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.
...Application process and strategic plan. 1485.13...Application process and strategic plan. (a) General...justification and a strategic plan. (1) Basic...resources requested for brand activities; (J...D) A description of management and administrative...
... Application process and strategic plan. (a) General application...program justification and a strategic plan. (1) Basic applicant...the participant's overall marketing budget from year to year...specified therein. (3) Strategic plan. (i) All MAP...
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
...Application process and strategic plan. 1485...DEVELOPMENT OF FOREIGN MARKETS FOR AGRICULTURAL COMMODITIES Market Access Program...Application process and strategic plan. (a...A description of management and...
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.
Alexandru Lucian Mihai
This chapter describes a proactive, institutionwide budgeting process that is directly tied to a community college district's strategic plan in order to provide community college leaders with the information they need to make judgments about cutting or sustaining programs in difficult economic times.
Israel, Cary A.; Kihl, Brenda
Full Text Available 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 conduct a periodic audit marketing aimed at strategic marketing planning company. This article aims to present the ways to achieve audit strategic planning of the company.
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…
Wood, Elizabeth J.
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…
Hill, Susan E. Kogler; Thomas, Edward G.; Keller, Lawrence F.
... (G) Activity plan year (mm/dd...that it is a small business within the standards... (3) Strategic plan. (i) All MAP...the applicant's plans for monitoring and...country, the projected impact of the proposed program...vii) The cost of business cards;...
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.
Engi, D.; Glicken, J.
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…
Kohrmann, Patrick C., II
In November 1989, the Office of Environmental Restoration and Waste Management (EM) was formed within the US Department of Energy (DOE). The EM Program was born of the recognition that a significant national effort was necessary to clean up over 45 years' worth of environmental pollution from DOE operations, including the design and manufacture of nuclear materials and weapons. Within EM, the Deputy Assistant Secretary for Environmental Restoration (EM-40) has been assigned responsibility for the assessment and cleanup of areas and facilities that are no longer a part of active DOE operations, but may be contaminated with varying levels and quantifies of hazardous, radioactive, and n-mixed waste. Decontamination and decommissioning (D ampersand D) activities are managed as an integral part of Envirorunental Restoration cleanup efforts. The Office of Environmental Restoration ensures that risks to the environment and to human health and safety are either eliminated or reduced to prescribed, acceptable levels. This Strategic Plan has been developed to articulate the vision of the Deputy Assistant Secretary for Environmental Restoration and to crystallize the specific objectives of the Environmental Restoration Program. The document summarizes the key planning assumptions that guide or constrain the strategic planning effort, outlines the Environmental Restoration Program's specific objectives, and identifies barriers that could limit the Program's success
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)
Winer, Toby R.; Winer, Russell S.
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…
Conneely, James F.
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…
Mieso, Rob Roba
Strategic planning needs to be done as one of the integral steps in fulfilling our overall Departmental mission. The role of strategic planning is to assure that the longer term destinations, goals, and objectives which the programs and activities of the Department are striving towards are the best we can envision today so that our courses can then be set to move in those directions. Strategic planning will assist the Secretary, Deputy Secretary, and Under Secretary in setting the long-term directions and policies for the Department and in making final decisions on near-term priorities and resource allocations. It will assist program developers and implementors by providing the necessary guidance for multi-year program plans and budgets. It is one of the essential steps in the secretary's Strategic Planning Initiative. The operational planning most of us are so familiar with deals with how to get things done and with the resources needed (people, money, facilities, time) to carry out tasks. Operating plans like budgets, capital line item projects, R D budgets, project proposals, etc., are vital to the mission of the Department. They deal, however, with how to carry out programs to achieve some objective or budget assumption. Strategic planning deals with the prior question of what it is that should be attempted. It deals with what objectives the many programs and activities of the Department of Department should be striving toward. The purpose of this document is to provide guidance to those organizations and personnel starting the process for the first time as well as those who have prepared strategic plans in the past and now wish to review and update them. This guideline should not be constructed as a rigid, restrictive or confining rulebook. Each organization is encouraged to develop such enhancements as they think may be useful in their planning. The steps outlined in this document represent a very simplified approach to strategic planning. 9 refs.
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…
Ellis, Shannon E.
Full Text Available 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 effective e-learning system independent of technical, managerial, and pedagogical structures. The author provides the examples of outcomes of each phase applying this framework
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.
Campbell, Allison A.
Full Text Available 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 the context and inherent role of the central government in the process of institutional strategic planning.
Terfot Augustine Ngwana
This study examines the perceptions of faculty, staff, and administrative participants involved in Northwest Community College's (Oregon) strategic planning process. Section 1 profiles the present-day community college, emphasizing changes in students and curriculum, increased competition, technological imperatives, and faculty development.…
McDermott, Eve L.
The environmental scanning project described in this report was undertaken at Lane Community College (LCC) in Eugene, Oregon, to enhance the college's strategic planning process by anticipating events that might differ from the economic, social, and political conditions of the present. First, an overview is provided of the purpose and intent of…
Lomax, Lynn A.
Full Text Available 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, which includes these elements. It contains three different stages ranging from the identification of markets and possible partners to carry out a strategic plan for innovation. The application identifies the technology core of the organization and possible technology, products, services or processes to be developed. Results on the practical application of the model over different innovation processes can be objects of future research.
Daniel C. Amaral
...performance measures into its strategic planning efforts. In addition...suggestions for other strategic planning models and guidance...LSC embarks on its planning process. LSC anticipates publishing a draft Strategic Plan for...
The process of strategic planning wears out institutions. Strategic planning, pursued with high purpose and energy, is enervating and exhausting. In this article, the author describes the value-added work of trustees in high-performing boards and discusses the role boards of trustees play as the process of continuous strategic planning unfolds.…
Wilson, E. B.
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.
The purpose of this document is to present the strategic plan and associated organizational structure that the National Space Biomedical Research Institute (NSBRI) will utilize to achieve the defined mission and objectives provided by NASA. Much of the information regarding the background and establishment of the NSBRI by NASA has been provided in other documentation and will not be repeated in this Strategic Plan. This Strategic Plan is presented in two volumes. Volume I (this volume) begins with an Introduction (Section 2) that provides the Institute's NASA-defined mission and objectives, and the organizational structure adopted to implement these through three Strategic Programs: Countermeasure Research; Education, Training and Outreach; and Cooperative Research and Development. These programs are described in Sections 3 to 5. Each program is presented in a similar way, using four subsections: Goals and Objectives; Current Strategies; Gaps and Modifications; and Resource Requirements. Section 6 provides the administrative infrastructure and total budget required to implement the Strategic Programs and assures that they form a single cohesive plan. This plan will ensure continued success of the Institute for the next five years. Volume II of the Strategic Plan provides an in-depth analysis of the current and future strategic programs of the 12 current NSBRI teams, including their goals, objectives, mutual interactions and schedules.
The purpose of this article is to describe the incorporation of healthcare informatics into the strategic planning process in nursing education. An exemplar from the University at Buffalo, the State University of New York School of Nursing, is interwoven throughout the article. The challenges and successes inherent in a paradigm shift embracing the multifaceted adoption of technology in higher education are illustrated. The paradigm shift that necessitated this change, the need for informatics standards and competencies identified by regulatory agencies and the relationship of the triad mission of the Academy which includes research, teaching and service are then elucidated. Information pertinent to the strategic planning process is described including the use of a strengths, weaknesses, opportunities and threats (SWOT) analysis to facilitate the integration of a healthcare informatics model into a nursing curriculum. PMID:16206693
Sackett, Kay; Jones, Janice; Erdley, W Scott
Airport Strategic Planning (ASP) focuses on the development of plans for the long-term development of an airport. The dominant approach for ASP is Airport Master Planning (AMP). The goal of AMP is to provide a detailed blueprint for how the airport should look in the future, and how it can get there. Since a Master Plan is a static detailed blueprint based on specific assumptions about the future, the plan performs poorly if the real future turns out to be different from the one assumed. With...
Kwakkel, J. H.; Walker, W. E.; Marchau, V. A. W. J.
This research investigated the question: What is the impact of strategic planning process variation on superior organizational performance in nonprofit human service organizations providing mental health services? The study employed a retrospective, cross-sectional, comparison group design using a combination of survey data, unobtrusive agency backup data, and follow-up in-person interview data. The sample was comprised of two main groups of organizations, those that were doing strategic planning and those that were not engaged in strategic planning. Responses were obtained from the chief executive officers of 306 of the 380 randomly selected organizations resulting in a response rate of 81%. Hypotheses were tested using multiple and logistic regression procedures. The major finding of this study was that complete strategic planning is highly correlated with superior organizational performance. The implications of the findings for administration, policy, research, and the social work profession are discussed.
Singh, Karun Krishna
A national study on strategic planning in Portuguese higher education was conducted. The presidents or rectors of 61 public and private higher education institutions in Portugal responded regarding their knowledge of and involvement in strategic planning. The questionnaire addressed whether or not the institutions were using a planning process,…
Machado, Maria de Lourdes; Taylor, James S.; Farhangmehr, Minoo; Wilkinson, Robert B.
This plan provides strategic direction to The Advisory Committee on Nuclear Waste (ACNW) in 1998 and beyond for focusing on issues most important to the NRC in carrying out its mission of protecting public health and safety, promoting the common defense and security, and protecting the environment
The Life Science Division of the NASA Office of Space Science and Applications (OSSA) describes its plans for assuring the health, safety, and productivity of astronauts in space, and its plans for acquiring further fundamental scientific knowledge concerning space life sciences. This strategic implementation plan details OSSA's goals, objectives, and planned initiatives. The following areas of interest are identified: operational medicine; biomedical research; space biology; exobiology; biospheric research; controlled ecological life support; flight programs and advance technology development; the life sciences educational program; and earth benefits from space life sciences.
In its most basic form, strategic planning is a process of anticipating change, identifying new opportunities, and executing strategy. The use of mixed methods, blending quantitative and qualitative analytical techniques and data, in the process of assembling a strategic plan can help to ensure a successful outcome. In this article, the author…
Voorhees, Richard A.
Full Text Available The paper develops two main linked themes: (i strategic planning reveals in practice limits that are hard to overcome; (ii a complete planning system is efficacy only in the framework of a republican political, social and government culture. It is argued that the growing disappointment associated to strategic planning practices, may be due to excessive expectations, and the difficulties encountered by strategic planning are traced to three main issues: (a the relationship between politics and planning; (b the relationship between government and governance; and (c the relationship between space and socioeconomic development. Some authors recently supported an idea of development as consisting in the qualitative evolution of forms of social rationality and argued that a reflection about the relationships between physical transformations and visions of development could be a way of testing innovations. But such strong demands might be satisfied only if we manage to make a 'new social and territorial pact for development', recreating a social fabric imbued with shared values. The re-creation of a social fabric imbued with shared values requires a rich conception of the political community and the possibility that the moral purposes of the community may be incorporated by the state. All this is missing today. Outside a republican scheme planning activities are principally instruments for legitimising vested interests and facilitating their investments, and the resolution of the conflicts that arise between the planning decisions of the various levels of government becomes at least impracticable. A complete planning system can be practised if can be referred to the authority and syntheses expressed in and by statehood, which suggests that in a democratic system planning is republican by necessity rather than by choice.
Full Text Available 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, processes and practices employed by these well-known companies for their strategic planning processes. Using the grounding theory as a framework of analysis, the research findings revealed common as well as distinctive strategic planning practices between the companies under the study. The output of this project is a set of best practices to strategic planning that are followed by UMW Toyota as well as CCMFD. In the light of the findings of this research and also referring to the literature, some recommendations are made for the best practice of strategic planning process in companies.
... 2010-04-01 false Strategic plan. 91.315 Section...CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS...Consolidated Plan § 91.315 Strategic plan. (a) General...time period covered by the strategic plan describing how...
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.
Conrad, M. D.
This book outlines a simple, five-phase collaborative approach to strategic planning that has worked effectively on many campuses. Specifically, Collaborative Strategic Planning (CSP) refers to the disciplined and thoughtful process of meaningfully engaging relevant stakeholders in creating a shared future vision and goals for their institution.…
Argues that rapid change and tight resources demand reality-based planning, rather than planning models that ignore internal and external customers or emphasize process over product. Describes the Strategic Guidance Model (SGM) which provides colleges with strategic visioning, organizational assessment, environmental scanning, quality improvement,…
Lorenzo, Albert L.
Full Text Available 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 a strategic marketing planning process for the sport sector and analyze its various elements. If the sport managers follow the proposed strategic marketing planning process, they will be able to handle the complicated sport business environment and deliver higheconomic benefits.
The framework necessary for achieving a strategic planning posture in higher education is outlined. The most important benefit of strategic planning for higher education decision makers is that it forces them to undertake a more market-oriented and systematic approach to long- range planning. (Author/MLW)
Kotler, Philip; Murphy, Patrick E.
Full Text Available 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 stra-tegies. Classic business system planning for strategical alignment (BSP/SA theory 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.
José Alirio Rondón
The business process and information management, rather than technology and systems, must be considered in today's health care environment. The article discusses the contents of an information resource management (IRM) strategic business plan and a five-step process used to construct the plan. Examples of strategic goals and objectives from an actual case study are provided. The resulting IRM strategic plan is designed to be used as a management tool that provides the flexibility and cohesiveness required to manage information in the current dynamic and resource-constrained environment. PMID:10144369
This report reviews strategic silvicultural planning processes in New Zealand, Sweden, Chile, and the United States south and Pacific northwest to identify tools, techniques, and approaches that could have value for silviculture in British Columbia. The regions reviewed have emphasized incorporating economic considerations related to wood quality into strategic silvicultural policy, with an increasing emphasis on growing quality sawlogs. For each region examined, the report describes end-products and silvicultural regimes, the forecasting of supply and demand, and (for some regions) the forecasting of domestic and global prices. The report concludes with a description of strategic silvicultural planning in British Columbia, including use of the SYLVER computer model, and a discussion of global forest sector modelling.
This paper attempts to present a general framework for the strategic planning process in complex organizations, with special emphasis in diversified business corporations. It has to be recognized that a specific strategic plan has to be designed to fit th...
A. C. Hax, N. S. Majluf
...strategic plan will be evaluated for effectiveness as part of the designation process...designation shall remain in full effect. The effectiveness of the strategic plan will be determined...including recruitment, recruitment advertising, employment, layoff,...
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…
Bassett, Patrick F.
...following entities in developing a Strategic Plan: (1) Federal... EDA shall evaluate the Strategic Plan based on the following...of the economic development challenges and opportunities facing...Impacted Community to the Strategic Plan over the long term...
...performance in implementing the strategic plan, and the process it will...amend as appropriate. (5) Strategic planning process documentation: A...developable sites, and to prepare the Strategic Plan. The documentation...
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.
Examines common perceptions about barriers to effective strategic planning in school districts. Argues that primary barrier to effective use of strategic planning in schools is the failure of educators to fully understand the strategic planning process itself. Discusses the components of a learning organization. Links learning organizations with…
Thornton, Bill; Perreault, George
This paper presents a conceptual framework that organizes the principal elements of the strategic planning process in business firms, and that facilitates the conduction of this process in a coordinated and effective manner. The essence of strategic plann...
