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1

Process-based Strategic Planning  

CERN Document Server

A company's strategies define its future direction, specifying not only target market positions for many years to come, but also the key competitive advantages both at the level of market offers and of resources. Developing future strategies is an important and complex task, which is the core issue in this book. After a short introduction to strategic planning, a heuristic process for determining future strategies is presented. This process is divided into eight steps, and for each of these steps, detailed recommendations for problem-solving are provided and illustrated through many concrete e

Grunig, Rudolf; Clark, Anthony

2011-01-01

2

The Relationship between Firms’ Strategic Orientations and Strategic Planning Process  

Directory of Open Access Journals (Sweden)

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.

Hasnanywati Hassan

2010-01-01

3

Strategic planning and the budgeting process  

International Nuclear Information System (INIS)

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.

1993-01-01

4

OCRWM's evolving strategic planning process and the 1990 plan  

International Nuclear Information System (INIS)

In 1990, the Secretary of Energy (Secretary Watkins) ordered that all 23 of the Department's major organizations adopt systems of strategic planning. This paper explains the strategic planning process being adopted by one of those organizations, the Office of Civilian Radioactive Waste Management (OCRWM). Secretary Watkins also ordered a much-abbreviated planning cycle for 1990 to produce the first set of plans in September. That first plan for OCRWM is also discussed here.

1991-05-03

5

A prioritization methodology to strategic planning process  

International Nuclear Information System (INIS)

In the process of formulation of a Strategic Plan, there is always a step that deals with choices among different options and strategies. To do that a prioritization methodology has to be applied in order to achieve the higher needs identified along the analysis and evaluation of problems. To assign priorities within a set of needs/problems of a strategic nature and identified within various areas of activity or different sectors, it is proposed a methodology that envisage the use of specific attributes for which a graded scale of values is established for each need/problem, which, at the end of the process, allows a quantitative comparison among them. The methodology presented in this paper was developed following an approach that has been used in many areas over the last 20 years by various public and private institutions, and also by international organizations involved in promotion and development work. (author)

2009-10-02

6

Handbook for Strategic Planning.  

Science.gov (United States)

This handbook was written for Department of the Navy (DON) commanding officers, TQL coordinators, and strategic planning facilitators in response to questions about the strategic planning process and how it should be conducted within the DON. It is not in...

D. L. Wells L. M. Doherty

1994-01-01

7

Strategic Marketing Planning Audit  

Directory of Open Access Journals (Sweden)

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.

Violeta Radulescu

2012-01-01

8

Putting ecology in environmental remediation: The strategic planning process  

International Nuclear Information System (INIS)

Traditional ecological studies have been conducted on many sites impacted by hazardous wastes. Yet in many cases, the information obtained has had limited value in the selection of remediation options. This paper discusses the importance of developing an ecological risk-based strategic plan to fulfill the scientific and social needs demanded in the remediation and restoration of hazardous waste sites. Ecological issues need to be considered seriously at the earliest phases of the scoping process. The decisions regarding selection of assessment endpoints and data quality objectives must be incorporated from the start to insure that cost-efficient and useful measurements are used. It is too late to develop effective ecological studies after the engineering decisions have been made. Strategic planning that integrates ecological concerns will minimize the frustration and the cost associated with clean up of hazardous waste sites and maximize the likelihood of successful site restoration.

1991-01-01

9

Strategic Planning and Quality Assurance in the Bologna Process  

Science.gov (United States)

Strategic planning and quality management have been developed independently of each other, but they meet in practice in many kinds of organisations. Strategic planning and quality assurance integrate different aspects of higher education institutions (HEIs) to ensure high-quality educational outcomes. This paper investigates the role of these two…

Kettunen, Juha; Kantola, Mauri

2007-01-01

10

A Collaborative, Ongoing University Strategic Planning Framework: Process, Landmines, and Lessons  

Science.gov (United States)

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.

2009-01-01

11

The vital issues process: Strategic planning for a changing world  

Energy Technology Data Exchange (ETDEWEB)

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.

1995-05-01

12

Strategic Planning for Results  

CERN Document Server

Sandra Nelson, senior editor of the Results Series, focuses on the essential steps to draft a results-driven, strategic planning process that libraries can complete over the course of four months, regardless of organizational structure or size. Reflecting on the current planning environment for public libraries, Nelson makes the case for strategic rather than long-term planning and includes a wealth of information about understanding and managing the change process.

Nelson, Sandra

2008-01-01

13

No Free Lunch: A Condensed Strategic Planning Process  

Science.gov (United States)

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

2008-01-01

14

Strategic Planning and Financial Management  

Science.gov (United States)

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.

2010-01-01

15

Connecting the Dots--From Planning to Implementation: Translating Commitments into Action in a Strategic Planning Process  

Science.gov (United States)

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

2010-01-01

16

Guidelines for strategic planning  

Energy Technology Data Exchange (ETDEWEB)

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.

1991-07-01

17

Introduction to Strategic Planning in Student Affairs: A Model for Process and Elements of a Plan  

Science.gov (United States)

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.

2010-01-01

18

Strategic planning and competition  

Energy Technology Data Exchange (ETDEWEB)

This article discusses how to formulate a successful strategic plan in the face of competition from other electric utilities. Areas covered include reasons for plan failure, competitive simulations to test strategic plans, intelligence gathering, and cost reduction through reorganization.

Gang, W.G. (Tim D. Martin Associates, Herndon, VA (United States))

1994-02-01

19

EMSL Strategic Plan 2008  

Energy Technology Data Exchange (ETDEWEB)

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.

2008-08-15

20

Higher Education Planning for a Strategic Goal with a Concept Mapping Process at a Small Private College  

Science.gov (United States)

|Faculty, staff, and administrators at a small independent college determined that planning with a Concept Mapping process efficiently produced strategic thinking and action plans for the accomplishment of a strategic goal to expand experiential learning within the curriculum. One year into a new strategic plan, the college enjoyed enrollment…

Driscoll, Deborah P.

2010-01-01

 
 
 
 
21

Higher Education Planning for a Strategic Goal with a Concept Mapping Process at a Small Private College  

Science.gov (United States)

Faculty, staff, and administrators at a small independent college determined that planning with a Concept Mapping process efficiently produced strategic thinking and action plans for the accomplishment of a strategic goal to expand experiential learning within the curriculum. One year into a new strategic plan, the college enjoyed enrollment…

Driscoll, Deborah P.

2010-01-01

22

University Strategic Planning in Cameroon  

Directory of Open Access Journals (Sweden)

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

2003-01-01

23

The neoliberalisation of strategic spatial planning  

DEFF Research Database (Denmark)

Strategic spatial planning practices have recently taken a neoliberal turn in many northwestern European countries. This neoliberalisation of strategic spatial planning has materialised partly in governance reforms aiming to reduce or abolish strategic spatial planning at national and regional scales, and partly through the normalisation of neoliberal discourses in strategic spatial planning processes. This article analyses the complex relationship, partly of unease and partly of coevolution, between neoliberalism and strategic spatial planning. Furthermore, this article discusses the key challenges for strategic spatial planning in the face of neoliberalism and argues for a need to strengthen strategic spatial planning’s critical dimension.

Olesen, Kristian

2013-01-01

24

Sandia Strategic Plan 1997  

Energy Technology Data Exchange (ETDEWEB)

Sandia embarked on its first exercise in corporate strategic planning during the winter of 1989. The results of that effort were disseminated with the publication of Strategic Plan 1990. Four years later Sandia conducted their second major planning effort and published Strategic Plan 1994. Sandia`s 1994 planning effort linked very clearly to the Department of Energy`s first strategic plan, Fueling a Competitive Economy. It benefited as well from the leadership of Lockheed Martin Corporation, the management and operating contractor. Lockheed Martin`s corporate success is founded on visionary strategic planning and annual operational planning driven by customer requirements and technology opportunities. In 1996 Sandia conducted another major planning effort that resulted in the development of eight long-term Strategic Objectives. Strategic Plan 1997 differs from its predecessors in that the robust elements of previous efforts have been integrated into one comprehensive body. The changes implemented so far have helped establish a living strategic plan with a stronger business focus and with clear deployment throughout Sandia. The concept of a personal line of sight for all employees to this strategic plan and its objectives, goals, and annual milestones is becoming a reality.

NONE

1997-12-01

25

'Balanced Scorecard' helps fix Overlake strategic plan.  

UK PubMed Central (United Kingdom)

Key points. A viable strategic plan includes well-defined performance measures and targets. Kaplan & Norton's "Balanced Scorecard" is a useful (but not widely used) tool to help hospitals in the strategic planning process. A viable strategic plan requires input from all of a hospital's "stakeholders." Make the planning process fun, visual, and interactive.

1999-09-01

26

Strategic planning for neuroradiologists.  

UK PubMed Central (United Kingdom)

Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future. Formalized strategic planning frameworks, such as the strengths, weaknesses, opportunities and threats (SWOT), and the Balanced Scorecard frameworks, can help neuroradiology divisions determine their current position in the marketplace. Communication, delegation, and accountability in neuroradiology is essential in executing an effective strategic plan.

Berlin JW; Lexa FJ

2012-08-01

27

Barriers to Effective Strategic Planning  

Directory of Open Access Journals (Sweden)

Full Text Available Despite the best intentions and a lot of hard work, strategic planning most predictably fails. It’s not that strategic planning is a bad idea but there are some barriers which involve in its failure. This paper explores how and where strategic planning goes awry and what executives can do about it. The study finds some of the most common barriers in effective strategic planning like, strict time limits, identical procedures, lack of accountability, power and influence which organizations frequently face in strategy formulation and implementation. It is concluded that, in order to achieve the goal of effective strategic planning, effective change management and leadership are indispensable. On the one hand, it is mandatory for the leadership to involve employees in decision making process, along with the explicit description of their roles within the organization, and on the other hand, full mechanism of employees’ accountability and regular checks are required to remove these barriers.

Bilal Latif

2012-01-01

28

2008 Strategic Management Plan SMP.  

Science.gov (United States)

This inaugural Strategic Management Plan provides an executive overview of the governance and management framework and processes used by the Deputy Secretary, serving as Chief Management Officer, to deliver effective and efficient support to the warfighte...

2008-01-01

29

Strategic Innovation Planning and Partnerships: Aligning Market, Products/Services/Processes and Technologies  

Directory of Open Access Journals (Sweden)

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.

Mauro Caetano; Daniel C. Amaral

2013-01-01

30

Development and implementation of a strategic-planning process at a university hospital.  

UK PubMed Central (United Kingdom)

The development and implementation of a long-range strategic plan for the pharmacy department at a university hospital is described. Because of rapidly occurring changes in health-care delivery, financing, and education, the pharmacy department at the University of Illinois Hospitals decided to create a strategic plan that would stimulate growth, be responsive to a changing health-care environment, and emphasize the department's philosophy of striving for professional leadership in education, research, and innovation. Actual strategy development was done during a three-day administrative retreat, which was conducted according to a structured agenda that facilitated extensive brainstorming and discussion. As a result, the department developed eight major strategies that have been directing its growth and development over the last four years. Each strategy had an implementation plan that included substrategies with statements of specific results that were expected, an action plan (a list of specific tasks to be accomplished), and a general statement summarizing the benefits of each substrategy. Annual meetings were held to review the continued appropriateness of these strategies. Implementation of the strategic plan has resulted in major improvements in drug cost containment, improved ambulatory-care pharmaceutical services, a results-oriented performance-appraisal system, more support for clinical education programs, and a substantial increase in support for research. The strategic plan has allowed the department to constructively participate in two downsizing events within the hospital without major adverse effects on its own services and programs. Use of the strategic-planning process should be considered by other hospital pharmacy departments as a means of responding to the external and internal forces of change that currently affect most hospitals.

Hutchinson RA; Witte KW; Vogel DP

1989-05-01

31

Strategic planning in healthcare organizations.  

UK PubMed Central (United Kingdom)

Strategic planning is a completely valid and useful tool for guiding all types of organizations, including healthcare organizations. The organizational level at which the strategic planning process is relevant depends on the unit's size, its complexity, and the differentiation of the service provided. A cardiology department, a hemodynamic unit, or an electrophysiology unit can be an appropriate level, as long as their plans align with other plans at higher levels. The leader of each unit is the person responsible for promoting the planning process, a core and essential part of his or her role. The process of strategic planning is programmable, systematic, rational, and holistic and integrates the short, medium, and long term, allowing the healthcare organization to focus on relevant and lasting transformations for the future.

Rodríguez Perera Fde P; Peiró M

2012-08-01

32

Adaptive Airport Strategic Planning  

Digital Repository Infrastructure Vision for European Research (DRIVER)

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...

Kwakkel, J.H.; Walker, W.E.; Marchau, V.A.W.J.

33

Use of the decision quality process for strategic planning in the Duri Field, Indonesia  

Energy Technology Data Exchange (ETDEWEB)

Strategic planning and rigorous decision analysis applications will be primary management tools for upstream companies in the 1990`s. Merging the long term focus of a strategic planning process with the probabilistic output of decision analysis techniques can yield insightful views of the potential successes and failures of a business plan. Even with these insights, comparing and deciding among a group of alternatives will remain a difficult task. In addition to uncertainties, business partners do not always share common value measures. Marketers want more barrels to sell, field supervisors like low operating cost strategies, and stockholders like cashflow. This environment complicates the managers` ability to choose between available options. The Decision Quality Process, a combination of classical decision analysis techniques coupled with Quality Improvement (QI) principles, bridges this gap. The process allows managers to develop and decide between different long term strategic plans, explicitly accounting for uncertainties, unknowns, and differing value measures. Three teams consisting of engineers, geologists, front line managers, and the highest levels of management within Caltex Pacific Indonesia, Texaco, and Chevron, spent 18 months developing and evaluating a multitude of development scenarios for the Duri Field. More than 200,000 cases of economics were run to support the evaluation. The result was a significant increase in expected value for the field regardless of the value measure used.

Neal, L. Jr.

1994-12-31

34

Promoting cross-sector partnerships in child welfare: qualitative results from a five-state strategic planning process.  

UK PubMed Central (United Kingdom)

Little is known about effective strategic planning for public and private child welfare agencies working together to serve families. During a professionally facilitated, strategic planning event, public and private child welfare administrators from five states explored partnership challenges and strengths with a goal of improving collaborative interactions in order to improve outcomes for children and families. Summarizing thematic results of session notes from the planning event, this article describes effective strategies for facilitation of such processes as well as factors that challenge or promote group processes. Implications for conducting strategic planning in jurisdictions seeking to improve public/private partnerships are discussed.

Collins-Camargo C; Armstrong MI; McBeath B; Chuang E

2013-01-01

35

Promoting cross-sector partnerships in child welfare: qualitative results from a five-state strategic planning process.  

Science.gov (United States)

Little is known about effective strategic planning for public and private child welfare agencies working together to serve families. During a professionally facilitated, strategic planning event, public and private child welfare administrators from five states explored partnership challenges and strengths with a goal of improving collaborative interactions in order to improve outcomes for children and families. Summarizing thematic results of session notes from the planning event, this article describes effective strategies for facilitation of such processes as well as factors that challenge or promote group processes. Implications for conducting strategic planning in jurisdictions seeking to improve public/private partnerships are discussed. PMID:23984485

Collins-Camargo, Crystal; Armstrong, Mary I; McBeath, Bowen; Chuang, Emmeline

2013-01-01

36

Incorporating healthcare informatics into the strategic planning process in nursing education.  

UK PubMed Central (United Kingdom)

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.

Sackett K; Jones J; Erdley WS

2005-01-01

37

Strategic planning for exploration management  

Energy Technology Data Exchange (ETDEWEB)

This book was written to bridge the gap between setting exploration strategies at the operational level and corporate strategic planning in the oil and gas exploration industry. Contents are, abridged: strategic planning overview; traditional exploration strategies; strategic analysis--risk methods; strategic analysis--strategy modeling; and avoiding planning pitfalls. Index.

1983-01-01

38

Strategic planning in coal  

Energy Technology Data Exchange (ETDEWEB)

Strategic planning requires establishing procedures a) for monitoring and evaluating environmental changes and b) for balancing market alternatives against corporate strengths and weaknesses. The article gives the steps an energy company analyzing its present portfolio of businesses, one or more of which is coal, might carry out. Five analytical bases needed for planning are given.

Moyer, R.

1982-06-01

39

1995-1996 Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

In a rapidly changing world, effective governmental organizations must anticipate and plan for the future. Nowhere is this more true than in the realm of information generation and dissemination. The Energy Information Administration (EIA) faces a future of great opportunity and also significant challenge. Technological advances are providing opportunities to improve our work processes and the way we serve our customers. This year`s Strategic Plan was developed by an EIA Strategic Planning Group with a membership that spans the entire organization. The Strategic Plan provides both a broad vision and a clear map of EIA`s near-term future. The Strategic Planning Group conducted an analysis of the strengths and weaknesses of EIA as an organization, and of the opportunities and constraints facing EIA in the future. Opportunities exist in the future in technological advances and staff training; constraints lie in federal budget trends and staff demographics. This will require a Strategic Plan that recognizes the need to prioritize services and products across EIA, standardize technology across EIA where possible, lead with fewer layers of management, and be acutely aware of customer needs. Developing and training EIA employees to meet the challenges of rapidly changing technology and decreasing budgets were given high priority.

NONE

1995-09-01

40

Strategic Planning Fundamentals for Small Business  

CERN Document Server

Strategy is about creating a plan to differentiate your business from the competition and to gain a competitive advantage. This book is about the fundamentals of strategic planning for the small business owner and his or her leadership team. Strategic planning is an essential process for every size business. While large businesses may have more resources and time to devote to strategic planning, small businesses have the advantage of being close to their stakeholders and the ability to move quickly.

May, Gary

2010-01-01

 
 
 
 
41

ACNW - 1998 strategic plan  

Energy Technology Data Exchange (ETDEWEB)

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.

NONE

1998-04-01

42

ACNW - 1998 strategic plan  

International Nuclear Information System (INIS)

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.

1998-01-01

43

Strategic planning and republicanism  

Directory of Open Access Journals (Sweden)

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.

Mazza Luigi

2010-01-01

44

Evaluation of Workflow Strategic Plans  

Directory of Open Access Journals (Sweden)

Full Text Available this paper presents a new model to automate and evaluate manual strategic plans to produce a standard plan depending on the recommended criteria for any standard strategic plan. The difference between this model and the previous works is that the latter studies construct the strategic plans manually, while the proposed model depends on an automated implementation. In the evaluation phase of the proposed model, it compares different manuals strategic plans and provides guidelines for planers to improve their strategic plans. The results of this model reveal many shortcomings in the construction of manual strategic plans, for example the poor utilization of the plan’s resource and poor job assignments for different human resource. Finally, this model is implemented successfully in Free Zones Company in Jordan whose job is related to all free tax products.

Ziad Mohammad Abu-Hamour; Abdulameer Khalf Hussain

2012-01-01

45

Guam Strategic Energy Plan  

Energy Technology Data Exchange (ETDEWEB)

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.

2013-07-01

46

The Strategic Planning Process and Current Practices: A Comparative Empirical Study of UMW Toyota Motor and Chemical Company of Malaysia  

Directory of Open Access Journals (Sweden)

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.

Gholamreza Zandi; Muhamed Sulaiman; Hala Mohammad Al Atiyat; Babak Naysary

2013-01-01

47

Collaborative Strategic Planning in Higher Education  

Science.gov (United States)

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.…

Sanaghan, Patrick

2009-01-01

48

Strategic Planning Kit For Dummies  

CERN Multimedia

Think and act strategically every time In today's business environment, strategic planning stresses the importance of making decisions that will ensure an organization's ability to successfully respond to changes in the environment and plan for sustainable viability. Providing practical, field-tested techniques and a complete 6-phase plan, Strategic Planning Kit For Dummies shows you how to make strategy a habit for all organizations, no matter the size, type, or resource constraints. Strategic Planning Kit For Dummies is for companies of all types and sizes looking to build and sustain a com

Olsen, Erica

2011-01-01

49

Strategic Planning for Higher Education.  

Science.gov (United States)

|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.

1981-01-01

50

Strategic marketing planning in the sport  

Directory of Open Access Journals (Sweden)

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.

THANOS KRIEMADIS; CHRISTOS TERZOUDIS

2007-01-01

51

Strategic plan, 1995-2000  

Energy Technology Data Exchange (ETDEWEB)

The Prince Edward Island Department of Agriculture, Fisheries and Forestry has completed a comprehensive planning exercise to provide a corporate and strategic plan that will guide the Department over the next few years. This plan document begins with an overview of the Department and the province`s agriculture, fisheries, and forestry sectors. It then sets out the corporate plan (or the foundation for the strategic plan) by outlining the Department`s mission, vision, values, and key elements of the plan. This is followed by the strategic plan, first for the Department as a whole and then for each division with direct responsibility for serving the three primary resource sectors. These strategic plans define each division`s goals and outline strategies to achieve those goals. The overall critical issues addressed by the plan include financial resource constraints, global market competition, technological change, and environmental concerns.

NONE

1995-12-31

52

The Strategic Planning Process and Current Practices: A Comparative Empirical Study of UMW Toyota Motor and Chemical Company of Malaysia  

Digital Repository Infrastructure Vision for European Research (DRIVER)

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 o...

Gholamreza Zandi; Muhamed Sulaiman; Hala Mohammad Al Atiyat; Babak Naysary

53

Strategic plan for infrastructure optimization  

Energy Technology Data Exchange (ETDEWEB)

This document represents Fluor Daniel Hanford`s and DynCorp`s Tri-Cities Strategic Plan for Fiscal Years 1998--2002, the road map that will guide them into the next century and their sixth year of providing safe and cost effective infrastructure services and support to the Department of Energy (DOE) and the Hanford Site. The Plan responds directly to the issues raised in the FDH/DOE Critical Self Assessment specifically: (1) a strategy in place to give DOE the management (systems) and physical infrastructure for the future; (2) dealing with the barriers that exist to making change; and (3) a plan to right-size the infrastructure and services, and reduce the cost of providing services. The Plan incorporates initiatives from several studies conducted in Fiscal Year 1997 to include: the Systems Functional Analysis, 200 Area Water Commercial Practices Plan, $ million Originated Cost Budget Achievement Plan, the 1OO Area Vacate Plan, the Railroad Shutdown Plan, as well as recommendations from the recently completed Review of Hanford Electrical Utility. These and other initiatives identified over the next five years will result in significant improvements in efficiency, allowing a greater portion of the infrastructure budget to be applied to Site cleanup. The Plan outlines a planning and management process that defines infrastructure services and structure by linking site technical base line data and customer requirements to work scope and resources. The Plan also provides a vision of where Site infrastructure is going and specific initiatives to get there.

Donley, C.D.

1998-05-27

54

Strategic planning for exploration management  

Energy Technology Data Exchange (ETDEWEB)

This book relates the financial side of strategic planning - its analysis and techniques - to the petroleum exploration business. Contents include: 1. Changes in the economic environment of the oil industry;--exploration viewed as business rather than as a function; 2. Strategic planning overview; 3. Traditional exploration strategies; 4. Examining the environment-environmental analysis, social risk analysis, situation audit, competitor analysis, summary; 5. Strategic analysis - risk methods; 6. Strategic analysis - strategy modeling; 7. Avoiding planning pitfalls; 8. Conclusions-scenario generation, attainable objectives, goals, and strategies for operational management, controls and incentive systems, flexibility of strategies, summation; Appendices; and Index.

Quick, A.N.; Buck, N.A.

1985-01-01

55

Strategic Planning and Management for Library Managers  

CERN Document Server

Libraries enter into strategic planning by a variety of routes, from dynamic technology and rising costs to budget cuts and pressure for change. In this book, Joe Matthews guides library managers towards a greater understanding of the role and attendant responsibilities of strategic planning. Academic, public, and special librarians alike will benefit from Matthews' cogent explanations, real-life examples, and time-tested recommendations.||In the process, Matthews addresses such intrinsic questions as: Why is it important that I add strategic thinking to my managerial arsenal? How will strateg

Matthews, Joseph R

2005-01-01

56

Does it pay to plan?: strategic planning and financial performance.  

UK PubMed Central (United Kingdom)

Previous research on the effects of strategic planning on firm performance has yielded inconsistent and inconclusive findings. In this study, we use a recently validated measurement model of strategic planning to examine the planning-performance relationship in the California processing tomato industry. Results indicate a strong correlation between the degree of emphasis firms place on strategic planning and financial performance. Moreover, several specific strategic planning tools, specifically, the use of a mission statement, long-term goals, and ongoing evaluation, were also more heavily emphasized by high-performing firms. These results suggest that strategic planning does pay off in terms of improved financial performance and that some planning tools may have a significant impact.

Baker GA; Leidecker JK

2001-01-01

57

Strategic Planning in Higher Education  

Science.gov (United States)

The authors present an overview of strategic planning, examine its history and mystique, and conclude that planning, if properly implemented, can have a powerful impact on advancing and transforming colleges and universities. (Contains 1 note.)

