WorldWideScience

Sample records for strategic planning process

  1. Process-based Strategic Planning

    CERN Document Server

    Grunig, Rudolf; Clark, Anthony

    2011-01-01

    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

  2. The Relationship between Firms’ Strategic Orientations and Strategic Planning Process

    Directory of Open Access Journals (Sweden)

    Hasnanywati Hassan

    2010-10-01

    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.

  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

  4. 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)

  5. Building a team through a strategic planning process.

    Science.gov (United States)

    Albert, Debra; Priganc, Dave

    2014-01-01

    Strategic planning is a process often left to senior hospital leadership, with limited input from unit-level, bedside patient care providers. This frequent approach to strategic planning misses the opportunity to engage a wide range of employees, build a shared sense of commitment, produce a collaborative team environment, and to generate greater acceptance of the plan. The Patient Care Services division at the University of Chicago Medicine used a strategic planning process that incorporated 360-degree input from both within the Patient Care Services division and outside of the division. The result is a strategic vision and plan that, shaped by broad-based input from both internal and external constituencies, is strengthened by the team that emerged from the process. Through the process of identifying a common understanding of the group's future direction, a shared purpose was created that transcended traditional professional boundaries and shaped a cohesive team focused on effective and efficient patient care. Now, with a focused strategic plan and a team centered on a shared purpose, the team is beginning to effectively deliver on the plan. PMID:24896577

  6. Using Strategic Planning to Transform a Budgeting Process

    Science.gov (United States)

    Israel, Cary A.; Kihl, Brenda

    2005-01-01

    This chapter describes a proactive, institutionwide budgeting process that is directly tied to a community college district's strategic plan in order to provide community college leaders with the information they need to make judgments about cutting or sustaining programs in difficult economic times.

  7. Strategic Marketing Planning Audit

    Directory of Open Access Journals (Sweden)

    Violeta Radulescu

    2012-11-01

    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.

  8. Use of focus groups in a library's strategic planning process

    OpenAIRE

    Higa-Moore, Mori Lou; Bunnett, Brian; Mayo, Helen G.; Olney, Cynthia A.

    2002-01-01

    The use of focus groups to determine patron satisfaction with library resources and services is extensive and well established. This article demonstrates how focus groups can also be used to help shape the future direction of a library as part of the strategic planning process. By responding to questions about their long-term library and information needs, focus group participants at the University of Texas Southwestern Medical Center at Dallas Library contributed an abundance of qualitative ...

  9. Strategic Planning and the Marketing Process: Library Applications.

    Science.gov (United States)

    Wood, Elizabeth J.

    1983-01-01

    Illustrates how basic principles of marketing and strategic market planning can be applied to libraries and discusses some concepts of strategic planning (organization mission, objectives and goals, growth strategy, program portfolio plan) and marketing (opportunity analysis, target market selection, marketing mix strategy, marketing systems…

  10. Strategic Marketing Planning Audit

    OpenAIRE

    Violeta Radulescu

    2012-01-01

    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 ...

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

    Science.gov (United States)

    Hill, Susan E. Kogler; Thomas, Edward G.; Keller, Lawrence F.

    2009-01-01

    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

  12. No Free Lunch: A Condensed Strategic Planning Process

    Science.gov (United States)

    Kohrmann, Patrick C., II

    2008-01-01

    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…

  13. Strategic plan

    International Nuclear Information System (INIS)

    In November 1989, the Office of Environmental Restoration and Waste Management (EM) was formed within the US Department of Energy (DOE). The EM Program was born of the recognition that a significant national effort was necessary to clean up over 45 years' worth of environmental pollution from DOE operations, including the design and manufacture of nuclear materials and weapons. Within EM, the Deputy Assistant Secretary for Environmental Restoration (EM-40) has been assigned responsibility for the assessment and cleanup of areas and facilities that are no longer a part of active DOE operations, but may be contaminated with varying levels and quantifies of hazardous, radioactive, and n-mixed waste. Decontamination and decommissioning (D ampersand D) activities are managed as an integral part of Envirorunental Restoration cleanup efforts. The Office of Environmental Restoration ensures that risks to the environment and to human health and safety are either eliminated or reduced to prescribed, acceptable levels. This Strategic Plan has been developed to articulate the vision of the Deputy Assistant Secretary for Environmental Restoration and to crystallize the specific objectives of the Environmental Restoration Program. The document summarizes the key planning assumptions that guide or constrain the strategic planning effort, outlines the Environmental Restoration Program's specific objectives, and identifies barriers that could limit the Program's success

  14. Strategic Planning and Financial Management

    Science.gov (United States)

    Conneely, James F.

    2010-01-01

    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…

  15. A Comparative, Holistic, Multiple-Case Study of the Implementation of the Strategic Thinking Protocol© and Traditional Strategic Planning Processes at a Southeastern University

    Science.gov (United States)

    Robinson, Deborah J.

    2012-01-01

    This study explores the strategic thinking and strategic planning efforts in a department, college and university in the Southeastern United States. The goal of the study was to identify elements of strategic planning processes that meet the unique organizational features and complexities of a higher education institution. The study employed a…

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

    Science.gov (United States)

    Driscoll, Deborah P.

    2010-01-01

    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…

  17. EMSL Strategic Plan 2008

    Energy Technology Data Exchange (ETDEWEB)

    Campbell, Allison A.

    2008-08-15

    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.

  18. The neoliberalisation of strategic spatial planning

    DEFF Research Database (Denmark)

    Olesen, Kristian

    2014-01-01

    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.

  19. Environmental Scanning Project: A Dimensional Aspect of Needs Assessment in the Strategic Planning Process, Fall 1987.

    Science.gov (United States)

    Lomax, Lynn A.

    The environmental scanning project described in this report was undertaken at Lane Community College (LCC) in Eugene, Oregon, to enhance the college's strategic planning process by anticipating events that might differ from the economic, social, and political conditions of the present. First, an overview is provided of the purpose and intent of…

  20. Strategic investment of embodied energy during the architectural planning process

    Directory of Open Access Journals (Sweden)

    Linda Hildebrand

    2014-05-01

    Full Text Available Background and motivationBuilding industry impacts natural cycles and has potential for optimization. While impairment on nature reached a new dimension already some three centuries ago the building industry started to realize the dependency in the second half of the 20th century. With LCA method all life cycle phases can be monitored and the environmental impact of each can be quantified. The energy consuming and emission generating components in the building context can be distinguished in the groups transport, operation and material. An architect deals with the operational energy and the building substance. With nearly zero (not renewable energy for operation an ecological building is defined by the building substance.Evaluation of the building substanceWhile the building structure accounts for the highest share of embodied energy and GWP, the facade offers high potential for optimisation. This potential is even higher when considering a long (50-100 years usage life span; the building structure remains while the (non load-bearing facade is object to exchange cycles.Findings and their integration into the architectural planning processThe city is a depot for resources and we (it involves a variety of professions need to learn how to organize it. Modularity, light construction, the use of renewable materials and mono materials are also interesting fields which are looked at from a different point of view. They are relevant for all building elements. Although they are not initially invented to reduce the ecological impact of the built environment, they show potential to do so. The facade is the essential parameter for the resource-efficiency of a building as it is exchanged and binds relevant amounts of material. Impact can be made within this element due to its high variation in construction and materialization. The material cycles need to become smaller and the gaps – landfill or downcycling need to be closed. The use of resources will increasingly develop impact on architecture and by that resource efficiency is a successor of energy efficiency.