A. C. Hax, N. S. Majluf
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
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.
The Bonneville Power Administration (BPA) has developed a marketing plan to define how BPA can be viable and competitive in the future, a result important to BPA`s customers and constituents. The Marketing Plan represents the preferred customer outcomes, marketplace achievements, and competitive advantage required to accomplish the Vision and the Strategic Business Objectives of the agency. The Marketing Plan contributes to successful implementation of BPA`s Strategic Business Objectives (SBOs) by providing common guidance to organizations and activities throughout the agency responsible for (1) planning, constructing, operating, and maintaining the Federal Columbia River Power System; (2) conducting business with BPA`s customers; and (3) providing required internal support services.
United States. Bonneville Power Administration.
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.
Hansen, Jesper Rohr
... 2010-04-01 false Strategic plan. 91.215 Section...CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS...Consolidated Plan § 91.215 Strategic plan. (a) General...time period covered by the strategic plan and how funds...
This paper details the advantages of creating a strategic plan in the development and delivery of distance programs at the authors' own institution. The steps involved in the planning process and the three key elements of a successful strategic plan are addressed. The key elements include a program plan explaining the roles/responsibilities of…
MacNeil, Dixie; Luzius, Kim; Dunkin, Sonya
Full Text Available SciELO South Africa | Language: English Abstract in english 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.
OSPA guides the NCI Divisions, Offices, and Centers (DOCs) in developing goals and strategies that will collectively help NCI achieve its vision. OSPA begins this process by educating NCI staff about the purpose, value, and process of strategic panning.
In learning-centered community colleges, planning, like all processes, must measurably improve learning and learner performance. This article shares Valencia Community College's approach to revising its strategic planning process based on the Organizational Elements Model to: 1) focus strategic planning on learning results that add value for…
Kelley, Susan; Kaufman, Roger
A description is provided of the steps taken by Monroe Community College (MCC) between 1982 and 1986 to fulfill its current strategic planning process. Following an introduction and listing of strategic planning committee members, chapter 1 discusses what MCC hoped to accomplish through a formal planning process. Chapter 2 details the research,…
Osborn, Frances P.
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?
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The Division of Student Affairs at the University of Michigan has engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, bringing together the guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a…
Taylor, Simone Himbeault; Matney, Malinda M.
Information about current and projected waste generation as well as available treatment, storage, and disposal (TSD) capabilities and needs is crucial for effective, efficient, and safe waste management. This is especially true for large corporations that are responsible for multisite operations involving diverse and complex industrial processes. Such information is necessary not only for day-to-day operations but also for strategic planning to ensure safe future performance. This paper reports on some methods developed and successfully applied to obtain requisite information and to assist waste management planning at the corporate level in a nationwide system of laboratories and industries. Waste generation and TSD capabilities at selected U.S. Department of Energy (DOE) sites were studied. Collecting, analyzing, and maintaining the quality assurance (QA) of quantitative data concerning waste generation and TSD can be complex and arduous. This is particularly so if the industry of industries are multifaceted and produce a large variety of wastes. For example, the national industrial complex operated under the auspices of the DOE involves approximately 30 sites as well as widely varied industrial operations, including metal fabrication and processing, machining, chemical processes involving hazardous and radioactive components, solvent recycle and recovery, and explosives testing
This report presents the strategic plan for Pensacola Junior College (PJC), in Florida, for the 5-year period from 1993-94 to 1997-98, describing college planning processes and goals for the period. Following a list of strategic planning committee members, PJC's philosophy and mission and the state mission for community colleges are presented and…
Pensacola Junior Coll., FL.
A clear plan for guiding the activities of the multispecialty group practice (GP) is critical for ensuring success as the health care industry undergoes profound change. This article describes the process of developing a strategic business plan, and includes examples of pertinent analyses as well as practical considerations for ensuring successful development of a strategic business plan for a GP. PMID:10158951
Furlong, M J; Burns, L A
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
The study aimed to measuring the applying degree of the strategic school planning stages at the Governmental high schools from the educational supervisors and principals perspective in the directorates related to Amman city, the study society was formed of the educational supervisors and principals working at Educational directorates related to…
Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi
The technique of scanning the college environment (on economic, social, technological, and political dimensions for strategic planning purposes) can help identify crucial issues, formulate goals, increase intrainstitutional understanding, and open opportunities. Internal and external communication will be increasingly important in higher education…
Cope, Robert G.
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A process to assess a college's external environment and audit its internal environment in order to pursue options available to postsecondary education is described. Essentially the concept is one of matching opportunities in the external environment with institutional strengths as determined by an internal audit. Strategic planning must consider…
Groff, Warren H.
The concept and practice of strategic planning, while entrenched in educational institutions in the West, is just catching on in Kenya. While literature emphasizes the importance of collaborative strategic planning, it does not indicate the challenges presented by collaboratively engaging in strategic planning. This article reports on findings of…
Mbugua, Flora; Rarieya, Jane F. A.
Seminaries across North America are continuing to expand their use of technology for theological education. This article explores eight issues surrounding the strategic planning process when it comes to technology. These have to do with the obstacles to fresh thinking, the current best practices in strategic planning processes, detailed…
Full Text Available This paper presents the results of an empirical study on strategic planning in three public universities in Ghana. It assesses strategy development, the implementation process, the main challenges to strategic planning in public universities, and what their success factors are. Findings indicate that the nature, form, and sophistication of information and communication technology use influenced successful implementation of strategic plans for two public universities. Other results suggested that members of staff perceived strategic planning to be the responsibility of top management; thus, there is little ownership and commitment by academic and other stakeholders.
Full Text Available 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 patron data that was previously lacking from this process. The selection and recruitment of these patrons is discussed along with the line of questioning used in the various focus group sessions. Of special interest is the way the authors utilized these sessions to mobilize and involve the staff in creating the library's strategic plan. This was accomplished not only by having staff members participate in one of the sessions but also by sharing the project's major findings with them and instructing them in how these findings related to the library's future. The authors' experience demonstrates that focus groups are an effective strategic planning tool for libraries and emphasizes the need to share information broadly, if active involvement of the staff is desired in both the development and implementation of the library's strategic plan.
PRADEEP SHRIRAM BANSODE
As the conditions affecting business and healthcare organizations in the United States have become more turbulent and uncertain, strategic planning has decreased in popularity. Strategic planning is criticized for stiffling creative responses to the new marketplace and for fostering compartmentalized organizations, adherence to outmoded strategies, tunnel vision in strategy formulation, and overemphasis on planning to the detriment of implementation. However, effective strategic planning can be a force for mobilizing all the constituents of an organization, creating discipline in pursuit of a goal, broadening an organization's perspective, improving communication among disciplines, and motivating the organization's workforce. It is worthwhile for healthcare organizations to preserve these benefits of strategic planning at the same time recognizing the many sources of turbulence and uncertainty in the healthcare environment. A model of "strategic cycling" is presented to address the perceived shortcomings of traditional strategic planning in a dynamic environment. The cycling model facilitates continuous assessment of the organization's mission/values/vision and primary strategies based on feedback from benchmark analysis, shareholder impact, and progress in strategy implementation. Multiple scenarios and contingency plans are developed in recognition of the uncertain future. The model represents a compromise between abandoning strategic planning and the traditional, linear model of planning based on progress through predetermined stages to a masterpiece plan. PMID:10621138
Begun, J; Heatwole, K B
A recent survey of the state of strategic planning among healthcare organizations indicates that planners and executives believe that healthcare strategic planning practices are effective and provide the appropriate focus and direction for their organizations. When compared to strategic planning practices employed outside of the healthcare field, however, most healthcare strategic planning processes have not evolved to the more advanced, state-of-the-art levels of planning being used successfully outside of healthcare. While organizations that operate in stable markets may be able to survive using basic strategic planning practices, the volatile healthcare market demands that providers be nimble competitors with advanced, ongoing planning processes that drive growth and organizational effectiveness. What should healthcare organizations do to increase the rigor and sophistication of their strategic planning practices? This article identifies ten current healthcare strategic planning best practices and recommends five additional innovative approaches from pathbreaking companies outside of healthcare that have used advanced strategic planning practices to attain high levels of organizational success. PMID:17310806
Zuckerman, Alan M
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.
Janichewski, S.; Ben A??m, H.
Current methods of evaluating the economic impacts of new electricity transmission projects fail to capture the many strategic benefits of these projects, such as those resulting from their long life, dynamic changes to the system, access to diverse fuels, and advancement of public policy goals to integrate renewable-energy resources and reduce greenhouse gas emissions.
Budhraja, Vikram; Mobasheri, Fred; Ballance, John; Dyer, Jim; Silverstein, Alison; Eto, Joseph
Full Text Available 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, which have not been given enough attention in past research. Seven hypotheses on the relationship between strategic planning and growth are developed and empirically tested by using data collected via questionnaire from 114 Slovenian smaller firms. The study has practical implications. Entrepreneurs need to be aware that strategic planning practices, processes and techniques can be beneficial for growth of the firm. In order to enable their firms to grow, entrepreneurs may like to consider exactly formulating vision and strategy, incorporating the elements of internationalization and networking in the firm vision, focusing on growth, profit, and market, among strategic analysis techniques paying special attention to analysis of market and competition, and exactly formulating generic business strategies. All these strategic planning efforts need to be reinforced by practices that follow the key growth and market orientations, and have company-wide support. The key implication of this study for research is that the assessment of the relationship between strategic planning and small firm growth needs to be done across various elements or dimensions.
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
Lehman, Wayne E K; Simpson, D Dwayne; Knight, Danica K; Flynn, Patrick M
Strategic planning processes, which are commonly used as a tool for region development and territorial structuring, can be harnessed by politicians and public administrations, at the local level, to redesign the regional energy system and encourage renewable energy development and environmental preservation. In this sense, the province of Jaen, a southern Spanish region whose economy is mainly based on olive agriculture, has carried out its strategic plan aiming at a major socioeconomic development. Under the leadership of the provincial government and the University of Jaen, main provincial institutions joined to propose the elaboration of a participatory strategic plan for the whole province. Here, the elaboration of the energy part of the plan, which was directly focused on the exploitation of renewable resources, mainly solar and biomass energy, and which highlights the effectiveness of techniques from business management applied to a sustainable energy model design is presented. Renewable Energy development during the first years of plan execution is presented, and the impact of additional issues is discussed. It is concluded that, although multicriteria decision-making technologies (MCDA) are extensively used in energy planning, a different approach can be utilized to incorporate techniques from strategic analysis. Furthermore, SWOT (strengths, weaknesses, opportunities and threats) analysis has proved to be an effective tool and has constituted a suitable baseline to diagnose current problems and to sketch future action lines. (author)
Terrados, J.; Almonacid, G.; Hontoria, L. [Research Group IDEA, Polytechnics School, Campus Las Lagunillas, Edificio A3, University of Jaen, 23071 Jaen (Spain)
Full Text Available 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.
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...
Dr. Muzainah Mansor; Professor Mahamad Tayib
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
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 ...
P. R. Smith, R. Sarfaty
The purpose of the Waste Isolation Pilot Plant (WIPP) Strategic Plan is to provide decision makers, project participants, and the public with a high-level overview of the objectives, issues, and strategiesthat impact a decision on the suitability of WIPP as a permanent, safe disposal facility for transuranic (TRU) waste that has resulted from defense activities. This document is a component of an integrated planning process and is a key management tool that is coordinated and consistent with the Secretary's Disposal Decision Plan and the Environmental Restoration and Waste Management (EM) Five-Year Plan. This documentsupports other US Department of Energy (DOE) planning efforts, including the TRU Waste Program. The WIPP Strategic Plan addresses the WIPP Program Test Phase, Disposal Decision, Disposal Phase, and Decommissioning Phase (decontamination and decommissioning). It describes the actions and activities that the DOE will conduct to ensure that WIPP will comply with applicable, relevant, and appropriate requirements of the US Environmental Protection Agency (EPA), State of New Mexico, and other applicable federal and state regulations. It also includes the key assumptions under which the strategy was developed. A comprehensive discussion of the multitude of activities involved in the WIPP Program cannot be adequately presented in this document. The specific details of these activities are presented in other, more detailed WIPP planningdocuments
Full Text Available This study considers the similarities between strategic planning and reinforcement learning, then formulates the strategic planning to a reinforcement learning problem and solves it by using reinforcement learning methods. Increasing the environmental cataclysm and variations in today's world enforce all organizations such as universities, to have a strategic thought to increasing the effect answering time to their environmental needs, resource wasting reduction, leading the organization to a clear and executable direction and problem determination in On the other hand internal and external views., computers have a key role in today's life. We try to relate between these two subjects. We use recommended method to computerize the strategic planning design for Noshahr-Chaloos Islamic Azad Universi of the university placed in compositional ty of Iran. The results show that the general strategic positionstrategies. Also the results present using intelligent methods to computerize the strategic planning have a very good future, although it is on beginning of its long path.
Naghi, R. Seyedaghaee
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.
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.
Kramer, William; Bethel, Wes; Craw, James; Draney, Brent; Fortney, William; Gorda, Brend; Harris, William; Meyer, Nancy; Ng, Esmond; Verdier, Francesca; Walter, Howard; Welcome, Tammy
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.
Mohammad Reza Shojaie
Hospitals have traditionally relied on consulting firms to conduct large scale planning studies. Many such "official plans" have been published with no real benefits to the organization. An alternative is to use existing resources and do the work internally. A planning process used by the Ottawa General Hospital (OGH) is outlined here. The planning process used at the OGH is significant for two reasons. It took into account multiple interests of a complex, professional organization. It recognized the need to incorporate input from members of the external environment of the hospital. This process was inspired by an approach developed in the evaluation field, the "active-reactive-adaptive" (A.R.A.) approach. The strategic planning exercise at the OGH opened lines of communication between administration and medical staff, increased awareness of planning principles, and promoted information exchange. The internally developed planning strategy was less expensive and produced information with a greater likelihood of affecting the hospital's future than a more easily ignored plan developed by outside consultants. PMID:10299668
Clemenhagen, C; Champagne, F
Strategic planning is a technique that has been developed to help managers and leaders address the need for organizational transformation in response to societal change. Its elements include external environmental scanning, internal capacity analysis, participation and involvement, mission and strategic goals, implementation/linkage plans, and…
McCune, Shirley D.
Strategic planning for cardiovascular services should include formation of a cardiovascular advisory committee composed of key stakeholders. The strategic plan should include an internal assessment, external market analysis, review of operations, development of strategies and initiatives, and a financial analysis. The organization's mission and vision, as well as its financial situation, need to be considered in formulating strategies. PMID:16355753
Retailers need a strategic plan that will enable them to adapt to changing trends and work with new ideas. Questions retailers should ask to shape the strategic plan and generic strategies--overall cost leadership, differentiation, and marketing to a particular group or offering a special service--are discussed. (SR)
Greenawalt, Richard A.
