Storm water is defined by US EPA as the runoff generated when precipitation from rain and snowmelt events flows over land or impervious surfaces without percolating into the ground. Storm water is often considered a nuisance because it mobilizes pollutants such as motor oil and trash. In most cases, storm water flows directly to water bodies through sewer systems, contributing a major source of pollution to rivers, lakes, and the ocean. Storm water discharges in California are regulated through National Pollutant Discharge Elimination System (NPDES) permits. However, storm water may also act as a resource and recharge to groundwater when properly managed. The Water Boards are actively involved in initiatives to improve the management of storm water as a resource. For more information read our Storm Water Management Fact Sheet
The Federal Clean Water Act (Clean Water Act) prohibits certain discharges of storm water containing pollutants except in compliance with a National Pollutant Discharge Elimination System (NPDES) permit. The NPDES stormwater program regulates some stormwater discharges from three potential sources: municipal separate storm sewer systems (MS4s), construction activities, and industrial activities.
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STORMS' mission is to lead the evolution of storm water management in California by advancing the perspective that storm water is a valuable resource, supporting policies for collaborative watershed-level storm water management and pollution prevention, removing obstacles to funding, developing resources, and integrating regulatory and non-regulatory interests.
The mission of the Storm Water Grant Program is to promote the beneficial use of storm water and dry weather runoff in California by providing financial assistance to eligible applicants for projects that provide multiple benefits while improving water quality.
The Water Boards are working toward innovative storm water quality solutions including incorporation of low impact development objectives, green chemistry pollutant control, and education outreach through films.
Comprising nine highly reputable industry partners and alumni, the MSE External Advisory Board works to provide guidance to our program about our curriculum, support our strategic initiatives, and ultimately enhance the UConn Materials Science and Engineering Department at the university, state, and national level.
Bill P. Fallon Jr., LM Fellow, Materials & Process Engineering, Sikorsky Aircraft
Mr. Fallon is a graduate of Rensselaer Polytechnic Institute and has 32 years of experience in materials and process engineering. He has worked as both a metallurgist in the steel industry and an advanced composite technology engineer in the aerospace industry over the years but has spent most of his time in his current position where he leads, develops, and implements advanced material solutions for Sikorsky Aircraft.
Daniel Goberman, Technical Fellow - Materials Characterization, Raytheon Technologies Research Center
Daniel Goberman has been associated with UConn for more than half of his life. From an undergraduate education in Physics through post-doctoral work in materials engineering and an adjunct faculty position that continues to this day, Dan has been continuously associated with UConn since 1990. He currently enjoys teaching both Failure Analysis and Surface Science at the UConn Storrs campus, where he has received multiple recognitions from the Provost and Dean of Engineering for his successful student evaluations. His UConn education and experiences made it possible for him to secure a career at, what is now, Raytheon Technologies Research Center (RTRC) starting in 2008 at their East Hartford, CT facility. At RTRC, Dan has been pursuing advanced materials research and analysis within the Measurement Sciences Group where he was recently promoted to the role of Technical Fellow in Materials Characterization. In this role, Dan works to solve the toughest materials issues, throughout the Raytheon Technologies portfolio of companies, focusing on materials Failure Analysis, Surface Analysis, and general materials characterization efforts. He has worked on over 1000 materials issues across a wide range of materials and product sources from as high up as the International Space Station and as far down as geothermal piping, from ultra-high temperature scramjet engine materials to low temperature refrigeration compressors, from gold coated optics to bug coated blades and from large scale commercial jet engine turbine blades down to contamination between graphene monolayers. His work has earned him multiple UTC recognitions, patents and publications.
Steve Mayott, Manager of Materials Engineering & Laboratory Services, General Dynamics Electric Boat
Steve Mayott oversees several technical groups at Electric Boat, including metallic materials engineering, metallic additive manufacturing, the metallurgy laboratory, and the chemistry laboratories. Chief responsibilities of his areas with respect to MS&E include assuring correct metallic materials, materials processes and material specifications are used in the design and construction of submarines, evaluation of material non-conformances, mechanical property testing of metallic materials, and the adoption, implementation and oversight of metallic additive manufacturing at the company. Steve received his B.S. and M.S. in Materials Science and Engineering from Rensselaer Polytechnic Institute.