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

    International Nuclear Information System (INIS)

    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 regarease in expected value for the field regardless of the value measure used

  2. Transformation of a city resident into prosumer in the process of the city development strategic planning

    Directory of Open Access Journals (Sweden)

    O.I. Karyy

    2015-03-01

    Full Text Available The aim of the article. The aim of the article is to select the optimal level of citizens participation in city development strategic planning and to suggest the role that citizens can play in the development of public services for them. The paper analyzes the advantages and disadvantages of citizens participation into the designing of a strategic plan for city development, as well as determines the desired level of such participation and identifies a new role that can be played by the inhabitants in the of process of the city development strategic plan creation. There were done the survey of employees of local self-governments from 107 cities of all Ukraine’s regions, conducted through questionnaires and focus groups. Results of surveys and discussions are compared with current theories of local development and marketing managing. The results of the analysis shows that the current level of informational technologies development in Ukraine, social and political situation in small and middle cities create opportunities to transform citizens from passive observers into prosumers. Urban development must ensure «civilized society» for their residents that is one which demonstrates rather high level of welfare, culture, education and technological development. The concept of «civilization» declare the ability to make decisions concerning the person’s present and future and community, of which he or she is a member. If city residents can not influence the actions of local authorities, to participate directly in local government, it cannot be said that they live in a civilized society. In modern scientific literature and journalism instead of the term «civilized society» in this sense is often used the term «civil society». Political scientists and sociologists actively explore issues of converting the inhabitants of European cities in conscious socially active citizens, with their distinct social position. Of course, increasing social activity of people affects the process of area’s economic development. The idea of involving customers into the process of product design is not new in marketing that is why we can adopt this experience into the practice of local administration service providing. As the conclusions it was stated that if there is a willingness to spend on strategic planning at least six months, we recommend to combine different methods of strategic plan preparation with an emphasis on citizens participation. High levels of public involvement in the process of city development strategic planning requires a change in the role of citizens in the process. Residents of the city should feel like creators and owners of the strategic plan. Only under such conditions in modern Ukraine can ensure further implementation of these plans. To convert city inhabitant from product consumer into prosumer is desirable for local authorities, as increasing the likelihood that a city dweller will be pleased with the services offered in the city, on the formation of which he or she had a direct impact. Accordingly, we can expect political and financial support for the city authorities. Simultaneously, the local government should be aware that prosumer will not be satisfied only with the participation in creating of city development strategic plan, but also wants to influence the other, non-strategic decisions taken by local authorities. That is why the search of ways to improve the transparency of government and its interaction with the public in making the widest possible range of solutions is becoming urgent.

  3. Strategic Plan. Volume 1

    Science.gov (United States)

    2002-01-01

    The purpose of this document is to present the strategic plan and associated organizational structure that the National Space Biomedical Research Institute (NSBRI) will utilize to achieve the defined mission and objectives provided by NASA. Much of the information regarding the background and establishment of the NSBRI by NASA has been provided in other documentation and will not be repeated in this Strategic Plan. This Strategic Plan is presented in two volumes. Volume I (this volume) begins with an Introduction (Section 2) that provides the Institute's NASA-defined mission and objectives, and the organizational structure adopted to implement these through three Strategic Programs: Countermeasure Research; Education, Training and Outreach; and Cooperative Research and Development. These programs are described in Sections 3 to 5. Each program is presented in a similar way, using four subsections: Goals and Objectives; Current Strategies; Gaps and Modifications; and Resource Requirements. Section 6 provides the administrative infrastructure and total budget required to implement the Strategic Programs and assures that they form a single cohesive plan. This plan will ensure continued success of the Institute for the next five years. Volume II of the Strategic Plan provides an in-depth analysis of the current and future strategic programs of the 12 current NSBRI teams, including their goals, objectives, mutual interactions and schedules.

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

    Science.gov (United States)

    Sackett, Kay; Jones, Janice; Erdley, W Scott

    2005-01-01

    The purpose of this article is to describe the incorporation of healthcare informatics into the strategic planning process in nursing education. An exemplar from the University at Buffalo, the State University of New York School of Nursing, is interwoven throughout the article. The challenges and successes inherent in a paradigm shift embracing the multifaceted adoption of technology in higher education are illustrated. The paradigm shift that necessitated this change, the need for informatics standards and competencies identified by regulatory agencies and the relationship of the triad mission of the Academy which includes research, teaching and service are then elucidated. Information pertinent to the strategic planning process is described including the use of a strengths, weaknesses, opportunities and threats (SWOT) analysis to facilitate the integration of a healthcare informatics model into a nursing curriculum. PMID:16206693

  5. La planificación estratégica como aprendizaje / Strategic planning as a learning process

    Scientific Electronic Library Online (English)

    Cesar, Lip Licham.

    2005-01-01

    Full Text Available [...] Abstract in english No person or organization knows enough like to solve everything in advance. Although big lines can be traced to guide institutional work, the unpredictable become forces them to develop active learning action courses. Of these courses, the strategic planning is the one that had produced the optimum [...] and the most lingering successful results. The strategic learning implies that the person or organization has to mobilize in a continuous line which extreme limits are, on one hand, the totally premeditated strategies, and on the other hand, the fully emergent strategies. To learn strategically it is required to release the mind in order to slip flexibly in the continuous line and to accomplish that the possible action courses will be created from a fertile dialogue between the thought and the action. In this article we describe the main prior and current ideas of the strategic planning, that considered as a learning process, has a paradoxical nature, where the final product is the process.

  6. 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

  7. 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)

    Gholamreza Zandi

    2013-05-01

    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.

  8. Guam Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Conrad, M. D.

    2013-07-01

    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.

  9. Collaborative Strategic Planning in Higher Education

    Science.gov (United States)

    Sanaghan, Patrick

    2009-01-01

    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.…

  10. Managing Uncertainty: Thinking and Planning Strategically.

    Science.gov (United States)

    Lorenzo, Albert L.

    1993-01-01

    Argues that rapid change and tight resources demand reality-based planning, rather than planning models that ignore internal and external customers or emphasize process over product. Describes the Strategic Guidance Model (SGM) which provides colleges with strategic visioning, organizational assessment, environmental scanning, quality improvement,…

  11. IAIMS—The Role of Strategic Planning

    OpenAIRE

    Stead, William W.; Bird, Warren P.; Carter, Reginald; Elchlepp, Jane; Hammond, W. Edward; Kootsey, J. Mailen; Smith, Peter K.

    1989-01-01

    An ongoing strategic planning process is one of the key elements of the DUMC IAIMS model. A layered advisory committee structure permits issues to be examined from institutional, application and departmental perspectives. With strategic planning, system development mistakes can be minimized and an IAIMS system infrastructure can be financed with investment at the margin.

  12. Strategic marketing planning in the sport

    OpenAIRE

    THANOS KRIEMADIS; CHRISTOS TERZOUDIS

    2007-01-01

    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...

  13. Designing a Strategic Plan through an Emerging Knowledge Generation Process: The ATM Experience

    Science.gov (United States)

    Zanotti, Francesco

    2012-01-01

    Purpose: The aim of this contribution is to describe a new methodology for designing strategic plans and how it was implemented by ATM, a public transportation agency based in Milan, Italy. Design/methodology/approach: This methodology is founded on a new system theory, called "quantum systemics". It is based on models and metaphors both of…

  14. Strategic Planning Is an Oxymoron

    Science.gov (United States)

    Bassett, Patrick F.

    2012-01-01

    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…

  15. Using IT to Improve Quality at NewYork-Presybterian Hospital: A Requirements-Driven Strategic Planning Process

    OpenAIRE

    Kuperman, Gilad J; Boyer, Aurelia; Cole, Curt; Forman, Bruce; Stetson, Peter D; Cooper, Mary

    2006-01-01

    At NewYork-Presbyterian Hospital, we are committed to the delivery of high quality care. We have implemented a strategic planning process to determine the information technology initiatives that will best help us improve quality. The process began with the creation of a Clinical Quality and IT Committee. The Committee identified 2 high priority goals that would enable demonstrably high quality care: 1) excellence at data warehousing, and 2) optimal use of automated clinical documentation to c...

