The study examines the quantity surveying (QS) firms’ strategic orientation and its relation to strategic planningprocess. The strategic orientations based on Miles and Snow typology were used to identify the strategicorientation for QS firms. The strategic planning process that includes the efforts of strategic planning, degree ofinvolvement in strategic planning and formality were also determined. The declined period in Malaysianconstruction industry from year 2001 to 2005 has been determin...
Full Text Available The study examines the quantity surveying (QS firms’ strategic orientation and its relation to strategic planningprocess. The strategic orientations based on Miles and Snow typology were used to identify the strategicorientation for QS firms. The strategic planning process that includes the efforts of strategic planning, degree ofinvolvement in strategic planning and formality were also determined. The declined period in Malaysianconstruction industry from year 2001 to 2005 has been determined. The research aims to establish the strategicorientations of QS firms and the strategic planning process carried out by QS firms in terms of processes, degree ofinvolvement and formality. The strategic planning process is examined using qualitative and quantitative data tothirty four QS firms in Malaysia. Spearman’s rank correlation was used to test the hypotheses. The research is partof the doctoral research. The study concludes that there are significant correlations between the QS firms’ strategicorientation (Prospector and Defender and efforts in strategic planning process during declined period. The QSfirms’ strategic orientation also correlated with the degree of involvement of top management and senior quantitysurveyors in all three stages of strategic planning. In addition, formalized strategic planning depends on theDefender strategic orientation.
Grunig, Rudolf; Clark, Anthony
A company's strategies define its future direction, specifying not only target market positions for many years to come, but also the key competitive advantages both at the level of market offers and of resources. Developing future strategies is an important and complex task, which is the core issue in this book. After a short introduction to strategic planning, a heuristic process for determining future strategies is presented. This process is divided into eight steps, and for each of these steps, detailed recommendations for problem-solving are provided and illustrated through many concrete e
As the utility industry continues its transformation to a more competitive environment, companies are coming under ever-increasing pressure to avoid or minimize rate increases, implement new customer and environmental programs, and maintain profitability for shareholders. Two keys to having an effective organization in such an environment are the use of strategic planning and budgetary controls. The authors recently developed and implemented a strategic planning and budgeting process for a client in the Southwest. This paper reviews the highlights of that effort
Discusses advantages of creating a strategic plan, steps for the strategic-planning process, and application of the strategic-planning process. Suggests that communication departments should develop a strategic plan and use it as a guide in collectively pursuing initiatives related to teaching, research, and service as well as in advocating for…
In 1990, the Secretary of Energy (Secretary Watkins) ordered that all 23 of the Department's major organizations adopt systems of strategic planning. This paper explains the strategic planning process being adopted by one of those organizations, the Office of Civilian Radioactive Waste Management (OCRWM). Secretary Watkins also ordered a much-abbreviated planning cycle for 1990 to produce the first set of plans in September. That first plan for OCRWM is also discussed here
Wittek, Michael R; Jo Williams, Mary; Carlson, Angeline M
A number of decisions in the health care field rely heavily on published clinical evidence. A systematic approach to evidence development and publication planning is required to develop a portfolio of evidence that includes at minimum information on efficacy, safety, durability of effect, quality of life, and economic outcomes. The approach requires a critical assessment of available literature, identification of gaps in the literature, and a strategic plan to fill the gaps to ensure the availability of evidence demanded for clinical decisions, coverage/payment decisions and health technology assessments. The purpose of this manuscript is to offer a six-step strategic process leading to a portfolio of evidence that meets the informational needs of providers, payers, and governmental agencies concerning patient access to a therapy. PMID:19778166
Pisel, Kenneth P.
As more institutions seek to implement or expand distance learning programs, it becomes critical to integrate distance learning programs into broader strategic visions and plans. Using the informed opinion from a panel of peer-nominated experts via iterative Delphi questionnaires, a 10-phased strategic planning process model for distance education…
Alexandru Lucian Mihai
Full Text Available In many segments of the sport industry, sport marketers are pressured to increase their product sales to generate increased revenues for their organizations. This pressure poses a challenge. Because sport marketers are involved in persuading consumers to buy, they run the risk of exaggerating or misrepresenting their products in an effort to sell them. Today, and in the future, sport marketers should recognize this risk and monitor their marketing strategies to ensure that they communicate honest images and messages about their products that are consistent with the core values of their organizations. A marketing program is not delivered in isolation of the organization-wide planning process. In normal circumstances, the marketing planning process must reflect the overall plans for the organization.
Higa-Moore, Mori Lou; Bunnett, Brian; Mayo, Helen G.; Olney, Cynthia A.
The use of focus groups to determine patron satisfaction with library resources and services is extensive and well established. This article demonstrates how focus groups can also be used to help shape the future direction of a library as part of the strategic planning process. By responding to questions about their long-term library and information needs, focus group participants at the University of Texas Southwestern Medical Center at Dallas Library contributed an abundance of qualitative ...
Wood, Elizabeth J.
Illustrates how basic principles of marketing and strategic market planning can be applied to libraries and discusses some concepts of strategic planning (organization mission, objectives and goals, growth strategy, program portfolio plan) and marketing (opportunity analysis, target market selection, marketing mix strategy, marketing systems…
Market-oriented strategic planning is the process of defining and maintaining a viable relationship between objectives, training of personnel and resources of an organization, on the one hand and market conditions, on the other hand. Strategic marketing planning is an integral part of the strategic planning process of the organization. For successful marketing organization to obtain a competitive advantage, but also to measure the effectiveness of marketing actions the company is required to ...
Hill, Susan E. Kogler; Thomas, Edward G.; Keller, Lawrence F.
This article examines the strategic planning process at Cleveland State University, a large metropolitan state university in Ohio. A faculty-administrative team used a communicative planning approach to develop a collaborative, ongoing, bottom-up, transparent strategic planning process. This team then spearheaded the process through plan…
Engi, D.; Glicken, J.
The Vital Issues process (VIp) is a strategic planning tool initially developed by Sandia National Laboratories (SNL) for the Office of Foreign Intelligence (OFI)* of the US Department of Energy (DOE). It was further developed and refined through its application to a variety of strategic purposes for a range of public and semipublic organizations. The VIp provides a structured mechanism for assisting organizations in accomplishing specified objectives by identifying and prioritizing a portfolio of strategic issues, programmatic areas, or responses to a specified problem. It employs day-long panel meetings in a specified format to elicit a broad range of perspectives on a particular issue in a nonconfrontational manner and to facilitate the interaction and synthesis of diverse viewpoints on a specific topic. The VIp is unique in its incorporation of two primary approaches in each panel session: a qualitative or transactional segment, which entails the synthesis of the alternatives through negotiations or discussion, and a quantitative or net benefit maximization segment, an analytical approach, which involves prioritization of the alternatives using pairwise comparisons. This combination of facilitated group discussion and quantitative ranking provides input to strategic management decisions in the form of stakeholder-defined and -prioritized items as well as information on potential barriers to the implementation of policies and programs. This is the final volume in the series Identifying Vital Issues: New Intelligence Strategies for a New World, a three-volume set that gives an accounting of the VIp as implemented for OFI. This volume provides an in-depth description of the methodology used in the VIp.
Kohrmann, Patrick C., II
Most people picture "strategic planning" as endless meetings spent doing SWOT (strengths, weaknesses, opportunities, and threats) analyses, crafting vision and mission statements, and developing goals and action plans. Few look forward to the experience or reflect back on it with pleasure. In this article, the author describes how he and his…
Winer, Toby R.; Winer, Russell S.
The purchase of a new telecommunications system at Vanderbilt University is described. By understanding conditions in which buyers generally obtain leverage over sellers in industries, it was possible to improve negotiating power. Strategic-planning concepts developed by Michael Porter in his book "Competitive Strategy" were used as a guide. (MLW)
Wanwipa Titthasiri; Asst. Prof. Dr.
Although the adoption of e-learning system is widespread and the much research considered many excellent tools and techniques to invest in purchasing or developing them in house, there is lack of theoretical framework for planning, developing, and improving the processes supporting strategic decision-making of e-learning system with quality. This paper proposes the concept of strategic planning and ISO 9126 quality model as useful tools for a framework that encourages the development of effec...
Conneely, James F.
Strong financial management is a strategy for strategic planning success in student affairs. It is crucial that student affairs professionals understand the necessity of linking their strategic planning with their financial management processes. An effective strategic planner needs strong financial management skills to implement the plan over…
Mieso, Rob Roba
This study examines the implementation of the Commitments to Action (CTAs) that were developed for the Outreach Institutional Initiative (OII) as part of the 2006 strategic planning process at De Anza College. Although the strategic planning process identified four Institutional Initiatives (IIs) [Outreach, Individualized Attention to Student…
This study is an evaluation of a process of strategic planning in the Missionary Society of St. Columban. Four Regions of the Society, Korea, Fiji, Chile and Britain were taken as a representative sample. The documentation from their planning processes was analysed and 108 members were surveyed by questionnaire. The study found that strategic planning could be profitably used by an international missionary organization and that it could help the Society improve: its sense of direction and uni...
Ellis, Shannon E.
Planning from a strategic perspective has been a mainstay of organizational management for decades. Founded in the private sector, strategic planning is now embraced by the nonprofit world as a catalyst for sound resource allocation, transformative decision making, and motivating staff. Student affairs professionals who think, plan, and act…
Robinson, Deborah J.
This study explores the strategic thinking and strategic planning efforts in a department, college and university in the Southeastern United States. The goal of the study was to identify elements of strategic planning processes that meet the unique organizational features and complexities of a higher education institution. The study employed a…
Driscoll, Deborah P.
Faculty, staff, and administrators at a small independent college determined that planning with a Concept Mapping process efficiently produced strategic thinking and action plans for the accomplishment of a strategic goal to expand experiential learning within the curriculum. One year into a new strategic plan, the college enjoyed enrollment…
Campbell, Allison A.
This Strategic Plan is EMSL’s template for achieving our vision of simultaneous excellence in all aspects of our mission as a national scientific user facility. It reflects our understanding of the long-term stewardship we must work toward to meet the scientific challenges of the Department of Energy and the nation. During the next decade, we will implement the strategies contained in this Plan, working closely with the scientific community, our advisory committees, DOE’s Office of Biological and Environmental Research, and other key stakeholders. This Strategic Plan is fully aligned with the strategic plans of DOE and its Office of Science. We recognize that shifts in science and technology, national priorities, and resources made available through the Federal budget process create planning uncertainties and, ultimately, a highly dynamic planning environment. Accordingly, this Strategic Plan should be viewed as a living document for which we will continually evaluate changing needs and opportunities posed by our stakeholders (i.e., DOE, users, staff, advisory committees), work closely with them to understand and respond to those changes, and align our strategy accordingly.
Strategic spatial planning practices have recently taken a neoliberal turn in many northwestern European countries. This neoliberalisation of strategic spatial planning has materialised partly in governance reforms aiming to reduce or abolish strategic spatial planning at national and regional scales, and partly through the normalisation of neoliberal discourses in strategic spatial planning processes. This article analyses the complex relationship, partly of unease and partly of coevolution, between neoliberalism and strategic spatial planning. Furthermore, this article discusses the key challenges for strategic spatial planning in the face of neoliberalism and argues for a need to strengthen strategic spatial planning’s critical dimension.
Terfot Augustine Ngwana
This article argues that the global, regional, and local realities can complement rather than contradict each other in the process of strategic planning for universities in Sub-Saharan Africa (SSA). Using the case of the University of Buea in Cameroon, it attempts to use the global trends of polarisation in knowledge production capacity as an input or tool for identifying strategic choice in the process of strategic planning in institutions. The national policy background is used to highlight...
To help bridge the gap between the emergent and rational school of strategy formation, I analyze the role of alternative generation and information integration as two process-based characteristics of the strategy process in the relationship between strategic planning and decision quality. Based on a survey of 155 top executives from German small and medium-sized companies, I show that the degree to which multiple alternatives are developed and information is integrated in the planning process...
Daniel C. Amaral; Mauro Caetano
There are different tools to support the innovation planning, however, the paradigm of open innovation shows that there is a need to adopt different partners in the development of technology, product, service or process, and many of the proposals in the literature ignore this theme on the innovation process. This study proposes a generic model to strategic innovation planning, especially for technology push approach. The model was developed from an action research and literature review, whic...
Sampietro-Colom, Laura; Costa, Dolors; Busqué, Anna; Lacasa, Carme
Strategic planning designs the general setting and the strategic principles of a healthcare system, as well as the general guidelines that govern the development of a health system. Strategic service-organisation plans deal with translating healthcare policies into service policies and respond, principally, to the need for services; these give rise to problems that require a solution. They are developed in line with advances in scientific knowledge, the implementation and current characteristics of the healthcare services and the evolution in the competences of professional teams. There are five stages for their development: identification of health/service requirements; prioritisation of needs in health/services; definition of and agreement on service organisation models (care model and service portfolio); the preparation of and agreement on territorial action plans; introduction and evaluation. A conceptual framework is presented along with practical applications carried out in Catalonia. PMID:19195478
Berlin, Jonathan W; Lexa, Frank J
Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future. Formalized strategic planning frameworks, such as the strengths, weaknesses, opportunities and threats (SWOT), and the Balanced Scorecard frameworks, can help neuroradiology divisions determine their current position in the marketplace. Communication, delegation, and accountability in neuroradiology is essential in executing an effective strategic plan. PMID:22902108
Full Text Available Despite the best intentions and a lot of hard work, strategic planning most predictably fails. It’s not that strategic planning is a bad idea but there are some barriers which involve in its failure. This paper explores how and where strategic planning goes awry and what executives can do about it. The study finds some of the most common barriers in effective strategic planning like, strict time limits, identical procedures, lack of accountability, power and influence which organizations frequently face in strategy formulation and implementation. It is concluded that, in order to achieve the goal of effective strategic planning, effective change management and leadership are indispensable. On the one hand, it is mandatory for the leadership to involve employees in decision making process, along with the explicit description of their roles within the organization, and on the other hand, full mechanism of employees’ accountability and regular checks are required to remove these barriers.
Full Text Available Background and motivationBuilding industry impacts natural cycles and has potential for optimization. While impairment on nature reached a new dimension already some three centuries ago the building industry started to realize the dependency in the second half of the 20th century. With LCA method all life cycle phases can be monitored and the environmental impact of each can be quantified. The energy consuming and emission generating components in the building context can be distinguished in the groups transport, operation and material. An architect deals with the operational energy and the building substance. With nearly zero (not renewable energy for operation an ecological building is defined by the building substance.Evaluation of the building substanceWhile the building structure accounts for the highest share of embodied energy and GWP, the facade offers high potential for optimisation. This potential is even higher when considering a long (50-100 years usage life span; the building structure remains while the (non load-bearing facade is object to exchange cycles.Findings and their integration into the architectural planning processThe city is a depot for resources and we (it involves a variety of professions need to learn how to organize it. Modularity, light construction, the use of renewable materials and mono materials are also interesting fields which are looked at from a different point of view. They are relevant for all building elements. Although they are not initially invented to reduce the ecological impact of the built environment, they show potential to do so. The facade is the essential parameter for the resource-efficiency of a building as it is exchanged and binds relevant amounts of material. Impact can be made within this element due to its high variation in construction and materialization. The material cycles need to become smaller and the gaps – landfill or downcycling need to be closed. The use of resources will increasingly develop impact on architecture and by that resource efficiency is a successor of energy efficiency.
Full Text Available The aim of the article. The aim of the article is to select the optimal level of citizens participation in city development strategic planning and to suggest the role that citizens can play in the development of public services for them. The paper analyzes the advantages and disadvantages of citizens participation into the designing of a strategic plan for city development, as well as determines the desired level of such participation and identifies a new role that can be played by the inhabitants in the of process of the city development strategic plan creation. There were done the survey of employees of local self-governments from 107 cities of all Ukraine’s regions, conducted through questionnaires and focus groups. Results of surveys and discussions are compared with current theories of local development and marketing managing. The results of the analysis shows that the current level of informational technologies development in Ukraine, social and political situation in small and middle cities create opportunities to transform citizens from passive observers into prosumers. Urban development must ensure «civilized society» for their residents that is one which demonstrates rather high level of welfare, culture, education and technological development. The concept of «civilization» declare the ability to make decisions concerning the person’s present and future and community, of which he or she is a member. If city residents can not influence the actions of local authorities, to participate directly in local government, it cannot be said that they live in a civilized society. In modern scientific literature and journalism instead of the term «civilized society» in this sense is often used the term «civil society». Political scientists and sociologists actively explore issues of converting the inhabitants of European cities in conscious socially active citizens, with their distinct social position. Of course, increasing social activity of people affects the process of area’s economic development. The idea of involving customers into the process of product design is not new in marketing that is why we can adopt this experience into the practice of local administration service providing. As the conclusions it was stated that if there is a willingness to spend on strategic planning at least six months, we recommend to combine different methods of strategic plan preparation with an emphasis on citizens participation. High levels of public involvement in the process of city development strategic planning requires a change in the role of citizens in the process. Residents of the city should feel like creators and owners of the strategic plan. Only under such conditions in modern Ukraine can ensure further implementation of these plans. To convert city inhabitant from product consumer into prosumer is desirable for local authorities, as increasing the likelihood that a city dweller will be pleased with the services offered in the city, on the formation of which he or she had a direct impact. Accordingly, we can expect political and financial support for the city authorities. Simultaneously, the local government should be aware that prosumer will not be satisfied only with the participation in creating of city development strategic plan, but also wants to influence the other, non-strategic decisions taken by local authorities. That is why the search of ways to improve the transparency of government and its interaction with the public in making the widest possible range of solutions is becoming urgent.
Strategic planning and rigorous decision analysis applications will be primary management tools for upstream companies in the 1990's. Merging the long term focus of a strategic planning process with the probabilistic output of decision analysis techniques can yield insightful views of the potential successes and failures of a business plan. Even with these insights, comparing and deciding among a group of alternatives will remain a difficult task. In addition to uncertainties, business partners do not always share common value measures. Marketers want more barrels to sell, field supervisors like low operating cost strategies, and stockholders like cashflow. This environment complicates the managers' ability to choose between available options. The Decision Quality Process, a combination of classical decision analysis techniques coupled with Quality Improvement (QI) principles, bridges this gap. The process allows managers to develop and decide between different long term strategic plans, explicitly accounting for uncertainties, unknowns, and differing value measures. Three teams consisting of engineers, geologists, front line managers, and the highest levels of management within Caltex Pacific Indonesia, Texaco, and Chevron, spent 18 months developing and evaluating a multitude of development scenarios for the Duri Field. More than 200,000 cases of economics were run to support the evaluation. The result was a significant increase in expected value for the field regardless of the value measure used
Strategic planning with environmental component is a function of management. It is the process that can help to put ecological goals as well as to achieve them. Nowadays, planning of ecological factors assumed to be a basis for all management decisions. When you are citing the document, use the following link http://essuir.sumdu.edu.ua/handle/123456789/13137
Carrell, David; Immanuel, Virginia
For the specific purpose of crafting a strategic plan for developing scientific and technical capacity for applying natural language processing (NLP) techniques to clinical text in HMO Research Network (HMORN) sites we convened a working conference in Seattle, December 17–18, 2008. Expert consultation in the strategic planning process was provided by six NLP experts from three institutions considered national leaders in the development and application of NLP technologies: the Mayo Clinic, the...
The NASA agency-wide microgravity strategic plan is presented, and its research, applications, and commercialization for the 1990's is addressed. The plan presents an analysis of the current situation, identifies critical factors, and defines goals, objectives, and strategies, which are intended to: (1) provide a context for decision making; (2) assure realism in long-range planning and direction for hardware development; and (3) establish a framework for developing a national microgravity research plan.
Pereira, Sérgio; Ferreira, Paula Varandas; Vaz, A. Ismael F.
Sustainable electricity power planning involves trade-offs between multiple goals. The different attributes of each technology or generation portfolio in terms of the attainment of society goals must be assessed and included in the planning models. Optimization models always played an important role for supporting complex planning decision making, from which the particular case of the electricity industry stands out. This study addresses energy policy and strategic central deci...
Despite the best intentions and a lot of hard work, strategic planning most predictably fails. It’s not that strategic planning is a bad idea but there are some barriers which involve in its failure. This paper explores how and where strategic planning goes awry and what executives can do about it. The study finds some of the most common barriers in effective strategic planning like, strict time limits, identical procedures, lack of accountability, power and influence which organizations freq...
Conrad, M. D.
Describes various energy strategies available to Guam to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption 20% by 2020.The information presented in this strategic energy plan will be used by the Guam Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, reducing energy consumption at federal facilities, and expanding the use of a range of energy technologies, including buildings energy efficiency and conservation, renewable electricity production, and alternative transportation. The strategies are categorized based on the time required to implement them.
IT strategic planning and processes is one of the most vital aspects of every organization because it serves as a guide to information technology managers as to which areas to focus, what kind of decision to make, who should make those decisions and as well as how to monitor those decisions. Since planning and decision making is very critical for every organization, there is the need for a thorough research and analysis before planning and decision making. HAAGA-HELIA University of Applie...
THANOS KRIEMADIS; CHRISTOS TERZOUDIS
The business sector has long recognized the contribution of marketing planning in the financial success. The sport sector has begun to recognize the usefulness of strategicmarketing planning as well. Many sport researchers have argued that without the improvement of strategic marketing planning activities, sport will not survive to the competitive environment of the entertainment industry. The purposes of this study are to: (a) examine the strategic marketing planning process, and (b) propose...
Purpose: The aim of this contribution is to describe a new methodology for designing strategic plans and how it was implemented by ATM, a public transportation agency based in Milan, Italy. Design/methodology/approach: This methodology is founded on a new system theory, called "quantum systemics". It is based on models and metaphors both of…
Bassett, Patrick F.
The thinking on "strategic thinking" has evolved significantly over the years. In the previous century, the independent school strategy was to focus on long-range planning, blithely projecting 10 years into the future. For decades this worked well enough, but in the late 20th century, independent schools shifted to "strategic planning," with its…
To maintain capabilities in nuclear weapons technologies, the Department of Energy (DOE) has to maintain a plutonium processing facility that meets all the current and emerging standards of environmental regulations. A strategic goal to transform the Plutonium Processing Facility at Los Alamos into an environmentally benign operation is identified. A variety of technologies and systems necessary to meet this goal are identified. Two initiatives now in early stages of implementation are described in some detail. A highly motivated and trained work force and a systems approach to waste minimization and pollution prevention are necessary to maintain technical capabilities, to comply with regulations, and to meet the strategic goal
Full Text Available The field of strategic management has offered a variety of frameworks and concepts for the past years, many with the declared aim of “taking business and its management seriously”. Strategic planning can help an organization to build its sustained competitive advantage in the face of an uncertain marketplace, but it requires new ways of thinking in order to create feasible alternatives. This article examines how the Chief Information Officer (CIO can use strategy and planning as an enabler to meet the mission of an organization. The analysis focuses on some common problems that occur in strategic planning. Managers need to identify these potential issues, so that they can recognize and deal with them if they arise in their own strategic planning. A systems approach is taken which presents planning as an open inclusive process that seeks to produce flexible systems capable of growth and adaptation to meet changing needs and missions.
Gholamreza Zandi; Muhamed Sulaiman; Hala Mohammad Al Atiyat; Babak Naysary
This article focuses on the strategic planning process and its best practices that is suggested by the literature and also applied by companies. The two cases studied in this paper are two prominent, non-competing companies operating in Malaysia namely UMW Toyota Sdn. Bhd. and the Chemical Company of Malaysia-Fertilizers Division (CCMFD). Applying a comparative qualitative case study research methodology, the major objective of the study is to investigate in depth the different aspects, proce...
This Strategic Plan outlines the development of the Australian Nuclear Science and Technology Organisation in the five year period 1988/89-1992/93. Its formulation is a continuation of the corporate planning process, initiated after the promulgation of the ANSTO Act in April 1987, which culminated in the publication of the ANSTO Corporate Plan, 1987. The Plan constitutes the basis for the development of business plans for each sector of the Organisation
Shoemaker, Lorie K; Fischer, Brenda
This article describes an evidence-informed strategic planning process and framework used by a Magnet-recognized public health system in California. This article includes (1) an overview of the organization and its strategic planning process, (2) the structure created within nursing for collaborative strategic planning and decision making, (3) the strategic planning framework developed based on the organization's balanced scorecard domains and the new Magnet model, and (4) the process undertaken to develop the nursing strategic priorities. Outcomes associated with the structure, process, and key initiatives are discussed throughout the article. PMID:21320657
Increased transportation demand creates new problems specialists, putting them in a position to find practical solutions to match. Analysis of the current structure of Romanian road transport process involves an analytical approach that exceed the basis of their decisions only experience and intuition. Romanian transport movement by way of such analysis and planning leads to strategic directions of their more robust.
Full Text Available The strategic planning of human resources is an ongoing process closely connected to the mission, vision and goals of an organization. The need for strategic planning arises from the dynamism of social and economic life, with a proactive approach in any type of organization. The role of strategic planning of human resources is to "ensure the right man in the right place at the right time", as a human resource is the only one with a creative and innovative effect. Thus, there is a synergistic effect between an individual and the organization in which he/she operates, between a human resources strategy and an organization's overall strategy. The main objectives of strategic planning are ensuring the necessary human resources, suitability to an organization's nature and the effective use of human resources in achieving organizational objectives. Analyzing the necessary human resources according to an organization's objectives and linking them to the existing labour supply and demand, there is an absolutely essential balance in strategic planning. The benefits obtained therefore are undeniable and human capital is transformed into a true competitive advantage. The challenges generated by the changes that may occur at any time in any type of organization and which directly affect the existing human resources can be effectively managed through strategic planning.
Hansen, Jesper Rohr
Today’s planning dilemmas for the urban fringe in western cities can be perceived of as a struggle between self-organization and control. This is pertinent in times of austerity. Public planning authorities are dependent on cross-sector collaboration in order to enhance the urban development of city areas in the urban fringes, such as brown field and suburbs. Urban planning needs to develop practices of ‘strategic navigation’ (Jean Hillier) in order to come up with new type of responses for this type of dilemma. These practices of navigation emerge in uncertain environments, in which several actors needs to collaborate in order to pool resources and come up with innovative solutions. This paper argues that collaborative innovation leadership as a research field struggles with the same dilemma between control and self-organization as contemporary planning theory. The theoretical discussion leads to the formulation of an analytical model that can be used in future studies of leadership emergence in the urban fringe.
Full Text Available The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to dr [...] ive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.
Today`s business world recognizes the importance of strategy and strategic management .Normally any strategic process has three distinct stages which are analysis, formulation of plans and implementation, a strategy is significantly influenced by environmental change. In this study the focus is formulating strategy and fit this on the Product life cycle (PLC) phases to advance successfully in market competition. Managers need to formulate a marketing strategy that generates a competitive adva...
Wright, Lianna S.
The purpose of this audit was to revise the marketing plan for ADSum Professional Development School and give the owner a long-term vision of the school to operate competitively in the crowded field of for-profit schools. It is fairly simple to create a strategic plan but harder to implement and execute. Execution requires weeks and months of…
Full Text Available The article is based on the idea that every library can design instruments for creating events and managing the important resources of today's world, especially to manage the changes. This process can only be successful if libraries use adequate marketing methods. Strategic marketing planning starts with the analysis of library's mission, its objectives, goals and corporate culture. By analysing the public environment, the competitive environment and the macro environment, libraries recognise their opportunities and threats. These analyses are the foundations for library definitions: What does the library represent?, What does it aspire to? Which goals does it want to reach? What kind of marketing strategy will it use for its target market?
S.M. Humayun KABIR
Strategic Planning is a very popular decision-making framework and process for public management. However, theoretically the relationship between ‘strategic planning’ and ‘strategic management’ has been extremely debated as these two concepts have been appeared in some literature interchangeably. The paper is an attempt to see the real relationship between ‘strategic planning’ and ‘strategic management&rsquo...
Remediation projects may range from a single leaking storage tank to an entire plant complex or producing oil and gas field. Strategic planning comes into play when the contamination of soil and groundwater is extensive. If adjacent landowners have been impacted or the community at large is concerned about the quality of drinking water, then strategic planning is even more important. (1) To manage highly complex interrelated issues--for example, the efforts expended on community relations can alter public opinion, which can impact regulatory agency decisions that affect cleanup standards, which can...and so on. (2) To ensure that all potential liabilities are managed--for example, preparation for the defense of future lawsuits is essential during site investigation and remediation. (3) To communicate with senior management--when the remediation team provides a strategic plan that includes both technical and business issues, senior management has the opportunity to become more involved and make sound policy decisions. The following discusses the elements of a strategic plan, who should participate in it, and the issues that should be considered
Penrod, James; Dolence, Michael
In 1985, California State University/Los Angeles changed the management of its information resources by hiring a vice president for information resources management; reorganizing existing units into an IRM organization; engaging in a detailed, integrated, participative strategic planning process; and initiating several significant projects.…
Lehman, Wayne E.K.; Simpson, D Dwayne; Knight, Danica K; Flynn, Patrick M
Sustained and effective use of evidence-based practices in substance abuse treatment services faces both clinical and contextual challenges. Implementation approaches are reviewed that rely on variations of plan-do-study-act (PDSA) cycles, but most emphasize conceptual identification of core components for system change strategies. A 2-phase procedural approach is therefore presented based on the integration of TCU models and related resources for improving treatment process and program chang...
Full Text Available Teaching hospitals are undergoing profound and fast changes, especially resulting from the implementation of new policies for health. To achieve their goals and remain competitive, these organizations have been forced to adopt more effective management tools, among which are the elaboration of a strategic plan. The goal of this study is to analyze the influence of leadership in driving the implementation process of strategic planning in a teaching hospital. The study was conducted in the university hospital Prof. Polydoro Ernani de São Thiago from Federal University of Santa Catarina - HU / UFSC, where a semi-structured interview was conducted with the coordinator of the Strategic Planning Team HU / UFSC. Authors Hersey et al (1986, Northouse (2004, Schein (1997 Senge (1999, among others, were grounded theoretically in the theme of leadership. The theory of strategic planning was primarily based on works by authors Ansoff (l991, Hrebiniak (2006 and Pereira (2010. With the research results, we can conclude the great influence that leadership plays in driving the implementation process of strategic planning.
Janichewski, S.; Ben A??m, H.
CNES's latest strategic plan defines the French space agency's strategic focus and charts its course for the 2001-2005 timeframe. Based on a vision of how the space sector will evolve over the period up to 2010, the Strategic Plan sets out the agency's ambition for 2005: " CNES—space technology serving society". This ambition is structured around four challenges: Focusing actions on society's needs in three areas where space technology can make a major difference—environment, science and the information society and mobility. Building the foundation for success by ensuring competitive access to space and boosting basic research and technological innovation. Strengthening national and European synergies to ensure complementarity between: the ESA European framework, which is well adapted for major projects and the development of a European Space Strategy (ESS); and the national framework to support activities of national responsibility such as defence, science and technology development, and to improve competitiveness through direct international cooperation with other space agencies. Forging effective partnerships with its research and industry partners in Europe and France to enhance performance by: developing a service culture; building partnerships; concentrating on core competencies where it can most add value; improving skills and responsiveness in line with its strategic position; ensuring transparent and rigorous management of public funds. This Strategic Plan will be implemented in the 2001-2005 timeframe at all management levels. Implementation will be eased by the fact that the plan has been drawn up through a specific process designed to make internal management aware of the analysis underlying it. This will ensure that all stakeholders understand and appropriate the plan's orientations and thus play an active role in CNES' development. This process involved five successive steps: shared assessment of the space sector's evolution, providing a common baseline from which to build on CNES's vision; shared ambition, defining the agency's objectives and strategic focus; applying lines of action at each of the agency's four space centres through specifically targeted action plans at centre and process level; setting up of a monitoring and oversight structure; definition of a communication strategy to support management of change, designed to keep all CNES personnel informed about the plan and the process behind it.
The increased focus on profitability and shareholder return, the impossibility of forecasting and the increased need for flexibility have made the strategic planning processes of the oil majors to change considerably in the past decade. While shifting from control to co-ordination, strategic planning has been acting less as a guidance and more as a mechanism for improving the quality of strategic decision-making
Alev M. Efendioglu; Tugba Karabulut
Strategic planning is important for strategic management of companies. The purpose of this study is to explore the impact of strategic planning on financial performance of major industrial enterprises of Turkey. Our findings show that many domestic and foreign firms in our sample have a strategic process in place. It is an annual process and considered a very important organizational activity. This paper is one of the few studies to examine the strategic planning process in a sample of firms ...
Lehman, Wayne E K; Simpson, D Dwayne; Knight, Danica K; Flynn, Patrick M
Sustained and effective use of evidence-based practices in substance abuse treatment services faces both clinical and contextual challenges. Implementation approaches are reviewed that rely on variations of plan-do-study-act (PDSA) cycles, but most emphasize conceptual identification of core components for system change strategies. A two-phase procedural approach is therefore presented based on the integration of Texas Christian University (TCU) models and related resources for improving treatment process and program change. Phase 1 focuses on the dynamics of clinical services, including stages of client recovery (cross-linked with targeted assessments and interventions), as the foundations for identifying and planning appropriate innovations to improve efficiency and effectiveness. Phase 2 shifts to the operational and organizational dynamics involved in implementing and sustaining innovations (including the stages of training, adoption, implementation, and practice). A comprehensive system of TCU assessments and interventions for client and program-level needs and functioning are summarized as well, with descriptions and guidelines for applications in practical settings. PMID:21443294
Dr. Muzainah Mansor; Professor Mahamad Tayib
Strategic planning is the most important and fundamental step in moving organizations to become more performance-oriented. An effective strategic planning system requires the strategic planning process to be linked with other management processes in an organization. This study investigates the strategic planning process to see how it is linked to other critical decision-making processes in a tax administration. Such study, specifically for tax administrations in developing countries is lackin...
PRADEEP SHRIRAM BANSODE
The use of focus groups to determine patron satisfaction with library resources and services is extensive and well established. This article demonstrates how focus groups can also be used to help shape the future direction of a library as part of the strategic planning process. By responding to questions about their long-term library and information needs, focus group participants at the University of Texas Southwestern Medical Center at Dallas Library contributed an abundance of qualitative ...
Hansen, R D
Strategic planning can help a medical practice take an honest look at itself in light of the changes taking place in its environment and within the practice itself. The objective is for the group to design a plan, or road map, to its envisioned future. For medical practices, strategic planning is a four part process: 1) gaining buy-in for the process itself from the leadership and physicians; 2) gathering pertinent data about the group's environment through external resources, and about the group itself through interviews and surveys of physicians; 3) conducting a facilitated off-site retreat of key physicians and leaders in order to review data, discuss issues and develop a one to two year action plan; and, 4) carrying out the action plan developed at the retreat and measuring its outcomes. A follow-up mini-retreat about six months after the first retreat is highly recommended, as is instituting a process of sharing of the results and outcomes of the plan with all members of the organization. PMID:10539336
Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan
A strategic plan guides a college in successfully meeting its mission. Based on the strategic plan, a college can develop a human resource plan that will allow it to make management decisions in the present to support the future direction of the college. The overall purpose of human resource management is to: (1) ensure the organization has…
This edition of the Carlsbad Area Office Strategic Plan captures the U.S. Department of Energy's new focus, and supercedes the edition issued previously in 1995. This revision reflects a revised strategy designed to demonstrate compliance with environmental regulations earlier than the previous course of action; and a focus on the selected combination of scientific investigations, engineered alternatives, and waste acceptance criteria for supporting the compliance applications. An overview of operations and historical aspects of the Waste Isolation Pilot Plant near Carlsbad, New Mexico is presented
Currently, all countries in Africa are - to various degrees - involved in reform and planning programs, either because they chose to or at the behest of international institutions working with them. Here we present an operational definition of a strategic plan and then analyze the factors that promote and constrain the planning process and the implementation of the plan thus developed. PMID:24446135
Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.
Effective decision making requires a clear methodology, particularly in a complex world of globalisation. Institutions and companies in all disciplines and sectors are faced with increasingly multi-faceted areas of uncertainty which cannot always be effectively handled by traditional strategies. Complex Strategic Choices provides clear principles and methods which can guide and support strategic decision making to face the many current challenges. By considering ways in which planning practices can be renewed and exploring the possibilities for acquiring awareness and tools to add value to strategic decision making, Complex Strategic Choices presents a methodology which is further illustrated by a number of case studies and example applications. Dr. Techn. Steen Leleur has adapted previously established research based on feedback and input from various conferences, journals and students resulting in new material stemming from and focusing on practical application of a systemic approach. The outcome is a coherent and flexible approach named systemic planning. The inclusion of both the theoretical and practical aspects of systemic planning makes this book a key resource for researchers and students in the field of planning and decision analysis as well as practitioners dealing with strategic analysis and decision making. More broadly, Complex Strategic Choices acts as guide for professionals and students involved in complex planning tasks across several fields such as business and engineering.
Kramer, William; Bethel, Wes; Craw, James; Draney, Brent; Fortney, William; Gorda, Brend; Harris, William; Meyer, Nancy; Ng, Esmond; Verdier, Francesca; Walter, Howard; Welcome, Tammy
This strategic proposal presents NERSC's vision for its activities and new directions over the next five years. NERSC's continuing commitment to providing high-end systems and comprehensive scientific support for its users will be enhanced, and these activities will be augmented by two new strategic thrusts: support for Scientific Challenge Teams and deployment of a Unified Science Environment. The proposal is in two volumes, the Strategic Plan and the Implementation Plan.
Mohammad Reza Shojaie
Full Text Available Today, regarding rapid changes in the environment, any organization, institution or country that overlooks its capabilities, strengths and weaknesses, will face real challenges. Strategic planning in organizations is a common response to these challenges which also facilitate achieving goals in an organization. Today, the importance of ICT is increased, which necessitates ICT strategic planning to use ICT in organizations. So, this study aimed to propose ICT strategic plans for Mazandaran province. For this end, at first using stakeholders' viewpoints, the vision, mission and goals are provided. Then, Internal & External Matrix was suggested and identified factors were ranked using Analytic Network Processing (ANP. Then, concerning strengths, weaknesses, opportunities, threats, and using SWOT analysis, ICT strategies were provided. Finally, using QSPM matrix, the strategies were ranked. Regarding this ranking, dedicated budget to ICT in governmental organizations, using integration architecture, developing organizational and inter-organizational information systems, developing mechanisms to absorb national and local financial resources for extending ICT infrastructures and finally concerning ICT trainings for managers and people, were in the top of the list.
The strategic planning process initiated by the Pew Foundation through the Pritchard Report became a major preoccupation of all of the 31 faculties of veterinary medicine in the United States and Canada. It is proposed that, in order to be successful in the strategic planning process, three determinants related to perception, to personality, and to psychosocial behavior are necessary ingredients. First, the professional program should evolve in a team-spirited milieu which can inspire future ...
...DIRECTORS AND SENIOR MANAGEMENT § 917.5 Strategic business plan...Re-adopt the Bank's strategic business plan... (4) Establish management reporting requirements...implementation of the strategic business plan...
Reeve, J R
A large, Midwestern IDS undertook a strategic facility-planning process to evaluate its facility portfolio and determine how best to allocate future investments in facility development. The IDS assembled a facility-planning team, which initiated the planning process with a market analysis to determine future market demands and identify service areas that warranted facility expansion. The team then analyzed each of the IDS's facilities from the perspective of uniform capacity measurements, highest and best use compared with needs, building condition and investment-worthiness, and facility growth and site development opportunities. Based on results of the analysis, the strategy adopted entailed, in part, shifting some space from inpatient care to ambulatory care services and demolishing and replacing the 11 percent of facilities deemed to be in the worst condition. PMID:11258269
Boissoneau, R; Belton, P; Schwahn, B
In summary, the interviews obtained from this study suggest that CEO's in a variety of industries are attempting to "fit" their strategic planning process to their perceived environmental conditions. Indeed, management thinkers believe the biggest challenge in strategic planning will be turning CEO's into true strategic thinkers. The most successful companies, ultimately, will make strategic planning a high priority and involve all levels of management in the process. Planning becomes the unifying force that directs company actions. Hospital CEO's are obviously becoming more aware of this point as they strive to include all relevant parties (boards, physicians, etc.) in the process. Further, they seem to view planning in the classical sense, that is, as a dynamic, ever-evolving cyclical process more so than their general industry and academic contemporaries. Those hospitals that do develop strategic planning and strategic management have a definite advantage over competitors. Priorities are set and objectives are validated. This, in turn, improves productivity and creates the necessary framework for controlled growth. In addition, planning promotes teamwork and heightens motivation, bringing managers and employees together not only to meet but to exceed company goals. PMID:10122434
Because of the historic economic crisis, the past 18 months--2008 and the first half of 2009--have been challenging for many plastic surgery practices. Prior to the economic crisis in 2008, many practices enjoyed success with little synchronization between financial and productivity results, practice goals, and strategic planning. Now, suddenly, there is a great deal of interest in the alignment of budgets and financial reporting, marketing return on investment (ROI), staff accountability, and overhead management. The process of developing a business plan can serve to bring clarity and objectivity to the assessment of practice goals and market dynamics. The business planning process also provides assurance of more efficient use of the practice's human and capital resources. Ultimately, the process will bring order, discipline, and focus to practice stakeholders, thus increasing the likelihood of meeting or exceeding practice goals. The process: (1) defining the mission of the practice; (2) completing a competitive analysis for your market; (3) completing an assessment of your current environment; (4) completing an assessment of the financial health of your practice; (5) preparation of a SWOT (strengths, weakness, opportunity, threat) analysis; and (6) a translation of your mission statement into specific long-term goals and short-term performance objectives. The outcome of completing these tasks should be an actionable plan that will serve as a guide or road map for the practice. A well-articulated plan will solidify staff confidence, continue the advancement of a strong business foundation, and provide clear navigation through this new economic landscape in a way that preserves your ability to provide the care you have devoted yourselves to deliver. Today's needs, and yesterday's lessons, dictate that a well-documented strategic action plan be undertaken. PMID:20127597
Cunningham, Robin; Eddy, Michael; Pagano, Mark; Ncube, Lisa
In 2002 President Martin Jischke initiated a new era in strategic planning at Purdue. Under his leadership, strategic planning became a centralized activity with unit plans aligned to the university plan. Strategic goals were designed to have maximum impact, which would be measurable through metrics. Strategic planning at Purdue would be an…
Apollos bitrus Goyol
Full Text Available American University of Nigeria (AUN, was established in 2005 and has emerged as Nigeria’s most preferreduniversity. Located in Yola, Adamawa State, North-eastern Nigeria, the university was conceived in response tothe need for a world-class university in sub-Saharan Africa. The university offers an American-style educationmodeled after the curriculum of American universities with corresponding approaches to teaching and assessingstudents. Nigeria with a population of over 160 million. It is estimated that 3 million students graduate fromhigh schools every year. With 124 universities with less than 1million enrollment spaces. The implication is thatthere is a serious shortfall in the number of students that wants to further their education. With this prevailingsituation every university must do everything possible to provide prospective students with placement.Therefore, the main objective of this study is to take a critical look at the possible ways that the university canstrategically adopt to attract this huge number of high school graduates using the Casual Loop Diagram (CLDfor identifying, managing and utilizing Critical Performance Indicators (CPIs in tackling existing problemsthrough coordinated partnership and collaboration towards appropriate policy recommendations. The mostuseful tool for identifying the causes of problems is a cause-and-effect diagram, also known as a Fishbone orIshikawa diagram which is very similar to the CLD. The results of the survey that was administered to aconvenient random sample of AUN students (N=369. The results indicated that a large percentage believes thatthe university has a very good prospect of achieving its set goals as a development university if the standardsand institutional characteristics can be sustained and improved upon. To better understand the KPI in relation tothe results, the Casual Loop Diagram (CLD was used to analysis the relationships between the results the KPI.This would assist in better approach in the recruitment process.Given that this is a pilot study, the results are only preliminary and merely indicate how to improve policy andprogram decisions especially for AUN as a development university. The short time outcome and impact of thestudy has provided some insight into the college choice process of choosing a college using the CLD. Also it isimportant for admission professionals understand the factors that shape the college decision-making process andthe stages students move through as they make decisions.The flexibility of the design allows for adaptation to any institution’s unique structure and mission.