Dooris, Michael J.; Kelley, John M.; Trainer, James F.

2004-01-01

58

Strategic planning: a necessity for utilities  

Energy Technology Data Exchange (ETDEWEB)

The whys and hows of strategic planning are explained in this article. Strategic planning is conceived as the process of determining long-term goals and objectives and adopting courses of action and allocations of resources necessary for their accomplishment. Application of the process in the management of electric utilities is the special focus of the article in an approach that is practical, straightforward, and action-oriented. The author notes that an essential in successful strategic planning is the ability to think about problems in a structured way and that its practice leads to heightened ability. 5 references, 3 figures.

Smith, D.A.

1982-09-02

59

New approaches to strategic planning for your utility  

Energy Technology Data Exchange (ETDEWEB)

A very brief outline is provided of the development of a strategic management plan for a public utility. Background information on the utility, including major issues, is provided. The strategic plan includes a statement of direction, a plan process summary, and a mission review. Action items completed from the strategic plan are also very briefly noted.

Trumpfheller, P. [Grand Haven Board of Light and Power, MI (United States)

1995-12-31

60

Strategic Planning Is an Oxymoron  

Science.gov (United States)

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.

2012-01-01

 
 
 
 
61

Strategic Planning Effectiveness in Public Transit Agencies.  

Science.gov (United States)

The objective of this research is to measure the effectiveness of strategic planning models in public transit agencies. It seeks to support two principal areas. The first is an identification of organizational contextual, design, process, and top manageme...

I. O. Ugboro K. Obeng

2005-01-01

62

Waste minimization and the goal of an environmentally benign plutonium processing facility: A strategic plan  

International Nuclear Information System (INIS)

To maintain capabilities in nuclear weapons technologies, the Department of Energy (DOE) has to maintain a plutonium processing facility that meets all the current and emerging standards of environmental regulations. A strategic goal to transform the Plutonium Processing Facility at Los Alamos into an environmentally benign operation is identified. A variety of technologies and systems necessary to meet this goal are identified. Two initiatives now in early stages of implementation are described in some detail. A highly motivated and trained work force and a systems approach to waste minimization and pollution prevention are necessary to maintain technical capabilities, to comply with regulations, and to meet the strategic goal

1994-01-01

63

Developing ''strategic support systems'' for electric utility strategic planning  

Energy Technology Data Exchange (ETDEWEB)

The continued improvement of strategic planning processes in electric utilities is of utmost importance, given their increasingly complex dynamic markets. Progress will be blocked unless electric utilities begin developing and integrating other organizational systems within their strategic planning processes to create ''strategic support systems.'' This article describes three dimensions for assessing the stage of development, discusses several major support systems, and notes the stage of development in strategic planning recently found within the industry.

McCann, J.E.

1986-01-01

64

BTS strategic plan executive summary  

Energy Technology Data Exchange (ETDEWEB)

This Strategic Plan positions the Office of Building Technology, State and Community Programs (BTS) to be more effective in reducing energy consumption in homes, offices, schools and other buildings, and in reducing environmental impacts associated with energy use.

NONE

1999-01-06

65

Strategic Planning Primer: Model, Methods, and Misunderstandings.  

Science.gov (United States)

Strategic planning guides fundamental decisions and actions that shape an organization, its activities, and its purpose. Strategic planning has roots in many different disciplines, particularly military science, community planning, corporate planning, and...

N. Natoli J. Fittipaldi

1992-01-01

66

Creating a nursing strategic planning framework based on evidence.  

UK PubMed Central (United Kingdom)

This article describes an evidence-informed strategic planning process and framework used by a Magnet-recognized public health system in California. This article includes (1) an overview of the organization and its strategic planning process, (2) the structure created within nursing for collaborative strategic planning and decision making, (3) the strategic planning framework developed based on the organization's balanced scorecard domains and the new Magnet model, and (4) the process undertaken to develop the nursing strategic priorities. Outcomes associated with the structure, process, and key initiatives are discussed throughout the article.

Shoemaker LK; Fischer B

2011-03-01

67

Final Draft Strategic Marketing Plan.  

Energy Technology Data Exchange (ETDEWEB)

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.

1994-02-01

68

Real estate investments demand strategic planning, objectives.  

UK PubMed Central (United Kingdom)

Real estate may present a great opportunity for institutions to positively affect their bottom lines. But it takes planning and foresight to achieve a solid real estate plan. In the following article, the author describes the process necessary to develop a program that goes beyond converting empty buildings into nursing homes. The process goes from identifying strategic objectives to examining financial alternatives and preparing an implementation plan.

Bermas NF

1991-10-01

69

Strategic Planning - NCI OSPA Website  

Science.gov (United States)

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.

70

Strategic marketing planning in library  

Directory of Open Access Journals (Sweden)

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?

Karmen Štular-Sotošek

2000-01-01

71

Integrated Strategic Planning in a Learning-Centered Community College  

Science.gov (United States)

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

2007-01-01

72

Strategic planning for waste management  

International Nuclear Information System (INIS)

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.

1988-03-03

73

Transforming Student Affairs Strategic Planning into Tangible Results  

Science.gov (United States)

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.

2007-01-01

74

Strategic planning for remediation projects  

International Nuclear Information System (INIS)

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.

1995-01-01

75

Strategic planning for exploration management  

Energy Technology Data Exchange (ETDEWEB)

This book addresses technical managers in exploration who need to develop stronger business perspectives and corporate planners who need to understand operations planning better. This book relates the financial side of strategic planning-its analysis and techniques-to the petroleum exploration business. The authors explain how to operate exploration as a business by understanding the economic environment, and through risk analysis, strategy modeling, and alternative selection analysis.

Quick, A.N.; Buck, N.A.

1984-01-01

76

Strategic Planning Plus An Organizational Guide  

CERN Multimedia

Using fresh ideas with proven methods, Strategic Planning Plus promotes an ethical, holistic approach to the subject of strategic planning. Building on Peter Drucker's dictum that selecting the right job is more important than doing the job right, this book provides a practical guide to defining what should be accomplished, and defining solutions and interventions. Kaufman presents: guidance on how to identify the direction an organization must take; a six-step process for identifying and solving organizational problems; ideas for determining how to achieve desired results; and methods

Kaufman, Dr Roger

1992-01-01

77

Approaches to strategic planning in mining  

Energy Technology Data Exchange (ETDEWEB)

An overview of the process of strategic planning and typical strategies used by some companies is presented. The presentation is based on work with coal and other mining companies and some minerals users and also on a brief survey taken over the last three years. (JMT)

Hill, F.E.

1983-01-01

78

Environmental Education Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

This document is designed to guide the Environmental Education and Development Branch (EM-522) of the EM Office of Technology (OTD) Development, Technology Integration and Environmental Education Division (EM-52) in planning and executing its program through EM staff, Operations Offices, National Laboratories, contractors, and others.

1991-12-01

79

NESD strategic plan  

Energy Technology Data Exchange (ETDEWEB)

The mission of the Nuclear Engineering Systems Division (NESD) is to furnish the programs it supports with high quality electronic engineering and technical personnel and to support and maintain program facilities in a safe, efficient manner. This document has been prepared to provide a framework within which NESD can operate in the 1980's. It is intended that this plan be reviewed and updated annually.

Trost, S.R.

1981-10-01

80

Strategic Planning to Enhance Teaching and Learning with Technology  

Science.gov (United States)

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…

Delamarter, Steve

2006-01-01

 
 
 
 
81

Predictive modelling and strategic planning  

International Nuclear Information System (INIS)

Work in the area of predictive modelling and strategic planning for PWSCC of Alloy 600 in PWR primary water environments was addressed by three participants in Session 6. Summaries of the presentations are given below followed by the questions asked, responses provided, and comments made by the participants concerning each presentation. See Appendix F, Sections F1 through F3, for copies of the overhead transparencies applicable to the presentations.

1992-01-01

82

The strategic planning of health management information systems.  

UK PubMed Central (United Kingdom)

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.

Smith J

1995-01-01

83

Strategic planning: Why do we need it  

Energy Technology Data Exchange (ETDEWEB)

This paper is a synopsis of a panel session at the 1983 IEEE Summer Power Meeting. The panel defined strategic planning, emphasizing that by adopting a strategic planning philosophy, utilities can increase control of their destinies. An actual utility strategic plan was presented and the underlying philosophies were discussed. Two strategic decision support tools were presented and recent applications were illustrated. Both are capable of representing tradeoffs between conflicting objectives, a hallmark of strategy analysis. The panel session concluded that strategic planning is essential for utilities in today's environment.

Geraghty, D.; Lathrop, J.W.; Merrill, H.M.; Smith, D.A.; Whyte, M.D.

1984-07-01

84

Strategic planning for exploration management  

Energy Technology Data Exchange (ETDEWEB)

The book begins with a review of the changes now taking place in the petroleum industry, and follows with an overview of strategic planning (what it is, why it often fails, how to make it work, etc.). The authors then review the traditional exploration strategies by illustrating traditional views of explorationists, landmen, and operations managers. The next section involves a review of the factual data available - wells, discoveries, production, etc. The value of competitor analyses and the assessment of social risks is stressed. Social risks involve any potential delay or expense that can be caused by either government or local groups. The next two sections deal with numerous aspects of strategic analysis. Formulas and modeling concepts dominate this portion of the book. There is an excellent chapter on avoiding pitfalls in planning. It contains a good discussion of the planner's role and the manager's role in avoiding mistakes in risk analysis, strategic analysis, and communication. Conclusions in the book deal with scenario generations and with setting attainable objectives and goals. Each chapter is followed by useful references, and there are three appendices. Two appendices deal with available data. (Appendix A - the Petroleum Data System of the University of Oklahoma; Appendix B - various data bases of Petroleum Information, Inc.). The third appendix is an expansion of ideas on the managing of social risks.

Quick, A.N.; Buck, N.A.

1983-01-01

85

Strategic planning among the oil and gas major  

International Nuclear Information System (INIS)

The increased focus on profitability and shareholder return, the impossibility of forecasting and the increased need for flexibility have made the strategic planning processes of the oil majors to change considerably in the past decade. While shifting from control to co-ordination, strategic planning has been acting less as a guidance and more as a mechanism for improving the quality of strategic decision-making

1998-01-01

86

Regional energy planning through SWOT analysis and strategic planning tools.  

Energy Technology Data Exchange (ETDEWEB)

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)

2007-08-15

87

Improving Electricity Resource-Planning Processes by Consideringthe Strategic Benefits of Transmission  

Energy Technology Data Exchange (ETDEWEB)

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

2009-03-02

88

Improving electricity resource-planning processes by considering the strategic Benefits of transmission  

Energy Technology Data Exchange (ETDEWEB)

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. (author)

Budhraja, Vikram S.; Mobasheri, Fred; Ballance, John; Dyer, Jim; Silverstein, Alison; Eto, Joseph H.

2009-03-15

89

Strategic Planning and Small Firm Growth: An Empirical Examination  

Directory of Open Access Journals (Sweden)

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.

Branka Skrt; Bostjan Antoncic

2004-01-01

90

The Methodology for Strategic Plan Implementation  

Directory of Open Access Journals (Sweden)

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.

J. Rojas-Arce; O. Gelman; J. Suárez-Rocha

2012-01-01

91

The impact of DRG reimbursement on strategic planning.  

UK PubMed Central (United Kingdom)

DRG reimbursement has been in effect in New Jersey since 1980 and has resulted in significant changes in the way hospitals conduct strategic planning. These effects are identified and categorized according to how they have changed the process, the participants and the products of strategic planning. Strategic planning under DRGs increasingly focuses on market segmentation, competitive position analysis, strategic business units and financial simulation. More significant roles in the process are assumed by physicians, community, chief financial officers and data sources. Planning strategies emphasize marketing, unbundling and vertical and horizontal integration. Strategic planning is moving toward more detailed market and financial analyses, including the measurement of the financial impact of physician performance on the hospital and subsequent modification of physician practices.

Zuckerman AM

1984-07-01

92

The impact of DRG reimbursement on strategic planning.  

Science.gov (United States)

DRG reimbursement has been in effect in New Jersey since 1980 and has resulted in significant changes in the way hospitals conduct strategic planning. These effects are identified and categorized according to how they have changed the process, the participants and the products of strategic planning. Strategic planning under DRGs increasingly focuses on market segmentation, competitive position analysis, strategic business units and financial simulation. More significant roles in the process are assumed by physicians, community, chief financial officers and data sources. Planning strategies emphasize marketing, unbundling and vertical and horizontal integration. Strategic planning is moving toward more detailed market and financial analyses, including the measurement of the financial impact of physician performance on the hospital and subsequent modification of physician practices. PMID:10310768

Zuckerman, A M

93

Carlsbad Area Office strategic plan  

International Nuclear Information System (INIS)

[en] 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

1995-01-01

94

Carlsbad Area Office strategic plan  

Energy Technology Data Exchange (ETDEWEB)

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.

NONE

1995-10-01

95

DOE strategic program planning cycle. Final technical report  

Energy Technology Data Exchange (ETDEWEB)

The purpose of this report is to document and summarize the results of work on the strategic program planning process. Evolution of a formalized program planning and policy development process in the Department of Energy is described first as background information. A guide and training handbook for the planning process was developed.

1983-01-01

96

Strategic transportation plan: resident survey  

Energy Technology Data Exchange (ETDEWEB)

This document reports the detailed results of a survey undertaken in the Greater Vancouver area by the Angus Reid Group to gauge public reaction to the Greater Vancouver Strategic Transportation Plan. It appears that 68 per cent of the resident who have heard of the Plan are in favour of it ; the percentage jumps to 90 per cent approval after discussion of all components. Support for the Plan and willingness to pay for it are closely linked. The main reason for support of the Plan appears to be residents' perception that implementation of it would eliminate traffic congestion. More frequent buses, more direct bus routes, increased fixed rail services like Sky Train, expansion of road and bridge network, addition of turnstiles and ticket checkers to make sure that everyone pays, full accessibility by the disabled, were some of the most strongly supported components along with transportation network improvements. There was also strong support for greater opportunities for the public to voice their opinions on major transportation decisions. The employment of technology such as automated telephone information lines and the Internet to assist people in planning trips around the Greater Vancouver area more efficiently, also received significant support.

NONE

2000-03-01

97

The Potential of GIS Tools in Strategic Urban Planning Process; as an Approach for Sustainable Development in Egypt  

Directory of Open Access Journals (Sweden)

Full Text Available During the last 20 years, geographic information systems (GIS) have emerged from the scientific laboratories into the heart of conventional planning practice. During this period, planners have been aggressive adopters and adapters, and strong advocates for local governments deploying GIS. This is true at least in part because GIS provides spatial analysis and manipulation capabilities that align closely with the professional needs of urban and regional planners. GIS technology is currently converging with several other technologies to provide new levels of accessibility and functionality. As GIS use becomes more widespread, planners make up less of the market. The aim of this paper is to study the potential of GIS applications in supporting strategic urban planning process for effective urban governance in sustainable urban development projects in Egypt, and developing the capacity and the empowerment of local administration tools, decision-making and good control for urban areas. As well, to interface the complex problems of urbanization, unplanned and negative impacts on the facilities and services and the environment in general in the cities of developing countries.

Ayman Mohamed Nour

2011-01-01

98

Models and Tools for Strategic Planning  

Science.gov (United States)

The authors present an overview of strategic planning, examine its history and mystique, and conclude that planning, if properly implemented, can have a powerful impact on advancing and transforming colleges and universities. (Contains 3 figures.)

Trainer, James F.

2004-01-01

99

Guide to Strategic Planning for Transit Properties.  

Science.gov (United States)

Strategic planning is a management tool used to analyze fundamental issues and changes and to aid managers in effecting organizational response to change. It differs from other forms of long-range planning because of its emphasis on environmental change, ...

Z. A. Farkas M. Ayele

1988-01-01

100

Strategic planning and security analysis  

Energy Technology Data Exchange (ETDEWEB)

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.

DePasquale, S. (Lockwood Green Engineers (US))

1991-01-01

 
 
 
 
101

Complex Strategic Choices : Applying Systemic Planning for Strategic Decision Making  

DEFF Research Database (Denmark)

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.

Leleur, Steen

2012-01-01

102

Strategic planning in transition : contested rationalities and spatial logics in 21st century Danish planning experiments  

DEFF Research Database (Denmark)

In this paper, we analyse how contested transitions in planning rationalities and spatial logics have shaped the processes and outputs of recent episodes of Danish ‘strategic spatial planning’. The practice of ‘strategic spatial planning’ in Denmark has undergone a concerted reorientation in the recent years as a consequence of an emerging neoliberal agenda promoting a growth-oriented planning approach emphasising a new spatial logic of growth centres in the major cities and urban regions. The analysis, of the three planning episodes, at different subnational scales, highlights how this new style of ‘strategic spatial planning’ with its associated spatial logics is continuously challenged by a persistent regulatory, top-down rationality of ‘strategic spatial planning’, rooted in spatial Keynesianism, which has long characterised the Danish approach. The findings reveal the emergence of a particularly Danish approach, retaining strong regulatory aspects. However this approach does not sit easily within the current neoliberal political climate, raising concerns of an emerging crisis of ‘strategic spatial planning’.

Olesen, Kristian; Richardson, Tim

2012-01-01

103

Financing strategic plans for not-for-profits.  

UK PubMed Central (United Kingdom)

To succeed in today's complex economic environment, a not-for-profit health system requires an effective strategic capital planning process that harmonizes three elements: The organization's long-term business plan and mission. Existing financial resources and finance options available to support the organization's business plan. Financial risk and return on equity to the organization's stakeholders (within acceptable parameters for business risk).

Wong-Hammond L; Damon L

2013-07-01

104

A systematic strategic planning process focused on improved community engagement by an academic health center: the University of Kansas Medical Center's story.  

UK PubMed Central (United Kingdom)

A growing number of academic health centers (AHCs) are considering approaches to expand collaboration with their communities in order to address complex and multisystem health concerns. In 2010, internal leaders at the University of Kansas Medical Center undertook a strategic planning process to enhance both community engagement activities and the scholarship resulting from these engagement activities. The authors describe the strategic planning process, recommendations, and actions associated with elevating community engagement within the AHC's mission and priorities. The strategic planning process included conducting an inventory of community engagement activities within the AHC; analyzing strengths, weaknesses, opportunities, and threats for community engagement work; and identifying goals and strategies to improve future community engagement activities and scholarship. The resulting road map for enhancing community engagement at their institution through 2015 consists of four main strategies: emphasize scholarship in community engagement, revise organizational structures to better facilitate community engagement, prioritize current engagement activities to ensure appropriate use of resources, and enhance communication of engagement initiatives to further develop stakeholder relationships.The authors also discuss implementation of the plan to date and highlight lessons learned that may inform other AHCs as they enhance and expand similar endeavors.

Cook DC; Nelson EL; Ast C; Lillis T

2013-05-01

105

A systematic strategic planning process focused on improved community engagement by an academic health center: the University of Kansas Medical Center's story.  

Science.gov (United States)

A growing number of academic health centers (AHCs) are considering approaches to expand collaboration with their communities in order to address complex and multisystem health concerns. In 2010, internal leaders at the University of Kansas Medical Center undertook a strategic planning process to enhance both community engagement activities and the scholarship resulting from these engagement activities. The authors describe the strategic planning process, recommendations, and actions associated with elevating community engagement within the AHC's mission and priorities. The strategic planning process included conducting an inventory of community engagement activities within the AHC; analyzing strengths, weaknesses, opportunities, and threats for community engagement work; and identifying goals and strategies to improve future community engagement activities and scholarship. The resulting road map for enhancing community engagement at their institution through 2015 consists of four main strategies: emphasize scholarship in community engagement, revise organizational structures to better facilitate community engagement, prioritize current engagement activities to ensure appropriate use of resources, and enhance communication of engagement initiatives to further develop stakeholder relationships.The authors also discuss implementation of the plan to date and highlight lessons learned that may inform other AHCs as they enhance and expand similar endeavors. PMID:23524916

Cook, David C; Nelson, Eve-Lynn; Ast, Cori; Lillis, Teresa

2013-05-01

106

Purdue Extended Campus: Transparency, Accountability, and Assessment in Strategic Planning  

Science.gov (United States)

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

2011-01-01

107

Improvements to Strategic Planning and Implementation through Enhanced Correlation with Decision-Making Frameworks  

Science.gov (United States)

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.

2010-01-01

108

Integrating Risk Management and Strategic Planning  

Science.gov (United States)

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.

2010-01-01

109

USCIS Strategic Plan, 2008-2012.  

Science.gov (United States)

This strategic plan emphasizes USCIS progress from its original role as a new component of the Department of Homeland Security (DHS) to our present standing as a progressive and respected contributor to a coordinated homeland security effort. The United S...

2008-01-01

110

Research on MIS Planning: Some Guidelines from Strategic Planning Research.  

Science.gov (United States)

|Derives three guidelines for management information systems (MIS) planning research by illustrating similarities between research streams of MIS planning and organizational strategic planning: recognition of MIS planning levels hierarchy and corresponding hierarchy in MIS planning benefits; specific attention to operationalization of constructs;…

Venkatraman, N.

1986-01-01

111

Strategic planning for research reactors. Guidance for reactor managers  

International Nuclear Information System (INIS)

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

2001-01-01

112

Information Management Strategic Plan. Information: The fuel for success  

Energy Technology Data Exchange (ETDEWEB)

Reliable information is key to the ultimate success of the Departmental Strategic Plan. To help ensure that success, this Information Management Strategic Plan has been developed, which evolved from and directly supports the Departmental Strategic Plan and the Human Resources and Administration Strategic Plan.

1994-07-01

113

Transformational Assessment: A Simplified Model of Strategic Planning  

Science.gov (United States)

Strategic planning is a way to evaluate a present situation and set a course for the future. While there is no dearth of literature on Strategic Planning, there appears to be reluctance on the part of K-12 educators to engage in strategic planning. Besides the cynicism about change, another roadblock to strategic planning is the time it takes.…

Bardwell, Rebecca

2008-01-01

114

Strategic Planning and Strategic Thinking Clothed in STRATEGO  

Science.gov (United States)

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.

2011-01-01

115

Developing a strategic human resources plan for the Urban Angel.  

UK PubMed Central (United Kingdom)

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.

Owen SM

2011-01-01

116

Strategic planning for efficient underground mine design  

Energy Technology Data Exchange (ETDEWEB)

Planning is a management tool used to solve problems and provide data and decision alternatives for company growth, profitability, and direction. Strategic planning is defined as the efforts needed to accurately measure the risks of obtaining a result from future actions given a finite number of outcomes. The techniques of strategic planning are being applied more and more to underground mine design as a result of the fierce market conditions underwhich the industry is facing today, and the conditions they will likely face in the future. The objectives of strategic planning are centered on the ability of the operator or company to maneuver its limited resources to the best position available under the given future scenarios. This paper briefly examines the most popular techniques for accomplishing these objectives, how these techniques fit into the current mine management decision-making, and what results to expect from these techniques in planning efficient underground mines.

Britton, S.G.

1985-01-01

117

Strategic Planning for Academic Research: A Canadian Perspective  

Science.gov (United States)

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

2012-01-01

118

Integrated resource strategic planning in China  

International Nuclear Information System (INIS)

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.

2010-01-01

119

Strategic navigation’ in collaborative innovation planning processes: towards a Hillier-inspired leadership concept for the urban fringe  

DEFF Research Database (Denmark)

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

2013-01-01

120

Strategic Analysis Processes and Tools  

CERN Document Server

In the last few years, competition has become increasingly more complex, variable and dynamic, as can be seen in phenomena like globalization and technological acceleration. To cope with the dynamism and uncertainty of competition, enterprises need capabilities that enable them to respond to competition, as well as to improve their analytical skills and knowledge in order to better manage new strategic projects. Strategic analysis uses both quantitative and qualitative tools to understand both competitive contexts and available company resources. In Strategic Analysis: Processes and Tools, aut

Zanoni, Andrea Beretta

2011-01-01

 
 
 
 
121

Strategic Team AI Path Plans: Probabilistic Pathfinding  

Directory of Open Access Journals (Sweden)

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.

Tng C. H. John; Edmond C. Prakash; Narendra S. Chaudhari

2008-01-01

122

Institutional Research's Role in Strategic Planning  

Science.gov (United States)

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.

2008-01-01

123

Definitions, Benefits, and Barriers of K-12 Educational Strategic Planning  

Science.gov (United States)

This comprehensive literature review seeks to define strategic planning in a K-12 setting. Principally, it asks, what characteristics distinguish educational strategic planning from other planning approaches? What follows is a content analysis of the educational strategic planning literature detailing the critical attributes of various planning

Hambright, Grant; Diamantes, Thomas

2004-01-01

124

Economic scenarios for GRI strategic planning. Occasional pub  

Energy Technology Data Exchange (ETDEWEB)

To develop an expanded strategic planning process, GRI has evaluated a range of economic forecasts that consider the effects of various economic assumptions on the energy sector. Ten alternative scenarios prepared by five organizations are compared with the scenario used in GRI's 1981 planning cycle and with a more recent and detailed analysis based on the Hudson-Jorgenson energy model. The key variables that affect GRI's strategic planning are the rate of growth in GNP, the rate of growth in energy consumption related to GNP growth, and the general level of energy prices controlled largely by the world oil price.

