cent of the produce in Kolkata at an average price of Rs 160 per kg.
Despite this, tea cultivation in the hill state hasn’t shown encouraging results owing to small and scattered landholding, lack of labour, high labour cost, low yield, high production cost and lack of market. The tea auction centre in Kolkata is far away and involves high transportation cost.
The department has now brought additional nine hectares of land under tea cultivation and revived 7-8 hectare by gap filling since 2021, said BR Takhi, Director, Agriculture, adding that the department had set a target to distribute one lakh plants this year, of which 40,525 had been distributed in five circles of Baijnath, Bhawarna, Bir, Panchrukhi and Dharamsala.
“We are providing plants to farmers at Rs 2 per plant on the doorstep. We plan to deliver 50 per cent subsidy on tea machinery and pruning machines to overcome labour problem,” he added.
#Agriculture #Dharamsala #Palampur
The first data strategy implementation plan issued by the Pentagon’s lead IT office seeks nothing less than to break down the myriad and storied walls that keep information from flowing freely and securely between DOD programs, military branches, and battlefield units.
“Some of the unattractive data management practices that we are seeing right now is that we're working in silos instead of working collaboratively. Especially within the Department of Defense, we've always kind of been institutionalized that your data in your program is yours,” said Caroline Kuharske, the acting chief data officer of the Defense Information Systems Agency.
That’s not going to fly in an era where battlefield victory will turn on the ability to share data—and crunch it with a new generation of artificial-intelligence tools.
“When it comes to our data management, we have to be able to posture that data as close to the source as possible to be able to share” securely across organizations, Kuharske told Defense One in an interview.
“One of the things that my office is really honing in on are data pipelines and data flow architecture, so that we can ensure that that data set from that authoritative source is not being spread into multiple different data repositories. So that we can really contain that data set to ensure the integrity of it throughout its lifecycle,” she said.
The strategy, dated in July and publicly released in late August, lays out four lines of effort: data architecture and governance, advanced analytics, data culture, and knowledge management. These echo the data decrees issued last year by the deputy defense secretary and the strategy that preceded it.
The agency’s first data strategy implementation plan arrives less than a year after it created a dedicated data office. Kuharske, the office’s first chief, said the biggest challenge is to convince everyone that the flow of information needs to be considered much earlier in the acquisition process, and indeed, as part of any proposed change.
“Sometimes change is hard,” she said. “Data—in the use of data and the management of data—is typically an afterthought when it comes to solution-building, requirements-gathering services to our warfighter. So we need to make sure that we're giving them the best data possible.”
To do that, DISA wants to add data-centered training and certification offerings and create an analytics lab where people can practice what they’ve learned.
“We're really wanting to retain and recruit a workforce that focuses on data early in someone's career. And also those that want to perhaps change and look at different areas,” she said.
Kuharske walked through the importance of the strategy and what’s next for the agency:
This document seems to be both a new strategy and a detailed plan for implementation.
Right, it's not just the strategy. The strategy is obviously built in there, but we wanted a plan behind it so that we can make it an operational type of document so the DISA workforce can see themselves in this strategy, in their part that they're playing in the data culture of the agency...
The plan mentions creating a “data catalog” solution by early fiscal 2023. Can you explain what that means?
The catalog will really serve as a critical reference toward understanding how DISA assets are created, consumed, exchanged, and exploited. Now, we are reaching [initial operating capability] on that at the end of September. So very exciting to get the DISA workforce using that solution and pulling the metadata into that data catalog and then enforcing that governance and policies so that we can mature the data that we currently have. It's going to elevate that digital landfill that we have and clean it up quite a bit.
There’s also plans to create an “advanced analytic lab” later that year?
A lot of individuals, you know, they have all this data and are not quite sure what to do with it. So they just store it. We're really wanting the workforce to have a place where they're able to do some analytics and predictive modeling on the data so that we are ahead of the game. So we're working closely with a lot of the DISA threat-hunter groups to evaluate that data and how it's being received from the infrastructure.
How are you working to change the culture?
We created the DISA Data Council, and that's really going to help that culture to work collectively and together to drive that innovation. If you see somebody doing something in one area that looks like it'll work in yours, you'll have more of a buy-in of doing that when you see that proof of value.
What is “knowledge management” and why does it matter?
We found that knowledge management was really just seen as “we're going to put documents together.” Well, what we really want to do with knowledge management is help drown out some of the noise so people can focus on key data so that the end user—our warfighter, our mission partner—really gets that valuable data and not everything else. That they're out there able to create information articles, store it, so that when we do have people that [have a permanent change of station, or] PCS or maybe move from one organization to another organization, that knowledge isn't lost.
Do you have any particular bad practices that you want this strategy to eradicate?
You can have great data, data hygiene, great data practices as far as collecting data in one repository, tagging it with best practiced characteristics. But if you are not making it visible, making it accessible, making it understood, it's all for nothing.
Just because you have that one piece of data, that does no good when eight other people need it. We do have quite a bit of data that mission partners need. Look at [Joint All Domain Command and Control]; look at Advana. Look at, you know, ADA, [DOD’s AI and Data Acceleration initiative]. DISA is a huge stakeholder in providing data to those platforms. But if we don't have it, if we don't have it organized, if we don't follow the DOD [Chief Digital and AI Office] strategy of VAULTIS, the data is not going to be any good.
And also just redundant data storage. Having the same thing in 18 different places is going to lead to some confusion and it's also going to lead to resources being used in areas that it doesn't need to be.
What new data-governance policies are needed?
One in particular is, like, the DISA data sharing instruction. It will help to mandate the need to democratize data across the agency and to our mission partners, while also having a focus on [application programming interface, or] API enablement. So it really goes back to [understanding that] you have your data and you're owning it and you're curating it and you're ensuring the security of it. But if it needs to be shared, it needs to be shared. And that's okay.
This interview was edited for clarity and length.