Effective decision making requires a clear methodology, particularly in a complex world of globalisation. Institutions and companies in all disciplines and sectors are faced with increasingly multi-faceted areas of uncertainty which cannot always be effectively handled by traditional strategies. Complex Strategic Choices provides clear principles and methods which can guide and support strategic decision making to face the many current challenges. By considering ways in which planning practices can be renewed and exploring the possibilities for acquiring awareness and tools to add value to strategic decision making, Complex Strategic Choices presents a methodology which is further illustrated by a number of case studies and example applications. Dr. Techn. Steen Leleur has adapted previously established research based on feedback and input from various conferences, journals and students resulting in new material stemming from and focusing on practical application of a systemic approach. The outcome is a coher...
Achampong, Francis K.
Strategic planning is critical to ensuring that institutions of higher education thoughtfully and systematically position themselves to accomplish their mission, vision, and strategic goals, particularly when these institutions face a myriad of risks that can negatively impact their continued financial viability and compromise their ability to…
Fried, Bruce; Nelson,Wendy
Family physicians at Sunnybrook Medical Centre were engaged in a strategic planning process to develop a practice philosophy, mission statement, short-term goals, and plan for future programming. Numerous issues were identified in relation to the need for planning, the successful involvement of family physicians in the planning process, and the traditional relationship between physicians and managers which, in the past, has inhibited productive collaboration. Strategies were developed to over...
Nicogossian, Arnauld E.
Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.
The purpose of this publication is to provide guidance on how to develop a strategic plan for a research reactor. The IAEA is convinced of the need for research reactors to have strategic plans and is issuing a series of publications to help owners and operators in this regard. One of these covers the applications of research reactors. That report brings together all of the current uses of research reactors and enables a reactor owner or operator to evaluate which applications might be possible with a particular facility. An analysis of research reactor capabilities is an early phase in the strategic planning process. The current document provides the rationale for a strategic plan, outlines the methodology of developing such a plan and then gives a model that may be followed. While there are many purposes for research reactor strategic plans, this report emphasizes the use of strategic planning in order to increase utilization. A number of examples are given in order to clearly illustrate this function
We are pleased to present the 2001 Hanford Waste Management Program Strategic Plan. This plan supports the newly developed U. S. Department of Energy Site outcomes strategy. The 2001 Plan reflects current and projected needs for Waste Management Program services in support of Hanford Site cleanup, and updates the objectives and actions using new waste stream oriented logic for the strategic goals: (1) waste treatment/processing, storage, and disposal; (2) interfaces; and (3) program excellence. Overall direction for the Program is provided by the Waste Management Division, Office of the Assistant Manager for Environmental Restoration and Waste Management, U. S. Department of Energy, Richland Operations Office. Fluor Hanford, Inc. is the operating contractor for the program. This Plan documents proactive strategies for planning and budgeting, with a major focus on helping meet regulatory commitments in a timely and efficient manner and concurrently assisting us in completing programs cheaper, better and quicker. Newly developed waste stream oriented logic was incorporated to clarify Site outcomes. External drivers, technology inputs, treatment/processing, storage and disposal strategies, and stream specific strategies are included for the six major waste types addressed in this Plan (low-level waste, mixed low-level waste, contact-handled transuranic waste, remote-handled transuranic waste, liquid waste, and cesium/strontium capsules). The key elements of the strategy are identification and quantification of the needs for waste management services, assessment of capabilities, and development of cost-effective actions to meet the needs and to continuously improve performance. Accomplishment of specific actions as set forth in the Plan depends on continued availability of the required resources and funding. The primary objectives of Plan are: (1) enhance the Waste Management Program to improve flexibility, become more holistic especially by implementing new technologies, be responsive to the customer, and improve control over unknowns through contingency planning; (2) redefine major tasks that must be performed and integrate the relationship of tasks to balance RL operations, Office of River Protection, and off-site customers; (3) enhance readiness to meet all future waste treatment/processing and disposal needs for the Hanford mission; (4) support and justify out-year budget requests; and (5) provide a logical basis for restructuring waste management regulatory commitments and develop more effective tools for meeting those commitments
The field of strategic management has offered a variety of frameworks and concepts for the past years, many with the declared aim of “taking business and its management seriously”. Strategic planning can help an organization to build its sustained competitive advantage in the face of an uncertain marketplace, but it requires new ways of thinking in order to create feasible alternatives. This article examines how the Chief Information Officer (CIO) can use strategy and planning as an enabler t...
Abstract This thesis aims at finding a correct and valid global branding strategy for Haier, a Chinese home-appliance and digital company, to build up a world-class brand. In my thesis, I will mainly focus on two parts of theories, globalisation strategy and brand management. The globalisation strategy makes us to understand the importance of strategic plans and steps in implementing globalisation and teaches us how to make an effective and efficient global strategic planning. Brand ...
Owen, Susan M
In healthcare a significant portion of the budget is related to human resources. However, many healthcare organizations have yet to develop and implement a focused organizational strategy that ensures all human resources are managed in a way that best supports the successful achievement of corporate strategies. St. Michael's Hospital, in Toronto, Ontario, recognized the benefits of a strategic human resources management plan. During an eight-month planning process, St. Michael's Hospital undertook the planning for and development of a strategic human resources management plan. Key learnings are outlined in this paper. PMID:21841398
Coyle, Y M; Battles, J B; Tysinger, J W; Reed, G
There is an increasing need to train more primary care physicians. Therefore, it would be advantageous for academic general internal medicine (GIM) to develop strategies to meet these demands. Our GIM division developed a strategic planning process with the participant groups being the division faculty, a pertinent literature review (the surrogate expert), and selected medical administrators. The IDEALS systems design provided the conceptual framework for the strategic planning process. This process used the Delphi technique to develop the theoretically ideal work system based on the division's vision for its future role, and the Nominal Group Process Technique to create the recommended work system, using the Delphi results. The strategic planning process was economical and division faculty agreed that it was useful. PMID:9217644
James Rajasekar; Arooj Al Raee
This study on the use of strategic planning tools and techniques in the Sultanate of Oman aims to contribute to theresearch on strategic planning processes. Currently, only a few research studies have been conducted on strategicplanning in developing countries, especially in the Middle East. Almost no evidence of such research exists tounderstand the extent of the use of strategic planning tools and techniques in the Sultanate of Oman. The studyused a questionnaire to ask about 14 strategic p...
Sa, Creso M.; Tamtik, Merli
This paper reports on an empirical study of research planning in Canadian universities. Drawing on data compiled during interviews with senior administrators from 27 academic units in 10 universities, the paper analyses how strategic planning has been applied to the research mission over the past decade. Findings reveal variability in processes…
Many governments around the world are focusing on emissions reduction through energy efficiency improvements, particularly on the demand side. Although Integrated Resource Planning (IRP), which considers both supply-side and demand-side options, had been a useful tool in the planning process for the power industry, its effectiveness has been challenged recently with the restructuring of the power sector that has occurred in China and elsewhere around the world. The paper proposes Integrated Resource Strategic Planning (IRSP) as an alternative to IRP in a deregulated power sector. IRSP takes the resource planning process one step further to the national level. In this paper, the authors demonstrate the tremendous potential for efficiency improvements on both the supply and demand sides of the power sector in China with IRSP. The results show that between 2009 and 2020, the potential for electricity savings will reach about 1228.5 TWh, and the potential reduction in carbon dioxide (CO2) emissions will be about 1020.5 million tons. Another important finding of this study is that the current market-based pricing system in China should be improved to provide sufficient incentives for pursuing energy savings on the demand side.
Chaudhari, Narendra S.; Edmond C. Prakash; Tng C. H. John
This paper proposes a novel method to generate strategic team AI pathfinding plans for computer games and simulations using probabilistic pathfinding. This method is inspired by genetic algorithms (Russell and Norvig, 2002), in that, a fitness function is used to test the quality of the path plans. The method generates high-quality path plans by eliminating the low-quality ones. The path plans are generated by probabilistic pathfinding, and the elimination i...
Full Text Available The present article analyzes the concept of strategic environmental assessment (SEA and its role in the development of local transportation strategies and plans, investigating how SEA acts as an effective tool to integrate environmental issues into transportation planning. The paper provides with useful advice for local authorities on how to comply with the European and national legislation requirements in the environmental permitting process for transportation plans. At the same time, it points out useful information for practitioners in the field of the strategic environmental assessment in the elaboration of the Environmental Report, as the key factor in SEA procedure.
Narendra S. Chaudhari
Full Text Available This paper proposes a novel method to generate strategic team AI pathfinding plans for computer games and simulations using probabilistic pathfinding. This method is inspired by genetic algorithms (Russell and Norvig, 2002, in that, a fitness function is used to test the quality of the path plans. The method generates high-quality path plans by eliminating the low-quality ones. The path plans are generated by probabilistic pathfinding, and the elimination is done by a fitness test of the path plans. This path plan generation method has the ability to generate variation or different high-quality paths, which is desired for games to increase replay values. This work is an extension of our earlier work on team AI: probabilistic pathfinding (John et al., 2006. We explore ways to combine probabilistic pathfinding and genetic algorithm to create a new method to generate strategic team AI pathfinding plans.
Full Text Available This action research study examines the organizational development intervention (ODI impact of a strategic management planning process (SMPP on motivation, satisfaction, engagement and innovative behaviors as well as its impact on the relationship of motivation, satisfaction, and engagement with innovative behaviors in a SME firm. This study provides clear evidence that SMPP can also change or improve behavior of people in the organization and indicates that there are some influence on motivation, satisfaction, engagement and innovative behaviors. The results further indicate that the introduction of SMPP strengthen relationships between motivation and innovative behaviors, satisfaction and innovative behaviors, and engagement and innovative behaviors.
Herman, Jerry J.
Strategic planners concerned with such matters as high-achieving students, high-performing teachers, broad-based community support, and a two-way involvement with the community must analyze the strengths, weaknesses, opportunities, and threats existing in the school's internal and external environment. A sample SWOT analysis is included. (MLH)
Carla L, Wilkin; Narciso, Cerpa.
Full Text Available Strategic management of Information Technology (IT) has long been regarded as a critical component of business performance. This study addresses two objectives. Firstly we investigate the practice and effectiveness of Strategic Information Systems Planning (SISP) as a function of strategic managemen [...] t in 29 large Australian organizations. Secondly we review these results through a theoretical lens established by Segars et al. (1998) who identified six dimensions that provide a structured approach to reviewing the SISP process. Our results show that SISP was widely used in these 29 organizations in aspects such as planning associated with strategic IS investment and application, and whilst the theoretical review generally supported the literature, some amendments are required to the participation and focus dimensions suggested by Segars et al. (1998). Such results have implications for both practitioners and researchers.
The natural gas strategic plan recognizes the challenges and opportunities facing increased U.S. natural gas use. Focus areas of research include natural gas supply, delivery, and storage, power generation, industrial, residential and commercial, natural gas vehicles, and the environment. Historical aspects, mission, situation analysis, technology trends, strategic issues, performance indicators, technology program overviews, and forecasting in the above areas are described.
Romli, Fairuz Izzuddin
Due to a progressive market shift to a customer-driven environment, the influence of engineering changes on the product's market success is becoming more prominent. This situation affects many long lead-time product industries including aircraft manufacturing. Derivative development has been the key strategy for many aircraft manufacturers to survive the competitive market and this trend is expected to continue in the future. Within this environment of design adaptation and variation, the main market advantages are often gained by the fastest aircraft manufacturers to develop and produce their range of market offerings without any costly mistakes. This realization creates an emphasis on the efficiency of the redesign process, particularly on the handling of engineering changes. However, most activities involved in the redesign process are supported either inefficiently or not at all by the current design methods and tools, primarily because they have been mostly developed to improve original product development. In view of this, the main goal of this research is to propose an aircraft redesign methodology that will act as a decision-making aid for aircraft designers in the change implementation planning of derivative developments. The proposed method, known as Strategic Planning of Engineering Changes (SPEC), combines the key elements of the product redesign planning and change management processes. Its application is aimed at reducing the redesign risks of derivative aircraft development, improving the detection of possible change effects propagation, increasing the efficiency of the change implementation planning and also reducing the costs and the time delays due to the redesign process. To address these challenges, four research areas have been identified: baseline assessment, change propagation prediction, change impact analysis and change implementation planning. Based on the established requirements for the redesign planning process, several methods and tools that are identified within these research areas have been abstracted and adapted into the proposed SPEC method to meet the research goals. The proposed SPEC method is shown to be promising in improving the overall efficiency of the derivative aircraft planning process through two notional aircraft system redesign case studies that are presented in this study.
J., Rojas-Arce; O., Gelman; J., Suárez-Rocha.
Full Text Available El objetivo de este artículo es proponer la metodología para la implementación de planes estratégicos en organizaciones, a través de la prevención y, en su caso, de la definición y solución de los problemas que afectan frecuentemente los procesos de implementación con muchas manifestaciones y nociva [...] s consecuencias. Dos tipos de estos problemas, organizacionales y funcionales, han sido identificados a través de la elaboración del concepto de implementación bajo el enfoque sistémico y paradigma cibernético. El consecuente análisis de cada uno de ellos ha permitido desarrollar una metodología para su prevención, identificación y solución con el fin de asegurar el eficaz y eficiente proceso de la implementación. Esta metodología consiste en la realización de cinco procedimientos consecuenciales que fueron validados con resultados positivos obtenidos a través de su aplicación virtual a los diferentes casos de manifestaciones con sus consecuencias negativas ocurridas durante implementaciones de planes estratégicos descritos en la bibliografía. Abstract in english The objective of this paper is to propose the methodology for the implementation of strategic plans in organizations through the prevention and, in its case, the definition and solution of the problems that frequently affect the implementation processes with many negative manifestations and harmful [...] consequences. By elaborating the concept of implementation under the systems approach and cybernetic paradigm, two types of these problems have been identified: the organizational and the functional ones. The consequent analysis of each kind of them has permitted the development of a methodology for their prevention, identification and solution to assure an effective and efficient implementation process. This methodology consists in realizing five subsequent procedures, which were validated with positive results obtained through their virtual application to the different cases of manifestations with the negative consequences that had occurred during strategic plans implementations described in literature.
Ana-Maria CORPADE; Ciprian CORPADE; Danu? PETREA; Ciprian MOLDOVAN
The present article analyzes the concept of strategic environmental assessment (SEA) and its role in the development of local transportation strategies and plans, investigating how SEA acts as an effective tool to integrate environmental issues into transportation planning. The paper provides with useful advice for local authorities on how to comply with the European and national legislation requirements in the environmental permitting process for transportation plans. At the same time, it po...
Margie Jeffs; Lori Braase; Alison Conner; Darcie Martinson; Jodi Grgich
The Value Engineering (VE) Methodology is an effective tool for business or project strategic planning. In conjunction with the “Balanced Scorecard Approach” (Drs. Robert Kaplan, PhD, and David Norton, PhD, from the Balanced Scorecard Collaborative/Palladium Group), function analysis can be used to develop strategy maps and scorecards. The FAST diagram provides an integrated approach to strategy map development by formulating a cause and effect relationship and establishing the “how” and “why” behind the strategy map. By utilizing the VE Job Plan, one is able to move from strategic thinking all the way through to execution of the strategy.
Kaufman, Roger; Grise, Philip
Every organization needs a plan for achieving its objectives; however, strategic plans are often developed for the wrong reasons. This book presents self-help tools for school leaders interested in assessing the efficacy of their school's strategic plan. Chapter 1 explains why it is important to review educational strategic plans. Chapter 2…
Alev M Efendioglu
Full Text Available Strategic planning is important for strategic management of companies. The purpose of this study is to explore the impact of strategic planning on financial performance of major industrial enterprises of Turkey. Our findings show that many domestic and foreign firms in our sample have a strategic process in place. It is an annual process and considered a very important organizational activity. This paper is one of the few studies to examine the strategic planning process in a sample of firms from a transitional economy. It can be considered a longitudinal study because it examines a set of institutions to identify changes in their performance over time, as they incorporate the use of strategic tools in a dynamic competitive environment. The findings of this study provide a contribution to our understanding of the nature and practice of strategic planning in Turkish companies and possibilities of correlations between their efforts and performance.
On December 13, 2011, Luc Oursel, CEO, and Pierre Aubouin, Chief Financial Officer presented the group's strategic plan for the period 2012-2016. The plan has been drawn up collectively and is based on a thorough-going analysis and a realistic assessment of perspectives for all group activities and associated resources. Development of nuclear and renewable energies: the fundamentals are unchanged. In this context, the German decision remains an isolated case and the great majority of nuclear programs around the world have been confirmed. More conservative in its projections than the International Energy Agency, the group expects growth of 2.2% annually, reaching 583 GW of installed nuclear capacity by 2030, against 378 GW today. However, the Fukushima accident will lead to delays in launching new programs. 'Action 2016' plan aims to consolidate AREVA's leadership in nuclear energy and become a leading player in renewable energy. The group's strategic action plan 'Action 2016' is based on the following strategic choices: - commercial priority given to value creation, - selectivity in investments, - strengthening of the financial structure. These demand an improvement in the group's performance by 2015. This plan makes nuclear safety a strategic priority for the industrial and commercial performance of the group. This ambitious performance plan for the period 2012-2016 will give the group the wherewithal to withstand a temporary slowdown in the market resulting from the Fukushima accident and to deliver safe and sustainable growth of the business. The plan sets out the strategic direction for the group's employees for the years ahead: taking advantage of the expected growth in nuclear and renewable energies, targeted investment programs, and return to self-financing as of 2014
This Strategic Plan for ANSTO is the result of major reviews of its processes, capabilities, activities, performance and structures. It responds to the views of its stakeholders to provide Australia with the capacity to benefit from the peaceful uses of nuclear science and technology. Five core areas are identified. Within these areas, the quality services are being delivered and the development of knowledge has the potential for generating future economic benefits, as well as for sustaining essential nuclear-related capabilities. In addition, the strategic plan provides the framework through which ANSTO will provide specific, on demand scientific services to government, industry, academia and research organisations. The plan sets out objectives and strategies which the Board and ANSTO staff believe will ensure that the organisation will continue to fulfil its mission. The plan also identifies the planning processes and the mechanisms for performance evaluation
Miller, Kim [EPA Specialist
In 2011 the Tribe was awarded funds from the Department of Energy to formulate the Soboba Strategic Tribal Energy Plan. This will be a guiding document used throughout the planning of projects focused on energy reduction on the Reservation. The Soboba Strategic Tribal Energy Plan's goal is to create a Five Year Energy Plan for the Soboba Band of Luiseno Indians in San Jacinto, California. This plan will guide the decision making process towards consistent progress leading to the Tribal goal of a 25% reduction in energy consumption in the next five years. It will additionally outline energy usage/patterns and will edentify areas the Tribe can decrease energy use and increase efficiency. The report documents activities undertaken under the grant, as well as incldues the Tribe's strategif energy plan.
Whitacre, James M; Sarker, Ruhul; Bender, Axel; Baker, Stephen; 10.1145/1389095.1389293
Capability planning problems are pervasive throughout many areas of human interest with prominent examples found in defense and security. Planning provides a unique context for optimization that has not been explored in great detail and involves a number of interesting challenges which are distinct from traditional optimization research. Planning problems demand solutions that can satisfy a number of competing objectives on multiple scales related to robustness, adaptiveness, risk, etc. The scenario method is a key approach for planning. Scenarios can be defined for long-term as well as short-term plans. This paper introduces computational scenario-based planning problems and proposes ways to accommodate strategic positioning within the tactical planning domain. We demonstrate the methodology in a resource planning problem that is solved with a multi-objective evolutionary algorithm. Our discussion and results highlight the fact that scenario-based planning is naturally framed within a multi-objective setting...
Mueller, Robin Alison
Strategic planning is a common practice at higher education institutions. Furthermore, it is assumed that identifying organizational values is an essential part of the planning process. Values are often construed as foundational elements of strategic thinking that serve to "drive the plan". However, there is little conceptual or applied…
Dr. Muzainah Mansor
Full Text Available Strategic planning is the most important and fundamental step in moving organizations to become more performance-oriented. An effective strategic planning system requires the strategic planning process to be linked with other management processes in an organization. This study investigates the strategic planning process to see how it is linked to other critical decision-making processes in a tax administration. Such study, specifically for tax administrations in developing countries is lacking in the literature. Data for this study was collected through interviews with tax officials of the Royal Malaysian Customs (RMC which administers the indirect taxes. On the overall, the results reveal that the practices of the strategic planning system at RMC are similar to those of the international revenue bodies. However, some elements in the strategic planning process are inconsistent with the international practices and needed improvements. These are the areas related to stakeholders’ involvement in the strategic planning process, evaluation process of the strategic plan, resources issues, and performance measurement activities. Reflecting on the problems faced by RMC in achieving its strategic goals and objectives, the main issues are related to the lack of resources and lack of commitment from the tax employees.
O'Shea, Dr Eamon
This report presents both the proceedings of the Council’s conference, Planning for an Ageing Population: Strategic Considerations, and the Council’s discussion paper, ‘The Older Population: Information Issues and Deficits’, which was introduced at that conference.\\r\
Gayduk V. I.
Full Text Available In the article, we have proved the control mechanism to implement the strategic plan for the development of retail trade. Designed to study the methodological approach to the rational allocation of effort managers, it can reduce the degree of conflict between them, and thus more effectively use their personal intellectual resources
Masoner, David J.; Essex, Nathan, L.
Addresses the imperative for strategic and tactical planning to support the viability of the two-year college. Describes a process for approaching strategic planning, comprising the following steps: self-identification, self-analysis, analysis of service area, informed decision making, and the development of a marketing plan. (CBC)
León Soriano, Raúl; Muñoz Torres, María Jesús; Chalmeta Rosaleñ, Ricardo
Purpose – This work proposes a framework that intends to help organisations achieve the Sustainability Goal by means of a methodology that integrates sustainability in both the planning and management tasks of the organisation and that serves as a base for the implementation of an information system aligned with the business strategy. Design/methodology/approach – After an exhaustive review of literature about Corporate Social Responsibility, Strategic Planning of organisations and Balance...
Ramos, Maria do Rosário Pinto de Mesquita Ortigão
An International Strategic Plan to Brazil is the subject of this work project. The author studies the prospect of the Portuguese company Quidgest increasing its international presence. Quidgest is a software consultant that develops Enterprise Resource Planning (ERP) systems. After an extensive analysis focused on Brazil’s economy, business conjecture and its ERP market potential, the major conclusion drawn was the fact that the company should send its operations to Brazil, mainly to the stat...
To maintain and augment the leadership that the United States has enjoyed and to ensure that the nation is investing sufficiently and wisely to this purpose, a strategic plan for satellite communications research and development was prepared by NASA. Guidelines and recommendations for a NASA plan to support this objective and for the conduct of communication satellite research and development program over the next 25 years were generated. The guidelines are briefly summarized.
Branka Skrt; Bostjan Antoncic
Strategic thinking is important for small firms in the time of global competition, technological change and increased dynamics in markets. Even if many entrepreneurs do not formulate business plans, the strategic planning and systematic decision-making can be considered a key determinant of survival and success of small firms. The paper examines the relationship between strategic planning and small firm growth in terms of empirical analyses that include various strategic planning elements, wh...
Marko Hell; Stjepan Vida?i?; Josip Brumec
The SPIS methodology provides methods and techniques of developing an information system (IS) that would correspond with the requirements of an organization. The result of its application is the strategic plan of IS development that would meet the future needs. As is the case in the methodology of the strategic planning in general, the primary drawback to the strategic planning of the information system is the lack of efficient control of implementation of the strategic plan, and this is prec...
With the end of the Cold War and the election of President Clinton, the Department of Energy (DOE) set a new course which began with the publication of its first departmental strategic plan in April 1994. Entitled ``Fueling a Competitive Economy, it provided the framework and shared vision for meeting responsibilities in energy, national security, environmental quality, and science and technology. The strategic plan was the guidepost for the formulation of the Department`s FY 1996, FY 1997, and FY 1998 budgets and was critical to the development of the Department`s Strategic Alignment Initiative, designed to save $1.7 billion over five years. This current plan, which has been significantly improved through a very close consultation process with Congress and customers stakeholders, takes DOE to the next important performance level by being more directly linked to actions and results. It defines a strategic goal for each of the Department`s four business lines and, in the spirit of the Government Performance and Results Act and the National Performance Review, identifies a fifth goal addressing corporate management. Reengineering the business practices, managing for results, being open with neighbors and stakeholders, and ensuring the safety and health of DOE workers and the public are, and will continue to be, among the highest of priorities. Over the coming years, DOE plans to achieve their strategic goals through specific identifiable strategies. Each business line has clear objectives and straightforward ways of defining whether DOE has succeeded in meeting those objectives.
Harwell, Amber Suzanne [Sandia National Lab. (SNL-CA), Livermore, CA (United States)
Welcome to our FY16–FY20 Strategic Plan, which both refects our continued dedication to the work we do and reinforces the importance of the integrated Laboratories’ strategic framework to our future. This document is the result of the leadership team’s journey over the past few years in response to the needs of our nation. In an external environment that continues to change, sometimes in unexpected ways, it is critical that our mission areas and our foundation become increasingly synergistic, forming a whole whose parts are interdependent.
Carlson, Susan L; Harris, Melodee; McLeskey, Nanci
The leadership of a professional association is charged with developing a strategic plan to operationalize the organization's goals, tactics, and progress. Within the context of its values and goals, a strategic plan steers the organization toward its mission. While there are a variety of models and approaches used in strategic planning, the National Gerontological Nursing Association (NGNA) has historically used goal-based methodology. This method is congruent with the organization's leadership preferences, consistent with the mission-driven culture of the organization, and collaborative in its approach. In 2009 the NGNA Board of Directors initiated a plan for the organization's transformation to a more dynamic and member-driven association through a deliberate process. This article addresses the process used to arrive at the 2010–2011 NGNA strategic initiatives, including a discussion of pertinent data revealed in the 2011 needs assessment survey and NGNA's future initiatives focused on networking, communication, and membership benefits. This process is relevant for all organizations and groups seeking improvement in serving their constituents. PMID:24073419
Daim, Tugrul; Beyhan, Berna; Basoglu, Nuri
The scale and complexity of research and practices of open innovation mandate a correspondingly sophisticated form of decision making. Strategic Planning Decisions brings together a number of tools that ease the decision process in technology companies, providing both conceptual frameworks and practical applications. Innovative approaches are presented such as an ontology-based model where all the relevant aspects of a potential technology are interrelated to provide a comprehensive and logically connected data pool for decision makers. Divided into two sections, Strategic Planning Decisions describe both strategic approaches using the decision tools, and tactical approaches. Some of these tools are expanded while some others are embedded in a model that will lay the ground for practical application. These include: · bibliometric analysis, · ontology, · roadmapping, · lead user, six sigma, and · multi-actor & multi-object...
Evans, Connie Joan; Francis Shackell, Eileen; Jean Kerr-Wilson, Selma; Joan Doyle, Glynda; McCutcheon, Jodie Anita; Budz, Bernice
Strategic planning for nursing education, when seen through a faculty lens creates a deeper, more meaningful critical analysis of effective program development. New strategies are required for academic institutions to transform their curricula to meet the needs of a dynamic healthcare and changing global environment to provide quality education for students. In this article, an evidence-informed process is presented that was progressively co-created by the faculty and facilitators. Seminal business frameworks, leadership development philosophies, and innovative interventions enabled faculty to become engaged and developed as they created a strategic plan for a future-driven nursing program. Phase One presents the process of developing a strategic plan for excellence in nursing education by leveraging faculty potential and preparing for an upcoming accreditation. In Phase Two, four team members from Phase One continue as part of Phase Two team serving as the collective memory for this initial work. This method of strategic planning encouraged faculty engagement and leadership and laid the groundwork for a positive culture change among nursing faculty. PMID:24516007
Department of Energy (DOE) safeguards and security (S and S) is a team effort, consisting of Field, National Laboratories, Program Office, and Headquarters units cooperating to support the Department's diverse security needs. As an integral part of the nation's security structure, the DOE S and S Program regularly supports and works in cooperation with other US Government agencies and private industry to improve the national security posture. Thus, inter- and intra-agency partnerships play an invaluable role in the continuing efforts to integrate and implement improved ways of doing business. Their Corporate Strategic Plan provides a road map to guide, track, and provide feedback for the incorporation and implementation of S and S activities within DOE. Part 1 Planning Framework, describes those overarching factors which influence the planning endeavors. Part 2, Strategic Perspective, outlines where the S and S Program has been and how they will move to the future through core competencies, changing cultural thinking, and implementing their strategies. Part 3, Strategic and Operational Integration, details critical focus areas, strategies, and success indicators designed to enhance inter-agency S and S integration and promote cooperation with external agencies. This Plan will be reviewed annually to ensure it remains supportive and fully-engaged with the nation's and international security environments
Robinson Rancheria Strategic Energy Plan; Middletown Rancheria Strategic Energy Plan, Scotts Valley Rancheria Strategic Energy Plan, Elem Indian Colony Strategic Energy Plan, Upperlake Rancheria Strategic Energy Plan, Big Valley Rancheria Strategic Energy Plan
McGinnis and Associates LLC
The Scotts Valley Band of Pomo Indians is located in Lake County in Northern California. Similar to the other five federally recognized Indian Tribes in Lake County participating in this project, Scotts Valley Band of Pomo Indians members are challenged by generally increasing energy costs and undeveloped local energy resources. Currently, Tribal decision makers lack sufficient information to make informed decisions about potential renewable energy resources. To meet this challenge efficiently, the Tribes have committed to the Lake County Tribal Energy Program, a multi Tribal program to be based at the Robinson Rancheria and including The Elem Indian Colony, Big Valley Rancheria, Middletown Rancheria, Habematolel Pomo of Upper Lake and the Scotts Valley Pomo Tribe. The mission of this program is to promote Tribal energy efficiency and create employment opportunities and economic opportunities on Tribal Lands through energy resource and energy efficiency development. This program will establish a comprehensive energy strategic plan for the Tribes based on Tribal specific plans that capture economic and environmental benefits while continuing to respect Tribal cultural practices and traditions. The goal is to understand current and future energy consumption and develop both regional and Tribe specific strategic energy plans, including action plans, to clearly identify the energy options for each Tribe.
TAREKEGN DEA LERA
In the era of globalization organizations productivity achievement not only determined by existing manpower skill, ability, age and experience mix but also adding value to company competitiveness. What you have to day never be guarantee for tomorrow. Because we live in uncertain and ever changing environment that always need care and seeing unforeseen future events. Globalization, cultural, demographic, social structure changes, technological dynamisms make strategic human resource planning i...
Full Text Available Recent planning practice in post-communist cities indicates a growing interest in strategic spatial planning. In their search for new planning paradigms and more flexible approaches to city planning, municipalities in post-communist cities have embraced strategic planning as a way to involve residents, the business community and various stakeholders in defining a vision for the future. Drawing on the experience of six capital cities – Prague, St Petersburg, Vilnius, Sofia, Budapest and Riga – this article outlines the essential characteristics of the process (planning and the product (a strategic plan. It establishes clear links between the strategic development process, its institutional framework and the hierarchical structure of goals, objectives and actions. Using a framework for strategic spatial planning in the context of rapid economic, social and governance change, the study evaluates the results of the process, focusing on “what” and “how” in the complex reality of planning. The framework applies the traditional strategic planning model, which establishes relationships between past, present and future to design alternative strategies for plan implementation, but in a much more unstable and unpredictable institutional environment. The research highlights the responsiveness of strategic planning to transition imperatives and its ability to define contextually appropriate multidimensional strategies for the spatial development of post-communist cities.
...progress in achieving its strategic goals and objectives may be...performance measures into its strategic planning efforts. In addition...provided by the Office of Management and Budget as set forth in...well as suggestions for other strategic planning models and...
In February 2005 the Aroostook Band of Micmacs submitted a grant application to the U.S. Department of Energy’s (DOE) Tribal First Steps Program. The purpose of the application was to request funding and technical assistance to identify and document Tribal energy issues, develop a Tribal energy vision, evaluate potential energy opportunities, and to develop an action plan for future Tribal energy activities. The grant application was subsequently funded by DOE, and the Aroostook Band of Micmacs hired an energy consultant to assist with completion of the project. In addition to identification and documentation of Tribal energy issues, and the development of a Tribal energy vision, the potential for wind energy development on Tribal land, and residential energy efficiency issues were thoroughly evaluated.
The aim of this thesis was to form a strategic marketing plan for Hotel X, a small privately owned hotel in Helsinki. The theoretical part of this thesis presents tourism and marketing from the hospitality industry’s point of view; what challenges the accommodation providers face when marketing their products and what kind of plans can be formed in order to keep their marketing actions up to date. In the research a qualitative method was used and the data was collected using semi-structured q...
S.M. Humayun KABIR
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Strategic Planning is a very popular decision-making framework and process for public management. However, theoretically the relationship between ‘strategic planning’ and ‘strategic management’ has been extremely debated as these two concepts have been appeared in some literature interchangeably. The paper is an attempt to see the real relationship between ‘strategic planning’ and ‘strategic management’. Methods: The paper has been written on the basis of qualitative method. The City of Ottawa has been considered as a case to see how the city authority treats strategic planning and strategic management in practice. In fact, the article outlines the theoretical and practical relationship of these two important concepts at municipal level. Results: It appears that strategic planning is an inevitable element of strategic management, which generally appears after strategic formulation. Therefore, strategic planning and strategic management are not the same , though the two terms have been used interchangeably in many literatures. Conclusion: The emergent urbanization and globalization have resulted in municipal governments moving towards strategic planning. The process of strategic planning is multi-layered and complex. The planning should be tied to strategic management to achieve strategic goals and objectives.
Key words: City of Ottawa, Municipal Government, Strategic Analysis, Strategic Management, Strategic Planning
Résumé Objectif : La planification stratégique est un cadre populaire de la prise de décision et un processus du management public. Néanmoins, la relation entre la « planification stratégique » et le « management stratégique » a déjà été discuté profondément, car les deux concepts sont apparus interchangeablement dans des documents. L’article présent tente d’éclairer la relation entre la « planification stratégique » et le « management stratégique ». Méthodes : L’article présent est accompli sur la base de la méthode qualitative. La ville d’Ottawa est considérée comme un exemple pour étudier comment l’autorité municipale procède à la «planification stratégique » et au « management stratégique » dans la pratique. En fait, l’article présent résume la relation théorique et pratique entre les deux concepts au niveau municipal. Résultat : Il semble que la planification stratégique est un élément inévitable du management stratégique, qui apparaît généralement après la formulation stratégique. Ainsi, la planification stratégique et le management stratégique ne sont pas la même chose, bien que ces deux concepts sont utilisés interchangeablement dans certains documents. Conclusion : L’urbanisation et la globalisation émergentes font que le gouvernement municipal se tourne vers la planification stratégique. Le processus de la planification stratégique est complexe et de multi-ordres. La planification doit s’attacher au management stratégique pour réaliser les buts et objectives stratégiques
Mots-Clés: ville d’Ottawa, gouvernement municipal, analyse stratégique, management stratégique, planification stratégique
Harshvardhan, D.; Harbor, J. M.
The Department of Earth and Atmospheric Sciences at Purdue University has engaged in a continuous strategic planning exercise for several years, including annual retreats since 1997 as an integral part of the process. The daylong Saturday retreat at the beginning of the fall semester has been used to flesh out the faculty hiring plan for the coming year based on the prior years' plans. The finalized strategic plan is built around the choice of three signature areas, two in disciplinary fields, (i) geodynamics and active tectonics, (ii) multi-scale atmospheric interactions and one interdisciplinary area, (iii) atmosphere/surface interactions. Our experience with strategic planning and the inherently interdisciplinary nature of geoscience helped us recently when our School of Science, which consists of seven departments, announced a competition for 60 new faculty positions that would be assigned based on the following criteria, listed in order of priority - (i) scientific merit and potential for societal impact, (ii) multidisciplinary nature of topic - level of participation and leveraging potential, (iii) alignment with Purdue's strategic plan - discovery, learning, engagement, (iv) existence of critical mass at Purdue and availability of faculty and student candidate pools, (v) corporate and federal sponsor interest. Some fifty white papers promoting diverse fields were submitted to the school and seven were chosen after a school-wide retreat. The department fared exceedingly well and we now have significant representation on three of the seven school areas of coalescence - (i) climate change, (ii) computational science and (iii) science education research. We are now in the process of drawing up hiring plans and developing strategies for allocation and reallocation of resources such as laboratory space and faculty startup to accommodate the 20% growth in faculty strength that is expected over the next five years.
The tragedy that was unleashed when hurricane Katrina hit the United States southern coast and most particularly New Orleans is still being examined. Regardless of the allocation of blame for the response, or lack thereof, several very important components of what needs to be included in effective strategic, management, and response plans were revealed in the aftermath. The first tenet is to be sure not to make the problem worse. In other words, the goal is to prevent emergencies from becoming a disaster that subsequently grows to a catastrophe. Essential components that need to be addressed start with protection and rescue of affected people. Several characteristics of an effective strategic plan that will address saving lives include leadership, continuity of government and business, effective communications, adequate evacuation plans and security of electronic infrastructure. Katrina analysis confirms that the process to integrate all the components is too complex to be accomplished ad hoc. This presentation will outline objective methodology to successfully integrate the various facets that comprise an effective strategic plan, management plan, and tactical plans.(author)
Full Text Available The field of strategic management is undergoing significant changes due to the constant changes taking place in the business environment due to issues like emergence of new economic power, conflicts within among countries, environmental crisis and social crisis. This study explicates how inclusiveness of strategic agilities, ethical issues and legal issues into the strategic management process will help organizations to anticipate and manage changes arises to attain business sustainability and meet the organizationâ€™s vision. It will begin with examining and analyzing the gap existing in the current strategic management process. The paper concludes with a more comprehensive strategic management process that incorporates strategic agilities, ethical issues and legal issues.
For more than 50 years, the U.S. created a vast network of more than 113 facilities for research, development, and testing of nuclear materials. As a result of these activities, subsurface contamination has been identified at over 7,000 discrete sites across the U.S. Department of Energy (DOE) complex. With the end of the Cold War threat, the DOE has shifted its emphasis to remediation, decommissioning, and decontamination of the immense volumes of contaminated groundwater, sediments, and structures at its sites. DOE is currently responsible for remediating 1.7 trillion gallons of contaminated groundwater, an amount equal to approximately four times the daily U.S. water consumption, and 40 million cubic meters of contaminated soil, enough to fill approximately 17 professional sports stadiums. It is estimated that more than 60% of DOE facilities have groundwater contaminated with metals or radionuclides. The only contaminant that appears more often than metal and radionuclide contaminants in groundwater is chlorinated hydrocarbons. More than 50% of all soil and sediments at DOE facilities are contaminated with metal and radionuclides, the contaminants found with the highest frequency in soil at all DOE waste sites. Indeed, while virtually all of the contaminants found at industrial sites nationwide can also be found at DOE sites, many of the metals and especially the radionuclides found on DOE sites are unique to those sites. Current technology for treatment of groundwater contaminated with metals and/or radionuclides is ''pump and treat,'' followed by disposal or reinjection of treated water. This process can be costly and inefficient due to the difficulty of completely removing the contaminated groundwater and sorption of contaminants on mineral surfaces. DOE's Office of Environmental Management (EM), which is responsible for the cleanup, has stated that advances in science and technology are critical for DOE to reduce costs and successfully address these long-term problems. DOE's Environmental Quality R&D Portfolio includes environmental restoration and long-term stewardship as its highest priorities. A recent analysis of the portfolio (September 2000) suggested that R&D in these two areas is inadequate. The NABIR program aims (1) to provide the fundamental knowledge to support the development of new bioremediation technologies and (2) to advance the understanding of key processes that control the effectiveness of containment as a means of long term stewardship. NABIR has the distinction of being the only federal program that funds fundamental research on metal and radionuclide contaminants in the environment. The program's greatest strength is in focusing talents and expertise from many disciplines to address challenging research questions. The products from NABIR will influence the development of effective bioremediation technologies as well as contribute new knowledge about the function of subsurface ecological systems at the microbiological and geochemical levels. These advances can lead to more effective stewardship of natural resources as well as to remediation of DOE sites.