Darrow, K.G.

1981-09-17

125

Strategic Planning for School Success.  

Science.gov (United States)

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.

1993-01-01

126

Strategic Petroleum Reserve: planning, implementation, and analysis  

Energy Technology Data Exchange (ETDEWEB)

The history of the strategic petroleum reserve (SPR) program is examined to see why national goals were not met as planned. The book attempts to bridge a gap in the literature by focusing on analyses (i.e., the assumptions, conclusions, and organizational influences) that shape SPR policies before suggesting more appropriate strategies for implementing new programs so that they will be more effective. These include the possibility of making the SPR office an independent agency or public corporation, the possibility of a budgetary commitment and of alternative financing, and improvements in the drawdown decision-making process. Public Law 94-163 establishing the SPR appears in the appendix. 83 references, 7 figures, 5 tables. (DCK)

Weimer, D.L.

1982-01-01

127

Strategic Information Systems Planning: An Empirical Evaluation of Its Dimensions  

Scientific Electronic Library Online (English)

Full Text Available 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 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 provi (more) de 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.

Wilkin, Carla L; Cerpa, Narciso

2012-07-01

128

Towards a Strategic Plan: Summary of APS Strategic Planning Meeting  

Science.gov (United States)

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.

2011-08-01

129

Using VE to Strategically Plan Our Future  

Energy Technology Data Exchange (ETDEWEB)

The Value Engineering (VE) Methodology is an effective tool for business or project strategic planning. In conjunction with the “Balanced Scorecard Approach” (Drs. Robert Kaplan, PhD, and David Norton, PhD, from the Balanced Scorecard Collaborative/Palladium Group), function analysis can be used to develop strategy maps and scorecards. The FAST diagram provides an integrated approach to strategy map development by formulating a cause and effect relationship and establishing the “how” and “why” behind the strategy map. By utilizing the VE Job Plan, one is able to move from strategic thinking all the way through to execution of the strategy.

Margie Jeffs; Lori Braase; Alison Conner; Darcie Martinson; Jodi Grgich

2009-06-01

130

THE ODI IMPACT OF A STRATEGIC MANAGEMENT PLANNING PROCESS ON EMPLOYEE MOTIVATION, SATISFACTION, ENGAGEMENT, AND INNOVATIVE BEHAVIORS: A CASE STUDY OF A FAMILY-OWNED SME IN THAILAND  

Directory of Open Access Journals (Sweden)

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.

Sawat KENGCHON

2012-01-01

131

Strategic Planning: An Imperative Procedure for Educational Leaders to Employ  

Science.gov (United States)

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.…

Cloud, Michelle

2006-01-01

132

Strategic and Master Plans: references and purposes  

Directory of Open Access Journals (Sweden)

Full Text Available Master Plans and Strategic Plans, the first adopted due to a new federal law, the second implemented due to a more methodological option, are current instruments observed all over Brazil, and both constitute what could be called a contemporary urban utopia for Brazilian cities. This article is an attempt to discuss the way both instruments are implemented, their potentials and their limitations. At the same time, this article aims at finding way to integrate both approaches. Such integration is discussed by means of the authors experience in the implementation of such Plans and of secondary data. Master Plans are contextualized in the adoption of the new urban legislation (The Cities Statute). Strategic Plans are viewed as an instrument already adopted by private sector but also able to respect the dogmas of community participation.

Clovis Ultramari; Denis Alcides Rezende

2008-01-01

133

Strategic Positioning in Tactical Scenario Planning  

CERN Multimedia

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

2009-01-01

134

'Action 2016': AREVA's strategic action plan  

International Nuclear Information System (INIS)

[en] 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

2011-01-01

135

Final Report for the Soboba Strategic Tribal Energy Planning Project  

Energy Technology Data Exchange (ETDEWEB)

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

2013-09-17

136

Strategic planning in media organizations of Iran  

Directory of Open Access Journals (Sweden)

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; Mohammad Soltani Far; Ali Asghar Mahaki; Abolfazl Danaei

2012-01-01

137

Preventing Dust Collection: Transforming Student Affairs Strategic Planning into Tangible Results  

Science.gov (United States)

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.

2007-01-01

138

ANSTO strategic plan 1996/1997-1999/2000  

Energy Technology Data Exchange (ETDEWEB)

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

NONE

1998-12-31

139

ANSTO strategic plan 1996/1997-1999/2000  

International Nuclear Information System (INIS)

[en] 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

1998-01-01

140

Decision Support for Collaborative Airport Strategic Planning:  

Digital Repository Infrastructure Vision for European Research (DRIVER)

An airport’s operation and development impacts many stakeholders. Therefore, an airport should be treated as a socio-technical system. An airport operator and its stakeholders should strategically plan and develop the airport together. This dissertation describes the development of the HARMOS Decisi...

Wijnen, R.A.A.

 
 
 
 
141

Strategic plan for improved economic performance  

Energy Technology Data Exchange (ETDEWEB)

As generation costs for nuclear power plants have risen, more and more nuclear utilities have initiated efforts to improve cost effectiveness. The Strategic Plan For Improved Economic Performance has been developed to facilitate these utility efforts, and integrate the needed support activities of other nuclear industry organizations, to enhance the cost competitiveness of nuclear power plants.

Floyd, S.D. [Nuclear Energy Inst., Washington, DC (United States)

1995-10-01

142

Strategic petroleum reserve planning and modeling  

Energy Technology Data Exchange (ETDEWEB)

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.

Leiby, P.N.

1996-06-01

143

Strategic planning, corporate modeling, and their interrelationships  

Energy Technology Data Exchange (ETDEWEB)

This article concerns computer-assisted decision making and structured planning in public utility systems. A major point is the difference between corporate modeling as such and strategic planning as such, and their mutual relationship. As the author emphasizes, getting started on the right planning track as soon as possible may well make the difference between the successful and unsuccessful organizations of the future. His article is an abridged version of an oral presentation at two utility planning seminars and a model-users seminar in 1981.

Olson, J.K.

1982-04-15

144

Chemistry and Materials Science Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

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

2004-04-21

145

How to rescue strategic planning in energy  

Energy Technology Data Exchange (ETDEWEB)

Argues that energy companies are making a mistake by withdrawing from strategic planning in favor of a more tactical approach in response to lower oil prices. Points out that disenchantment with strategy largely reflects the poor record of energy price forecasters over the past decade. Proposes that good planning will require an in-depth understanding of markets and competitors, more creative approaches, and flexibility. Discusses the role of the corporate planner.

Sawhill, J.C.

1983-02-28

146

Strategic planning for hydro maintenance and life extension  

Energy Technology Data Exchange (ETDEWEB)

Faced with aging plants and an increasingly complex operating environment, management at the Snowy Mountains Hydro-electric Authority in southeast Australia turned to strategic planning in 1987. Today`s strategic planning is increasingly driving all aspects of operations, maintenance, and development. And it has become more than a valuable management tool-it is becoming a way of life. It has given management more control over prioritizing, timing, and optimizing the scope of maintenance, life extension, and improvement of its hydroelectric stations and associated works. This article reviews the specific process utilized by this organization.

Tychsen, R.C. [Snowy Mountains Hydro-Electric Authority, New South Wales (Australia)

1993-12-31

147

Strategic Planning Within the Department of Defense: A Focus on Strategic Hierarchical Consistency.  

Canada Institute for Scientific and Technical Information (Canada)

Mandated within the Department of Defense (DoD) by the Government Performance and Results Act (GPRA) of 1993, strategic planning is a systematic process organizations employ to envision the future and direct actions to desired outcomes within that future. Unfortunately, strong evidence suggests DoD and United States Air Force (USAF) planning efforts to date have met with limited success. This research explores one reason for this limited success. Towards this end, it defines a strategic hierarchical consistency construct and proposes a scale to measure one component, the alignment of mission, vision, and goal statements among a hierarchy of organizational plans. It then employs this construct and scale to investigate the alignment of missions, visions, and goals among the hierarchy of plans within a DoD/USAF chain of command. The results of an exploratory, qualitative document analysis revealed only partial alignment of these missions, visions, and goals. Consequently, this research concludes that refinements to programs, policy, and/or strategic planning methodologies that place greater emphasis on establishing and maintaining strategic hierarchical consistency may provide a means to enhance the success of DoD and USAF planning efforts.

1998-01-01

148

Strategic Marketing Planning For Mobile  

UK PubMed Central (United Kingdom)

Recognizing the need for consumer behaviour research initiatives in business-to-consumer mobilecommerce (m-commerce), this paper investigates consumer attitudes and behaviours in this fastevolving business landscape. An online consumer survey was conducted in Finland, Germany andGreece and a major classification between "mobile users" and "mobile shoppers" was attempted,using as a tool the consumer adoption and diffusion of innovation theory. Mobile shoppers arecharacterized as "innovators" and mobile users as "early adopters ". Significant differences betweenthese groups from the same country and between different countries were observed regarding theimportance they attach to security, ease of use interface, customer service, price, and comfort ofdevice. Correspondingly, m-commerce service providers should design their strategic marketingplanning by adapting their marketing mix elements to the specific requirements of each target markettowards supporting m-commerce diffusion and consumer adoption in Europe.

Adam P. Ioanna; D. Ioannis; Vrechopoulos Constantiou Sideris

149

Case one. Evolution of a strategic plan: an organizational perspective.  

Science.gov (United States)

The practice of strategic planning, both in business and healthcare, greatly expanded during the 1970's. Many process models were proposed and applied to determine environmental threats and opportunities, to identify achievable goals and to predetermine achievable courses of action. Developing and maintaining a strategic planning process is described as a requirement for healthcare organizations. This case report is a study of the successful evolution of a planning process which the author presents as a model for other institutions. The case describes the development of a formal process for strategy formulation, based on economic definitions of strategy, under what Ansoff would consider ideal conditions. It is unique in that it ties the process to product line management implementation. PMID:10117093

Van Pelt, G C

1990-01-01

150

Case one. Evolution of a strategic plan: an organizational perspective.  

UK PubMed Central (United Kingdom)

The practice of strategic planning, both in business and healthcare, greatly expanded during the 1970's. Many process models were proposed and applied to determine environmental threats and opportunities, to identify achievable goals and to predetermine achievable courses of action. Developing and maintaining a strategic planning process is described as a requirement for healthcare organizations. This case report is a study of the successful evolution of a planning process which the author presents as a model for other institutions. The case describes the development of a formal process for strategy formulation, based on economic definitions of strategy, under what Ansoff would consider ideal conditions. It is unique in that it ties the process to product line management implementation.

Van Pelt GC

1990-01-01

151

Strategic Planning in Public Organization: The Case of a Tax Administration in a Developing Country  

Directory of Open Access Journals (Sweden)

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; Professor Mahamad Tayib

2012-01-01

152

Strategic Planning and Values in Secondary School  

Directory of Open Access Journals (Sweden)

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.

Damjana Gruden

2012-01-01

153

Strategic planning for power system restorations  

Energy Technology Data Exchange (ETDEWEB)

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.

2010-10-12

154

1997 U.S. Department of Energy Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

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.

None,

1997-09-01

155

American Public Opinion and Strategic Planning: Considerations and Case Studies.  

Science.gov (United States)

This thesis explores the impact and importance of public opinion in the American strategic/political planning process. It begins with a discussion of the special role of public opinion in the United States, how it has changed, and how it effects policymak...

R. L. Williams

1984-01-01

156

Framework Model for Strategic Plan Using Dynamic Workflow  

Directory of Open Access Journals (Sweden)

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.

Reyadh Shaker Naoum; Abdulameer Khalf Hussain; Ziad Mohammad Abu-Hamour

2012-01-01

157

Concentrating Solar Power strategic plan summary  

Energy Technology Data Exchange (ETDEWEB)

A strategic plan for Concentrating Solar Power (CSP) -- A Bright Path to the Future -- was completed and released by the US Department of Energy`s Office of Solar Thermal, Biomass Power, and Hydrogen Technologies in December 1996. This strategic plan document will help bring CSP (formerly solar thermal electric) technologies to the marketplace over the course of the next 20 years (1996--2015) -- taking us from the current pre-competitive status closer to full commercialization. The plan, developed in concert with stakeholders, is a living document and will undergo periodic reevaluation as well as revision to reflect changes in the market environment, the progress of the technologies, and the development of new concepts and ideas.

NONE

1998-05-01

158

The Pitfalls of Strategic Planning  

Science.gov (United States)

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.

2011-01-01

159

Corporate strategic plan for safeguards and security  

International Nuclear Information System (INIS)

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.

1997-01-01

160

Corporate strategic plan for safeguards and security  

Energy Technology Data Exchange (ETDEWEB)

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.

NONE

1997-06-01

 
 
 
 
161

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  

Energy Technology Data Exchange (ETDEWEB)

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

2008-08-01

162

The role of strategic planning in emergency management  

Energy Technology Data Exchange (ETDEWEB)

Rapid technology development, competition for resources, and an increasing awareness of the global community are but a few of the many forces and trends affecting today`s Emergency Management Organizations. Implementing a continuous Strategic Planning process helps an Emergency Management Organization to formulate responses to issues such as those stated above. By continuously monitoring the forces and trends in its environment, the organization is able to succinctly identify its strategic issues and subsequently frame an appropriate infrastructure of goals, objectives, and strategies. Strategic Planning also holds significant potential for the emergency management community at large. The wide range of expertise and the inherent dependencies between Emergency Management Organizations at all levels of government -- including the local, national, and international arenas -- makes the emergency management community an ideal candidate to capitalize on the benefits resulting from joint strategic planning. The identification of common issues, priorities, and requirements provides the foundation for increased resource and information sharing, as well as the formulation of strategic partnerships between organizations to battle common threats.

Douglas, N.B. [National Communications System, Arlington, VA (United States); Harrison, G.T. [Booz, Allen and Hamilton, Inc., McLean, VA (United States)

1995-12-31

163

STRATEGIC TRANSFORMATION PROCESSES IN ORGANIZATIONS  

Directory of Open Access Journals (Sweden)

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

2003-01-01

164

Strategic planning for transportation under the NWPA  

International Nuclear Information System (INIS)

This paper reports that the western states have found strategic planning to be an effective approach for identifying activities, and the appropriate sequencing of activities, that should be undertaken in the development of a transportation system for shipping high-level waste and spent nuclear fuel to a repository or monitored retrievable storage (MRS) facility. The Western Interstate Energy Board's High-Level Radioactive Waste Committee works with the U.S. Department of Energy pursuant to a cooperative agreement on the development of a safe, publicly-acceptable transportation system. The Committee has developed a Strategic Plan and Schedule which: guides the scheduling and prioritization of the Committee's work; enhances understanding of the complex and interrelated activities that states believe should be undertaken in developing a transportation system for high-level radioactive materials; and provides states with an appropriate structure for evaluating DOE's responsiveness to state needs.

1992-01-01

165

Micmac Strategic Energy Planning Initiative  

Energy Technology Data Exchange (ETDEWEB)

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.

Fred Corey

2007-02-02

166

Strategic planning for SDWA compliance in small systems  

Energy Technology Data Exchange (ETDEWEB)

To be better prepared for the future, many large utilities have embarked on a formal process of strategic planning to assess their total SDWA compliance liabilities. Similarly, small systems can improve planning and outcomes by undertaking such a process. Using the simple approach outlined in this article, small systems can better predict total costs before they begin making the first incremental investments. The potential benefits of such planning are greater today than ever before. This article offers a guide to the key questions that need to be covered.

Cromwell, J.E. III (Wade Miller Associates Inc., Arlington, VA (United States))

1994-05-01

167

Hydro-Quebec : positioning and strategic planning  

International Nuclear Information System (INIS)

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.

1998-01-01

168

Case study: reconciling the quality and safety gap through strategic planning.  

UK PubMed Central (United Kingdom)

An essential outcome of professional practice environments is the provision of high-quality, safe nursing care. To mitigate the quality and safety chasm, nursing leadership at St. Michael's Hospital undertook a strategic plan to enhance the nursing professional practice environment. This case study outlines the development of the strategic planning process: the driving forces (platform); key stakeholders (process and players); vision, guiding principles, strategic directions, framework for action and accountability (plan); lessons learned (pearls); and next steps to moving forward the vision, strategic directions and accountability mechanisms (passion and perseverance).

Jeffs L; Merkley J; Jeffrey J; Ferris E; Dusek J; Hunter C

2006-05-01

169

Strategic planning, Polaris, and Tomahawk: technological imperative hypotheses. Master's thesis  

Energy Technology Data Exchange (ETDEWEB)

This thesis examines the force procurement element of the military strategic planning process and is comprised of two parts. First, models are constructed to depict ideal strategic planning. The initial step in each model is the formulation of the national interest. The national interest is defined in terms useful to strategic planners by creating a unique paradigm based on the Constitution. The technological imperative hypothesis is explored as an aberration to the ideal strategic planning process. Second, the technological imperative hypothesis is tested with case studies of the Polaris and the Tomahawk. Even though the hypothesis was disproved in each case, the case studies yielded useful relationships between technology, strategy, and doctrine.

Norris, D.T.

1987-12-01

170

Venturing into unknown territory: Strategic spatial planning in post-communist cities  

Directory of Open Access Journals (Sweden)

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.

Sasha Tsenkova

2011-01-01

171

Tough Times: Strategic Planning as a War Canoe  

Science.gov (United States)

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…

Seymour, Daniel

2011-01-01

172

Living the Plan: Strategic Planning Aligned with Practice and Assessment  

Science.gov (United States)

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.

2011-01-01

173

Strategic Planning for Emergencies: Lessons Learned from Katrina  

International Nuclear Information System (INIS)

[en] The tragedy that was unleashed when hurricane Katrina hit the United States southern coast and most particularly New Orleans is still being examined. Regardless of the allocation of blame for the response, or lack thereof, several very important components of what needs to be included in effective strategic, management, and response plans were revealed in the aftermath. The first tenet is to be sure not to make the problem worse. In other words, the goal is to prevent emergencies from becoming a disaster that subsequently grows to a catastrophe. Essential components that need to be addressed start with protection and rescue of affected people. Several characteristics of an effective strategic plan that will address saving lives include leadership, continuity of government and business, effective communications, adequate evacuation plans and security of electronic infrastructure. Katrina analysis confirms that the process to integrate all the components is too complex to be accomplished ad hoc. This presentation will outline objective methodology to successfully integrate the various facets that comprise an effective strategic plan, management plan, and tactical plans.(author)

2007-01-01

174

Strategic Planning in Municipal Government: the Case of City of Ottawa  

Directory of Open Access Journals (Sweden)

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

2007-01-01

175

The NABIR Strategic Plan 2001  

Energy Technology Data Exchange (ETDEWEB)

For more than 50 years, the U.S. created a vast network of more than 113 facilities for research, development, and testing of nuclear materials. As a result of these activities, subsurface contamination has been identified at over 7,000 discrete sites across the U.S. Department of Energy (DOE) complex. With the end of the Cold War threat, the DOE has shifted its emphasis to remediation, decommissioning, and decontamination of the immense volumes of contaminated groundwater, sediments, and structures at its sites. DOE is currently responsible for remediating 1.7 trillion gallons of contaminated groundwater, an amount equal to approximately four times the daily U.S. water consumption, and 40 million cubic meters of contaminated soil, enough to fill approximately 17 professional sports stadiums. It is estimated that more than 60% of DOE facilities have groundwater contaminated with metals or radionuclides. The only contaminant that appears more often than metal and radionuclide contaminants in groundwater is chlorinated hydrocarbons. More than 50% of all soil and sediments at DOE facilities are contaminated with metal and radionuclides, the contaminants found with the highest frequency in soil at all DOE waste sites. Indeed, while virtually all of the contaminants found at industrial sites nationwide can also be found at DOE sites, many of the metals and especially the radionuclides found on DOE sites are unique to those sites. Current technology for treatment of groundwater contaminated with metals and/or radionuclides is ''pump and treat,'' followed by disposal or reinjection of treated water. This process can be costly and inefficient due to the difficulty of completely removing the contaminated groundwater and sorption of contaminants on mineral surfaces. DOE's Office of Environmental Management (EM), which is responsible for the cleanup, has stated that advances in science and technology are critical for DOE to reduce costs and successfully address these long-term problems. DOE's Environmental Quality R&D Portfolio includes environmental restoration and long-term stewardship as its highest priorities. A recent analysis of the portfolio (September 2000) suggested that R&D in these two areas is inadequate. The NABIR program aims (1) to provide the fundamental knowledge to support the development of new bioremediation technologies and (2) to advance the understanding of key processes that control the effectiveness of containment as a means of long term stewardship. NABIR has the distinction of being the only federal program that funds fundamental research on metal and radionuclide contaminants in the environment. The program's greatest strength is in focusing talents and expertise from many disciplines to address challenging research questions. The products from NABIR will influence the development of effective bioremediation technologies as well as contribute new knowledge about the function of subsurface ecological systems at the microbiological and geochemical levels. These advances can lead to more effective stewardship of natural resources as well as to remediation of DOE sites.

Various

2001-10-22

176

Securing the mission through strategic planning  

Directory of Open Access Journals (Sweden)

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.

Nicola Ladkin

2008-01-01

177

Eastern Band of Cherokee Strategic Energy Plan  

Energy Technology Data Exchange (ETDEWEB)

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

2009-01-30

178

Strategic Information Systems Planning: A Review  

UK PubMed Central (United Kingdom)

Information has emerged as an agent of integration and the enabler of new competitiveness fortoday's enterprise in the global marketplace. However, has the paradigm of strategic planningchanged sufficiently to support the new role of information systems and technology? We reviewedthe literature for commonly used or representative information planning methodologies and foundthat a new approach is needed. There are six methodologies reviewed in this paper. They all tend toregard planning as a separate stage which does not connect structurally and directly to theinformation systems development. An integration of planning with development and managementthrough enterprise information resources - which capture and characterize the enterprise - willshorten the response cycle and even allow for economic evaluation of information systeminvestment.11. BackgroundFor a long time relationship between information system functions and corporate strategywas not of much interest to Top...

179

ANSTO Strategic Plan 2000/2001 - 2004/2005  

International Nuclear Information System (INIS)

This new five-year plan outlines strategies to prepare ANSTO for the opportunities provided by the replacement research reactor, building on the successes of its predecessor plan in reforming the organisation.The Strategic Plan focuses on the innovation process itself as a driver of future prosperity. It embodies the Commonwealth Government's emphasis on an outputs and outcomes framework to deliver results, and to further strengthen accountability in light of the significant research investment at ANSTO. A balanced Scorecard approach of driving strategic and business processes through four different perspectives will ensure the efficient achievement of relevant results. ANSTO is responsible for delivering specific scientific services and products to government, industry, academia and other research organisations. Activities are grouped into five externally focused core business areas.These are the areas through which ANSTO will develop new knowledge, deliver quality services, support business opportunities and ensure that nuclear science and technology and related capabilities provide an innovative impetus to benefit society. A separate internal stream provides support for organisational development. The challenge of the next five years is to streamline the innovation process to improve delivery of results. ANSTO is a knowledge-based organisation with the major strengths being its people, a multidisciplinary approach to its operation, and its facilities.Through a collaborative effort driven by this strategic plan, ANSTO will be able to deliver new and exciting outcomes that can be put into practice by participants and clients across Australia. ANSTO's strategic direction, as presented in this plan, is owned by the Board and staff

2001-01-01

180

ENABLING FACTORS OF STRATEGIZING HR PLANNING  

Directory of Open Access Journals (Sweden)

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

2013-01-01

 
 
 
 
181

Fiscal years 1994--1998 Information Technology Strategic Plan  

International Nuclear Information System (INIS)

[en] 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

1993-01-01

182

Developing a strategic marketing plan for hospitals.  

UK PubMed Central (United Kingdom)

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.

Dychtwald K; Zitter M

1988-09-01

183

A New Strategic Planning Model for Academic Libraries.  

Science.gov (United States)

Presents a strategic planning model originally developed for university research and illustrates its usefulness for academic libraries. Library development and fund-raising activities are used as examples to illustrate the various stages of strategic planning, including scanning the environment, designing the plan, acceptance, and adoption.…

Birdsall, Douglas G.; Hensley, Oliver D.

1994-01-01

184

A Critical Review of Strategic Planning: Panacea for Public Education?  

Science.gov (United States)

Many states, accrediting agencies, and the Interstate School Leaders Licensure Consortium have policies and standards mandating strategic planning for public schools. Planning in schools has become synonymous with strategic planning. However, alternative approaches to change exist that offer more effective solutions to school improvement. School…

Beach, Robert H.; Lindahl, Ron

2004-01-01

185

Applying Ad Hoc Institutional Research Findings to College Strategic Planning  

Science.gov (United States)

Environmental scanning, enrollment forecasting, budget analyses, and institutional effectiveness assessment are examples of the explicit contributions institutional research offices make to campus strategic planning.