  16. 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

  17. STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Cezar VASILESCU

    2013-10-01

    Full Text Available The field of strategic management has offered a variety of frameworks and concepts for the past years, many with the declared aim of “taking business and its management seriously”. Strategic planning can help an organization to build its sustained competitive advantage in the face of an uncertain marketplace, but it requires new ways of thinking in order to create feasible alternatives. This article examines how the Chief Information Officer (CIO can use strategy and planning as an enabler to meet the mission of an organization. The analysis focuses on some common problems that occur in strategic planning. Managers need to identify these potential issues, so that they can recognize and deal with them if they arise in their own strategic planning. A systems approach is taken which presents planning as an open inclusive process that seeks to produce flexible systems capable of growth and adaptation to meet changing needs and missions.

  18. Strategic Airline Planning

    OpenAIRE

    O?skarsson, Stymir

    2009-01-01

    In this thesis we take a look at dierent challenges facing Icelandair, a well established single hub-and-spoke airline, in their schedule planning process. The complexity of airline schedule planning is well known and dierent approaches have been proposed. Today this complexity has been mixed with increased levels of data uncertainty stemming from oil prices rising to unprecedented levels. In this thesis we apply the framework proposed by Lohatepanont and Barnhart[12] adapti...

  19. Connecting the Learning Organization, Strategic Planning, and Public Relations.

    Science.gov (United States)

    Thornton, Bill; Perreault, George

    2002-01-01

    Examines common perceptions about barriers to effective strategic planning in school districts. Argues that primary barrier to effective use of strategic planning in schools is the failure of educators to fully understand the strategic planning process itself. Discusses the components of a learning organization. Links learning organizations with…

  20. ANSTO strategic plan 1988-1993

    International Nuclear Information System (INIS)

    This Strategic Plan outlines the development of the Australian Nuclear Science and Technology Organisation in the five year period 1988/89-1992/93. Its formulation is a continuation of the corporate planning process, initiated after the promulgation of the ANSTO Act in April 1987, which culminated in the publication of the ANSTO Corporate Plan, 1987. The Plan constitutes the basis for the development of business plans for each sector of the Organisation

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

    OpenAIRE

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

    2013-01-01

    This article focuses on the strategic planning process and its best practices that is suggested by the literature and also applied by companies. The two cases studied in this paper are two prominent, non-competing companies operating in Malaysia namely UMW Toyota Sdn. Bhd. and the Chemical Company of Malaysia-Fertilizers Division (CCMFD). Applying a comparative qualitative case study research methodology, the major objective of the study is to investigate in depth the different aspects, proce...

  2. Strategic planning in road transport - operational instrument of strategic management

    OpenAIRE

    Cernaianu, Nicolae

    2010-01-01

    Increased transportation demand creates new problems specialists, putting them in a position to find practical solutions to match. Analysis of the current structure of Romanian road transport process involves an analytical approach that exceed the basis of their decisions only experience and intuition. Romanian transport movement by way of such analysis and planning leads to strategic directions of their more robust.

  3. Final Draft Strategic Marketing Plan.

    Energy Technology Data Exchange (ETDEWEB)

    United States. Bonneville Power Administration.

    1994-02-01

    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.

  4. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    Directory of Open Access Journals (Sweden)

    Nicoleta, BELU

    2014-11-01

    Full Text Available The strategic planning of human resources is an ongoing process closely connected to the mission, vision and goals of an organization. The need for strategic planning arises from the dynamism of social and economic life, with a proactive approach in any type of organization. The role of strategic planning of human resources is to "ensure the right man in the right place at the right time", as a human resource is the only one with a creative and innovative effect. Thus, there is a synergistic effect between an individual and the organization in which he/she operates, between a human resources strategy and an organization's overall strategy. The main objectives of strategic planning are ensuring the necessary human resources, suitability to an organization's nature and the effective use of human resources in achieving organizational objectives. Analyzing the necessary human resources according to an organization's objectives and linking them to the existing labour supply and demand, there is an absolutely essential balance in strategic planning. The benefits obtained therefore are undeniable and human capital is transformed into a true competitive advantage. The challenges generated by the changes that may occur at any time in any type of organization and which directly affect the existing human resources can be effectively managed through strategic planning.

  5. Strategic navigation’ in collaborative innovation planning processes : Analysing leadership emergence in the urban fringe

    DEFF Research Database (Denmark)

    Hansen, Jesper Rohr

    2013-01-01

    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.

  6. Strategic long term planning in mining

    Scientific Electronic Library Online (English)

    G.L., Smith.

    Full Text Available The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to dr [...] ive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.

  7. 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.

  8. How Strategic Planning Keeps You Sane when Delivering Distance Programs

    Science.gov (United States)

    MacNeil, Dixie; Luzius, Kim; Dunkin, Sonya

    2010-01-01

    This paper details the advantages of creating a strategic plan in the development and delivery of distance programs at the authors' own institution. The steps involved in the planning process and the three key elements of a successful strategic plan are addressed. The key elements include a program plan explaining the roles/responsibilities of…

  9. STRATEGIC MARKETING PLAN IN PRODUCT LIFE CYCLE

    OpenAIRE

    Soltani, Solmaz

    2012-01-01

    Today`s business world recognizes the importance of strategy and strategic management .Normally any strategic process has three distinct stages which are analysis, formulation of plans and implementation, a strategy is significantly influenced by environmental change. In this study the focus is formulating strategy and fit this on the Product life cycle (PLC) phases to advance successfully in market competition. Managers need to formulate a marketing strategy that generates a competitive adva...

  10. Strategic marketing planning in library

    Directory of Open Access Journals (Sweden)

    Karmen Štular-Sotošek

    2000-01-01

    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?

  11. 24 CFR 91.215 - Strategic plan.

    Science.gov (United States)

    2010-04-01

    ... 2010-04-01 false Strategic plan. 91.215 Section...Consolidated Plan § 91.215 Strategic plan. (a) General...time period covered by the strategic plan and how funds that...together for discussion where the analysis would apply to more...

  12. 24 CFR 91.315 - Strategic plan.

    Science.gov (United States)

    2010-04-01

    ... 2010-04-01 false Strategic plan. 91.315 Section...Consolidated Plan § 91.315 Strategic plan. (a) General...time period covered by the strategic plan describing how the...together for discussion where the analysis would apply to more...

  13. 13 CFR 313.6 - Strategic Plans.

    Science.gov (United States)

    2010-01-01

    ...requirements. EDA shall evaluate the Strategic Plan based on the following minimum requirements: (1) An analysis of the capacity of the Impacted...of the Impacted Community to the Strategic Plan over the long term and...

  14. Collaborative Strategic Planning: Myth or Reality?

    Science.gov (United States)

    Mbugua, Flora; Rarieya, Jane F. A.

    2014-01-01

    The concept and practice of strategic planning, while entrenched in educational institutions in the West, is just catching on in Kenya. While literature emphasizes the importance of collaborative strategic planning, it does not indicate the challenges presented by collaboratively engaging in strategic planning. This article reports on findings of…

  15. Strategic Planning to Enhance Teaching and Learning with Technology

    Science.gov (United States)

    Delamarter, Steve

    2006-01-01

    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…

  16. Environmental Education Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    none,

    1991-12-01

    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.

  17. Regional energy planning through SWOT analysis and strategic planning tools.

    Energy Technology Data Exchange (ETDEWEB)

    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

    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)

  18. The Methodology for Strategic Plan Implementation

    Directory of Open Access Journals (Sweden)

    J. Rojas-Arce

    2012-04-01

    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.

  19. STRATEGIC PLANNING IN THE LIBRARY ENVIRONMENT

    OpenAIRE

    PRADEEP SHRIRAM BANSODE

    2013-01-01

    The use of focus groups to determine patron satisfaction with library resources and services is extensive and well established. This article demonstrates how focus groups can also be used to help shape the future direction of a library as part of the strategic planning process. By responding to questions about their long-term library and information needs, focus group participants at the University of Texas Southwestern Medical Center at Dallas Library contributed an abundance of qualitative ...