Nuclear security master planning is a deliberative process, founded on the premise that the broad scope of security must be analyzed before any meaningful determinations may be reached on an individual security aspect. This paper examines the analytical process required in developing a Security Master Plan. It defines a four stage process concluding with the selection of security measures encompassing physical security, policy and procedure considerations and guard force deployment. The final product orchestrates each security measure in a complementary and supportive configuration
Embedding community engagement into the fabric of the university requires a well articulated strategic vision. This article shares lessons learned by the president of a comprehensive research university, focusing primarily on two case studies, both urban institutions. The article discusses two strategic planning processes-one at the University of…
Zimpher, Nancy L.
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
The purpose of this study was to examine use of decision-making tools and feedback in strategic planning in order to develop a rigorous process that would promote the efficiency of strategic planning for acquisitions in the United States Coast Guard (USCG). Strategic planning is critical to agencies such as the USCG in order to be effective…
McCready, John W.
This paper discusses the roles and functions of strategic planning of information systems in health services. It selects four specialised methodologies of strategic planning for analysis with respect to their applicability in the health field. It then examines the utilisation of information planning in case studies of three health organisations (two State departments of health and community services and one acute care institution). Issues arising from the analysis concern the planning process, the use to which plans are put, and implications for management. PMID:10154016
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…
Cunningham, Robin; Eddy, Michael; Pagano, Mark; Ncube, Lisa
In 1987, the U.S. Congress created the Malcolm Baldrige National Quality Award (MBNQA), a program that rewards businesses and nonprofits that demonstrate effective, efficient operations. Underlying the MBNQA are criteria to help organizations integrate seven key areas of operations, including: leadership, strategic planning, customer focus, information management, workforce planning, process management, and results. Independent of the award process, the Baldrige Criteria can be used to guide strategic and operations planning. This presentation includes an example of how the Baldrige Criteria were used to quickly develop a Workforce Management Plan for the National Radio Astronomy Observatory (NRAO), responding to funding agency requests.
Radziwill, Nicole M.; Mitchell, Lory
Healthcare providers increasingly are relying on strategic planning to guide the allocation of capital and other resources. Strategic planning helps identify and prioritize opportunities for financial improvement, particularly revenue-generating initiatives, which offer the greatest opportunity for significant long-term benefits. New revenue usually can be generated in one of five ways: increase market share, expand service area, fill gaps in the continuum of services, develop niche services where needed in the service area, and repackage existing services to address specific market segments. Once a strategic plan is implemented, it should be reviewed periodically and modified as necessary. PMID:11141688
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...
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…
Achampong, Francis K.
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
Strategic planning provides an effective means for universities to strengthen institutional quality and respond to societal needs while addressing the issues of economic decline, changing student demographics, fluctuating funding patterns, varying employment opportunities, and increased need for accountability. (MSE)
Tack, Martha Wingard; Heberlein, Garrett T.
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
This article describes both a short- and long-term strategic marketing planning approach for the parks and recreation manager. Both plans involve a needs assessment, objective development, marketing plans, and evaluations. Also discussed is a continuum of stragetic program options ranging from developing new programs to terminating existing…
Crompton, John L.
This article shares experiences that participants had playing the game of STRATEGO and how the activity may be linked to strategic planning and thinking. Among the human performance technology implications of playing this game are that gamers agreed on a framework for rules, took stock on where they wanted to go in the future, and generated a risk…
Baaki, John; Moseley, James L.
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 ...
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
Owen, Susan M
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…
Sa, Creso M.; Tamtik, Merli
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.
Full Text Available 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 planning tools and techniques. Twenty organizations in Oman thathave a written strategic plan comprised the sample population. The data were collected from heads ofdepartments and sections, directors, managers, and advisors directly involved in the strategic planning process.The analysis shows that the most commonly used strategic planning tools employed by organizations in Oman arebenchmarking, followed by stakeholders analysis and then strengths, weaknesses, opportunities, and threats(SWOT analysis, while the Delphi technique, experience curve, Porter’s five forces, and what-if analysistechniques were the least commonly used. Considering the segmentation of organizations, one can see that thefinancial sector and business groups use the tools most frequently whereas the single- and family-ownershipgroups have limited use of strategic planning tools. On average, almost 30% of the organizations in Oman never orvery rarely uses strategic planning tools. This paper provides an understanding of strategic planning in Oman andsupplies the missing links in the previous studies conducted on strategic planning.
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.
Narendra S. Chaudhari
Institutions that have organized and centralized their data enjoy an obvious advantage in grappling with strategic planning and other issues. As the drumbeat for accountability, planning, and demonstrating effectiveness to internal and external stakeholders intensifies, the stature and importance of institutional research offices on most campuses…
Voorhees, Richard A.
This paper examines trends and issues in strategic planning for business and educational institutions on an international level. The paper is organized into sections on analysis, visions, and action plans. Under "analysis" the discussion focuses on commerce (electronic commerce, Asia Pacific, Europe, and the Americas, and stages of the e-business…
Groff, Warren H.
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.
Full Text Available Balanced Scorecard (BSC is a system of management and an instrument of strategic planning, spread within business and industry, in state public institutions, as well as in non-profit institutions. BSC improves external and internal communication and also monitors the performance of an organization starting from its strategic objectives.In the past, BSC played the part of performance measurement. Lateron, the BSC concept evolved and fully became an instrument of strategic planning.This article tries to achieve a translation of the concepts into official statistics, identifying concrete measures to be done and measured by an organization. It is useful for the execution of the organization strategy.It is estimated that the new modern approach of strategic management, respectively BSC, allows the national institutes of statistics to clarify the vision and strategy and translated them into actions.
Organizations with activities of all kinds are influenced by environmental conditions, and external environment is in fact the beginning point of the strategy. Strategic management is an approach resulting from fast changing age and can consider it as a view and a technique for flexible planning to fast changes, and balanced score card is regarded as one of the strong instruments in this zone. Balanced score card can truly plays an important role in all stages of strategic management and the ...
Ali Akbar Farhangi; Mohammad Soltani Far; Ali Asghar Mahaki; Abolfazl Danaei
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.
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.
Romli, Fairuz Izzuddin
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)
Herman, Jerry J.
Full Text Available SciELO Chile | Language: English Abstract in english 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.
Carla L, Wilkin; Narciso, Cerpa.
Full Text Available SciELO Chile | Language: English Abstract in english 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.
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 management 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.
Strategic planning is a process that educational leaders must utilize to allow the organization to make its vision come into fruition. Bryson asserts that leaders must be masterful in this process to allow the organization to " . . . fulfill (its) mission, meet (its) mandates, and satisfy (its) constituents in the years ahead" (Bryson 1995, pg.…
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…
Kaufman, Roger; Grise, Philip
The Division of Student Affairs at the University of Michigan in Ann Arbor engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, uniting a guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a group…
Taylor, Simone Himbeault; Matney, Malinda M.
This article is on pages 113 and 116-120 of the PDF file. This article presents a summary of the APS five year stratigic plan based on membership surveys, financial analysis and observations compiled by an independent consulting firm. The plan contains 12 topics which reflect the direction and improvements APS leadership wishes to see occur.
This book presents strategies for planning and managing athletic programs. It helps college athletic administrators analyze their organization's environment, set objectives, decide on specific actions, and obtain feedback. Chapter 1, "Perspectives on Planning for Athletics Programs," discusses what planning is and why it is important. Chapter 2,…
Yow, Deborah A.; Migliore, R. Henry; Bowden, William W.; Stevens, Robert E.; Loudon, David L.
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.
Miller, Kim [EPA Specialist
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...
Whitacre, James M; Sarker, Ruhul; Bender, Axel; Baker, Stephen; 10.1145/1389095.1389293
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
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
Full Text Available Organizations with activities of all kinds are influenced by environmental conditions, and external environment is in fact the beginning point of the strategy. Strategic management is an approach resulting from fast changing age and can consider it as a view and a technique for flexible planning to fast changes, and balanced score card is regarded as one of the strong instruments in this zone. Balanced score card can truly plays an important role in all stages of strategic management and the efficiency of this model is considerably regarded in management performance evaluation in different organizations. However, strong instrument such as balance score card is hardly used because of long term dominance of political approaches in the management of Iran media organizations. This paper conceptualizes administrational trend of strategic planning by implementing balanced score card and we draw strategy map and determine performance indexes in a written media organization (Hamshahri Newspaper.
Ali Akbar Farhangi
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.
Dr. Muzainah Mansor
Full Text Available The objective of this paper is to analyze the transformation processes in strategy formulation inrelation to the evolution of the organization. It is determined that strategic thinking and strategyformulation has been a unique privilege of top management until the 70’s when the context wascharacterized by being more or less stable, in which the comparative advantages were sufficient toachieve the organization’s success starting from the role of traditional management.However, when the competitive environment changes due to the turbulence phenomena, with morecomplexity and turbulence, top management of organizations must respond to increasing demandsimposed by the new social and economic conditions. And through a continuous process of innovationof all activities of the business to search for sustainable competitive advantages founded on intangibleelements, specifically on the “knowledge” which is internalized in all the members of the organization.Thus, although strategic formulation is still faculty of top management, in some way it is influenced byother members of the organization.
JOSÉ G. VARGAS HERNÁNDEZ
The objective of this paper is to analyze the transformation processes in strategy formulation inrelation to the evolution of the organization. It is determined that strategic thinking and strategyformulation has been a unique privilege of top management until the 70’s when the context wascharacterized by being more or less stable, in which the comparative advantages were sufficient toachieve the organization’s success starting from the role of traditional management.However, when the com...
Vargas Herna?ndez, Jose? G.
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
Gayduk V. I.
Educators involved in strategic planning can use environmental scanning techniques to anticipate social, economic, political, and technological changes that will affect their schools. Compared to more traditional data gathering, environmental scanning is wider in scope and more concerned with anticipating the future and studying the interaction of…
Poole, Molly Linda
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\
O'Shea, Dr Eamon
The Strategic Petroleum Reserve (SPR) is a government-owned stockpile of crude oil intended to serve as a buffer against possible oil market disruptions. The overall purpose of this project is to develop and apply improved models and tools for SPR management. Current project efforts emphasize developing new modeling tools to explicitly and flexibly portray oil market uncertainty and SPR planning risk.
Lawrence Livermore National Laboratory's mission is as clear today as it was in 1952 when the Laboratory was founded--to ensure our country's national security and the safety and reliability of its nuclear deterrent. As a laboratory pursuing applied science in the national interest, we strive to accomplish our mission through excellence in science and technology. We do this while developing and implementing sound and robust business practices in an environment that emphasizes security and ensures our safety and the safety of the community around us. Our mission as a directorate derives directly from the Laboratory's charter. When I accepted the assignment of Associate Director for Chemistry and Materials Science (CMS), I talked to you about the need for strategic balance and excellence in all our endeavors. We also discussed how to take the directorate to the next level. The long-range CMS strategic plan presented here was developed with this purpose in mind. It also aligns with the Lab's institutional long-range science and technology plan and its 10-year facilities and infrastructure site plan. The plan is aimed at ensuring that we fulfill our directorate's two governing principles: (1) delivering on our commitments to Laboratory programs and sponsors, and (2) anticipating change and capitalizing on opportunities through innovation in science and technology. This will require us to attain a new level of creativity, agility, and flexibility as we move forward. Moreover, a new level of engagement in partnerships with other directorates across the Laboratory as well as with universities and other national labs will also be required. The group of managers and staff that I chartered to build a strategic plan identified four organizing themes that define our directorate's work and unite our staff with a set of common goals. The plan presented here explains how we will proceed in each of these four theme areas: (1) Materials properties and performance under extreme conditions--Fundamental investigations of the properties and performance of states of matter under extreme dynamic, environmental, and nanoscale conditions, with an emphasis on materials of interest to Laboratory programs and mission needs. (2) Chemistry under extreme conditions and chemical engineering to support national security programs--Insights into the chemical reactions of energetic materials in the nuclear stockpile through models of molecular response to extreme conditions of temperature and pressure, advancing a new technique for processing energetic materials by using sol-gel chemistry, providing materials for NIF optics, and furthering developments to enhance other high-power lasers. (3) Science supporting national objectives at the intersection of chemistry, materials science, and biology--Multidisciplinary research for developing new technologies to combat chemical and biological terrorism, to monitor changes in the nation's nuclear stockpile, and to enable the development and application of new physical-science-based methodologies and tools for fundamental biology studies and human health applications. (4) Applied nuclear science for human health and national security: Nuclear science research that is used to develop new methods and technologies for detecting and attributing nuclear materials, assisting Laboratory programs that require nuclear and radiochemical expertise in carrying out their missions, discovering new elements in the periodic table, and finding ways of detecting and understanding cellular response to radiation.
Rhodie, K B; Mailhiot, C; Eaglesham, D; Hartmann-Siantar, C L; Turpin, L S; Allen, P G
Whether it's playing chess or planning for retirement, we all have strategies for different situations in our lives. So why not apply, strategies in our practice ? Companies such as Dell, Wal-Mart, and Home Depot have depended on strategic plans to generatel millions of dollars and guide their organizations into the future. Although most of our practices are not nearly as large as these companies (except maybe Kaiser Permanente), formulating strategies for our practice is vital for future growth. PMID:17494484
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.
This paper considers the power system restoration planning problem (PSRPP) for disaster recovery, a fundamental problem faced by all populated areas. PSRPPs are complex stochastic optimization problems that combine resource allocation, warehouse location, and vehicle routing considerations. Furthermore, electrical power systems are complex systems whose behavior can only be determined by physics simulations. Moreover, these problems must be solved under tight runtime constraints to be practical in real-world disaster situations. This work is three fold: (1) it formalizes the specification of PSRPPs; (2) introduces a simple optimization-simulation hybridization necessary for solving PSRPPs; and (3) presents a complete restoration algorithm that utilizes the strengths of mixed integer programming, constraint programming, and large neighborhood search. This paper studied a novel problem in the field of humanitarian logistics, the Power System Restoration Problem (PSRPP). The PSRPP models the strategic planning process for post disaster power system recovery. The paper proposed a multi-stage stochastic hybrid optimization algorithm that yields high quality solutions to real-world benchmarks provided by Los Alamos National Laboratory (LANL). The algorithm uses a variety of technologies, including MIP, constraint programming, and large neighborhood search, to exploit the structure of each individual optimization subproblem. The experimental results on hurricane disaster benchmarks indicate that the algorithm is practical from a computational standpoint and produce significant improvements over existing relief delivery procedures.
Bent, Russell W [Los Alamos National Laboratory; Van Hententyck, Pascal [BROWN UNIV.; Coffrin, Carleton [BROWN UNIV.
Full Text Available This paper presents a first application trial of designing a strategic plan depending on dynamic workflow. When designing such strategic plan, it is important to study carefully the organization types. The significant difference of this proposed model from previous studies is that these studies concentrate on day-to-day work while this model is applicable for long-term time strategic plan. The proposed strategic plan is analyzed against different planning parameters and showed that it is considered as a core work for different organizations instead of being a marginal work as in the traditional strategic plans. The proposed strategic planning helps planers to adjust human resources involved in that plan. Also this strategic plan is applied successfully in Free Zone Company in Jordan which is related to products with free tax.