Clagett, Craig A.

2004-01-01

186

2010 Strategic national plan of Science Technology and Innovation PENCTI  

International Nuclear Information System (INIS)

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

2010-01-01

187

Enterprise - process: aplicación basada en computador para obtener la matriz proceso - organización durante la plantación estratégica de sistemas de información/ Enterprise-process: computer-based application for obtaining a process-organisation matrix during strategic information system planning  

Scientific Electronic Library Online (English)

Full Text Available Abstract in spanish Se ha publicado bastante sobre metodologías para la planeación estratégica en informática. Estos métodos son diseñados para ayudar a los administradores de sistemas de información a integrar sus estrategias con las de la empresa. La teoría clásica Business System Planning for Strategical Alignment (BSP/SA) se destaca porque proporciona a los sistemas de información un papel reactivo respecto a los objetivos y estrategia de la empresa. BSP/SA ha sido descrita en (more) términos de fases y tareas específicas. El objetivo principal de este trabajo es dar a conocer una herramienta computacional que automatiza una de las tareas más importantes de la metodología BSP/SA, la matriz proceso-organización. Esta matriz permite almacenar información sobre los niveles de responsabilidades presentes entre los cargos y los procesos. La automatización de esta tarea ha facilitado a los estudiantes el proceso de análisis de la matriz proceso-organización, durante el desarrollo de los talleres de planeación estratégica en informática para la asignatura de gestión y gerencia de sistemas (Ingeniería de Sistemas - Universidad Nacional de Colombia). También se han mejorado los resultados obtenidos en los talleres. Finalmente, con el presente trabajo se pretende incentivar el desarrollo de software como apoyo a las tareas de planeación estratégica en informática. Abstract in english A lot of material has been published about strategic information system planning (SISP) methodologies. These methods are designed to help information system planners to integrate their strategies with organisational strategies. Classic business system planning for strategical alignment (BSP/SA) 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 an (more) d 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.

Rondón, José Alirio; Cortés Aldana, Félix Antonio; Zárate Caro, Edisson

2007-12-01

188

Enterprise – process: aplicación basada en computador para obtener la matriz proceso - organización durante la plantación estratégica de sistemas de información Enterprise-process: computer-based application for obtaining a process-organisation matrix during strategic information system planning  

Directory of Open Access Journals (Sweden)

Full Text Available Se ha publicado bastante sobre metodologías para la planeación estratégica en informática. Estos métodos son diseñados para ayudar a los administradores de sistemas de información a integrar sus estrategias con las de la empresa. La teoría clásica Business System Planning for Strategical Alignment (BSP/SA) se destaca porque proporciona a los sistemas de información un papel reactivo respecto a los objetivos y estrategia de la empresa. BSP/SA ha sido descrita en términos de fases y tareas específicas. El objetivo principal de este trabajo es dar a conocer una herramienta computacional que automatiza una de las tareas más importantes de la metodología BSP/SA, la matriz proceso–organización. Esta matriz permite almacenar información sobre los niveles de res-ponsabilidades presentes entre los cargos y los procesos. La automatización de esta tarea ha facilitado a los estudiantes el proceso de análisis de la matriz proceso- organización, durante el desarrollo de los talleres de planeación estratégica en informática para la asignatura de gestión y gerencia de sistemas (Ingeniería de Siste-mas - Universidad Nacional de Colombia). También se han mejorado los resultados obtenidos en los talleres. Finalmente, con el presente trabajo se pretende incentivar el desarrollo de software como apoyo a las tareas de planeación estratégica en informática.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.

Rondón José Alirio; Cortés Aldana Félix Antonio; Zárate Caro Edisson

2007-01-01

189

CONCEPTUAL MODEL OF MARKETING STRATEGIC PLANNING SPECIFIC TO PUBLIC ORGANIZATIONS  

Directory of Open Access Journals (Sweden)

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 manager’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.

Barbu Andreea Mihaela; Ionescu Florin Tudor

2012-01-01

190

The teratology society 2012-2017 strategic plan: pushing the boundaries.  

UK PubMed Central (United Kingdom)

The Teratology Society held its fourth strategic planning session in Albuquerque, NM, April 10-12, 2012, and launched the 2012-2017 Strategic Plan in conjunction with the 2012 annual meeting in Baltimore, MD. Building on the energy of the successful implementation of prior strategic plans (San Diego, 2007; Nashville,TN 2002; Cincinnati, OH 1998), session participants worked to identify barriers to success as a scientific society, as well as impending challenges and opportunities to which the Society needs to respond. The following report provides an overview of the Strategic Planning process, objectives, activities, and conclusions. A total of 23 members were present at the session, and the group included representation from Council, various committees, and different member constituencies. This plan, Pushing the Boundaries, and its three strategic intents: Broaden Our Identity, Expand Our Membership, and Increase Our Influence, will drive the direction of the Teratology Society for the next five years.

Curran CP; Lau C; Schellpfeffer MA; Stodgell CJ; Carney EW

2013-01-01

191

Legal strategic analysis planning and evaluation control system and method  

Science.gov (United States)

This invention is directed to a strategic planning control system, and more particularly to a computer-based, closed-loop legal strategic planning system and method having iterative convergence to an optimal strategy and dynamic tracking of current prevailing legal climates. The system of this invention includes a computer-generated legal strategy for streamlining the legal process by converting it from a traditional task-oriented system to a process-oriented system. By so doing, predetermined objectives and tasks are defined according to a disciplined time schedule, cost targets are defined, and deliverables agreed upon prior to beginning the legal process. A key aspect of the system and method of this invention is a series of computer programs which provide a strategic planning template outlining the objectives and tasks, and their associated timing. The template is case category and case type specific and presents the "best practices" strategic process from which to launch a legal action. The "best practices" are taken from previously concluded well managed cases having a similar case category and case type as the instant case, and which have been identified as paradigms. Three closed-loop control systems are integrated into the system and method of this invention for dynamically monitoring and measuring legal cost reporting and billing, for dynamically monitoring and measuring attainment of objectives and milestone tasks, and for dynamically measuring and controlling the deliverables derived from the timely completion of the legal objectives and tasks. These control systems have special features for maximizing the likelihood of a desired legal outcome, increasing legal productivity, minimizing the cost to achieve that outcome.

1999-02-23

192

NANA Strategic Energy Plan & Energy Options Analysis  

Energy Technology Data Exchange (ETDEWEB)

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

2008-12-31

193

DIY Urban Design : Between ludic tactics and strategic planning  

DEFF Research Database (Denmark)

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

2014-01-01

194

DIY Design : Between ludic tactics and strategic planning  

DEFF Research Database (Denmark)

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

2014-01-01

195

An integrated approach to strategic planning in the civilian high-level radioactive waste management program  

International Nuclear Information System (INIS)

This paper describes the approach that the Office of Civilian Radioactive Waste Management (OCRWM) of the Department of Energy (DOE) is taking to the task of strategic planning for the civilian high-level radioactive waste management program. It highlights selected planning products and activities that have emerged over the past year. It demonstrates that this approach is an integrated one, both in the sense of being systematic on the program level but also as a component of DOE strategic planning efforts. Lastly, it indicates that OCRWM strategic planning takes place in a dynamic environment and consequently is a process that is still evolving in response to the demands placed upon it.

1992-01-01

196

JGI Computing 5-Year Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

A broad range of scientific goals and a similarly diverse set of consumers drive the informatics requirements and computing needs of the JGI. The scope of work in this area encompasses not only the informatics and analysis pipelines in support of the PGF sequence production, but also the integration of data from a variety of sources and sophisticated large scale analyses led by investigators within JGI and driven by the user science community. In laying out a forward looking strategy, the full range of these activities need to be examined together to build a comprehensive program that will serve as a catalyst for the DOE research community. The science landscape envisioned in the overall strategic plan calls for significantly increasing the throughput of microbial genomes sequenced to cover their phylogenetic space and building a set of finished reference plant genomes to enable DOE relevant science. Additionally, the established impact of microbial communities on global energy cycles and their potential in remediation endeavors, warrant building upon JGI's established expertise in metagenomic analysis. Not only is each of these program areas relevant and exciting in their own right, but they also can and should be undertaken in a way that allows synthesis across domains (e.g. utilize knowledge from sequence of plants and the soil from which they are grown). Both dramatic increases in the scale of genomic data collection and the synergistic potential of integrating data across domains will demand new strategies in the informatics pipeline within the JGI and in the facility's approach to computational analysis and user access to the data in aggregated form. In addition to a robust and scalable informatics infrastructure, fulfilling the strategic science goals of the JGI will require ongoing investment in usability of the data, to ensure that the data collected will be used to maximal effect. It must be recognized that 'usability' will have a different appearance depending on the specific user base, and the JGI has several distinct classes of users it must enable to be successful. For some, rapid and convenient dissemination of the sequence data will be sufficient to enable their external research. For others, JGI hosted analysis tools and collaborative environments will be required to catalyze individual or team research. Finally, and significantly, there are genomic scientists within the JGI, often working closely with external collaborators, who rely on the ability to devise project-dependent and often very large scale customized analyses that result in publicly available tools. A successful strategy will require effort to satisfy each of these user classes, and careful attention to economies of software reuse and extensibility. There are only a handful of sequencing facilities worldwide that operate at the scale of the JGI's Production Genomics Facility, and these are devoted almost entirely to sequencing driven by biomedical applications. The PGF therefore fulfills a unique and vital role as a resource for genomic studies of DOE relevance. Like the other large-scale facilities, JGI has been carefully following the development of 'next-generation' sequencing technologies, and clearly must continue to refresh its instrumentation as advances are made. Critical to advances in sequencing technology are the computational infrastructure advances that are required to turn raw sequence into quality data. This is one area where JGI can leverage the broader sequencing community's investment in technology development, adopting the best practices and software for sequence processing and assembly. JGI can add unique value by further developing annotation pipelines and tools that serve to build an integrated framework where the Institute's complementary science components can be viewed in a larger 'systems' perspective than is currently possible. As technology, tools, and infrastructure advance, JGI is uniquely positioned in its ability complement core PGF expertise with a diver

Bader, D A; Brettin, T S; Cottingham, R W; Folta, P A; Golder, Y; Gregurick, S K; Himmel, M E; Mann, R C; Remington, K A; Slezak, T R

2008-10-01

197

Investigating the Strengths and Weaknesses of Bojnurd Islamic Azad University in Order to Strategic Planning by Fuzzy Hierarchy Analysis (Analytic Hierarchy Process)  

Directory of Open Access Journals (Sweden)

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.

Azam Batyari; HoseinAli Bahramzadeh; Mahmud Ghorbani; Alireza Dorostkar

2013-01-01

198

Strategic planning approach to nuclear training  

International Nuclear Information System (INIS)

Detroit Edison Company's Nuclear Training group used an organizational planning process that yielded significant results in 1984. At the heart of the process was a concept called the Driving Force which served as the basis for the development of goals, objectives, and action plants. A key ingredient of the success of the planning process was the total, voluntary participation by all members of the organization.

1985-01-01

199

Tourism and Strategic Planning : PhD-dissertation, 2012  

DEFF Research Database (Denmark)

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

2012-01-01

200

Dynamic Strategic Planning in a Professional Knowledge-Based Organization  

Science.gov (United States)

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

2010-01-01

 
 
 
 
201

Strategic Planning and Organisational Effectiveness in Jordanian Hotels  

Directory of Open Access Journals (Sweden)

Full Text Available The tourism sector in Jordan is the second largest private sector employer and the second highest producer offoreign exchange. This sector, however, has been affected by many external factors in the Middle East, such aswars, turmoil and, most recently, the Arab Spring. Given the changing environment in which these hotels aredoing business, they require a high ability for adaptation in order to grow and compete. Despite this, littleresearch has been undertaken in this area. This research, therefore, aims to identify and examine thecharacteristics of strategic planning systems in Jordanian hotels and their relationship with organizationaleffectiveness.In order to achieve this aim, a questionnaire is developed after reviewing the literature related to strategicplanning and its effectiveness in both developed and emerging markets. The empirical research is undertaken viaa survey of all four- and five-star hotels operating around Jordan’s most popular tourist attractions: Amman, theDead Sea, Petra and Aqaba. A total of 138 questionnaires were handed to the entire target population of 46hotels. This questionnaire yielded an 80.4% per cent response rate.The main findings of this research are: the mean time horizon for strategic planning is 5.4 years; topmanagement and boards of directors have less participation in strategic planning processes than outsideconsultants; internal scanning is used less frequently than external scanning; some important strategy analysistools are used less frequently than traditional ones; and the areas of research and development and technologyare rarely covered. However, strategic planning is found to be positively and significantly related toorganisational effectiveness.

Jehad Aldehayyat; Adel Al Khattab

2012-01-01

202

Samish Indian Nation Long-Term Strategic Energy Plan  

Energy Technology Data Exchange (ETDEWEB)

The Tribes strategic energy planning effort is divided into three phases: (1) Completing an Energy Resource Assessment; (2) Developing a Long-Term Strategic Energy Plan; and (3) Preparing a Strategic Energy Implementation Plan for the Samish Homelands. The Samish Indian Nation developed a comprehensive Strategic Energy plan to set policy for future development on tribal land that consists of a long-term, integrated, systems approach to providing a framework under which the Samish Community can use resources efficiently, create energy-efficient infrastructures, and protect and enhance quality of life. Development of the Strategic Energy plan will help the Samish Nation create a healthy community that will sustain current and future generations by addressing economic, environmental, and social issues while respecting the Samish Indian Nation culture and traditions.

Christine Woodward; B. Beckley; K. Hagen

2005-06-30

203

The Study of Strategic Industrial Planning for Using Model SWOT  

Directory of Open Access Journals (Sweden)

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; Amin Asadollahi

2012-01-01

204

Strategic planning of treatment for hyperthyroid disease  

International Nuclear Information System (INIS)

Strategic planning of treatment of hyperthyroid disease must correspond to the pathophysiological mechanism of elevation of thyroid hormone serum concentration, i.e. excess stimulation, autonomous thyroid function, destruction induced hyperthyoroxinemia. In cases of excess stimulation one should go to extremes to save the essentially 'normal' thyroid gland and life-long antithyroid drug treatment confronts with total ablation of the thyroid gland in non remitting disease. Size and quantity of regions of autonomously functioning follicles/cells will be the determinant of therapeutic strategy in cases of autonomous thyroid function. Selective surgery confronts with radioiodine treatment aiming at 'restitutio ad integrum'. In destruction induced hyperthyroxinemia antiintlammatory and symptomatic measures may help to bridge the time to the return of normal hormone concentrations. Based on these considerations a detailed therapeutic strategy for hyperthyroid disease can be designed. (author).

1994-01-01

205

Strategic planning at Baltimore Gas and Electric  

International Nuclear Information System (INIS)

Strategic planning at BG ampersand E considered a pragmatic approach which determined that a possibility of failure of something somewhere would occur that will require a response. The stakes included a potential forced outage for extensive repair, regulatory and safety implications, short-term profitability and reliability and life cycle management. The current technical base provides knowledge about the relationships between microstructure strength and susceptibility that are suitable for ranking, but the residual stresses and temperature dependence is unknown and, outside of temperature, no technically defensible specific criteria exist for predicting PWSCC of Inconel 600. The approaches to these problems included realistic evaluation of the possibility of pressure boundary PWSCC and to proactively evaluate safety implications. Repair alternatives were evaluated and preparations were made to repair or mitigate the potential damage.

1992-01-01

206

Intelligent transportation systems strategic plan: Phase 1 report  

Energy Technology Data Exchange (ETDEWEB)

This interim report on an Intelligent Transportation Systems (ITS) Strategic Plan has been developed as documentation of the process of offering a vision for ITS and recommending an outline for organizational structure, infrastructure, and long-term planning for ITS in Kentucky. This plan provides an overview of the broad scope of ITS and relationships between various Intelligent Vehicle Highway Systems (IVHS) functional areas and ITS user service areas. Three of the functional areas of ITS have been addressed in this interim report with sections devoted to mission, vision, goals, and potential technology applications. Within each of the three areas, recommendations have been made for applications and technologies for deployment. A more formalized business plan for ITS will be developed to recommend specific projects for implementation. Those three functional areas are: (1) Advanced Rural Transportation Systems (ARTS), (2) Advanced Traveler Information Systems (ATIS), and (3) Commercial Vehicle Operations (CVO).

NONE

1998-05-01

207

76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management  

Science.gov (United States)

...to the Office of Strategic Planning and Management AGENCY: Office of the Chief...Director, Office of Strategic Planning and Management, authority and responsibility...Coward, Office of Strategic Planning and Management, Department of Housing...

2011-07-01

208

76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management  

Science.gov (United States)

...for the Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD. ACTION: Notice of...Director, Office of Strategic Planning and Management, designates the Order...

2011-07-01

209

78 FR 4150 - Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance  

Science.gov (United States)

...NIOSH-134-B] Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance...for Information: Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance...updating the NIOSH FY2013-FY2016 nanotechnology strategic plan. This draft...

2013-01-18

210

Task 7.1 - Strategic Planning  

Energy Technology Data Exchange (ETDEWEB)

Energy industry decisions on resources, utilization technologies, and environmental control measures are made in reference to changing patterns of fuel cost and availability, emerging technological choices, externality impacts, and governmental policies, statutes, and regulations. The Energy & Environmental Research Center (EERC) has endeavored to maintain a highly relevant research focus through activities dating back to the benchmark 1980 Low-Rank Coal Study, 1983 defederalization plans, and the 1991 comprehensive white paper on energy policy and technologies. Work was completed in FY94 on an energy and environmental profile for selected East Central European nations and more recently on a series of in-house white papers dealing with key environmental issues including global warming. Task 7.0 continues a limited effort devoted to strategic studies under the base Cooperative Agreement. The objective of this activity is to understand the potentialities, limitations, and status of competing energy technologies in terms of scientific basis, state of development, technical barriers, cost, efficiency, policy treatment, and environmental performance for the purpose of planning and evaluating research activities under the Cooperative Agreement. This work is to provide guidance in planning the broad outline for future research under the Cooperative Agreement in keeping with industry needs and national goals. This is being accomplished through the combination of directed studies, under Activity 1, Technical Assessment, and under Activity 2, Technical Oversight.

Daniel J. Daly; Evertt A. Sondreal

1998-01-01

211

Strategic planning as a regional development policy mechanism: European context  

Directory of Open Access Journals (Sweden)

Full Text Available The increasing interest in a strategic approach to space arrangement at all levels, and particularly on the intra and interregional level, as well as the changes in the area of spatial and regional planning, are some of the basic characteristics of theoretical and practical activities and efforts undertaken and realized in the field of organization and arrangement of space in the European Union during recent decades. Strategic planning gained importance in the framework of those changes, particularly owing to the growth of the environmental complex and sustainable growth planning, but also because of the need for a higher security of markets and states. Strategic spatial planning can be defined as a quite diverse planning activity. It is considered that 'new' strategic planning will not represent a return to comprehensive planning, but will rather be a combination of traditional and new approaches to planning of sustainable development where an integrative role will be progressively assumed by spatial and regional plans and programs. Apart from a review of the development of strategic planning, this paper considers the importance and role of strategic planning as a mechanism of regional development and 'new' regional politics, based on the contemporary development of critical thinking and practical experiences in the European Union.

Vasilevska Ljiljana; Vasi? Milanka

2009-01-01

212

Preparing strategic information management plans for hospitals: a practical guideline SIM plans for hospitals: a guideline.  

UK PubMed Central (United Kingdom)

OBJECTIVES: Systematic information management in hospitals demands for a strategic information management plan (SIM plan). As preparing a SIM plan is a considerable challenge we provide a practical guideline that is directly applicable when a SIM plan is going to be prepared. METHODS: The guideline recommends a detailed structure of a SIM plan and gives advice about its content and the preparation process. It may be used as template, which can be adapted to the individual demands of any hospital. RESULTS: The guideline was used in several hospitals preparing a SIM plan. Experiences showed that the SIM plans could be prepared very efficiently and timely using the guideline, that the proposed SIM plan structure suited well, that the guideline offers enough flexibility to meet the requirements of the individual hospitals and that the specific recommendations of the guideline were very helpful. CONCLUSIONS: Nevertheless, we must strive for a more comprehensive theory of strategic information management planning which -- in the sense of enterprise architecture planning -- represents the intrinsic correlations of the different parts of a SIM plan to a greater extent.

Brigl B; Ammenwerth E; Dujat C; Gräber S; Grosse A; Häber A; Jostes C; Winter A

2005-01-01

213

Implementing and Sustaining Your Strategic Plan A Workbook for Public and Nonprofit Organizations  

CERN Multimedia

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

2011-01-01

214

The Complexity Paradigm: Implications for Information Systems and their Strategic Planning  

Directory of Open Access Journals (Sweden)

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.

Indranil Mukherjee

2008-01-01

215

Strategic Planning for Hot Cell Closure  

International Nuclear Information System (INIS)

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.

2001-01-01

216

A ‘NEW AND SOFT’ URBAN PLANNING PARADIGM: THE STRATEGIC SPATIAL PLANNING  

Directory of Open Access Journals (Sweden)

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.

POLAT, Erkan

2009-01-01

217

Elements of strategic planning in the copper nonferrous minerals industry  

Energy Technology Data Exchange (ETDEWEB)

Key elements in strategic planning in the nonferrous mining industry are discussed. Included are price forecasting, financial planning, government relations, research and development, and exploration. Financial planning is discussed in terms of 1) forecasting of earnings, 2) investment policy and 3) tax planning. Costs of environmental liabilities are expected to have a major impact on the industry. (JMT)

Romagnoli, E.A.

1983-01-01

218

Strategic plan for the development of IAEA safeguards equipment  

International Nuclear Information System (INIS)

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)

2001-11-02

219

Task 7.1 - Strategic Planning  

Energy Technology Data Exchange (ETDEWEB)

Energy industry decisions on resources, utilization technologies, and environmental control measures are made in reference to changing patterns of fuel cost and availability, emerging technological choices, externality impacts, and governmental policies, statutes, and regulations. Energy and environmental research that makes a difference must be performed with an awareness of the forces that shape these future trends and should anticipate needs in advance to compensate for developmental lead time. Research relevance begins with the appropriate selection of research thrust and topical content and ends with integration, interpretation, and application of results in real-world commercial development. The Energy & Environmental Research Center (EERC) has endeavored to maintain a highly relevant research focus through activities dating back to the benchmark 1980 Low-Rank Coal Study, 1983 defederalization plans, and the 1991 comprehensive white paper on energy policy and technologies. Work was completed in FY94 on an energy and environmental profile for selected East Central European nations. Task 7.0 continues a limited effort devoted to strategic studies under the base Cooperative Agreement. The objective of this activity is to understand the potentialities, limitations, and status of competing energy technologies in terms of scientific basis, state of development, technical barriers, cost, efficiency, policy treatment, and environmental performance for the purpose of planning and evaluating research activities under the Cooperative Agreement. This work will be performed under the direction of the EERC director and associate directors to provide guidance for planning the broad outline for future research under the Cooperative Agreement in keeping with industry needs and national goals. This is being accomplished through directed studies and technical oversight.

Daly, D.J.

1996-06-30

220

Strategic plan strategy of the Oak Ridge National Laboratory Environmental Restoration Program  

Energy Technology Data Exchange (ETDEWEB)

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.

NONE

1995-06-01

 
 
 
 
221

Strategic planning assessment. The case of Eletrosul; Avaliacao do planejamento estrategico: o caso da ELETROSUL  

Energy Technology Data Exchange (ETDEWEB)

The purpose of this dissertation is to assess the strategic planning process application in state-owned power utility (ELETROSUL). The study employed a qualitative approach and a case study methodology. The roots of strategic planning methodology were reviewed: its conception, evolution and aims to meet challenging demands of a changing environment. Most common failures and reasons for poor performance were specifically analysed. 134 refs.

Souza, Paulo R.C. de

1995-12-31

222

Strategic planning for skills and simulation labs in colleges of nursing.  

UK PubMed Central (United Kingdom)

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.

Gantt LT

2010-09-01

223

Strategic planning for skills and simulation labs in colleges of nursing.  

Science.gov (United States)

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

224

Strategic Planning and Retention within the Community College Setting  

Science.gov (United States)

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

2005-01-01

225

Draft Strategic Laboratory Missions Plan. Volume II  

Energy Technology Data Exchange (ETDEWEB)

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.

NONE

1996-03-01

226

Draft Strategic Laboratory Missions Plan. Volume II  

International Nuclear Information System (INIS)

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.

1996-01-01

227

75 FR 67149 - Request for Public Comment on the Draft 2010 National Nanotechnology Initiative Strategic Plan  

Science.gov (United States)

...Comment on the Draft 2010 National Nanotechnology Initiative Strategic Plan AGENCY...regarding the draft 2010 National Nanotechnology Initiative (NNI) Strategic Plan...information. Overview: The National Nanotechnology Initiative (NNI) Strategic...