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

    OpenAIRE

    Dr. Muzainah Mansor; Professor Mahamad Tayib

    2012-01-01

    Strategic planning is the most important and fundamental step in moving organizations to become more performance-oriented. An effective strategic planning system requires the strategic planning process to be linked with other management processes in an organization. This study investigates the strategic planning process to see how it is linked to other critical decision-making processes in a tax administration. Such study, specifically for tax administrations in developing countries is lackin...

  1. Strategic Human Resource Planning in Academia

    Science.gov (United States)

    Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

    2009-01-01

    A strategic plan guides a college in successfully meeting its mission. Based on the strategic plan, a college can develop a human resource plan that will allow it to make management decisions in the present to support the future direction of the college. The overall purpose of human resource management is to: (1) ensure the organization has…

  2. Carlsbad Area Office strategic plan

    International Nuclear Information System (INIS)

    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

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

    Directory of Open Access Journals (Sweden)

    Ayman Mohamed Nour

    2011-01-01

    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.

  4. Strategic Planning in the Public Sector Case Study: Strategic Planning in Cluj-Napoca, România

    Directory of Open Access Journals (Sweden)

    C?lin HIN?EA

    2008-02-01

    Full Text Available Public management offers a variety of answers to public organizations that are willing to undertake a reform process. The ways in which the administrative activity can be made more effective are multiple, from contracting out and performance measurement to public marketing and quality management. One of the most important tools that public institutions can use is strategic planning.

  5. Strategic planning activities of the American Medical Informatics Association.

    OpenAIRE

    Greenes, R. A.

    1994-01-01

    The American Medical Informatics Association (AMIA) has begun the process of long-range strategic plan development. The AMIA Board of Directors established an Ad Hoc Strategic Planning Task Force, with the goal of initiating such planning in November 1992. In January 1993, the Task Force convened a group of AMIA members in order to develop an initial set of goals and objectives. The group consisted of past and present AMIA Board members, AMIA Committee chairpersons, representative AMIA Workin...

  6. Role of strategic planning in engineering management

    Science.gov (United States)

    Krishen, Kumar

    1993-01-01

    Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

  7. Complex Strategic Choices : Applying Systemic Planning for Strategic Decision Making

    DEFF Research Database (Denmark)

    Leleur, Steen

    2012-01-01

    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.

  8. ICT Strategic Planning for Mazandaran Province

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Shojaie

    2012-02-01

    Full Text Available Today, regarding rapid changes in the environment, any organization, institution or country that overlooks its capabilities, strengths and weaknesses, will face real challenges. Strategic planning in organizations is a common response to these challenges which also facilitate achieving goals in an organization. Today, the importance of ICT is increased, which necessitates ICT strategic planning to use ICT in organizations. So, this study aimed to propose ICT strategic plans for Mazandaran province. For this end, at first using stakeholders' viewpoints, the vision, mission and goals are provided. Then, Internal & External Matrix was suggested and identified factors were ranked using Analytic Network Processing (ANP. Then, concerning strengths, weaknesses, opportunities, threats, and using SWOT analysis, ICT strategies were provided. Finally, using QSPM matrix, the strategies were ranked. Regarding this ranking, dedicated budget to ICT in governmental organizations, using integration architecture, developing organizational and inter-organizational information systems, developing mechanisms to absorb national and local financial resources for extending ICT infrastructures and finally concerning ICT trainings for managers and people, were in the top of the list.

  9. Using Strategic Planning in Marketing Education. A State Model.

    Science.gov (United States)

    James, Richard F.

    1995-01-01

    Describes the strategic planning process used in Wisconsin to keep marketing education programs viable. Includes information about the framework, the model, and needs assessment. Stresses the importance of evaluation and implementation. (JOW)

  10. NERSC Strategic Implementation Plan 2002-2006

    Energy Technology Data Exchange (ETDEWEB)

    Kramer, William; Bethel, Wes; Craw, James; Draney, Brent; Fortney, William; Gorda, Brend; Harris, William; Meyer, Nancy; Ng, Esmond; Verdier, Francesca; Walter, Howard; Welcome, Tammy

    2002-09-01

    This strategic proposal presents NERSC's vision for its activities and new directions over the next five years. NERSC's continuing commitment to providing high-end systems and comprehensive scientific support for its users will be enhanced, and these activities will be augmented by two new strategic thrusts: support for Scientific Challenge Teams and deployment of a Unified Science Environment. The proposal is in two volumes, the Strategic Plan and the Implementation Plan.

  11. Why Every Department Needs a Strategic Plan.

    Science.gov (United States)

    Nelson, Elizabeth McGhee

    2002-01-01

    Believes that university departments should use a business model in developing a strategic plan. Describes how to create this type of strategic plan that includes three steps: (1) developing the vision and goals; (2) marketing and evaluating the competition; and (3) using feedback and revising. (CMK)

  12. 12 CFR 917.5 - Strategic business plan.

    Science.gov (United States)

    2010-01-01

    ...have in effect at all times a strategic business plan that describes...Specifically, each Bank's strategic business plan shall...appropriate and timely research and analysis of relevant market developments... (1) Review the Bank's strategic business plan at least...

  13. Developing and executing a strategic plan.

    Science.gov (United States)

    Morley, Glenn

    2010-02-01

    Because of the historic economic crisis, the past 18 months--2008 and the first half of 2009--have been challenging for many plastic surgery practices. Prior to the economic crisis in 2008, many practices enjoyed success with little synchronization between financial and productivity results, practice goals, and strategic planning. Now, suddenly, there is a great deal of interest in the alignment of budgets and financial reporting, marketing return on investment (ROI), staff accountability, and overhead management. The process of developing a business plan can serve to bring clarity and objectivity to the assessment of practice goals and market dynamics. The business planning process also provides assurance of more efficient use of the practice's human and capital resources. Ultimately, the process will bring order, discipline, and focus to practice stakeholders, thus increasing the likelihood of meeting or exceeding practice goals. The process: (1) defining the mission of the practice; (2) completing a competitive analysis for your market; (3) completing an assessment of your current environment; (4) completing an assessment of the financial health of your practice; (5) preparation of a SWOT (strengths, weakness, opportunity, threat) analysis; and (6) a translation of your mission statement into specific long-term goals and short-term performance objectives. The outcome of completing these tasks should be an actionable plan that will serve as a guide or road map for the practice. A well-articulated plan will solidify staff confidence, continue the advancement of a strong business foundation, and provide clear navigation through this new economic landscape in a way that preserves your ability to provide the care you have devoted yourselves to deliver. Today's needs, and yesterday's lessons, dictate that a well-documented strategic action plan be undertaken. PMID:20127597

  14. Causal Loop Diagram (CLD As an Instrument for Strategic Planning Process: American University of Nigeria, Yola

    Directory of Open Access Journals (Sweden)

    Apollos bitrus Goyol

    2013-12-01

    Full Text Available American University of Nigeria (AUN, was established in 2005 and has emerged as Nigeria’s most preferreduniversity. Located in Yola, Adamawa State, North-eastern Nigeria, the university was conceived in response tothe need for a world-class university in sub-Saharan Africa. The university offers an American-style educationmodeled after the curriculum of American universities with corresponding approaches to teaching and assessingstudents. Nigeria with a population of over 160 million. It is estimated that 3 million students graduate fromhigh schools every year. With 124 universities with less than 1million enrollment spaces. The implication is thatthere is a serious shortfall in the number of students that wants to further their education. With this prevailingsituation every university must do everything possible to provide prospective students with placement.Therefore, the main objective of this study is to take a critical look at the possible ways that the university canstrategically adopt to attract this huge number of high school graduates using the Casual Loop Diagram (CLDfor identifying, managing and utilizing Critical Performance Indicators (CPIs in tackling existing problemsthrough coordinated partnership and collaboration towards appropriate policy recommendations. The mostuseful tool for identifying the causes of problems is a cause-and-effect diagram, also known as a Fishbone orIshikawa diagram which is very similar to the CLD. The results of the survey that was administered to aconvenient random sample of AUN students (N=369. The results indicated that a large percentage believes thatthe university has a very good prospect of achieving its set goals as a development university if the standardsand institutional characteristics can be sustained and improved upon. To better understand the KPI in relation tothe results, the Casual Loop Diagram (CLD was used to analysis the relationships between the results the KPI.This would assist in better approach in the recruitment process.Given that this is a pilot study, the results are only preliminary and merely indicate how to improve policy andprogram decisions especially for AUN as a development university. The short time outcome and impact of thestudy has provided some insight into the college choice process of choosing a college using the CLD. Also it isimportant for admission professionals understand the factors that shape the college decision-making process andthe stages students move through as they make decisions.The flexibility of the design allows for adaptation to any institution’s unique structure and mission.