Ziad Mohammad Abu-Hamour
Full Text Available RQ: Which factors have a decisive influence on a school’s strategic development?Purpose: The purpose of this research is the improvement of school development and the goal of this research study was to prepare a draft for strategic planning.Method: Qualitative method is used in the first phase of the research study. An annual interview was conducted with secondary technical and vocational school teaching staff. In the second phase of this research study, a survey with one question was distributed to the teaching staff. The question on the survey referred to teachersvalues that stemmed from the interviews. The directed question was on the values that that should be emphasized in assisting the school to prepare a strategic development plan.Results: The results of this research study showed that strategic development of the school is based on values and activities that provide for quality education,professional and practical knowledge, strengthen and develop interpersonal relations and provide good connections between schools, craftsmen, and the economy.Organization: By defining the school’s priorities, it will become easier for the staff to prepare the school’s development strategy and action plans for individual tasks.Society: Awareness and developing values through activities at school provides support to adolescents and young adults in developing their life style. Values lead the behavior of individuals and consequently,are very important for society.Originality: Through the research study the school obtained thebasic values that will be used in drafting a development plan. This will be the first such document for the school. Up until now planning has been performed only in terms of short-term planning within the annual work plan.Limitations: The survey was conducted among the staff of one vocational and technical secondary school. Further research would be required to include parents and students and to start introducing evaluation and self-evaluation in the specific areas of work.
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
Carlson, Susan L; Harris, Melodee; McLeskey, Nanci
Data-driven planning or evidence-based decision making represents nothing new in its concept. For years, business leaders have claimed they have implemented planning informed by data that have been strategically and systematically gathered. Within higher education and student affairs, there may be less evidence of the actual practice of…
Bresciani, Marilee J.
Superintendents across the country have shared their frustration with planning initiatives that consume valuable chunks of time and energy without yielding a viable tool to drive improvement and accountability. In this article, the authors provide an example that reflects the actual experience of a school district whose identity they are shielding…
Cox, Sharon W.; Bastress, Robert L.
To succeed in today's complex and often adverse business environment, a healthcare organization's strategic direction must be calculated, focused, and financially sustainable. Strategic business planning is an essential tool to help organizations focus strategic choices within the financial realities of their environment. An effective strategic business planning cycle includes conducting an assessment, identifying business objectives, developing strategy, conducting an impact analysis, and developing an implementation plan. PMID:15559667
Bachrodt, Andrew K; Smyth, J Patrick
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
Evans, Connie Joan; Francis Shackell, Eileen; Jean Kerr-Wilson, Selma; Joan Doyle, Glynda; McCutcheon, Jodie Anita; Budz, Bernice
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.
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
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.
McGinnis and Associates LLC
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.
Full Text Available The article justifies the necessity of introduction of management of regional development of strategic planning. It focuses on importance of the complex work on creation of regulatory and legal, organisational and educational grounds of these activity and also availability of social and material motivation for this activity to become necessary, mandatory and sensitive. The article is devoted to theoretical, methodological and applied issues of formation and realisation of the regional environmental policy. It justifies theoretical essence of the “regional environmental policy” notion. It offers priority directions of the regional ecological policy. It shows that strategic planning of the regional development is based on assessment of competitive advantages and shortcomings of a region and also opportunities and threats with respect to its further development and is considered as one of the most prospective and efficient mechanisms of realisation of the long-term regional environmental policy under conditions of global integration.
Chernyhivska Anna V.
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.
Hydro-Quebec's corporate concerns for 1998-2002 were highlighted. The Corporation's strategic plan envisages that within the next decade, the utility will boost sales by 25 per cent with an investment of $13.2 billion in new generation projects. The electric utility plans to build on past experience and maintain its electricity rates and service quality. Sustaining environmental quality while developing into a world class enterprise remains a major objective of the utility. Research and development will also continue to be an integral part of the utility's operations. Tabs., figs
In this article, the author discusses how to make strategic planning a more valuable tool for higher education in today's tough times. Strategic planning is really the answer to five straightforward questions. The first three represent the plan itself, while the last two are what makes the plan vital and dynamic: (1) Why do we exist?; (2) What do…
The FSA Five-Year Strategic Plan is a roadmap for FY 2004-2008 that identifies five long-range strategic objectives, tactical short-term goals, and performance management initiatives. In working toward the goals outlined in the plan, FSA will address a number of key challenges, including legacy system migration, business process re-engineering,…
US Department of Education, 2004
Full Text Available
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
S.M. Humayun KABIR
Strength, weakness, opportunity, and threat (SWOT) analysis has been in use since the 1960s as a tool to assist strategic planning in various types of enterprises including those in the construction industry. While still widely used, the approach has called for improvements to make it more helpful in strategic management. The project described in this paper aimed to study whether the process to convert a SWOT analysis into a strategic plan could be assisted with some simple rationally quantit...
The purpose of this article is to provide leaders of continuing education enterprises with an integrated model for sustaining strategic planning initiatives. Global economic conditions, shifting competitive forces, continuing calls for accountability, and dramatic changes in institutional funding streams contribute to an environment characterized…
Sullivan, Timothy M.; Richardson, Emily C.
Full Text Available The Museum of Texas Tech University in Lubbock, Texas, USA provides a centralized location where collections are made, researched, interpreted, exhibited, and preserved for the benefit of the academic and the broader community alike. In this way, the Museum exists and operates on the interface between the academic world and the wider world beyond. This situation gives the Museum something of an advantage in the current transitional academic climate. This does not mean, however, that the Museum is not challenged by demands placed upon it by the parent institution that is itself in transition. An increasingly diverse student body, opportunities presented by new technologies and related pedagogies, leadership succession concerns, and rising costs in the face of declining budgets, to name a few, all contribute to an academic identity in flux. In response, the Museum fulfills the traditional role of a university museum by providing the core functions of collections care, scholarly research, and exhibition and embraces the role as an interface between the university and the public by acting as a conduit for knowledge on heritage in both its tangible (collections and intangible (information forms. The Museum accomplishes this by aligning its academic and intellectual mission and vision with that of Texas Tech University. For practical purposes, this is achieved through a strategic planning process that also mirrors that of the University. Through identifying goals, critical success factors and objectives (including strategies and assessments the Museum can prioritize all of its activities, from traditional object-based research to innovative public programming. In turn, this process assists in making the most of limited resources and raises the profile of the Museum both within the University and in the world outside.
In developing the 2010 Strategic Plan for ASD Research, the Interagency Autism Coordinating Committee (IACC) updated the previous Plan to highlight the most pressing research needs and opportunities for the field today. The Plan, which must be annually up...
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
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
Souther Carolina Institute of energy Studies-Robert Leitner
...plan. The strategic plan, which accompanies...adjusting the revitalization plan; (2) Community-Based...entrepreneurial initiatives, small business expansion, job training...economic development advantages of energy efficiency...Elements of strategic plan. The strategic...
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.
Proctor, Sandra B.
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.
TAREKEGN DEA LERA
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...
Strategic planning at Lord Corporation is developed by line and staff managers. As a result, those responsible for implementation "own the plan," while the CEO directs the formulation of the strategy. PMID:10112309
Brooker, R E
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.
Wickens, Christopher D.; Pizarro, David; Bell, Brian
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
Dychtwald, K; Zitter, M
Full Text Available In the global economic crisis and recession, strategic planning is a necessity. New business environment manifests a new approach to strategic planning and strategic thinking defines the activities with the organizational aspects of the movements in the region has the greatest influence firm size. The financial plan, the deficit of financial assets is a condition that requires new forms of adjustment to market conditions. The recession and the Serbian go hand in hand and the lack of funds, the impact of economic crisis and economic recession are conditions that require urgent and strategic action planning.
...proposed area, or term that would enhance its effectiveness. The effectiveness of the strategic plan will be determined...practices, including recruitment, recruitment advertising, employment, layoff, termination,...
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.
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
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.
Ionescu Florin Tudor
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
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
Datz, David; Hallberg, Colleen; Harris, Kathy; Harrison, Lisa; Samples, Patience
Today's health care delivery environment is marked by extreme turbulence and ever-increasing complexity. Now, more than ever, an organization's strategic plan must do more than outline a business plan. Rather, the strategic plan is a fundamental tool for building and sustaining an organizational vision for the future. The strong, dynamic strategic plan (1) represents a long-range vision for improving organizational performance, (2) provides a model for planning and implementing structures and processes for the management of outcomes, (3) reflects and shapes the organizational culture and customer focus, (4) provides decision support for difficult operational choices made day to day, and (5) integrates and aligns the work of the organization. This article describes the development, implementation, and evaluation of a methodology for strategic planning within a shared governance nursing organization. Built upon the strategic plan of the hospital, the process undertaken by the nursing organization reflects the following commitments: (1) to develop a strategic plan that is meaningful and part of daily work life at all levels of the nursing organization, (2) to make the plan practical and realistic through incremental building, (3) to locate and articulate accountability for each step, and (4) to build in a process for checking progress toward goal achievement and readjusting the plan as necessary. PMID:11249284
Baker, C; Beglinger, J E; Bowles, K; Brandt, C; Brennan, K M; Engelbaugh, S; Hallock, T; LaHam, M
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.
Fabian, Louise; Samson, Kristine
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.
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.
Jay Hermanson; Brian Yanity
The main purpose of this report is to explore and unfold the complexity of the tourism phenomenon in order to qualify the general discussion of tourism-related planning challenges. Throughout the report I aim to demonstrate the strategic potential of tourism in a wider sense and more specifically the potential of ‘the extraordinary’ tourism-dominated space. As highlighted in the introduction, this report does not present any systematic analysis of strategic planning processes; neither does it provide any unequivocal conclusions. Rather, the report presents a collection of so-called ‘detours’ – a collection of theoretical discussions and case studies with the aim to inspire future strategic planning. Due to the complexity and heterogeneity of the phenomenon I use a non-linear and non-chronological report format with the ambition to create a new type of overview. In this regard the report is intended as a pilot project which can inform future studies seeking to address the tourism phenomenon from a spatial perspective.
Pasgaard, Jens Christian
The OECD has been engaged in the past few years in a process of reform to take account of the impact of globalization on its Members' economies, and to allow for proper refocusing of its work, notably on the subject of sustainable development. These developments are having an impact on the Nuclear Energy Agency (NEA). The group on the future role of the NEA delivered its report at the end of January 1998 and one key recommendation is the elaboration of a strategic plan for the Agency. The recommendations made in the report served to stimulate a review of NEA goals, priorities, methods of work and products. This review has taken account of the recommendations in the report. The review served as the basis for this Strategic Plan for the NEA, which has been developed to provide guidance to the Agency in planning its activities and implementing its programmes over a five-year period. The report contains detailed description of the following topics:Mission of NEA: Strategic arenas of work, including sectorial arenas, Data bank, Information and communication; Interactions; Relations with non-member countries; Role of the Steering Committee for Nuclear Energy; Working methods; Resources. (R.P.)
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…
Olivarius, Niels de Fine; Kousgaard, Marius Brostrom; Reventlow, Susanne; Quelle, Dan Grevelund; Tulinius, Charlotte
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…
... 2010-04-01 false Evaluating the strategic plan. 597...Procedure § 597.201 Evaluating the strategic plan...succeed in an increasingly competitive global economy; (8) Affordable...nominated area in a way that takes advantage of its assets; (4)...
eration, 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
...Order of Succession for the Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD. ACTION: Notice...this notice, the Director, Office of Strategic Planning and Management, designates the...
...will provide guidance and strategic direction for program and laboratory planning. DATES: Public comments...request a copy of the draft strategic plan and instructions...INFORMATION CONTACT: The NOAA Strategic Planning Team at...
...DEPARTMENT OF THE TREASURY Draft Strategic Plan for FY 2010-2015 AGENCY...anticipates posting the final strategic plan for FY 2010-2015 on our...Martin R. Melone, Director, Strategic Planning and Performance...
...Authority to the Office of Strategic Planning and Management AGENCY: Office...to the Director, Office of Strategic Planning and Management, authority...Nina M. Coward, Office of Strategic Planning and Management,...
...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...
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.
Mohammad Ali Abdolvand
Practice proved that strategic planning is a necessary process for insurance companies. This process can help companies to adapt more easily to environmental changes. The strategic planning of the activity of an insurance company cannot be realized without a careful analysis of the evolution of the market and without studying the company's market position. A classic model used in the portfolio analysis is the Boston Consulting Group model. In this paper we have used the model for studying the...
Petrescu Marian; Petrescu Eva Cristina; Ioncica Diana; Bicajanu Vasile
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.
Virtually all business plans are written as a list of bullet points. Despite the skill or knowledge of their authors, these plans usually aren't anything more than lists of "good things to do." For example: Increase sales by 10%. Reduce distribution costs by 5%. Develop a synergistic vision for traditional products. Rarely do these lists reflect deep thought or inspire commitment. Worse, they don't specify critical relationships between the points, and they can't demonstrate how the goals will be achieved. 3M executive Gordon Shaw began looking for a more coherent and compelling way to present business plans. He found it in the form of strategic stories. Telling stories was already a habit of mind at 3M. Stories about the advent of Post-it Notes and the invention of masking tape help define 3M's identity. They're part of the way people at 3M explain themselves to their customers and to one another. Shaw and his coauthors examine how business plans can be transformed into strategic narratives. By painting a picture of the market, the competition, and the strategy needed to beat the competition, these narratives can fill in the spaces around the bullet points for those who will approve and those who will implement the strategy. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can mobilize an entire organization. PMID:10179653
Shaw, G; Brown, R; Bromiley, P
Full Text Available Local councillors and public managers have to face a recurrent problem: with scarce resources they have to be responsive to the citizen's demands and other actors in the local arena, combining the delivery of efficient local services with democratic quality. Using qualitative data, this article analyses a process of strategic planning in a local government to ascertain to what extent such a process contributes to conciliate the demands of more local democracy and better provision of public services with the participation of both citizens and local economic actors. Evidence provided by this case is positive although more comparative research is needed.
Ángel Iglesias Alonso
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 in...
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.
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
Bryson, John M; Alston, Farnum K
Principles of developing a comprehensive planning model for a college are considered, and experiences in using the strategic planning model at Cardinal Stritch College (Wisconsin) are addressed. Important components of the planning process are articulating a mission, determining parameters and objectives while completing internal and external…
Johnson, Tera; Jonas, Peter M.
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.
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.
Alev M. Efendioglu
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.