2010-11-01

228

Strategic plan for Hanford Site Environmental Restoration Information Management  

Energy Technology Data Exchange (ETDEWEB)

This strategic plan addresses information management for the Environmental Restoration (ER) Program at the Hanford Site. This Program leads the cleanup of the Hanford Site`s soil, groundwater, buried waste, and the decontamination and decommissioning of facilities. The vision that drives this strategic plan is to ensure that quality information is available to the people who need it, when they need it, at a convenient location, in a usable form, and at an acceptable cost. Although investments are being made in managing the vast amounts of information, which include data, records and documents associated with the Hanford Site`s production history and new cleanup mission, it is widely recognized that efforts to date have not accomplished the vision. Effective information management involves more than the compilation of massive amounts of electronic and non-electronic information. It also involves integrating information management into business processes that support user`s needs and decisionmaking. Only then can information management complement and enable environmental restoration priorities and practices, help identify environmental restoration requirements, and enable communication within the Environmental Restoration Program and between the Program and its stakeholders. Successfully accomplishing the Hanford Site mission requires an integrated approach to information management that crosses organizational boundaries, streamlines existing systems, and builds new systems that support the needs of the future. This plan outlines that approach.

Cowley, P.J.; Beck, J.E.; Gephart, R.E. [and others

1994-06-01

229

Strategic plan for Hanford Site Environmental Restoration Information Management  

International Nuclear Information System (INIS)

[en] 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

1994-01-01

230

Local niche planning and its strategic implications for implementation of energy-efficient technology  

DEFF Research Database (Denmark)

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

2012-01-01

231

ORD Strategic Action Plan for Information Management / Information Technology 2011  

Science.gov (United States)

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....

232

Comparison of the NCRA and NAACCR Strategic Management Plans.  

UK PubMed Central (United Kingdom)

The Strategic Management Plans of the National Cancer Registrars Association (NCRA) and the North American Association of Central Cancer Registries (NAACCR) were compared, and differences noted. No uncovered subject areas were found.

Menck HR

2012-01-01

233

Comparison of the NCRA and NAACCR Strategic Management Plans.  

Science.gov (United States)

The Strategic Management Plans of the National Cancer Registrars Association (NCRA) and the North American Association of Central Cancer Registries (NAACCR) were compared, and differences noted. No uncovered subject areas were found. PMID:23443457

Menck, Herman R

2012-01-01

234

Analysis of Air Force Civil Engineering Strategic Planning.  

Science.gov (United States)

Several organizations within the Department of Defense, including the Air Force Civil Engineer, are actively engaged in strategic planning in an effort to create a roadmap for future capabilities and performance. The objective of this research was to anal...

F. J. Mondo

2003-01-01

235

Strategic Plan for Astronomy in the Netherlands 2011-2020  

CERN Document Server

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

2012-01-01

236

STRATEGIC PLANNING IN PUBLIC UNIVERSITIES: A DEVELOPING COUNTRY PERSPECTIVE  

Directory of Open Access Journals (Sweden)

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.

Daniel Ofori; Esther Atiogbe

2011-01-01

237

Strategic planning for health care management information systems.  

UK PubMed Central (United Kingdom)

Using a planning methodology and a structured design technique for analyzing data and data flow, information requirements can be derived to produce a strategic plan for a management information system. Such a long-range plan classifies information groups and assigns them priorities according to the goals of the organization. The approach emphasizes user involvement.

Rosenberger HR; Kaiser KM

1985-01-01

238

Strategic Planning at a Small College--Executive Overview  

Science.gov (United States)

In 1994, Baldwin-Wallace College produced a Strategic Plan for Information Technology. This plan mandated changes in the influx of technology, the structure of IT, and technology committees. The published plan included the organizational structure of the College, a SWOT analysis (strengths, weaknesses, opportunities, and threats), ten proposed…

Agnew, Robert

2004-01-01

239

Strategic Planning under Severe Constraints in a State College  

Science.gov (United States)

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.

2007-01-01

240

A Foresight based Framework for E-government Strategic Planning  

Directory of Open Access Journals (Sweden)

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; Ali Abdollahi; Mehdi Fasanghari; Mohammad Azadnia

2009-01-01

 
 
 
 
241

cceptance and Use of Strategic Processes in Developing Countries  

Directory of Open Access Journals (Sweden)

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; A. T. Karabulut

2009-01-01

242

Strategic Planning in Universities from Pará, Brazil. Contributions to the Achievement of Institutional Objectives  

Directory of Open Access Journals (Sweden)

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.

Tatiane Santana; Francisco Diniz; Antonio Jose Goncalves Fernandes

2013-01-01

243

THE STRATEGIC PLANNING PROCESS AT ADMINISTRATIVE-TERRITORIAL LEVEL FROM THE WEST REGION BASED ON THE REGIONAL DEVELOPMENT PLAN 2007-2013 WEST REGION  

Directory of Open Access Journals (Sweden)

Full Text Available The article intends to bring a contribution to the increase of competitiveness among administrative-territorial units from the West development Region, so that the local public authorities can efficiently use the non-reimbursable funds for the next planning stage (2014 – 2020). This objective can be obtained by guiding the local authorities towards elaborating and politically assuming development strategies, which should correspond to the community development needs and be integrated and correlated with the regional and national strategies. Such strategies can be implemented with a lower financial effort by means of projects financed from the European Union grants and shall be based on the experience accumulated so far by the administrative-territorial units from the West development Region in accessing governmental funds, pre-accession funds, as well as the structural funds available in the current planning stage (2007 – 2013).

NICOLAE-EUGEN MUNTEANU; ANA-MARIA POPESCU (STÎNGACIU)

2012-01-01

244

Linking customer satisfaction, quality, and strategic planning  

Scientific Electronic Library Online (English)

Full Text Available 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 co (more) mo 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 achieving long-term continuous improvement in quality tailored to customer satisfaction possess lasting characteristics such as customer orientation, customer consciousness, and custom (more) er 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.

Reis, Dayr; Peña, Leticia

2000-03-01

245

From Reactionary to Responsive: Applying the Internal Environmental Scan Protocol to Lifelong Learning Strategic Planning and Operational Model Selection  

Science.gov (United States)

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.

2009-01-01

246

Russian Minatom nuclear safety research strategic plan. An international review  

International Nuclear Information System (INIS)

An NEA study on safety research needs of Russian-designed reactors, carried out in 1996, strongly recommended that a strategic plan for safety research be developed with respect to Russian nuclear power plants. Such a plan was developed at the Russian International Nuclear Safety Centre (RINSC) of the Russian Ministry of Atomic Energy (Minatom). The Strategic Plan is designed to address high-priority safety-research needs, through a combination of domestic research, the application of appropriate foreign knowledge, and collaboration. It represents major progress toward developing a comprehensive and coherent safety-research programme for Russian nuclear power plants (NPPs). The NEA undertook its review of the Strategic Plan with the objective of providing independent verification on the scope, priority, and content of the research described in the Plan based upon the experience of the international group of experts. The principal conclusions of the review and the general comments of the NEA group are presented. (K.A.)

1999-01-01

247

The Strategic Plan for Tourism Development in Italy  

Directory of Open Access Journals (Sweden)

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.

Silvia ANGELONI

2013-01-01

248

Strategic Planning to Establish Quality System in Medical Laboratory  

Directory of Open Access Journals (Sweden)

Full Text Available AbstractBackground and Objective: Every organization requires ongoing evaluation of existing conditions. The purpose of this study is to assess and analyze the standards and criteria that each Laboratory system is required to observe and upgrade them, to determine the gap between the ideal and the current status and finally to present the strategy and executive plan in order to achieve the desirable status.Material and Methods: This study was performed in a medical diagnostic laboratory in Gorgan by using the quality system checklist related to medical diagnostic laboratories, which was revised in 2009. Internal evaluation matrix (Internal Factor Evaluation) was used to examine the main factors in the context of establishing a quality management system in a clinical laboratory.After examining the factors, determining the laboratory status, recording the results of monitoring (in terms of strengths and weaknesses) and determining the gap between existing and desirable status, we provided the appropriate and effective solutions in line with defined standard.Results: of 164 items thatshould have been done in the first assessment, 111 (67.7%) items are in performed group and 53 (32.3%) are not in. After compiling and running a plan, 147 (89.6%) are performed, 15 (9.2%) needed to be modified and 2 (1.2%) still not performed. It is evident that a significant difference (p< 0.05) and a tangible improvement in current problems are seen after establishing the qualitysystem in the laboratory. The lab equipment, lab space and facilities, pre-examination process, testing process and post-examination process are considered .Regarding the health and safety in the laboratory, lab equipment, lab space and facilities, pre-examination process, testing process and post-examination process, no significant difference is observed between before and after the implementation of the program.Conclusion:after establishing the quality system in laboratory, a significant difference and tangible improvement in the current problems are observed. It is implied the importance of pre-planned responses to problems and the performance of strategic planning.Keywords: Strategic Planning, Medical Diagnostic Laboratory, Quality Control

Rahmani, Z.; Royani, S.; Ahmadi, AR

2013-01-01

249

THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS  

Directory of Open Access Journals (Sweden)

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

Grigore Ana-Maria; Bagu Constantin; Radu Catalina

2009-01-01

250

THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS  

Digital Repository Infrastructure Vision for European Research (DRIVER)

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

Grigore Ana-Maria; Bagu Constantin; Radu Catalina

251

A hybrid TOPSIS-BSC method for strategic planning  

Directory of Open Access Journals (Sweden)

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; Mehdi Fallah; Mohsen Fallah

2012-01-01

252

Integrated resource strategic planning and power demand-side management  

CERN Document Server

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

2013-01-01

253

78 FR 56271 - FY 2014-2020 Draft VA Strategic Plan  

Science.gov (United States)

...DEPARTMENT OF VETERANS AFFAIRS FY 2014-2020 Draft VA Strategic Plan AGENCY...announcing the availability of the FY 2014-2020 Draft VA Strategic Plan (Strategic...submitted in response to the ``FY 2014-2020 Draft VA Strategic Plan.''...

2013-09-12

254

EMAP INFORMATION MANAGEMENT STRATEGIC PLAN 1993-1997  

Science.gov (United States)

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 ...

255

Strategic plan for Hanford site information management  

Energy Technology Data Exchange (ETDEWEB)

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.

NONE

1994-09-01

256

ITS 'COMPARE' Strategic Deployment Plan for the Hampton Roads Region: COMPARE Hampton Roads.  

Science.gov (United States)

The ITS strategic Deployment Plan for the Hampton Roads Program documents the development of a srategic plan for the COMPARE Project (Congestion Management, A Regional Effort.) The plan focuses on the strategic deployment and integration of advanced infor...

1995-01-01

257

Strategic Planning for Effective School Governance in Romania  

Directory of Open Access Journals (Sweden)

Full Text Available In educational setting, learning communities work to enhance curriculum and instruction, and focus on students. Present paper presents the framework for a strategic plan necessary for efficient school governance in Romania. Following a comprehensive analysis of the scholing environment which identifies the determinants of the lack ofperformance of the romanian students, we formulate strategic objectives and directins necessary for good governance of Romanian school.

TARCZA Teodora; FLORIAN Gyula Laszlo; BODOG Simona Aurelia

2012-01-01

258

Strategic Planning: Contextual Factors that Facilitated and/or Challenged the Implementation of Strategic Planning in Two Nonprofit Organizations  

Science.gov (United States)

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,…

Masilamony, Davadhasan

2010-01-01

259

Centralisation and decentralisation in strategic municipal energy planning in Denmark  

International Nuclear Information System (INIS)

Denmark's future energy system is to be entirely based on renewable energy sources. Municipalities will play an important role as local energy planning authorities in terms of adopting and refining this vision in different local contexts. Based on a review of 11 municipal energy plans, this paper examines to what extent municipal energy planning matches national 100% renewable energy strategies. The results indicate a willingness among Danish municipalities to actively carry out energy planning, and the plans reveal a large diversity of (new) activities. At the same time, however, there is a strong need for better coordination of municipal energy planning activities at the central level. It is suggested that the role of municipalities as energy planning authorities needs to be outlined more clearly in, e.g., strategic energy planning which integrates savings, efficiency and renewable energy in all (energy) sectors. This requires the state to provide municipalities with the necessary planning instruments and establish a corresponding planning framework. Consequently, there is a need for a simultaneous centralisation and decentralisation during the implementation of the 100% renewable energy vision. The paper outlines a basic division of tasks between the central and the local level within such a strategic energy planning system. - Research highlights: ? There is a large variety of energy-related activities in the 11 municipal energy and climate plans. ? Only few plans contain all relevant sectors and activities in relation to a 100% RES. ? Neglected areas are private transport, system regulation/integration and private buildings. ? There is an acute need for coordination of municipal energy planning at the central level. ? Strategic energy planning should integrate national policy with municipal energy planning.

2011-01-01

260

Centralisation and decentralisation in strategic municipal energy planning in Denmark  

Energy Technology Data Exchange (ETDEWEB)

Denmark's future energy system is to be entirely based on renewable energy sources. Municipalities will play an important role as local energy planning authorities in terms of adopting and refining this vision in different local contexts. Based on a review of 11 municipal energy plans, this paper examines to what extent municipal energy planning matches national 100% renewable energy strategies. The results indicate a willingness among Danish municipalities to actively carry out energy planning, and the plans reveal a large diversity of (new) activities. At the same time, however, there is a strong need for better coordination of municipal energy planning activities at the central level. It is suggested that the role of municipalities as energy planning authorities needs to be outlined more clearly in, e.g., strategic energy planning which integrates savings, efficiency and renewable energy in all (energy) sectors. This requires the state to provide municipalities with the necessary planning instruments and establish a corresponding planning framework. Consequently, there is a need for a simultaneous centralisation and decentralisation during the implementation of the 100% renewable energy vision. The paper outlines a basic division of tasks between the central and the local level within such a strategic energy planning system. - Research highlights: {yields} There is a large variety of energy-related activities in the 11 municipal energy and climate plans. {yields} Only few plans contain all relevant sectors and activities in relation to a 100% RES. {yields} Neglected areas are private transport, system regulation/integration and private buildings. {yields} There is an acute need for coordination of municipal energy planning at the central level. {yields} Strategic energy planning should integrate national policy with municipal energy planning.

Sperling, Karl, E-mail: karl@plan.aau.d [Department of Development and Planning, Aalborg University, Fibigerstraede 13, 9220 Aalborg East (Denmark); Hvelplund, Frede [Department of Development and Planning, Aalborg University, Fibigerstraede 13, 9220 Aalborg East (Denmark); Mathiesen, Brian Vad [Department of Development and Planning, Aalborg University, Lautrupvang 2, 2750 Ballerup (Denmark)

2011-03-15

 
 
 
 
261

Automatic and strategic processes in advertising effects  

DEFF Research Database (Denmark)

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.

1996-01-01

262

Forestry Canada: Strategic plan for bioenergy research, 1992-1997  

International Nuclear Information System (INIS)

[en] Bioenergy research at Forestry Canada includes all aspects of production and growth of forest biomass for energy. Forestry Canada has conducted research in these areas since 1978, primarily through the ENFOR (Energy from the Forest) program funded through the interdepartmental Panel on Energy Research and Development (PERD). A previous strategic plan provided direction for bioenergy research from 1987 to 1992. Between 1992 and 1997, the primary research emphasis will be on environmental impacts of biomass harvesting. Priority will also be given to intensive silviculture to improve biomass productivity. Economics studies will be given a broader, nationwide perspective. Technology transfer will be accomplished through reviews of achievements and via workshops and demonstrations. These activities will be undertaken within the context of the PERD process for funding of proposals. The work will be implemented through Forestry Canada's ENFOR program, which focuses on contract research and development, and through participation in international collaborative research under the Bioenergy Agreement of the International Energy Agency

263

Strategic plan: A tool to improve IPP project earnings  

International Nuclear Information System (INIS)

This paper presents a strategic plan to analyze and convert project operations to gain short-term and long-term economic benefits. Areas of Opportunity were identified which may result in improved project economics from Independent Power Producers' project reviews. This paper discusses each Area of Opportunity, suggests options for investigation, and provides a potential magnitude of upside for solid fuel circulating fluidized bed projects in the 50 MW project size. The Areas of Opportunity are: (1) Power Purchase Agreement Modifications; (2) Fuel Use Optimization; (3) Power Plant Upgrades; (4) Power Plant Depreciation Schedule And FAS 121 Analysis; (5) Operation ampersand Maintenance Review; (6) Financial Contract Review; (7) Environmental Review; (8) Insurance Coverage Review; (9) Internal Management Review; and (10) Strategic Development For Energy Sales. Ten appendices are included which comprise a sample Strategic Plan: (1) Potential Plant Upgrades, (2) Enhancement Criteria, (3) Age of Coal Burning Plants, (4) Btu Energy Price Summary, (5) Typical Operation and Maintenance Audit Findings, (6) Typical Performance Objectives and Guidelines, (7) Typical Heavy Metal Emissions, (8) Typical Strategic Plan Formulation, (9) Strategic Plan Implementation Schedule, and (10) Typical Decision Tree. 8 refs

1997-01-01

264

Strategic Plan for Light Water Reactor Research and Development  

International Nuclear Information System (INIS)

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.

2004-01-01

265

Strategic Plan for Light Water Reactor Research and Development  

Energy Technology Data Exchange (ETDEWEB)

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.

None

2004-02-01

266

Strategic analysis of a data processing company  

Digital Repository Infrastructure Vision for European Research (DRIVER)

This paper contains a strategic analysis of a data processing company that provides outsourced payroll services to employers in Canada. For the purpose of confidentiality, the name of this company is disguised as ABC Canada. This company is in a mature industry, which is characterized by slow growth...

Chen, George C. M.

267

Strategic Planning at The State’s Education Instutitions Serving “Open And Distance Education”, Which Are of Nonprofit Concern  

Directory of Open Access Journals (Sweden)

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

2007-01-01

268

Creating a strategic plan for configuration management using computer aided software engineering (CASE) tools  

International Nuclear Information System (INIS)

This paper provides guidance in the definition, documentation, measurement, enhancement of processes, and validation of a strategic plan for configuration management (CM). The approach and methodology used in establishing a strategic plan is the same for any enterprise, including the Department of Energy (DOE), commercial nuclear plants, the Department of Defense (DOD), or large industrial complexes. The principles and techniques presented are used world wide by some of the largest corporations. The authors used industry knowledge and the areas of their current employment to illustrate and provide examples. Developing a strategic configuration and information management plan for DOE Idaho Field Office (DOE-ID) facilities is discussed in this paper. A good knowledge of CM principles is the key to successful strategic planning. This paper will describe and define CM elements, and discuss how CM integrates the facility's physical configuration, design basis, and documentation. The strategic plan does not need the support of a computer aided software engineering (CASE) tool. However, the use of the CASE tool provides a methodology for consistency in approach, graphics, and database capability combined to form an encyclopedia and a method of presentation that is easily understood and aids the process of reengineering. CASE tools have much more capability than those stated above. Some examples are supporting a joint application development group (JAD) to prepare a software functional specification document and, if necessary, provide the capability to automatically generate software application code. This paper briefly discusses characteristics and capabilities of two CASE tools that use different methodologies to generate similar deliverables

1993-01-01

269

INL-Site Idaho Completion Project Long Term Stewardship Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

This Strategic Plan provides a brief historical overview of ICP long-term stewardship at the INL Site and the major goals and strategies that will drive the continued implementation of long-term stewardship in the future. The specific activities and processes that will be required to implement these goals should be outlined within an implementation plan and within implementing procedures and work plans.

Olaveson, B.

2007-09-17

270

Lewin's Theory of Planned Change as a strategic resource.  

Science.gov (United States)

This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author explores the use of the Lewin's Theory of Planned Change as a strategic resource to mobilize the people side of change. An overview of the theory is provided along with a discussion of its strengths, limitations, and targeted application. PMID:23343723

Shirey, Maria R

2013-02-01

271

Antecedents and Performance Outcomes of Strategic Planning in Nigerian Public Universities  

Directory of Open Access Journals (Sweden)

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.

Ade Oyedijo

2012-01-01

272

Software development to support decommissioning and waste management strategic planning  

International Nuclear Information System (INIS)

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).

1997-01-01

273

Strategic target planning: bridging the gap between theory and practice  

Energy Technology Data Exchange (ETDEWEB)

In seeking a more flexible nuclear strategy, national policymakers may not be taking into account technical limitations to strategic target planning. This doubt is the driving concern behind this study. The author suggests that, because of recent changes in our nuclear strategy, the nuclear arsenal and the enemy target system, a gap may have developed between strategic targeting theory and practice. After tracing the evolution of nuclear targeting, he turns to ways of dealing with the technical constraints faced by target planners. His foremost concern is that strategic targeting concepts do not exceed our technical ability to implement. He proposes improvements in our strategic forces' command, control, and communications facilities to better ensure rapid retargeting . He also argues for more reliable and detailed target intelligence and recommends that a special coordination committee be created to oversee new targeting initiatives.

Walker, R.L.

1983-01-01

274

Strategic planning in diagnostic imaging: meeting the challenge.  

UK PubMed Central (United Kingdom)

PURPOSE: The 21st century has raised new and significant challenges to the practice of diagnostic imaging. Radiologists will have to navigate a difficult path as they face threats from disruptive technologies, adverse demographic changes, pressures to limit reimbursement both from the public and from the private sectors, increased domestic and crossborder competition, and many others. Success in these trying times will require greater attention to strategic planning if we are to thrive and survive in radiology. METHODS: Strategic planning and tactical implementation methodologies were reviewed, from Sun Tzu to the present day, for applicability to the needs of modern radiology groups. RESULTS: A framework for developing and implementing strategic plans was constructed to assist radiology leaders and groups in considering the spectrum of tasks, from gathering intelligence, to developing scenarios, to implementing and evaluating tactical plans. CONCLUSIONS: Strategy and tactics are too important to be ignored or left to others. They need to be core activities for all radiology leaders. Frameworks can be used to help in providing structure and rigour to strategic planning efforts at the department and group level.

Lexa FJ

2008-02-01

275

STRATEGY, STRATEGIC PLANNING, MARKETING WHAT ARE THE IMPLICATIONS OF STRATEGIC THINKING IN MARKET DEVELOPMENT?  

Directory of Open Access Journals (Sweden)

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; Farhad Nezhad Haj Ali Irani

2011-01-01

276

Centralisation and decentralisation in strategic municipal energy planning in Denmark  

DEFF Research Database (Denmark)

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

2011-01-01

277

Computer-aided waste management strategic planning and analysis  

International Nuclear Information System (INIS)

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.

1995-03-02

278

Computer-aided waste management strategic planning and analysis  

Energy Technology Data Exchange (ETDEWEB)

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.

Avci, H.I.; Kotek, T.J.; Koebnick, B.L.

1995-06-01

279

A model for the strategic planning of national freight transportation  

Energy Technology Data Exchange (ETDEWEB)

A multimode multiproduct network optimization model has been developed that is the main model of STAN, an interactive-graphic system for the strategic analysis and planning of national freight transportation systems. For STAN, a model has been developed of the rail freight transportation system, its components, operations and goals, that is compatible with both the strategic objectives of the planning system and the representation of the other transportation modes that compose a national multimode transportation system. The objective of this report is to present and analyse this strategic model of a national freight rail transportation system. It also examines how the rail model is integrated into STAN, as well as how the system may be used to model a number of realistic scenarios. 29 refs., 6 figs.

Crainic, T.C.; Florian, M.; Leal, J.-E.

1987-01-01

280

Strategic planning for sustainable spatial, landscape and tourism development in Serbia  

Directory of Open Access Journals (Sweden)

Full Text Available The paper presents an overview of the expected role of spatial and environmental planning in coordination and integration with strategic planning for sustainable spatial/territorial, landscape and tourism development. The application of an integrated approach to sustainable territorial development planning and management in the European Union is also analyzed in the context of problems associated with and possibilities to enhance the European Landscape Convention and Agenda for a sustainable and competitive European tourism implementation. We have analyzed the contributions of reforms that have so far been implemented in current legislation and of planning bases to the establishment of coordinated sustainable territorial development planning and management in Serbia and to the procurement of support for the integration of sustainable tourism development and landscape planning and management into the process of spatial, environmental and sectoral planning. The approach to and problems of landscape protection and sustainable tourism development occurring in the practice in spatial planning are analyzed through examples of a new generation of spatial plans - the Spatial Plan of the Republic of Serbia, and a spatial plan of the special-purpose area for the Nature Park and Tourism Region of Stara Planina Mountain. Through the example of Mt Stara Planina, the role of strategic environmental assessment in coordination with spatial and sectoral planning is analyzed, as well as potential contribution to landscape integration and sustainable tourism development in the process of planning. The possibilities for better coordination of Serbian strategic planning in achieving the sustainable spatial and tourism development, and possibilities to integrate landscapes into the planning process are indicated.

Maksin Marija; Miliji? Saša

2010-01-01

 
 
 
 
281

Developing a heart institute: the execution of a strategic plan.  