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

    Science.gov (United States)

    Cunningham, Robin; Eddy, Michael; Pagano, Mark; Ncube, Lisa

    2011-01-01

    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…

  16. O processo de formulação e implementação de planejamento estratégico em instituições do setor público The process of formulating and implementing strategic planning in public sector institutions

    Directory of Open Access Journals (Sweden)

    Flávia de Araújo Silva

    2011-12-01

    Full Text Available This paper aim to discuss some models for formulation and processing of the strategic planning vis-à-vis to support management of main deliberate strategies in public institutions. We researched bibliographies of theories about practices and processes of strategy formation until the development of the document to be followed as "Strategic Plan". The units of analysis are the Audit Courts of the States and Municipalities of Brazil. It was adopted combined methods of literature review, consultations to the strategic plans of some public institutions, qualitative and quantitative research through interviews and survey. Within public institutions it was identified the favorite models used for the formulation and implementation of organizational strategic plan namely: Grumbach Method, Balanced Scorecard (BSC and Management by Policy. The research results indicate the existence of strong team's beliefs in the effectiveness of the "strategic planning" as a regular practice in a way that provide better overall strategic alignment. It was concluded also that the institutions researched are still in a step of acquiring apprenticeship for this instrumentalization, mainly in respect to put into action the planned actions.Este trabalho discorre sobre alguns modelos adotados na formulação e implementação do Planejamento Estratégico vis-à-vis apoiar a gestão de estratégias propostas como deliberadas em instituições públicas. Foram feitas pesquisas bibliográficas sobre teorias da estratégia e seus processos de formação e elaboração do documento para ser seguido como “plano estratégico”. As unidades de análise foram os tribunaisde contas dos estados e municípios do Brasil. Adotaram-se métodos combinados de pesquisa bibliográfica, consultas aos planos estratégicos de algumas instituições públicas, pesquisas qualitativa e quantitativa por meio de entrevistas e aplicação de questionário como survey. No âmbito das instituições públicas, foram identificados os modelos preferidos para formulação e implementação do plano estratégico, a saber: Método Grumbach, Balanced Scorecard (BSC e Gerenciamento pelas Diretrizes. Os resultados apontam a existência de fortes crenças das equipes quanto à efetividade da prática regular do “Planejamento Estratégico” no sentido de promoverem melhor alinhamento estratégico geral. Concluiu-se também que as instituições pesquisadas ainda estão em fase de aquisição de aprendizagem dessa instrumentalização, principalmente no que tange à execução das ações propostas no planejamento.

  17. Planning Tool for Strategic Evaluation of Facility Plans - 13570

    International Nuclear Information System (INIS)

    Savannah River National Laboratory (SRNL) has developed a strategic planning tool for the evaluation of the utilization of its unique resources for processing and research and development of nuclear materials. The Planning Tool is a strategic level tool for assessing multiple missions that could be conducted utilizing the SRNL facilities and showcasing the plan. Traditional approaches using standard scheduling tools and laying out a strategy on paper tended to be labor intensive and offered either a limited or cluttered view for visualizing and communicating results. A tool that can assess the process throughput, duration, and utilization of the facility was needed. SRNL teamed with Newport News Shipbuilding (NNS), a division of Huntington Ingalls Industries, to create the next generation Planning Tool. The goal of this collaboration was to create a simulation based tool that allows for quick evaluation of strategies with respect to new or changing missions, and clearly communicates results to the decision makers. This tool has been built upon a mature modeling and simulation software previously developed by NNS. The Planning Tool provides a forum for capturing dependencies, constraints, activity flows, and variable factors. It is also a platform for quickly evaluating multiple mission scenarios, dynamically adding/updating scenarios, generating multiple views for evaluating/communicating results, and understanding where there are areas of risks and opportunities with respect to capacity. The Planning Tool that has been developed is useful in that it presents a clear visual plan for the missions at the Savannah River Site (SRS). It not only assists in communicating the plans to SRS corporate management, but also allows the area stakeholders a visual look at the future plans for SRS. The design of this tool makes it easily deployable to other facility and mission planning endeavors. (authors)

  18. Planning Tool for Strategic Evaluation of Facility Plans - 13570

    Energy Technology Data Exchange (ETDEWEB)

    Magoulas, Virginia; Cercy, Michael [Savannah River National Laboratory, Savannah River Site, Aiken, SC 29808 (United States); Hall, Irin [Newport News Shipbuilding, 4101 Washington Ave., Newport News, VA 23607 (United States)

    2013-07-01

    Savannah River National Laboratory (SRNL) has developed a strategic planning tool for the evaluation of the utilization of its unique resources for processing and research and development of nuclear materials. The Planning Tool is a strategic level tool for assessing multiple missions that could be conducted utilizing the SRNL facilities and showcasing the plan. Traditional approaches using standard scheduling tools and laying out a strategy on paper tended to be labor intensive and offered either a limited or cluttered view for visualizing and communicating results. A tool that can assess the process throughput, duration, and utilization of the facility was needed. SRNL teamed with Newport News Shipbuilding (NNS), a division of Huntington Ingalls Industries, to create the next generation Planning Tool. The goal of this collaboration was to create a simulation based tool that allows for quick evaluation of strategies with respect to new or changing missions, and clearly communicates results to the decision makers. This tool has been built upon a mature modeling and simulation software previously developed by NNS. The Planning Tool provides a forum for capturing dependencies, constraints, activity flows, and variable factors. It is also a platform for quickly evaluating multiple mission scenarios, dynamically adding/updating scenarios, generating multiple views for evaluating/communicating results, and understanding where there are areas of risks and opportunities with respect to capacity. The Planning Tool that has been developed is useful in that it presents a clear visual plan for the missions at the Savannah River Site (SRS). It not only assists in communicating the plans to SRS corporate management, but also allows the area stakeholders a visual look at the future plans for SRS. The design of this tool makes it easily deployable to other facility and mission planning endeavors. (authors)

  19. Complex Strategic Choices Applying Systemic Planning for Strategic Decision Making

    CERN Document Server

    Leleur, Steen

    2012-01-01

    Effective decision making requires a clear methodology, particularly in a complex world of globalisation. Institutions and companies in all disciplines and sectors are faced with increasingly multi-faceted areas of uncertainty which cannot always be effectively handled by traditional strategies. Complex Strategic Choices provides clear principles and methods which can guide and support strategic decision making to face the many current challenges. By considering ways in which planning practices can be renewed and exploring the possibilities for acquiring awareness and tools to add value to strategic decision making, Complex Strategic Choices presents a methodology which is further illustrated by a number of case studies and example applications. Dr. Techn. Steen Leleur has adapted previously established research based on feedback and input from various conferences, journals and students resulting in new material stemming from and focusing on practical application of a systemic approach. The outcome is a coher...

  20. Integrating Risk Management and Strategic Planning

    Science.gov (United States)

    Achampong, Francis K.

    2010-01-01

    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…

  1. Space life sciences strategic plan

    Science.gov (United States)

    Nicogossian, Arnauld E.