This new five-year plan outlines strategies to prepare ANSTO for the opportunities provided by the replacement research reactor, building on the successes of its predecessor plan in reforming the organisation.The Strategic Plan focuses on the innovation process itself as a driver of future prosperity. It embodies the Commonwealth Government's emphasis on an outputs and outcomes framework to deliver results, and to further strengthen accountability in light of the significant research investment at ANSTO. A balanced Scorecard approach of driving strategic and business processes through four different perspectives will ensure the efficient achievement of relevant results. ANSTO is responsible for delivering specific scientific services and products to government, industry, academia and other research organisations. Activities are grouped into five externally focused core business areas.These are the areas through which ANSTO will develop new knowledge, deliver quality services, support business opportunities and ensure that nuclear science and technology and related capabilities provide an innovative impetus to benefit society. A separate internal stream provides support for organisational development. The challenge of the next five years is to streamline the innovation process to improve delivery of results. ANSTO is a knowledge-based organisation with the major strengths being its people, a multidisciplinary approach to its operation, and its facilities.Through a collaborative effort driven by this strategic plan, ANSTO will be able to deliver new and exciting outcomes that can be put into practice by participants and clients across Australia. ANSTO's strategic direction, as presented in this plan, is owned by the Board and staff
Enterprise - process: aplicación basada en computador para obtener la matriz proceso - organización durante la plantación estratégica de sistemas de información / Enterprise-process: computer-based application for obtaining a process-organisation matrix during strategic information system planning
José Alirio, Rondón; Félix Antonio, Cortés Aldana; Edisson, Zárate Caro.
Full Text Available Se ha publicado bastante sobre metodologías para la planeación estratégica en informática. Estos métodos son diseñados para ayudar a los administradores de sistemas de información a integrar sus estrategias con las de la empresa. La teoría clásica Business System Planning for Strategical Alignment ( [...] BSP/SA) se destaca porque proporciona a los sistemas de información un papel reactivo respecto a los objetivos y estrategia de la empresa. BSP/SA ha sido descrita en términos de fases y tareas específicas. El objetivo principal de este trabajo es dar a conocer una herramienta computacional que automatiza una de las tareas más importantes de la metodología BSP/SA, la matriz proceso-organización. Esta matriz permite almacenar información sobre los niveles de responsabilidades presentes entre los cargos y los procesos. La automatización de esta tarea ha facilitado a los estudiantes el proceso de análisis de la matriz proceso-organización, durante el desarrollo de los talleres de planeación estratégica en informática para la asignatura de gestión y gerencia de sistemas (Ingeniería de Sistemas - Universidad Nacional de Colombia). También se han mejorado los resultados obtenidos en los talleres. Finalmente, con el presente trabajo se pretende incentivar el desarrollo de software como apoyo a las tareas de planeación estratégica en informática. Abstract in english A lot of material has been published about strategic information system planning (SISP) methodologies. These methods are designed to help information system planners to integrate their strategies with organisational strategies. Classic business system planning for strategical alignment (BSP/SA) theo [...] ry stands out because it provides information systems with a reactive role regarding an organisation’s objectives and strategy. BSP/SA has been described in terms of phases and the specific tasks within them. This work was aimed at presenting a computer-based application automating one of the most important tasks in BSP/SA methodology (process-organisation matrix). This matrix allows storing information about the levels of present responsibilities in positions and processes. Automating this task has facilitated students’ analysing the process-organisation matrix during SISP workshops forming part of the Systems Management course (Systems Engineering, Universidad Nacional de Colombia). Improved results have thus arisen from such workshops. The present work aims to motivate software development for supporting SISP tasks.
A team of senior managers from across the US Nuclear Regulatory Commission (NRC), working with the Office of Information Resources Management (IRM), has completed an NRC Strategic Information Technology (IT) Plan. The Plan addresses three major areas: (1) IT Program Management, (2) IT Infrastructure, and (3) Information and Applications Management. Key recommendations call for accelerating the replacement of Agency workstations, implementing a new document management system, applying business process reengineering to selected Agency work processes, and establishing an Information Technology Council to advise the Director of IRM
Souther Carolina Institute of energy Studies-Robert Leitner
The Eastern Band of Cherokee Indians was awarded a grant under the U.S. Department of Energy Tribal Energy Program (TEP) to develop a Tribal Strategic Energy Plan (SEP). The grant, awarded under the “First Steps” phase of the TEP, supported the development of a SEP that integrates with the Tribe’s plans for economic development, preservation of natural resources and the environment, and perpetuation of Tribal heritage and culture. The Tribe formed an Energy Committee consisting of members from various departments within the Tribal government. This committee, together with its consultant, the South Carolina Institute for Energy Studies, performed the following activities: • Develop the Tribe’s energy goals and objectives • Establish the Tribe’s current energy usage • Identify available renewable energy and energy efficiency options • Assess the available options versus the goals and objectives • Create an action plan for the selected options
Full Text Available Decision-making is one of the most important functions of managers in any kind of organization. Among different manager's decisions strategic decision-making is a complex process that must be understood completely before it can be practiced effectively. Those responsible for strategic decision-making face a task of extreme complexity and ambiguity. For these reasons, over the past decades, numerous studies have been conducted to the construction of models to aid managers and executives in making better decisions concerning the complex and highly uncertain business environment. In spite of much work that has been conducted in the area of strategic decision-making especially during the 1990's, we still know little about strategic decision-making process and factors affecting it.This paper builds on previous theoretical and empirical studies to determine the extent to which contextual factors impact the strategic decision-making processes. Results showed that researches on contextual factors effecting strategic decision-making process are either limited or have produced contradictory results, especially studies relating decision’s familiarity, magnitude of impact, organizational size, firm’s performance, dynamism, hostility, heterogeneity, industry, cognitive diversity, cognitive conflict, and manager’s need for achievement to strategic decision-making processes. Thus, the study of strategic decision-making process remains very important and much more empirical research is required before any definitive conclusion can be reached.
Luiz Rodolfo Simões Alves
Full Text Available The recent transformations occurred in the cities have translated in the space enlargement constructed by a process not always orderly and planned. In a complex game of multiple factors, this urban territories have been subject a very processes diversified of fragmentation, a lot of times conducting cases, voluntary or involuntary, of spatial confinement of populations. This fragmentation is not new. Have like example the Portuguese case, already in the past, in the city it was creating along 20th century, were detected microterritorial of isolation and fragmentation, especially of the most poor populations. In this aspect, the cities are a good laboratory to analyse this processes of lifting the old and new borders. In this article, they will discuss some of Portuguese cases and give it up special emphasis to the closed condos and how these, examples of spacial and social enlargement on a non-city, constitute an obstacle to the broad approach and discussed of destiny of each places. Indeed, the public rejection can constitute a way on the walk for the non participation of collective strategic destinations.
TAREKEGN DEA LERA
Full Text Available In the era of globalization organizations productivity achievement not only determined by existing manpower skill, ability, age and experience mix but also adding value to company competitiveness. What you have to day never be guarantee for tomorrow. Because we live in uncertain and ever changing environment that always need care and seeing unforeseen future events. Globalization, cultural, demographic, social structure changes, technological dynamisms make strategic human resource planning imperative. Just failing to address potential threats in the markets or service place can jeopardizing the validity of your business, failing to anticipate personnel need can impact on overall business or services. HR planning is one way to buffer future environment uncertainties. But this complex activity never happen in vacuum or sterile environment therefore immediate and urgent strategic concern for enabling factors such as organizational culture, building good HR posture through HR architecture and using appropriate measurement tool for instance balanced scorecard is mandatory to gain value from it. Investments in HR technologies are corner stone for proactive planning in HR and that will change the total direction of your organization to boost on competitive world.
Proctor, Sandra B.
Research assignment centered on the preparation of final draft of the NASA Langley Strategic Plan for Education. Primary research activity consisted of data collection, through interviews with LaRC Office of Education and NASA Headquarters staff, university administrators and faculty, and school administrators / teachers; and documentary analysis. Pre-college and university programs were critically reviewed to assure effectiveness, support of NASA and Langley's mission and goals; National Education Goals; and educational reform strategies. In addition to these mandates, pre-college programs were reviewed to address present and future LaRC activities for teacher enhancement and preparation. University programs were reviewed with emphasis on student support and recruitment; faculty development and enhancement; and LaRC's role in promoting the utilization of educational technologies and distance learning. The LaRC Strategic Plan for Education will enable the Office of Education to provide a focused and well planned continuum of education programs for students, teachers and faculty. It will serve to direct and focus present activities and programs while simultaneously offering the flexibility to address new and emerging directions based on changing national, state, and agency trends.
Lola Oktavia; Ford Lumban Gaol
PT. Venturium System Indonesia is a company engaged in IT solutions which serves IT solution for their customers from banking firms in Indonesia. This purpose of this research is to develop a Strategic IT planning for PT. Venturium System Indonesia in accordance with the strategic plan. The applied research method is a framework for IT Strategic Planning of John Ward and Joe Peppard and Enterprise Architecture documentation from Scott A. Bernard. This research uses SWOT analysis and IT Balanc...
The objectives of this research work are to learn how to make a strategic marketing plan and design a strategic marketing plan for the Sparkle International English School. The strategic marketing plan is developed in order to help the Sparkle International English School to develop its business. I studied previous research and literature on the concept of internal analysis, external analysis, and SWOT analysis for the theoretical discussions of this research work. This research work als...
North Dakota University System, 2005
This document presents the strategic plan of the North Dakota University System, revised in November 2005, to develop a common vision and clear set of expectations for higher education in North Dakota. The strategic plan for the University System is directly linked to the Roundtable on Higher Education plan. This document presents the ten sections…
Dychtwald, K; Zitter, M
The initial stages of developing a strategic marketing plan for hospitals are explored in this excerpt from the book, The Role of the Hospital in an Aging Society: A Blueprint for Action. The elderly have unique perceptual, cognitive, social, and psychological needs and preferences, and a marketing strategy for eldercare services must reflect these factors, as well as the financial role of third-party payers and the decision-making influence of families and physicians. Among the elements the hospital must address when developing a marketing strategy are market selection and segmentation, targeting markets with specific services, pricing, and positioning the hospital for a maximum share of the eldercare market. PMID:10302744
Wickens, Christopher D.; Pizarro, David; Bell, Brian
The performance of eight subjects in a 'rescue' video game requiring choices as to which node they should fly to in order to rescue the simulated casualties is presently studied with a view to biases and display support criteria in strategic planning. After each choice, the subjects needed to fly a challenging tracking dynamic along a path to reach the next node. The results obtained indicate that the choices of the subjects were less optimal when full preview was offered, perhaps due to subjects' reliance on the simple strategy of choosing routes with the greatest number of casualties.
The document presents the national strategic plan for Science Technology and Innovation, its history, premises, conceptual framework, the starting situation, guiding principles, strategic objectives and priority area such as new energy sources to diversify the national energy matrix, environment environment and preservation of natural resources, governance and private management with increasing levels of dependency with the development of strategic technology knowledge and innovation
Ionescu Florin Tudor
Full Text Available In public services, the political component of the marketing environment has a major importance, as all decisions adopted within central administration influence both the objectives and measures implemented by units of local government and other public service providers. Any discontinuity in the activity of such entities might result in neglecting the real needs of citizens and slowing the reform process in the public sector. Therefore, all initiatives of public organizations must have a unitary goal and integrate harmoniously within a single process. A tool from the management-marketing literature that both contributes to this purpose and leads to an increased customer satisfaction and organizational performance is strategic marketing planning. This paper presents, firstly, requirements and particularities of this process in the public sector, focusing on the need for bottom-up planning, meaning from the functional levels of public service organizations, to the corporate level, where strategic decisions are taken. To achieve this goal, there should be included in the planning process the clients and other audiences, which can provide useful information about the services they want, the quality or the accessibility thereof, and news about the services they need in the future. There are also mentioned the factors that can influence the quality of strategic marketing planning in public services domain: the importance of marketing within the organization, marketing knowledge of employees in marketing departments and/or of management personnel, the efficiency of activities within the organization, and the managerÃ¢â‚¬â„¢s marketing vision. In the final part of the paper there are presented the stages of the conceptual model of strategic marketing planning in public services field: (1 accepting the idea of bottom-up planning, (2 avoid or eliminate discrepancies between measures taken at high levels and executions carried out at operational levels, (3 formation of work teams, setting tasks of members and appointment of a coordinator, (4 data collection, (5 establishment of strategic alternatives, based on information gathered from the market, (6 choosing the optimal strategy, which will lead to achieving the objectives set in an earlier phase and (7 establish and implement marketing programs.
This document contains a summary of BC Hydro's Strategic Plan and performance measures. The plan has been prepared in response to the recommendations of the Budget Process Review Panel, convened by the BC Government, which recommended that each public body, crown corporation, and other agencies of government, prepare an annual three year business plan. The document reviews the utility's current situation, provides an outline of the company's vision of its role, its mission and values, its strategic objectives (effective governance, efficiency and productivity; service excellence and value-added solutions; market development ; strong and capable organization) and the tools to be utilized in measuring performance. Various strategic issues (financial resources, the need to protect and enhance the value of electricity trading; the impact of information technology; power technology development; environmental trends and 'green energy' initiatives; workforce training and development) are also highlighted
Datz, David; Hallberg, Colleen; Harris, Kathy; Harrison, Lisa; Samples, Patience
Banner Health has long recognized the need to anticipate, beyond the immediate operational realities or even the annual budgeting projection exercises, the necessary workforce needs of the future. Thus, in 2011, Banner implemented a workforce planning model that included structures, processes, and tools for predicting workforce needs, with particular focus on identified critical systemwide practice areas. The model represents the incorporation of labor management tools and processes with more strategic, broad-view, long-term assessment and planning mechanisms. The sequential tying of the workforce planning lifecycle with the organization's strategy and financial planning process supports alignment of goals, objectives, and resource allocation. Collaboration among strategy, finance, human resources, and operations has provided us with the ability to identify critical position groups based on 3-year strategic priorities. By engaging leaders from across the organization, focusing on activities at facility, regional, and system levels, and building in mechanisms for accountability, we are now engaged in continuous evaluations of our delivery models, the competencies and preparations necessary for the staff to effectively function within those delivery models, and developing and implementing action plans designed to ensure adequate numbers of the staff whose competencies will be suited to the work expected of them. PMID:22955225
Full Text Available A large part of country's economy in the new era is based on knowledge and intellectual activities produced in universities. In recent years, the concepts related to strategic management have been issued in the universities of our country and some of them have attempted to exploit strategic management benefits in order to manage their activities more efficiently. Nowadays, increasing growth of organizations and competition for gaining more market share has doubled the necessity of appropriate strategic plans. Generally, grand strategies are threefold: aggressive strategies, defensive strategies and stability strategies. This research investigate inner environment (strengths and weaknesses of Bojnourd Islamic Azad University, using SWOT analysis. In rating inner factors Fuzzy hierarchy analysis was used in which factor's weight was calculated by hierarchy analysis and using QSB software. The results showed that in strategic planning strengths were more important that weaknesses. In weaknesses set, lack of scientific - research in most training departments and in strengths set the existence of rather young and efficient faculty had the first priority and rank.
YELKEN, Tugba YANPAR; Figen KILIC; Caner OZDEM?R
In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the intuitions’ appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning, leadership and strategic thinking and to act to help planners designed the tools, processes and concepts is a group. At the same time, the organization of ...
Fabian, Louise; Samson, Kristine
The article identifies and explores some essential characteristics of DIY-urbanism and discusses its implications for everyday tactics in the city, for new forms of sociality and for urban planning. It demonstrates and explores the new interest in DIY urbanism from both a tactical and a strategic level. Through studies of bottom up urban design contributions, performative urban activism and participatory planning processes the article unfolds the implications of DIY urbanism in terms of how it applies tactics for the appropriation of space, how it reassembles urban materiality and site specific qualities, how it works with a performative and processual aesthetic.
Odiba, I. A.
This review focused on strategic planning as a tool for managing Nigeria’s tertiary education for national economic development. The sole aim of this study was to highlight the major or basic challenges of managing tertiary education in Nigeria. Education in this study was considered as a process that assists in the provision of suitable skills, training for economic, social, cultural and political responsibility. Strategic planning was viewed as the overall planning that facilitates the good...
Nguyen, Frank; Frazee, James P.
Higher education institutions struggle with planning for future needs, growth, and, sometimes, contraction. As student populations expand and as faculty members adopt new technologies, universities struggle to support these needs. To the casual observer, it may seem that the technology planning process is haphazard. This article details a process…
Jay Hermanson; Brian Yanity
NANA Strategic Energy Plan summary NRC, as an Alaska Native Corporation, has committed to addressing the energy needs for its shareholders. The project framework calls for implicit involvement of the IRA Councils in the Steering Committee. Tribal Members, from the NRC to individual communities, will be involved in development of the NANA Energy Plan. NRC, as the lead tribal entity, will serve as the project director of the proposed effort. The NRC team has communicated with various governmental and policy stakeholders via meetings and discussions, including Denali Commission, Alaska Energy Authority, and other governmental stakeholders. Work sessions have been initiated with the Alaska Village Electric Cooperative, the NW Arctic Borough, and Kotzebue Electric Association. The NRC Strategic Energy Plan (SEP) Steering committee met monthly through April and May and weekly starting in June 2008 in preparation of the energy summit that was held from July 29-31, 2008. During preparations for the energy summit and afterwards, there was follow through and development of project concepts for consideration. The NANA regional energy summit was held from July 29-31, 2008, and brought together people from all communities of the Northwest Arctic Borough. The effort was planned in conjunction with the Alaska Energy Authority’s state-wide energy planning efforts. Over $80,000 in cash contributions was collected from various donors to assist with travel from communities and to develop the summit project. Available funding resources have been identified and requirements reviewed, including the Denali Commission, U.S. Dept. of Agriculture, and the Alaska Energy Authority. A component of the overall plan will be a discussion of energy funding and financing. There are current project concepts submitted, or are ready for submittal, in the region for the following areas: • Wind-diesel in Deering, Buckland, Noorik, and Kiana areas; potential development around Red Dog mine. • Biomass Feasibility analysis in the upper Kobuk; • Run of the river hydroelectric development for the Upper Kobuk; • Solar photovoltaic (PV) power demonstration projects for Noatak, Ambler, Selawik, Kiana, and Noorvik; • Heat Recovery for several communities; In September 2008, the NRC team participated at the Alaska Rural Energy Conference in Girdwood, Alaska In November 2008, the NRC team gave a presentation on the NANA regional energy plans at a DOE Tribal Energy Program conference in Denver, Colorado. In January 2009, the final SEP report was submitted to NRC.
Olivarius, Niels de Fine; Kousgaard, Marius Brostrom; Reventlow, Susanne; Quelle, Dan Grevelund; Tulinius, Charlotte
Professional, knowledge-based institutions have a particular form of organization and culture that makes special demands on the strategic planning supervised by research administrators and managers. A model for dynamic strategic planning based on a pragmatic utilization of the multitude of strategy models was used in a small university-affiliated…
Initiating a strategic development plan is necessary for universities to be managed scientifically; a university's strategic development plan includes both the educational philosophy and development orientation as determined by the university, including the future reallocation of resources and measures for their integration. The development…
Groff, Warren H.
The literature on strategic planning, and the capabilities of Massachusetts system of public postsecondary education were assessed, as part of a 1981 leadership seminar. Teams from all public postsecondary education institutions in the state reviewed the basic concepts of strategic planning; critically analyzed the environment external to their…
Spackman, Jonathan S.; Thorup, Jennifer; Howell, Scott L.
The need for a reliable strategic planning framework for distance educators and their institutions has never been greater than it is now. Increased government regulations, accreditation standards, and competition are converging with decreased funding from federal, state, and private sources, and administrators require better strategic planning. A…
...94140-1341-0000-N5] Quagga Mussel Strategic Planning Meeting AGENCY: Fish and Wildlife...meeting to gather information for planning an FY13 strategy to minimize...for implementation of mandatory operational inspection and...
Mohammad Ali Abdolvand
Full Text Available Organizations to maintain and achieve optimal growth and development and increase its competitiveness need to be a comprehensive and coherent plan for the mission and goals of the strategic plan. The purpose of this study is providing strategic planning and optimal strategies for using SWOT. The company is investigating the territory south of the oil industry. The questionnaire has been used as a research tool containing the questions is 138. Research data from interviews with managers, experts in the oil industry and the research and study reports on the oil companies have been mining industry in South. Reliability and validity of research instruments was calculated. Research question 2 and 4 is a side question. Study hypothesis is lacking. This type of research, application and type of data collected from research - is a descriptive case study. The analysis has three steps. First of all documentation, interviews with industry experts and company south of the industrial oil-test, Study was a list of environmental threats and opportunities and is produced by the company's strengths and weaknesses. In the second stage of the screening process was all the above factors and opportunities and threats and identify key strengths and weaknesses has. In the third stage using the key strategic factors and SWOT models identify are the best strategies companies. The research findings showed that the key axis that includes consumers, supply chain, control costs, competitive intelligence, manpower and operational efficiency. Companies to improve competitiveness should be a good strategy. In this regard, appropriate strategies to identify, develop, and were proposed. For future research, design an expert system for strategic management with respect to the above points, and value chain analysis to identify areas of valuable and remove the waste processes is proposed.
The purpose of this thesis was analyzing case company- Amway Corporation?s stra-tegic marketing management process focusing on Chinese market. Amway Corpora-tion is the largest direct selling company around the world. An important part of this study is trying to find and give recommendations to the case company on how to im-prove their marketing management strategy. The theoretical part is focusing on analyzing strategic marketing management proc-ess. Six important parts are under it incl...
Unpredictable and complex developments challenge the application of strategic environmental assessment (SEA), for example, in terms of timing, prediction and relevance of assessments. In particular, multi-actor and unstructured strategic-level decision-making processes often seem to be characterised by unpredictable and complex changes. Despite the apparent implications, explorative investigations about how unpredictability influences SEA application in practice are rare. This article aims to shed light on contextual changes and reactions to such changes in practice by a case study of the specific SEA process of the Danish Natural Gas Security of Supply Plan. Special emphasis is given to the framing of alternatives in the SEA process, since alternatives are directly related to the contextual developments. Based on a participative approach, strategic dynamics are mapped and the reactions and concerns in the SEA team are outlined. The contribution of the article is enhanced empirical understanding of strategic dynamics and how it challenges SEA application.
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...replace the agency's existing strategic plan. The NRC published the draft strategic plan for FY 2012-2016 in...61402). NRC's Senior Management reviewed and considered all comments before updating the strategic plan. A comment...
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...and Performance Management Branch, Division...an agency's strategic plan be updated...regulator. The draft strategic plan addresses...related to the management of radioactive waste. The draft Strategic Plan also...
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Heubach, J.G.; Weimer, W.C.; Bruce, W.A.
Facility master planning is critical to the future productivity of a laboratory and the quality of worklife for the laboratory staff. For organizations undergoing programmatic re-direction, a master facility planning approach linked to the organization`s strategic planning process is even more important. Major changes in an organization such as programmatic re-direction can significantly impact a broad range of variables which exceed the expertise of traditional planning teams, e.g., capacity variability, work team organization, organizational culture, and work process simplification. By expanding the diversity of the participants of the planning team, there is a greater likelihood that a research organization`s scientific, organizational, economic, and employees` needs can be meshed in the strategic plan and facility plan. Recent recommendations from facility planners suggest drawing from diverse fields in building multi-disciplinary planning teams: Architecture, engineering, natural science, social psychology, and strategic planning (Gibson,1993). For organizations undergoing significant operational or culture change, the master facility planning team should also include members with expertise in organizational effectiveness, industrial engineering, human resources, and environmental psychology. A recent planning and design project provides an example which illustrates the use of an expanded multi-disciplinary team engaged in planning laboratory renovations for a research organization undergoing programmatic re-direction. The purpose of the proposed poster session is to present a multi-disciplinary master facility planning process linked to an organization`s strategic planning process or organizational strategies.
Bryson, John M; Alston, Farnum K
Based on John Bryson's acclaimed comprehensive approach to strategic planning, the Implementing and Sustaining Your Strategic Plan workbook provides a step-by-step process, tools, techniques, and worksheets to help successfully implement, manage, and troubleshoot an organization's strategy over the long haul. This new and immensely practical workbook helps organizations work through the typical challenges of leading implementation for sustained change. It spotlights the importance of effective leadership for long-term successful strategic plan implementation. The authors include a wealth of to
Full Text Available The complexity framework was employed to analyse Information Systems and the strategic planning process associated with them. We provided an overview of the theories of complexity and their significance. The salient features of strategic planning for information systems were discussed and the need for a new paradigm, viz. complexity was pointed out. The concept of Class of a Complex System was introduced and a model for analysing complexity was given. The implications of the complexity model in the context of strategic planning were considered and a few actions, which draw upon the Complex Adaptive Systems (CAS approach, were suggested for information system planners.
Alev M. Efendioglu
Full Text Available Problem statement: The concept of strategy has become a major process in for-profit and not-for-profit organizations. These organizations have used the process to understand issues which they cannot control but have a significant impact on their success and use their limited resources and competencies to improve their competitive positions. The process was used in developed economies and primarily by businesses with large scale operations. The purpose of this study is to extend the previous findings by examining the nature and practice of strategic planning in a different environmental context, that of the developing transitional economy of Turkey. Approach: The literature review was conducted to explore the usage of strategic processes in developing countries. The research which includes 71 companies was also conducted. Our research sample was drawn from the Istanbul Chamber of Industry database which listed the top 500 manufacturing firms. The frequency distribution analyses were conducted to the data. Results: Our results clearly showed that the managerial skills and competitive processes used by the domestic organizations are evolving and will create significant competitive challenges for the new entrants into these transitory environments. The foreign owned firms adopt a broader and deeper repertoire of tools and techniques of strategic planning than do local firms. Conclusion: Even though the findings showed a significant increase in the importance and use of strategic tools and processes in Turkey, a transitional economy, they also showed that there are continuing major differences in the use of these same tools and processes between competing firms from a transitional economy Vs a developed economy. By identifying and documenting the levels of strategic process and the types of strategic tools employed by the companies in differing stages of transitory economies, we can develop a roadmap and incorporate this knowledge to educate and prepare the managerial talents in these economies.
Decision-making is one of the most important functions of managers in any kind of organization. Among different manager's decisions strategic decision-making is a complex process that must be understood completely before it can be practiced effectively. Those responsible for strategic decision-making face a task of extreme complexity and ambiguity. For these reasons, over the past decades, numerous studies have been conducted to the construction of models to aid managers and executives in mak...
Mohammad Ali Abdolvand; Amin Asadollahi
Organizations to maintain and achieve optimal growth and development and increase its competitiveness need to be a comprehensive and coherent plan for the mission and goals of the strategic plan. The purpose of this study is providing strategic planning and optimal strategies for using SWOT. The company is investigating the territory south of the oil industry. The questionnaire has been used as a research tool containing the questions is 138. Research data from interviews with managers, exper...
The United States Department of Energy (DOE) and its contractor were remediating a large hot cell complex to mitigate the radiological hazard. A Resource Conservation and Recovery Act (RCRA) closure unit was determined to be located within the complex. The regulator established a challenge to develop an acceptable closure plan on a short schedule (four months). The scope of the plan was to remove all excess equipment and mixed waste from the closure unit, establish the requirements of the legally binding Closure Plan and develop an acceptable schedule. The complex has several highly radioactive tanks, tank vaults, piping, and large hot cells containing complex chemical processing equipment. Driven by a strong need to develop an effective strategy to meet cleanup commitments, three principles were followed to develop an acceptable plan: (1) Use a team approach, (2) Establish a buffer zone to support closure, and (3) Use good practice when planning the work sequence. The team was composed of DOE, contractor, and Washington State Department of Ecology (Regulator) staff. The team approach utilized member expertise and fostered member involvement and communication. The buffer zone established an area between the unregulated parts of the building and the areas that were allegedly not in compliance with environmental standards. Introduction of the buffer zone provided simplicity, clarity, and flexibility into the process. Using good practice means using the DOE Integrated Safety Management Core Functions for planning and implementing work safely. Paying adequate attention to detail when the situation required contributed to the process credibility and a successful plan
Full Text Available A central goal of urban policy and planning is to improve the living conditions and wellbeing of city dwellers. Nevertheless, many people experience a declining quality of life and this is intimately connected with environmental, spatial and socio-economic conditions. Many cities, for example, are experiencing a high incidence of pollution and stress related illnesses linked to poor industrial and transport planning, poor housing quality, underemployment and poverty. Access to basic services and community support is being undermined by changes in the spatial structure of settlements, especially increased dependence on car transport and land-use segregation. Urban and regional planning has a critical role to play in improving people's and cities’ wellbeing, quality of life and futures. Here, “urban planning" is used throughout this paper to describe the process by which the use of land in cities is regulated in the public interest. Governments throughout Europe have established systems intended to achieve this. The evolution of these systems within different cultural and institutional frameworks has led to variation in the terminology used to describe the process. Examples include urbanisme or amenagement du territoire in France, town planning in Great Britain, Raumordnung in Germany, urbanistica in Italy and “?ehircilik” in Turkey. This term includes land-use planning, town and country planning, physical planning, urban and regional planning, territorial planning and space management systems. This document focuses primarily on urban issues and therefore uses "urban planning" as an umbrella term. In addition, "urban planning" has the potential to reflect the implications of land-use strategies, policies and programmes for the social, economic and physical environments. On this context, strategic spatial planning is appeared a new and recent approach in planning. So, new urban planning approaches are discussed on and strategic spatial planning approach is explained to be detailed and comprehensive in.
Morales, Peter J
Process Simulation and Parametric Modeling for Strategic Project Management will offer CIOs, CTOs and Software Development Managers, IT Graduate Students an introduction to a set of technologies that will help them understand how to better plan software development projects, manage risk and have better insight into the complexities of the software development process.A novel methodology will be introduced that allows a software development manager to better plan and access risks in the early planning of a project. By providing a better model for early software development estimation and softw
Anderson, Lynda A.; Day, Kristine L.; Vandenberg, Anna E.
Concept mapping is a tool to assist in strategic planning that allows planners to work through a sequence of phases to produce a conceptual framework. Although several studies describe how concept mapping is applied to various public health problems, the flexibility of the methods used in each phase of the process is often overlooked. If practitioners were more aware of the flexibility, more public health endeavors could benefit from using concept mapping as a tool for strategic planning.
The main aim of this paper is the analysis of features of strategic marketing planning and the assessment of the quality of this process in business practice of trading companies in Bosnia and Herzegovina (BiH). The method used in assessing the quality of the creation of marketing plans in trading companies was the multivariate analysis (method of discriminant analysis). Among other things it has been established that marketing management of trading companies does not create marketing strateg...
Coast Capital Savings (CCS) is the second largest credit union in Canada. CCS has a 10-year strategic plan to grow to one million members, $20 billion in assets, and to have operations in all ten provinces in Canada by the year 2012. CCS plans to achieve this growth in two ways: 1) organically, with innovative products and services, and 2) through mergers and acquisitions. This paper analyzes the five-year progress of the strategic plan, since 2002, and offers strategic alternatives and recom...
Quitzau, Maj-Britt; Hoffmann, Birgitte
It is widely recognised that the world is facing climate challenges that necessitate transitions towards more energy-efficient buildings. A key challenge is that visions of energy efficient buildings in policies often fail to become aligned with existing local practices. In order to overcome such a gap between policy visions and their implementation in practice specific forms of strategic work is needed, according to new transformative ideas in spatial planning. The aim of this paper is to characterize the transformative capacities of this kind of strategic work at the spatial scale of the town in order to assess how such activities engage with sustainable transitions. The theoretical contribution of the paper is to compare strategic work performed in transformative forms of spatial planning with the strategic work intended in strategic niche management, which represent a change-management process for enabling transitions. The study outlines the proactive spatial planning of a Danish local authority in order to illustrate how the strategic work performed in this kind of local development project represents a special form of niche management that is able to create room for innovation and challenge existing socio-technical regimes in the building sector, but still different to typical strategic niche management processes. Based on this empirical study, the paper challenges the narrow focus on niches around technology development processes in strategic niche management by pointing towards niche planning in local development projects as another relevant context for niche management. However, as discussed in the paper, this assumes a more strategic form of planning than is often practised today, where more emphasis is put on how planning can contribute to promoting sustainable transitions.
This volume described in detail the Department's research and technology development activities and their funding at the Department's laboratories. It includes 166 Mission Activity Profiles, organized by major mission area, with each representing a discrete budget function called a Budget and Reporting (B ampersand R) Code. The activities profiled here encompass the total research and technology development funding of the laboratories from the Department. Each profile includes a description of the activity and shows how the funding for that activity is distributed among the DOE laboratories as well as universities and industry. The profiles also indicate the principal laboratories for each activity, as well as which other laboratories are involved. The information in this volume is at the core of the Strategic Laboratory Mission Plan. It enables a reader to follow funds from the Department's appropriation to a specific activity description and to specific R ampersand D performing institutions. This information will enable the Department, along with the Laboratory Operations Board and Congress, to review the distribution of R ampersand D performers chosen to execute the Department's missions
This volume described in detail the Department`s research and technology development activities and their funding at the Department`s laboratories. It includes 166 Mission Activity Profiles, organized by major mission area, with each representing a discrete budget function called a Budget and Reporting (B & R) Code. The activities profiled here encompass the total research and technology development funding of the laboratories from the Department. Each profile includes a description of the activity and shows how the funding for that activity is distributed among the DOE laboratories as well as universities and industry. The profiles also indicate the principal laboratories for each activity, as well as which other laboratories are involved. The information in this volume is at the core of the Strategic Laboratory Mission Plan. It enables a reader to follow funds from the Department`s appropriation to a specific activity description and to specific R & D performing institutions. This information will enable the Department, along with the Laboratory Operations Board and Congress, to review the distribution of R & D performers chosen to execute the Department`s missions.
This strategic plan addresses information management for the Environmental Restoration (ER) Program at the Hanford Site. This Program leads the cleanup of the Hanford Site's soil, groundwater, buried waste, and the decontamination and decommissioning of facilities. The vision that drives this strategic plan is to ensure that quality information is available to the people who need it, when they need it, at a convenient location, in a usable form, and at an acceptable cost. Although investments are being made in managing the vast amounts of information, which include data, records and documents associated with the Hanford Site's production history and new cleanup mission, it is widely recognized that efforts to date have not accomplished the vision. Effective information management involves more than the compilation of massive amounts of electronic and non-electronic information. It also involves integrating information management into business processes that support user's needs and decisionmaking. Only then can information management complement and enable environmental restoration priorities and practices, help identify environmental restoration requirements, and enable communication within the Environmental Restoration Program and between the Program and its stakeholders. Successfully accomplishing the Hanford Site mission requires an integrated approach to information management that crosses organizational boundaries, streamlines existing systems, and builds new systems that support the needs of the future. This plan outlines that approach
Cowley, P.J.; Beck, J.E.; Gephart, R.E. [and others
This strategic plan addresses information management for the Environmental Restoration (ER) Program at the Hanford Site. This Program leads the cleanup of the Hanford Site`s soil, groundwater, buried waste, and the decontamination and decommissioning of facilities. The vision that drives this strategic plan is to ensure that quality information is available to the people who need it, when they need it, at a convenient location, in a usable form, and at an acceptable cost. Although investments are being made in managing the vast amounts of information, which include data, records and documents associated with the Hanford Site`s production history and new cleanup mission, it is widely recognized that efforts to date have not accomplished the vision. Effective information management involves more than the compilation of massive amounts of electronic and non-electronic information. It also involves integrating information management into business processes that support user`s needs and decisionmaking. Only then can information management complement and enable environmental restoration priorities and practices, help identify environmental restoration requirements, and enable communication within the Environmental Restoration Program and between the Program and its stakeholders. Successfully accomplishing the Hanford Site mission requires an integrated approach to information management that crosses organizational boundaries, streamlines existing systems, and builds new systems that support the needs of the future. This plan outlines that approach.
This paper analyses contemporary experiments of building governance capacity in new soft spaces in Denmark through processes of spatial strategy-making. The paper argues that new soft spaces are emerging in Danish spatial planning, which set out to promote more effective forms of strategic spatial planning. The Danish case of soft space planning demonstrates how Danish soft spaces at subnational scales fail to fill in the gaps between formal planning structures and provide the glue that binds formal scales of planning together as promised in the soft space literature. This raises a number of critical questions about whether the normative arguments in the soft space literature are unfounded, or whether the significance of soft spaces is simply overrated in the planning literature. Furthermore, it is argued that critical attention needs to be paid to the prevalence of soft spaces in spatial planning, and how their obsession with promoting economic development at the expense of wider planning responsibilities support contemporary neoliberal transformations of strategic spatial planning.
The Nuclear Power Oversight Committee (NPOC) has developed a Strategic Plan with the goal of being able to order new nuclear power plants by the mid-1990s, which could be built and operating to meet electricity demand by the turn of the century. Section 2 of this report presents an outline of the plan. Section 3 provides detailed action plans. The Strategic Plan, when successfully executed, provides an institutional framework within future advanced nuclear plants could be built with confidence. This plan outlines an integrated effort to address the range of institutional and technical interest, on which significant progress must be achieved to make nuclear power attractive for the 1990's
The Department of Safeguards of the International Atomic Energy Agency implements a structured strategic planning process to ensure that safeguards will continue to be both effective and efficient in the future. This process provides the Department with a comprehensive and coherent planning framework for the short (2 years), medium (6 years) and long (12 years) term. The Department's suite of planning documents includes a long-term strategic plan and an associated long-term research and development plan as well as a biennial development and implementation support programme. The Department's Long-Term Strategic Plan 2012-2023 addresses the conceptual framework for safeguards implementation, legal authority, technical capabilities (expertise, equipment and infrastructure) and the human and financial resources necessary for Agency verification activities. As research and development (R&D) are essential to meet the safeguards needs of the future, the Department-s Long-Term R&D Plan 2012-2023 is designed to support the Long-Term Strategic Plan 2012-2023 by setting out the capabilities that the Department needs to achieve its strategic objectives, and key milestones towards achieving those capabilities for which Member State R&D support is needed. The Long-Term R&D Plan 2012-2023 addresses the Department's R&D requirements in areas such as safeguards concepts and approaches; detection of undeclared nuclear material and activities; safeguards equipment and communication; information technology, collection, analysis and security; analytical services; new mandates; and training. Long-term capabilities discussed in the presentation include deployed systems (e.g., equipment at facilities); analytical (e.g., sample analysis), operational (e.g., staff expertise and skills) and readiness (e.g., safeguarding new types of facilities) capabilities. To address near-term development objectives and support the implementation of its verification activities as well as to support the attainment of longer term R&D objectives, the Department develops biennially a Development and Implementation Support (D&IS) Programme for Nuclear Verification. The D&IS Programme for Nuclear Verification 2014-2015 identifies 24 projects in such areas as verification technology development, safeguards approaches, information processing and analysis, and training. Its implementation would not be possible without the transfer of technology, funds and expertise provided by Member State Support Programmes
Full Text Available Contemporary trends in global competition, rapid technological developments and increased use of management information systems and the Internet, developments in planning and control and management thinking, and changing demographics are putting pressures
ORD's Strategic Action Plan for IM/IT (2011) was collaboratively developed with input from ORD research and administrative personnel. It identifies actions necessary to support ORD's priority IM and IT needs.
Full Text Available The paper emphasizes the efforts of Romanian authorities to implement program budgeting. Based on the first results, authorities decided to establish a link between strategic planning and budgeting, as a condition for implementing multi-annual budgeting.
Full Text Available PT. Venturium System Indonesia is a company engaged in IT solutions which serves IT solution for their customers from banking firms in Indonesia. This purpose of this research is to develop a Strategic IT planning for PT. Venturium System Indonesia in accordance with the strategic plan. The applied research method is a framework for IT Strategic Planning of John Ward and Joe Peppard and Enterprise Architecture documentation from Scott A. Bernard. This research uses SWOT analysis and IT Balanced Scorecard to analyze the requirements of IT at PT. Venturium System Indonesia. Results of the analysis are proposed as Information System applications, such as: Knowledge Management System Application, Automatic File Transfer and E-Report which are parts of the IT strategic plan on PT. Venturium System Indonesia. Results of the analysis also generate some policies requirements to be applied by PT. Venturium System Indonesia.
Groot, P J; Stark, R
Strategic Plan for Astronomy in the Netherlands 2011 - 2020, written by the Netherlands Committee for Astronomy (NCA), on behalf of the excellence research school in astronomy NOVA, (combining the university astronomy institutes of the universities of Amsterdam, Groningen, Leiden and Nijmegen), the NWO division of Physical Sciences, the Netherlands Institute for Radio Astronomy ASTRON and the Netherlands Institute for Space Research SRON. The Strategic plan outlines the scientific priorities for Dutch astronomy in the next decade; the instrumentation effort required to address these priorities, and the connection between astronomical instrumentation and technology development and fundamental technological R&D; the financial contours needed to realise the priorities; and the role of Dutch astronomy in education and outreach. The Strategic Plan also includes a retrospective on the achievements since the last Strategic Plan (2000) and a forward look beyond 2020.
This paper describes the application of several group management techniques to the creation of needs specifications and information systems strategic plans in health care institutions. The overall process is called the “Strategic Thinking Process”. It is a formal methodology that can reduce the time and cost of creating key documents essential for the successful implementation of health care information systems.
Daniel Ofori; Esther Atiogbe
Purpose - The study sought to carry out a comparative evaluation of strategic planning in public universities in Ghana and to examine the flexibility of the resulting strategic plans in the face of emerging challenges.Methodology - It adopted a multi-stage and stratified sampling method to select three public universities in Ghana; using a self-administered questionnaire. In all 150 questionnaire were administered and 100 were received for analysis, giving a return rate of about 66%. ...
Kolsoom Abbasi Shahkooh
Full Text Available To implement e-government successfully, it is important to have appropriate strategies. According to this, at first, different models of e-government are reviewed and the important parameters and key issues for e-government strategic planning are extracted. Secondly, as foresight is a suitable tool to determine appropriate strategies, different foresight frameworks are reviewed. Finally, a conceptual framework for e-government strategic planning based on foresight concept is presented.
Groot, P. J.; K. Kuijken; Stark, R.
Strategic Plan for Astronomy in the Netherlands 2011 - 2020, written by the Netherlands Committee for Astronomy (NCA), on behalf of the excellence research school in astronomy NOVA, (combining the university astronomy institutes of the universities of Amsterdam, Groningen, Leiden and Nijmegen), the NWO division of Physical Sciences, the Netherlands Institute for Radio Astronomy ASTRON and the Netherlands Institute for Space Research SRON. The Strategic plan outlines the scie...