UK PubMed Central (United Kingdom)

The Heart Institute at Cincinnati Children's Hospital Medical Center was chartered in July 2008 with the purpose of integrating clinical cardiovascular medicine with basic science research to foster innovations in care of patients with congenital heart problems. The initial administrative steering committee included representation from a basic scientist, a cardiologist, and a cardiothoracic surgeon and was charged with the development of a strategic plan for the evolution of the Institute over a five-year horizon. Using structured focus groups and staff interviews, the vision, mission, and goals were identified and refined. An integrated implementation plan addressing recruitment, capitalization, infrastructure, and market opportunities was created and executed. The preliminary results demonstrated clinical outcome improvements, increased scientific and academic productivity, and financial sustainability. All of the goals identified in the initial planning sequence were achieved within the five-year time frame, prompting an early evaluation and revision of the strategic plan.

Krawczeski CD; McDonald MB

2013-05-01

282

Strategic continuity planning: The first critical step.  

UK PubMed Central (United Kingdom)

Many companies (and business continuity professionals) believe a company needs a comprehensive, all-inclusive business continuity plan. Often they reach this conclusion after other companies or potential clients have requested to see their business continuity plan as a precondition of doing business. Companies without 'a plan' are then tempted to go out and hire a business continuity person and tell them to 'Create a plan!' This makes perfect sense to the executive team, but this approach will probably not work in a real event. This paper addresses the shortcomings of producing tactical documentation and calling it 'The Plan', and discusses ways to engage management in the development of a corporate strategy to be used during and after an event.

Smith J

2013-01-01

283

Strategic Information Systems Planning in Malaysian Public Universities  

Science.gov (United States)

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

2007-01-01

284

Strategic Planning for the Millennium: A National Library Perspective.  

Science.gov (United States)

Describes the British Library's strategic planning preparation for probable changes in the information environment up to the year 2000 caused by technological, economic, social, and other factors. Highlights include library services; improving its user orientation; information systems strategy; digital collections; catalog access; gateway…

Ede, Stuart

1993-01-01

285

Strategic environmental assessment application in spatial planning in Serbia  

Directory of Open Access Journals (Sweden)

Full Text Available Since two and a half year long Strategic Environmental Assessment application in Serbia is limited to spatial and urban plans with great variety in its quality, good SEA practice should be applied, and different approach towards SEA must be developed. These and other issues are discussed in the paper and main recommendations on SEA improvements in Serbia presented.

Mitrovi? Irena

2007-01-01

286

Increasing Effectiveness of Strategic Planning Seminars through Learning Style  

Science.gov (United States)

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…

Yildirim, Nail

2010-01-01

287

76 FR 12361 - Request for Information: Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance  

Science.gov (United States)

...for Information: Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance...considered for updating the NIOSH 2009 nanotechnology strategic plan. Public Comment Period...Institute in identifying and prioritizing nanotechnology research. In 2009 this...

2011-03-07

288

76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting  

Science.gov (United States)

...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...

2011-03-21

289

75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan  

Science.gov (United States)

...Institutes of Health Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan ACTION...SUMMARY: The Office of Dietary Supplements (ODS) at the National Institutes of...Knowledge and Understanding of Dietary Supplements. The strategic plan is available...

2010-03-01

290

Commonwealth of the Northern Mariana Islands Strategic Energy Plan  

Energy Technology Data Exchange (ETDEWEB)

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.

2013-07-01

291

National Center for Combating Terrorism Strategic Plan, September 2003  

Energy Technology Data Exchange (ETDEWEB)

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.

Bechtel Nevada

2003-09-01

292

Strategic Plan For An NSF Engineering Research Center Education Program - The ERC for Reconfigurable Manufacturing Systems  

Science.gov (United States)

The Strategic Plan of the Engineering Research Center for Reconfigurable Manufacturing Systems (ERC/RMS) at the University of Michigan was established to streamline the Center's educational activities thus enabling manufacturing engineers from industry to work with manufacturing faculty and students in both education and research. The Center has successfully developed an organization that can be responsive to both academic needs for process and to corporate needs for agility. The Education Strategic Plan integrates curriculum, culture and outreach. This paper provides an overview of each of the elements of this comprehensive effort.

Koren, Yoram; Howe, Lenea; Kannatey-Asibu, Elijah

2012-03-20

293

A influência da liderança, cultura, estrutura e comunicação organizacional no processo de implantação do planejamento estratégico/ The influence of leadership, culture, structure and organizational communication in the implementation process of strategic planning  

Scientific Electronic Library Online (English)

Full Text Available Abstract in portuguese O presente artigo tem o objetivo de avaliar como os fatores organizacionais, estrutura, liderança, cultura e comunicação influenciam no processo de implantação do Planejamento Estratégico, através de um estudo de caso. O embasamento teórico que norteou a pesquisa utilizou-se dos discursos sobre o Planejamento Estratégico, com foco no seu processo de implantação, assim como o que foi publicado sobre cultura, estrutura, liderança e comunicação e o envolvimento (more) desses temas com o Planejamento Estratégico. Tais referenciais auxiliaram no entendimento desses conceitos no campo de estudo. A pesquisa se caracteriza como um estudo de caso único, com enfoque qualitativo, em que foram utilizados como instrumentos de coleta de dados: análise documental, entrevistas semiestruturadas em profundidade, questionário e observação sistemática; os dados foram analisados de forma qualitativa. A empresa analisada foi a Santa Luzia Laboratório Médico, devido a sua relevância na área em que atua. Por meio dos dados coletados, pode-se observar que para uma empresa implantar seu Planejamento Estratégico de forma eficaz, é preciso que tal planejamento esteja alinhado com sua cultura e integrado a sua estrutura, além de contar com uma comunicação eficaz e com a presença na organização de uma liderança envolvida no processo; esses aspectos foram citados na teoria e encontrados no estudo empírico. Pode-se concluir que, apesar de estarem integrados entre si, os fatores organizacionais estudados - estrutura, cultura, liderança e comunicação - atingiram o processo do Planejamento Estratégico na empresa analisada em diferentes intensidades, tanto no que tange à contribuição para sua efetiva implantação, quanto no que diz respeito a determinadas limitações. Abstract in english This article aims to evaluate how factors organizational structure, leadership, culture and communication influence the implementation process of strategic planning, through a case study. The theoretical framework that guided the research used discourse on strategic planning, focusing on its deployment process, as well as posted on culture, structure, leadership and communication and involvement with strategic planning, such references helped in understanding these concep (more) ts in the field -work. The research is characterized as a single case study with qualitative approach, where they were used as instruments of data collection: document analysis, semi-structured in-depth questionnaire and systematic observation, data were analyzed qualitatively. The company analyzed was the Santa Luzia Medical Laboratory, for their relevance in the area in which it operates. Through the data collected, it can be seen that for a company to deploy its strategic planning effectively, the latter must be aligned with its culture and its integrated structure, and rely on effective communication and the presence in the organization of leadership involved in the process, those aspects that were mentioned in the theory and found in the empirical study. It can be concluded that although they are integrated, the organizational factors studied - structure, culture, leadership and communication - has reached the strategic planning process in the company analyzed with different intensities, both in terms contribution to its effective implementation, as in with respect to certain limitations.

Kich, Juliane Ines Di Francesco; Pereira, Maurício Fernandes

2011-12-01

294

Community Development Strategic Planning with a Focus on Social Variables, Case study: Tollab Community of Mashhad  

Directory of Open Access Journals (Sweden)

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 en

E. Mafi; M.M. Razavi

2012-01-01

295

Center for Advanced Energy Studies (CAES) Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

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

2007-07-01

296

ANALYSIS OF METHODOLOGY AND MODELS OF STRATEGIC PLANNING OF LOCAL DEVELOPMENT IN BOSNIA AND HERZEGOVINA  

Directory of Open Access Journals (Sweden)

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.

Amra Abadži?; Bahrija Umihani?; Mirela ?ebi?

2012-01-01

297

THE PREMISES OF STRATEGIC MARKETING PLANNING IMPLEMENTATION WITHIN SMALL AND MEDIUM SIZED ENTERPRISES  

Directory of Open Access Journals (Sweden)

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.

Curmei Catalin Valeriu; Ionescu Florin Tudor; Popescu Andrei

2011-01-01

298

Strategic considerations in planning a counterevacuation  

International Nuclear Information System (INIS)

[en] 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

1975-01-01

299

STRATEGIC THINKING AS A LEARNING PROCESS  

Directory of Open Access Journals (Sweden)

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.

Alberto, Levy

2012-01-01

300

Individualized strategic planning for faculty development in medical schools  

Directory of Open Access Journals (Sweden)

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.

Goutham Rao; Steven L. Kanter; Ora A. Weisz; Ann Thompson; Theresa Ratti; Jennifer Woodward

2013-01-01

 
 
 
 
301

Strategic Planning in a Health Leadership Sector: A Report from UNESCO Chair in Health Education, Iran  

Directory of Open Access Journals (Sweden)

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. 

K Bidad; F Farzadi; Z Pourpak; M Moin

2009-01-01

302

Radiological Protection Institute of Ireland Strategic Plan 2011 to 2013  

International Nuclear Information System (INIS)

[en] 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

2011-01-01

303

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  

Directory of Open Access Journals (Sweden)

Full Text Available En el artículo se realizó una revisión de los modelos de planificación estratégica en sentido general, pero que son aplicados en los momentos actuales en el ámbito de las instituciones de educación superior. El modelo globalizador, el cual es el básico en la mayor parte de los ejercicios de planificación; el modelo sectorial, que tiene un importante arraigo en el sector educativo latinoamericano, y el modelo situacional, cuya noción básica consiste en que planificar es una acción de todos los actores. Igualmente se describen otros como el denominado complejo, el cual va cobrando interés en los estudiosos del tema; pues aunque esta línea de pensamiento posee sus ángulos de interés en el campo específico de la planificación estratégica, en el ámbito universitario aún le queda camino por recorrer para el logro de una mayor profundización en la temática, de manera que ella pueda ser aplicada al proceso formativo universitario.In the article, a general revision of the strategic planning models that are applied to the present times in the field of high education institutions was made. The models are: the globalizing model, which is the basic in the most part of the planning exercises; the sectorial model, which is very well established in the Latin-American educational sector; and the situational model, the basic notion of which consists on the fact that planning is an action that correspond to all the actors. The model known as complex was described as well. This model has become important among the specialists in the subject because, although this line of thinking has established its angles of interest in the specific field of strategic planning, it still has a long way to run, in the university field, for getting a greatest deepening in the theme, in a way that it could be applied to the university formative process.

Jorge Clímaco Cañarte

2012-01-01

304

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  

Scientific Electronic Library Online (English)

Full Text Available 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 planificación; el modelo sectorial, que tiene un importante arraigo en el sector educativo latinoamericano, y el modelo situacional, cuya noción básica consiste en que plani (more) ficar 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 well established in the Latin-American educational sector; and the situational model, the basic notion of which consists on the fact that planning is an action that correspond to (more) 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.

Clímaco Cañarte, Jorge

2012-12-01

305

The Impact of Strategic Planning Activities on Private Sector Organizations Performance in Sudan: An Empirical Research  

Directory of Open Access Journals (Sweden)

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

2013-01-01

306

Approaching plans and programmes under the strategic environmental assessment view  

Directory of Open Access Journals (Sweden)

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.

OROIAN I.; M. PROOROCU; Antonia ODAGIU; Laura PAULETTE; C. IEDERAN; I. BRA?OVEAN

2008-01-01

307

Task 7.1 - Strategic Planning  

Energy Technology Data Exchange (ETDEWEB)

The objective of this activity is to understand the potentialities, limitations, and status of competing energy technologies in terms of scientific basis, state of development, technical barriers, cost, efficiency, policy treatment, and environmental performance for the purpose of planning and evaluating research activities under the Cooperative Agreement. This work is performed under the direction of the EERC Director and Associate Directors to provide guidance in planning the broad outline for future research under the Cooperative Agreement in keeping with industry needs and national goals.

Daniel J. Daly; Evertt A. Sondreal

1997-08-01

308

Strategic plan for the geothermal energy program  

Energy Technology Data Exchange (ETDEWEB)

Geothermal energy (natural heat in the Earth`s crust) represents a truly enormous amount of energy. The heat content of domestic geothermal resources is estimated to be 70,000,000 quads, equivalent to a 750,000-year supply of energy for the entire Nation at current rates of consumption. World geothermal resources (exclusive of resources under the oceans) may be as much as 20 times larger than those of the US. While industry has focused on hydrothermal resources (those containing hot water and/or steam), the long-term future of geothermal energy lies in developing technology to enable use of the full range of geothermal resources. In the foreseeable future, heat may be extracted directly from very hot rocks or from molten rocks, if suitable technology can be developed. The US Department of Energy`s Office of Geothermal Technologies (OGT) endorses a vision of the future in which geothermal energy will be the preferred alternative to polluting energy sources. The mission of the Program is to work in partnership with US industry to establish geothermal energy as a sustainable, environmentally sound, economically competitive contributor to the US and world energy supply. In executing its mission and achieving its long-term vision for geothermal energy, the Program has identified five strategic goals: electric power generation; direct use applications and geothermal heat pumps; international geothermal development; science and technology; and future geothermal resources. This report discusses the objectives of these five goals.

NONE

1998-06-01

309

Strategic planning system in a Canadian gas utility  

Energy Technology Data Exchange (ETDEWEB)

Factors affecting the future of the natural gas industry are numerous and complex. Planning assumptions and related analysis are no longer confined to limited areas of concern on the local scene; they have broadened to encompass the world energy picture. Technological progress, environmental and social concerns, government taxing policies, the role of the regulator, and changing patterns of competition are only a few of the factors which make long-term strategic planning difficult but imperative. This article traces the development and operation of a cohesive and fully integrated planning system in one major North American gas utility. 6 references, 3 figures.

Potts, R.E.E.

1985-10-17

310

NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS  

Directory of Open Access Journals (Sweden)

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; BORZA Anca

2013-01-01

311

Strategic planning in the minerals and materials industries in an international era  

Energy Technology Data Exchange (ETDEWEB)

Strategic planning is defined as a process in which a firm attempts to clearly define what it is trying to achieve and to identify the optimal paths for achieving these objectives. The planning group of a firm typically is involved in monitoring its environment - such factors as the markets for its products, the behavior of its competitors, and actions of the Government which could impact on the firm. The strategic planning function also typically entails analysis of the relative strenghts and weaknesses of the firm. From this assessment of both the external conditions and the internal state of the company, the planning group attempts to define what should be the objectives of the firm based on its perceived strenghts and evolving environmental trends. Typically the next step in the strategic planning process is to identify and assess the risk of the various courses of action or options available to the firm to meet its objectives. And from this assessment, a strategy is developed which outlines the paths that the firm should follow in order to accomplish its objectives. Once the overall strategy is in place, detailed plans are developed to implement it and the subsequent execution of these plans is closely monitored so that adjustments can be made as they may be required. A principal objective of the panel discussion is to provide highly informed opinion as to the status of major metals and materials firms in today's competitive business environment and their future in a rapidly changing domestic and world economy. (JMT)

Sousa, L.J.

1983-01-01

312

Nuclear power - strategic planning for the next generation  

Energy Technology Data Exchange (ETDEWEB)

Regardless of the real or perceived causes of the nuclear power industry's current difficulties, a number of recent trends-increasing electricity demand, foreign oil dependency, and attention paid to acid rain and the greenhouse effect-taken together, point of the most favorable atmosphere in recent history for nuclear power. Already, serious public discussion of its advantages have begun anew. Thus, the time is ripe to consider the developmental structure of nuclear power's next generation. Although much uncertainty still surrounds the nuclear industry, valuable lessons have been learned, and the evolution of the industry from this point cannot be left to chance. The purpose of this paper is to discuss a framework for nuclear power strategic planning activities. The strategic planning objectives outlined in this paper span issues that affect virtually every aspect of the nuclear power industry. Piecemeal responses to the vagaries of random stimuli will not be adequate. A proactive, integrated, industry-wide initiative-an Institute of Nuclear Power Planning, actively supported by the members of the industry-should be undertaken immediately to fill the strategic planning role. In so doing, the industry will not only be acting in its own best interest but will also be helping the nation realize the real and important benefits of its nuclear power technology.

Turner, K.H. (Dames Moore, Atlanta, GA (USA))

1989-01-01

313

Nuclear power - strategic planning for the next generation  

International Nuclear Information System (INIS)

Regardless of the real or perceived causes of the nuclear power industry's current difficulties, a number of recent trends-increasing electricity demand, foreign oil dependency, and attention paid to acid rain and the greenhouse effect-taken together, point of the most favorable atmosphere in recent history for nuclear power. Already, serious public discussion of its advantages have begun anew. Thus, the time is ripe to consider the developmental structure of nuclear power's next generation. Although much uncertainty still surrounds the nuclear industry, valuable lessons have been learned, and the evolution of the industry from this point cannot be left to chance. The purpose of this paper is to discuss a framework for nuclear power strategic planning activities. The strategic planning objectives outlined in this paper span issues that affect virtually every aspect of the nuclear power industry. Piecemeal responses to the vagaries of random stimuli will not be adequate. A proactive, integrated, industry-wide initiative-an Institute of Nuclear Power Planning, actively supported by the members of the industry-should be undertaken immediately to fill the strategic planning role. In so doing, the industry will not only be acting in its own best interest but will also be helping the nation realize the real and important benefits of its nuclear power technology.

1989-01-01

314

Dynamic Aspects of the Strategic Planning of Information Systems  

Directory of Open Access Journals (Sweden)

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.

Marko Hell; Stjepan Vida?i?; Josip Brumec

2013-01-01

315

Analysis of the Quality of Strategic Marketing Planning in Trading Companies in Bosnia and Herzegovina  

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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.

Beriz Civic

2013-01-01

316

Strategic plan: Fiscal year 1997-Fiscal Year 2002  

Energy Technology Data Exchange (ETDEWEB)

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.

NONE

1997-09-01

317

Strategic plan: Fiscal year 1997-Fiscal Year 2002  

International Nuclear Information System (INIS)

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.

1997-01-01

318

Steps to Developing the New Orleans Strategic Energy Plan (Presentation)  

Energy Technology Data Exchange (ETDEWEB)

This presentation was given by NREL's Elizabeth Doris (Brown) to the New Orleans City Council in January 2008. NREL was funded by DOE to provide technical assistance to New Orleans after Hurricanes Katrina and Rita. The presentation provides an overview of strategic energy planning, case studies, and suggested next steps for implementing energy efficiency and renewable energy into the city's rebuilding efforts.

Brown, E.

2011-01-01

319

Strategic Planning as a Tool for Managing Nigeria’s Tertiary Education for National Economic Development  

Directory of Open Access Journals (Sweden)

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.

2012-01-01

320

Scenarios for the Strategic Planning of Technologies  

Directory of Open Access Journals (Sweden)

Full Text Available Manufacturing based corporations often find themselves confronted with complexities of increased pressures to innovate in order to ensure their comparative market positions. In order to react to various exogenous changes corporations need to develop strategies that match their manufacturing resources as well as products with the markets requirements. Technology scenarios represent a holistic approach for managing innovation processes and technologies efficiently. A multidimensional requirement catalogue for specific product- market- combinations represents the fundamental building block for the ranking of particular material- components and technologies. The following analysis through evolutionary algorithms for compatibility between and amongst them provides the necessary information about their suitability. The resulting scenarios and roadmap and a regular monitoring process are prerequisite for the managerial decision making process and the implementation technology strategies.

Volker Grienitz; Sebastian Ley

2007-01-01

 
 
 
 
321

Developments in the strategic planning of the major oil companies  

International Nuclear Information System (INIS)

This paper focuses on the changes in strategic planning of the major oil companies since the 1970s, and considers the reorganisations of the companies, and upstream and downstream planning. New directions for the major companies downstream operation in the retail and aviation sectors, and the influence of the BP/AMOCO/ARCO/BURMAH, EXXON/MOBIL and TOTAL/FINA/ELF mergers on the international oil industry are explored. Tables illustrating the earnings of the major oil companies for upstream and downstream operations, and chemicals in 1999, and for BP UK exploration and production, and refining and marketing profits (quarterly) for 1983-2000 are presented.

322

Creating Your Strategic Plan A Workbook for Public and Nonprofit Organizations  

CERN Multimedia

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

2011-01-01

323

Paradigm Shift and Strategic Planning: Planning and Management in a Turbulent Decade.  

Science.gov (United States)

Proposes that strategic planning is a linear, rational model best suited for managing change under conditions featuring an equilibrium between internal and external environments. Suggests conventional managerial/planning techniques are inadequate for the turbulent 1990s, where many variables are in constant flux. Presents a paradigm change model…

Simsek, Hasan

1997-01-01

324

Final Report - Development of a Strategic Energy Plan  

Energy Technology Data Exchange (ETDEWEB)

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

2006-11-30

325

Creating a strategic plan for configuration management using computer aided software engineering (CASE) tools  

Energy Technology Data Exchange (ETDEWEB)

This paper provides guidance in the definition, documentation, measurement, enhancement of processes, and validation of a strategic plan for configuration management (CM). The approach and methodology used in establishing a strategic plan is the same for any enterprise, including the Department of Energy (DOE), commercial nuclear plants, the Department of Defense (DOD), or large industrial complexes. The principles and techniques presented are used world wide by some of the largest corporations. The authors used industry knowledge and the areas of their current employment to illustrate and provide examples. Developing a strategic configuration and information management plan for DOE Idaho Field Office (DOE-ID) facilities is discussed in this paper. A good knowledge of CM principles is the key to successful strategic planning. This paper will describe and define CM elements, and discuss how CM integrates the facility`s physical configuration, design basis, and documentation. The strategic plan does not need the support of a computer aided software engineering (CASE) tool. However, the use of the CASE tool provides a methodology for consistency in approach, graphics, and database capability combined to form an encyclopedia and a method of presentation that is easily understood and aids the process of reengineering. CASE tools have much more capability than those stated above. Some examples are supporting a joint application development group (JAD) to prepare a software functional specification document and, if necessary, provide the capability to automatically generate software application code. This paper briefly discusses characteristics and capabilities of two CASE tools that use different methodologies to generate similar deliverables.

Smith, P.R.; Sarfaty, R.

1993-05-01

326

Russian MINATOM nuclear safety research strategic plan. An international review  

International Nuclear Information System (INIS)

The 'Safety Research Strategic Plan for Russian Nuclear Power Plants' was published in draft form at the Russian International Nuclear Safety Centre (RINSC) by a working group of fifteen senior Russian experts. The Plan consists of 12 chapters, each addressing a specific technical area and containing a number of proposed research programmes and projects to advance the state-of-knowledge in that area. In part because a strong Recommendation to undertake such a Plan was made by the 1998 OECD/NEA study, the OECD Nuclear Energy Agency was asked by the Director of RINSC and the Director of USINSC to organize an international review of the Plan when the English-language version became available in October, 1998. This report represents the results of that review. (R.P.)

1999-01-01

327

Integrated resource strategic planning and case study in California  

International Nuclear Information System (INIS)

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.

2009-03-11

328

Implementing change in the facilities planning process  

Energy Technology Data Exchange (ETDEWEB)

In the post-Cold War climate of reduced budgets at the national laboratories, the Sites Planning Department at Sandia National Laboratories was faced with the problem of securing funding for capital construction projects in a very competitive environment. The Department of Energy (DOE), felt that requests for new facilities were not always well coordinated with its mission needs. The Sites Planning Department needed to revolutionize the way they were doing business. To be successful in obtaining approval and funding for future facilities, they recognized the need to concentrate their efforts on project proposals that tap strategic programs at DOE. The authors developed a series of new processes to identify, evaluate, prioritize, and develop line item project proposals to request approval and obtain funding. A matrixed group of sites and facilities directors was formed to establish criteria and make preliminary recommendations to upper management. Matrixed working groups were also established at the staff level to develop and prepare projects for the prioritization process. Ultimately, similar processes will be applied to all project types, and a prioritized plan generated for each. These plans will become the blueprint for an overarching strategic site plan. What started as a means of increasing success in obtaining approval and funding of capital projects has launched a whole new approach to project development that permits incorporation of facilities planning into overall corporate strategic planning.

Williams, J.L. [Sandia National Labs., Albuquerque, NM (United States). Sites Planning Dept.

1995-08-01

329

75 FR 52357 - Request for Comment: National Center for Complementary and Alternative Medicine Draft Strategic Plan  

Science.gov (United States)

...Center for Complementary and Alternative Medicine Draft Strategic Plan ACTION: Notice...Center for Complementary and Alternative Medicine (NCCAM) is developing its third strategic...Center for Complementary and Alternative Medicine (NCCAM) was established in 1998...