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
This report provides information about the use of an integrated strategic plan, strategy, and life-cycle baseline in the long range planning and risk process employed by the environmental restoration program at the Oak Ridge National Laboratory (ORNL). Long-range planning is essential because the ER Program encompasses hundreds of sites; will last several decades; and requires complex technology, management, and policy. Long-range planning allows a focused, cost-effective approach to identify and meet Program objectives. This is accomplished through a strategic plan, a strategy, and a life-cycle baseline. This long-range methodology is illustrated below
Full text: The need for a top-down Safeguards Strategy to focus departmental objectives was recognized by the Programme Performance Appraisal System (PPAS) performed on the Equipment Development Project in 1999. The Department of Safeguards prepared at the end of 2000 a 5-year Strategic Plan to identify the changes and improvements expected to take place over the 2001-2005 period. Those Strategic Objectives were supposed to be used to properly plan IAEA Safeguards activities and define appropriate and coherent R and D programmes. The present paper describes the strategic directions that the IAEA will follow in the area of equipment development in order to meet the Safeguards Department long-term objectives for 2001-2005. The paper, which is derived from the IAEA Strategic Equipment Development Plan, prepared by the Division of Technical Support, includes two parts: general principles and policies applicable to all equipment development tasks; specific strategic guidance. The paper will not describe the detailed plans which are prepared based on the strategic plan on a biannual basis. Equipment development activities have been divided in five major projects (NDA, Seals, Surveillance, Unattended Monitoring and Remote Monitoring). Strategic directions for each of these projects will be described in the paper. Separate sections will deal with equipment development strategic guidance in the area of additional protocol inspections, JNFL projects, illicit trafficking and Trilateral Initiative. (author)
Traditional transport infrastructure assessment methodologies rarely include the full range of strategic benefits for the transportation system. One of these benefits is the contribution to cross-border integration. However, this is a key issue in strategic planning and decision-making processes, as its inclusion may increase the probability of large-scale transport infrastructure projects being funded. This paper presents a methodology for the measurement of the contribution of Transport Inf...
Lo?pez Sua?rez, Elena; Monzo?n Ca?ceres, Andre?s; Ortega Pe?rez, Emilio; Mancebo Quintana, Santiago
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...
While simulation laboratories for clinical nursing education are predicted to grow, budget cuts may threaten these programs. One of the ways to develop a new lab, as well as to keep an existing one on track, is to develop and regularly update a strategic plan. The process of planning not only helps keep the lab faculty and staff apprised of the challenges to be faced, but it also helps to keep senior level management engaged by reason of the need for their input and approval of the plan. The strategic planning documents drafted by those who supervised the development of the new building and Concepts Integration Labs (CILs) helped guide and orient faculty and other personnel hired to implement the plan and fulfill the vision. As the CILs strategic plan was formalized, the draft plans, including the SWOT analysis, were reviewed to provide historical perspective, stimulate discussion, and to make sure old or potential mistakes were not repeated. PMID:21158251
Gantt, Laura T
Matching national needs in the less commonly taught languages (LCTL) with a capacity to fill those needs through language instruction is discussed. The thesis proposed is that an ongoing strategic planning process must be initiated, aimed at insuring instructional capacity to deliver needed LCTL competencies. In particular, this planning process…
Brecht, Richard D.; Walton, A. Ronald
Challenging economic conditions, changing student demographics, and heightened levels of accountability require community colleges to address student retention strategically. A historical summary of the community college serves as the platform for the argument for the use of strategic planning as a tool to address both internal and external…
Walters, Evon Washington; McKay, Shaun
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.
Quitzau, Maj-Britt; Hoffmann, Birgitte
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 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 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
In January 2009, the Interagency Autism Coordinating Committee (IACC), a federal government advisory panel, released its first blueprint for autism research. The IACC Strategic Plan for Autism Spectrum Disorder Research advises federal agencies and Congre...
Full Text Available 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%. Findings – the results indicate that the nature, form, and sophistication of information and communication technology (ICT use influenced successful implementation of strategic plans for two public universities. Other results suggested that members of staff perceived strategic planning to be the responsibility of top management; thus, there is little ownership and commitment by academic and other stakeholders.
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.
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.
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.
Groot, P J; Stark, R
...the community participated in developing the strategic plan and their...structure. The extent to which a responsible and accountable implementation...economically productive and socially responsible adults will be promoted...
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 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 conducted through interviews, questionnaires and documentary research. Cross-analysis is used to explain cause-effect relationships, as well as to validate the conclusions drawn from the confrontation with the theoretical framework. It was found that University A has nearly performed all the strategic planning process steps; however, it does not positively contribute to the achievement of institutional objectives since some weaknesses were identified. On the other hand, despite having followed the same process with minor differences, University B has been able to achieve the institutional objectives.
This paper examines the difficulties of strategic planning under severe constraints in a state college. Constraints include the planning models available, the governance structure of the college and other externalities, and a not-for-profit model of constraints by Newman and Wallender. After presenting the planning challenges, we discuss…
Geisler, Jerry L.; Gilliard, Debbie J.
...to which the strategic plan reflects a projection...activities proposed in the plan are creative, innovative...area in a way that takes advantage of its assets; and...The extent to which the plan includes performance...The extent to which businesses, jobs, and...
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
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
Radu Catalina; Bagu Constantin; Grigore Ana-Maria
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...
Groot, P. J.; Kuijken, K.; Stark, R.
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.
Kolsoom Abbasi Shahkooh
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 ???????????? ????????? ???????????????? ???????????? ???????????, ??? ??? ??????????? ???????? ?????
Sytnyk Ganna V.
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…
Downing, David L.
The need for a top-down Safeguards Strategy to focus departmental objectives was recognized by the Programme Performance Appraisal System performed on the Equipment Development Project in 1999. The Department of Safeguards prepared, at the end of 2000, Safeguards Strategic Objectives to identify the changes and improvements expected to take place over the 2001-2005 period. Those Strategic Objectives were supposed to be used to properly plan IAEA Safeguards activities and define appropriate and coherent R and D programme. The present paper describes the strategic directions that the IAEA will followed in the area of equipment development in order to meet the Safeguards Department long-term objectives for 2001-2005. The paper, which is derived from the IAEA Strategic Equipment Development Plan, prepared by the Division of Technical Support, includes two parts: general principles and policies applicable to all equipment development tasks; and main development directions for specific equipment type areas. The paper will not describe the detailed plans which are prepared, based on the strategic plan, on a biannual basis, but it will illustrate the concept and approach which was used and the connection with other equipment management activities and documents. Equipment development activities have been divided in five major projects (NDA, Seals, Surveillance, Unattended Monitoring and Remote Monitoring). Strategic directions for each of these projects will be described in the paper. Separate sections will deal with equipment development strategic guidance in the area of additional protocol inspections, JNFL projects, illicit trafficking and Trilateral Initiative
Full Text Available 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 the strategic plan proceeding? In this paper, both writers investigate experiences with the attempt to introduce the model and practice of Strategic Management in the Indonesian public sector, particularly the aspects of process and tools. The Research method used in this research is historical and descriptive using the casual loop model of system dynamics method. The study found that the model of strategic planning applied by the government was a linear process model a linked to key success factors of leadership, professional coordination among governmental units, and monitoring of the complete process and its instruments: planning, implementation and evaluation.
Full Text Available SciELO Brazil | Language: English Abstract in portuguese 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.
Dayr, Reis; Leticia, Peña.
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
Grunert, Klaus G.
Strategic planning is complex (Dodd, 2004), and when managed well, it requires deliberate incorporation of evidenced-based data and the collaboration of key stakeholders. Thus, it is essential that the planning process includes the integration of data that are collected regularly and that both internal and external professional partners have the…
Good, Jennifer M.; Kochan, Frances
Over 60 members of the State University of New York at Stony Brook faculty and staff worked for almost a year to develop a comprehensive strategic plan for the University Libraries, the first phase of which is presented here. The process, which began in the spring of 1991, consisted of three phases: (1) Organization--meeting of the planning team…
State Univ. of New York, Stony Brook. Library.
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.
...principles: (1) Strategic vision for change, which identifies what the community...business expansion, job training and other important services such as affordable childcare...proceedings. The applicant or the lead managing entity, as applicable, must make...
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...
Tomlinson, Julie J.
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.
Claudia E. Tuclea
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.
Mohammad Reza Shojaee
...Daub, Director, Planning Staff, Office of Planning, Analysis, and Accountability...Financial Officer Strategic_Plan@epa.gov...strengthening EPA's workforce and capabilities...identifies a suite of strategic measures by...
...Subcommittee of the NSTC coordinates planning, budgeting, program implementation...development of a revised NNI Strategic Plan. Independent reviews of...Additional input has come from the NNI Strategic Planning Stakeholders Workshop in...
...receiving comments on our draft Strategic Plan. DATES: Comments must...ADDRESSES: To access the draft strategic plan for the FY 2011 to FY 2016 planning period, go to http...Business Administration, Strategic Plan-Office of...
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
Hu, Zhaoguang; Wen, Quan
Historically, information resource management has been left to the ``data processing`` arm of the organization. With technological movements away from centralized mainframe-based information processing toward distributed client/server-based information processing, almost every part of an organization is becoming more involved with the information technology itself, and certainly more involved with budgeting for the technology. However, users and buyers of information technology frequently remain dependent upon the information systems department for planning what users need and should buy. This paper reviews techniques for identifying requirements throughout an organization and structuring information resources to meet organizational needs. This will include basing information resource needs on meeting business needs, utilizing ``internal`` and ``external`` information resource planners, using information mapping, assessing information resources, and developing partnerships.
The Aeronautics Test Program (ATP) within the National Aeronautics and Space Administration (NASA) Aeronautics Research Mission Directorate (ARMD) initiated a strategic planning effort to re-vitalize the force measurement capability within NASA. The team responsible for developing the plan included members from three NASA Centers (Langley, Ames and Glenn) as well as members from the Air Force s Arnold Engineering and Development Center (AEDC). After visiting and discussing force measurement needs and current capabilities at each participating facility as well as selected force measurement companies, a strategic plan was developed to guide future NASA investments. This paper will provide the details of the strategic plan and include asset management, organization and technology research and development investment priorities as well as efforts to date.
Rhew, Ray D.
Asserts that, when university career center pursues a strategic plan and becomes market driven, it is not only perceived to be a quality organization, it is one. Explains philosophy of market-driven management, marketing concept, and implementation of market-driven career planning and placement center. (NB)
Chonko, Lawrence B.; Burley, Elizabeth
The Information Management Strategic Plan for the Environmental Monitoring and Assessment Program (EMAP) describes how EMAP information will be managed from field sampling through the delivery of products to the user. his plan cuts across the entire EMAP program and explains the ...
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, optimization 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 ...
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 mar...
The master’s thesis deals with the meaning and role of the strategic aspect of spatial planning in light of changed social, economic and environmental conditions around the world. Based on a review of theoretical points of departure and objectives, including strategic spatial development documents on the EU level, we found that Slovenia has the same obligations and opportunities as all the other member states as regards fulfilling the European principles for sustainable spatial development....
In the era of globalization, many schools have recognized strategic planning as the key factor to enhance their organizational performance. To survive and prosper in this hyper-competitive environment, institutional leaders are to implement strategic planning to help match all activities of the school to its environment and to its resource…
Luu, Hung Nguyen Quoc
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.
Ali Riza ERDEM
Full Text Available This paper takes up the airpot planning as a public policy problem, placing it in the context of relations between the agents involved or interested in the planning process. The aim is to present references from the field of strategic prospective that can be useful for Brazilian airport planning process. Such an important element of the infrastructure in a region, decisions regarding airport development impact several stakeholders, thus contributions of strategic prospective shown to be appropriate. Based on bibliographic review and analysis of airport planning in Brazilian context, the paper reinforces the complex nature of airport planning and the conclusions support the need to analyse the relantionship between the stakeholders and support the applicability of prospective methods for the context of national airport planning, particularly the MACTOR.
George Christian Linhares
...clean-up, and management. The Department's first strategic goal, for energy...Department's strategic goal for management and performance...environmental management and legacy issues...the draft DOE Strategic Plan. The...
As the nonprofit sector continues to grow in size and importance in American society, successful organizations proactively initiate strategic planning so they can be more responsive to changing circumstances, underlying trends, and shifting demands. At times, however, organizations develop elaborate plans that are never implemented. Unfortunately,…
In the introduction, previous town planning practices in Ljubljana and recent spatial documents of the Municipality of Ljubljana (ML) are presented. In the central part of the paper, the basic chapters of the Strategic spatial plan of the ML are analysed and some important parts emphasised. The plan is based on contemporary principles of urban design and the sustainable development. We have stressed the importance of the qualitative upgrading of existing urbanised areas, the renewal of degrad...
Mojca Šašek Divjak
Full Text Available SciELO Brazil | Language: English Abstract in english 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.
Lúcio Melre da, Silva; João, Souza Neto.
Full Text Available SciELO Brazil | Language: English Abstract in english 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.
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 order 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.
Lúcio Melre da Silva
Full Text Available This study sought to establish the relationship between managerial skills, financial capability and the level of strategic planning. The study was premised on the increasing focus on strategic planning in Ugandan organizations. There was however, a lack of local empirical studies on the factors driving this trend. Data were obtained from organizations in various sectors that included government institutions, private and family business organizations. The findings confirmed that organizations were involved in significant level of strategic planning. There was a positive and significant relationship with managerial skills. However, there was a very weak relationship with the financial capability. The implication of the findings for management was to give more attention to managerial skills to ensure congruence of operations.
Full Text Available This study examined the organizational and environmental antecedents and performance outcomes of strategic planning practices in 46 federal and state owned universities in Nigeria. We used a multiple – informant survey research method to obtain information on the extent to which the strategic planning practices of the respondent universities conform with established normative criteria of vision and mission development, external environmental analysis, setting of long-term objectives, the development of action plans and implementation guidelines, and the existence of a planning and budget department. The results of the Pearson correlation tests show the universities whose planning practices approximate the ideal strategic planning model respond to external environmental pressure better than those whose practices are distant from the ideal model of strategic planning. The first category of universities also performed better on several indices of performance including goal driven and attainment behavior, priorities setting, fund allocation, external fund acquisition, internal revenue generation, as well as innovation and staff commitment among others. Furthermore, the study found that the size and complexity of a university, the amount of environmental pressure, the rate of internal growth and resource munificence positively and significantly correlated to and are the key factors influencing the strategic planning effort of a university. The study concludes that the use of strategic planning is becoming increasingly recognized by Nigerian public universities and is a response to the shift in the forces in the environment within which the universities are operating. The universities that have adopted this management paradigm appear to be getting value for their efforts enabling them in particular to redefine their vision and mission and to align themselves with the realities of their changed environment and improve their resource allocation process.
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
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&D) agenda important to achieving the Nation's energy goals. This strategic plan has been developed to focus on only those R&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&D that 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.
Full Text Available Under the central notion that every strategy is always a theory, necessarily a strategy is based on speculations about the expected performance of a system in its environment and, as such, those conjectures should be exposed to refutations with the purpose of enhancing its effectiveness and efficiency in achieving its goals. This succession of conjectures and refutations is at the core of the strategic thinking methodology as a learning process and, therefore, as the Competitive Development thrust.
...111-352). The Strategic Plan provides the...developing our workforce with the skills...2014-2020 Draft VA Strategic Plan.'' Please...Office of Policy and Planning at (202) 461...2014-2020 Draft VA Strategic Plan builds on...developing our workforce with the...
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)
Mission to Planet Earth's (MTPE's) first Strategic Enterprise Plan, issued in May 1995, defined the Agency's major goals and objectives as well as constraints. This update of the Strategic Enterprise Plan identifies the following major changes: a focused Science Research Plan that integrates space-based and in situ observational critical science to address critical science uncertainties; a technology infusion plan to reduce the cost of future missions; a series of flight opportunities to infuse new science into the overall program; and a tighter coupling between NASA and NOAA to reduce costs and to improve the overall program. Three important new initiatives are also under development and are described briefly in this plan: MTPE Education Strategy, MTPE Commercial Strategy, and an emerging concept for an Integrated Global Observing Strategy. This first update to the MTPE Strategic Enterprise Plan captures these new developments, and takes a significant step forward in planning this complex Earth system science endeavor. The plan and other information on MTPE may be viewed via the Internet at http://www.hq.nasa.gov/office/mtpe/.