The Aim of this study was to develop a strategic marketing plan for case organization, Silver Lining Creation Ry (SLC) which is a not-for-profit social media organization based in Finland but works in global prospects. It seems that practicing strategic marketing planning enhances the ability of NPOs to sustain, reach the resources and achieve the objectives. Thus, this study helps SLC for a long run and improves the performance to reach the resources. The study literatures were based on the ...
Kolsoom Abbasi Shahkooh; Ali Abdollahi; Mehdi Fasanghari; Mohammad Azadnia
To implement e-government successfully, it is important to have appropriate strategies. According to this, at first, different models of e-government are reviewed and the important parameters and key issues for e-government strategic planning are extracted. Secondly, as foresight is a suitable tool to determine appropriate strategies, different foresight frameworks are reviewed. Finally, a conceptual framework for e-government strategic planning based on foresight concept is presented.
Vasilevska Ljiljana; Vasi? Milanka
The increasing interest in a strategic approach to space arrangement at all levels, and particularly on the intra and interregional level, as well as the changes in the area of spatial and regional planning, are some of the basic characteristics of theoretical and practical activities and efforts undertaken and realized in the field of organization and arrangement of space in the European Union during recent decades. Strategic planning gained importance in the framework of those changes...
Vanella, R.; Lucca, C; Pittari, J.R.; Steinberg, F.; Zwanenburg, M.
The Strategic Plan of Cordoba (SPC) is one of the few strategic urban development plans in Latin America, which has actually been implemented in the majority of its components. The SPC was conceived as a collective and global project of the city as a whole without excessive conflicting interests or special ownership by a few. The SPC integrated a policy of public works – oriented at the “social debt” which existed in the city – with a work on urban norms and directions and econ...
Sytnyk Ganna V.
Full Text Available The article justifies increase of the role of strategic financial planning in trading companies under modern economic conditions, which form new challenges for traditional management systems. On the basis of analysis of existing approaches to organisation of strategic financial planning the article formulates author’s own vision of its content and structure of a strategic financial plan on the basis of integration of concepts of the balanced scorecard (BSC and economic value added (EVA, which, according to the author, could be taken as a basis of organisation of strategic financial planning in a trading company of any format and provides a number of advantages, namely: allows integration of a strategic financial plan and the process of its development into a uniform strategic process in a company; converts it into an effective tool of finance management (it formalises and specifies the financial strategy, informs about its main directions and brings its provisions to executors, allows formation of a system of personnel motivation, facilitates realisation of a strategic financial plan; integration of BSC and EVA concepts facilitates increase of effectiveness of company activity, since it integrates main provisions of strategic and value-oriented management. In this arrangement the EVA concept, apart from financial components, is supplemented with the prospect of “competence”, within the framework of which goals, indicators and programmes of improvement of business processes are substantiated and the balanced scorecard gets a clear orientation at formation of value; the specified approach could be effectively realised upon the principles of process management.? ?????? ?????????????? ??????????? ???? ??????????????? ??????????? ???????????? ?? ???????????? ???????? ? ??????????? ???????? ??????????????, ??????? ????????? ????? ?????? ??? ???????????? ?????? ??????????. ?? ?????? ??????? ???????????? ???????? ? ??????????? ??????????????? ??????????? ???????????? ? ?????? ?????????????? ????????? ??????? ??? ?????????? ? ????????? ??????????????? ??????????? ????? ?? ???? ?????????? ????????? ???????????????? ??????? ??????????? (BSC ? ????????????? ??????????? ???????? (EVA, ???????, ?? ?????? ??????, ????? ???? ????? ?? ?????? ??????????? ??????????????? ??????????? ???????????? ?? ??????????? ???????? ?????? ??????? ? ???? ??? ???????????, ? ??????: ????????? ????????????? ?????????????? ?????????? ???? ? ??????? ??? ?????????? ? ????? ?????????????? ??????? ?? ???????????; ?????????? ??? ? ??????????? ?????????? ?????????? ????????? (?? ??????????? ? ?????????????? ?????????? ?????????, ??????????? ? ?? ???????? ???????????? ? ??????? ?? ????????? ?? ?????????? ????????????, ????????? ??????????? ??????? ????????? ?????????, ???????????? ?????????? ??????????????? ??????????? ?????; ?????????? ????????? BSC ? EVA ???????????? ????????? ???????????????? ???????????? ???????????, ??? ??? ??????????? ???????? ?????
In 1994, Baldwin-Wallace College produced a Strategic Plan for Information Technology. This plan mandated changes in the influx of technology, the structure of IT, and technology committees. The published plan included the organizational structure of the College, a SWOT analysis (strengths, weaknesses, opportunities, and threats), ten proposed…
Fairchild-Pierce, Jennifer Elis
This dissertation provides historical insight into the design and implementation of one strategic plan of a public higher education system in an effort to inform future similar strategic planning processes. On July 1, 1994, the Board of Regents appointed Stephen R. Portch the ninth Chancellor of the University System of Georgia. The timing was…
Downing, David L.
This study describes and implements a necessary preliminary strategic planning procedure, the Internal Environmental Scanning (IES), and discusses its relevance to strategic planning and university-sponsored lifelong learning program model selection. Employing a qualitative research methodology, a proposed lifelong learning-centric IES process…
Grunert, Klaus G.
Two kinds of cognitive processes can be distinguished: Automatic processes, which are mostly subconscious, are learned and changed very slowly, and are not subject to the capacity limitations of working memory, and strategic processes, which are conscious, are subject to capacity limitations, and can easily be adapted to situational circumstances. Both the perception of advertising and the way advertising influences brand evaluation involves both processes. Automatic processes govern the recognition of advertising stimuli, the relevance decision which determines further higher-level processing, the retrieval of information, and provide a heuristic for brand evaluation. Strategic processes govern learning and inference formation. T relative importance of both types of processes will depend on product involvement. The distinction of these two types of processes leads to some conclusions which are at variance with current notions about advertising effects. For example, the att span problem will be relevant only for strategic processes, not for automatic processes, a certain amount of learning can occur with very little conscious effort, and advertising's effect on brand evaluation may be more stable for low than for hig involvement products. Udgivelsesdato: OCT
Levinson, Wendy; Axler, Helena
Leaders in academic health centers (AHCs) must create a vision for their academic unit embedded in a complex environment. A formal strategic planning process can be valuable to help shape a clear vision taking advantage of potential collaborations and to develop specific achievable long- and short-term goals. The authors describe the steps in a formal strategic planning process and illustrate it with the example of the Department of Medicine at the University of Toronto Faculty of Medicine beginning in 2004. The process included the active participation of over 300 faculty members, trainees, and stakeholders of the department and resulted in broad-based support and leadership for the resulting plan. The authors describe the steps, which include getting started, committing to planning principles, establishing the work plan, understanding the environment, pulling it all together, shaping the vision, testing strategic directions, building effective implementation, and promoting the plan. Articulation of vision, mission, and values informed the plan's development, as well as 10 key principles integral to the plan. Challenges and lessons learned are also described. The final strategic plan is an active core activity of the department, guiding decisions and resource allocation and facilitating measurement of success or shortcomings. The process the authors describe is applicable to multiple academic units, including divisions/sections, departments, or thematic programs in AHCs. PMID:17762263
In the fifth chapter of this CD ROM the strategic plans of the Slovak Electric, Plc. (Slovenske elektrarne, a.s.), are presented. It consist of next paragraphs (1) The programme of strategic changes (Declaration of the programme; The need for change; Major tasks; The management structure; Interconnections between the PSC target areas; The PSC projects); (2) The development of the Company (The major objectives of the Company; The energy plan of Slovakia; Analysis of development Alternatives; Results of the analysis; Economic comparison of the alternatives; Development of generation, The information system; Strategic goals and legislation). (3) The quality control system
Dayr, Reis; Leticia, Peña.
Full Text Available Ao reconhecer e analisar minuciosamente os papéis interligados da satisfação do cliente, da qualidade e do planejamento estratégico, este artigo fornece uma base analítica para criação de uma cultura e uma organização orientadas para o cliente. Ele mostra como a qualidade começa e termina no cliente [...] . As empresas que estão obtendo melhorias contínuas a longo prazo em qualidade voltada para a satisfação do cliente possuem características persistentes, tais como orientação para o cliente, percepção e participação interativa do cliente. Dessa forma, elas libertam o conceito de qualidade do produto ou do foco no serviço para abranger a total conformidade às exigências do cliente apesar da funcionalização e departamentalização existentes de estruturas complexas modernas. Além desses componenteschave, uma organização orientada para o cliente requer a edificação e manutenção de um sistema de valor e cultura de satisfação do cliente que torna a melhoria da qualidade e a relação intensificada visando à satisfação do cliente aspectos permanentes da vida organizacional. Abstract in english By acknowledging and dissecting the interconnected roles of customer satisfaction, quality, and strategic planning, this paper provides an analytical framework for creating a customer-driven organization and culture. It shows how quality starts and ends with the customer. Companies that are achievin [...] g long-term continuous improvement in quality tailored to customer satisfaction possess lasting characteristics such as customer orientation, customer consciousness, and customer responsiveness. In doing so, they liberate the quality concept from the narrow product or service focus to encompass total conformance to customer requirements in spite of the existing functionalization and departmentalization of modern complex structures. In addition to these key components, a customer-driven organization demands building and nurturing a customer satisfaction culture and value system that makes quality improvement and heightened concern for customer satisfaction a permanent aspect of organizational life.
Full Text Available Conceptual works on tourism destination competitiveness affirm the central importance of planning the process of value creation within destination. Italy is an emblematic case of why and how a leading tourism destination may lose competitiveness along the years. Up to the 1980s Italy was in fact the top international tourism destination, but then such ranking gradually decreased, because of more complexity of sector and, over all, because of marginality of tourism in the government agenda and more in general of the country. After years of strategic myopia, Italy finally has a tool that formalizes its vision and indicates the key factors that can be leveraged in order to regain ground. In 2013, Italy adopted a National Strategic Plan. Therefore, this paper aims to describe an important turning point in tourism policies for the economic and cultural development of Italy. The research highlights the problematic areas of Italy’s tourism industry and explains how a new approach should make the Italian destination able to successfully compete on the international tourism market.
Five grand strategic goals are the centerpiece of a strategic plan released on 30 September by the U.S. Environmental Protection Agency (EPA). The plan for fiscal years 2011-2015 outlines goals including taking action on climate change and improving air quality, protecting America's waters, cleaning up communities and advancing sustainable development, ensuring the safety of chemicals and preventing pollution, and enforcing environmental laws. “We will continue to affirm the core values of science, transparency, and the rule of law in addressing these priorities. These are the most urgent issues we must confront through 2015,” EPA administrator Lisa Jackson wrote in the plan. For more information, visit http://www.epa.gov/ocfo/plan/2015/FY2011_2015_EPA_Strategic_Plan.pdf.
Claudia E. Tuclea
Full Text Available The purpose of this paper is to explore the strategic behavior of travel agencies in Romania and their strategy development process before and during the current economic crisis. Using 88 in-depth interviews with Romanian managers of travel agencies of different sizes, we pursued the understanding the extent to which they use strategic management, the role of strategic management on leading travel agencies before and during the crisis, and the changes of their strategic planning process due to the crisis. The research also aims to identify how they perceive the impact of the crisis on the business environment and the behavior of competitors. The findings suggest that, at first, travel agencies followed an informal strategic planning process, with a high emphasis on the short-term objectives given the turbulence of the environment affected by the economic crisis. This turned into a tougher emphasis put on financial and cutting costs measures. The crisis prolonged and the managers rediscovered the role of strategy, trying to find new ways of creating value for the customers, reconsidering the role of competitive advantage. The paper offers an image of strategic management processes of travel agencies and the changes in their strategic direction and behavior as a result of the financial and economic crisis, approaching a well-defined theoretical and practical need.
Full Text Available AbstractBackground and Objective: Every organization requires ongoing evaluation of existing conditions. The purpose of this study is to assess and analyze the standards and criteria that each Laboratory system is required to observe and upgrade them, to determine the gap between the ideal and the current status and finally to present the strategy and executive plan in order to achieve the desirable status.Material and Methods: This study was performed in a medical diagnostic laboratory in Gorgan by using the quality system checklist related to medical diagnostic laboratories, which was revised in 2009. Internal evaluation matrix (Internal Factor Evaluation was used to examine the main factors in the context of establishing a quality management system in a clinical laboratory.After examining the factors, determining the laboratory status, recording the results of monitoring (in terms of strengths and weaknesses and determining the gap between existing and desirable status, we provided the appropriate and effective solutions in line with defined standard.Results: of 164 items thatshould have been done in the first assessment, 111 (67.7% items are in performed group and 53 (32.3% are not in. After compiling and running a plan, 147 (89.6% are performed, 15 (9.2% needed to be modified and 2 (1.2% still not performed. It is evident that a significant difference (p< 0.05 and a tangible improvement in current problems are seen after establishing the qualitysystem in the laboratory. The lab equipment, lab space and facilities, pre-examination process, testing process and post-examination process are considered .Regarding the health and safety in the laboratory, lab equipment, lab space and facilities, pre-examination process, testing process and post-examination process, no significant difference is observed between before and after the implementation of the program.Conclusion:after establishing the quality system in laboratory, a significant difference and tangible improvement in the current problems are observed. It is implied the importance of pre-planned responses to problems and the performance of strategic planning.Keywords: Strategic Planning, Medical Diagnostic Laboratory, Quality Control
Mohammad Reza Shojaee
Full Text Available For years, tangible assets used to be the most important precious wealth of organizations. However, the recent advances in technology has changed this concept and today, intangible assets such as human resources, customers, processes are playing essential roles on making strategies. In this paper, we present a study to setup appropriate strategies using the implementation of balanced score card in four perspectives of customers, processes, learning and financial. The proposed study of this paper gathers important factors through three different brainstorming sessions and prioritize them using TOPSIS method. Based on the results of MCDM technique, selecting appropriate target market for penetration is the number one priority followed by having good accounting system and preparing for more diversified production. These are the most important items influencing strategic planning. Therefore, the study uses BSC for the first two important strategies and discusses possible actions for productivity improvement.
Tomlinson, Julie J.
Bioanalytical automation expanded at Glaxo Inc. from 1987 to 1991 by cycling through periods of justification, planning, implementation, obstacle-jumping and success, which justified continued cycling. In 1990 it became evident that the technology and its growth needed to be planned and the resources had to be managed. A Strategic Plan was researched and prepared. The plan describes the mission, values, goals and structure of the Bioanalytical Automation Group and the mos...
In a competitive business environment, The Educational Foundation may decides two strategic business policies related to information system (IS) and information technology (IT) implementation. These are, optimalization of IS/ IT implementation for increasing services quality and its utilization as a core business competitiveness as a whole. However, a strategic planning for information system (SPIS) is required to implement these business policies. SPIS is a process for determining required I...
Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.
Hu, Zhaoguang; Wen, Quan
Integrated Resource Strategic Planning and Power Demand-Side Management elaborates two important methods - Integrated Resource Strategic Planning (IRSP) and Demand Side Management (DSM) - in terms of methodology modeling, case studies and lessons learned. This book introduces a prospective and realistic theory of the IRSP method and includes typical best practices of DSM for energy conservation and emission reduction in different countries. It can help energy providers and governmental decision-makers formulate policies and make plans for energy conservation and emission reduction, and can hel
Milena Lopes Santana
Full Text Available From a qualitative research based on a method triangulation, this paper focused on evaluating the perception of managers, technicians and users of four Primary Care Health Centers of Pindamonhangaba, São Paulo, Brazil, as to the spontaneous demand conduct, in order to analyze if they have been pondered on the Situational Strategic Planning. The following analysis structures were found related to the spontaneous demand conduction: user embracement, work process, records, priorities, plans, communication and permanent education. The explanative, normative, strategic and operational moments were the themes pertinent to the strategic planning. The speech analysis suggests that the work process is fragmented, hierarchical and focused on the nurse. The assistance priorities do not occur by means of technical criteria, but by common sense, which results in a discontented user and in a poor quality assistance. The professionals involved do not promote a communicative process able to unify the language, useful in the elaboration of a common aim. There is not, therefore, a team synergy to achieve the best ways of conducting the spontaneous demand, which result from a mental plan, from “attempt and failure” and from everyday experience, to the detriment of a strategic thought. The study reveals that the present management model needs to be reviewed, under the risk of compromising the social regional development and it proposes the permanent education implantation to the health workers in the municipality, emphasizing the strategic planning, the appropriation and reinterpretation of the territory features and experienced situations.
The entry into force of part II of D. Lgs. 152/2006 establishing the procedures for strategic environmental assessment for plans and programs. The application of legislation to the development plan of the electric network of the National Transmission System verify testing conducted by Terna with ministries and authorities with environmental competences
The Hanford Site missions are to clean up the Site, to provide scientific knowledge and technology to meet global needs, and to partner in the economic diversification of the region. To achieve these long-term missions and increase confidence in the quality of the Site's decision making process, a dramatically different information management culture is required, consistent with US Department of Energy (DOE) mandates on increased safety, productivity, and openness at its sites. This plan presents a vision and six strategies that will move the Site toward an information management culture that will support the Site missions and address the mandates of DOE
International travel agency is the case company where I did my practical training. This thesis focuses on analyzing the case company’s current situation, market environment and competition situation in the tourism market. The main objective is to analyze the complex situation of the case company to develop a strategic marketing plan for the case company to gain competitive advantage. In order to reach the objective, the thesis finds answers to the questions of what the current strategic marke...
Ali Riza ERDEM
Full Text Available In conventional education process, there have always been certain obstacles throughout the human history. From that point of view, “Open and Distance Education” are the ones which are much more sensitive to quality and to the dissemination of knowledge to society as well as having certain advantages in getting over matters rather than in-class processes. In our country, for public institutions, the vitality of “strategic planning” has recently been recognized and established as a legal substructure. Besides, organizations and educational institutions of the government, which legally offers “Open and Distance Education” without any profit concern, are also responsible for creating a strategic guide-line. A process established by Bryson for public institutions, “A Ten-Step Strategic Planning Process” could be used in those strategic planning of the educational institutions of the government, which are of nonprofit concern, to ease strategic thought and organizational momentum by their administrators in on attendant, careful, and logical way.
Chen, George C. M.
This paper contains a strategic analysis of a data processing company that provides outsourced payroll services to employers in Canada. For the purpose of confidentiality, the name of this company is disguised as ABC Canada. This company is in a mature industry, which is characterized by slow growth and narrowing of product differentiation as new entrants are able to penetrate the market at lower cost due to the advancement in information technology. The growth of this industry in the last fo...
Bioenergy research at Forestry Canada includes all aspects of production and growth of forest biomass for energy. Forestry Canada has conducted research in these areas since 1978, primarily through the ENFOR (Energy from the Forest) program funded through the interdepartmental Panel on Energy Research and Development (PERD). A previous strategic plan provided direction for bioenergy research from 1987 to 1992. Between 1992 and 1997, the primary research emphasis will be on environmental impacts of biomass harvesting. Priority will also be given to intensive silviculture to improve biomass productivity. Economics studies will be given a broader, nationwide perspective. Technology transfer will be accomplished through reviews of achievements and via workshops and demonstrations. These activities will be undertaken within the context of the PERD process for funding of proposals. The work will be implemented through Forestry Canada's ENFOR program, which focuses on contract research and development, and through participation in international collaborative research under the Bioenergy Agreement of the International Energy Agency
This paper provides guidance in the definition, documentation, measurement, enhancement of processes, and validation of a strategic plan for configuration management (CM). The approach and methodology used in establishing a strategic plan is the same for any enterprise, including the Department of Energy (DOE), commercial nuclear plants, the Department of Defense (DOD), or large industrial complexes. The principles and techniques presented are used world wide by some of the largest corporations. The authors used industry knowledge and the areas of their current employment to illustrate and provide examples. Developing a strategic configuration and information management plan for DOE Idaho Field Office (DOE-ID) facilities is discussed in this paper. A good knowledge of CM principles is the key to successful strategic planning. This paper will describe and define CM elements, and discuss how CM integrates the facility's physical configuration, design basis, and documentation. The strategic plan does not need the support of a computer aided software engineering (CASE) tool. However, the use of the CASE tool provides a methodology for consistency in approach, graphics, and database capability combined to form an encyclopedia and a method of presentation that is easily understood and aids the process of reengineering. CASE tools have much more capability than those stated above. Some examples are supporting a joint application development group (JAD) to prepare a software functional specification document and, if necessary, provide the capability to automatically generate software application code. This paper briefly discusses characteristics and capabilities of two CASE tools that use different methodologies to generate similar deliverables
Full Text Available During the strategic planning activity process, a very important step is to conduct internal and external audit. Marketing audit is not an isolated process within the organization; it is a component of the management audit assessing the impact of environmental factors on all activities of the organization. Marketing Audit is considered by many authors only an analysis of internal and external environment of the organization. In the development and substantiation of marketing strategy, marketing audit is set in the strategic marketing planning, which shows that it is an assessment tool and control and, at the same time, a way of the strategy implementation. The audit marketing is therefore part of the organization's strategic marketing plan.
Lúcio Melre da, Silva; João, Souza Neto.
Full Text Available The purpose of this research is to present a method for measuring the degree of alignment between Strategic Planning and Information Technology Management practices and Information Technology Governance. A survey of IT governance maturity at the High Courts and the Supreme Court was carried out in o [...] rder to reach this aim. The Attribute Table of the COBIT 4.1 was used both as a model for maturity analysis as for the degree of alignment of IT strategic plans of these bodies with the IT Strategic Planning established by the National Judiciary Council (CNJ). It was assessed the maturity of thirty four processes, according to six attributes, in the four COBIT domains. The proposed method, named COMPLAN-GTI, allows the linking of the guidelines of the strategic planning to the COBIT processes. The field research above mentioned shows that the alignment between the planning established by the CNJ and those established by the High Courts and Supreme Court is around 68%, leading to the conclusion that the policies and actions established by the National Council of Justice for the Judiciary are being followed. The application of the method is also used to confirm whether the management practices and the IT Governance are consistent with the strategic plan established by the organization. It was observed in the research carried out in the Courts that the average convergence between PETIs and management practices and Governance lies around 70%, leading to the conclusion that the strategic plans exerted influence on the action planning of these organizations.
This guide provides an overview of strategic electricity planning for communities, using a step-by-step approach to develop the plan. This method has a high chance of success, because it is based on stakeholder buy-in and political commitment. Not all communities will need to follow all steps, but the process is designed to incorporate all parties, maximize solution-based thinking, and develop a plan that can be carried out by community leaders.
Denmark's future energy system is to be entirely based on renewable energy sources. Municipalities will play an important role as local energy planning authorities in terms of adopting and refining this vision in different local contexts. Based on a review of 11 municipal energy plans, this paper examines to what extent municipal energy planning matches national 100% renewable energy strategies. The results indicate a willingness among Danish municipalities to actively carry out energy planning, and the plans reveal a large diversity of (new) activities. At the same time, however, there is a strong need for better coordination of municipal energy planning activities at the central level. It is suggested that the role of municipalities as energy planning authorities needs to be outlined more clearly in, e.g., strategic energy planning which integrates savings, efficiency and renewable energy in all (energy) sectors. This requires the state to provide municipalities with the necessary planning instruments and establish a corresponding planning framework. Consequently, there is a need for a simultaneous centralisation and decentralisation during the implementation of the 100% renewable energy vision. The paper outlines a basic division of tasks between the central and the local level within such a strategic energy planning system. - Research highlights: ? There is a large variety of energy-related activities in the 11 municipal energy and climate plans. ? Only few plans contain all relevant sectors and activities in relation to a 100% RES. ? Neglected areas are private transport, system regulation/integration and private buildings. ? There is an acute need for coordination of municipal energy planning at the central level. ? Strategic energy planning should integrate national policy with municipal energy planning.
The purpose of this strategic plan is to establish a framework that will allow the Department of Energy (DOE) and the nuclear power industry to jointly plan the nuclear energy research and development (R and D) agenda important to achieving the Nation's energy goals. This strategic plan has been developed to focus on only those R and D areas that will benefit from a coordinated government/industry effort. Specifically, this plan focuses on safely sustaining and expanding the electricity output from currently operating nuclear power plants and expanding nuclear capacity through the deployment of new plants. By focusing on R and D at addresses the needs of both current and future nuclear plants, DOE and industry will be able to take advantage of the synergism between these two technology areas, thus improving coordination, enhancing efficiency, and further leveraging public and private sector resources. By working together under the framework of this strategic plan, DOE and the nuclear industry reinforce their joint commitment to the future use of nuclear power and the National Energy Policy's goal of expanding its use in the United States. The undersigned believe that a public-private partnership approach is the most efficient and effective way to develop and transfer new technologies to the marketplace to achieve this goal. This Strategic Plan is intended to be a living document that will be updated annually
Shirey, Maria R
This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author explores the use of the Lewin's Theory of Planned Change as a strategic resource to mobilize the people side of change. An overview of the theory is provided along with a discussion of its strengths, limitations, and targeted application. PMID:23343723
POP Zenovia Cristiana
Full Text Available For developing economies the development of enterprises should be a strategic goal, this way of thinking may become viable only as a result of a combination of judicious analysis based on specific local economic aspects and a set of actions to correct any slippage or amplify existing development trends taken by the managers. A better leadership would unequivocally lead to a better strategy but sometimes the lack of information, first about the external environment, continuously undergoing quick and radical changes, the political problems and the complexity of the implementation of the strategy or the costs that it implies are not taken into consideration. Therefore managers have two options: to establish strategies, which would lead to the achievement of the objectives; evaluate them on the basis of economic efficiency or to identify an already existent strategy and to adapt it to the environment changes in which the enterprise carries on its activity. This paper aims at discussing and explaining from a theoretical perspective, the evolution and the advantages and disadvantages of the strategic management process, in order to convey the managers a modality to achieve competitiveness and evaluate the position of the firm. In the first section, we explain the the necessity of strategic management process. In the second section we present the different evolution stages. The third section presents our conclusions regarding the advantages and disadvantages of the strategic management process, fundamental for the strategy success. The financial crisis did affect the Romanian economy and Romanian enterprises early in 2009 registering an impact of the crisis identified in the need of the managers to rethink their strategies, to improve their management skills and perspectives on the role of the employees after the crisis. In this paper we try to underline the evolution stages of the strategic management process with its own characteristics by which both Romanian or foreign managers can evaluate the position of their enterprise and can take improvement measures, which may help sustain or gain competitiveness that has been affected by the crisis.
One of the components of the UKAEA's mission is to care for and, at the appropriate time, safely dismantle its radioactive facilities which are no longer in use. To assist in the development of an optimised strategy, AEA Technology was commissioned to produce decision support software. This paper describes the background to the development of the software, its key features and current status, and the lessons learnt during the development. The software, known as UKAEA SPS (Strategic Planning System), is a unique support software package that has been developed to assist in the planning of decommissioning and radioactive waste management. SPS models linked decommissioning and waste management strategies covering all of UKAEA's nuclear liabilities. It has been developed around the database package ACCESS, and runs on Pentium PCs; however, it has many of the features of project planning systems. Its principal outputs are costs, timings and utilisation data for the waste stores, processing facilities, transport and disposal operations displayed at any level of aggregation. This allows programme managers to see easily the effects of changing key parameters in a strategy under development. (author)
Mohammad Reza Noruzi; Farhad Nezhad Haj Ali Irani
Strategy is one of the fundamental parts of an organization, market and business. It integrates all business and organization's activity. It develops marketing environment and other related issuers in business. This paper aims to study on strategy, strategic planning and marketing.
A influência da liderança, cultura, estrutura e comunicação organizacional no processo de implantação do planejamento estratégico The influence of leadership, culture, structure and organizational communication in the implementation process of strategic planning
Juliane Ines Di Francesco Kich
Full Text Available O presente artigo tem o objetivo de avaliar como os fatores organizacionais, estrutura, liderança, cultura e comunicação influenciam no processo de implantação do Planejamento Estratégico, através de um estudo de caso. O embasamento teórico que norteou a pesquisa utilizou-se dos discursos sobre o Planejamento Estratégico, com foco no seu processo de implantação, assim como o que foi publicado sobre cultura, estrutura, liderança e comunicação e o envolvimento desses temas com o Planejamento Estratégico. Tais referenciais auxiliaram no entendimento desses conceitos no campo de estudo. A pesquisa se caracteriza como um estudo de caso único, com enfoque qualitativo, em que foram utilizados como instrumentos de coleta de dados: análise documental, entrevistas semiestruturadas em profundidade, questionário e observação sistemática; os dados foram analisados de forma qualitativa. A empresa analisada foi a Santa Luzia Laboratório Médico, devido a sua relevância na área em que atua. Por meio dos dados coletados, pode-se observar que para uma empresa implantar seu Planejamento Estratégico de forma eficaz, é preciso que tal planejamento esteja alinhado com sua cultura e integrado a sua estrutura, além de contar com uma comunicação eficaz e com a presença na organização de uma liderança envolvida no processo; esses aspectos foram citados na teoria e encontrados no estudo empírico. Pode-se concluir que, apesar de estarem integrados entre si, os fatores organizacionais estudados - estrutura, cultura, liderança e comunicação - atingiram o processo do Planejamento Estratégico na empresa analisada em diferentes intensidades, tanto no que tange à contribuição para sua efetiva implantação, quanto no que diz respeito a determinadas limitações.This article aims to evaluate how factors organizational structure, leadership, culture and communication influence the implementation process of strategic planning, through a case study. The theoretical framework that guided the research used discourse on strategic planning, focusing on its deployment process, as well as posted on culture, structure, leadership and communication and involvement with strategic planning, such references helped in understanding these concepts in the field -work. The research is characterized as a single case study with qualitative approach, where they were used as instruments of data collection: document analysis, semi-structured in-depth questionnaire and systematic observation, data were analyzed qualitatively. The company analyzed was the Santa Luzia Medical Laboratory, for their relevance in the area in which it operates. Through the data collected, it can be seen that for a company to deploy its strategic planning effectively, the latter must be aligned with its culture and its integrated structure, and rely on effective communication and the presence in the organization of leadership involved in the process, those aspects that were mentioned in the theory and found in the empirical study. It can be concluded that although they are integrated, the organizational factors studied - structure, culture, leadership and communication - has reached the strategic planning process in the company analyzed with different intensities, both in terms contribution to its effective implementation, as in with respect to certain limitations.
A influência da liderança, cultura, estrutura e comunicação organizacional no processo de implantação do planejamento estratégico / The influence of leadership, culture, structure and organizational communication in the implementation process of strategic planning
Juliane Ines Di Francesco, Kich; Maurício Fernandes, Pereira.
Full Text Available O presente artigo tem o objetivo de avaliar como os fatores organizacionais, estrutura, liderança, cultura e comunicação influenciam no processo de implantação do Planejamento Estratégico, através de um estudo de caso. O embasamento teórico que norteou a pesquisa utilizou-se dos discursos sobre o Pl [...] anejamento Estratégico, com foco no seu processo de implantação, assim como o que foi publicado sobre cultura, estrutura, liderança e comunicação e o envolvimento desses temas com o Planejamento Estratégico. Tais referenciais auxiliaram no entendimento desses conceitos no campo de estudo. A pesquisa se caracteriza como um estudo de caso único, com enfoque qualitativo, em que foram utilizados como instrumentos de coleta de dados: análise documental, entrevistas semiestruturadas em profundidade, questionário e observação sistemática; os dados foram analisados de forma qualitativa. A empresa analisada foi a Santa Luzia Laboratório Médico, devido a sua relevância na área em que atua. Por meio dos dados coletados, pode-se observar que para uma empresa implantar seu Planejamento Estratégico de forma eficaz, é preciso que tal planejamento esteja alinhado com sua cultura e integrado a sua estrutura, além de contar com uma comunicação eficaz e com a presença na organização de uma liderança envolvida no processo; esses aspectos foram citados na teoria e encontrados no estudo empírico. Pode-se concluir que, apesar de estarem integrados entre si, os fatores organizacionais estudados - estrutura, cultura, liderança e comunicação - atingiram o processo do Planejamento Estratégico na empresa analisada em diferentes intensidades, tanto no que tange à contribuição para sua efetiva implantação, quanto no que diz respeito a determinadas limitações. Abstract in english This article aims to evaluate how factors organizational structure, leadership, culture and communication influence the implementation process of strategic planning, through a case study. The theoretical framework that guided the research used discourse on strategic planning, focusing on its deploym [...] ent process, as well as posted on culture, structure, leadership and communication and involvement with strategic planning, such references helped in understanding these concepts in the field -work. The research is characterized as a single case study with qualitative approach, where they were used as instruments of data collection: document analysis, semi-structured in-depth questionnaire and systematic observation, data were analyzed qualitatively. The company analyzed was the Santa Luzia Medical Laboratory, for their relevance in the area in which it operates. Through the data collected, it can be seen that for a company to deploy its strategic planning effectively, the latter must be aligned with its culture and its integrated structure, and rely on effective communication and the presence in the organization of leadership involved in the process, those aspects that were mentioned in the theory and found in the empirical study. It can be concluded that although they are integrated, the organizational factors studied - structure, culture, leadership and communication - has reached the strategic planning process in the company analyzed with different intensities, both in terms contribution to its effective implementation, as in with respect to certain limitations.
Purpose: International schools are a growing class of educational institution. It has been suggested that few schools of this type have a marketing plan whilst research into development planning showed that few had a long-range plan. This paper aims to investigate these issues. Design/methodology/approach: This paper deals with a survey of 32…
Launching a new diagnostic imaging center involves very specific requirements and roadmaps, including five major areas of change that have a direct impact on planning: Imaging and communication technology Finances and reimbursement Ownership structure of imaging entities Critical workforce shortages Imaging is moving outside radiology First, planning must focus on the strategic level of any organization, whether it is a multi-national corporation or a six-person radiology group. Think of all organizations as a triangle with three horizontal levels: strategic, managerial and operational. The strategic level of decision-making is at the top of the triangle, and here is where planning must take place. For strategic planning to work, there must be focused time and energy spent on this activity, usually away from the reading room and imaging center. There are five planning strategies, which must have the explicit goal of developing and growing the imaging center. The five strategies are: Clinical and quality issues, Governance and administration, Technology, Relationships, Marketing and business development. The best way to plan and implement these strategies is to create work groups of radiologists, technologists, and administrative and support staff. Once the group agrees on the strategy and tactic, it takes responsibility for implementation. Embarking on the launch of a new outpatient diagnostic imaging center is no small undertaking, and anyone who has struggled with such an endeavor can readily attest to the associated challenges and benefits. Success depends on many things, and one of the most important factors relates to the amount of time and the quality of effort spent on strategic planning at the outset. Neglecting or skimping on this phase may lead to unforeseen obstacles that could potentially derail the project. PMID:12800560
A computational model called WASTE-MGMT has been developed to assist in the evaluation of alternative waste management approaches in a complex setting involving multiple sites, waste streams, and processing options. The model provides the quantities and characteristics of wastes processed at any facility or shipped between any two sites as well as environmental emissions at any facility within the waste management system. The model input is defined by three types of fundamental waste management data: (1) waste inventories and characteristics at the point of generation; (2) treatment, storage, and disposal facility characteristics; and (3) definitions of alternative management approaches. The model has been successfully used in the preparation of the US Department of Energy (DOE) Environmental Management Programmatic.Environmental Impact Statement (EM PEIS). Certain improvements are either being implemented or planned that would extend the usefulness and applicability of the WASTE-MGMT model beyond the EM PEIS and info the. strategic planning for management of wastes under the responsibility of DOE or other agencies
...develop and implement a strategic plan for enhancing...the drug shortages strategic plan include the following...intra-agency coordination, communication, and decisionmaking...shortages, how the communication should occur, and...the drug shortages strategic plan. The Task...
...and Evaluation Strategic Plan Program Years 2012-2017 AGENCY...and Evaluation Strategic Plan for 2012-2017. Under...to Congress a strategic plan for pilots, demonstrations...workforce development programs and policies. The...
Adriano Olímpio, Tonelli; Paulo Henrique de Souza, Bermejo; André Luiz, Zambalde.
Full Text Available This paper presents a method that integrates Balanced Scorecard (BSC) concepts and IT strategic planning (ITSP) processes. The resulting method was applied in two organizations in order to verify contributions of Balanced Scorecard regarding the identified ITSP problems. The development of this work [...] was realized in qualitative, exploratory research based on two case studies. The results show that the use of BSC contributed directly to work with IT strategic planning challenges and involved middle management, multifunctional teams, and top management support, all beyond IT boundaries.
Sperling, Karl; Hvelplund, Frede
Denmark’s future energy system is to be entirely based on renewable energy sources. Municipalities will play an important role as local energy planning authorities in terms of adopting and refining this vision in different local contexts. Based on a review of 11 municipal energy plans, this paper examines to what extent municipal energy planning matches national 100% renewable energy strategies. The results indicate a willingness among Danish municipalities to actively carry out energy planning, and the plans reveal a large diversity of (new) activities. At the same time, however, there is a strong need for better coordination of municipal energy planning activities at the central level. It is suggested that the role of municipalities as energy planning authorities needs to be outlined more clearly in, e.g., strategic energy planning which integrates savings, efficiency and renewable energy in all (energy) sectors. This requires the state to provide municipalities with the necessary planning instruments and establish a corresponding planning framework. Consequently, there is a need for a simultaneous centralisation and decentralisation during the implementation of the 100% renewable energy vision. The paper outlines a basic division of tasks between the central and the local level within such a strategic energy planning system.
...3052-AC66 General Provisions; Operating and Strategic Business Planning; Effective Date AGENCY: Farm Credit Administration...System institution to adopt an operational and strategic business plan to include, among other things, outreach toward...
Gayduk V. I.
Full Text Available The article analyzes the retail organizations of the Krasnodar region and investigates the methods of strategic planning. The basic challenges to systematic application of strategic planning in retail trade enterprises of the Krasnodar region have been reviewed
Whitacre, James M; Abbass, Hussein A.; Sarker, Ruhul; Bender, Axel; Baker, Stephen
Capability planning problems are pervasive throughout many areas of human interest with prominent examples found in defense and security. Planning provides a unique context for optimization that has not been explored in great detail and involves a number of interesting challenges which are distinct from traditional optimization research. Planning problems demand solutions that can satisfy a number of competing objectives on multiple scales related to robustness, adaptiveness...
Full Text Available The main purpose of the present paper is to identify the framework and the necessary conditions for the small and medium sized enterprises (SMEs to be able to adopt the strategic marketing planning. Also, the paper aims to underline the importance of the strategic marketing planning and the manner in which the SMEs can adopt, implement and operationalize the strategic marketing planning instruments, whose correct understanding and usage ensure the capacity to generate competitive advantage, the key element both from the perspective of the fierce competition and the perspective of the future development of the SMEs. Within SMEs the implementation of marketing becomes an evident requirment, mostly due to the relationship that these have with the market, thus, leading towards market orientation of the activities, a new approach developed by the marketing vision on managing the activities from these types of organizations. Regarded upon, from the marketing perspective, the activities from the SMEs, especially the marketing activities, cannot take place randomly. Resource allocation, a characteristic of these types of organizations, and the objectives with regards to superior customer needs satisfaction and economic efficiency maximization, claim thorough plannification and deployment of the activities in a sequence that represents the implementation of a strategy previously assumed. Within this framework, the strategic marketing planning appears as a complex process employing all scientific instruments that comprise segmentation, positioning and marketing mix. Utilizing the strategic marketing planning within SMEs depends to further extend on marketing integration; process directly related with a series of factors such as the nature of the market, development stage, product type, management quality and the influences of the marketing department of the SME. The implications onto the marketing activities from SMEs are reflected upon each strategic marketing planning instrument, where we can find, under correct understanding and application, objectives and market and penetration strategies as product, price, distribution and promotion strategies.
Library of Congress, Washington, DC. National Library Service for the Blind and Physically Handicapped.
This document presents a current strategic business plan for the implementation of digital systems and services for the free national library program operated by the National Library Service for the Blind and Physically Handicapped, Library of Congress, its network of cooperating regional and local libraries, and the United States Postal Service.…
Ismail, Noor Azizi; Raja Mohd Ali, Raja Haslinda; Mat Saat, Rafeah; Hsbollah, Hafizah Mohamad
Purpose: The paper's purpose is to investigate the current status, problems and benefits of strategic information systems planning implementation in Malaysian public universities. Design/methodology/approach: The study uses dual but mutually supportive strands of investigation, i.e. a questionnaire survey and interviews. Findings: Malaysian public…
Issues of designing the information system which helps the University principal's office to take decisions as concerns the strategic planning are discussed. The importance of having the University simulation model is emphasized; model representation in terms of system dynamics is given
Full Text Available The paper starts from the premise that local development policy could be seen as a tool for effective management and usage of comparative and competitive advantages in space and time. By applying the centralized administrative model in managing society andeconomy, Bosnia and Herzegovina is not capable of handling efficient development at national, regional and local level. We believethat there is a need to change the model of social and economic development, taking into consideration that so far negative effects of the erroneously applied strategies and development policies have reached unexpected limits. Strategic planning is an instrumentwhich the managers of local communities may use to make optimum decisions and their implementation. Models of strategic planningrepresent the need of local community for internationalization and attracting foreign investors, but also the appropriate public sectorsupport offered to the businesses in a particular community in order to conduct their activities in a more efficient way. Priority aims and their actual application to development of local communities are determined by strategic planning and models of strategic planning. Webelieve that an appropriately adjusted model of strategic planning provides an advantage for local communities in innovative andcooperative approaches to the problems of local government units, with the tendency for defining priority areas and sectors, whiledifferent levels of government, scientific and development institutions at local and other levels and civil sectors should be involved in solving these problems. In this paper, we focused on the presentation of models of strategic planning from the practice worldwide, as an efficient means for the implementation ofstrategic planning processes and using its positive characteristics in order to improve efficiency and effectiveness of local communities. As an example of balance between acceptance and feasibility, we showed the methodology for integrated planning oflocal development, which the local communities in Bosnia and Herzegovina seek to adopt and implement.