    1992-01-01

    Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

  2. FY 2001 Hanford Waste Management Strategic Plan

    International Nuclear Information System (INIS)

    We are pleased to present the 2001 Hanford Waste Management Program Strategic Plan. This plan supports the newly developed U. S. Department of Energy Site outcomes strategy. The 2001 Plan reflects current and projected needs for Waste Management Program services in support of Hanford Site cleanup, and updates the objectives and actions using new waste stream oriented logic for the strategic goals: (1) waste treatment/processing, storage, and disposal; (2) interfaces; and (3) program excellence. Overall direction for the Program is provided by the Waste Management Division, Office of the Assistant Manager for Environmental Restoration and Waste Management, U. S. Department of Energy, Richland Operations Office. Fluor Hanford, Inc. is the operating contractor for the program. This Plan documents proactive strategies for planning and budgeting, with a major focus on helping meet regulatory commitments in a timely and efficient manner and concurrently assisting us in completing programs cheaper, better and quicker. Newly developed waste stream oriented logic was incorporated to clarify Site outcomes. External drivers, technology inputs, treatment/processing, storage and disposal strategies, and stream specific strategies are included for the six major waste types addressed in this Plan (low-level waste, mixed low-level waste, contact-handled transuranic waste, remote-handled transuranic waste, liquid waste, and cesium/strontium capsules). The key elements of the strategy psules). The key elements of the strategy are identification and quantification of the needs for waste management services, assessment of capabilities, and development of cost-effective actions to meet the needs and to continuously improve performance. Accomplishment of specific actions as set forth in the Plan depends on continued availability of the required resources and funding. The primary objectives of Plan are: (1) enhance the Waste Management Program to improve flexibility, become more holistic especially by implementing new technologies, be responsive to the customer, and improve control over unknowns through contingency planning; (2) redefine major tasks that must be performed and integrate the relationship of tasks to balance RL operations, Office of River Protection, and off-site customers; (3) enhance readiness to meet all future waste treatment/processing and disposal needs for the Hanford mission; (4) support and justify out-year budget requests; and (5) provide a logical basis for restructuring waste management regulatory commitments and develop more effective tools for meeting those commitments

  3. Papo D’Anjo - International strategic implementation plan to Brazil

    OpenAIRE

    Pipa, Toma?s Manuel Macedo Lousada Loureiro

    2011-01-01

    The objective of my work is to help a Portuguese company, Papo D'Anjo, to achieve its strategic goals by elaborating an International Strategic Implementation Plan to enter into Brazil. In order to succeed in this Strategic Plan I have studied the history of the company, the way it is organized, it production process, its revenues and market distribution. I did a SWOT and a TOWS analysis. Regarding the chosen market, Brazil, I did a PEST analysis to better understand it and I also condu...

  4. 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

  5. strategic plan for Haier's global brand building

    OpenAIRE

    Lu, Yidan

    2009-01-01

    Abstract This thesis aims at finding a correct and valid global branding strategy for Haier, a Chinese home-appliance and digital company, to build up a world-class brand. In my thesis, I will mainly focus on two parts of theories, globalisation strategy and brand management. The globalisation strategy makes us to understand the importance of strategic plans and steps in implementing globalisation and teaches us how to make an effective and efficient global strategic planning. Brand ...

  6. Organizations’ Use of Strategic Planning Tools and Techniques in the Sultanate of Oman

    OpenAIRE

    James Rajasekar; Arooj Al Raee

    2014-01-01

    This study on the use of strategic planning tools and techniques in the Sultanate of Oman aims to contribute to theresearch on strategic planning processes. Currently, only a few research studies have been conducted on strategicplanning in developing countries, especially in the Middle East. Almost no evidence of such research exists tounderstand the extent of the use of strategic planning tools and techniques in the Sultanate of Oman. The studyused a questionnaire to ask about 14 strategic p...

  7. Strategic Planning for Academic Research: A Canadian Perspective

    Science.gov (United States)

    Sa, Creso M.; Tamtik, Merli

    2012-01-01

    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

  8. 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.

  9. Strategic Planning (Thinking) for the Digital Era.

    Science.gov (United States)

    Groff, Warren H.

    This paper examines trends and issues in strategic planning for business and educational institutions on an international level. The paper is organized into sections on analysis, visions, and action plans. Under "analysis" the discussion focuses on commerce (electronic commerce, Asia Pacific, Europe, and the Americas, and stages of the e-business…

  10. Integrating Environmental Considerations into Transportation Planning through Strategic Environmental Assessment

    Directory of Open Access Journals (Sweden)

    Ana-Maria CORPADE

    2012-12-01

    Full Text Available The present article analyzes the concept of strategic environmental assessment (SEA and its role in the development of local transportation strategies and plans, investigating how SEA acts as an effective tool to integrate environmental issues into transportation planning. The paper provides with useful advice for local authorities on how to comply with the European and national legislation requirements in the environmental permitting process for transportation plans. At the same time, it points out useful information for practitioners in the field of the strategic environmental assessment in the elaboration of the Environmental Report, as the key factor in SEA procedure.

  11. Organizations’ Use of Strategic Planning Tools and Techniques in the Sultanate of Oman

    Directory of Open Access Journals (Sweden)

    James Rajasekar

    2014-02-01

    Full Text Available This study on the use of strategic planning tools and techniques in the Sultanate of Oman aims to contribute to theresearch on strategic planning processes. Currently, only a few research studies have been conducted on strategicplanning in developing countries, especially in the Middle East. Almost no evidence of such research exists tounderstand the extent of the use of strategic planning tools and techniques in the Sultanate of Oman. The studyused a questionnaire to ask about 14 strategic planning tools and techniques. Twenty organizations in Oman thathave a written strategic plan comprised the sample population. The data were collected from heads ofdepartments and sections, directors, managers, and advisors directly involved in the strategic planning process.The analysis shows that the most commonly used strategic planning tools employed by organizations in Oman arebenchmarking, followed by stakeholders analysis and then strengths, weaknesses, opportunities, and threats(SWOT analysis, while the Delphi technique, experience curve, Porter’s five forces, and what-if analysistechniques were the least commonly used. Considering the segmentation of organizations, one can see that thefinancial sector and business groups use the tools most frequently whereas the single- and family-ownershipgroups have limited use of strategic planning tools. On average, almost 30% of the organizations in Oman never orvery rarely uses strategic planning tools. This paper provides an understanding of strategic planning in Oman andsupplies the missing links in the previous studies conducted on strategic planning.

  12. 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)

    Sawat KENGCHON

    2012-06-01

    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.

  13. A strategic planning methodology for aircraft redesign

    Science.gov (United States)

    Romli, Fairuz Izzuddin

    Due to a progressive market shift to a customer-driven environment, the influence of engineering changes on the product's market success is becoming more prominent. This situation affects many long lead-time product industries including aircraft manufacturing. Derivative development has been the key strategy for many aircraft manufacturers to survive the competitive market and this trend is expected to continue in the future. Within this environment of design adaptation and variation, the main market advantages are often gained by the fastest aircraft manufacturers to develop and produce their range of market offerings without any costly mistakes. This realization creates an emphasis on the efficiency of the redesign process, particularly on the handling of engineering changes. However, most activities involved in the redesign process are supported either inefficiently or not at all by the current design methods and tools, primarily because they have been mostly developed to improve original product development. In view of this, the main goal of this research is to propose an aircraft redesign methodology that will act as a decision-making aid for aircraft designers in the change implementation planning of derivative developments. The proposed method, known as Strategic Planning of Engineering Changes (SPEC), combines the key elements of the product redesign planning and change management processes. Its application is aimed at reducing the redesign risks of derivative aircraft development, improving the detection of possible change effects propagation, increasing the efficiency of the change implementation planning and also reducing the costs and the time delays due to the redesign process. To address these challenges, four research areas have been identified: baseline assessment, change propagation prediction, change impact analysis and change implementation planning. Based on the established requirements for the redesign planning process, several methods and tools that are identified within these research areas have been abstracted and adapted into the proposed SPEC method to meet the research goals. The proposed SPEC method is shown to be promising in improving the overall efficiency of the derivative aircraft planning process through two notional aircraft system redesign case studies that are presented in this study.

  14. Strategic Planning for School Success.

    Science.gov (United States)

    Herman, Jerry J.