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…
Full Text Available 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.
Mohammad Reza Noruzi
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.
Mohammad Reza Noruzi; Farhad Nezhad Haj Ali Irani
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.
POP Zenovia Cristiana
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
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.
Sperling, Karl; Hvelplund, Frede
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.
Adriano Olímpio Tonelli
In this article, we examine the use of visual representations for the business strategy process (from strategic analysis and strategy development to strategic planning and implementation). Starting with a review of literature, we show that visualization can address many of the cognitive, social, and emotional challenges of the strategy process, if visualization is understood as a participatory process and as interactive communication rather than as a static graphic rendering of outcomes. We c...
Eppler, Martin J.; Platts, Ken; Kazancioglu, Emre
...Centers for Disease Control and Prevention [Docket...Information: Update of NIOSH Nanotechnology Strategic Plan for...Centers for Disease Control and Prevention (CDC...Centers for Disease Control and Prevention (CDC...updating the NIOSH 2009 nanotechnology strategic plan....
...Centers for Disease Control and Prevention [CDC-2013-0001...NIOSH-134-B] Update of NIOSH Nanotechnology Strategic Plan for Research...Centers for Disease Control and Prevention (CDC...Information: Update of NIOSH Nanotechnology Strategic Plan for...
...of Program Coordination, Planning, and Strategic Initiatives, Office of the...Research in Support of the Workforce. Toll-free dial-in number...of Program Coordination, Planning, and Strategic Initiatives, Office of...
...Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting The Federal Energy Regulatory...meeting of the Southwest Power Pool, Inc. (SPP) Strategic Planning Committee (SPC), as noted below. Their...
...LEGAL SERVICES CORPORATION LSC Strategic Plan 2012-2016; Request for...SUMMARY: The Legal Services Corporation (``LSC'' or ``Corporation'') Board of Directors...is soliciting public comment on the LSC Board's draft strategic plan for...
...3052-AC66 General Provisions; Operating and Strategic Business Planning; Effective Date AGENCY: Farm Credit Administration...institution to adopt an operational and strategic business plan to include, among other things, outreach...
...of the strategic plan. The assessment will include an...analysis. An assessment of the resources...formulation and implementation of the strategic plan. (3) Goals...i) Projects and programs. Provide,...
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
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.
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…
Ismail, Noor Azizi; Raja Mohd Ali, Raja Haslinda; Mat Saat, Rafeah; Hsbollah, Hafizah Mohamad
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.…
Library of Congress, Washington, DC. National Library Service for the Blind and Physically Handicapped.
This research tests the effectiveness of taking learning style variables from the Kolb learning model in designing strategic planning seminars. We observe in our research that the participants in the seminar--school principals--positively judge the effectiveness of the seminar. The research also tests the seminar's effectiveness in terms of the…
...designation shall remain in full effect. The effectiveness...provide nurture in the home, and contribute to the...strategic plan; (9) Drug abuse. The extent to which...addresses levels of drug abuse and drug related activity...and community based drug abuse education programs;...
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
Focus among library consortia is shifting from integrated library systems to digital library projects, resource sharing, collective database licensing, multivendors, and document delivery. This article presents a draft of a strategic plan for Colorado Alliance of Research Libraries consortia; it includes discussion of CARL's mission, vision, and…
Machovec, George S.
The health care industry has undergone enormous evolutionary changes in recent years. Competitive transitions have accelerated the compelling need for aggressive strategic business planning and dynamic system development. Success is driven by organizational commitments to farsighted market analyses, timely action, and effective management. PMID:18975726
Nauert, Roger C
This publication provides an overview of the strategic plan recently developed by the National Risk Management Research Laboratory (NRMRL). It includes a description of NRMRL's mission and goals and their alignment with Agency goals. Additionally, the overview contains a brief se...
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.
National Center for Combating Terrorism Strategic Plan is to document the mission, vision, and goals for success; define the build plan; and describe initiatives that support the U.S. Department of Homeland Security, U.S. Department of Defense, U.S. Department of Energy, U.S. Department of Justice, intelligence community, National Governors Association, and other organizations or departments with combating terrorism training, testing, and technology responsibilities.
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.
Conrad, M. D.; Ness, J. E.
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
Full Text Available SciELO Cuba | Language: Spanish Abstract in spanish 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.
Jorge, Clímaco Cañarte.
... Section 25.27 Banks and Banking COMPTROLLER OF THE CURRENCY, DEPARTMENT OF THE TREASURY COMMUNITY REINVESTMENT ACT... A bank with more than one assessment area may prepare a single plan for all of its assessment areas or one or more plans...
...Department of Housing and Urban Development CONSOLIDATED...SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS...program to develop viable urban communities by providing...how the plan for the reduction of lead-based hazards...programs. (j) Anti-poverty strategy. The...
Given the normative changes in higher education at European, national and regional levels, together with social, economic, demographic and technological developments, universities need to adopt a client-oriented approach and to make this client orientation an integral component of their strategic planning process. The university's "clients" should…
del Barrio-Garcia, Salvador; Luque-Martinez, Teodoro
A rural superintendent used action research principles in conducting a series of focus groups with community members, students, and staff. The focus group data informed strategic planning. At the end of a carefully designed process, district administrators found more agreement among residents than they had expected. Community members were grateful…
Winand, Brent L.; Edlefson, Carla
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.
Kevin Kostelnik; Keith Perry
Full Text Available "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.
This study attempted to determine whether strategic planning would enhance a higher education institution's fiscal condition. It also systematically evaluated the extent of institution-wide strategic planning among private four-year postsecondary institutions in the United States. A definition of strategic planning and a conceptual framework based…
Swenk, Jean M.
...SAFETY BOARD Draft Revised Strategic Plan for FY 2014-2018 AGENCY...accordance with Office of Management and Budget Circular No. A-11...parties on its draft revised strategic plan. DNFSB will consider...SUPPLEMENTARY INFORMATION: This draft strategic plan will replace...
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.
Full Text Available Private sector organizations of 21st century face local and international challenges resulted from the revolution ofinformation, technological development, globalization, market liberalization and knowledge explosion, thereforestrategic planning in private sector became an urgent necessity. The aims of this study, is an attempt to study theimpact of strategic planning activities on private sector organizations in Sudan. The study comprises fourvariables of strategic planning process indicators. Those indicators represent each a component of strategicplanning process and were obtained from inclusive review of the literature of strategic planning which aremission statement, implementation, internal &external analysis and control and evaluation. Organizationalperformance is measured by productivity and turnover dynamic. Data (N= 60 for this study were collectedthrough questionnaires which were accompanied by a letter expressing the research project and promisingrespondents of the privacy of their answers. Those participants were managers of ten private sectorsorganizations in Sudan-Khartoum state. Statistical tools such as Spearman’s Rank Correlation was used to testhypotheses and achieve the objectives, and the statistical package for social science was used to coordinate thedata, thus the research is descriptive and as a result quantitative methods have been used. The result confirmsthat all four variables of strategic planning activities are positively correlated with organizational performance inSudanese private sector organizations.
Gaafar Mohamed Abdalkrim
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...
Azam Batyari; HoseinAli Bahramzadeh; Mahmud Ghorbani; Alireza Dorostkar
Creating an adequate supply of the requisite skills and competitive capabilities is a fundamental objective of strategy. Managing this process in an effective and systematic manner is difficult. Employing the strategic staircase is a proven way of overcoming this difficulty. The framework enables managers to break the strategic agenda into bit-sized pieces, it guides the selection of priorities and provides a powerful device for communicating strategy throughout the organization, thereby bridging the gap between strategy and action. PMID:10114096
Hay, M; Williamson, P
...labor-management initiatives, representing workers in the Impacted Community; and...Plan over the long term and the participation and input of members of the Community...and training programs available to workers in the Impacted Community and...
...it must specify local market conditions that led...the jurisdiction's strategy for the following...it must specify local market conditions that led...Nonhousing community development plan. If the jurisdiction...neighborhood revitalization strategy that includes the...
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.
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
Full Text Available The aim of the article is to identify challenges for strategic planning at the municipal level in Russia in the light of local self-government practices in the Nordic countries. Data for the study were collected from literature sources, as well as through analysis of legal documents and statistics, participatory observations of Russian municipal practices, and participation in the Presidential Program for the training of young managerial staff for the national economy of Russia in Norway in 2012. Municipal practices in Russia and the Nordic countries are examined and compared, and the problems which hinder the Russian municipalities in the elaboration and successful implementation of strategic plans for their development are indicated. The study reveals that there are two major groups of problems: that that have an institutional origin and those that are related to the economic situation within which the local authorities in Russia must work. It is shown that formal institutions at the national level to stimulate strategic planning at the municipal level – especially, necessary laws and regulations – are lacking. The same applies to informal institutions such as traditions and the culture of strategic planning at the local level. A typical economic situation within which the local authorities have to work is extremely low budget security at the municipal level, which gives rise to the competition for funds from the regional consolidated budget between the regional and municipal administrations, instead of making them partners in the process of municipal strategic planning. Taking Nordic experiences into account, policy suggestions for the improvement of strategic planning at the municipal level in Russia are made.
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
Full Text Available 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 strategies on a formalized and systematic basis. It has also been established that the possibilities for improving business profitability and timely perception of the occurrence of unexpected business processes are the two determinants that have the strongest effect on marketing managers in trading companies and their preparedness to formalize their process of strategic marketing planning and establish it on a systematic approach.
12 Banks and Banking 1 2010-01-01...27 Section 25.27 Banks and Banking COMPTROLLER OF THE CURRENCY, DEPARTMENT OF THE TREASURY...The OCC will assess a bank's record of helping...assessment area may prepare a single plan for all of...
...Department of Housing and Urban Development CONSOLIDATED...SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS...program to develop viable urban communities by providing...lead-based paint hazard reduction will be integrated into...programs. (j) Anti-poverty strategy . The...
...of this title, the strategy for the state or unit...describe the state's strategy for the following...it must specify local market conditions that led...Nonhousing community development plan . If the state...community revitalization strategy that includes the...
In today’s turbulent and competitive world, strategic planning plays an important role for the success of firms. Despite the fact that there are literally numerous models proposed for different companies in various states and structures, the possibility of using strategic planning for startups has never been seriously considered. In this paper, we present a survey by asking experts to find out whether strategic planning is suitable for startups. We also propose a model for strategic plannin...
Mohammad Mahdavi Mazdeh; Khashayar Moradi; Hossein Mahdavi Mazdeh
Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.
Full Text Available 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 precisely what this research paper deals with. One of the procedures in the measuring of results of an organization, which is also recommended by the SPIS, is the Balanced Scorecard methodology (BSC. However, the BSC concept which the classic SPIS methodology recommends as suitable for the evaluation of performance of the information technology (IT on the business system and the performance of that new business system, does not take into account the constraint that may lead to non-implementation of the planned activities. Furthermore, the BSC has been criticised for the oversimplified modelling of the cause-consequence relations that do not take into account the time delay and the feedback.This paper provides results of the research that resulted in identification of two types of constraints that need to be included when determining the optimal IS/IT strategy. Within the context of the system dynamics (SD approach, the broadening of the problem with the analysis of the strategy implementation dynamics results in the new practical knowledge about the control over the time-dependant values and, consequently, with a proposal that would eliminate the reasons for the abovementioned criticism.
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
e welds every second refueling outage. Remedial measures such as reducing head temperature or water-jet conditioning may be attractive provided inspection intervals can be increased as a result of the effort. A reasonable longer term plan is to replace the vessel head the second outage after identifying PWSCC. These results are plant specific, and other plants may have different constraints that would affect the optimum solution
...moderate-income persons. (g) Community Revitalization...reflect the state's process and criteria for approving...short-term objectives (e.g., physical improvements, social initiatives...programs. The state's process and criteria are...
Full Text Available 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 management of a process that has a long term effect. The challenges of funding, institutional unrest and staffing were identified as some of the factors hindering the growth of Nigeria's tertiary education. It was hence recommended that tertiary education should be properly and adequately funded by both the government and the private sector in order to enhance it productivity in terms of the quality of skilled labour release into the Nigerian economy.
Odiba, I. A.
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.
Marshall, Timothy J.
Introduction: The acquisition, management, communication, and long-term stewardship of natural science data, information, and knowledge are fundamental mission responsibilities of the U.S. Geological Survey (USGS). USGS scientists collect, maintain, and exchange raw scientific data and interpret and analyze it to produce a wide variety of science-based products. Managers throughout the Bureau access, summarize, and analyze administrative or business-related information to budget, plan, evaluate, and report on programs and projects. Information professionals manage the extensive and growing stores of irreplaceable scientific information and knowledge in numerous databases, archives, libraries, and other digital and nondigital holdings. Information is the primary currency of the USGS, and it flows to scientists, managers, partners, and a wide base of customers, including local, State, and Federal agencies, private sector organizations, and individual citizens. Supporting these information flows is an infrastructure of computer systems, telecommunications equipment, software applications, digital and nondigital data stores and archives, technical expertise, and information policies and procedures. This infrastructure has evolved over many years and consists of tools and technologies acquired or built to address the specific requirements of particular projects or programs. Developed independently, the elements of this infrastructure were typically not designed to facilitate the exchange of data and information across programs or disciplines, to allow for sharing of information resources or expertise, or to be combined into a Bureauwide and broader information infrastructure. The challenge to the Bureau is to wisely and effectively use its information resources to create a more Integrated Information Environment that can reduce costs, enhance the discovery and delivery of scientific products, and improve support for science. This Information Technology Strategic Plan for the USGS outlines key information technology (IT) strategic goals and objectives that will support the Bureau's science mission, while also aligning with the Department of the Interior (DOI) IT Strategic Plan and the DOI Government Performance and Results Act (GPRA) Strategic Plan.
Geological Survey (U.S.)
Full Text Available The strategic capability concept and its integration into the strategic planning process in international business have not been sufficiently explored as its conflicting definitions indicate. Moreover international managers may not be aware of the need for strategic capability because, the strategic capability paradigm for international business has not been sufficiently conceptualized and explored. Therefore this paper reviews how the business environment influences strategic capability, explains the elements of strategic capability, how strategic capability is integrated into the strategic planning, and gives some suggestions for future research on the strategic capability paradigm as it pertains to international businesses.
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
Bryson, John M
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.