2010-08-25

330

Strategic recovery processes for Rindu development  

Energy Technology Data Exchange (ETDEWEB)

Rindu sands are a large resource for Caltex Pacific Indonesia (CPI). Rindu sands overlay the Pertama and Kedua (P/K) sands, which are currently being steamflooded in the Duri field. Because of thin net pay, low oil saturation, and shallow depth (300 to 500 ft), technology beyond the current conventional processes are considered necessary to exploit this reservoir. A joint, multidisciplinary CPI, Chevron, and Texaco team was formed to develop a cost-effective method(s)/recovery Process(es) to exploit Rindu sands. This paper describes this recovery processes screening effort. The screening effort involved developing geologic models of the Rindu formation and high-grading a list of recovery processes. Eight geologic (geostatistically-derived) models capture the variability in Rindu geology. Numerical simulations of ten recovery processes well configurations (ranked using strategic decision analysis concepts) were run for each reservoir model. Results show that steamflood recovery processes were almost always preferable to primary production and hot waterflood recovery processes. The low rankings of primary processes were driven by low recovery or high lifting costs.

Kumar, M.; Reed, A.A.; Smith, M.E. [Chevron, La Habra, CA (United States); Mims, D.S.; Hanzlik, E.J. [Texaco, Houston, TX (United States); Gross, S.J. [Caltex Pacific, Sumatra (Indonesia)

1996-12-31

331

The Romania 2030 Spatial Development Strategic Concept – A Trigger for the Reform in Spatial Planning  

Directory of Open Access Journals (Sweden)

Full Text Available The changing of the economic, social and political system in Romania brought the need of a significant shift in spatial planning paradigm. Between 1990 and 2005 it became clear gradually that the spatial plans, as they were conceived, are not anymore able to really support a structured approached of spatial development. The main problems identified are: the lack of strategic dimension of spatial (territorial) development plans; the modest cooperation among sectoral ministries and other national relevant bodies in order to organize and integrate national public investments programs at the national scale; the lack of awareness of sectoral and territorial actors regarding their potential and responsibilities in territorial development; the lack of core technical and legal tools in territorial planning. Few consequences of the above situation are: the lack of the vision for Romania’s territorial development at the national level and as a state member of the EU; there are no in place yet national policies, based on intersectoral cooperation, that could be implemented by sectoral policies, and could provide background for national public investments programs, for strategic documents that substantiate the use of EU funds; very few institutions use the spatial plans as instruments in the process of planning specific issues with territorial impact and relevance.In 2005, the former Ministry Delegate for Spatial Planning, Public Works and Constructions (within the Ministry of Transport, Constructions and Tourism), currently Ministry of Development, Public Works and Housing (MDPWH), initiated a process of the reform in spatial planning.The paper presents: a) the reform process and design, its components and main directions for action, and b) the strategic document which takes the role of trigger of the reform process, relevant steps in its development and current stage of elaboration.

MIHAELA VRABETE

2008-01-01

332

Mining hidden value through strategic real estate plans.  

UK PubMed Central (United Kingdom)

Healthcare providers can get the most from their real estate investments if they manage them strategically rather than view them as a cost of doing business. Organizations that develop strategic real estate plans can optimize the cost-effectiveness of their assets, reduce operating costs, and create cash through disposition strategies. The cost-effectiveness of assets can be optimized by using off-balance-sheet financing structures, such as outright sale, sale-lease-back arrangements, synthetic leases, and beneficial occupancy agreements. Opportunities for cost reduction can be found by conducting operations, administrative, and maintenance reviews and cost-segregation studies. Cost-reduction efforts also should focus on ensuring space is used in the most productive manner possible and that the organization pays no more than the minimum required property tax. Disposition strategies should begin with inventorying real estate assets to identify surplus assets. Such assets then can be moved off the balance sheet or converted into commercial or public uses.

Hayes D

1998-11-01

333

Roadmapping - A Tool for Strategic Planning and Leveraging R and D completed by other Agencies  

International Nuclear Information System (INIS)

The Department of Energy (DOE) is responsible for management of the environmental legacy of the nation's nuclear weapons and research program. This is the largest, most complex environmental cleanup program in the world. The issues and problems encountered in this program create the need to develop many scientific and technological solutions. To be effective, the process used to create these solutions must be well coordinated through DOE's Environmental Management program, the rest of DOE, and other Federal agencies. Roadmapping is one strategic planning tool to provide the needed coordination. Past roadmapping accomplishments include: (1) Issuance of the Draft EM Roadmapping Guidance; (2) Issuance of the EM R and D Program Plan and Strategic Plan which established the direction for Roadmapping; (3) Issuance of the OST Management Plan which calls out Roadmapping as a key tool in EM Research and Development (R and D) Strategic Planning; (4) Completion of or progress on key EM Roadmaps, i.e., Savannah River High Level Waste (HLW) Salt Dispositioning Roadmaps, Hanford Groundwater/Vadose Zone Roadmap, Robotics and Intelligent Machines Critical Technology Roadmap, Complex-Wide Vadose Zone Roadmap, Long-Term Stewardship Preliminary Roadmap, Hydrogen Gas Generation R and D Plan (Roadmap), Idaho National Engineering and Environmental Laboratory (INEEL) Sodium Bearing Waste Dispositioning Roadmap, INEEL Voluntary Consent Order Tanks Characterization Roadmap, INEEL Vadose Zone/Groundwater Roadmap, Calcine Treatment Alternatives Roadmap. These efforts represent a great start; however, there is more to be accomplished in using Roadmapping as a tool for planning strategic initiatives and in coordinating the R and D performed by multiple federal agencies.

2002-01-01

334

Roadmapping - A Tool for Strategic Planning and Leveraging R&D completed by other Agencies  

Energy Technology Data Exchange (ETDEWEB)

The Department of Energy (DOE) is responsible for management of the environmental legacy of the nation's nuclear weapons and research program. This is the largest, most complex environmental cleanup program in the world. The issues and problems encountered in this program create the need to develop many scientific and technological solutions. To be effective, the process used to create these solutions must be well coordinated through DOE's Environmental Management program, the rest of DOE, and other Federal agencies. Roadmapping is one strategic planning tool to provide the needed coordination. Past roadmapping accomplishments include: (1) Issuance of the Draft EM Roadmapping Guidance; (2) Issuance of the EM R&D Program Plan and Strategic Plan which established the direction for Roadmapping; (3) Issuance of the OST Management Plan which calls out Roadmapping as a key tool in EM Research & Development (R&D) Strategic Planning; (4) Completion of or progress on key EM Roadmaps, i.e., Savannah River High Level Waste (HLW) Salt Dispositioning Roadmaps, Hanford Groundwater/Vadose Zone Roadmap, Robotics and Intelligent Machines Critical Technology Roadmap, Complex-Wide Vadose Zone Roadmap, Long-Term Stewardship Preliminary Roadmap, Hydrogen Gas Generation R&D Plan (Roadmap), Idaho National Engineering and Environmental Laboratory (INEEL) Sodium Bearing Waste Dispositioning Roadmap, INEEL Voluntary Consent Order Tanks Characterization Roadmap, INEEL Vadose Zone/Groundwater Roadmap, Calcine Treatment Alternatives Roadmap. These efforts represent a great start; however, there is more to be accomplished in using Roadmapping as a tool for planning strategic initiatives and in coordinating the R&D performed by multiple federal agencies.

Collins, J. W.

2002-02-28

335

Fiscal years 1994--1998 Information Technology Strategic Plan. Volume 1  

Energy Technology Data Exchange (ETDEWEB)

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.

1993-11-01

336

Strategic real-estate planning can generate revenue.  

UK PubMed Central (United Kingdom)

Many healthcare organizations treat their real estate as liabilities rather than assets and overlook opportunities to generate significant additional revenue and reduce costs. An Ernst & Young Study found that to maximize the return on investment in their real-estate holdings, healthcare organizations need to include property management in their strategic plan, manage construction and expansion effectively, adapt and reuse their facilities where possible, and pursue innovative real-estate strategies. Managing real-estate assets effectively can free up capital to use for other core business needs.

Hayes D; Hays S

2001-12-01

337

Nuclear Explosion Monitoring Research and Engineering Program - Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

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

2004-09-01

338

The need for strategic tax planning among nonprofit hospitals.  

Science.gov (United States)

Strategic tax planning issues are important to the nonprofit health care sector, despite its philanthropic mission. The consolidation of the industry has led management to fight for resources and develop alternative strategies for raising money. When management evaluates alternative collaborative structures to increase efficiency, the impact on governance structures must also be considered. The increased governmental scrutiny of joint ventures within the health care sector warrants management's attention as well. The financial incentives must be considered, along with the various tax policy implications of cross-sector collaborations. PMID:18973000

Smith, Pamela C

2005-01-01

339

The need for strategic tax planning among nonprofit hospitals.  

UK PubMed Central (United Kingdom)

Strategic tax planning issues are important to the nonprofit health care sector, despite its philanthropic mission. The consolidation of the industry has led management to fight for resources and develop alternative strategies for raising money. When management evaluates alternative collaborative structures to increase efficiency, the impact on governance structures must also be considered. The increased governmental scrutiny of joint ventures within the health care sector warrants management's attention as well. The financial incentives must be considered, along with the various tax policy implications of cross-sector collaborations.

Smith PC

2005-01-01

340

[Strategic planning: an important economic action for German hospitals].  

UK PubMed Central (United Kingdom)

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.

Wiese CH; Zink W; Russo SG

2011-11-01

 
 
 
 
341

Strategic planning of LC compensators in nonsinusoidal distribution systems  

Energy Technology Data Exchange (ETDEWEB)

A comprehensive approach to strategic planning of LC compensators in a nonsinusoidal distribution system is presented. Different from most existing approaches, this approach can handle practical (discrete) instead of continuous LC compensator values and determine fixed or switchable compensators corresponding to different load levels. The problem is formulated as a non-differentiable, combinatorial optimization problem. A solution algorithm based on simulated annealing is employed to determine the optimal locations, types and sizes, and settings of these LC compensators. The optimality of the solution is from minimizing the system costs while meeting different operational constraints and harmonic limits.

Chu, R.F. (Philadelphia Electric Co., PA (United States)); Wang, J.C.; Chiang, H.D. (Cornell Univ., Ithaca, NY (United States). School of Electrical Engineering)

1994-07-01

342

Weakness of strategic spatial planning in Slovenia : Nemo? strateškega prostorskega planiranja v Sloveniji  

Directory of Open Access Journals (Sweden)

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.

Janez Maruši?

2007-01-01

343

77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan  

Science.gov (United States)

...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...

2012-09-05

344

Strategic Planning in Higher Education: A Guide for Leaders. Second Edition [with CD-ROM  

Science.gov (United States)

"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.

2010-01-01

345

Kurumsal Bilginin Stratejik Planlama Sürecinde Kullan?lmas?: Bir ?lçe Belediyesi Örne?i / The Usage of Organizational Knowledge in the Process of Strategic Planning: An Example of an City Municipality  

Directory of Open Access Journals (Sweden)

Full Text Available ÖzBu çal??man?n amac?, kurumsal bilgi ve stratejik planlama kavramlar?n?n kurumlar için olan önemini ortaya koymak ve bu iki kavram aras?ndaki ili?kiyi tespit edebilmektir. Bu nedenle, ?stanbul Büyük?ehir Belediyesi’ne ba?l?, bir ilçe belediyesinde bir alan çal??mas? yap?lm?? ve ilgili belediyenin stratejik plan?n? haz?rlarken kurumsal bilgiden ne derece istifade etti?i incelenmi?tir.AbstractThe purpose of this study is to underline the importance of the concepts of organizational knowledge and strategic planning for organizations and to define the relationship between these concepts. A case study was carried out in an Istanbul municipality to demonstrate how the municipality administration made use of the organizational knowledge in strategic planning.

Berat Bir Bayraktar; Asiye Kak?rman Y?ld?z

2007-01-01

346

Strategic Alignment, the Fundamental Necessity for Health Information System Strategic Planning  

Directory of Open Access Journals (Sweden)

Full Text Available Introduction: In today's changing world, business will experience dramatic changes. Information system as a tool for an organization to achieve goals has not been exempted from these changes. Organizations must manage their variable information systems that increased costs of equipping and promoting those increasingly, in a direction which not only compensate Costs spent on, but as create a competitive advantage in the industry. Therefore be necessity to align information system strategy and objectives with business goals and strategies. Literature review: The purpose of the strategic alignment process is optimization costs, and using appropriate from information systems in organizations. The purposes of this paper was evaluating the studies on the strategic alignment and identify tools and different approaches to introduce to managers in the health industry. Conclusion: This is a review article which use library and Internet resources to have been conducted. Strategic alignment is long-term and dynamic process that requires cooperation and participation of organization sectors, health information system sector and executive health sector. With this aim, culture making and increasing knowledge of the alignment literatures may be a good start.

F Sadoughi; MR Maleki; MS Ahmadi

2010-01-01

347

'Action 2016': AREVA's strategic action plan to improve performance  

International Nuclear Information System (INIS)

[en] On December 12, 2011, Luc Oursel, Executive Officer of AREVA, and Pierre Aubouin, Chief Financial Executive Officer, presented the group's 'Action 2016' strategic action plan based on an in-depth analysis of the market's outlook. This document makes, first, a Detailed presentation of the 'Action 2016' plan and then presents the group's financial outlook: - Full-year 2011 immediate accounting consequences of the new market environment: operating losses expected in 2011; - 2012-2013 transition period Objective: self-finance capex in cumulative terms; - 2014-2016: safe growth and cash generation, free operating cash flow at break-even beginning in 2013, above euro 1 bn per year beginning in 2015

2011-01-01

348

Strategic environmental evaluation of National Transmission System Plan in Italy  

International Nuclear Information System (INIS)

[en] The entry into force of part II of D. Lgs. 152/2006 establishing the procedures for strategic environmental assessment for plans and programs. The application of legislation to the development plan of the electric network of the National Transmission System verify testing conducted by Terna with ministries and authorities with environmental competences[it] L'entrata in vigore della parte II del D. Lgs. 152/2006 istituisce, nell'ordinamento italiano, la procedura di Valutazione Ambientale Strategica (VAS) per piani e programmi. La prima applicazione della normativa al Piano di Sviluppo della Rete elettrica di Trasmissione e l'occasione per tirare le somme della sperimentazione pluriennale svolta in questo ambito dalla Terma Spa, gestore della rete, insieme a Regioni, Ministeri e altre autorita con competenze ambientali

2008-01-01

349

Strategic Planning for Tourism Development by SWOT Method (Case Study: Shiraz City)  

Directory of Open Access Journals (Sweden)

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 agenc

Z. Hadiani; M. Ahadnezhad; Sh. Kazemizad; H. Ghanbari

2012-01-01

350

The strategic plan of Vibo Valentia: a shared experience  

Directory of Open Access Journals (Sweden)

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; Andrea Nobili

2010-01-01

351

Strategic Planning of Communications and Knowledge Transfer for the Solar Energy Technologies Program  

Energy Technology Data Exchange (ETDEWEB)

The goal of the Solar Communications Team is to get the right information to the right people at the right time in the right form at the right cost, and to measure the effectiveness of projects and our strategic communications plan. Our communications efforts in FY 2005 emphasized the following: 1) Reaching the Buildings and Consumer audiences (e.g., Solar Decathlon, International Builders' Show). 2) Developing and distributing critical program documents to key stakeholders (e.g., Solar Program Review Meeting Proceedings, Industry Roadmap, second Multi-Year Program Plan). 3) Conducting a gap analysis of communications products and evaluating their effectiveness. 4) Working with our program management to streamline business processes and improve communications of management expectations. 5) Developing and maintaining content for all Solar Program Web sites that reflect research and program accomplishments. 6) Representing the interests of the Solar Program at strategic events (technical conferences, meetings, workshops, community events).

Pedigo, S.; Nahan, R.; Moon, S.; Gwinner, D.; Zuboy, J.; Brooks, C.; Wilson, T.; Hassett, R.; Burt, W. B.

2005-11-01

352

Hydro-Quebec strategic plan 2006-2010  

International Nuclear Information System (INIS)

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.

2006-01-01

353

Using a concept map as a tool for strategic planning: The Healthy Brain Initiative.  

UK PubMed Central (United Kingdom)

Concept mapping is a tool to assist in strategic planning that allows planners to work through a sequence of phases to produce a conceptual framework. Although several studies describe how concept mapping is applied to various public health problems, the flexibility of the methods used in each phase of the process is often overlooked. If practitioners were more aware of the flexibility, more public health endeavors could benefit from using concept mapping as a tool for strategic planning. The objective of this article is to describe how the 6 concept-mapping phases originally outlined by William Trochim guided our strategic planning process and how we adjusted the specific methods in the first 2 phases to meet the specialized needs and requirements to create The Healthy Brain Initiative: A National Public Health Road Map to Maintaining Cognitive Health. In the first stage (phases 1 and 2 of concept mapping), we formed a steering committee, convened 4 work groups over a period of 3 months, and generated an initial set of 42 action items grounded in science. In the second stage (phases 3 and 4), we engaged stakeholders in sorting and rating the action items and constructed a series of concept maps. In the third and final stage (phases 5 and 6), we examined and refined the action items and generated a final concept map consisting of 44 action items. We then selected the top 10 action items, and in 2007, we published The Healthy Brain Initiative: A National Public Health Road Map to Maintaining Cognitive Health, which represents the strategic plan for The Healthy Brain Initiative.

Anderson LA; Day KL; Vandenberg AE

2011-09-01

354

Theoretical research of the planning role in the enterprise strategic management  

Directory of Open Access Journals (Sweden)

Full Text Available Theoretical studies concerning the importance of planning and its role in the growing efficiency of the company activity is analyzed. The approach to the organization management based on the concept of the balanced gradual development of enterprises by evolutionary way being realized and economically justified only due to the possible management of all business - processes of the company was proposed. The effectiveness of this development model can be enhanced by introducing the so-called active strategic forecast rather than extrapolation planning causing the reactive nature of reactions on deviations from the planned trends. It was found out that excessive formalization and too strict planning processes produces the opposite effect on the flexibility and adaptability of the managing subject

Markovych, Iryna Bohdanivna

2012-01-01

355

Implementation of strategic environmental assessment in Serbia: Case of spatial plan of Kolubara lignite basin  

Directory of Open Access Journals (Sweden)

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.

Mari?i? Tamara

2006-01-01

356

Strategic planning for sustainable spatial, landscape and tourism development in Serbia  

Digital Repository Infrastructure Vision for European Research (DRIVER)

The paper presents an overview of the expected role of spatial and environmental planning in coordination and integration with strategic planning for sustainable spatial/territorial, landscape and tourism development. The application of an integrated approach to sustainable territorial developme...

Maksin Marija; Miliji? Saša

357

CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan  

Energy Technology Data Exchange (ETDEWEB)

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

NELSON, R.L.

2000-05-08

358

Strategic approach to waste management planning in the Republic of Serbia: Current situation and prospects  

Directory of Open Access Journals (Sweden)

Full Text Available For the last couple of years the Republic of Serbia adopted the basic postulates of waste management compliant with EU experiences. Waste management system involves a set of measures and activities aimed at waste quantities reduction, its reuse, appropriate waste handling and hygienic disposal of the remaining waste. All the mentioned processes, within the waste management system, have been defined by strategic and planning documents adopted at the state level. The strategic and planning documents come from primary legislation and from a series of by-laws adopted in the last three to four years. This paper provides a strategic approach to waste management planning by way of the analysis of documents and policies and the analysis of the current situation of municipal waste and special waste streams management. Specific guidelines have been recommended i.e. the prospects of waste management have been analyzed taking into account the current level of development, on the one side, and the necessity of regarding the standards and principles of sustainable waste management in accordance with EU experiences, on the other side. [Projekat Ministarstva nauke Republike Srbije, br. 176017

Filipovi? Dejan; Obradovi?-Arsi? Danijela

2012-01-01

359

THE PREMISES OF STRATEGIC MARKETING PLANNING IMPLEMENTATION WITHIN SMALL AND MEDIUM SIZED ENTERPRISES  

Digital Repository Infrastructure Vision for European Research (DRIVER)

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 ...

Curmei Catalin Valeriu; Ionescu Florin Tudor; Popescu Andrei

360

A new content framework and metamodel for Enterprise Architecture and IS Strategic Planning  

Digital Repository Infrastructure Vision for European Research (DRIVER)

IS Strategic Planning and Enterprise Architecture are two major disciplines in IT Architecture and Governance. They pursue the same objectives and have much in common. While ISSP has benefited from business strategic planning methods and techniques, it has not evolved much since the 90s and lacks f...

Mouhsine Lakhdissi; Bouchaib Bounabat

 
 
 
 
361

Strategic Spatial Planning and the Ecosystem Services Concept - an Historical Exploration  

Digital Repository Infrastructure Vision for European Research (DRIVER)

This study examines how ecosystem services (ES) have been taken into account historically in strategic spatial plans in Melbourne and Stockholm through a comparative case study analysis of eight strategic spatial plans from 1929-2010. We investigated the types of ES taken into account, and how human...

Cathy Wilkinson; Toomas Saarne; Garry D. Peterson; Johan Colding

362

Assessing and Cultivating Support for Strategic Planning: Searching for Best Practices in a Reform Environment  

Science.gov (United States)

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

2006-01-01

363

Strategic Planning in Small and Medium-Size Transit Agencies: A Discussion of Practice and Issues.  

Science.gov (United States)

The report provides an in-depth look at strategic planning in the transit industry, focusing on small and medium-size transit agencies. The objectives of the research are to: (1) explore the use of strategic planning in the transit industry; (2) explore t...

B. Hemily

1986-01-01

364

Practice and Use of Strategic Planning Systems in Public Transit Organizations.  

Science.gov (United States)

This study investigates the practice and use of strategic planning systems in public transit organizations. The objective is to determine the extent to which the practice and use of strategic planning comply with the characteristics of a well-designed and...

I. O. Ugboro K. Obeng

2005-01-01

365

Strategic planning of the National Direction of Nuclear Technology: period 2002-2005 last report  

International Nuclear Information System (INIS)

[en] 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

2002-01-01

366

Mass market metering: Strategic planning at Hydro-Quebec  

Energy Technology Data Exchange (ETDEWEB)

Automatic meter reading (AMR) in the 1980s and in the early 1990s were reviewed. The objective was to reduce the cost of billing by increasing the ratio of meters read effectively and by reducing the cost of reading hard to read, hard to access meters. The first AMR systems were telephone based; satisfactory, but not too efficient. Strategic planning in the early 1990s continued to stress the need for lowering costs, different payment possibilities, acceleration of cash in-flows and introduction of real time pricing. The conclusion at the end of the strategic exercise was that the era of automatic meter reading was over, and that the future belonged to multi-functional meters as the only ones capable of rapidly reducing costs, especially when combined with `walk-by radio systems` for hard to read premises, and augmented with a dynamic route optimization system. Specifications for multi-function meters, their architecture, transaction location, data transmission mode, transmission protocol, and central service applications were reviewed. Most of the required components are already on the market; the real challenge lies in integration.

Joly, J.; Pilotto, L. [Hydro-Quebec, Montreal, PQ (Canada)

1996-08-01

367

Technical Targets - A Tool to Support Strategic Planning in the Subsurface Contaminants Focus Area  

International Nuclear Information System (INIS)

The Subsurface Contaminants Focus Area (SCFA) is supported by a lead laboratory consisting of technical representatives from DOE laboratories across the country. This broadly representative scientific group has developed and implemented a process to define Technical Targets to assist the SCFA in strategic planning and in managing their environmental research and development portfolio. At an initial meeting in Golden Colorado, an initial set of Technical Targets was identified using a rapid consensus based technical triage process. Thirteen Technical Targets were identified and described. Vital scientific and technical objectives were generated for each target. The targets generally fall into one of the following five strategic investment categories: Enhancing Environmental Stewardship, Eliminating Contaminant Sources, Isolating Contaminants, Controlling Contaminant Plumes, Enabling DOEs CleanUp Efforts. The resulting targets and the detail they comprise on what is, and what is not, needed to meet Environmental Management needs provide a comprehensive technically-based framework to assist in prioritizing future work and in managing the SCFA program.

2002-01-01

368

Biological and chemical terrorism: strategic plan for preparedness and response. Recommendations of the CDC Strategic Planning Workgroup.  

UK PubMed Central (United Kingdom)

The U.S. national civilian vulnerability to the deliberate use of biological and chemical agents has been highlighted by recognition of substantial biological weapons development programs and arsenals in foreign countries, attempts to acquire or possess biological agents by militants, and high-profile terrorist attacks. Evaluation of this vulnerability has focused on the role public health will have detecting and managing the probable covert biological terrorist incident with the realization that the U.S. local, state, and federal infrastructure is already strained as a result of other important public health problems. In partnership with representatives for local and state health departments, other federal agencies, and medical and public health professional associations, CDC has developed a strategic plan to address the deliberate dissemination of biological or chemical agents. The plan contains recommendations to reduce U.S. vulnerability to biological and chemical terrorism--preparedness planning, detection and surveillance, laboratory analysis, emergency response, and communication systems. Training and research are integral components for achieving these recommendations. Success of the plan hinges on strengthening the relationships between medical and public health professionals and on building new partnerships with emergency management, the military, and law enforcement professionals.