    1993-01-01

    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)

  15. Strategic long-term planning at Anglo Platinum

    Scientific Electronic Library Online (English)

    G.L., Smith; D.C., Anderson; J., Pearson-Taylor.

    2009-03-01

    Full Text Available This paper consolidates the key elements of seven contributions, on strategic long-term planning, to two of the three international conferences on Strategic versus Tactical approaches in Mining held over the period 2005-2008. The holistic concept of strategic long-term planning as developed and impl [...] emented at Anglo Platinum is described. Consideration is given to the planning cycle, principles supporting the construction of the long-term plan, and aspects of unique best practice as developed in Anglo Platinum. Further description of Anglo Platinum's approach to corporate governance, including the processes, methodology, systems, unique tools and techniques that are applied to value and select capital investment options is also given.

  16. Integrating Environmental Considerations into Transportation Planning through Strategic Environmental Assessment

    OpenAIRE

    Ana-Maria CORPADE; Ciprian CORPADE; Danu? PETREA; Ciprian MOLDOVAN

    2012-01-01

    The present article analyzes the concept of strategic environmental assessment (SEA) and its role in the development of local transportation strategies and plans, investigating how SEA acts as an effective tool to integrate environmental issues into transportation planning. The paper provides with useful advice for local authorities on how to comply with the European and national legislation requirements in the environmental permitting process for transportation plans. At the same time, it po...

  17. Strategic Information Systems Planning: An Empirical Evaluation of Its Dimensions

    Scientific Electronic Library Online (English)

    Carla L, Wilkin; Narciso, Cerpa.

    2012-07-01

    Full Text Available Strategic management of Information Technology (IT) has long been regarded as a critical component of business performance. This study addresses two objectives. Firstly we investigate the practice and effectiveness of Strategic Information Systems Planning (SISP) as a function of strategic managemen [...] t in 29 large Australian organizations. Secondly we review these results through a theoretical lens established by Segars et al. (1998) who identified six dimensions that provide a structured approach to reviewing the SISP process. Our results show that SISP was widely used in these 29 organizations in aspects such as planning associated with strategic IS investment and application, and whilst the theoretical review generally supported the literature, some amendments are required to the participation and focus dimensions suggested by Segars et al. (1998). Such results have implications for both practitioners and researchers.

  18. Using VE to Strategically Plan Our Future

    Energy Technology Data Exchange (ETDEWEB)

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

    2009-06-01

    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.

  19. Towards a Strategic Plan: Summary of APS Strategic Planning Meeting

    Science.gov (United States)

    2011-08-01

    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.

  20. Strategic Positioning in Tactical Scenario Planning

    CERN Document Server

    Whitacre, James M; Sarker, Ruhul; Bender, Axel; Baker, Stephen; 10.1145/1389095.1389293

    2009-01-01

    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...

  1. Final Report for the Soboba Strategic Tribal Energy Planning Project

    Energy Technology Data Exchange (ETDEWEB)

    Miller, Kim [EPA Specialist

    2013-09-17

    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.

  2. 'Action 2016': AREVA's strategic action plan

    International Nuclear Information System (INIS)

    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

  3. ANSTO strategic plan 1996/1997-1999/2000

    International Nuclear Information System (INIS)

    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

  4. Do Values Drive the Plan? Investigating the Nature and Role of Organizational Values in University Strategic Planning

    Science.gov (United States)

    Mueller, Robin Alison

    2015-01-01

    Strategic planning is a common practice at higher education institutions. Furthermore, it is assumed that identifying organizational values is an essential part of the planning process. Values are often construed as foundational elements of strategic thinking that serve to "drive the plan". However, there is little conceptual or applied…

  5. Strategic planning in media organizations of Iran

    Directory of Open Access Journals (Sweden)

    Ali Akbar Farhangi

    2012-04-01

    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.

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

    Directory of Open Access Journals (Sweden)

    Dr. Muzainah Mansor

    2012-02-01

    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.

  7. Chemistry and Materials Science Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    Rhodie, K B; Mailhiot, C; Eaglesham, D; Hartmann-Siantar, C L; Turpin, L S; Allen, P G

    2004-04-21

    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.

  8. STRATEGIC TRANSFORMATION PROCESSES IN ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    JOSÉ G. VARGAS HERNÁNDEZ

    2003-01-01

    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.

  9. Planning for an ageing population: strategic considerations

    LENUS (Irish Health Repository)

    O'Shea, Dr Eamon

    2005-01-01

    This report presents both the proceedings of the Council’s conference, Planning for an Ageing Population: Strategic Considerations, and the Council’s discussion paper, ‘The Older Population: Information Issues and Deficits’, which was introduced at that conference.\\r\

  10. Environmental Scanning Is Vital to Strategic Planning.

    Science.gov (United States)

    Poole, Molly Linda

    1991-01-01

    Educators involved in strategic planning can use environmental scanning techniques to anticipate social, economic, political, and technological changes that will affect their schools. Compared to more traditional data gathering, environmental scanning is wider in scope and more concerned with anticipating the future and studying the interaction of…

  11. IMPROVEMENT OF STRATEGIC PLANNING IN COMMERCE RETAILERS

    Directory of Open Access Journals (Sweden)

    Gayduk V. I.

    2014-03-01

    Full Text Available In the article, we have proved the control mechanism to implement the strategic plan for the development of retail trade. Designed to study the methodological approach to the rational allocation of effort managers, it can reduce the degree of conflict between them, and thus more effectively use their personal intellectual resources

  12. Pathfinder Project: Five-Year Strategic Plan.

    Science.gov (United States)

    Pellissippi State Technical Community Coll., Knoxville, TN.

    This 5-year strategic plan (prepared in 1994) from Pellissippi State Technical Community College in Tennessee examines macro environmental factors (including social, government, economic and technological trends); internal and external market share trends and opportunities; micro environmental factors (including organizational structure, financial…

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

    OpenAIRE

    Gaafar Mohamed Abdalkrim

    2013-01-01

    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 indicator...

  14. Quidgest internationalization strategic plan to Brazil

    OpenAIRE

    Ramos, Maria Do Rosa?rio Pinto Mesquita Ortiga?o

    2012-01-01

    An International Strategic Plan to Brazil is the subject of this work project. The author studies the prospect of the Portuguese company Quidgest increasing its international presence. Quidgest is a software consultant that develops Enterprise Resource Planning (ERP) systems. After an extensive analysis focused on Brazil’s economy, business conjecture and its ERP market potential, the major conclusion drawn was the fact that the company should send its operations to Brazil, mainly to the st...

  15. What strategic planning can do for you.

    Science.gov (United States)

    Valenzuela, Peter

    2007-01-01

    Whether it's playing chess or planning for retirement, we all have strategies for different situations in our lives. So why not apply, strategies in our practice ? Companies such as Dell, Wal-Mart, and Home Depot have depended on strategic plans to generatel millions of dollars and guide their organizations into the future. Although most of our practices are not nearly as large as these companies (except maybe Kaiser Permanente), formulating strategies for our practice is vital for future growth. PMID:17494484

  16. Methodology for sustainability strategic planning and management

    OpenAIRE

    León Soriano, Raúl; Muñoz Torres, María Jesús; Chalmeta Rosaleñ, Ricardo

    2010-01-01

    Purpose – This work proposes a framework that intends to help organisations achieve the Sustainability Goal by means of a methodology that integrates sustainability in both the planning and management tasks of the organisation and that serves as a base for the implementation of an information system aligned with the business strategy. Design/methodology/approach – After an exhaustive review of literature about Corporate Social Responsibility, Strategic Planning of organisations and Bal...

  17. Strategic planning for power system restorations

    Energy Technology Data Exchange (ETDEWEB)

    Bent, Russell W [Los Alamos National Laboratory; Van Hententyck, Pascal [BROWN UNIV.; Coffrin, Carleton [BROWN UNIV.

    2010-10-12

    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.

  18. 1997 U.S. Department of Energy Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    None,

    1997-09-01

    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.