Maracas, Kate; Hooks, Todd
After more than a decade from the publication of the European Directive 2001/42/CE (Directive) on Strategic Environmental Assessment (SEA), the design and construction of the interested spatial planning instruments has gone through a variety of changes and integrations in European and in world states. This inhomogeneous panorama can be explained with a pattern of institutional structures that have so far affected the implementation of the Directive. The aim of this paper is to investigate the level of implementation of the Directive in Italy by developing a comparative analysis of the quality of integration of SEA within the design of the spatial coordination plan of a set of Italian provinces. Italian practice is analyzed in the framework of a comparative study of worldwide SEA implementation within spatial and land use planning. The results reveal strengths and weaknesses in SEA implementation at the provincial level and, in particular, the emergence of critical areas of research concerning institutional context, public participation, monitoring, and observatory of the spatial transformations. -- Highlights: • This is a comparative analysis of SEA in strategic spatial planning in Italy. • The adhesion of Provinces to the study is remarkable. • SEA implementation and integration into spatial planning is still moderate. • Participation via consultations should be more widespread. • Monitoring and institution of observatories are still in an infancy stage.
De Montis, Andrea, E-mail: email@example.com
After more than a decade from the publication of the European Directive 2001/42/CE (Directive) on Strategic Environmental Assessment (SEA), the design and construction of the interested spatial planning instruments has gone through a variety of changes and integrations in European and in world states. This inhomogeneous panorama can be explained with a pattern of institutional structures that have so far affected the implementation of the Directive. The aim of this paper is to investigate the level of implementation of the Directive in Italy by developing a comparative analysis of the quality of integration of SEA within the design of the spatial coordination plan of a set of Italian provinces. Italian practice is analyzed in the framework of a comparative study of worldwide SEA implementation within spatial and land use planning. The results reveal strengths and weaknesses in SEA implementation at the provincial level and, in particular, the emergence of critical areas of research concerning institutional context, public participation, monitoring, and observatory of the spatial transformations. -- Highlights: • This is a comparative analysis of SEA in strategic spatial planning in Italy. • The adhesion of Provinces to the study is remarkable. • SEA implementation and integration into spatial planning is still moderate. • Participation via consultations should be more widespread. • Monitoring and institution of observatories a
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
...Institutes of Health Office of Dietary Supplements (ODS) 2010-2014 Strategic...SUMMARY: The Office of Dietary Supplements (ODS) at the National Institutes...Knowledge and Understanding of Dietary Supplements. The strategic plan is...
As the 21st century begins to unfold, NASA will focus, with renewed vigor, on the challenges and opportunities before us and on developing the unique capabilities that strengthen America and address our national needs. Our Mission is driven by science, exploration, and discovery, and it will be carried out with a firm commitment to fiscal responsibility. We will study climate change and the natural and human-induced hazards to Earth's ecosystem. We will help to counter the threat of international terrorism by developing technologies that can improve the security and safety of our air transportation system. We will lead the world into a new understanding of our planet, our solar system, and the universe around us, and in so doing, we will begin to understand whether life may have developed elsewhere in the cosmos. This strategic plan lays out our hopes for the future and the important things we seek to accomplish for America. We are privileged to be entrusted with these pursuits and thrilled to be able to carry them out. We invite you to join us on this great adventure. Releasing this strategic plan with our 2004 budget request represents our new commitment to the integration of budget and performance reporting. In this way, we will ensure that strategic priorities are aligned with and influence budget priorities. Our new Integrated Budget and Performance Document, a companion volume to this strategic plan, expands on the goals and objectives presented here and identifies the specific long-term and annual performance measures for which we will be held accountable.
Full Text Available Strategic environmental Assessment (SEA is a decision support instrument for predicting and evaluating the likely environmental effects of implementing a policy, plan or programme. SEA can consider the cumulative impacts of more than one project or activity on the same environmen- tal component. This paper discusses the analysis of cumulative effects in SEA, with reference to spatial planning by: providing a review of key concepts and methods related to cumulative effects literature; presenting a rationale for the inclusion of cumulative effects in SEA of spatial plans; advancing a proposal to address cumulative effects in different SEA stages. The paper concludes that SEA offers the opportunity to support a better management of cumulative effects arising from many local-level spatial planning decisions. Three aspects emerged as critical to ensure good practices: the selection of valued environmental components, the adoption of future-oriented approaches, and the use of spatially-explicit information.
This paper discussed the use of integrated resource strategic planning (IRSP) as a means of reducing greenhouse gas (GHG) emissions. Integrated resource planning (IRP) is used to plan for supply- and demand-side resources in the electric power industry. However, its effectiveness has been diminished by the restructuring of the power sector throughout the world. Selection and investment in generating facilities are now determined by unregulated market forces. By contrast, IRSP provides a low carbon electricity model for national resource planning. The tool can be used to determine key barriers and measures for energy efficiency and emissions reductions. Demand side management (DSM) practices for reducing primary energy demand were also discussed. A case study of IRSP in California was used to demonstrate the method's ability to promote energy efficiency. 16 refs., 5 tabs.
In 1999, after 25 years of stable leadership from a single CEO, the University of Wisconsin Hospital and Clinics (UWHC) Authority Board named a new CEO. The 471-bed academic medical center had recently experienced significant change and challenges. In 1996, it had emerged as a public authority, a statutory designation by the state of Wisconsin that moved the hospital and clinics from the University of Wisconsin and the state of Wisconsin, and created it as a quasi-public entity with its own board. In 1999, when the new CEO was named, the hospital was experiencing a loss of revenue and market share, operating deficits, a 22 percent nurse vacancy rate, and patient satisfaction scores below the 40th percentile. The first task assigned to the new CEO by the board was the development of a new strategic plan that would reverse these trends and position UWHC as a premier academic hospital. The CEO began a strategic planning process that involved leaders, physicians, and staff from throughout the hospital and clinics, its affiliated medical school, and the physician practice plan. This article describes the collaborative, integrative, and communicative strategic planning process UWHC used; details the organization of the process; describes the results achieved by UWHC; and lists the lessons learned along the way. PMID:17310807
Sollenberger, Donna K
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.
Ellen D. Hoadley
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
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.
...effective outreach and education plan will target the...describes our outreach and education plan. We intend to...strategic outreach and education plan: Stage 1 will...use traditional and social media to communicate the...
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.
Elaheh Enteshari Najaf Abadi
Full Text Available Strategic spatial planning can be defined as a quite diverse planning activity. According to A. Faludi and W. Salet (2000 three approaches can be distinguished today: (1 institutional approach, (2 communicative or ‘discoursive’ approach, and (3 interactive approachto planning. In Slovenia, formalised beginnings can be observed in the 60ties of the previous century. The context of strategic spatial planning has changed substantially with the introduction of explicitconservation requirements. Spatial plans have lost their strategic nature provided by legislation. The reason for the change was the concept of intrinsic values that has been introduced by certain planning actors. Such a concept abolishes the feasibility of a societal discourse and obviousness of reconciliation in order to draw out a strategic spatial plan. Many attempts done in Slovenia since the 70ties in order to use strategic planning in practice have failed.
...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...
This study compares the outcomes of two often used approaches for strategic HRD planning. Using methods framed within a strategic HRD planning framework the outcomes of a qualitative primary data approach are examined against quantitative labor market projections in a study of the future Minnesota tourism workforce. Results show each planning…
Bartlett, Kenneth; Johnson, Karen; Schneider, Ingrid E.
"Strategic Planning in Higher Education" unveils a comprehensive approach to planning that has proved successful at Rutgers University. The SPHE framework, developed by authors Tromp and Ruben, provides a blueprint for planning--a step-by-step approach that guides leaders on strategic thinking; helps them align organizational goals with the…
Tromp, Sherrie A.; Ruben, Brent D.
...Technology Strategic Plan FY 2013-2018...five-year strategic plan will guide the Department's...2012. The new plan places its focus on the U.S. DOT...the beginning of your comments, and send...an association, business, labor union,...
Global Change Research Program releases new strategic plan A new 10-year strategic plan released by the United States Global Change Research Program (USGCRP) on 27 April calls for the federal interagency program to focus on four key goals during 2012-2021 to coordinate federal research efforts related to global change. The goals include advancing scientific knowledge of the integrated natural and human components of the Earth system; providing the scientific basis to inform and enable timely decisions on adaptation and mitigation; building sustained assessment capacity that improves the nation's ability to understand, anticipate, and respond to global change impacts and vulnerabilities; and advancing communications and education to broaden understanding of global change and develop the scientific workforce of the future. The goals and related objectives “recognize that to respond effectively to global change will require a deep understanding of the integrated Earth system—an understanding that incorporates physical, chemical, biological and behavioral information,” the plan states. “It is no longer enough to study the isolated physical, chemical, and biological factors affecting global change,” said USGCRP executive director Tom Armstrong.
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 busine...
Wei, Peng; Zhong, Xiaonan; Wu, Yunxia
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 t...
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.
Casey, Leslie A. [DOE/NNSA
In medical systems, economic issues and means of action are in the course of dwindling human (physicians and nurses) and financial resources are more important. For this reason, physicians must understand basic economic principles. Only in this way, there may be medical autonomy from social systems and hospital administrators. The current work is an approach to present a model for strategic planning of an anesthesia department. For this, a "strengths", "weaknesses", "opportunities", and "threats" (SWOT) analysis is used. This display is an example of an exemplary anaesthetic department. PMID:22161910
Wiese, Christoph H R; Zink, Wolfgang; Russo, Sebastian G
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)
...TECHNOLOGY POLICY OFFICE National Nanotechnology Initiative Strategic Plan...Technology Council; National Nanotechnology Coordination Office AGENCY...on the draft 2014 National Nanotechnology Initiative (NNI)...
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
...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...
In the late 1980s Holy Cross Health System (HCHS), South Bend, IN, began to implement a revised strategic planning and budgeting process to effectively link the system's mission with its day-to-day operations. Leaders wanted a process that would help system employees internalize and act on the four major elements articulated in the HCHS mission statement: fidelity, excellence, empowerment, and stewardship. Representatives from mission, strategic planning, and finance from the corporate office and subsidiaries examined planning and budgeting methods. From the beginning, HCHS leaders decided that the process should be implemented gradually, with each step focusing on refining methodology and improving mission integration. As the process evolved. HCHS developed a sequence in which planning preceded budgeting. The system also developed a variety of educational and collaborative initiatives to help system employees adapt to the organization's change of direction. One critical aspect of HCHS's ongoing education is an ethical reflection process that helps participants balance ethical considerations by viewing an issue from three perspectives: social vision, multiple responsibility, and self-interest. PMID:10121477
Smessaert, A H
The paper discusses the payoffs of using the process known as Quality Function Deployment (QFD), initiated by the Space Propulsion Synergy Group (SPSG) to ensure that the requirements and needs of the customer/user of space programs are properly addressed. Using the structured QFD approach, the SPSG provided valuable assessments to strategic planners, improved communication between the users and technologists, and gave users a voice in technology planning. The three key benefits derived from using QFD in the strategic planning process are: establishing focus on the customer, improving communications, and providing traceable rationale.
This paper is a new step in the development and application of the Linguistic Geometry. This formal theory is intended to discover the inner properties of human expert heuristics, which have been successful in a certain class of complex control systems, and apply them to different systems. In this paper we investigate heuristics extracted in the form of hierarchical networks of planning paths of autonomous agents. Employing Linguistic Geometry tools the dynamic hierarchy of networks is represented as a hierarchy of formal attribute languages. The main ideas of this methodology are shown in this paper on the new pilot example of the solution of the extremely complex 3D optimization problem of strategic planning for the space combat of autonomous vehicles. This example demonstrates deep and highly selective search in comparison with conventional search algorithms.
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)
Full Text Available The article illustrates a concrete experience of territorial strategic planning of a city in Southern Italy, stressing the importance of the participation, involvement and commitment of the whole local community to ensure concrete development results. The authors explain the role of participation in the preparation of the strategic plan and describe the tools and methods that were used to promote the active involvement of the local community. They also retrace the main steps that led to the definition of a shared development strategy and of the projects to achieve it. The article focuses mainly on the positive effects that participation had on the local community, in terms of: enhancement of existing know-how; improved awareness of the territory’s problems and potentials; improved sense of responsibility and stronger awareness of the importance of personal commitment to solve territorial problems and trigger development; improved relationships among local actors; Improved mutual trust between citizens and local council; stronger sense of collective identity and belonging; identification of shared, concrete and feasible development projects; willingness to carry on participative activities in the future.
Federica di Pietrantonio
Full Text Available Although considered as an important tool for environmental evaluation of plans and programmes, inclusion of strategic environmental assessment (SEA in Serbian legislation was inevitable as a part of the accession process to the European Union. The first part of this paper will focus on presentation of the SEA system in Serbia and its implication as the result of current geopolitical and environmental trends. Taking into consideration the economic importance of the mining regions, but also the damage to the surrounding environment, in the second part of this paper the authors will try to review the significance of SEA implementation in spatial planning of Kolubara lignite basin.
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
Planning is imperative to provide direction for future growth. The purpose of writing a business plan is to cultivate, analyze, and refine ideas. Planning for academic health centers has become increasingly important because of the changes in financing and delivery of health care. Gathering data related to the current patients population as well as the projected future trends is necessary to establish a framework. Identifying the market and financial data and formulating the strategies needed to move forward are key elements of a business plan. The ultimate outcome of the process is to convince others that the vision is achievable and to ensure allocation of resources to carry out the plan. PMID:11249279
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.
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 con...
Tatiane Santana; Francisco Diniz; Antonio Jose Goncalves Fernandes
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
This study examines the similarities and differences in faculty and administrator perspectives on strategic planning in Kentucky, a state in the United States undergoing extensive reform of its public, postsecondary system. The findings suggest that three variables are critical to faculty and administrative support for strategic planning…
Welsh, John F.; Nunez, William J.; Petrosko, Joseph
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
Full Text Available In today’s turbulent and competitive world, strategic planning plays an important role for the success of firms. Despite the fact that there are literally numerous models proposed for different companies in various states and structures, the possibility of using strategic planning for startups has never been seriously considered. In this paper, we present a survey by asking experts to find out whether strategic planning is suitable for startups. We also propose a model for strategic planning in startups based on the strategic planning models for small businesses and entrepreneurship concepts. The model is similar to other models and what differentiates this models form other approaches is the methodology used for internal and external analysis and the parameters taken into consideration. The proposed model is examined on an Iranian food packaging industry for validation. The preliminary results indicate that the success of startups depends on two sets of parameters: “entrepreneurial opportunities” and “competitive advantages and entrepreneurial characteristics”.
Mohammad Mahdavi Mazdeh
Strategically selecting patients for discussions and documentation about limiting life-sustaining treatments-choosing the right time along the end-of-life trajectory for such an intervention and identifying patients at high risk of facing end-of-life decisions-can have a profound impact on the value of advance care planning (ACP) efforts. Timing is important because the completion of an advance directive (AD) too far from or too close to the time of death can lead to end-of-life decisions that do not optimally reflect the patient's values, goals, and preferences: a poorly chosen target patient population that is unlikely to need an AD in the near future may lead to patients making unrealistic, hypothetical choices, while assessing preferences in the emergency department or hospital in the face of a calamity is notoriously inadequate. Because much of the currently studied ACP efforts have led to a disappointingly small proportion of patients eventually benefitting from an AD, careful targeting of the intervention should also improve the efficacy of such projects. A key to optimal timing and strategic selection of target patients for an ACP program is prognostication, and we briefly highlight prognostication tools and studies that may point us toward high-value AD interventions. PMID:24493203
Billings, J Andrew; Bernacki, Rachelle
...FDA-2013-N-0124] Food and Drug Administration...Task Force and Strategic Plan; Request for Comments AGENCY: Food and Drug Administration...in drafting a strategic plan on drug shortages as required by the Food and Drug...