Antecedentes del proceso de planeación estratégica como fundamentos para el logro de un desarrollo endógeno sustentable desde la universidad Precedents of the strategic planning process as fundamentals for the achievement of an endogenous sustainable development from the university
Jorge Clímaco Cañarte
Full Text Available En el artículo se realizó una revisión de los modelos de planificación estratégica en sentido general, pero que son aplicados en los momentos actuales en el ámbito de las instituciones de educación superior. El modelo globalizador, el cual es el básico en la mayor parte de los ejercicios de planificación; el modelo sectorial, que tiene un importante arraigo en el sector educativo latinoamericano, y el modelo situacional, cuya noción básica consiste en que planificar es una acción de todos los actores. Igualmente se describen otros como el denominado complejo, el cual va cobrando interés en los estudiosos del tema; pues aunque esta línea de pensamiento posee sus ángulos de interés en el campo específico de la planificación estratégica, en el ámbito universitario aún le queda camino por recorrer para el logro de una mayor profundización en la temática, de manera que ella pueda ser aplicada al proceso formativo universitario.In the article, a general revision of the strategic planning models that are applied to the present times in the field of high education institutions was made. The models are: the globalizing model, which is the basic in the most part of the planning exercises; the sectorial model, which is very well established in the Latin-American educational sector; and the situational model, the basic notion of which consists on the fact that planning is an action that correspond to all the actors. The model known as complex was described as well. This model has become important among the specialists in the subject because, although this line of thinking has established its angles of interest in the specific field of strategic planning, it still has a long way to run, in the university field, for getting a greatest deepening in the theme, in a way that it could be applied to the university formative process.
Antecedentes del proceso de planeación estratégica como fundamentos para el logro de un desarrollo endógeno sustentable desde la universidad / Precedents of the strategic planning process as fundamentals for the achievement of an endogenous sustainable development from the university
Jorge, Clímaco Cañarte.
Full Text Available En el artículo se realizó una revisión de los modelos de planificación estratégica en sentido general, pero que son aplicados en los momentos actuales en el ámbito de las instituciones de educación superior. El modelo globalizador, el cual es el básico en la mayor parte de los ejercicios de planific [...] ación; el modelo sectorial, que tiene un importante arraigo en el sector educativo latinoamericano, y el modelo situacional, cuya noción básica consiste en que planificar es una acción de todos los actores. Igualmente se describen otros como el denominado complejo, el cual va cobrando interés en los estudiosos del tema; pues aunque esta línea de pensamiento posee sus ángulos de interés en el campo específico de la planificación estratégica, en el ámbito universitario aún le queda camino por recorrer para el logro de una mayor profundización en la temática, de manera que ella pueda ser aplicada al proceso formativo universitario. Abstract in english In the article, a general revision of the strategic planning models that are applied to the present times in the field of high education institutions was made. The models are: the globalizing model, which is the basic in the most part of the planning exercises; the sectorial model, which is very wel [...] l established in the Latin-American educational sector; and the situational model, the basic notion of which consists on the fact that planning is an action that correspond to all the actors. The model known as complex was described as well. This model has become important among the specialists in the subject because, although this line of thinking has established its angles of interest in the specific field of strategic planning, it still has a long way to run, in the university field, for getting a greatest deepening in the theme, in a way that it could be applied to the university formative process.
Conrad, M. D.; Ness, J. E.
Describes various energy strategies available to CNMI to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption. The information presented in this strategic energy plan will be used by the CNMI Governor's Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, and expanding the use of a range of energy technologies, including renewable electricity production and buildings energy efficiency and conservation.
Greenways are systems and/or networks of protected lands that are managed for multiple uses including: nature protection, biodiversity management, water resources, recreation, and cultural/historic resource protection. Greenway planning is defined here as a strategic action that integrates theories from landscape ecology with theories and methods of landscape planning to focus on the goal of realizing a sustainable "greenway" network of protected lands, managed for compatible multiple purpose...
The aim of the bachelor’s thesis was to analyse the current situation in the small seacoast Italian hotel “Acquasanta” and to create a new strategic marketing plan which is able to solve current problems, fill out gaps and lead to more successful competitive business. Having had a varied experience of working in the hotel field, the newly devised marketing plan is based on personal experiences, theoretical framework and research results. The theoretical framework of the thesis contains in...
Full Text Available Extended abstract1- IntroductionThe world has encountered an urban revolution in the past 200 years. In 1800, the cities were a small island in rural ocean, now in 2000; half of world populations were living in cities. It has been stated that it reaches to 65 percent in 2025, While they occupied just 2 percent of the earth, and upon UN forecast, 80 percent of next decade population growth take place in cities, 90 percent from this rate will occur in cities of developing countries. Urbanization is growing fast in our countries and upon 1385 year census results, over 68 percent are civic, while just 10 percent of country population were living in cities in last century. However, the opportunities, sources and facilities do not distributed appropriate to improve human requirements in cities. Consequent to these changes in urban planning domain could be cited transition from comprehensive rational planning and related to it, detailed planning to strategic urban planning and transition from comprehensive plan to detailed plan, transition from modern urban and modern planning to post modern once. Therefore, this article tries to use new form of planning by stakeholder participation and exerting strategic planning in neighborhood scale. So, the aims are:-Recognizing Tollab strategic position-Recognizing pros and cons, opportunities and threats related to this neighborhood development-Reaching appropriate strategies to neighborhood development in Tollab community2-Theoretical bases2-1-Strategic PlanningGrowing urbanism and new scales of urban growth have caused current city and urbanism encounter new challenges in recent decades. For the wideness of dimensions and changes in urban problems essence, considering various aspects and dimensions of problem to stable solving is inevitable. In the late 1960s after change in management concept and spread of systemic theory, theoretical basics of traditional planning (executive planning have changed generally and strategic planning and systemic planning displaced. Strategy means having central long term aims and thinking about their access methods. Strategic planning is a systematic planning method in making continuity among priority action by considering pros and cons (abilities and resources of organization and opportunities and threats (outer factors and affective cases on organization with essential procedure to reach organization mission. This study tries to reply three following questions:-. Where are we now?-. Where do we want to go?-. How do we reach that?Various models are introduced for strategic planning procedure, but their communal property is their cycling and planning process, at this manner that they begin from inner and outer periphery recognition and after underpinning the strategies lead to executive phase and all phases evaluate and feedback affects are checked. SWOT model in terms of date consequence is last model in underpinning strategic planning that is one of the most efficient among qualitative models. From this model?s point of view, an appropriate strategy makes strengths and opportunities extreme and weaknesses and threats at least. In executive phase of SWOT avoiding of weaknesses and threats is necessary and must consider the weaknesses as potential to making strength and threats as a power to making opportunity.2-2- Community DevelopmentOne of the negative effects of traditional comprehensive plans is gravitating toward totalism and incorporating the methods and solutions and for reaction to compensate this basic deficient, the strategic planning trends to planning and designing in small scales and human tangible subjects in community domain. Thus, nowadays urban planning and management attention assigned to lower and more objective levels of urban life, community is most appropriate base to access to urban sustainable development, cause ecologic relationships to general experiences and under community covenant and stakeholder moral commitment would be signified and subsistence way and improving life will be elected according to envir
Texas Education Agency, Austin.
In support of educational excellence and equity, the Texas Education Agency views all state public education information resources and technology as strategic assets of the education enterprise. This plan is presented in support of the goals of enhancing instruction through technology, restructuring the data processing environment for…
Hezel, Richard T.; Dominguez, Paula Szulc
Discusses how to create quality electronic learning initiatives in higher education involving multiple partners. Topics include the strategic planning process; technology; needs assessment; marketing and competition; the need for qualified staff; the redefinition of teaching and learning and the role of faculty; and the rapid pace for decision…
The success of strategic information systems planning (SISP) is of paramount importance to academics as well as practitioners. SISP is a management process that enables organizations to successfully harness the power of current- and next-generation information systems (IS) applications to fulfill their business goals. Hence, by capturing the major…
Kevin Kostelnik; Keith Perry
Twenty-first century energy challenges include demand growth, national energy security, and global climate protection. The Center for Advanced Energy Studies (CAES) is a public/private partnership between the State of Idaho and its academic research institutions, the federal government through the U.S. Department of Energy (DOE) and the Idaho National Laboratory (INL) managed by the Battelle Energy Alliance (BEA). CAES serves to advance energy security for our nation by expanding the educational opportunities at the Idaho universities in energy-related areas, creating new capabilities within its member institutions, and delivering technological innovations leading to technology-based economic development for the intermountain region. CAES has developed this strategic plan based on the Balanced Scorecard approach. A Strategy Map (Section 7) summarizes the CAES vision, mission, customers, and strategic objectives. Identified strategic objectives encompass specific outcomes related to three main areas: Research, Education, and Policy. Technical capabilities and critical enablers needed to support these objectives are also identified. This CAES strategic plan aligns with and supports the strategic objectives of the four CAES institutions. Implementation actions are also presented which will be used to monitor progress towards fulfilling these objectives.
Many companies (and business continuity professionals) believe a company needs a comprehensive, all-inclusive business continuity plan. Often they reach this conclusion after other companies or potential clients have requested to see their business continuity plan as a precondition of doing business. Companies without 'a plan' are then tempted to go out and hire a business continuity person and tell them to 'Create a plan!' This makes perfect sense to the executive team, but this approach will probably not work in a real event. This paper addresses the shortcomings of producing tactical documentation and calling it 'The Plan', and discusses ways to engage management in the development of a corporate strategy to be used during and after an event. PMID:24113632
Full Text Available Background. Faculty development is essential to provide skills not taught in typical medical training such as designing curricula or scientific writing, to help medical faculty acquire new skills valued today such as financial management, and to maintain institutional vitality. Faculty development receives relatively little attention in many medical schools and is narrowly focused upon teaching skills. Innovation. We propose a program that includes individual needs assessment and strategic planning. This strategy is consistent with Knowles’ principles of andragogy, a model of adult learning that differs in some ways from traditional pedagogy. We have included a self-assessment tool that may be useful to medical schools and an illustrative case study. Evaluation. We have introduced the self-assessment tool to a small number of faculty members who have found it clear and useful. We plan to introduce it to a large number of faculty members and to measure completion rates, perceived usefulness, and subsequent participation in faculty development activities and fulfillment of goals. Conclusions. Faculty development needs to be a higher priority in medical schools and to better reflect the current needs of faculty members. An individualized faculty development process has the potential to have a substantial impact upon acquisition of important skills, and faculty and institutional morale and vitality.
...invasive species. The Strategic Plan also calls attention...other areas of ANS management, including habitat...and research. The Strategic Plan establishes the...supports all facets of the Strategic Plan and is necessary...response, and control and management of invasive...
K Bidad; F Farzadi; Z Pourpak; M. Moin
"nStrategic planning defines the formal decision of a company for its future. Like all organizations, health care sectors need to prepare their strategic planning and act according to it. UNESCO chair in health education as a leader health sector, describes the course and steps for preparing its strategic planning based on SWOT analysis technique.
Morphew, Christopher C.
Examines a specific program termination (in social work) to determine how universities interpret and apply the goals of their strategic plans. Finds that institutional actors hold different perceptions of the strategic plan goals and their relevance to the terminated program. Suggests that colleges and universities need to clarify strategic plan…
Full Text Available Even strategic environmental assessment (SEA is a concept which must be implemented at national level,no official regulations concerning the implementation nor adequate knowledge of this problem exist. The briefpresentation of this concept is the aim of this study. By definition, SEA is a process aiming to supply the takinginto consideration of the impact upon the environment when developmental sugestions at policy, planprogramme or project levels are elaborated, before the final decision connected to their promotion. The processof SEA implementation and its seven stages (framing, domain definition, P/P evaluation, performing theEnvironmental Report, consultation with authories and public, taking decision and monitoring are presented inthis paper. The advantages of using this approach are also emphasized: acheiving sustainable management fromthe environmental point of view, improvement of the quality of the policy, plan or programme elaborationprocess, increase of the efficiency and efficacy of the decisonal process, stregthening of the leading system andinstitutional efficiency, strengthening of the EIA process for projects, facilitation of the transfrontaliercooperation.
In this paper we expand the IRSP (integrated resource strategic planning) model by including the external cost of TPPs (traditional power plants) and popularization cost of EPPs (efficiency power plants) with nonlinear functions. Case studies for power planning in China during 2011–2021 are conducted to show the efficacy of the model. Scenarios are compiled to compare the pathways of power planning under different policies. Results show that: 1) wind power will become competitive with technical learning, but its installation is undesirable when the external cost of coal power is not internalized; 2) the existence of popularization cost will hinder EPPs' (efficiency power plants) deployment and pure market mechanism is not enough to deliver EPPs at socially desirable scale; 3) imposition of progressive emission tax on coal power at an average of 0.15–0.20 RMB/KWh can remedy the market distortion and promote the development of wind power by a significant margin; 4) nuclear power will grow stably when its external cost is set no more than 0.187 RMB per KWh, or 87% of its internal cost. The proposed model can serve as a useful tool for decision support in the process of power planning and policy formulation for national government. - Highlights: • Improve IRSP model by adding nonlinear external and popularization cost. • The model is used to conduct China's power sector planning in 2011–2021. • Simulate the impacts of alternative energy policies on planning results. • The model can be used for joint power sector planning and policy design
The RPII's remit is very broad. It includes three main pillars; regulating all uses of ionising radiation; assessing people's exposure to ionising radiation; advising Government and the public on the prevention of unnecessary exposure. This plan builds on the previous Strategic Plan for 2008 to 2012 and sets out clearly the developments we expect over the planning period, the strategic priorities we are commiting to, along with a clear description of how we will address these priorities. Four key strategic priorities and associated objectives have been developed for this period. The key themes underpinning all four strategic priorities are public value, transparency, communication and sustainability. The priorities are; to provide the expertise, technical capability and information essential to the protection of the Irish population and the environment; to regulate the safe and secure use of ionising radiation in Ireland in a sustainable and transparent manner; to work in partnership with others to implement national radiological protection initiatives; to deliver value to the public in everything we do
Moret, Stefano; Bierlaire, Michel; Maréchal, François
Long-term planning for energy systems is often based on deterministic economic optimization and forecasts of fuel prices. When fuel price evolution is underestimated, the consequence is a low penetration of renewables and more efficient technologies in favour of fossil alternatives. This work aims at overcoming this issue by assessing the impact of uncertainty on energy planning decisions. A classification of uncertainty in energy systems decision-making is performed. Robust optimization is t...
The Soviet Union has highly developed plans to evacuate their population centers in a nuclear confrontation. Their plans include construction of expedient shelters in the outlying areas and continued operation of their essential industry by commuting workers. If they should successfully implement their plan, a subsequent nuclear exchange with the United States would cost them far fewer casualties than they suffered in World War II. Without a corresponding evacuation, the US could lose from 50 to 70 percent of its population. This asymmetry in vulnerability, if allowed to persist, would seriously weaken the bargaining position of the US President. To restore the balance, a great reduction in vulnerability can be achieved most economically by planning a US counterevacuation as a response to a Soviet evacuation. Russian historical experience with murderous invaders, most recently in World War II, has made authoritarian defense measures involving civilians and property in peacetime quite acceptable in their culture. In the US, widescale use of private property and civilian participation in defense activity are not feasible until the development of a grave crisis. Hence US evacuation plans must differ in several important respects from the Soviet plans. However, this preliminary study indicates that the US has ample material resources to move and shelter its population at least as effectively as the Soviet Union. Perhaps the most critical disadvantage of the US is in morale, as evidenced by the widespread misconception that effective survival measures are not possible
This paper describes a quantitative measurement approach within an effective and transparent operational/strategic planning framework at all levels of organization, including individuals by linking objectives, initiatives and measures to one holistic organization's strategy. The author has introduced an original parameter V-index that numerically represents the level of accomplishment of strategic/operational plans of the entire organization, its different units, and individual members of staff. The V-index provides a transparency of viewing and effective control of plans of the organization at all levels, with hierarchical and non-hierarchical structures. This parameter facilitates process of year-by-year strategic analysis of the success of the organization and its units by managers. For calculating of actual value of the V-index the author has successfully introduced a recurrent computing algorithm for horizontal/vertical alignment processes of the hierarchical strategic and operational planning.
Raczynski, Christopher Michael
This process developed in this work, Strategy Optimization for the Allocation of Resources (SOAR), is a strategic planning methodology based off Integrated Product and Process Development and systems engineering techniques. Utilizing a top down approach, the process starts with the creation of the organization vision and its measures of effectiveness. These measures are prioritized based on their application to external world scenarios which will frame the future. The programs which will be used to accomplish this vision are identified by decomposing the problem. Information is gathered on the programs as to the application, cost, schedule, risk, and other pertinent information. The relationships between the levels of the hierarchy are mapped utilizing subject matter experts. These connections are then utilized to determine the overall benefit of the programs to the vision of the organization. Through a Multi-Objective Genetic Algorithm a tradespace of potential program portfolios can be created amongst which the decision maker can allocate resources. The information and portfolios are presented to the decision maker through the use of a Decision Support System which collects and visualizes all the data in a single location. This methodology was tested utilizing a science and technology planning exercise conducted by the United States Navy. A thorough decomposition was defined and technology programs identified which had the potential to provide benefit to the vision. The prioritization of the top level capabilities was performed through the use of a rank ordering scheme and a previous naval application was used to demonstrate a cumulative voting scheme. Voting was performed utilizing the Nominal Group Technique to capture the relationships between the levels of the hierarchy. Interrelationships between the technologies were identified and a MOGA was utilized to optimize portfolios with respect to these constraints and information was placed in a DSS. This formulation allowed the decision makers to assess which portfolio could provide the greatest benefit to the Navy while still fitting within the funding profile.
Ginter, P M; Duncan, W J; Capper, S A
Macroenvironmental analysis is the initial stage in comprehensive strategic planning. The authors examine the benefits of this type of analysis when applied to public health organizations and present a series of questions that should be answered prior to committing resources to scanning, monitoring, forecasting, and assessing components of the macroenvironment. Using illustrations from the public and private sectors, each question is examined with reference to specific challenges facing public health. Benefits are derived both from the process and the outcome of macroenvironmental analysis. Not only are data acquired that assist public health professionals to make decisions, but the analytical process required assures a better understanding of potential external threats and opportunities as well as an organization's strengths and weaknesses. Although differences exist among private and public as well as profit and not-for-profit organizations, macroenvironmental analysis is seen as more essential to the public and not-for-profit sectors than the private and profit sectors. This conclusion results from the extreme dependency of those areas on external environmental forces that cannot be significantly influenced or controlled by public health decision makers. PMID:1902305
Begun, James W; Kaissi, Amer A
Little is known about empirical variation in the extent to which healthcare organizations conduct formal strategic planning or the extent to which strategic planning affects performance. Structural contingency and complexity science theory offer differing interpretations of the value of strategic planning. Structural contingency theory emphasizes adaptation to achieve organizational fit with a changing environment and views strategic planning as a way to chart the organization's path. Complexity science argues that planning is largely futile in changing environments. Interviews of leaders in 20 healthcare organizations in the metropolitan areas of Minneapolis/St. Paul, Minnesota, and San Antonio, Texas, reveal that strategic planning is a common and valued function in healthcare organizations. Respondents emphasized the need to continuously update strategic plans, involve physicians and the governing board, and integrate strategic plans with other organizational plans. Most leaders expressed that strategic planning contributes to organizational focus, fosters stakeholder participation and commitment, and leads to achievement of strategic goals. Because the widespread belief in strategic planning is based largely on experience, intuition, and faith, we present recommendations for developing an evidence base for healthcare strategic planning. PMID:16130809
Straipsnyje nagrin?jama Šiauli? apskrities ir jos savivaldybi? strateginio planavimo darna. Išanalizuoti Šiauli? miesto, rajono, regiono ir Joniškio, Kelm?s, Pakruojo, Radviliškio rajon? savivaldybi? strateginiai pl?tros planai, atlikta lyginamoji ši? plan? vizij?, prioritet?, strategini? tiksl? ir uždavini? analiz?.
Cardenas, Jesus [American Community Enrichment, Elma, WA (United States)
The overall purposes of the Quinault Indian Nation’s Comprehensive Biomass Strategic Planning Project were to: (1) Identify and confirm community and tribal energy needs; (2) Conducting an inventory of sustainable biomass feedstock availability; (3) Development of a biomass energy vision statement with goals and objectives; (4) Identification and assessment of biomass options for both demand-side and supply side that are viable to the Quinault Indian Nation (QIN); and (5) Developing a long-term biomass strategy consistent with the long-term overall energy goals of the QIN. This Comprehensive Biomass Strategic Planning Project is consistent with the QIN’s prior two-year DOE Renewable Energy Study from 2004 through 2006. That study revealed that the most viable options to the QIN’s renewable energy options were biomass and energy efficiency best practices. QIN's Biomass Strategic Planning Project is focused on using forest slash in chipped form as feedstock for fuel pellet manufacturing in support of a tribal biomass heating facility. This biomass heating facility has been engineered and designed to heat existing tribal facilities as well as tribal facilities currently being planned including a new K-12 School.
The U.S. Nuclear Regulatory Commission (NRC) has established a clear strategic direction that will enable the NRC to carry out its mission and achieve the results expected by its primary customers, the collective interests of the American public. The Commission believes that this mission must be the foundation for making decisions about what activities the agency should perform. Thus, the Commission`s programmatic decisions will not be fee-driven but will be based on their contributions to public health and safety. This strategic plan establishes a strategic framework that will guide future decision-making and will help the NRC continue to meet its responsibility for protecting public health and safety, promoting the common defense and security, and protecting the environment. Meeting these responsibilities requires the collective efforts of the NRC and its licensees, since the regulatory oversight of licensees is the responsibility of the NRC and the safe and secure use of nuclear materials for civilian purposes is the responsibility of NRC licensees. Finally, the development and implementation of the strategic plan will meet the requirements of the Government Performance and Results Act.
The U.S. Nuclear Regulatory Commission (NRC) has established a clear strategic direction that will enable the NRC to carry out its mission and achieve the results expected by its primary customers, the collective interests of the American public. The Commission believes that this mission must be the foundation for making decisions about what activities the agency should perform. Thus, the Commission's programmatic decisions will not be fee-driven but will be based on their contributions to public health and safety. This strategic plan establishes a strategic framework that will guide future decision-making and will help the NRC continue to meet its responsibility for protecting public health and safety, promoting the common defense and security, and protecting the environment. Meeting these responsibilities requires the collective efforts of the NRC and its licensees, since the regulatory oversight of licensees is the responsibility of the NRC and the safe and secure use of nuclear materials for civilian purposes is the responsibility of NRC licensees. Finally, the development and implementation of the strategic plan will meet the requirements of the Government Performance and Results Act
Marshall, Timothy J.
U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.
Paton, John A.; Clyman, Jeffrey I.; Lynch, Patrick; Miller, Perry L; Sittig, Dean F.; Berson, Bella Z.
Yale School of Medicine has developed a prototype integrated computing and information environment as part of its strategic IAIMS planning. The prototype consists of a menu system and underlying network communications programs and networks to access a variety of medical information resources at Yale and elsewhere. This prototype has been useful in testing user needs, in designing a technical architecture, in exploring related institutional issues, and as a basis for research in integrated acc...
Martínez Costa, Carme; Lusa García, Amaia; Mas Machuca, Marta; Torre Martínez, María del Rocío de la; Mateo Doll, Manuel
This paper introduces the Strategic Capacity Planning problem in knowledge intensive organizations (KIOs) and proposes a classification scheme based on different characteristics such as the organization structure, the workforce characteristics, the capacity requirements, the capacity decisions or the evaluation criteria, among others. The classification, which gives rise to a high number of variants, is the first step towards a general solving methodology design and the deve...
As construction volumes in Finland decreased due to the 2009 economic recession, architecture and design companies turned their eyes to foreign markets in pursuit of more customers. The experience and know-how harvested from domestic markets may well be used in carefully selected foreign markets as soon as there is a throughout marketing plan that covers the necessary strategic decisions a company has to take into consideration. This thesis aims to cover the actions that architecture and ...
Ginter, P M; W. J. Duncan; Capper, S A
Macroenvironmental analysis is the initial stage in comprehensive strategic planning. The authors examine the benefits of this type of analysis when applied to public health organizations and present a series of questions that should be answered prior to committing resources to scanning, monitoring, forecasting, and assessing components of the macroenvironment. Using illustrations from the public and private sectors, each question is examined with reference to specific challenges facing publi...
Pindolia Deepa K; Garcia Andres J; Wesolowski Amy; Smith David L; Buckee Caroline O; Noor Abdisalan M; Snow Robert W; Tatem Andrew J
Abstract Recent increases in funding for malaria control have led to the reduction in transmission in many malaria endemic countries, prompting the national control programmes of 36 malaria endemic countries to set elimination targets. Accounting for human population movement (HPM) in planning for control, elimination and post-elimination surveillance is important, as evidenced by previous elimination attempts that were undermined by the reintroduction of malaria through HPM. Strategic contro...
...Next Generation Strategic Plan and is the...by the close of business on September 7...Weather Service, Strategic Planning and Policy...industry-the companies, media outlets...society-as a strategic partner. The...their communities, businesses, and the...
Based on multiple case study analysis, focusing on scalable service innovation, the present study provides a practical process model that shall serve telecommunication companies as a guideline while conducting strategic cross-industry innovation projects. The findings also pay attention to characteristics in cross-industry collaboration, organizational preconditions and strategic deliberations and postulate propositions for present theoretical innovation process models.
Norman, S. P.; Lee, D. C.
Much of the United States faces growing risks from wildfire. Collectively and individually, these wildfires can profoundly affect water flow and quality both within and downstream of the areas burned. Given their extent and tendency to have large severe patch sizes, megafires can have substantial watershed effects that include areas with slow or improbable recovery. Management efforts to engineer community resilience through restoring fire or other broad scale fuels treatments can also affect flow regimes. Restoration efforts often include thinning uncharacteristically high stand densities, creating heterogeneous structural patterns, or shifting species composition towards more fire-tolerant and often more drought-tolerant species. The strategic intent is to increase landscape resilience even as wildfire or climate regimes worsen. Prioritization efforts that affect how landscapes are managed also balance the needs of human communities, including municipal water supplies, while reducing the societal costs of wildfire response. Thus, the overall effects of wildfire represent a combined, synergistic interaction of the wildfires and management actions taken to mitigate their potential effects. Strategic plans such as the National Cohesive Wildland Fire Management Strategy and individual State Forest Action Plans provide forums for assessing system-wide interactions of fire and water, but implementation is challenging. This talk presents the strategic thinking behind existing efforts, outlines how water-associated tradeoffs can be integrated, and illustrates the utility of existing hydrological, climate and vegetation datasets and models to establish scenarios and directional likelihoods that illuminate planning options.
Bryson, John M
Creating Your Strategic Plan is the best-selling companion workbook to Bryson's landmark book, Strategic Planning for Public and Nonprofit Organizations. Whether used with the main text or by itself, this thoroughly revised third edition provides a step-by-step guide to putting strategic planning to work in public and nonprofit organizations. The workbook contains new and revised worksheets and additional material on readiness assessment, teamwork, stakeholder analysis, visioning, strategic issue identification, and implementation. Creating Your Strategic Plan covers each of the ten key steps
Hossein Nezakati; Ashkan Harati; Reihane Elahi
Rapid changes in information technology and business environment challenge the ability of organizations to undertake strategic planning for information systems and information technologies. Strategic information systems planning requires experienced human resources and growing heavy investments. Strategic information systems planning has turned into one of the top issues currently facing top management. Organizations are seeking ways to improve strategic information systems planning. This pre...
Andersen, Johannes; Mourard, Denis
European astronomy, with ESO and ESA, is supported by a wide variety of independent national agencies or similar bodies, which jointly provide ~98% of the total funding (with ~2% EU grants). In 2005 these agencies concluded that common strategic planning would be a more cost-effective approach, so they founded a consortium, ASTRONET (http://www.astronet-eu.org/), to prototype such an effort for all of Europe, with EU support. A bottom-up process resulted in a Science Vision (2007) and Infrastructure Roadmap (2008) for European astronomy, with recent updates (2014).These ASTRONET reports cover all branches of astronomy; infrastructures at all electromagnetic wavelengths as well as particles etc., on the ground and in space; laboratory work, software and archiving; and training, recruitment and public outreach. In short, they are agreed blueprints for what Europe plans to accomplish in the next 1-2 decades.Subsequently, a systematic and sustained pragmatic effort has been made to implement the strategy laid out in the Roadmap, including a common European participation in projects and facilities of global dimensions. Decisions on the organisation and construction of several major research facilities have been taken as foreseen (E-ELT, SKA, CTA,…), and they are on track for completion around 2025. The task for global astronomy is now to optimise the overall scientific returns and cost-effectiveness of these investments across wavelength domains, scientific disciplines, and political and financial borders. Accordingly, ASTRONET is currently transforming itself into a permanent, self-sustaining activity reaching out to the world.The ideal of a fully integrated global astronomy may not be reached until ~2050, but no science is better suited than astronomy to set such an example: One Universe surrounds us all, and one Earth is our platform. The IAU General Assembly is a springboard towards this goal.
Full Text Available Manufacturing based corporations often find themselves confronted with complexities of increased pressures to innovate in order to ensure their comparative market positions. In order to react to various exogenous changes corporations need to develop strategies that match their manufacturing resources as well as products with the markets requirements. Technology scenarios represent a holistic approach for managing innovation processes and technologies efficiently. A multidimensional requirement catalogue for specific product- market- combinations represents the fundamental building block for the ranking of particular material- components and technologies. The following analysis through evolutionary algorithms for compatibility between and amongst them provides the necessary information about their suitability. The resulting scenarios and roadmap and a regular monitoring process are prerequisite for the managerial decision making process and the implementation technology strategies.
On December 12, 2011, Luc Oursel, Executive Officer of AREVA, and Pierre Aubouin, Chief Financial Executive Officer, presented the group's 'Action 2016' strategic action plan based on an in-depth analysis of the market's outlook. This document makes, first, a Detailed presentation of the 'Action 2016' plan and then presents the group's financial outlook: - Full-year 2011 immediate accounting consequences of the new market environment: operating losses expected in 2011; - 2012-2013 transition period Objective: self-finance capex in cumulative terms; - 2014-2016: safe growth and cash generation, free operating cash flow at break-even beginning in 2013, above euro 1 bn per year beginning in 2015
The Brookhaven National Laboratory (BNL) site is currently divided into five major areas, Operable Units (OUs), and several Areas of Concern (AOCs), which are the focus of investigation and clean-up. The primary environmental concern is groundwater contamination and a major emphasis of the restoration activities is focused on this medium. Each year, BNL generates 60 tons of hazardous waste and 7,000 to 8,000 cubic feet of radioactive waste that result from research activities. These wastes are collected at a central location, packaged and shipped off site for disposal. The operations for Hazardous and Radioactive Waste Management are conducted in compliance with EPA and DOE regulations. BNL has continued to actively pursue means by which these wastes may be minimized. Activities in both the remediation and waste management arenas are intimately connected with the future vision of BNL. The long-range goal for remediation in conjunction with vigorous monitoring of BNL's activities is to restore the site and maintain strong environmental controls. The goals of the waste minimization program include activities to find environmentally safe alternatives to materials currently in use. By careful planning, BNL will minimize the amount of all waste, including sanitary, that is generated on site
Maracas, Kate; Hooks, Todd
The Agua Caliente Band of Cahuilla Indians was awarded a grant under the U.S. Department of Energy’s (“DOE”) Tribal Energy Program to develop a comprehensive Tribal energy plan. The grant, awarded under DOE’s First Steps program, supported the development of a strategic energy plan that integrates with the Tribe’s overall planning and economic development goals, and aligns with Tribal cultural, social, political, and spiritual values. The Tribe set out to incorporate its energy plan into (i) a broader economic development strategy developed by investigators at the University of California at Riverside, and (ii) the overarching goals for job-creation and wealth-creation that are held by both the Tribe and the surrounding Coachella Valley. With these wide-ranging objectives in mind, the Tribe and its consultant, Red Mountain Energy Partners, engaged in a phased approach to creating the strategic energy plan. As illustrated in Figure 1 below, the proposed approach involved both “serial” and “parallel” activities. The capacity-building component of this approach occurred throughout the duration of the project period.
Full Text Available The purpose of the study was to evaluate the strategic dimensions of SMEs and how each dimension is rated by owners and managers of SMEs. The other objective of the study was to ascertain if differences in strategic planning practices existed with respect to demographic variables namely gender, age and position in the organization. It was found that the main dimensions of strategic planning are mission and vision, environmental scanning, employee participation in the strategic planning process, time horizon of strategic planning, implementation incentives, evaluation and control, formality of strategic planning and source of information about the environment. It was also found that mission and vision, formality of strategic planning and evaluation and control were the most valued factors. No significant statistical difference existed among owners and managers of different age, gender and positions in strategic planning practices. The value of the study is that it offers various dimensions of strategic planning that SMEs can implement to be competitive and sustainable.
In the early 1970s, strategic planning was introduced onto the corporate management scene and since then it has been a dominating conceptual frame for understanding and designing various strategies in the corporate world. Nearly a decade later, strategic planning has been used by various scholars to explain how companies could strategize in the field of ICT and e-business. Strategic information systems planning (SISP) is an example of this application of strategic planning in the field of e-business. The prominence of SISP within the corporate IS strategy literature has been dramatic, but today there exist other different understandings of how strategies are emerging. However, e-business strategic literature is still dominated by the planning e-business approaches. The question therefore remains: Is it still optimal to build a static, programmed analytical information plan, or must the e-business strategic process adapt to changes in the planning environment and internal changes within the organization? E-business strategy, because of increased uncertainty and environmental complexity, must encourage interaction between key stakeholders that implement and use the e-business technology. The literature reveals the lack of a dynamic theory of e-business strategy. The current paper proposes an e-business strategy conceptualized as a dynamic interaction-based process, in which several organizational components co-create the e-business strategic framework of the company. The process is based on group-learning processes where the strategy emerges though the processes of action and reflection. These experience-based group-learning processes help organize the process of business strategizing so that improvisational and dynamic competences can emerge.
Gulbrandsen, Ib Tunby; Just, Sine NØrholm
With this textbook we aim to introduce students, teachers and practitioners to ways of understanding, analyzing, and managing strategic communication processes. Strategic communication has often been equated with the formulation of a communication plan, heavily inspired by the early focus in strategic management research on organizational efficiency and planning. Here people and organizations were seen as rational actors that, with the proper amount of information, training and planning, could be guided to act in certain ways. In short: you can plan yourself to success. But today, much of the strategic management field has abandoned this logic of economic rationality, and now conceptualizes (successful) strategy as a far more dynamic process. Not least driven by the emergence of new technologies, strategy is today, more often than not, understood as a process of interaction between people and technology over time. We have come to understand that a good strategy depends more on relations, unplanned events, and networks of actors than on rational managers and detailed plans. In textbooks on strategic communication, however, this evolution of the concept, is far less certain and visible. Though communication research has more or less abandoned the view of communication as the transmission of a message from an active sender to a passive recipient, where the sender can control and/or influence the recipient’s reaction in a rational process, most textbooks and publications on strategic communication are still (explicitly or implicitly) based on the assumption that people are rational beings, who, through careful planning, can control a communicative process. Our aim is to challenge this notion. In doing so, we argue for a transition from seeing strategy as an intentional development from plan to product to viewing strategizing as an indeterminate and indefinite process. Influenced by, and with reference to the latest research in strategic management and organization studies, we wish to introduce this paradigm shift, to students and scholars of strategic communication. The title says it all: Strategizing communication – the act of doing strategy. Our approach means an increased attention towards the process, to the actions that generate strategic communication. Strategic communication is not a fixed entity, but constantly negotiable and malleable. This does not mean that theories on planning should be discarded, rather we will argue that we need to put more emphasis on the process of planning; of course we make plans, but the plan in itself is not the key issue, rather, the key issue is the process of planning, and the process that follows from the planning. The textbook’s subtitle ’theory and practice’ indicates that the book, beyond new and inspiring theory, will include case studies and assignments for students, as well as recommendations for the experienced practitioner. Hence, with the backdrop of the comprehensive changes to communication in and about organizations brought about by the past decade’s blooming digital communication technologies, paving the way for closer relationships and more collaboration between sender and recipient, we aim to give our readers better and more up to date tools to understand and manage strategic communication processes. The contents of the book are presented in parallel tracks comprising literature on strategy and strategic management, and strategic communication. We argue that research into, and the practice of, strategic communication has fallen behind the field of strategy and strategic management, and, in some ways, the general field of communication too. Thus, the book is both a regular textbook, replete with theoretical background and practical cases and exercises, and also an argument for a particular – and particularly relevant – scientific and practical approach. The basic argument: in order to efficiently and successfully manage and implement strategic communication, it is necessary to redefine the concept of a strategic communication, and how it can be employed.
Ellen D. Hoadley
Full Text Available Turbulent market conditions have forced the health care sector to re-examine its business and operational practices. Health care has become increasingly complex as decisions and planning are reframed in light of the current lagging economy, an increased demand for services, new global competition, and impending legislation reform. The stress is felt most keenly within the nation’s hospitals and consortia of health care facilities. Facility planning decisions are no exception. Hospital administrators are abandoning the once commonplace rules governing aging infrastructure renovations. Instead, administrators are basing decisions within their respective strategic context and are attempting to align buildings, services, personnel, and technology to an overall plan that looks at markets, operations, and finances as resources for competitive advantage. This paper reviews the strategic facilities planning literature and applies those best practices which support this organizational alignment for health care. An application in the mid-Atlantic demonstrates that hospital facilities, by design, need to support the current and future needs of health care delivery systems, while dated structures impede industry advances. Health care infrastructure improvements must proactively address technological, regulatory, and financial changes facing the sector.
The Department of Energy (DOE) is responsible for safely and efficiently managing DOE-owned spent nuclear fuel (SNF) and SNF returned to the US from foreign research reactors (FRR). The fuel will be treated where necessary, packaged suitable for repository disposal where practicable, and placed in interim dry storage. These actions will remove remaining vulnerabilities, make as much spent fuel as possible ready for ultimate disposition, and substantially reduce the cost of continued storage. The goal is to complete these actions in 10 years. This SNF Strategic Plan updates the mission, vision, objectives, and strategies for the management of DOE-owned SNF articulated by the SNF Strategic Plan issued in December 1994. The plan describes the remaining issues facing the EM SNF Program, lays out strategies for addressing these issues, and identifies success criteria by which program progress is measured. The objectives and strategies in this plan are consistent with the following Em principles described by the Assistance Secretary in his June 1996 initiative to establish a 10-year time horizon for achieving most program objectives: eliminate and manage the most serious risks; reduce mortgage and support costs to free up funds for further risk reduction; protect worker health and safety; reduce generation of wastes; create a collaborative relationship between DOE and its regulators and stakeholders; focus technology development on cost and risk reduction; and strengthen management and financial control
The Department of Energy (DOE) is responsible for management of the environmental legacy of the nation's nuclear weapons and research program. This is the largest, most complex environmental cleanup program in the world. The issues and problems encountered in this program create the need to develop many scientific and technological solutions. To be effective, the process used to create these solutions must be well coordinated through DOE's Environmental Management program, the rest of DOE, and other Federal agencies. Roadmapping is one strategic planning tool to provide the needed coordination. Past roadmapping accomplishments include: (1) Issuance of the Draft EM Roadmapping Guidance; (2) Issuance of the EM R and D Program Plan and Strategic Plan which established the direction for Roadmapping; (3) Issuance of the OST Management Plan which calls out Roadmapping as a key tool in EM Research and Development (R and D) Strategic Planning; (4) Completion of or progress on key EM Roadmaps, i.e., Savannah River High Level Waste (HLW) Salt Dispositioning Roadmaps, Hanford Groundwater/Vadose Zone Roadmap, Robotics and Intelligent Machines Critical Technology Roadmap, Complex-Wide Vadose Zone Roadmap, Long-Term Stewardship Preliminary Roadmap, Hydrogen Gas Generation R and D Plan (Roadmap), Idaho National Engineering and Environmental Laboratory (INEEL) Sodium Bearing Waste Dispositioning Roadmap, INEEL Voluntary Consent Order Tanks Characterization Roadmap, INEEL Vadose Zone/Groundwater Roadmap, Calcine Treatment Alternatives Roadmap. These efforts represent a great start; however, there is more to be accomplished in using Roadmapping as a tool for planning strategic initiatives and in coordinating the R and D performed by multiple federal agencies
Elaheh Enteshari Najaf Abadi
Full Text Available At the present age, strategic planning is considered as an important and vital matter for organizations and formulating and implementing strategic plans and accurate parameters may result in organizations long-term superiority in competitive field. But, regarding that competitive factors of all organizations are not the same, formulating the strategy with a similar trend is unlikely to be effective and the prerequisite for success of any organization is to focus and pay attention to its own capacities and unique competitive advantages and to formulate strategies based on those capacities along with focusing on the weakness and threats points. This article presents a model integrated of the strategic planning process and balanced score card and considering four dimensions of the Balanced Score Card (BSC, it accomplishes the process of strategic planning in the fields of financial, customer, internal processes and growth and learning separately and then determines the position of an organization in each dimension. Therefore, the strength and weakness points of the organization are identified and the type of strategies needed for any dimension determined separately. With the aid of this model, top managers are able to determine the organization expects and goals of different sectors clearly and in line with the vision and strategy of organization and deliver to the managers and authorities of different sectors. The results of this model are the analysis of factors influencing on the strategy formulation, extraction of key dimensions, provision of the SWOT matrix for four-folds dimensions of BSC and the identification of organization situation in each dimension such that through basing it on, integrated strategies and operational plans will be formulated for the organization. In this survey, Isfahan Company of tile industry has been studied as a sample and the results of the model implementation for this company described in the text.
Kurumsal Bilginin Stratejik Planlama Sürecinde Kullan?lmas?: Bir ?lçe Belediyesi Örne?i / The Usage of Organizational Knowledge in the Process of Strategic Planning: An Example of an City Municipality
Berat Bir Bayraktar
Full Text Available ÖzBu çal??man?n amac?, kurumsal bilgi ve stratejik planlama kavramlar?n?n kurumlar için olan önemini ortaya koymak ve bu iki kavram aras?ndaki ili?kiyi tespit edebilmektir. Bu nedenle, ?stanbul Büyük?ehir Belediyesi’ne ba?l?, bir ilçe belediyesinde bir alan çal??mas? yap?lm?? ve ilgili belediyenin stratejik plan?n? haz?rlarken kurumsal bilgiden ne derece istifade etti?i incelenmi?tir.AbstractThe purpose of this study is to underline the importance of the concepts of organizational knowledge and strategic planning for organizations and to define the relationship between these concepts. A case study was carried out in an Istanbul municipality to demonstrate how the municipality administration made use of the organizational knowledge in strategic planning.