Victoria Reichelderfer, Materials and Process Engineer, Pratt & Whitney
Victoria graduated from UConn with her bachelor's degree in 2020 and from the University of Colorado Boulder with her master's degree in 2022, both in materials science and engineering. She is currently employed as a materials and process engineer in the Light Alloys Development Group at Pratt and Whitney in East Hartford, CT. There, she supports alloy and process development, with a primary focus on aluminum and titanium alloys. Her main interest is understanding the microstructure and properties relationships in metals, and using that knowledge to help facilitate the manufacturing of a part on a print into a real, finished mechanical component.
Paul Su, Staff Vice President, Principal Research Scientist, Equipment and Materials Science Research, FM Global
Dr. Su is a University of Connecticut alumnus who earned his Ph.D. from the Materials Science and Engineering department in 1997. He also holds degrees from the National Tsing Hua University in Taiwan (BS) and Carnegie Mellon University (MS) in the MSE department. Paul has participated in materials R&D for over 30 years, especially in corrosion mitigation, materials degradation and monitoring, failure analysis, and chemical product development in the property insurance, chemical, and aerospace industries. He is a Fellow of the National Association of Corrosion Engineers and member of IEEE, ASM International, and ASME societies. In addition, Paul has received a patent and seven industry awards.
Note: anything in this post that you think is me subtweeting your organization is actually about, like, at least 3 organizations. (I'm currently on 4 boards in addition to Open Philanthropy's; I've served on a bunch of other boards in the past; and more than half of my takes on boards are not based on any of this, but rather on my interactions with boards I'm not on via the many grants made by Open Philanthropy.)
I am experienced with nonprofit boards but not with for-profit boards. I'm guessing that roughly half the things I say below will apply to for-profit boards, and that for-profit boards are roughly half as weird overall (so still quite weird), but I haven't put much effort into disentangling these things; I'm writing about what I've seen.
(Reminder that this is not subtweeting a particular organization! More than one person - from more than one organization - read a draft and thought I was subtweeting them, because what's above describes a large number of boards.)
In my experience/impression, the best way to run any organization (or project, or anything) is on an "ownership" model: for any given thing X that you want done well, you have one person who "owns" X. The "owner" of X has:
A traditional company structure mostly does well at this. The CEO has power (they make decisions for the company), engagement (they are devoted to the company and spend tons of time on it), and responsibility+accountability (if the company does badly, everyone looks at the CEO). They manage a team of people who have power+engagement+responsibility+accountability for some aspect of the company; each of those people manage people with power+engagement+responsibility+accountability for some smaller piece; etc.
So we have people who are spending very little time on the company, know very little about it, don't have much clarity on what they're responsible for either individually or collectively, and aren't accountable to anyone ... and those are the people with all of the power. Sound dysfunctional?4
In practice, I think it's often worse than it sounds, because board members aren't even chosen carefully - a lot of the time, a nonprofit just goes with an assortment of random famous people, big donors, etc.
In my experience, most board members just aren't walking around with any particular thought-through take on questions like this. And as far as I can tell, there's a shortage of good5 guidance on questions like this for both for-profit and nonprofit boards. For example:
I like this quite a bit (hence the long blockquote), but I don't think it covers everything. The board is mostly there to oversee the CEO, and they should mostly be advisory when they're happy with the CEO. But I think there are things they ought to be actively thinking about and engaging in even during "green light."
Here is my current take, based on a combination of (a) my thoughts after serving on and interacting with a large number of nonprofit boards; (b) my attempts to adapt conventional wisdom about for-profit boards (especially from the book I mentioned above); (c) divine revelation. 152ee80cbc
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