2000-04-01

369

Strategic planning model for Startups: A case study of Iranian packaging industry  

Directory of Open Access Journals (Sweden)

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; Khashayar Moradi; Hossein Mahdavi Mazdeh

2011-01-01

370

Monitoring the strategic environmental assessment for plans and programmes  

Directory of Open Access Journals (Sweden)

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.

ODAGIU Antonia; I. OROIAN; M. PROOROCU; C. IEDERAN; P. BURDUHOS; Claudia BALINT

2008-01-01

371

Strategic Plan for a Scientific Cloud Computing infrastructure for Europe  

CERN Multimedia

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.

Lengert, Maryline

2011-01-01

372

Strategic Energy Management Plan For Fort Buchanan, Puerto Rico  

Energy Technology Data Exchange (ETDEWEB)

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.

2001-10-31

373

Methodology development to support NPR strategic planning. Final report  

International Nuclear Information System (INIS)

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.

1996-01-01

374

Methodology development to support NPR strategic planning. Final report  

Energy Technology Data Exchange (ETDEWEB)

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.

NONE

1996-04-01

375

Strategic plan for geriatrics and extended care in the veterans health administration: background, plan, and progress to date.  

UK PubMed Central (United Kingdom)

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.

Shay K; Hyduke B; Burris JF

2013-04-01

376

Achievements and challenges of formulating a strategic plan for nursing development at the national level in Bahrain.  

UK PubMed Central (United Kingdom)

BACKGROUND: In this paper (initially presented at a symposium during the ICN Centennial Conference, 27 June-1 July 1999, London), we describe nurses' experiences in formulating a strategic plan for nursing development at the national level in Bahrain. AIM: Specifically, we address the process undertaken to produce a comprehensive and integrated strategic plan directed at what nurses in Bahrain need to do in order to contribute to cost-effective and high-quality health service. CONCLUSIONS: The following strategies are addressed: regulation of nursing; reform of nursing education; development of nursing services; development of a nursing information system, and development of nursing leadership.

Al-Gasseer N; Al-Darazi F; Al-Kuwaiti B; Al-Gaud K; Al-Muhandis B; Murad L

2003-09-01

377

Consequences of Strategic Choices within an e-Procurement Implementation Process -From an Actor Network Perspective  

DEFF Research Database (Denmark)

In recent years, many companies have changed their IT strategy from developing systems in-house to implementing integrated software solutions. Along with the implementation of large Management Information Systems (MIS) such as Enterprise Resource Planning (ERP) systems, several strategic choices have to be made in order to ensure the success of the implementation in terms of the technical aspects, the business model and the organisation. This article deals with three strategic choices made by the management in the case company, a large European medical company, regarding the process of implementing an e-Procurement system - more specifically, an Enterprise Buyer Professional (EBP) module in SAP R/3 for commercial purchasing. These strategic choices are (1) outsourcing the electronic catalogue of the EBP system to an electronic market place, (2) constituting a change management group for the implementation, and (3) allying with an external partner in the implementation process. The strategic choices are the basis of a qualitative analysis using an Actor Network Theory (ANT) perspective where focus is on three aspects: Delegation, black box and enrolment. In this regard, strategies for delegating tasks to the EBP system, strategies for establishing the EBP system as a black box and, finally, strategies for enrolling external partners in the implementation process in the case company are analysed. Through these concepts of ANT, the article demonstrates how strategic choices influence the implementation process and which initiatives are made to put the strategic choices of the implementation into effect.

Krag, Lotte; Thomsen, Mette

2004-01-01

378

Strategic planning of an integrated program for state oversight agreements  

International Nuclear Information System (INIS)

Among the barrage of agreements faced by federal facilities are the State Oversight Agreements (known as Agreements in Principle in many states). These agreements between the Department of Energy (DOE) and the states fund the states to conduct independent environmental monitoring and oversight which requires plans, studies, inventories, models, and reports from DOE and its management and operating contractors. Many states have signed such agreements, including Tennessee, Kentucky, Washington, Idaho, Colorado, California, and Florida. This type of oversight agreement originated in Colorado as a result of environmental concerns at the Rocky Flats Plant. The 5-year State Oversight Agreements for Tennessee and Kentucky became effective on May 13, 1991, and fund these states nearly $21 million and $7 million, respectively. Implementation of these open-quotes comprehensive and integratedclose quotes agreements is particularly complex in Tennessee where the DOE Oak Ridge Reservation houses three installations with distinctly different missions. The program development and strategic planning required for coordinating and integrating a program of this magnitude is discussed. Included are the organizational structure and interfaces required to define and coordinate program elements across plants and to also effectively negotiate scope and schedules with the state. The planned Program Management Plan, which will contain implementation and procedural guidelines, and the management control system for detailed tracking of activities and costs are outlined. Additionally, issues inherent in the nature of the agreements and implementation of a program of this magnitude are discussed. Finally, a comparison of the agreements for Tennessee, Kentucky, Colorado, and Idaho is made to gain a better understanding of the similarities and differences in State Oversight Agreements to aid in implementation of these agreements.

1991-01-01

379

Urban planning for the strategic spatial development of Ljubljana  

Directory of Open Access Journals (Sweden)

Full Text Available 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 degraded areas and the amelioration of dispersed building. The new housing construction is planned only when that is necessary for the development of the municipality. The improvements of social and economic infrastructures are envisaged as well. The concept of spatial organisation has been developed in three characteristic areas of the ML: the compact city, the suburbia, and the hilly hinterland. In the compactly city a central radiocentric model has been preserved. New building is stimulated along radially city thoroughfares with green wedges between them. In the suburbia, the network of local centres is linked to the thoroughfares at traffic nodal points. A rational use of land is emphasized by decentralised concentration model. In the hilly hinterland new housing construction is mainly directed to existing settlements for preserving quality landscape features. As significant structural elements of the city we emphasise open public and green areas. In the chapter of land use, special attention is paid to housing construction, the central areas and industrial activities. We also give some basic guidelines for traffic development. The last chapter presents the guidelines for urban and architectural design. Characteristic areas, the connecting structures and large landscape structures are defined as basic elements of the city structure identity.

Mojca Šašek Divjak

2008-01-01

380

Strategic planning models in public and non-profit sport organizations  

Directory of Open Access Journals (Sweden)

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.

THANOS KRIEMADIS; ELENA THEAKOU

2007-01-01

 
 
 
 
381

Achieving transformational change: using appreciative inquiry for strategic planning in a school of nursing.  

Science.gov (United States)

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

382

Achieving transformational change: using appreciative inquiry for strategic planning in a school of nursing.  

UK PubMed Central (United Kingdom)

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.

Harmon RB; Fontaine D; Plews-Ogan M; Williams A

2012-03-01

383

Analysis for Theory of Integrated Resource Strategic Planning Based of Power Balance between Supply and Demand  

Directory of Open Access Journals (Sweden)

Full Text Available First this paper analyzes China electric power market price regulation and power supply enterprises’ decision-making behaviors, and then carries on comparative analysis about integrated resource planning theory and integrated resource strategic thought under demand balance angle. The results show that integrated resource planning can reduce the power demand and optimize resource allocation, but integrated resource strategic planning under the demand side management has better effect, also can realize the whole society power resources optimal allocation.

Junjie Kang; Jinghong Zhou

2012-01-01

384

Decoupling the use and meaning of strategic plans in public healthcare.  

UK PubMed Central (United Kingdom)

BACKGROUND: The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? METHODS: An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. RESULTS: The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. CONCLUSIONS: The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate similar topics to different stakeholders, although they use different language to answer to the different expectations of each stakeholder. Therefore, strategic planning and plans seem to be driven by neo-institutional approaches, as they are means to build consensus and negotiate ground for strategic actions, rather than means to identify strategic choices and priorities.

Lega F; Longo F; Rotolo A

2013-01-01

385

Strategic planning for information management: what are the deliverables?  

UK PubMed Central (United Kingdom)

This paper describes the deliverables framework developed by Vanderbilt University Medical Center (VUMC) in its IAIMS planning process. The key deliverables include: visions for the future; mission, goals, and objectives for the information management function; critical functions for IAIMS; categorized projects; priority recommendations; and a straw man project sequence reflecting dependencies. The paper also discusses how the plan will be used and how it interacts with direction-setting for the Medical Center.

Olsen AJ; Stead WW

1995-01-01

386

New Strategic Plan Takes the ALS into the Future  

Energy Technology Data Exchange (ETDEWEB)

A new strategic plan is in place to upgrade the ALS so itcan continue to address fundamental questions, such as size-dependent anddimensional-confinement phenomena at the nanoscale; correlation andcomplexity in physical, biological, and environmental systems; andtemporal evolution, assembly, dynamics and ultrafast phenomena. Moreover,the growing number of ALS users (now exceeding 2,000 per year) requiresincreased attention. Accordingly, our plan concentrates on projects thatwill continue to make it possible for ALS users to address grandscientific and technological challenges with incisive world-class toolsand quality user support. Our highest priority is to begin top-offoperation, in which electrons are injected into the storage ring atintervals of approximately 1 minute. The combination of top-off andconcurrent development of small-gap in-vacuum undulators andsuperconducting undulators will allow an increase in brightness fromeight to more than 100 times, depending on the specific undulators andphoton energy range. As part of our core mission in the VUV and softx-ray regions, we plan to exploit these accelerator developments toextend our capabilities for high spatial and temporal resolution andutilize the remarkable coherence properties of the ALS in a newgeneration of beamlines. Ranked by priority, several proposed beamlineswill follow completion of five new beamlines already under constructionor funded. The intellectual excitement of the ALS has been a powerfultool in the recruitment and retention of outstanding staff, butadditional sustained efforts are required to increase diversity both ingender and in underrepresented groups. To this end, we intend to expandthe ALS Doctoral Fellowship Program by giving special emphasis tounderrepresented groups. We also envision a distinguished postdoctoralfellowship program with the same emphasis, to increase and diversify ourpool of candidates for beamline scientist positions.

Kirz, J.; Chemla, D.S.; Feinberg, B.; Hussain, Z.; Krebs, G.F.; Padmore, H.A.; Robin, D.S.; Robinson, A.L.; Smith, N.V.; Warwick, T.

2006-08-12

387

New Strategic Plan Takes the ALS into the Future  

International Nuclear Information System (INIS)

A new strategic plan is in place to upgrade the ALS so it can continue to address fundamental questions, such as size-dependent and dimensional-confinement phenomena at the nanoscale; correlation and complexity in physical, biological, and environmental systems; and temporal evolution, assembly, dynamics and ultrafast phenomena. Moreover, the growing number of ALS users (now exceeding 2,000 per year) requires increased attention. Accordingly, our plan concentrates on projects that will continue to make it possible for ALS users to address grand scientific and technological challenges with incisive world-class tools and quality user support. Our highest priority is to begin top-off operation, in which electrons are injected into the storage ring at intervals of approximately 1 minute. The combination of top-off and concurrent development of small-gap in-vacuum undulators and superconducting undulators will allow an increase in brightness from eight to more than 100 times, depending on the specific undulators and photon energy range. As part of our core mission in the VUV and soft x-ray regions, we plan to exploit these accelerator developments to extend our capabilities for high spatial and temporal resolution and utilize the remarkable coherence properties of the ALS in a new generation of beamlines. Ranked by priority, several proposed beamlines will follow completion of five new beamlines already under construction or funded. The intellectual excitement of the ALS has been a powerful tool in the recruitment and retention of outstanding staff, but additional sustained efforts are required to increase diversity both in gender and in under represented groups. To this end, we intend to expand the ALS Doctoral Fellowship Program by giving special emphasis to under represented groups. We also envision a distinguished postdoctoral fellowship program with the same emphasis, to increase and diversify our pool of candidates for beamline scientist positions.

2006-06-02

388

Personal strategic plan development: getting ready for changes in our professional and personal lives.  

UK PubMed Central (United Kingdom)

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.

Hinojosa J

2012-05-01

389

Personal strategic plan development: getting ready for changes in our professional and personal lives.  

Science.gov (United States)

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

Hinojosa, Jim

390

Strategic Planning for Computer Integration in Higher Education through the Year 2000  

Directory of Open Access Journals (Sweden)

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

1993-01-01

391

1994 U.S. Department of Energy Strategic Plan: Fueling a Competitive Economy  

Energy Technology Data Exchange (ETDEWEB)

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.

None,

1994-04-01

392

Soft Spaces as Vehicles for Neoliberal Transformations of Strategic Spatial Planning?  

DEFF Research Database (Denmark)

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.

Olesen, Kristian

393

STRATEGIC MARKETING PLANNING IN SPORTS – A PERSPECTIVE OF QUALITY OF LIFE IMPROVEMENT  

Digital Repository Infrastructure Vision for European Research (DRIVER)

Strategic marketing planning requires that the marketing objectives strategies for a specific product-market configuration be in full correlation with the directions and the resources allocated at the corporate level or at the strategic business unit one. Such a correlation is more than necessary un...

Constantinescu Mihaela; Caescu Stefan Claudiu; Ploesteanu Mara Gabriela

394

University Strategic Planning and the Foresight/Futures Approach: An Irish Case Study  

Science.gov (United States)

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

2009-01-01

395

A strategic planning model for an oil extracting firm  

Energy Technology Data Exchange (ETDEWEB)

Economic models use an intertemporal approach and maximize discounted profit to determine the optimal extraction, development and exploration for oil reserves. On the other hand, petroleum engineers use reservoir simulators, which also use an intertemporal approach, maximize the total recovery of oil and project the rate of oil recovery from the reserve. A reservoir simulator ignores the influence of prices and other economic variables in determining the optimal rate of extraction whereas economic models often ignore engineering aspects of oil extraction. Therefore, solutions of an economic model may be technically infeasible and engineering models may be economically inefficient. In this thesis, a dynamic economic model and an engineering model were linked through an output path. The gas to oil ratio depends on the productive age of each well so it is necessary to study the optimality of oil extraction on a per well basis. An output path also provides information regarding the gas to oil ratio from each well. Using this model successfully designed a strategic plan which maximized the net worth of the firm from oil extraction, development and exploration. The study also introduced an artificial neural network model to forecast oil prices. The model has shown that the optimal depletion strategy for an oil firm is different from engineer's perception of maximum ultimate oil recovery path and that economists' optimal path were often infeasible. Consequently, this model which linked both economic and engineering information provides an optimal extraction path which maximizes an oil firm's net worth. Canadian oil firms can use this model to design their preduction plan per well where as engineers can also use this model to test efficiency of their simulators.

Haque, A.K.E.

1991-01-01

396

ITS strategic test plan : revision 1.0.  

Energy Technology Data Exchange (ETDEWEB)

This test plan describes the testing strategy for the ITS (Integrated-TIGER-Series) suite of codes. The processes and procedures for performing both verification and validation tests are described. ITS Version 5.0 was developed under the NNSA's ASC program and supports Sandia's stockpile stewardship mission.

Franke, Brian Claude; Lorence, Leonard Joseph, Jr.; Crawford, Martin James (K-Tech Corporation, Albuquerque, NM); Cordova, Lisa A.; Kensek, Ronald Patrick; Laub, Thomas William

2004-07-01

397

The hidden link: Energy and economic development: Phase 1, strategic planning: A guidebook for local government  

Energy Technology Data Exchange (ETDEWEB)

This guidebook is organized in four major chapters. Chapter 1 examines the linkages between energy management and economic development on national and local levels. It discusses the multiplier effect of energy conservation and the effects of energy costs on the residential, commercial, and industrial sectors. A discussion of other insidious effects of energy costs, such as building abandonment, is also included. Chapter 2 contains an adapted strategic planning process to use in the linkage of energy management and community/economic development. Six steps including (1) building a consensus and working team; (2) conducting the environmental scan; (3) selecting key linkages; (4) conducting an internal analysis and identifying resources; (5) developing goals, objectives, and strategies; and (6) developing an action plan and implementation steps. Many of the steps are illustrated with case studies. Chapter 3 presents a preliminary analysis of public/private financing options matched with the energy projects of the six participating local governments. A description and discussion of applicability is included for each financing option. Chapter 4 contains a description of each participating jurisdiction's project, how each used a strategic planning step and examined public/private financing options, and a few notes on the technical assistance provided during the course of the project. 10 figs.

Zelinski, R.W.; Rooney, D.

1987-04-01

398

75 FR 8137 - Coordination and Strategic Planning of the Federal Effort Against Intellectual Property...  

Science.gov (United States)

...OFFICE OF MANAGEMENT AND BUDGET Coordination and Strategic Planning of the Federal...the adequacy, effectiveness and/or coordination of the various Federal departments...enforcement efforts, including whether coordination could be improved, if...

2010-02-23

399

75 FR 80054 - Input for a Strategic Plan for Federal Youth Policy  

Science.gov (United States)

...HUMAN SERVICES Office of the Secretary Input for a Strategic Plan for Federal Youth...and efficiency of youth programs, using input from community stakeholders, including...Working Group on Youth Programs to solicit input from young people, State...

2010-12-21

400

[Strategic planning models at the Instituto Nacional de Ciencias Medicas y Nutricion Salvador Zubiran].  

UK PubMed Central (United Kingdom)

The Instituto Nacional de Ciencias Médicas y Nutrición Salvador Zubirán (Spanish acronym INCMNSZ) is a third tier healthcare facility operated by the Mexican Ministry of Health, ando ver the years various strategic planning models have been used in its development. This paper present a brief overview of some of those strategic planning models and their application and concludes with a discussion of the lessons learned and challenges than remain.

Velázquez-Pastrana R

2013-05-01

 
 
 
 
401

[Strategic planning models at the Instituto Nacional de Ciencias Médicas y Nutrición Salvador Zubirán].  

Science.gov (United States)

The Instituto Nacional de Ciencias Médicas y Nutrición Salvador Zubirán (Spanish acronym INCMNSZ) is a third tier healthcare facility operated by the Mexican Ministry of Health, ando ver the years various strategic planning models have been used in its development. This paper present a brief overview of some of those strategic planning models and their application and concludes with a discussion of the lessons learned and challenges than remain. PMID:23877815

Velázquez-Pastrana, Ruth

402

The Strategic Planning (SWOT) Analysis Outcomes and Suggestions according to the Students and the Lecturers within the Distance Education System  

Science.gov (United States)

In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the institutions' appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning,…

Yelken, Tugba Yanpar; Kilic, Figen; Ozdemir, Caner

2012-01-01

403

Towards a European Energy Technology Policy - The European Strategic Energy Technology Plan (Set-Plan)  

International Nuclear Information System (INIS)

The transition to a low carbon economy will take decades and affect the entire economy. There is a timely opportunity for investment in energy infrastructure. However, decisions to invest in technologies that are fully aligned with policy and society priorities do not necessarily come naturally, although it will profoundly affect the level of sustainability of the European energy system for decades to come. Technology development needs to be accelerated and prioritized at the highest level of the European policy agenda. This is the essence of the European Strategic Energy Technology Plan (SET-Plan). The SET-Plan makes concrete proposals for action to establish an energy technology policy for Europe, with a new mind-set for planning and working together and to foster science for transforming energy technologies to achieve EU energy and climate change goals for 2020, and to contribute to the worldwide transition to a low carbon economy by 2050. This paper gives an overview of the SET-Plan initiative and highlights its latest developments. It emphasises the importance of information in support of decision-making for investing in the development of low carbon technologies and shows the first results of the technology mapping undertaken by the newly established Information System of the SET-Plan (SETIS).(author).

2008-11-21

404

PORTFOLIO ANALYSIS - A BASIC INSTRUMENT IN STRATEGIC PLANNING. CASE STUDY ON THE ROMANIAN INSURANCE MARKET  

Directory of Open Access Journals (Sweden)

Full Text Available 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 activity of the leader of the Romanian insurance market. In 2009 Alliantz Tiriac had 17 types of insurance in the portfolio. Each class of insurance was considered a strategic business unit. We have studied the insurance portfolio by using secondary data from specialized publications, such as the Romanian Insurance Supervisory Commission. Using the data, we have calculated for Alliantz Tiriac, for each class of insurance, the relative market share. The company was leader on the market for five classes of insurance. The economic crisis had a severe impact on the evolution of the Romanian insurance market: from the 17 classes of insurance studied: nine had registered a decrease of the market, eight had registered an increase, but only for three of them the growth exceeded 10%. Using the relative market share and the market growth we have identified the “cash cows”: there are five classes of insurance in this category, among which the “Insurance for land vehicles (CASCO)” which represented more than half of the sales (55.82%); unfortunately, in the case of this insurance type there was a very significant decrease of the market in 2010 compared to 2009: -25.12%, the “question marks” – there are three classes of insurance in this category, and the “dogs”. Due to the crisis, a large number of the company's products are in this category and there are no “star” products. This work was supported by CNCSIS – UEFISCSU, project number 915 / 2009 PNII – IDEI 1773/2008

Petrescu Marian; Petrescu Eva Cristina; Ioncica Diana; Bicajanu Vasile

2011-01-01

405

STRATEGIC MARKETING PLANNING IN SPORTS – A PERSPECTIVE OF QUALITY OF LIFE IMPROVEMENT  

Directory of Open Access Journals (Sweden)

Full Text Available Strategic marketing planning requires that the marketing objectives strategies for a specific product-market configuration be in full correlation with the directions and the resources allocated at the corporate level or at the strategic business unit one. Such a correlation is more than necessary under the current market conditions, when the economic crisis affects both consumer behavior and corporate decisions. This article focuses on the particularities of strategic marketing planning in sport, given the fact that the vast majority of sports organizations in Romania, although very active on the reference market, do not have a marketing activity correlated with the medium and long term market needs. One of these needs refers to quality of life improvement, knowing that sport activities have positive influence on many dimensions of quality of life, such as health, education, social inclusion, relaxation and leisure. The improvement within the population participation in sport (both as an active participant and as a spectator), the increased duration of leisure and the development of private financing have led to the creation of a large market, where marketing plays a central role. Therefore the marketing management process must also be implemented within the sports organization, in order to make it easier in building and maintaining a relationship with the customer, especially if the organization wants a customer orientation strategy. Such an orientation includes identifying the current needs as well as the future ones in terms of target audience, to offer a series of sports products and services that bring their significant contribution to improving the quality of life. In this paper are highlighted the influences that consumer requirements concerning quality of life have on all components of marketing management process, starting with sports organization mission statement, up to establish strategies for the marketing mix (product, price, distribution and promotion).

Constantinescu Mihaela; Caescu Stefan Claudiu; Ploesteanu Mara Gabriela

2012-01-01

406

Radiology in 2030: A Guide for Strategic Planning  

Directory of Open Access Journals (Sweden)

Full Text Available Imaging science and technology are major contributors to the discovery of new knowledge in diagnosis and treatment of disease. Given such rapid past advances, is it not likely the future rate of progress will be at least as great? As part of the strategic plan is to estimate future change, it is necessary to have a vision for what will happen in radiology in next 20 years. There are several questions that we should find answer for them: 1. Which type of information clinicians will request from radiologists? 2. How will imaging devices of the future differ from those of the present? 3. What appearance might medical images of the future have? Only 30 years ago, radiologists depended heavily on plain radiographs, tomography, and catheter angiography.Presently, very high-resolution crosssectional imaging studies, four-dimensional sonography, and functional imaging techniques (such as brain activation studies and perfusion imaging) are common place. Physicians in the future will increasingly seek clinical information that is physiological, and not solely anatomical, in nature.Functional and molecular imaging will be the area of great development in future. Broadly, multidisciplinary, molecular imaging incorporates methods and concepts from molecular and cell biology, imaging sciences, chemistry, highthroughput"nbiology (eg, genomics, proteomics), nanotechnology, pharmacology, and bioinformatics. It is through molecular imaging that radiology is expected"nto play a critical role in advancing molecular medicine and potentially revolutionize patient care and biomedical research. Other promising options will be minimally invasive image-guided therapy and interventional radiology The convergence of molecular imaging and interventional radiology benefits both fields. This lecture is an effort to explain a roadmap for future in the field of Radiology.

Sh. Akhlaghpoor

2008-01-01

407

Joining up health and planning: how Joint Strategic Needs Assessment (JSNA) can inform health and wellbeing strategies and spatial planning.  

UK PubMed Central (United Kingdom)

There has been a welcome joining up of the rhetoric around health, the environment and land use or spatial planning in both the English public health white paper and the National Planning Policy Framework. However, this paper highlights a real concern that this is not being followed through into practical guidance needed by local authorities (LAs), health bodies and developers about how to deliver this at the local level. The role of Joint Strategic Needs Assessments (JSNAs) and Health and Wellbeing Strategies (HWSs) have the potential to provide a strong basis for integrated local policies for health improvement, to address the wider determinants of health and to reduce inequities. However, the draft JSNA guidance from the Department of Health falls short of providing a robust, comprehensive and practical guide to meeting these very significant challenges. The paper identifies some examples of good practice. It recommends that action should be taken to raise the standards of all JSNAs to meet the new challenges and that HWSs should be aligned spatially and temporally with local plans and other LA strategies. HWSs should also identify spatially targeted interventions that can be delivered through spatial