...TRANSPORTATION SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016...DC 20594. Attn: MD-1, Strategic Management Program. FOR FURTHER INFORMATION...Fulson, Program Manager, Strategic Management Program; National...
Baird, L; Meshoulam, I; DeGive, G
Many people are touting the need to take a strategic approach to human resources management--but this is more easily said than done, point out authors Lloyd Baird, associate professor of management at the School of Management and the Human Resources Policy Institute at Boston University; Ilan Meshoulam, personnel executive at Digital Equipment Corporation; and Ghislaine DeGive, Boston University. Obviously, people cannot be moved around as easily or as speedily as can other resources to help move a company to a strategically identified future position. Thus a great deal of planning is required. The authors present an integrative human resources strategic planning model that focuses on four elements: the environment, the organization's culture, the corporate mission statement, and overall corporate strategy. Each part of the model is thoroughly discussed, and checklist questions are included to help the individual manager develop and implement human resources management plans for his or her own organization. PMID:10299270
Lehtonen, Heidi; Sipilä, Liisa
This Bachelors Thesis was conducted as a case study for LVI-Kallio Oy. The aim of the study was to conduct a competitor analysis and an industry analysis of the HVAC industry and with the help of those, compile a marketing plan for the case company. The case company was recently established company with a very limited amount of previous research. The theoretical part of thesis examined the process of strategic marketing planning. Each part of the process was studied using theories and models,...
Hoogstra, M.A.; Burger, M
The long-running debate between the rational and the adaptive school of strategic forest management planning has received considerable attention. There is, however, little empirical evidence of whether and how forest management organizations actually plan strategically. The goal of this paper is to fill this empirical gap by describing the strategic planning practices of 22 Dutch forest management organizations faced with uncertain and unpredictable environments. Two characteristics on which ...
ABSTRACT Wu, Fan 2012. Strategic Marketing Plan for Golden Crown Wedding Store. Case: Golden Crown Wedding Store, China. Bachelor’s Thesis. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 39. Appendices 1- 2. The objective of this thesis is to build a strategic marketing plan for the Golden Crown Wedding Store. The strategic marketing plan and the analysis of the situation of the market are the main part of the thesis. This thesis will help the case company to ...
Wei, Peng; Zhong, Xiaonan; Wu, Yunxia
ABSTRACT Wei Peng, Wu Yunxia, Zhong Xiaonan 2011. Strategic Marketing Plan for Local Characteristic Product. Case study: Cheng farm in Jiangxi Province, China. Bachelor’s Thesis. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 62. Appendices 2. The objective of this thesis is to build a strategic marketing plan for the Cheng farm carrying a local characteristic product. We expect that the strategic marketing plan can help the case company extend their business...
Board of Governors, State University System of Florida, 2005
On June 9, 2005, the Board of Governors adopted the State University System of Florida Strategic Plan 2005-2013. This plan provides for a systematic and ongoing evaluation of the quality and effectiveness of state universities. As established in the Strategic Plan, goals for the system for 2012-2013 include: Goal 1: Access to and production of…
Casey, Leslie A. [DOE/NNSA
The Department of Energy (DOE)/National Nuclear Security Administration (NNSA) Nuclear Explosion Monitoring Research and Engineering (NEM R&E) Program is dedicated to providing knowledge, technical expertise, and products to US agencies responsible for monitoring nuclear explosions in all environments and is successful in turning scientific breakthroughs into tools for use by operational monitoring agencies. To effectively address the rapidly evolving state of affairs, the NNSA NEM R&E program is structured around three program elements described within this strategic plan: Integration of New Monitoring Assets, Advanced Event Characterization, and Next-Generation Monitoring Systems. How the Program fits into the National effort and historical accomplishments are also addressed.
Imaging science and technology are major contributors to the discovery of new knowledge in diagnosis and treatment of disease. Given such rapid past advances, is it not likely the future rate of progress will be at least as great? As part of the strategic plan is to estimate future change, it is necessary to have a vision for what will happen in radiology in next 20 years. There are several questions that we should find answer for them: 1. Which type of information clinicians will request fro...
Hayes, D; Hays, S
Many healthcare organizations treat their real estate as liabilities rather than assets and overlook opportunities to generate significant additional revenue and reduce costs. An Ernst & Young Study found that to maximize the return on investment in their real-estate holdings, healthcare organizations need to include property management in their strategic plan, manage construction and expansion effectively, adapt and reuse their facilities where possible, and pursue innovative real-estate strategies. Managing real-estate assets effectively can free up capital to use for other core business needs. PMID:11765635
Following the request from the NEA that all the committees should develop Strategic Plans and the report of the Effectiveness Review Group (ERG) on the effectiveness of CSNI's activities, CSNI created a Strategic Planning Group to review their working processes. In developing a five year rolling Strategic Plan, the Group has considered the need for more top-down direction by CSNI, stricter control on time limited Task Groups and improved communications including timely review and publication of reports. The Strategic Planning Group, after reviewing the current work structure of CSNI and the current technical issues as laid out in the SESAR series of reports and the CNRA report on Regulatory Effectiveness, have made the following recommendations. The basic elements of the CSNI will continue to be the Principal Working Groups, which will be known in future simply as Working Groups. The number of Working Groups and their areas of expertise will be reviewed periodically when the strategic plan undergoes a review. It is recommended that this Plan be reviewed every five years. In order to provide better top-down direction by the CSNI, it is recommended that a small Programme Review Group (PRG) be created. The PRG will assist the CSNI Bureau to review proposals from the Working Groups, and enable the review of major reports to ensure high quality. To ensure timely management of projects and reviews of proposals and reports it is recommended that CSNI have a second full meeting in early summer. It is recommended that Special Expert Groups (SEGs) be created reporting directly to CSNI. These Groups would deal with issues that cut across the disciplines of more than one Working Group and be assigned clear time-limited mandates. The creation of SEGs on Fuel Safety Margins and on Human and Organisational Factors is proposed at this time. Restructuring of the five Principal Working Groups into four Working Groups is recommended. This would be accomplished by merging the former PWG2 and PWG4 into a single Working Group and re-assigning some of their work to the new SEG on Fuel Safety Margins. It is also recommended that the former Working Group on Fuel Cycle Safety be incorporated into the Working Group on Operational Experience (former PWG1). Criteria for measuring the priority and success of CSNI projects have been developed. It is also proposed that CSNI review the overall effectiveness of this new Strategic Plan two to three years after its implementation to ensure that the desired level of efficiency, control and direction has been achieved. (authors)
...National Institute of Environmental Health Sciences Strategic Planning AGENCY...National Institute of Environmental Health Sciences (NIEHS), Department...National Institute of Environmental Health Sciences and National...
This presentation describes the process used to collect, review, integrate, and assess research requirements desired to be a part of research and payload activities conducted on the ISS. The presentation provides a description of: where the requirements originate, to whom they are submitted, how they are integrated into a requirements plan, and how that integrated plan is formulated and approved. It is hoped that from completing the review of this presentation, one will get an understanding of the planning process that formulates payload requirements into an integrated plan used for specifying research activities to take place on the ISS.
Rattner, David W; Mahvi, David M; Hunter, John G
The Society for Surgery of the Alimentary Tract's (SSAT) mission is to advance the science and practice of surgery in the treatment of digestive disease. An essential core value of the SSAT is multidisciplinary collaboration with both its sister societies in the Digestive Disease Week (DDW) Council and other surgical societies in Gastrointestinal Surgery. In order to achieve the society's goals, the strategic plan rests on the society's values of interdisciplinary collaboration, scholarship, education, and discovery. The strategic plan also creates a meritocracy system to foster the development of future leaders for both the SSAT and the broader house of surgery. In the short term, this plan will: Re-organize committee structure and reporting responsibilities; Clarify committee goals and deliverables; Facilitate member participation in the committees and governance of the society; Enhance member services by utilizing enhanced communication strategies; Accelerate efforts to meet the Maintenance of Certification needs of the membership; Re-focus the SSAT's energy on Quality and Outcome Assessment of GI surgery; Clarify and standardize the methodology for allocating funds for new projects. Over the course of the next few years, the SSAT will: Develop a financial model that increases revenue to support the expanded tasks the society intends to undertake; Play an active role in developing the evolving training paradigms for gastrointestinal surgeons through the continuum from residency, fellowship, and early mentored practice; Continue to support development of surgeon scientists through Career Development Award; Enhance relationship with the SSAT Foundation; Continue to improve the experience of members attending DDW; Develop surgeons interested in public policy to be leaders at a national level. The strategic plan is ambitious, and the current leadership realizes that all the tasks and objectives cannot be accomplished in 1 year. There is much to do in order to keep the SSAT the premier professional society for gastrointestinal surgery. Changes in the external environment may require modifications of the priorities or the plan itself in the coming years. Implicit in this plan is the need for annual review by the Board of Trustees at the May Board Meeting so that modifications can be made as the world around us changes. PMID:21538193
...infrastructure, and the management of operations. Individuals...are grouped into four strategic focus areas: CMV Safety...FMCSA: Improve the strategic management of programs and human...comments on its draft strategic plan, The...
Garza Mitchell, Regina L.; Maldonado, Cesar
Community colleges are greatly impacted by turbulent external forces while also experiencing turnover in the topmost leadership positions. New presidents must learn how to lead an institution while also planning for purposeful change that will allow the college to thrive. In this article, the authors propose a method for new presidents to develop…
Full Text Available Extended abstract1- Introduction Nowadays, tourism as a dynamic industry and unique characteristics includes an important part of economic activities and production in the developed and developing countries. This industry covers all the phenomena and relationships resulting from the interaction of tourists, suppliers and vendors of tourism products, governments and host communities, in the process of attracting and welcoming of tourists. Results and achievements of the tourism industry involve considerable results such as aspects of employment and its impact on development and economic -social functions mentioned in a region or country. For the city of Shiraz that has numerous cultural attractions and historical and natural potential, development of tourism industry can be very helpful. 2- MethodologyThe methodology of this research was based on descriptive-analytical methods. For collecting information and data required, documentation and field studies such as interviews and using these data, the attractions, facilities, services and tourism situation in region has been investigated. Then, the SWOT analysis matrix was used for data analysis and presentation of tourism development strategies in the Shiraz city.3- DiscussionThe Shiraz city due to good weather and having historical and unique civilization sites is one of tourism centers in national and international levels. These city due to Persepolis neighborhood, each year hosts a large number of domestic and foreign tourists. Moreover, Shiraz has valuable natural potential. But so far, this city failed to their real position in tourism field, especially in terms of attracting tourists and the number of tourists to achieve stability coefficient. In this paper, SWOT strategic planning process has been used for analyzing the functioning of tourism in Shiraz. A four-stage process of strategic planning including: first, external (opportunities and threats and internal (strengths and weaknesses factors evaluation matrix; second, analysis of strategic factors; third, external and internal matrix and matrix of quantitative strategic planning and finally, appropriate strategies for development of tourism in the city of Shiraz, has designed and presented. Moreover, after consideration of relevant information, the major external and internal factors were identified in the matrix were evaluated. Number of external factors determined to be 19. From this amount, 9 factors cause tourism opportunities of Shiraz and 10 threatened it. Firstly, the factors that led to the opportunity and then those that threaten the Shiraz tourism sector are located in the matrix. Number of domestic factors also determined to be 22 including the strengths and weaknesses of tourism in Shiraz. So that, firstly 11 strength factors and then 11 weakness factors of tourism are placed in the matrix, then using the expert viewpoints and comments of those interviewed, individual affecting factors were heightened. Finally, by adjusting the strategic planning and internal and external factors that are the base in the strategies planning, the SWOT matrix was extracted and accordingly, quantitative strategic planning, appropriate strategies and priorities matrices of tourism development are identified.4- ConclusionIn the present study, using strategic planning process, the abilities and functions of tourism and develop these functions, the action and determine strategies to provide practical solutions for Shiraz tourism development. In this process, with assessment capabilities and opportunities of Shiraz tourism, findings indicate that tourism planning strategies acceptable in this city, conservative strategies would be planned in first priority and second priority planning aggressive strategies. Thus, first WO primary strategies and then SO strategies were selected in the SWOT matrix priorities. In fact WO2 conservative strategy with 6.16 scores represents the best strategy on tourism development will be considered in Shiraz. To achieve this, the strategy to familiarize hotels and travel agencie
Full Text Available Achieving development, particularly development in agriculture sector requires principled efficient planning and accurate implementation of the plan. This involves exact awareness of facilities, opportunities, capabilities and constraints in reaching a favorable situation. This study aims at identifying the strategies required for success and development in local and global markets of grapes through using SWOT (Strengths Weaknesses Opportunities Threats method. It firstly studies the theoretical principles of strategic planning process and strategic management, then it gathers internal factors (weaknesses and strengths and external factors (opportunities and threats pertaining to the grapes product development via questionnaires distributed among the statistical universe and analyzes them through SWOT method. To recognize the attractiveness of the identified strategies, QSPM (Quantitative Strategic Planning Matrix matrix has been applied. The results reveal that continuous assessment of the competitors and their services contributes to the improvement of the products value added; and creating marketing networks and extensive campaigns are the most appropriate strategies in penetrating into the regional and global markets in order to develop grapes product of Takestan City. Furthermore, endeavors to achieve financial resources through ventures with foreign and domestic investors and applying modern technology and updated scientific findings have a considerable impact on developing grapes product.
Krag, Lotte; Thomsen, Mette
In recent years, many companies have changed their IT strategy from developing systems in-house to implementing integrated software solutions. Along with the implementation of large Management Information Systems (MIS) such as Enterprise Resource Planning (ERP) systems, several strategic choices have to be made in order to ensure the success of the implementation in terms of the technical aspects, the business model and the organisation. This article deals with three strategic choices made by the management in the case company, a large European medical company, regarding the process of implementing an e-Procurement system - more specifically, an Enterprise Buyer Professional (EBP) module in SAP R/3 for commercial purchasing. These strategic choices are (1) outsourcing the electronic catalogue of the EBP system to an electronic market place, (2) constituting a change management group for the implementation, and (3) allying with an external partner in the implementation process. The strategic choices are the basis of a qualitative analysis using an Actor Network Theory (ANT) perspective where focus is on three aspects: Delegation, black box and enrolment. In this regard, strategies for delegating tasks to the EBP system, strategies for establishing the EBP system as a black box and, finally, strategies for enrolling external partners in the implementation process in the case company are analysed. Through these concepts of ANT, the article demonstrates how strategic choices influence the implementation process and which initiatives are made to put the strategic choices of the implementation into effect.
Santiago, Mayorga Escalada.
Full Text Available El contexto de crisis general y la grave situación económica que atraviesa el sector del fútbol profesional en España hace que se busquen nuevos modelos de financiación. Dentro de este entorno se hace necesario analizar el trabajo de branding que se desarrolla en los diferentes clubes que forman par [...] te de la Liga de Fútbol Profesional (LFP). Una marca planificada de forma estratégica y gestionada de manera coherente, que investiga el mercado en el que opera y fideliza a sus públicos, se convierte en una marca reconocida, diferenciada, bien posicionada y que ofrece un valor añadido. Las percepciones que de los clubes tengan sus públicos crearán una determinada imagen que podrá traducirse en nuevas vías de financiación y más oportunidades de negocio dentro del mercado. Abstract in english The context of general crisis and the critical economic situation in the field of professional football in Spain have led to search for new fundraising models. It is within this framework that the process of branding made by different LFP (Liga de Fútbol Profesional / Professional Football League) c [...] lubs must be analyzed. A strategically planned and consistently managed brand, based on a thorough investigation of the market where it operates, and aimed at the engagement of its targeted audience, becomes a recognized, differentiated and well-positioned element that offers added value to the industry. The audience's perception regarding teams and clubs creates a certain image that may lead to new funding and business opportunities within the market.
Ariane Graças de Campos
Full Text Available Objective: To apply the Strategic Situational Planning (SSP in a problem selected by the Family Health team, aiming at proposing intervention strategies to correct this deficiency. Methods: A field research of quantitative nature, applied in a family health unit of a town in the countryside of São Paulo state, using the steps of SSP in the period from April to October, 2008. Results: The selected problem was that of underreporting of production in the unit, thereby undermining the efficiency of obtaining positive results regarding the access, effectiveness of the strategies and changes in the context of health in the coverage area. After intervention with the team focusing awareness on the importance of maintaining updated data and information on the population served, it understood the importance of formalizing all procedures performed in the Unit. Conclusion: The Strategic Situational Planning brought to light the relevance in learning more about the community of which the unit is responsible, its complexity and heterogeneity, making effective the quality of rendered services, linking them to the recovery of professional activities and of the health service as a whole.
Recent planning practice in post-communist cities indicates a growing interest in strategic spatial planning. In their search for new planning paradigms and more flexible approaches to city planning, municipalities in post-communist cities have embraced strategic planning as a way to involve residents, the business community and various stakeholders in defining a vision for the future. Drawing on the experience of six capital cities – Prague, St Petersburg, Vilnius, Sofia, Budapest and Riga –...
Program helps process engineers set up manufacturing plans for machined parts. System allows one to develop and store library of similar parts characteristics, as related to particular facility. Information is then used in interactive system to help develop manufacturing plans that meet required standards.
Full Text Available Strategic spatial planning has enjoyed widespread implementation since the 1990s, especially in urban and metropolitan areas, having its focus on promoting their competitiveness and sustainability. Nowadays, the effects of economic crisis, together with growing environmental and technological risks, trigger the vulnerability of these areas and stress the need for resilience. This paper examines the role of strategic spatial planning in promoting metropolitan resilience in the era of crisis. It is argued that this type of planning is capable of supporting the adaptation of territorial systems to crisis-induced risks, as is, for instance, the case of planning for climate change. This is further analyzed in light of four of the key aspects of the new strategic spatial planning, namely its principles, content, process, and utilization of resources. The paper draws evidence from the case of Greece and examines the abovementioned aspects of the recently prepared new Regulatory Plan for the Thessaloniki greater area. The first results of this examination show that, provided there is political will which allows for necessary adjustments, the Plan has the potential to incorporate the dimension of resilience. The elaboration and exploitation of the strategic nature of the Plan and of its sustainable development principle constitute key elements of a resilience-oriented approach.
Hydro-Quebec produces, transmits and distributes electricity through the use of renewable energy sources, particularly hydroelectricity. It also conducts research in energy related fields. This document listed the strategic plan for Hydro-Quebec's 4 main divisions: Hydro-Quebec Production, Hydro-Quebec TransEnergie, Hydro-Quebec Distribution and Hydro-Quebec Energy Society of Bay James. The 2006 to 2010 strategic plan continues to focus on 3 main priorities: energy efficiency; complementary development of hydroelectricity and wind power; and, technological innovation. Hydro-Quebec's objectives also include strengthening the security of Quebec's energy supply and making use of energy as a lever for economic development. The plan for Hydro-Quebec Production calls for accelerating the development of major hydroelectric projects and promoting other renewable forms of energy such as wind power and ensuring the efficiency and reliability of the generating fleet. The utility's objective is to reach 4.7 TWh in energy savings by 2010 and to work toward a target of 8 TWh by 2015. The plan also involves a portfolio of hydroelectric projects totaling 5,400 MW. The plan includes complementary development and integration of 4,000 MW of windpower by 2015. The plan for Hydro-Quebec TransEnergie calls for system reliability and becoming a world benchmark for quality and reliability in wind power integration and deployment of new technologies to enhance performance. The plan for Hydro-Quebec Distribution calls for more efficient use of electricity, increase customer satisfaction and meet electricity needs through the use of renewable energy sources. The utility has made a commitment for 2006 to 2010 to a net income of $2.5 billion per year for a total of $12.5 billion, and a capital investment of 19.4 billion. This paper outlined the contribution of each division to net income and listed the economic benefits for the 2006 to 2010 period. In 2006, the Quebec Energy Board authorized Hydro-Quebec Distribution to raise its rates by 5.3 per cent in adjustment with the substantial growth in energy consumption which has led to additional electricity supply costs and investment to connect new customers to the grid. This document also included information regarding electricity sales, operating expenses, revenues, purchases, water power royalties, financial expenses, and a statement of cash flows. tabs., figs
This article deals with the challenge of approaching decision-making processes through strategic environmental assessment (SEA). It is argued that the interaction between policy-making and planning in strategic decision-making processes is a neglected reason for problems with applying SEA, as legislation and guidance on SEA primarily approach either the policy or plan level. To substantiate the argument, the extent of interaction is empirically investigated. Four contemporary decision-making processes in the Danish energy sector are mapped as a series of choices. Fundamental changes with considerable environmental impacts are decided these years, often without preceding SEA processes. The mapping shows a profound interaction between policy-making and planning. In this interaction, public consultation, systematic environmental analyses, and transparency on alternatives are primarily related to choices of planning character. The findings lead to a discussion of the existing SEA guidance that is challenged in terms of adequacy of the guidance to approach the interaction.
Tatiane Santana; Francisco Diniz; Antonio Jose Goncalves Fernandes
This article aims to show to what extent strategic planning performed by Brazilian universities from the State of Pará has contributed, whether positively or negatively, to achieve institutional objectives. The research can be classified as explanatory with features of a qualitative multi-case study because it seeks to explain casual relationship between strategic planning and institutional objectives. Managers at strategic and tactical levels were interviewed and the data collection was cond...
Bualhamam, Mohamed R.
This research was done to determine the feasibility of creating a fully functional Geographical Information Systems (GIS) in Ras al Khaimah (RAK) and its implementation strategy and process constrains. The purpose of strategic planning is to create a framework within which the complexity and interdependency of GIS design and implementation can be managed. RAK GIS Project (RAKGIS) is intended not only to serve all departments of the local government, but will embrace the needs of a variety of external agencies, other levels of government, and the private sector. The Emirate has identified and plan to utilized GIS technology as a means for improving its business processes, infrastructure, services, information and decision-making. The processes used in this research project can be divided into three distinct phases: strategy formulation, current situation assessment, and the tactical planning.
Pindolia, Deepa K; Garcia, Andres J; Wesolowski, Amy; Smith, David L; Buckee, Caroline O; Noor, Abdisalan M; Snow, Robert W; Tatem, Andrew J
Recent increases in funding for malaria control have led to the reduction in transmission in many malaria endemic countries, prompting the national control programmes of 36 malaria endemic countries to set elimination targets. Accounting for human population movement (HPM) in planning for control, elimination and post-elimination surveillance is important, as evidenced by previous elimination attempts that were undermined by the reintroduction of malaria through HPM. Strategic control and elimination planning, therefore, requires quantitative information on HPM patterns and the translation of these into parasite dispersion. HPM patterns and the risk of malaria vary substantially across spatial and temporal scales, demographic and socioeconomic sub-groups, and motivation for travel, so multiple data sets are likely required for quantification of movement. While existing studies based on mobile phone call record data combined with malaria transmission maps have begun to address within-country HPM patterns, other aspects remain poorly quantified despite their importance in accurately gauging malaria movement patterns and building control and detection strategies, such as cross-border HPM, demographic and socioeconomic stratification of HPM patterns, forms of transport, personal malaria protection and other factors that modify malaria risk. A wealth of data exist to aid filling these gaps, which, when combined with spatial data on transport infrastructure, traffic and malaria transmission, can answer relevant questions to guide strategic planning. This review aims to (i) discuss relevant types of HPM across spatial and temporal scales, (ii) document where datasets exist to quantify HPM, (iii) highlight where data gaps remain and (iv) briefly put forward methods for integrating these datasets in a Geographic Information System (GIS) framework for analysing and modelling human population and Plasmodium falciparum malaria infection movements. PMID:22703541
Pindolia Deepa K
Full Text Available Abstract Recent increases in funding for malaria control have led to the reduction in transmission in many malaria endemic countries, prompting the national control programmes of 36 malaria endemic countries to set elimination targets. Accounting for human population movement (HPM in planning for control, elimination and post-elimination surveillance is important, as evidenced by previous elimination attempts that were undermined by the reintroduction of malaria through HPM. Strategic control and elimination planning, therefore, requires quantitative information on HPM patterns and the translation of these into parasite dispersion. HPM patterns and the risk of malaria vary substantially across spatial and temporal scales, demographic and socioeconomic sub-groups, and motivation for travel, so multiple data sets are likely required for quantification of movement. While existing studies based on mobile phone call record data combined with malaria transmission maps have begun to address within-country HPM patterns, other aspects remain poorly quantified despite their importance in accurately gauging malaria movement patterns and building control and detection strategies, such as cross-border HPM, demographic and socioeconomic stratification of HPM patterns, forms of transport, personal malaria protection and other factors that modify malaria risk. A wealth of data exist to aid filling these gaps, which, when combined with spatial data on transport infrastructure, traffic and malaria transmission, can answer relevant questions to guide strategic planning. This review aims to (i discuss relevant types of HPM across spatial and temporal scales, (ii document where datasets exist to quantify HPM, (iii highlight where data gaps remain and (iv briefly put forward methods for integrating these datasets in a Geographic Information System (GIS framework for analysing and modelling human population and Plasmodium falciparum malaria infection movements.
The final report of strategic planning describes the uses and applications of the Nuclear Technology, situation, tendencies so much at international level as national, institutional organization of the Nuclear Sector in the Uruguay, assignment of the DNTN, nuclear politics of the Uruguay, development of the Net or Nuclear Sector and model proposed for Uruguay, general conclusions and Strategic Plan
Finger, Glenn; Smart, Vicky
Most universities are undertaking information technology (IT) strategic planning. The development of those plans often includes the voices of academics and sometimes engages alumni and current students. However, few engage and acknowledge the voice of future students. This paper is situated within the "Griffith University 2020 Strategic…
This study aimed to analyze the mission and vision statements on the strategic plans of higher education institutions. The sample of the study consisted of 72 public universities. Strategic plans of the universities were accessed over the internet, and the data collected were analyzed using content analysis. The findings show that statements on…
...Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant...Chair of the Interagency Working Group on Youth Programs, is announcing a meeting to solicit...development of a strategic plan for federal youth policy. DATES: October 19, 2010,...
...Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant...Chair of the Interagency Working Group on Youth Programs, is announcing a meeting to solicit...development of a strategic plan for federal youth policy. DATES: October 14, 2010,...
...Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant...Chair of the Interagency Working Group on Youth Programs, is announcing a meeting to solicit...development of a strategic plan for federal youth policy. DATES: November 18, 2010,...
...Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant...Chair of the Interagency Working Group on Youth Programs requests public comments to inform...development of a strategic plan for Federal youth policy. DATES: Comments must be...
...Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant...Chair of the Interagency Working Group on Youth Programs, is announcing a meeting to solicit...development of a strategic plan for Federal youth policy. DATES: November 12, 2010,...
...Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant...Chair of the Interagency Working Group on Youth Programs, is announcing a meeting to solicit...development of a strategic plan for federal youth policy. DATES: October 19, 2010,...
...Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant...Chair of the Interagency Working Group on Youth Programs, is announcing a meeting to solicit...development of a strategic plan for federal youth policy. DATES: August 24, 2010,...
The CH2M Hill Hanford Group, Inc., Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project
Paczkowski, Brian G.; Ray, Trina L.
The mission design for Cassini-Huygens calls for a four-year orbital survey of the Saturnian system and the descent into the Titan atmosphere and eventual soft-landing of the Huygens probe. The Cassini orbiter tour consists of 76 orbits around Saturn with 44 close Titan flybys and 8 targeted icy satellite flybys. The Cassini orbiter spacecraft carries twelve scientific instruments that will perform a wide range of observations on a multitude of designated targets. The science opportunities, frequency of encounters, the length of the Tour, and the use of distributed operations pose significant challenges for developing the science plan for the orbiter mission. The Cassini Science Planning Process is the process used to develop and integrate the science and engineering plan that incorporates an acceptable level of science required to meet the primary mission objectives far the orbiter. The bulk of the integrated science and engineering plan will be developed prior to Saturn Orbit Insertion (Sol). The Science Planning Process consists of three elements: 1) the creation of the Tour Atlas, which identifies the science opportunities in the tour, 2) the development of the Science Operations Plan (SOP), which is the conflict-free timeline of all science observations and engineering activities, a constraint-checked spacecraft pointing profile, and data volume allocations to the science instruments, and 3) an Aftermarket and SOP Update process, which is used to update the SOP while in tour with the latest information on spacecraft performance, science opportunities, and ephemerides. This paper will discuss the various elements of the Science Planning Process used on the Cassini Mission to integrate, implement, and adapt the science and engineering activity plans for Tour.
This study addresses the strategic planning and environmental scanning activities of the hotel chains operating in Portugal, and compares attitudes towards planning and scanning activities by companies where strategy is formalised through a formal written strategic plan (intenders) and those companies where strategy is informally developed through a 'vision' or 'informal plan' (realisers). The main challenges facing Portuguese hoteliers as identified by the representatives of the Portuguese g...
Here we present the vision, concept and direction for forming a European Industrial Strategy for a Scientific Cloud Computing Infrastructure to be implemented by 2020. This will be the framework for decisions and for securing support and approval in establishing, initially, an R&D European Cloud Computing Infrastructure that serves the need of European Research Area (ERA ) and Space Agencies. This Cloud Infrastructure will have the potential beyond this initial user base to evolve to provide similar services to a broad range of customers including government and SMEs. We explain how this plan aims to support the broader strategic goals of our organisations and identify the benefits to be realised by adopting an industrial Cloud Computing model. We also outline the prerequisites and commitment needed to achieve these objectives.
Pedersen, Carsten; Juul Andersen, Torben
The analysis of major resource committing decisions is central focus in the strategy field, but despite decades of rich conceptual and empirical research we still seem distant from a level of understanding that can guide corporate practices under dynamic and unpredictable conditions. Strategic decision making is often conceived as ‘standing on the two feet’ of deliberate or intended strategic decisions by top management and emergent strategic decisions pursued by lower-level managers and employees. In this view, the paper proposes that bottom-up initiatives have a hard time surfacing in hierarchical organizations and that lowerlevel managers and employees, therefore, pursue various strategies to bypass the official strategy processes to act on emerging strategic issues and adapt to changing environmental conditions.
The US Department of Energy (DOE) operates one of the largest complexes for treatment and disposal of low-level radioactive waste (LLW) in the world. It has operated safely without major disruption for over forty years and continues to evolve and progress in response to new needs, new technology and an increasing environmental awareness. It is DOE's policy to maintain the same level of protection and safety for the public and for employees of DOE and its contractors as the Nuclear Regulatory Commission (NRC) and the Environmental Protection Agency (EPA). The policy is responsive to the requirements of DOE contractors who produce a wide variety of wastes at several sites around the country. This Strategic Plan supports the Defense Waste and Transportation Management Program Implementation Plan, which in turn supports the Defense Waste Management Plan submitted to Congress in June of 1983. Analysis of the issues by the DLLWMP concludes that the elements of DOE Order 5820. 2, are those elements which reduce the amount of waste requiring handling/treatment/disposal, provide for proper documentation and certification, and show compliance with public health and safety protection regulations. Those elements include: characterizing waste to permit proper segregation, treatment, storage, and disposal; minimizing the waste generated through waste generation reduction, waste segregation, and minimization; encouraging the use of waste treatment; setting performance objectives andatment; setting performance objectives and conducting performance assessments to ensure that performance objectives are met; ensuring that disposal facilities are properly sited and that waste is properly disposed of
This report covers the work performed in support of the Office of New Production Reactors during the 9 month period from January through September 1990. Because of the rapid pace of program activities during this time period, the emphasis on work performed shifted from the strategic planning emphasis toward supporting initiatives requiring a more immediate consideration and response. Consequently, the work performed has concentrated on researching and helping identify and resolve those issues considered to be of most immediate concern. Even though they are strongly interrelated, they can be separated into two broad categories as follows: The first category encompasses program internal concerns. Included are issues associated with the current demand for accelerating staff growth, satisfying the immediate need for appropriate skill and experience levels, team building efforts necessary to assure the development of an effective operating organization, ability of people and organizations to satisfactorily understand and execute their assigned roles and responsibilities, and the general facilitation of inter/intra organization communications and working relationships. The second category encompasses program execution concerns. These include those efforts required in development of realistic execution plans and implementation of appropriate control mechanisms which provide for effective forecasting, planning, managing, and controlling of on-going (or soon to be) program substantive activities according to the master integrated schedule and budget
Ab-Rahman, Mohammad Syuhaimi; Yusoff, Abdul Rahman Mohd; Abdul, Nasrul Amir; Hipni, Afiq
Development of a robust platform is important to ensure that the engineering accreditation process can run smoothly, completely and the most important is to fulfill the criteria requirements. In case of Malaysia, the preparation for EAC (Engineering Accreditation Committee) assessment required a good strategic plan of academic management system…
Full Text Available In the era of research infrastructures and big data, sophisticated data management practices are becoming essential building blocks of successful science. Most practices follow a data-centric approach, which does not take into account the processes that created, analysed and presented the data. This fact limits the possibilities for reliable verification of results. Furthermore, it does not guarantee the reuse of research, which is one of the key aspects of credible data-driven science. For that reason, we propose the introduction of the new concept of Process Management Plans, which focus on the identification, description, sharing and preservation of the entire scientific processes. They enable verification and later reuse of result data and processes of scientific experiments. In this paper we describe the structure and explain the novelty of Process Management Plans by showing in what way they complement existing Data Management Plans. We also highlight key differences, major advantages, as well as references to tools and solutions that can facilitate the introduction of Process Management Plans.
Quitzau, Maj-Britt; Poulsen, Naja
Many of the ambitious sustainable strategies on how to integrate sustainable solutions expressed in urban development projects do not become materialized in the urban design. This paper aims to uncover the transformative dynamics involved in this translation process of materializing the formulated sustainable strategies into the project design. Through an action-?research inspired methodology, this paper provides deep insights into the struggle of the urban planners to integrate sustainable solutions into a new urban development project in the city of Malmö in Sweden. The analysis shows that the translation process relies heavily on integration of impositions in the detailed plan, although this has clear limitations, since some sustainable strategies are more difficult to impose than others. It also shows how strategic navigation may represent an alternative translation strategy to promote more difficult sustainable strategies that address the project design more directly. In conclusion, the paper argues that strategic navigation represents a stronger mediator of change compared to the detailed plan, but that especially timing issues in the coordination between formal planning and design processes makes it difficult to apply such a translation strategy.
...receipt. The draft DOE 2011 Strategic Plan can be accessed at http...with clear leadership in strategic areas of importance to the...also have a goal to pursue management excellence in all that we...explained in the draft DOE Strategic Plan. The plan outlines...
Héctor Montiel Campos
Full Text Available Nowadays, the importance of the strategy for an enterprise becomes evident by verifying the changes that characterize its environment. Changes in legislation and regulation models and a greater market fragmentation are clear examples of the threats that lead the change. At the same time, the opportunities that the environment offers through the reduction of entrance barriers and a strong possibility of investment extension have increased. In order to be able to survive in an increasingly competitive environment, organizations must adapt their products to the market. For this to happen, it is necessary that the organization develops a retrieval, analysis and information interpretation process with strategic value about the industry and the competitors in it, which is transmitted to those in charge of the organization at the right time. The objective of this study was to develop a competitive intelligence model in an environment where strategic planning is not common and structural conditions are adverse. The research took place in the surety bond industry in Mexico, and the model obtained allows the surety companies with little strategic planning to know and identify their specific information requirements in order to lead competitiveness in a better way and the quality of their products and services at the same time. The outcome of this study demonstrates that competitive intelligence must suit the enterprise’s activity thus overcoming the barriers offered to this practice by the environment.
The Department of Energy's (DOE) Office of Fossil Energy (FE), through the Coal and Power Systems (C and PS) program, funds research to advance the scientific knowledge needed to provide new and improved energy technologies; to eliminate any detrimental environmental effects of energy production and use; and to maintain US leadership in promoting the effective use of US power technologies on an international scale. Further, the C and PS program facilitates the effective deployment of these technologies to maximize their benefits to the Nation. The following Strategic Plan describes how the C and PS program intends to meet the challenges of the National Energy Strategy to: (1) enhance American's energy security; (2) improve the environmental acceptability of energy production and use; (3) increase the competitiveness and reliability of US energy systems; and (4) ensure a robust US energy future. It is a plan based on the consensus of experts and managers from FE's program offices and the National Energy Technology Laboratory (NETL).
Junjie Kang; Jinghong Zhou
First this paper analyzes China electric power market price regulation and power supply enterprises’ decision-making behaviors, and then carries on comparative analysis about integrated resource planning theory and integrated resource strategic thought under demand balance angle. The results show that integrated resource planning can reduce the power demand and optimize resource allocation, but integrated resource strategic planning under the demand side management has better effect, also can...
Sevaguru, Nithi; Safa, Mohammad Samaun
Scenario planning, an alternative strategic management tool, has given a new meaning and dimension to the way strategy should be thought, discussed and implemented in organizations. This paper introduces scenario planning in the way the turbulent world should be better managed by looking for possible futures and not predicting the only future. No matter how rational strategic planners are, the complexity of the business environment would still leave the planners guessing of their planned and ...
Since 1998, the Indonesian government had introduced an approach for Strategic Management under Government Regulation No. 108/200 the government has not evaluated experiences with this strategy. However, in 2009, the administration of President Yudhoyono introduced a new approach entitled Rencana Pembangunan Jangka Menengah (RPJMD) –Medium Term Development Planning. The interesting question regards the compliance of government with this strategic plan. In other words, is the implementation of...
Alexandru Lucian Mihai
In many segments of the sport industry, sport marketers are pressured to increase their product sales to generate increased revenues for their organizations. This pressure poses a challenge. Because sport marketers are involved in persuading consumers to buy, they run the risk of exaggerating or misrepresenting their products in an effort to sell them. Today, and in the future, sport marketers should recognize this risk and monitor their marketing strategies to ensure that they communicate ho...
Full Text Available This paper reports on the results of an empirical study into the integration of strategic information systems planning and business-IT alignment, IT evaluation, and the proactive management of business benefits in large organisations, and to consider the linkages evident between these processes. An argument is developed which suggests that at the heart of good IT governance practice is an integrated cycle of building a business case, alignment and prioritisation of IT investments with business objectives and imperatives, evaluation, system acquisition, and post implementation proactive benefits realisation.
Schwartzstein, Richard M; Huang, Grace C; Coughlin, Christine M
Despite their vital contributions to the training of future physicians, many academic teaching hospitals have grown operationally and financially distinct from affiliated medical schools because of divergent missions, contributing to the erosion of clinical training. Some institutions have responded by building hybrid organizations; others by creating large health care networks with variable relationships with the affiliated medical school. In this case, the authors wished to establish the future educational mission of their medical center as a core element of the institution by creating data-driven recommendations for reorganization, programs, and financing. They conducted a self-study of all constituents, the results of which confirmed the importance of education at their institution but also revealed the insufficiency of incentives for teaching. They underwent an external review by a committee of prominent educators, and they involved administrators at the hospital and the medical school. Together, these inputs composed an informed assessment of medical education at their teaching hospital, from which they developed and actualized an institution-wide strategic plan for education. Over the course of three years, they centralized the administrative structure for education, implemented programs that cross departments and reinforce the UME-GME continuum, and created transparency in the financing of medical education. The plan was purposefully aligned with the clinical and research strategic plans by supporting patient safety in programs and the professional development of faculty. The application of a rigorous strategic planning process to medical education at an academic teaching hospital can focus the mission, invigorate faculty, and lead to innovative programs. PMID:18520458
A new strategic plan is in place to upgrade the ALS so it can continue to address fundamental questions, such as size-dependent and dimensional-confinement phenomena at the nanoscale; correlation and complexity in physical, biological, and environmental systems; and temporal evolution, assembly, dynamics and ultrafast phenomena. Moreover, the growing number of ALS users (now exceeding 2,000 per year) requires increased attention. Accordingly, our plan concentrates on projects that will continue to make it possible for ALS users to address grand scientific and technological challenges with incisive world-class tools and quality user support. Our highest priority is to begin top-off operation, in which electrons are injected into the storage ring at intervals of approximately 1 minute. The combination of top-off and concurrent development of small-gap in-vacuum undulators and superconducting undulators will allow an increase in brightness from eight to more than 100 times, depending on the specific undulators and photon energy range. As part of our core mission in the VUV and soft x-ray regions, we plan to exploit these accelerator developments to extend our capabilities for high spatial and temporal resolution and utilize the remarkable coherence properties of the ALS in a new generation of beamlines. Ranked by priority, several proposed beamlines will follow completion of five new beamlines already under construction or funded. The intellectual excitement of the ALS has been a powerful tool in the recruitment and retention of outstanding staff, but additional sustained efforts are required to increase diversity both in gender and in under represented groups. To this end, we intend to expand the ALS Doctoral Fellowship Program by giving special emphasis to under represented groups. We also envision a distinguished postdoctoral fellowship program with the same emphasis, to increase and diversify our pool of candidates for beamline scientist positions
Kirz, J.; Chemla, D.S.; Feinberg, B.; Hussain, Z.; Krebs, G.F.; Padmore, H.A.; Robin, D.S.; Robinson, A.L.; Smith, N.V.; Warwick, T.
A new strategic plan is in place to upgrade the ALS so itcan continue to address fundamental questions, such as size-dependent anddimensional-confinement phenomena at the nanoscale; correlation andcomplexity in physical, biological, and environmental systems; andtemporal evolution, assembly, dynamics and ultrafast phenomena. Moreover,the growing number of ALS users (now exceeding 2,000 per year) requiresincreased attention. Accordingly, our plan concentrates on projects thatwill continue to make it possible for ALS users to address grandscientific and technological challenges with incisive world-class toolsand quality user support. Our highest priority is to begin top-offoperation, in which electrons are injected into the storage ring atintervals of approximately 1 minute. The combination of top-off andconcurrent development of small-gap in-vacuum undulators andsuperconducting undulators will allow an increase in brightness fromeight to more than 100 times, depending on the specific undulators andphoton energy range. As part of our core mission in the VUV and softx-ray regions, we plan to exploit these accelerator developments toextend our capabilities for high spatial and temporal resolution andutilize the remarkable coherence properties of the ALS in a newgeneration of beamlines. Ranked by priority, several proposed beamlineswill follow completion of five new beamlines already under constructionor funded. The intellectual excitement of the ALS has been a powerfultool in the recruitment and retention of outstanding staff, butadditional sustained efforts are required to increase diversity both ingender and in underrepresented groups. To this end, we intend to expandthe ALS Doctoral Fellowship Program by giving special emphasis tounderrepresented groups. We also envision a distinguished postdoctoralfellowship program with the same emphasis, to increase and diversify ourpool of candidates for beamline scientist positions.