Full Text Available The monitoring of the implementation of the plans or programmes, from the environmental point of viewdevelops according to a programme elaborated as consequence of development of the strategic environmentalassessment (SEA. Usually, the monitoring object is constituted from positive, adverse, expected or not expected,direct, indirect, synergic and cumulative effects. The authority which is responsible of the P/P implementation(P/P owner has to report the results of monitoring to the authority which emitted the environmental approval asmonitoring report. It will allow the authority for the environmental protection to assess the real impact of the planor programme. The periodical report has an essential role in achieving the SEA aim, meaning the sustainabledevelopment from environmental point of view.
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.
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
This document reports findings and recommendations as a result of a design assistance project with Fort Buchanan with the goals of developing a Strategic Energy Management Plan for the Site. A strategy has been developed with three major elements in mind: 1) development of a strong foundation from which to build, 2) understanding technologies that are available, and 3) exploring financing options to fund the implementation of improvements. The objective of this report is to outline a strategy that can be used by Fort Buchanan to further establish an effective energy management program. Once a strategy is accepted, the next step is to take action. Some of the strategies defined in this Plan may be implemented directly. Other strategies may require the development of a more sophisticated tactical, or operational, plan to detail a roadmap that will lead to successful realization of the goal. Similarly, some strategies are not single events. Rather, some strategies will require continuous efforts to maintain diligence or to change the culture of the Base occupants and their efforts to conserve energy resources.
Parker, Steven A.; Hunt, W. D.
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
The leaders of Geriatrics and Extended Care (GEC) in the Veterans Health Administration (VHA) undertook a strategic planning process that led to approval in 2009 of a multidisciplinary, evidence-guided strategic plan. This article reviews the four goals contained in that plan and describes VHA's progress in addressing them. The goals included transforming the healthcare system to a veteran-centric approach, achieving universal access to a panel of services, ensuring that the Veterans Affair's (VA) healthcare workforce was adequately prepared to manage the needs of the growing elderly veteran population, and integrating continuous improvement into all care enhancements. There has been substantial progress in addressing all four goals. All VHA health care has undergone an extensive transformation to patient-centered care, has enriched the services it can offer caregivers of dependent veterans, and has instituted models to better integrate VA and non-VA cares and services. A range of successful models of geriatric care described in the professional literature has been adapted to VA environments to gauge suitability for broader implementation. An executive-level task force developed a three-pronged approach for enhancing the VA's geriatric workforce. The VHA's performance measurement approaches increasingly include incentives to enhance the quality of management of vulnerable elderly adults in primary care. The GEC strategic plan was intended to serve as a road map for keeping VHA aligned with an ambitious but important long-term vision for GEC services. Although no discrete set of resources was appropriated for fulfillment of the plan's recommendations, this initial report reflects substantial progress in addressing most of its goals. PMID:23527829
Shay, Kenneth; Hyduke, Barbara; Burris, James F
This paper is prepared in honor and in memory of the late Professor Emeritus Yasuhide Asada to recognize his contributions to ASME Nuclear Codes and Standards initiatives, particularly those related to risk-informed technology and System Based Code developments. For nearly two decades, numerous risk-informed initiatives have been completed or are under development within the ASME Nuclear Codes and Standards organization. In order to properly manage the numerous initiatives currently underway or planned for the future, the ASME Board on Nuclear Codes and Standards (BNCS) has an established Risk Management Strategic Plan (Plan) that is maintained and updated by the ASME BNCS Risk Management Task Group. This paper presents the latest approved version of the plan beginning with a background of applications completed to date, including the recent probabilistic risk assessment (PRA) standards developments for nuclear power plant applications. The paper discusses planned applications within ASME Nuclear Codes and Standards that will require expansion of the ASME PRA Standard to support new advanced light water reactor and next generation reactor developments, such as for high temperature gas-cooled reactors. Emerging regulatory developments related to risk-informed, performance- based approaches are summarized. A long-term vision for the potential development and evolution to a nuclear systems code that adopts a risk-informed approach across a facility life-cycle (design, construction, operation, maintenance, and closure) is also summarized. Finally, near term and long term actions are defined across the ASME Nuclear Codes and Standards organizations related to risk management, including related U.S. regulatory activities. (author)
Full Text Available SciELO Chile | Language: Spanish Abstract in spanish 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.
Santiago, Mayorga Escalada.
Full Text Available Strategic planning is widely used by organisations, as itis an integral part of strategy. The present study tackles thetopic of strategic planning as it is developed by public andnon-profit organizations and provides an extensive review ofliterature in the area of the development and role of strategic planning within strategic management and the way it is adopted by public and non-profit organizations. For the purposes of this paper, five models of strategic planning have been discussed with the belief that they describe better the models that can be approached and developed by public and non-profit organizations in the area of sport. This article aims at partly contributing to the theoretical discussion concerning the ability of organizations to integrate and deploy strategic planning. For this study we examined a non-profitsport organization in British Columbia, Canada. The authorspropose that public and non-profit sport organizations shoulddevelop their own model of strategic planning, which mayhelp them to think and act strategically.
To achieve transformational change, a transformational approach is needed. The Appreciative Inquiry (AI) summit is a method that has been used to achieve transformational change in business for at least 20 years, but this innovative alternative approach is unknown to nursing. At the University of Virginia School of Nursing, an AI Summit was designed to bring all staff, faculty, student representatives, and members of the community together to rewrite the school's strategic plan. New connections within the school, the university, and the community were made when 135 participants engaged in the appreciative, 4-step AI process of discovering, dreaming, designing, and creating the school's future. During the summit, 7 strategic teams formed to move the school toward the best possible future while building on the existing positive core. This article describes 10 steps needed to design an AI summit and implications for using this method at other schools of nursing. PMID:22459142
Harmon, Rebecca Bouterie; Fontaine, Dorrie; Plews-Ogan, Margaret; Williams, Anne
... false Evaluation of the strategic...Nomination Procedure § 25.204 Evaluation of the strategic...economic, human, physical...includes performance benchmarks...institutions, human services...implementation and evaluation...
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.
Héctor Montiel Campos
Executive Summary -- In 1982, the Bureau of Land Management?s (BLM) Idaho State Office began the Intermountain Greenstripping and Rehabilitation Research Project (IGRRP), or the ?Greenstripping Program,? to investigate plant materials and technologies that can reduce wildfire incidence and improve rehabilitation practices. Rehabilitation is normally applied as a reactive process to wildfires, yet land managers in the Great Basin wish to become proactive by replacing fire-prone invasive annual grasses with native plants. The Coordinated Intermountain Restoration Project (CIRP) evolved from the Greenstripping Program to conduct research studies and provide technical assistance on restoration of native ecosystems on rangelands that are infested with invasive annual grasses or other invasive or noxious weeds. To accomplish this objective, the CIRP will promote the understanding of ecosystem disturbance dynamics as well as evaluate plant materials, site preparation techniques, weed control methods, seeding equipment, management methods, and monitoring techniques for restoration projects. The CIRP will not address the restoration of forested or woodland (juniper [Juniperus]) ecosystems. It will include a component on fuel management to reduce the impacts of wildfires on semiarid rangeland ecosystems where exotic annual grasses provide the fuel. The people who will benefit directly from this research include land managers and users of public and private lands in the northern Great Basin, the Columbia Plateau, and the Snake River Plain. The CIRP will provide an integration framework for a multidisciplinary approach to research with numerous opportunities for input and collaboration. The U.S. Geological Survey will initially dedicate approximately $1 million over 5 years (about $200,000 per year) to jump-start this effort. U.S. Geological Survey funds will establish a science advisory board to oversee the project. This board will contain members of Federal research and management agencies within the region. U.S. Geological Survey funds will support (1) continued development of VegSpec, a computer program that is a restoration expert system, (2) research to examine changes in ecosystem processes when native plant-dominated communities shift to communities dominated by exotic annual grasses, and (3) research to address mechanisms for establishing native plants in locations dominated by exotic annual grasses. Through these initial funds, USGS hopes to leverage additional research with other agencies (e.g., BLM?s Great Basin Restoration Initiative or the Native Plant Materials Development Project, which is an interagency program to supply and manage native plant materials for restoration and rehabilitation on Federal lands) or funding organizations (e.g., the U.S. Department of Agriculture?s [USDA] National Research Initiative Competitive Grants Program, or the USDA?s and U.S. Department of the Interior?s [USDOI] Joint Fire Science Program), and to obtain additional research partners (e.g., university or Federal scientists) willing to expand this effort to address all aspects of this strategic plan.
Pyke, David A.; Pellant, Michael L.
This project was conducted to develop a comprehensive strategic marketing plan for Fox Valley Technical College (FVTC). Components included a review of the literature, establishing criteria for the plan, validation of the criteria, the actual development of the plan involving a formative committee, and the review of institutional marketing plans…
May, Susan A.
...Strategic Plan (R&D Plan) for the United States...review and comment. This plan will provide a framework...programs for research and development that affect the production...content in the R&D plan your comment refers...without change. All personal identifying...
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 c...
Junjie Kang; Jinghong Zhou
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).
The planning process at the Fast Flux Test Facility (FFTF) is controlled through a hierarchy of documents ranging from a ten-year strategic plan to a weekly schedule. Within the hierarchy are a Near-Term (three-year) Operating Plan, a Cycle (six-month) Plan, and an Outage/Operating Phase Schedule. Coordination of the planning process is accomplished by a dedicated preparation team that also provides an overview of the formal planning timetable which identifies key action items required to be completed before an outage/operating phase can begin
The increasing competitive pressure resulting from operations activities and market globalization are forcing enterprises to reorient their strategies, operations systems and processes. Specifically, organizations are paying closer attention to the changing nature of operations systems performance, to the point where operations strategic management system used in enterprise performance evaluation becomes the main focus
of redesign projects. This study explores the process rationali...
Edson Pinheiro Lima; Sergio Eduardo Gouve?a Costa, Da; Jannis Jan Angelis
The software program is called Computer Managed Process Planning, (CMPP). This system employs computer technology to speed and simplify process planning of cylindrical parts. It is aimed at the machining of expensive materials requiring tight tolerances and complex manufacturing processes. Thus far, the program has resulted in a 75 percent reduction in manpower and a 70 percent increase in productivity. The software performs four tasks: (1) it manipulates the manufacturing database, accepting input information from a central CAD system or from an interactive display; (2) it finds the dimensioning reference surfaces, clamping surfaces, and locating surfaces for each machining operation; (3) it analyzes dimensions, tolerances, and stock removals in all cuts for each operation to ensure that bluprint specifications can be achieved; and (4) it prints a summary of operations or a routing sheet.
Full Text Available ?Strategic Planning is the process through which the institution's mission, goals and vision are articulated. The institution's mission and goals must focus on opportunities, limitations, constraints and provide directions for an institution to fulfill its vision. Colleges and universities embarking on computer integration in higher education must avouch their commitment to a quality education. They must also profess that every child in this technological age has access and an equal opportunity to acquire computer skills. Colleges and universities must develop academic programs that are internationally competitive and accountable for improved learning through the year 2000.
Joseph O. Esin
The Department of Energy has a rich heritage of meeting important national goals in the areas of energy, national security, science, and technology. The end of the Cold War, and the election of President Clinton, have given us a new national agenda. Through a comprehensive strategic planning process, we have determined that the Department must now unleash its extraordinary scientific and technical talent and resources on new and more sharply focused goals: fueling a competitive economy, improving the environment through waste management and pollution prevention, and reducing the nuclear danger.
...PROGRAMS UNDER TITLE I OF THE WORKFORCE INVESTMENT ACT Section 166 Planning/Funding Process § 668...INA grantee may utilize the planning procedures it uses to plan...development and administration of strategic community development...
Daily challenges for occupational therapists and occupational therapy assistants are changing work environments and the desire to address the needs of their clients. This article highlights the need for occupational therapy practitioners to create personal strategic plans to prepare for their rapidly changing futures. Although AOTA's Centennial Vision responds to the profession's future, practitioners must focus on their personal and professional roles and responsibilities. They also must engage in individual strategic planning. Sound individual strategic planning provides a means for practitioners to merge their fantasized views of occupational therapy with the reality of today's practice. PMID:22549605
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.
Hospitals are under pressure to respond to new challenges and competition. Many hospitals have used strategic planning to respond to these environmental changes. This exploratory study examines the extent of strategic planning in hospitals in two Australian States, New South Wales and Victoria, using a sample survey. Based on planning documentation, the study indicated that 47% of the hospitals surveyed did not have a strategic or business plan. A significant difference was found in the comprehensiveness of the plans between the two States. Plans from Victorian hospitals had more documented evidence of external/internal analysis, competitor orientation and customer orientation compared with plans from New South Wales hospitals. The paper discusses the limitations of the study and directions for future research. PMID:10185684
Jayasuriya, R; Sim, A B
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…
Munck, Ronaldo; McConnell, Gordon
Effective strategic planning for community colleges contains four key elements: (1) It must be mission driven; (2) It must be integrated with capability and resources; (3) It must define measurable standards for determining outcomes; and (4) It must be transparent in its intent and strategic goals to all levels of the organization. Using a…
Burnham, Peter F.
Socio-economic development of the City of Odessa in the context of strategic planning as a form of management of development of meso-systems ?????????-????????????? ???????? ?. ?????? ? ??????? ??????????????? ???????????? ??? ????? ?????????? ????????? ??????????
Full Text Available The article studies specific features of the domestic practice of strategic planning of economic and social development of territories of the meso-level from the positions of regulation of the issue in the country’s legislation. It shows shortcomings inherent in the domestic practice of composing strategies of economic and social development of territories in the context of the chaotic character of the process and personal initiative from the part of meso-systems and also non-observance generally accepted world practice of the project management during realisation of strategic plans. It shows, form the point of view of strategic planning as a form of state administration, prospects of economic and social development of the City of Odessa till the year 2022 as a result of symbiosis of the existing domestic methodological legislation and foreign practice of strategic planning at a local level.? ?????? ??????????? ??????????? ????????????? ???????? ??????????????? ???????????? ?????????????? ? ??????????? ???????? ?????????? ?????????? ? ??????? ????????????? ??????? ? ???????????????? ??????. ???????? ??????????, ???????????? ????????????? ???????? ??????????? ????????? ?????????????? ? ??????????? ???????? ?????????? ? ????????? ??????????? ???????? ? ?????? ?????????????? ?? ??????? ??????????, ? ????? ???????????? ???????????? ? ???? ???????? ?????????? ??????????? ?? ????? ?????????? ?????????????? ??????. ? ??????? ??????????????? ???????????? ??? ????? ???????????????? ?????????? ???????? ??????????? ?????????????? ? ??????????? ???????? ?. ?????? ?? 2022 ???? ??? ????????? ???????? ???????????? ?????????????? ????????????????? ???????????????? ? ?????????? ???????? ??????????????? ???????????? ?? ??????? ??????.
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 an