A new strategic plan is in place to upgrade the ALS so it can continue to address fundamental questions, such as size-dependent and dimensional-confinement phenomena at the nanoscale; correlation and complexity in physical, biological, and environmental systems; and temporal evolution, assembly, dynamics and ultrafast phenomena. Moreover, the growing number of ALS users (now exceeding 2,000 per year) requires increased attention. Accordingly, our plan concentrates on projects that will continue to make it possible for ALS users to address grand scientific and technological challenges with incisive world-class tools and quality user support. Our highest priority is to begin top-off operation, in which electrons are injected into the storage ring at intervals of approximately 1 minute. The combination of top-off and concurrent development of small-gap in-vacuum undulators and superconducting undulators will allow an increase in brightness from eight to more than 100 times, depending on the specific undulators and photon energy range. As part of our core mission in the VUV and soft x-ray regions, we plan to exploit these accelerator developments to extend our capabilities for high spatial and temporal resolution and utilize the remarkable coherence properties of the ALS in a new generation of beamlines. Ranked by priority, several proposed beamlines will follow completion of five new beamlines already under construction or funded. The intellectual excitement of the ALS has been a powerful tool in the recruitment and retention of outstanding staff, but additional sustained efforts are required to increase diversity both in gender and in underrepresented groups. To this end, we intend to expand the ALS Doctoral Fellowship Program by giving special emphasis to underrepresented groups. We also envision a distinguished postdoctoral fellowship program with the same emphasis, to increase and diversify our pool of candidates for beamline scientist positions
Olsen, A J; Stead, W.W.
This paper describes the deliverables framework developed by Vanderbilt University Medical Center (VUMC) in its IAIMS planning process. The key deliverables include: visions for the future; mission, goals, and objectives for the information management function; critical functions for IAIMS; categorized projects; priority recommendations; and a straw man project sequence reflecting dependencies. The paper also discusses how the plan will be used and how it interacts with direction-setting for ...
In the planning literature, there has recently been much discussion on the new ‘soft spaces with fuzzy boundaries’ perceived to emerge in British spatial planning. So far critical reflections on the implications of the increasing amount of spatial strategy-making being done in soft spaces have focused on the lack of transparency and potential democratic deficits of contemporary spatial planning. Limited critical attention has been paid to how policy agendas are being shaped and reshaped in soft spaces, and how these agendas seek to influence formal planning arenas. These questions seem to be particularly relevant within the current neoliberal political climate characterising many European countries, including social welfare states such as Denmark. In addition, limited attention has been paid to how the concepts of ‘soft spaces’ and ‘fuzzy boundaries’ correspond to contemporary European strategic spatial planning practices. This paper seeks to broaden the soft space debate in a European context by offeringan account of the emergence of soft spaces in Danish spatial planning. The paper analyses how spatial strategy-making is carried out at the scale of two new soft spaces emerging in Danish spatial planning at subnational scales. In these soft spaces, the paper explores how policy agendas are being shaped and reshaped, and how these agendas seek to influence formal planning arenas. The central argument running through this paper is that soft spaces in neoliberal political climates might be used as vehicles for neoliberal transformations of strategic spatial planning. In 2006, the Danish Ministry of the Environment published a national planning report articulating a ’New Map of Denmark’ consisting of two urban regions. The urban regions were promoted by the ministry as new appropriate scales for, on the one hand, managing pressing spatial issues such as urban sprawl and congestion, and on the other hand, promoting economic growth and international competitiveness. In 2008, new multi-level collaborative processes were initiated at the scale of these urban regions, involving the Ministry of the Environment, administrative regions, and municipalities. The aim of these processes was to prepare informal and voluntary spatial frameworks and overall urban structures for the two regions, turning these into ‘soft spaces’ of strategic spatial planning. The paper demonstrates how the state’s ambitions of introducing overall spatial frameworks at the scale of urban regions were downscaled during the processes, as the political climate within the ministry changed as a liberal Minister of the Environment was appointed. At the same time, the municipalities, who primarily perceived the soft spaces as cross-municipal platforms for transport infrastructure lobbying, were successful in reshaping the agenda-setting in the soft spaces towards policy agendas of investments in transport infrastructures and economic development. The lessons from the Danish experiences with soft spaces suggest a need to pay critical attention to how policy agendas are being shaped and reshaped in soft spaces in concordance with transformations in politics. The evidence from Denmark suggests that the flexible nature of soft spaces allows agenda-setting in them to be reshaped to support policy agendas of powerful actors or reflect transformations in politics. In the current neoliberal political climate characterising many European countries at the moment, there is a risk that agenda-setting in soft spaces are reshaped to promote neoliberal policy agendas, turning soft spaces into vehicles for neoliberal transformations of strategic spatial planning.
Munck, Ronaldo; McConnell, Gordon
The contemporary university operates within a global context characterized by ever-increasing uncertainty and complexity. Strategic planning must, therefore, be cognizant of future trends and how those trends will affect the university by creating both threats and opportunities. Our hypothesis is that an approach we refer to as "strategic…
Slepniov, Dmitrij; SØrensen, Brian Vejrum
In this paper we examine the offshoring and offshore outsourcing process and the strategic trajectories underlying it, including both the internal venturing and the external outsourcing process. We define and present various perspectives on the offshoring and offshore outsourcing process. We then proceed with three illustrative case studies and discussion, proposing that the decision to outsource has implications over and beyond the intended strategies. The paper approaches these issues from a strategy-as-practice perspective, and particularly addresses its concern for how micro-level activities shape organisational outcomes. It illustrates how standardised and/or non-core operations may gradually change their strategic scope through the actions of local decision makers, producing a self-reinforcing decision cycle. We conclude that the process, and particularly the agency exercised by middle management throughout the company, deserves a more significant space in future investigations of strategic trajectories, if the activities in the distributed network is to bring strategic advantages over and beyond short-term cost reductions.
Williams, Henry S.; Johnson, Teryl L.
Strategic leadership is built upon traits and actions that encompass the successful execution of all leadership styles. In a world that is rapidly changing, strategic leadership in schools guides school leader through assuring constant improvement process by anticipating future trends and planning for them and noting that plans must be flexible to…
Rifat O. Shannak
Full Text Available This paper studies the nature of the implementation process of strategic decisions within three banks in Jordan. To gain a better view of the implementation process, a qualitative research was carried out. Interviews, observations, and documentation research were used in order to collect the primary data of this study. It is believed that culture might have an effect on the way strategic decisions are implemented in organizations. Having reviewed the extant literature, it was found that four factors may be used to explain the nature of this process within the three banks. These factors are the use of an external company, the use of a simulation technique, the use of an incremental approach, and the use of a buffering time period. Finally, the analysis of the data revealed that culture is expected to play an important role in the implementation process and in the way this process is implemented within banks in Jordan.
Osman, Nafissa B; Almeida, Maria L; Ustá, Momade B; Bique, Cassimo; David, Ernestina
The Mozambican Association of Obstetricians and Gynaecologists (AMOG) received support from the FIGO Leadership in Obstetrics and Gynecology for Impact and Change (LOGIC) Initiative in Maternal and Newborn Health (MNH) to strengthen its organizational capacity and to assume leadership in MNH through the development of a strategic plan. The planning process involved identification of key stakeholders; analysis of strengths and weaknesses; stakeholder consultation; consultation with AMOG members; and ratification at the annual general meeting. The participatory process led to the development of vision and mission statements. Furthermore, core values and strategic goals were identified: (1) to contribute to the implementation of governmental plans for improving MNH; (2) to assume leadership in advancing the practice of obstetrics and gynecology through education and training; and (3) to continue to strengthen organizational capacity. Consequently, relationships among members were reinforced and the visibility and recognition of AMOG as a key stakeholder in MNH increased. PMID:25085687
Duane Hanson; Brent Dixon; Gretchen Matthern
Technology roadmapping is a strategic planning method used by companies to identify and plan the development of technologies necessary for new products. The U.S. Department of Energy’s Office of Environmental Management has used this same method to refine requirements and identify knowledge and tools needed for completion of defined missions. This paper describes the process of applying roadmapping to clarify mission requirements and identify enhancing technologies for the Long-Term Stewardship (LTS) of polluted sites after site cleanup has been completed. The nature of some contamination problems is such that full cleanup is not achievable with current technologies and some residual hazards remain. LTS maintains engineered contaminant barriers and land use restriction controls, and monitors residual contaminants until they no longer pose a risk to the public or the environment. Roadmapping was used to clarify the breadth of the LTS mission, to identify capability enhancements needed to improve mission effectiveness and efficiency, and to chart out the research and development efforts to provide those enhancements. This paper is a case study of the application of roadmapping for program planning and technical risk management. Differences between the planned and actual application of the roadmapping process are presented along with lessons learned. Both the process used and lessons learned should be of interest for anyone contemplating a similar technology based planning effort.
Dixon, B.W.; Hanson, D.J.; Matthern, G.E.
Technology roadmapping is a strategic planning method used by companies to identify and plan the development of technologies necessary for new products. The U.S. Department of Energy's Office of Environmental Management has used this same method to refine requirements and identify knowledge and tools needed for completion of defined missions. This paper describes the process of applying roadmapping to clarify mission requirements and identify enhancing technologies for the Long-Term Stewardship (LTS) of polluted sites after site cleanup has been completed. The nature of some contamination problems is such that full cleanup is not achievable with current technologies and some residual hazards remain. LTS maintains engineered contaminant barriers and land use restriction controls, and monitors residual contaminants until they no longer pose a risk to the public or the environment. Roadmapping was used to clarify the breadth of the LTS mission, to identify capability enhancements needed to improve mission effectiveness and efficiency, and to chart out the research and development efforts to provide those enhancements. This paper is a case study of the application of roadmapping for program planning and technical risk management. Differences between the planned and actual application of the roadmapping process are presented along with lessons learned. Both the process used and lessons learned should be of interest for anyone contemplating a similar technology based planning effort.
Behzadian, Kourosh; Kapelan, Zoran
Despite providing water-related services as the primary purpose of urban water system (UWS), all relevant activities require capital investments and operational expenditures, consume resources (e.g. materials and chemicals), and may increase negative environmental impacts (e.g. contaminant discharge, emissions to water and air). Performance assessment of such a metabolic system may require developing a holistic approach which encompasses various system elements and criteria. This paper analyses the impact of integration of UWS components on the metabolism based performance assessment for future planning using a number of intervention strategies. It also explores the importance of sustainability based criteria in the assessment of long-term planning. Two assessment approaches analysed here are: (1) planning for only water supply system (WSS) as a part of the UWS and (2) planning for an integrated UWS including potable water, stormwater, wastewater and water recycling. WaterMet(2) model is used to simulate metabolic type processes in the UWS and calculate quantitative performance indicators. The analysis is demonstrated on the problem of strategic level planning of a real-world UWS to where optional intervention strategies are applied. The resulting performance is assessed using the multiple criteria of both conventional and sustainability type; and optional intervention strategies are then ranked using the Compromise Programming method. The results obtained show that the high ranked intervention strategies in the integrated UWS are those supporting both water supply and stormwater/wastewater subsystems (e.g. rainwater harvesting and greywater recycling schemes) whilst these strategies are ranked low in the WSS and those targeting improvement of water supply components only (e.g. rehabilitation of clean water pipes and addition of new water resources) are preferred instead. Results also demonstrate that both conventional and sustainability type performance indicators are necessary for strategic planning in the UWS. PMID:25965035
US Fish and Wildlife Service, Department of the Interior — This Strategic Plan summarizes and provides a longterm perspective for how the National Wildlife Refuge System will implement a nationally coordinated effort to...
Sustainability is fundamental to the Department of Energy’s research mission and operations as reflected in the Department’s Strategic Plan. Our overarching mission is to discover the solutions to power and secure America’s future.
Walker, A.; Beattie, D.; Thomas, K.; Davis, K.; Sim, M.; Jhaveri, A.
This Strategic Plan for Sustainable Energy Management and Environmental Stewardship states goals, measures progress toward goals and how actions are monitored to achieve continuous improvement for the Los Angeles Unified School District.
Networking and Information Technology Research and Development, Executive Office of the President — Trustworthy Cyberspace: Strategic Plan for the Federal Cybersecurity Research and Development Program defines a set of interrelated priorities for the agencies of...
...Docket No. FDA-2010-N-0620] The National Antimicrobial Resistance Monitoring System Strategic Plan 2011-2015...requested comments on a document for the National Antimicrobial Resistance Monitoring System (NARMS) entitled...
Franke, Brian Claude; Lorence, Leonard Joseph, Jr.; Crawford, Martin James (K-Tech Corporation, Albuquerque, NM); Cordova, Lisa A.; Kensek, Ronald Patrick; Laub, Thomas William
This test plan describes the testing strategy for the ITS (Integrated-TIGER-Series) suite of codes. The processes and procedures for performing both verification and validation tests are described. ITS Version 5.0 was developed under the NNSA's ASC program and supports Sandia's stockpile stewardship mission.
Leach, James A.; Sanders, Carol S.
This booklet has been prepared to provide business, industry, labor, government, and educational groups with an overview of the economic development process as well as ideas for planning and implementing coordinated economic development activities. An overview defines economic development and provides premises upon which the definition was…
Gulbrandsen, Ib Tunby
In this article I argue that the field of strategic communication lacks a vocabulary with which to understand, examine and practice the richness and multi-dimensionality of strategic communication. Though there have been several advances and vital contributions to the re-conceptualization of ‘strategic’, there appears to be a tendency for the field to replicate a similar divide in the strategic management field, namely between the proponents of strategic communication as being rooted in intent and the proponents of a more emergent understanding of strategy. By offering a translation of Mintzberg’s five modes of strategy, I aim at bridging the divide by putting forward that strategic communication can be conceptualized as a stream of purposeful decisions made and actions taken over time regarding how, when and with whom to communicate in order to fulfil an organization’s goals. Further I argue that while these decisions and actions are not contrary to the accomplishment of the organization’s aims, their ‘strategicness’ is not conditioned by whether or not they are the result of measured intent. As such, I advocate for conceptualizing strategic communication on a continuum from deliberate to emergent, from strategic communication as a plan, via ploy, pattern, position, to strategic communication as a perspective.
Marija Trpkova; Stojan Debarliev
The aim of this study is to examine a wider list of factors (business structure, management structure and environmental factors), whose impact on the strategic planning in the private sector has been investigated. A total of 212 questionnaires were collected from different size, age, industry type and ownership enterprises working in the private sector in Republic of Macedonia. In order to analyze the variables that are determinants of the strategic planning, multiple linear regression was us...
Mouhsine Lakhdissi; Bouchaib Bounabat
IS Strategic Planning and Enterprise Architecture are two major disciplines in IT Architecture and Governance. They pursue the same objectives and have much in common. While ISSP has benefited from business strategic planning methods and techniques, it has not evolved much since the 90s and lacks from formal, tooled and standard methodology. In the other hand, Enterprise Architecture has known a very fast progression in the last years helped in that by market's needs and research in the domai...
Filippou, Miltiades; Zervopoulos, Panagiotis
Data drain for peer active units operating in the same sector is a major factor that prevents policy makers from developing flawless strategic plans for their organisation. This study introduces a hybrid model that incorporates a purely deterministic method, Data Envelopment Analysis (DEA), and a semi-parametric technique, Artificial Neural Networks (ANNs), to provide a strategic planning tool for efficiency optimization applicable to short-term lag of data availability. For consecutive time ...
Elaheh Enteshari Najaf Abadi; Ali Karbasi Najaf Abadi; Iraj Soltani
At the present age, strategic planning is considered as an important and vital matter for organizations and formulating and implementing strategic plans and accurate parameters may result in organizations long-term superiority in competitive field. But, regarding that competitive factors of all organizations are not the same, formulating the strategy with a similar trend is unlikely to be effective and the prerequisite for success of any organization is to focus and pay attention to its own c...
Cassius Tadeu Scarpin; Maria Teresinha Arns Steiner
This paper presents a proposal for strategic planning for the replacement of products in stores of a supermarket network. A quantitative method for forecasting time series is used for this, the Artificial Radial Basis Neural Networks (RBFs), and also a qualitative method to interpret the forecasting results and establish limits for each product stock for each store in the network. The purpose with this strategic planning is to reduce the levels of out-of-stock products (lack of products on th...
Caescu Stefan Claudiu
Full Text Available Strategic marketing planning requires that the marketing objectives strategies for a specific product-market configuration be in full correlation with the directions and the resources allocated at the corporate level or at the strategic business unit one. Such a correlation is more than necessary under the current market conditions, when the economic crisis affects both consumer behavior and corporate decisions. This article focuses on the particularities of strategic marketing planning in sport, given the fact that the vast majority of sports organizations in Romania, although very active on the reference market, do not have a marketing activity correlated with the medium and long term market needs. One of these needs refers to quality of life improvement, knowing that sport activities have positive influence on many dimensions of quality of life, such as health, education, social inclusion, relaxation and leisure. The improvement within the population participation in sport (both as an active participant and as a spectator, the increased duration of leisure and the development of private financing have led to the creation of a large market, where marketing plays a central role. Therefore the marketing management process must also be implemented within the sports organization, in order to make it easier in building and maintaining a relationship with the customer, especially if the organization wants a customer orientation strategy. Such an orientation includes identifying the current needs as well as the future ones in terms of target audience, to offer a series of sports products and services that bring their significant contribution to improving the quality of life. In this paper are highlighted the influences that consumer requirements concerning quality of life have on all components of marketing management process, starting with sports organization mission statement, up to establish strategies for the marketing mix (product, price, distribution and promotion.
Taiwan ROC has achieved significant advances in the optoelectronic industry with some Taiwan products ranked high in the world market and technology. Six segmentations of optoelectronic were planned. Each one was divided into several strategic items, design artificial intelligent portfolio tool (AIPT) to analyze the optoelectronic strategic planning in Taiwan. The portfolio is designed to provoke strategic thinking intelligently. This computer- generated strategy should be selected and modified by the individual. Some strategies for the development of the Taiwan optoelectronic industry also are discussed in this paper.
Yelken, Tugba Yanpar; Kilic, Figen; Ozdemir, Caner
In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the institutions' appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning,…
Lardon, Cecile; Soule, Susan; Kernak, Douglas; Lupie, Henry
Health promotion aims to support people in their efforts to increase control over factors that impact health and well-being. This emphasis on empowerment and contextual influences allows for a more holistic conceptualization of health and approaches to promoting health that are anchored in principles of community development and systems change. Piciryaratgun Calritllerkaq (Healthy Living Through A Healthy Lifestyle) is a collaboration between a Yup'ik village in rural Alaska and researchers from the University of Alaska Fairbanks. The goal was to improve nutrition, increase exercise, and decrease stress. The project utilized elements of organization development and strategic planning to develop a local infrastructure and process and to promote local expertise. The project team developed goals, objectives, action, and evaluation plans that integrated local traditions, Yup'ik culture, and research. PMID:21271433
This research aims the development of a new methodology to support the strategic planning, using the process of elaboration of technological maps (TRM - Technological Roadmaps), associated with application of the detection process of emerging fronts of research in databases of scientific publications and patents. The innovation introduced in this research is the customization of the process of TRM to the radiopharmacy and, specifically, its association to the technique of detection of emerging fronts of research, in order to prove results and to establish a new and very useful methodology to the strategic planning of this area of businesses. The business unit DIRF - Diretoria de Radiofarmacia - of IPEN CNEN/SP was used as base of the study and implementation of this methodology presented in this work. (author)
Full Text Available Most South African organisations were historically part of a closed competitive system with little global competition and a relatively stable economy (Manning: 18, Sunter: 32. Since the political transformation, the globalisation of the world economy, the decline of world economic fundamentals and specific challenges in the South African scenario such as GEAR and employment equity, the whole playingfield has changed. With these changes, new challenges ', appear. A significant challenge for organisations within this scenario is to think, plan and manage strategically. In order to do so, the organisation must understand its relationship with its environment and establish innovative new strategies to manipulate; interact with; and ultimately survive in the environment. The legacy of the past has, in many organisations, implanted an operational short-term focus because the planning horizon was stable. It was sufficient to construct annual plans rather than strategies. These plans were typically internally focused rather than driven by the external environment. Strategic planning in this environment tended to be a form of team building through which the various members of the organisation 's management team discussed and documented the problems of the day. A case study is presented of the development of a strategic management process for a large South African Mining company. The authors believe that the approach is a new and different way of addressing a problem that exists in many organisations - the establishment of a process of strategic thinking, whilst at the same time ensuring that a formal process of strategic planning is followed in order to prompt the management of the organisation for strategic action. The lessons that were drawn from this process are applicable to a larger audience due to the homogenous nature of the management style of a large number of South African organisations.
Full Text Available Imaging science and technology are major contributors to the discovery of new knowledge in diagnosis and treatment of disease. Given such rapid past advances, is it not likely the future rate of progress will be at least as great? As part of the strategic plan is to estimate future change, it is necessary to have a vision for what will happen in radiology in next 20 years. There are several questions that we should find answer for them: 1. Which type of information clinicians will request from radiologists? 2. How will imaging devices of the future differ from those of the present? 3. What appearance might medical images of the future have? Only 30 years ago, radiologists depended heavily on plain radiographs, tomography, and catheter angiography.Presently, very high-resolution crosssectional imaging studies, four-dimensional sonography, and functional imaging techniques (such as brain activation studies and perfusion imaging are common place. Physicians in the future will increasingly seek clinical information that is physiological, and not solely anatomical, in nature.Functional and molecular imaging will be the area of great development in future. Broadly, multidisciplinary, molecular imaging incorporates methods and concepts from molecular and cell biology, imaging sciences, chemistry, highthroughput"nbiology (eg, genomics, proteomics, nanotechnology, pharmacology, and bioinformatics. It is through molecular imaging that radiology is expected"nto play a critical role in advancing molecular medicine and potentially revolutionize patient care and biomedical research. Other promising options will be minimally invasive image-guided therapy and interventional radiology The convergence of molecular imaging and interventional radiology benefits both fields. This lecture is an effort to explain a roadmap for future in the field of Radiology.
The transition to a low carbon economy will take decades and affect the entire economy. There is a timely opportunity for investment in energy infrastructure. However, decisions to invest in technologies that are fully aligned with policy and society priorities do not necessarily come naturally, although it will profoundly affect the level of sustainability of the European energy system for decades to come. Technology development needs to be accelerated and prioritized at the highest level of the European policy agenda. This is the essence of the European Strategic Energy Technology Plan (SET-Plan). The SET-Plan makes concrete proposals for action to establish an energy technology policy for Europe, with a new mind-set for planning and working together and to foster science for transforming energy technologies to achieve EU energy and climate change goals for 2020, and to contribute to the worldwide transition to a low carbon economy by 2050. This paper gives an overview of the SET-Plan initiative and highlights its latest developments. It emphasises the importance of information in support of decision-making for investing in the development of low carbon technologies and shows the first results of the technology mapping undertaken by the newly established Information System of the SET-Plan (SETIS).(author)
Cassius Tadeu, Scarpin; Maria Teresinha Arns, Steiner.
Full Text Available This paper presents a proposal for strategic planning for the replacement of products in stores of a supermarket network. A quantitative method for forecasting time series is used for this, the Artificial Radial Basis Neural Networks (RBFs), and also a qualitative method to interpret the forecasting [...] results and establish limits for each product stock for each store in the network. The purpose with this strategic planning is to reduce the levels of out-of-stock products (lack of products on the shelves), as well as not to produce overstocking, in addition to increase the level of logistics service to customers. The results were highly satisfactory reducing the Distribution Center (DC) to shop out-of-stock levels, in average, from 12% to about 0.7% in hypermarkets and from 15% to about 1.7% in supermarkets, thereby generating numerous competitive advantages for the company. The use of RBFs for forecasting proved to be efficient when used in conjunction with the replacement strategy proposed in this work, making effective the operational processes.
Cassius Tadeu Scarpin
Full Text Available This paper presents a proposal for strategic planning for the replacement of products in stores of a supermarket network. A quantitative method for forecasting time series is used for this, the Artificial Radial Basis Neural Networks (RBFs, and also a qualitative method to interpret the forecasting results and establish limits for each product stock for each store in the network. The purpose with this strategic planning is to reduce the levels of out-of-stock products (lack of products on the shelves, as well as not to produce overstocking, in addition to increase the level of logistics service to customers. The results were highly satisfactory reducing the Distribution Center (DC to shop out-of-stock levels, in average, from 12% to about 0.7% in hypermarkets and from 15% to about 1.7% in supermarkets, thereby generating numerous competitive advantages for the company. The use of RBFs for forecasting proved to be efficient when used in conjunction with the replacement strategy proposed in this work, making effective the operational processes.
Faced with challenges ranging from declining reimbursement to staff shortages, health care organizations--integrated delivery systems, physician group practices, disease management providers, and others--increasingly are turning to general business models to map out step-by-step action plans for performance measurement and process improvement. Creating a "balanced scorecard" is an obvious starting point for assessing and improving clinical and financial performance. PMID:15544069
Alessandro Lambiase; Ernesto Mastrocinque; Salvatore Miranda; Alfredo Lambiase
In this paper, a literature review of the mathematical models for supply chain design is proposed. The research is based on the study and analysis of publications of the last twelve years from the most widespread international journal about operations management and logistics. The aim of the work lies in identifying tendencies in the literature and related open issues about the strategic decisions, economic parameters, constraints and model features considered in the strategic planni...
The strategic environmental assessment (SEA) makes new demands for plans and programs also in the transport sector. Particularly on local level transport is one of the biggest causers of negative environmental effects. But there exists no SEA obligation for local transport plans, however many factors suggest to make such an examination in this sector. At the latest in the urban land use planning transport effects are a component for the SEA. Synergies can be exhausted and the individual planning steps are appropriately co-ordinated by the meaningful integration of transport and urban development planning. Additional synergies can gained in connection with further local and/or regional planning like e.g. the clean air planning or noise reduction planning. The aim of the doctoral thesis is to draft recommendations how to integrate the SEA into local transport planning process. For that purpose it is necessary to deduce the requirements demanded by the SEA and to demonstrate the current state of the local transport planning. The doctoral thesis is based on partial results of the research project FE 73.0237 ''Strategische Umweltpruefung in der kommunalen Verkehrsentwicklungsplanung'' in behalf of the German Ministry of Transport (Bundesministerium fuer Verkehr, Bauen und Stadtentwicklung) and mentored by the Federal Office of civil engineering (Bundesamt fuer Bauwesen und Raumordnung). The author of this thesis was instrumental in acquiring those results. The thesis contains a detailed literature research. The SEA's requirements are also described as well as the current state of the local transport planning. The state of the SEA on the different planning levels in the German transport sector is presented. Another part is a survey of 13 municipalities concerning their previous practice of the local transport and environmental planning as well as their experience with the SEA on local level and the analyse of local data. Furthermore three municipalities are chosen for more detailed case studies. Finally recommendations are developed how to integrate the SEA into the local transport planning process. (orig.)
Customs reform and modernization is essential for the economic progress of Afghanistan. The reform process aims at improving the organization so that it will have the correct structure, logical definition of roles, fair recruitment system, service conditions, accountability, conduct and disciplinary rules, training support and a built-in mechanism for the promotion of ethics in the staff. The paper provides an overview of the reform process, including overall goals; the strengths, weaknesses, opportunities and threats of the current situation; programme objectives; a performance evaluation of the five year plan; and project components of the first part of the reform programme, involving law and procedures. (author)
Strandskov, Jesper; Hundahl, Lone
Executive summary 1. The discovery of a small number of generic strategies or competitive positions that would work equally well across product-markets, businesses and industries, would be an extremely important finding for business practicians. In particular the question of whether or why performance might differ between firms pursuing any strategy type has a strong academic and practical business interest. There is still a need to explore the basic question of whether generic types of mark strategies exist. Also there is a lack of empirical evidence which examines a wide range of strategic variables across a diverse set of environments (countries). 2. The overall aim of this paper is further to provide a profound understanding of the nature of strategy types based on data from the European meat industry. In particular, the study (1) identifies and clusters meat processors using similar marketing strategies, (2) places these clusters in a strategic typology in order to better understand their position in themarketplace, and (3) analyses these strategic marketing types in terms of performance outcomes and differences in corporate attitudes and goals. 3. The meat processing sector in Europe is a mature and relatively stable industry in which consolidation is a continuing process. In spite of the overall trends facing all meat processors, they are confronted by different strategic problems and challenges because of their differences, for example, in terms of product offerings, degrees of specialisation, vertical integration, international orientation, relationship with the retail sector etc. 4. Based on related literature, two main hypotheses1 are formulated regarding the relationship between strategic marketing types on the one hand and performance and corporate attitudes on the other hand. Integrating previous definitions and findings on key strategy dimensions, three main marketing strategy components are used in the analysis: Strategic focus/objective marketing targeting and marketing positioning. The variables are split up in the following main groups: Marketing strategy variables, Corporate attitude variables and Business performance variables. 5. A variety of multivariate analyses was used to explore the hypotheses. The cluster analysis resulted in a six-cluster solution being judged the most meaningful and interpretable. While cluster analyses always are subjective, several statistical tests such as MANOVA and ANOVA tests were used to evaluate the results. 6. The six groups were named as follows: Quality differentiated specialists (SMT1), Unfocused regionals (SMT2), Locals (SMT3), International innovative branders (SMT4), Unfocused followers (SMT5) and National private labellers (SMT6). From the description of the clusters it follows that in the European meat industry two strategy types (SMT 1 and 4) seem to be clearly focused because they generally represent a particular strategic orientation on one or a number of strate dimensions. In contrast, two strategy types (SMT2 and 5) may be characterised as unfocused with no apparent orientation. The strategic focus of SMT3 and 6 only partially show a clear and consistent pattern. 7. The conclusion of the study provides support for Hypothesis 1. Hypothesis 1A cannot be verified as the sample does not contain a cluster of firms having been able to successfully compete with a low cost strategy. On the other hand, Hypothesis 1B is supported by the results since the sample contains strategic marketing types that compete with a differentiation strategy. So, the successful differentiators of SMT1 and SMT4 perform better than businesses in the other clusters. Hypothesis 2 is only partly confirmed.
This paper considers the development of a strategic energy body in a local authority in the UK and looks at the perceived need for, and possible roles of, such a body. Historically, energy provision and management has not usually been a strategic priority for UK local authorities. Yet energy considerations are implicit in key local authority responsibilities such as transport, waste management, planning, and the provision of housing services. In addition, recent UK central government policies support the move to localism and provide incentives for low-carbon energy generation. A study was undertaken to assess the potential (including both the perceived benefits and actual capacity to deliver) for Leeds City Council to develop a strategic body to execute delivery of city-level energy decision-making. We examine the perceived benefits to a range of main stakeholders, using data drawn from interviews with managers responsible for low-carbon and renewable energy projects across the city. Through participant observation we explore the capacity of a local authority to deliver a strategic energy body, and we briefly examine the possible forms of delivery. We conclude with recommendations for national policy that would enable the development of strategic energy bodies across local governments in the UK. - Highlights: ? Strategic energy planning is currently not a priority for UK local authorities. ? We present an empirical study of strategic energy planning in local authorities. ? Results from stakeholder interviews suggest support for a strategic energy body. ? We identify the capacity barriers to implementing a strategic energy body. ? We make recommendations for ways forward and support needed from national policy.
Higginbotham, Eve J; Church, Kathryn C
After the passage of the Patient Protection and Affordable Care Act in March 2010, there is an urgent need for medical schools, teaching hospitals, and practice plans to work together seamlessly across a common mission. Although there is agreement that there should be greater coordination of initiatives and resources, there is little guidance in the literature to address the method to achieve the necessary transformation. Traditional approaches to strategic planning often engage a few leaders and produce a set of immeasurable initiatives. A nontraditional approach, consisting of a Whole-Scale (Dannemiller Tyson Associates, Ann Arbor, MI) engagement, appreciative inquiry, and a balanced scorecard can, more rapidly transform an academic health center. Using this nontraditional approach to strategic planning, increased organizational awareness was achieved in a single academic health center. Strategic planning can be an effective tool to achieve alignment, enhance accountability, and a first step in meeting the demands of the new landscape of healthcare. PMID:23303997
Akram Jalal, Karim.
Full Text Available Management Information Systems (MIS) is the key factor to facilitate and attain efficient decision making in an organization. This research explores the extent to which management information systems implemented to make successful decisions at two selected financial organizations. The research exami [...] ned whether the selected financial institutions of Bahrain vary as to the use of Management Information Systems leadership of decision making for strategic and tactical planning purposes. The research adapted the quantitative research design to examine two research hypotheses. A total of 190 forms were equally distributed to those who are working at different management levels at the selected organizations. The results of the research showed that MIS was primarily used to enhance strategic planning in both financial institutions. The regression analysis revealed that Tactical planning is found to have no effect on Decision Making, while Strategic planning has a clear effect on the Decision Making Effectiveness in both organizations.
ABSTRACT: ChenYuren 2011. Developing a Strategic Marketing Plan in the French Market. Case: A Chinese company in the French Stevia market. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 54. Appendices 2. The objective of the thesis is to develop a strategic marketing plan for a Chinese case company in the French Stevia market. The elements of this strategic marketing plan and the analyses of the French Stevia market are the major parts of the thesis. This strate...
Full Text Available This paper deals with issues of strategic management, particularly strategic planning and its beneficial effect on the overall performance of businesses. It is based on empirical results of the original research study called Adaptability of Enterprises to Contemporary Economic Conditions in Years 2007-2012 performed via questionnaire survey in three rounds during years 2011, 2012 and 2013. The analyses presented in the paper were conducted on the second round sample of 677 organizations operating mostly in the SME sector in the Czech and Slovak Republic. The interdependence between the level of strategic planning (existence of strategy in the form of written document and its extent and enterprise performance criteria (turnover, costs, profit, EVA, investments, period of arranged contracts is examined with the use of four hypotheses. The results are commented and discussed. The outcome is the apparent positive impact of full strategic document on the performance criteria of the businesses.
Connecticut Department of Higher Education (NJ1), 2011
Increasing the participation of minority groups at public colleges and universities is a longstanding goal of the Board of Governors for Higher Education, as first outlined in its 1983 "Strategic Plan to Ensure Racial and Ethnic Diversity in Connecticut Public Higher Education." The minority groups defined by the plan are: Hispanic/Latino,…
Connecticut Department of Higher Education (NJ1), 2009
Increasing the participation of minority groups at public colleges and universities is a longstanding goal of the Board of Governors for Higher Education, as first outlined in its 1983 "Strategic Plan to Ensure Racial and Ethnic Diversity in Connecticut Public Higher Education". The minority groups defined by the plan are: Hispanic/Latino, African…
Connecticut Department of Higher Education (NJ1), 2010
Increasing the participation of minority groups at public colleges and universities is a longstanding goal of the Board of Governors for Higher Education, as first outlined in its 1983 "Strategic Plan to Ensure Racial and Ethnic Diversity in Connecticut Public Higher Education". The minority groups defined by the plan are: Hispanic/Latino, African…
Connecticut Department of Higher Education (NJ1), 2008
Increasing the participation of minority groups at public colleges and universities is a longstanding goal of the Board of Governors for Higher Education, as first outlined in its 1983 "Strategic Plan to Ensure Racial and Ethnic Diversity in Connecticut Public Higher Education." The minority groups defined by the plan are: Hispanic/Latino,…
The CH2M HILL Hanford Group, Inc. (CHG), Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project waste tank farm
Kryder, Leeanne G.
States that "bifocal vision" allows workers to commit to a plan yet adapt to changes in business environment. Finds that written and oral communication are essential to the success of any strategic plan and that communication skills make technical communicators valuable corporate assets. Advocates introducing technical communication students to…
Migliore, R. Henry
A model for strategic planning using a new definition of management by objectives (MBO) is outlined and illustrated in the context of college or university administration, including department-level planning. Routine objectives, personal objectives, team objectives, budget performance, problem-solving objectives, innovation objectives, and…
Mteri, Hassan H.
This thesis investigated the business processes required to translate corporate-level strategic plans into tactical and operational plans in the context of transportation asset management. The study also developed a framework for effective performance measure for departments of transportation. The thesis was based on a case study of transportation agencies in the U.S.A. and Canada. The scope is therefore limited or more directly applicable to transportation assets such as pavement, bridges and culverts. The goal was to address the problem of translating or managing strategic plans, especially in the context of the public sector responsible for operating transportation infrastructure. It was observed that many agencies have been successful in formulating good strategic plans but they have performed relatively poorly in translating such corporate-level strategic plans into operational activities. A questionnaire survey was designed and targeted about 30 state agencies that are currently active in transportation asset management. Twenty one (21) transportation agencies in the USA and Canada responded to the questionnaire. The analysis of the questionnaire data showed that there is a lack of a standard approach to managing corporate strategic plans in transportation agencies. The results also indicated that most transportation agencies operate in three organizational levels but there was no systematic approach of translating goal and objectives from high level to lower levels. Approaches in performance measurement were found to vary from agency to agency. A number of limitations were identified in the existing practice on performance measurements. Key weaknesses include the large number of measures in use (as many as 25 or more), and the disconnection between the measures used and the corporate goals and objectives. Lessons from the private sector were thoroughly reviewed in order to build the groundwork for adapting existing tools to the public sector. The existing literature, assumptions and characteristics that make the Balanced Scorecards and strategy maps work effectively in the private sector were identified. Gaps in implementation of strategic plans and the use of Balanced Scorecard in the public sector were derived. Although Balanced Scorecards have previously been used to a limited extent in transportation agencies, the use of combined Balanced Scorecards and strategy maps with a much broader utility of translating strategic plans into tactical and operational activities for Transportation Asset Management is yet to be established. The thesis presents a framework to operationalize strategic plans through the combined application of Balanced Scorecards and strategy maps. The proposed framework aligns overarching objectives in all organizational levels: corporate, tactical, and operation, in which detail information is delegated from top level to lower levels. Furthermore, the thesis presents a proposed framework for developing and using effective corporate performance measures. The framework for performance measures provides a key tool for tracking progress and ensuring overall operationalization of strategic plans in transportation agencies. The thesis presents a methodology to assess existing performance measures so that agencies can reduce the number of measures, to be more effective and manageable. It was found that among other good characteristics, corporate performance measures must be tied to agency's goals and objectives and must be sensitive or responsive to program delivery activities and to the impacts of decisions about resource allocation.
Wood, V R; Robertson, K R
Numerous health care facilities, located in downtown metropolitan areas, now find themselves surrounded by a decaying inner-city environment. Consumers may perceive these facilities as "old," and catering to an "urban poor" consumer. These same consumers may, therefore, prefer to patronize more modern facilities located in suburban areas. This paper presents a case study of such a health care facility and how strategic planning and marketing research were conducted in order to identify market opportunities and new strategic directions. PMID:10122747
Oleynik Tatyana V.
Full Text Available One of the most important goals of an effective company is ensuring its adaptability under conditions of the changing external and internal environment. Solution of this problem is possible under condition of formation of an efficient system of strategic management and identification of objects of strategic changes. The article analyses objects of strategic changes of a company. It justifies urgency of identification of objects of strategic changes, instrumentation of managing strategic changes and indicators for their assessment. It studies identification of objects of strategic changes in the processes of managing adaptability of a company.????????? ????? ???????????? ??????????? ?????????? ??????????? ??? ???????????? ? ???????? ???????????? ??????? ? ?????????? ?????. ??????? ?????? ??????? ???????? ??? ??????? ???????????? ??????????? ??????? ??????????????? ?????????? ? ????????????? ???????? ?????????????? ?????????. ? ?????? ???????????????? ??????? ?????????????? ????????? ???????????. ?????????? ???????????? ??????????? ???????? ?????????????? ?????????, ?????????????? ?????????? ??????????????? ??????????? ? ?????????? ??? ?? ??????. ??????????? ????????????? ???????? ?????????????? ????????? ? ????????? ?????????? ????????????? ???????????.
Schlagheck, Ronald A.
In 2001, the NASA created a separate science enterprise, the Office of Biological and Physical Research (OBPR), to perform strategical and fundamental research bringing together physics, chemistry, biology, and engineering to solve problems needed for future agency mission goals. The Materials Science Program is one of basic research disciplines within this new Enterprise's Division of Physical Sciences Research. The Materials Science Program participates to utilize effective use of International Space Station (ISS) experimental facilities, target new scientific and technology questions, and transfer results for Earth benefits. The program has recently pursued new investigative research in areas necessary to expand NASA knowledge base for exploration of the universe, some of which will need access to the microgravity of space. The program has a wide variety of traditional ground and flight based research related types of basic science related to materials crystallization, fundamental processing, and properties characterization in order to obtain basic understanding of various phenomena effects and relationships to the structures, processing, and properties of materials. A summary of the types and sources for this research is presented and those experiments planned for the space. Areas to help expand the science basis for NASA future missions are described. An overview of the program is given including the scope of the current and future NASA Research Announcements with emphasis on new materials science initiatives. A description of the planned flight experiments to be conducted on the International Space Station program along with the planned facility class Materials Science Research Rack (MSRR) and Microgravity Glovebox (MSG) type investigations.
The collective experience of the NEA Working Party on Nuclear Emergency Matters (WPNEM), and in particular, the experience from the International Nuclear Emergency Exercise (INEX) series, has shown that it is important to plan and to implement emergency response actions based on a guiding strategic vision. Within this context, Strategic Aspects of Nuclear and Radiological Emergency Management presents a framework of strategic planning elements to be considered by national emergency management authorities when establishing or enhancing processes for decision making, and when developing or implementing protection strategies. The focus is on nuclear or radiological emergency situations leading to complex preparedness and response conditions, involving multiple jurisdictions and significant international interfaces. The report is aimed at national emergency management authorities, international organisations and those who are seeking to improve the effectiveness of emergency management. Its goal is to provide insights into decision-making processes within existing emergency planning arrangements. It also highlights common areas of good practice in decision making. Specific areas for improvement, identified during the INEX-3 consequence management exercise, are included, particularly in support of decision making for countermeasures for consequence management and the transition to recovery. (authors)
Javier Andrés Arias Sanabria
Full Text Available Strategic information systems planning (SISP allows an organisation to determine a portfolio of computer-based applications to help it achieve its business objectives. IBM’s business system planning for strategic alignment (BSP/SA is an important technique for developing a strategic plan for an entire company’s information resource. BSP/SA has been described in terms of stages and the specific tasks within them. Tasks are usually done manually and require some experience. This work was thus aimed at presenting a computer-based application that automates two of the most important tasks in BSP/SA methodology: process-organisation matrix (POM and processes-data classes–matrix (PDM. Special emphasis was placed on analysing, designing and implementing systems development life-cycle for developing the software. An important part of the analysis consisted of conducting a literature review and the semi-structured interviews with some experts in SISP. A special contribution of the present work is the design and implementation of statistical reports associated with each matrix. Automating this task has facilitated students being able to analyse POM and PDM during SISP workshops forming part of the Information Systems Management course (Systems Engineering, Universidad Nacional de Colombia. Results arising from the workshops have also been improved.
In most domestic hi-tech industries in Taiwan, the automatic optical inspection (AOI) equipment is mostly imported. In view of the required specifications, AOI consists of the integration of mechanical-electrical-optical-information technologies. In the past two decades, traditional industries have lost their competitiveness due to the low profit rate. It is possible to promote a new AOI industry in Taiwan through the integration of its strong background in mechatronic technology in positioning stages with the optical image processing techniques. The market requirements are huge not only in domestic need but also in global need. This is the main reason to promote the AOI research for the coming years in Taiwan. Focused industrial applications will be in IC, PCB, LCD, communication, and MEMS parts. This paper will analyze the domestic and global AOI equipment market, summarize the necessary fish bone technology diagrams, survey the actual industrial needs, and propose the strategic plan to be promoted in Taiwan
Full Text Available Rapid changes in information technology and business environment challenge the ability of organizations to undertake strategic planning for information systems and information technologies. Strategic information systems planning requires experienced human resources and growing heavy investments. Strategic information systems planning has turned into one of the top issues currently facing top management. Organizations are seeking ways to improve strategic information systems planning. This preliminary study was an attempt to identify effective attributes that may contribute to Strategic information systems planning success in state organizations in Middle East countries. The key attributes that may affect Strategic information systems planning success were identified by reviewing earlier research studies. Confirmatory factor analysis and fitness test were performed on the study conceptual model by applying constructive formulation modeling technique and using LISREL software and the results indicated fitness of the conceptual model. Identified attributes were grouped into three classifications: (1 General organizational attributes including change management and information systems maturity; (2 Interactive organizational attributes including top management participation and commitment and chief executive officer and chief information officer relationship and (3 Strategic information technology/information systems planning dimensions comprising of environmental assessment and strategic alignment. Three primary hypotheses and six secondary hypotheses of this preliminary Study will be examined the significance of the relationship between independent variables (effective attributes and strategic information systems planning.
Tugba Yanpar YELKEN
Full Text Available In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the intuitions’ appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning, leadership and strategic thinking and to act to help planners designed the tools, processes and concepts is a group. At the same time, the organization of the development and effective strategies will help to place. The purpose of this research is to provide SWOT (Strengths, Weaknesses, Opportunities and Threats analysis and to present new suggestions based on the opinions of students in the distance education system. In this work, we have applied Survey Method. The study group has consisted of 70 students and 11 instructors of Mersin Vocational School of Higher Education (MVSHE. All the data was surveyed during the spring semester of 2009. In the development of the questionnaire, a relevant literature has been investigated. Also, expert opinion has also been provided for the survey materials and survey articles. The questionnaire is finalized according to the expert’s opinion. The questionnaire was applied in the internet environment to both the students and the instructors. The outcomes of the survey have been evaluated quantatively along the direction of the survey’s fundamental question: “What are your views on strategic planning (SWOT of distance education?” The suggestions have been made about the distance learning education based on the findings of the survey.
Full Text Available In a competitive business environment, The Educational Foundation may decides two strategic business policies related to information system (IS and information technology (IT implementation. These are, optimalization of IS/ IT implementation for increasing services quality and its utilization as a core business competitiveness as a whole. However, a strategic planning for information system (SPIS is required to implement these business policies. SPIS is a process for determining required IS to support business strategy, so that the strategy concentrates to identify required information and ensuring IS is aligned to business strategy. According to the Ward and Peppard’s approach, some activities of SPIS are conducted by using four main phases such as initiation, assessing and understanding the current situation and interpreting business requirement, setting priorities for IS/ IT, and determining IS/ IT strategy. Some analysis, Politic-Economic-Social-Technology (PEST, Boston Consulting Groups (BCG, and Five Forces Porter are used to identify external business environment, SWOT analysis and Value Chain to identify internal business environment.The research resulting a recomendation for organizational development priorities which devided into two related matters, IT Unit establishment and computer based system development for financial, human resource, and infrastructure management.
Leonardo, Varella; Mirian, Buss Gonçalves.
Full Text Available The creation of logistical support structures aims to help improve the performance of logistics along supply chains, a context where the Logistics Platforms have been gaining increasing prominence. A frequent difficulty in these ventures is to align strategic planning with the flow of cargo and the [...] ability of the adjacent port areas. Aiming to contribute to the understanding of the importance of Information Technology in a Logistics Platform, this article systematize some of the operational core competencies of Logistics Platforms, inter-relating them with the strategic planning of these projects and showing their convergence to a solid information management structure. This study indicates the importance of this essential skill in the operation of a logistics enterprise and the preparation of its strategic plan, shown to be fundamental in the design of its operations, the adequacy of the enterprise to the region and to supply chains integrated into this environment.
Full Text Available The creation of logistical support structures aims to help improve the performance of logistics along supply chains, a context where the Logistics Platforms have been gaining increasing prominence. A frequent difficulty in these ventures is to align strategic planning with the flow of cargo and the ability of the adjacent port areas. Aiming to contribute to the understanding of the importance of Information Technology in a Logistics Platform, this article systematize some of the operational core competencies of Logistics Platforms, inter-relating them with the strategic planning of these projects and showing their convergence to a solid information management structure. This study indicates the importance of this essential skill in the operation of a logistics enterprise and the preparation of its strategic plan, shown to be fundamental in the design of its operations, the adequacy of the enterprise to the region and to supply chains integrated into this environment.
Maksin Marija; Miliji? Saša
The paper presents an overview of the expected role of spatial and environmental planning in coordination and integration with strategic planning for sustainable spatial/territorial, landscape and tourism development. The application of an integrated approach to sustainable territorial development planning and management in the European Union is also analyzed in the context of problems associated with and possibilities to enhance the European Landscape Convention and Agenda for a sustai...
DOE has established a Natural Gas Coordinating Committee to ensure that all natural gas programs are conducted with a single strategic focus and without unnecessary duplication. This group prepared the FY 1993 update of the DOE Natural Gas Strategic Plan and Multi-Year Crosscut Program Plan (FY 1993-1998), which was first produced a year ago as a ``working draft`` for industry comment. This revised version incorporates these external comments and the results and recommendations of such developments as Order No. 636 of the Federal Energy Regulatory Commission (FERC), the FERC/DOE Natural Gas Deliverability Task Force Report; the National Petroleum Council`s 1992 natural gas study, The Potential for Natural Gas in the United States; relevant provisions of the EPACT, and new policy guidance from the Clinton Administration. The overall goal of the Natural Gas RD&D Program is to improve the Nation`s ability to supply, store, transport, distribute, and utilize gas in an economically efficient and environmentally beneficial manner. In support of DOE`s missions are programs that will: improve the confidence in the continued availability of a long-term gas supply (Resource and Extraction Area); provide more cost-effective and competitive means to use natural gas in both new and existing markets (Utilization Area); develop improved and less costly means of delivering and storing gas (Delivery and Storage Area); and develop and ensure availability of low cost environmental compliance technology, and reduce regulatory barriers to efficient market operations by promoting coordinated, efficient, and innovative Federal and State regulations (Environmental/Regulatory Impact Area). Each program area has its own unique mission that contributes to the goals and mission of the overall Natural Gas Program.
The difficulties associated with the congressional funding cycles, regulatory redirection, remediation schedule deadlines, and the lack of a mixed waste (MW) repository have adversely impacted the environmental restoration (ER) program across the entire U.S. Department of Energy (DOE) complex including Rocky Flats Plant (RFP). In an effort to counteract and reduce the impacts of these difficulties, RFP management saw the need for developing a revised ER Program. The objective of the revised ER approach is to identify an initiative that would accelerate the cleanup process and reduce costs without compromising either protection of human health or the environment. A special analysis with that assigned objective was initiated in June 1993 using a team that included DOE Headquarters and Rocky Flats Field Office (RFFO), EG ampersand G personnel, and experts from nationally recognized ER firms. The analysis relied on recent regulatory and process innovations such as DOE's Streamlined Approach for Environmental Restoration (SAFER) and EPA's Superfund Accelerated Cleanup Model (SACM) and Corrective Action Management Units (CAMU). The analysis also incorporated other ongoing improvements efforts initiated by RFP, such as the Quality Action Team and the Integrated Planning Process
Mai Tuyet Thi Vu; Janet J. McIntyre-Mills
Strategic planning has been widely applied internationally in both the public and private sectors. It has been criticized for using a top down approach and for not drawing on the insights and lived experiences of the people and for not supporting two – way communication. This article is based on an analysis of strategic planning in three local government case studies in Vietnam. The research is based on original empirical research for a PhD degree. It develops an argument for a more participa...
Jennifer Woodward; Theresa Ratti; Ann Thompson; Weisz, Ora A.; Steven L. Kanter; Goutham Rao
Background. Faculty development is essential to provide skills not taught in typical medical training such as designing curricula or scientific writing, to help medical faculty acquire new skills valued today such as financial management, and to maintain institutional vitality. Faculty development receives relatively little attention in many medical schools and is narrowly focused upon teaching skills. Innovation. We propose a program that includes individual needs assessment and strategic pl...
Huishang Bank Corporation Limited Company was founded on December 28, 2005, and it has operated since January 1, 2006. Before it was established, it merged with six cities' commercial banks and seven urban credit banks in Anhui Province. It then became the first regional bank which had developed from city commercial bank in China. In the last five years, Huishang bank has already got significant progress, and it entered top 500 global banks in 2010. This thesis focuses on the strategic m...
Andersen, S J; Visser, D; Erasmus, P.; Suttcliff, S.
Paper presented at the 22nd Annual Southern African Transport Conference 14 - 16 July 2003 "National issues affecting the movement of people and goods - strategic approaches", CSIR International Convention Centre, Pretoria, South Africa. ABSTRACT: Transport is vital to the fabric of the Gauteng province. An efficient transport system is an essential requirement for the healthy working of an urban economy, and for the well being of its citizens. An urban environment whose transport networ...
This article describes San Diego's capital planning process. As part of its capital planning process, the San Diego Unified School District has developed a systematic analysis of functional quality at each of its school sites. The advantage of this approach is that it seeks to develop and apply quantifiable metrics and standards for the more…
...to the Division of International Science Policy, Planning and Evaluation, FIC on or before...Officer, Division of International Science Policy, Planning and Evaluation, Fogarty International...information and communication technologies (ICT), mobile technologies (mHealth),...
Strategic planning plays an important but sometimes controversial role in higher education. This paper examines how strategic planning works in Chinese universities, using Peking University as a case study. This essay discusses the rationale for why Peking University (PKU) decided to pursue status as a world-class university along with objectives…
Strategic spatial planning has enjoyed widespread implementation since the 1990s, especially in urban and metropolitan areas, having its focus on promoting their competitiveness and sustainability. Nowadays, the effects of economic crisis, together with growing environmental and technological risks, trigger the vulnerability of these areas and stress the need for resilience. This paper examines the role of strategic spatial planning in promoting metropolita...
The NRC has initiated a multi-year program to centralize its information processing in a Corporate Data Network (CDN). The new information processing environment will include shared databases, telecommunications, office automation tools, and state-of-the-art software. Touche Ross and Company was contracted with to perform a general data requirements analysis for shared databases and to develop a preliminary plan for implementation of the CDN concept. The Enterprise Model (Vol. 1) provided the NRC with agency-wide information requirements in the form of data entities and organizational demand patterns as the basis for clustering the entities into logical groups. The Data Dictionary (Vol.2) provided the NRC with definitions and example attributes and properties for each entity. The Data Model (Vol.3) defined logical databases and entity relationships within and between databases. The Preliminary Strategic Data Plan (Vol. 4) prioritized the development of databases and included a workplan and approach for implementation of the shared database component of the Corporate Data Network
Cook, Carly N; Inayatullah, Sohail; Burgman, Mark A; Sutherland, William J; Wintle, Brendan A
Advanced warning of potential new opportunities and threats related to biodiversity allows decision-makers to act strategically to maximize benefits or minimize costs. Strategic foresight explores possible futures, their consequences for decisions, and the actions that promote more desirable futures. Foresight tools, such as horizon scanning and scenario planning, are increasingly used by governments and business for long-term strategic planning and capacity building. These tools are now being applied in ecology, although generally not as part of a comprehensive foresight strategy. We highlight several ways foresight could play a more significant role in environmental decisions by: monitoring existing problems, highlighting emerging threats, identifying promising new opportunities, testing the resilience of policies, and defining a research agenda. PMID:25097098
Knudsen, Gry HØngsmark; Lemmergaard, Jeanette
This paper contributes to critical voices on the issue of strategic communication. It does so by exploring how an organisation can seize the moment of serendipity based on careful preparation of its issues management and communication channels. The focus of the study is the media coverage of – and communicative responses to – Kopenhagen Fur's campaign The World's Best – but not perfect in both broadcast media (e.g. print and television) and social media, more specifically Facebook. Through understanding how an organisation can plan for and take advantage of the unpredictable through state-of-the-art knowledge and in-depth understanding of the affordances of different communication channels, we discuss the importance of establishing opportunities for serendipity in strategic communication planning. The contribution of the paper is to develop the concept of strategic serendipity and show how organisations as communicative actors can take advantage of the serendipity afforded by other actors' campaigns when advocating and campaigning.
Arnold, Alison; Flumerfelt, Shannon
The authors' purpose for this article is to describe a K-12 public school district's journey to internalize and actualize its mission, strategic planning and vision as one coherent engagement using Lean principles and tools. Lean jointly comprises an organizational philosophy and management toolkit prominent in private, government, and nonprofit…
Gibson, Jacqueline MacDonald; Farah, Zeinab S.
Background: Environmental risks to health in the United Arab Emirates (UAE) have shifted rapidly from infectious to noninfectious diseases as the nation has developed at an unprecedented rate. In response to public concerns over newly emerging environmental risks, the Environment Agency–Abu Dhabi commissioned a multidisciplinary environmental health strategic planning project.
Basham, Vicki; Lunenburg, Fred C.
This study examined relationships among three sets of variables: strategic planning in school districts; school district achievement in reading, language arts, and mathematics; and school district financial and demographic factors. Ten financial and demographic factors are investigated: (1) current expenses; (2) pupil-teacher ratios; (3) costs of…
Thinking critically about the future is a mainstay of best practice in any organization, and an important aptitude for school leaders, yet many feel as if the world is changing too rapidly for traditional methods and timelines to be effective. As a result, many organizations are transitioning away from discrete moments of strategic planning and,…
Lynch, James; And Others
Quadrant analysis, a widely-used research technique, is suggested as useful in college or university strategic planning. The technique uses consumer preference data and produces information suitable for a wide variety of curriculum and marketing decisions. Basic quadrant analysis design is described, and advanced variations are discussed, with…
Lai, Christine A.; Rivera, Julio C., Jr.
In this article, the authors describe how they use a strategic planning tool known as SWOT as a framework for case analysis, using it to analyze the strengths, weaknesses, opportunities, and threats of a public works project intended to enhance regional economic development in Tempe, Arizona. Students consider the project in light of a variety of…
Board of Governors, State University System of Florida, 2005
The Board of Governors adopted the State University System of Florida's Strategic Plan, 2005-2013 on June 9, 2005. The Board established system goals for 2012-2013 in the following areas: Goal 1: Access to and production of degrees; Goal 2: Meeting statewide professional and workforce needs; Goal 3: Building world-class academic programs and…
Ngwana, Terfot Augustine
This paper argues that a framework for strategic planning in universities in Sub-Saharan Africa can be developed with the background of global, regional, and institutional realities. Using the specific case of the University of Buea in Cameroon, the paper attempts to expose the global trends of polarization in knowledge production capacity as an…
Ohland, Matthew W., Ed.; Anderson, Tim J., Ed.
This document presents the Strategic Plan Revision of the Southeastern University and College Coalition for Engineering Education (SUCCEED). SUCCEED aims to institute a sustainable version of its curriculum model on each of the selected campuses. The areas of expertise in the program include faculty development, outcomes assessment,…
Ohland, Matthew W., Ed.; Anderson, Tim J., Ed.
This document presents the Strategic Plan Revision of the Southeastern University and College Coalition for Engineering Education (SUCCEED). SUCCEED aims to institute a sustainable version of its curriculum model on each of the selected campuses. The areas of expertise in the program include faculty development, outcomes assessment,…
The Poultry Science Association (PSA) leadership has created its first comprehensive five-year strategic plan (2006–2010) as a guide to the organization’s growth and development. As societal concerns about animal agriculture increase and as changes in the poultry industry and in universities reduce...
Jorge A. Ruiz-Vanoye
Full Text Available This article proposes to implement the Quality Function Deployment (QFD House of Quality for strategic planning of computer security for Small and Medium Enterprises (SME. The House of Quality (HoQ applied to computer security of SME is a framework to convert the security needs of corporate computing in a set of specifications to improve computer security.
Full Text Available Strategic planning is one of the most popular methods for setting up long-term objectives, which normally deals with various criteria. The Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS is a multi-criteria decision analysis method for ranking different alternatives based on various criteria. The method has been widely used among practitioners in different industries. This paper presents an empirical investigation to rank different business development strategies for information technology improvement. The study considers five different strategies including Critical Success Factors Analysis, Business Systems Planning, Porter's forces model, SWOT analysis, Value chain Analysis and MIN and rank them based on TOPSIS technique. The results of the implementation of TOPSIS has indicated that MIN method is ranked first as the most important factor followed by Business Systems Planning, Porter's forces model, Value chain Analysis, SWOT and CSF for development of strategic planning for information technology in municipality organization.
Volker Grienitz; Sebastian Ley
Manufacturing based corporations often find themselves confronted with complexities of increased pressures to innovate in order to ensure their comparative market positions. In order to react to various exogenous changes corporations need to develop strategies that match their manufacturing resources as well as products with the markets requirements. Technology scenarios represent a holistic approach for managing innovation processes and technologies efficiently. A multidimensional requiremen...
Hanadi Al-Zegaier; Hasan Ali Al-Zu’bi; Samer Barakat
This study aims to investigate the the link between web data mining and strategic human resources planning - an application of web-based data mining that integrates online data collection and data mining in developing strategies for human resource planning. The study aims to focus particularly on web mining which may benefit societal areas by extracting new knowledge, providing support for decision making and empowering the effective management of societal issues. The study population consist...
Sockalexis, Mike; Fields, Brenda
The energy grant provided the resources to evaluate the wind, hydro, biomass, geothermal and solar resource potential on all Penobscot Indian Naiton's Tribal lands. The two objectives address potential renewable energy resources available on tribal lands and energy efficiency measures to be taken after comprehensive energy audits of commercial facilities. Also, a Long Term Strategic Energy Plan was developed along with a plan to reduce high energy costs.
Naser Khani; Khalil Md Nor; Hossein Hakimpoor; Mojgan Bahrami; Shahram Salavati
Successful planning of Information Systems (SISP) is perhaps going to be more problematic in today’sworld of rapid change and uncertainty. SISP is a cornerstone of the information system discipline and verylittle attention has been paid to its success based on the resource based view of the firm (RBV).This paperprovides a model for IT capability and strategic information system planning success, by consideringenvironmental and organizational factors that may influence this relationship in a c...
Achim Koberstein; Elmar Lukas; Marc Naumann
In this paper, we present a multi-stage stochastic programming model that integrates financial hedging decisions into the planning of strategic production networks under uncertain exchange rates and product demands. This model considers the expenses of production plants and the revenues of markets in different currency areas. Financial portfolio planning decisions for two types of financial instruments, forward contracts and options, are represented explicitly by multi-period decision variabl...
Andersen, Torben Juul
This article provides an overview of theoretical contributions that have influenced the discourse around strategic adaptation including contingency perspectives, strategic fit reasoning, decision structure, information processing, corporate entrepreneurship, and strategy process. The related concepts of strategic renewal, dynamic managerial capabilities, dynamic capabilities, and strategic response capabilities are discussed and contextualized against strategic responsiveness. The insights derived from this article are used to outline the contours of a dynamic process of strategic adaptation. This model incorporates elements of central strategizing, autonomous entrepreneurial behavior, interactive information processing, and open communication systems that enhance the organization's ability to observe exogenous changes and respond effectively to them.
The mission of the Department of Energy is to ensure America's security and prosperity by addressing its energy, environmental, and nuclear challenges through transformative science and technology solutions. Goal 1 is to catalyze the timely, material, and efficient transformation of the nation's energy system and secure U.S. leadership in clean energy technologies. Goal 2 is to maintain a vibrant U.S. effort in science and engineering as a cornerstone of our economic prosperity with clear leadership in strategic areas. Goal 3 is to enhance nuclear security through defense, nonproliferation, and environmental efforts. Goal 4 is to establish an operational and adaptable framework that combines the best wisdom of all Department stakeholders to maximize mission success.
In the face of limited energy reserves and the global warming phenomenon, Europe is undergoing a transition from rapidly depleting fossil fuels to renewable unconventional energy sources. During this transition period, energy shortfalls will occur and energy prices will be increasing in an oscillating manner. As a result of the turbulence and dynamicity that will accompany the transition period, energy analysts need new appropriate methods, techniques and tools in order to develop forecasts for the behaviour of energy markets, which would assist in the long term strategic energy planning and policy analysis. This paper reviews energy market behaviour as related to policy formation, and from a dynamic point of view through the use of ''systems thinking'' and ''system dynamics'' principles, provides a framework for modelling the energy production and consumption process in relation to their environment. Thereby, effective energy planning can be developed via computerised simulation using policy experimentation. In a demonstration model depicted in this paper, it is shown that disasters due to attractive policies can be avoided by using simple computer simulation. (Author)
Strategic Planning and Performance Measurement: Develop & Measure a Winning Strategy, provides a clear and concise roadmap for designing, implementing and measuring strategy. The focus is on strategic factors, which are defined in a unique way as the criteria on which an organization or business unit has to do well in order to succeed. For organizations to be successful, they must take a stakeholder perspective of their performance - stakeholders such as customers, suppliers, employees and owners. The book cites many case studies including: 7-Eleven, Roche, K-mart, McDonald's, Levi Strauss,
...employment practices, including recruitment, recruitment advertising, employment, layoff, termination, upgrading, demotion...The extent to which the activities proposed in the plan are creative, innovative and promising and will promote the civic...
planning and design of supply chains. After a description of the review methodology, comparison parameters and paper exhaustiveness, some guidelines are given in order to support future works in this field.
Journal of Optometric Education, 1987
The Association of Schools and Colleges of Optometry's plan for the scope and direction of optometric education in the year 2000 is outlined, including recommendations for general training, basic and clinical sciences, and specialty training. (MSE)
The National Economic and Social Development Plans (NESDPs) of cities in China, given their comprehensive, integrated and strategic nature, have significant and profound impacts on the development of cities and their embedded ecological environments. Strategic Environmental Assessments (SEAs) on city NESDPs have the potential to improve environmental policy integration at strategic level and to safeguard the sustainable development of cities. However, these plans are normally exempted from the current SEA requirement in China. We argue that it is more feasible to apply SEAs on city NESDPs before SEAs are expanded to higher level NESDPs in China. This article attempts to propose a China-specific institutional design for SEAs on city NESDPs based on experiments in selected cities and within the current legal framework. To obtain a holistic view about the long-term development of cities, more qualitative and descriptive analysis-based assessment methods should be adopted to broaden participation, to encourage the exchange of information and to reach consensus. - Highlights: ? National Economic and Social Development Plans for Cities (NESDPs) in China is a very popular and significant decision made by municipal government. ? We propose a institutional framework to conduct strategic environmental assessment to NESDPs. ? The key features of the institutional framework are the independent SEA approval committee and a professional consulting agency.
Itani, Nadine M.
There exists no predefined framework for aviation policy making and development. While aviation policy planning in most developed countries comes as a result of institutional and industry coordination and is embedded within other national policies addressing the welfare and growth of the country, it is found that in many cases in less developed countries (LDCs), aviation policy planning is often influenced by political pressures and the interests of fund donors. The complexi...
Ellen D. Hoadley; Brian Jorgensen; Craig Masters; Nalli Tuma; Scott Wulff
Turbulent market conditions have forced the health care sector to re-examine its business and operational practices. Health care has become increasingly complex as decisions and planning are reframed in light of the current lagging economy, an increased demand for services, new global competition, and impending legislation reform. The stress is felt most keenly within the nation’s hospitals and consortia of health care facilities. Facility planning decisions are no exc...
Full Text Available Strategy requires new goals, new methods to ensure the continuity and improvement of its, containing general efforts of agro-tourist farms including adjustment of the requirements of the market. The components of the plan witch compose the strategy may change during the activities, which will influence the change of agency plans in rural area. Tourism agency must know the basic elements in a way that they include themselves harmoniously in work objectives of agro-tourist farms.
Full Text Available This study examines how ecosystem services (ES have been taken into account historically in strategic spatial plans in Melbourne and Stockholm through a comparative case study analysis of eight strategic spatial plans from 1929-2010. We investigated the types of ES taken into account, and how human-nature relations and the valuation and trade-off discussions regarding ES were framed. An ES coding protocol was developed that categorized and identified 39 ES drawing from the Millennium Ecosystem Assessment and other relevant literature. Only two of the 39 ES were addressed in every plan for both cities, namely freshwater and recreation. While the number of ES referred to in plans has generally increased over time, just under a third of ES in Melbourne and Stockholm were not addressed at all. References to individual ES showed little continuity over time. This variability reveals a time-scale mismatch that has been overlooked in the ES literature with potential urban policy implications. Despite considerable variation in ES addressed across the plans, there is a striking similar pattern in the total numbers of ES addressed over time in both cities. Plans for both cities showed a spike in the late 60s/early 70s, followed by a significant decline in the late 70s/early 80s with the highest number of ES addressed in the most recent plans. Furthermore, our analysis shows that strategic spatial plans generally demonstrate awareness that urban populations are dependent on ecosystems and this framing is an important part of the policy discourse. While specific monetary values were not placed on any ES in the plans, resolution of land-use conflicts requiring tradeoffs between ES and equity of distribution of ES is a central feature of most of the examined plans. We argue that longitudinal policy document analysis represents a useful complement to any attempt to improve understanding of the implications of and opportunities for operationalizing an ES approach in urban practice.
Full Text Available The aim of the article. In this paper we have identified the factors of consumer capital, which are accounted in the process of strategic planning on the confectionery enterprises.The results of the analysis. For consumer capital growth it is necessary to consider the features of consumer needs in the strategic planning of the company. A behavior is characterized by the volume and frequency of purchases.Consumer capital is often understood as capital of relations. In this sense, it includes contracts and agreements, reputation, brand, trademarks, distribution channels and product portfolio, relationships with consumers. Sociological data needed in the allocation of a certain market for groups of consumers are public.For this information analyzing we should use data from different sources, and to consider the thoughts and intuition leadership concerning the market situation. The main task of this research is to identify groups of customers with varying degrees of receptivity of products and brands.To assess consumer capital of confectioner enterprises we have provided market research in 2012 in Donetsk. In conducting marketing research (processed 50 customers the degree of confidence probability was 95%, confidence interval 10,04%. This made it possible to identify the benefits and demands of confectionery consumers, as well as to determine the factors that motivate them to buy.50% of respondents often choose products of brand Roshen. Consumers of PA Konti products there are 40%. Wide range of products, favorable prices, quality products etc. allow Konti company to win a large market share of confectionery in the country. On the third place there is AVK company. Products of this corporation are bought by 32% of respondents. Note that the AVK company is the market leader in Ukraine in category of chocolate candy.More than a half of respondents (56% choose this type of confectionery like chocolate candy. 46%of respondents prefer cookies. Bars and tiles are bought by 24% of consumers. All of these products and those who scored less interest are presented in a wide range of each trading firms that were mentioned earlier.Conclusions and directions of further researches. The results of the research give us opportunity to form conclusions:wide range of products, favorable prices, quality products allow corporations to gain a large market share of confectionery in the country;to estimate consumer capital of confectionery enterprises we need to conduct market research that will help identify the benefits and demands of its consumers, as well as to determine the factors that motivate them to buy;in the process of developing the strategic planning of confectionery industry we need to segment the market of consumers that will enable to develop effective measures to increase profits;ideal buyers confectionery products (according to the research are women of 25, which income is up to 2000 USD with higher education who buy confectioneries weekly at the supermarket.
Ryabenkov Aleksey V.
Full Text Available Scientific approaches on the essence and importance of controlling are researched in the article; definition of the category "strategy" is developed by the authors on the base of critical literature overview. Controlling and strategic management common features in the context of methodology are described. The cohesion of controlling and strategy through Balanced Scorecard is characterized. The strategic map and key performance indicators in accordance with strategic goals are developed by the authors.? ?????? ??????????? ??????? ?????? ? ??????????? ???????? ? ???????? ????????????, ?????????? ????????? ??????????? ??????? "?????????" ?? ?????? ???????????? ?????? ??????????. ???????? ????? ????? ???????????? ? ??????????????? ?????????? ? ????????? ?? ???????????. ??????????? ??????????? ???????????? ? ????????? ????? ?????? ???????????????? ??????? ???????????. ??????????? ?????????????? ????? ? ???????? ?????????? ????????????? ? ???????????? ?? ??????????????? ?????? ? ?????? ?????? ???????????????? ??????? ???????????.
Tae, Jae Woong; Shin, Dong Hun [Korea Institute of Nuclear Nonproliferation and Control, Daejeon (Korea, Republic of)
The commodity classification is to identify strategic commodity. The export license is to verify that exports have met the conditions required by the international export control system. NSSC (Nuclear Safety and Security Commission) operates the NEPS (Nuclear Export Promotion Service) for export control of nuclear items. NEPS contributed to reduce process time related to submission of documents, issuing certificates and licenses, etc. Nonetheless, it became necessary to enhance capacity to implement export control precisely and efficiently as development of Korean nuclear industry led to sharp increase of export. To provide more efficient ways, development of the advanced export control system, IXCS (Intelligent eXport Control System) was suggested. To build IXCS successfully, export control experts have analyzed Korean export control system. Two classification processes of items and technology were derived as a result of the research. However, it may reflect real cases insufficiently because it is derived by experts' discussion. This study evaluated how well the process explains real cases. Although the derived processes explained real cases well, some recommendations for improvement were found through this study. These evaluation results will help to make classification flow charts more compatible to the current export system. Most classification reports on equipment and material deliberated specification and functions while related systems were not considered. If a 'specification review' stage is added to the current process and delete unnecessary stages, this will improve accuracy of the flow chart. In the classification of nuclear technology, detailed process to identify specific information and data need to be specified to decrease subjectivity. Whether they are imitations or not is an unnecessary factor in both processes. The successful development of IXCS needs accurate export control processes as well as IT technology. If these classification processes are improved more, it will provide the fundamental foundation to IXCS.
The commodity classification is to identify strategic commodity. The export license is to verify that exports have met the conditions required by the international export control system. NSSC (Nuclear Safety and Security Commission) operates the NEPS (Nuclear Export Promotion Service) for export control of nuclear items. NEPS contributed to reduce process time related to submission of documents, issuing certificates and licenses, etc. Nonetheless, it became necessary to enhance capacity to implement export control precisely and efficiently as development of Korean nuclear industry led to sharp increase of export. To provide more efficient ways, development of the advanced export control system, IXCS (Intelligent eXport Control System) was suggested. To build IXCS successfully, export control experts have analyzed Korean export control system. Two classification processes of items and technology were derived as a result of the research. However, it may reflect real cases insufficiently because it is derived by experts' discussion. This study evaluated how well the process explains real cases. Although the derived processes explained real cases well, some recommendations for improvement were found through this study. These evaluation results will help to make classification flow charts more compatible to the current export system. Most classification reports on equipment and material deliberated specification and functions while related systems were not considered. If a 'specification review' stage is added to the current process and delete unnecessary stages, this will improve accuracy of the flow chart. In the classification of nuclear technology, detailed process to identify specific information and data need to be specified to decrease subjectivity. Whether they are imitations or not is an unnecessary factor in both processes. The successful development of IXCS needs accurate export control processes as well as IT technology. If these classification processes are improved more, it will provide the fundamental foundation to IXCS
Full Text Available In the era after substitution of long term planning by strategic planning, it was wished that the managers could act more successful in implementing their plans. The outcomes were far from the expected, there were minor improvements. In the organizations, a plenty of namely strategic plans has been developed during strategic planning processes, but most of these plans have been kept in the shelves, a few of them played their roles as guiding documents for the entire organization. What are the factors inducing such outcomes? Different scientists have offered a variety of justifications, according to their expe-riences."nThe first examined issue was misunderstanding stra-tegic planning by the managers and staff; it means the strategic planning process may be executed erroneously, and what they had expected from this process was not accurate. Substantially, strategic planning looks at the future and coming situations, and is designed to answer the questions which emerge in the future. Unfortunately, this critical and fundamental characteristic of strategic planning is obscured."nStrategic planning conveys the concept of drawing the future and developing a set of different probable scenarios along with defining a set of solutions in order to combat undesirable coming conditions for positioning the system or business. It helps organizations save themselves safe and maintain them successful. In other words, in strategic planning efforts we are seeking solutions fit for problems which will appear in the future for the conditions that will emerge in the future. Unfortunately, most of strategic plans which have been developed in the organizations lack this important and critical characteristic; I mean in most of them the developers had offered solutions in order to solve today's problems in the future! "nThe second issue which was considered by the scientists, was the task of ensuring the continuity of effectiveness of the planning, there was a managerial initiative needed for steering the activities of strategic planning, implementing the strategies, and strategic evaluation under one umbrella. This initiative was named strategic management. "nThere are numerous publications on the subject of strategic planning, which produces the strategies of the organizations."nIn the field of execution of strategies, several methods and techniques have been suggested. The most recent popular approach is Kaplan and Norton's initiative "Balanced Scorecard" or BSC."nIn this methodology, the strategies are translated into daily actions for all people working in the organization. There are hierarchies of indicators and objectives which enable the managers and employees to monitor their own daily jobs in accordance with the organizational strategies. It has been proved itself as a very strong managerial tool for modern leaders and managers. "nIn the field of evaluation of the strategies, which is vital for success, there are methods and techniques developed by scientists."nThe concept of "strategic management" is introduced in order to facilitate the implementation process of strategic planning and its continuity and improvement.
de Haan, Helen Haijing
A dominant concern with internationalisation through the past decades has been the process of strategic transformation of universities. While strategic management has been perceived as a necessary and useful approach in the construction of internationalisation, many criticisms have been levelled against the application of strategic management in…
X.P., Wang; J., Zhang; T., Yang.
Full Text Available [...] Abstract in english The traditional SWOT tool, which lists the S.W.O.T., factors and groups them together to form some strategies, is convenient for analyzing but not effective enough for strategic formulation. This paper proposes a hybrid "three-stage" qualitative and quantitative SWOT model, trying to narrow the gap [...] between strategic analysis and strategic formulation by first confirming the SWOT factors, second narrowing the selection area and last making optimal strategies. First, the SWOT-AHP model is used to analyze and evaluate the external and internal environment factors. Then we narrow the analysis field down to two levels by using strategic quadrilateral model, where the quadrant of the gravity centre is used to represent the market position. Finally correlation rules, including matrix calculations, maximum and sub-maximum sub-array techniques, are introduced to formulate the effective strategies, which focus on the most influential factors. A case study of EMS is conducted with the objective of validating the effectiveness in strategic planning and management.
This appears to be run of the mill market analysis and planning. Its premature nature (there is no HDR on line in the U.S. in 2005) bespeaks the optimism of the managers of the LASL HDR program in its early year. ( DJE 2005)
Cherrey, Cynthia; Clark, Evette Castillo
In August 2005, Hurricane Katrina, the worst natural disaster in the history of the United States, forced the fall semester closure of Tulane University in New Orleans, Louisiana. In the aftermath of this unprecedented storm, the Tulane leadership set forth a plan for renewal to secure the survival, recovery, and sustainability of the institution,…
ABSTRACT PING, HHUIJUN 2010. Developing a Strategic Marketing Plan in Tourism Industry. Case: The Tourism Market of Henan Province in China. Bachelor’s Thesis. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 66. Appendices 1-3. The objective of Thesis is to develop a strategic marketing plan for the tourism market of the Henan Province in China. The new strategic marketing plan for the Henan’s tourism market is developed in order to attract more tourists to tra...
Abahmane, Omar; Binkkour, Mohamed
This paper aims to present the different aspects and characteristics of strategic and operational information and propose a categorization pattern allowing to consider an information as strategic or operational. This categorization is to be used in the two decision making processes to assist its mining, and usage by the two related decision support systems. This is conducted trough the results of an investigative study of information used as basis for strategic decisions ins...
Full Text Available Activity-based costing (ABC provides an information basis for monitoring and controlling one of two possible sources of competitive advantage, low-cost production and lowcost distribution. On the basis of cost information about particular processes and activities, management may determine their contribution to the success of a company, and may decide to transfer certain processes and activities to another company. Accuracy of cost information is conditioned by finding an adequate relation between overhead costs and cost objects, identifying and tracing cost drivers and output measures of activities, and by monitoring cost behaviour of different levels of a product. Basic characteristics of the ABC approach, such as more accurate cost price accounting of objects, focusing on process and activity output (rather than only on resource consumption and on understanding and interpretation of cost structure (rather than on cost measurement, enable managers to estimate and control future costs more reliably. Thus the ABC methodology provides a foundation for cost tracing, analysis, and management, which entails making quality and accurate operative and strategic decisions as a basis for the longterm orientation of a company. ABC is also complementary to the widely accepted technique of strategic planning and strategy implementation known as Balanced Scorecard (BSC.
Carmona, M.; Burgess, R.
This book draws upon the ongoing research activities of agiobal network of urban researchers - the IBIS network. The IBIS network is a European Community funded network of four European universities and South American universities. The network involves postgraduate student exchanges and the development of research programmes in urban planning, architecture and design. Although still strongly oriented towards Latin America the aim is to further globalise this network and universities from Afri...
Bell, Simon; Cieszewska, Agata; Castro, José
In an increasingly urbanized world more and more people are turning to our forests and woodland for recreation and tourism. Planning and providing for this growing demand poses challenges that need to be addressed by managers and designers alike. Based on a study of forest recreation from across Europe, the editors bring together the expertise of more than eighty leading professionals and academics to provide a clear and concise guide to best practice. Case studies and careful research gi...
de la Espriella, Carlos
The struggle for equality is fundamental to the reduction of poverty in Central America. Besides, one of the foremost goals of urban spatial planning, when implementing social policies, is to contribute to the reduction of poverty. This is done by producing a list of territorially-based actions and selecting those suitable for the implementation of social policies developed at national level. However, urban planners working with local authorities in the Region face political, managerial, fina...
This briefing packet provides a short introduction to OMEGA and a truncated version of our project approach, with an example of the kind of work break down structure (WBS) used to guide our Phase I activities. It is meant to give you an impression of how we are approaching the challenge of creating the world's first marine photobioreactor (PBR) that will scale to address the strategic energy problems confronting the United States and the world. Some of our conceptual PBR designs and plans for logistics are included to communicate the path we have taken. We have also included an aerial photograph of the experimental tanks we are using at the Cal Fish and Game, followed by concluding remarks. The overarching purpose of the strategic planning discussion in Norfolk is to establish the relationship between the NASA OMEGA Team and the Navy, to unite the strengths of both agencies, and to map a mutual way forward along the project's established critical path.
Full Text Available In the multicriteria strategic planning of an organization, management should often be aware of employees' resistance to change before making new decisions; otherwise, a chosen strategy, though technologically acceptable, may not be efficient in the long term. This paper, using a sample case study within an organization, shows how different versions of ELECTRE methods can be used in choosing efficient strategies that account for both human behavioral resistance and technical elements. The effect of resistance from each subsystem of the organization is studied to ensure the reliability of the chosen strategy. The comparison of results from a select number of compensatory and noncompensatory models (ELECTRE I, III, IV, IS; TOPSIS; SAW; MaxMin suggests that when employee resistance is a decision factor in the multicriteria strategic planning problem, the models can yield low-resistance strategies; however, ELECTRE seems to show more reasonable sensitivity.
Full Text Available The agile manufacturing system should be simple, flexible, reconfigurable, reliable and responsive to market changes. The objective of this paper is to develop a new approach that aims to achieve this goal by adapting manufacturing resources to customer requirements in terms of lead time and reducing manufacturing costs. Based on Design for Production (DFP and Activity Based Costing (ABC methods, Process Planning for Agile Manufacturing (PPAM approach is used by process planners to compare different process plans and select which could respond to the objective of the company. DFP method is employed in this approach to estimate manufacturing cycle time and resource capacity, as for ABC tool, it is used to estimate manufacturing cost based on information generated by the former method. Optimal batch size is firstly determined in this new approach and used as input data to DFP method. A case study and a software application program are presented to illustrate this approach and support process planners successively.
Gallego, J.; Torra, J.; Barcons, X.; Mas-Hesse, M.
ASTRONET is an ERA-Net financed by the European Commission FP6 under the initiative Integrating and Strengthening the European Research Area (ERA). ASTRONET was created by a group of European funding agencies in order to establish a comprehensive long-term planning for the development of European astronomy. The objective of this effort is to consolidate and reinforce the world-leading position that European astronomy has attained at the beginning of this twenty-first century. The Ministerio de Ciencia e Innovación is the Spanish representative.