  19. Strategic Planning and Values in Secondary School

    Directory of Open Access Journals (Sweden)

    Damjana Gruden

    2012-06-01

    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.

  20. Facets of Economic and Financial Crisis Impact on Strategic Planning of travel Agencies

    OpenAIRE

    Tuclea, Claudia E.; Vasile, Dragos C.; Schiopu, Andreea F.; Monica Marin

    2014-01-01

    The purpose of this paper is to explore the strategic behavior of travel agencies in Romania and their strategy development process before and during the current economic crisis. Using 88 in-depth interviews with Romanian managers of travel agencies of different sizes, we pursued the understanding the extent to which they use strategic management, the role of strategic management on leading travel agencies before and during the crisis, and the changes of their strategic planning process due t...

  1. Strategic Planning and Values in Secondary School

    OpenAIRE

    Damjana Gruden

    2012-01-01

    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 distr...

  2. Strategic planning decisions in the high tech industry

    CERN Document Server

    Daim, Tugrul; Beyhan, Berna; Basoglu, Nuri

    2013-01-01

    The scale and complexity of research and practices of open innovation mandate a correspondingly sophisticated form of decision making. Strategic Planning Decisions brings together a number of tools that ease the decision process in technology companies, providing both conceptual frameworks and practical applications. Innovative approaches are presented such as an ontology-based model where all the relevant aspects of a potential technology are interrelated to provide a comprehensive and logically connected data pool for decision makers. Divided into two sections, Strategic Planning Decisions describe both strategic approaches using the decision tools, and tactical approaches. Some of these tools are expanded while some others are embedded in a model that will lay the ground for practical application. These include: ·         bibliometric analysis, ·         ontology, ·         roadmapping, ·         lead user, six sigma, and ·         multi-actor & multi-object...

  3. 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

  4. 42 CFR 457.710 - State plan requirements: Strategic objectives and performance goals.

    Science.gov (United States)

    2010-10-01

    ...State plan requirements: Strategic objectives and performance goals...State plan requirements: Strategic objectives and performance goals...description of— (1) The strategic objectives as described in...

  5. 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)

    McGinnis and Associates LLC

    2008-08-01

    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.

  6. Strategic planning of the regional environmental policy

    Directory of Open Access Journals (Sweden)

    Chernyhivska Anna V.

    2014-01-01

    Full Text Available The article justifies the necessity of introduction of management of regional development of strategic planning. It focuses on importance of the complex work on creation of regulatory and legal, organisational and educational grounds of these activity and also availability of social and material motivation for this activity to become necessary, mandatory and sensitive. The article is devoted to theoretical, methodological and applied issues of formation and realisation of the regional environmental policy. It justifies theoretical essence of the “regional environmental policy” notion. It offers priority directions of the regional ecological policy. It shows that strategic planning of the regional development is based on assessment of competitive advantages and shortcomings of a region and also opportunities and threats with respect to its further development and is considered as one of the most prospective and efficient mechanisms of realisation of the long-term regional environmental policy under conditions of global integration.

  7. ENABLING FACTORS OF STRATEGIZING HR PLANNING

    OpenAIRE

    TAREKEGN DEA LERA

    2013-01-01

    In the era of globalization organizations productivity achievement not only determined by existing manpower skill, ability, age and experience mix but also adding value to company competitiveness. What you have to day never be guarantee for tomorrow. Because we live in uncertain and ever changing environment that always need care and seeing unforeseen future events. Globalization, cultural, demographic, social structure changes, technological dynamisms make strategic human resource planning i...

  8. Micmac Strategic Energy Planning Initiative

    Energy Technology Data Exchange (ETDEWEB)

    Fred Corey

    2007-02-02

    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.

  9. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    Science.gov (United States)

    2012-09-05

    ...diversity and inclusion in the workplace, streamlined strategic goals and objectives, and updated key priority performance indicators to measure overall success of agency objectives. You can view a copy of the draft strategic plan on the NTSB Web...

  10. Tough Times: Strategic Planning as a War Canoe

    Science.gov (United States)

    Seymour, Daniel

    2011-01-01

    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…

  11. Strategic Planning for Emergencies: Lessons Learned from Katrina

    International Nuclear Information System (INIS)

    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)

  12. Securing the mission through strategic planning

    Directory of Open Access Journals (Sweden)

    Nicola Ladkin

    2008-01-01

    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.

  13. The NABIR Strategic Plan 2001

    Energy Technology Data Exchange (ETDEWEB)

    Various

    2001-10-22

    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.

  14. 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

  15. Fiscal years 1994--1998 Information Technology Strategic Plan

    International Nuclear Information System (INIS)

    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

  16. Eastern Band of Cherokee Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Souther Carolina Institute of energy Studies-Robert Leitner

    2009-01-30

    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

  17. Strategic Energy Planning in the Öresund Region

    DEFF Research Database (Denmark)

    Lund, Rasmus SØgaard; Sperling, Karl

    2013-01-01

    In this project the municipalities’ role in the transition to a renewable energy system is studied. For the study municipalities in Sweden and Denmark located in the Öresund Region have been chosen as cases. A number of interviews have been carried out to give the perspective of municipal planning on the national goals and direction of development and the municipalities’ role and potential to act in this context. The results contain a number of policy recommendations to improve the municipalities’ ability to do strategic energy planning (SEP) e.g. in Sweden to have more ambitious goals and in Denmark to have requirements of doing SEP. A number of areas with potential knowledge transfer have also been identified. For example to use the Swedish experience with environmental assessment of energy plans in Denmark or to use the Danish experience with a progression in time in the building energy codes in Sweden.

  18. 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)

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

    2007-12-01

    Full Text Available Se ha publicado bastante sobre metodologías para la planeación estratégica en informática. Estos métodos son diseñados para ayudar a los administradores de sistemas de información a integrar sus estrategias con las de la empresa. La teoría clásica Business System Planning for Strategical Alignment ( [...] BSP/SA) se destaca porque proporciona a los sistemas de información un papel reactivo respecto a los objetivos y estrategia de la empresa. BSP/SA ha sido descrita en términos de fases y tareas específicas. El objetivo principal de este trabajo es dar a conocer una herramienta computacional que automatiza una de las tareas más importantes de la metodología BSP/SA, la matriz proceso-organización. Esta matriz permite almacenar información sobre los niveles de responsabilidades presentes entre los cargos y los procesos. La automatización de esta tarea ha facilitado a los estudiantes el proceso de análisis de la matriz proceso-organización, durante el desarrollo de los talleres de planeación estratégica en informática para la asignatura de gestión y gerencia de sistemas (Ingeniería de Sistemas - Universidad Nacional de Colombia). También se han mejorado los resultados obtenidos en los talleres. Finalmente, con el presente trabajo se pretende incentivar el desarrollo de software como apoyo a las tareas de planeación estratégica en informática. Abstract in english A lot of material has been published about strategic information system planning (SISP) methodologies. These methods are designed to help information system planners to integrate their strategies with organisational strategies. Classic business system planning for strategical alignment (BSP/SA) theo [...] ry stands out because it provides information systems with a reactive role regarding an organisation’s objectives and strategy. BSP/SA has been described in terms of phases and the specific tasks within them. This work was aimed at presenting a computer-based application automating one of the most important tasks in BSP/SA methodology (process-organisation matrix). This matrix allows storing information about the levels of present responsibilities in positions and processes. Automating this task has facilitated students’ analysing the process-organisation matrix during SISP workshops forming part of the Systems Management course (Systems Engineering, Universidad Nacional de Colombia). Improved results have thus arisen from such workshops. The present work aims to motivate software development for supporting SISP tasks.

  19. THE FRAGMENTATION PROCESSES OF THE CITY AND THE TERRITORIALITY OF RESIDENTS IN GATED COMMUNITIES. RELATIONSHIP WITH THE STRATEGIC PLANNING OF PLACES

    Directory of Open Access Journals (Sweden)

    Luiz Rodolfo Simões Alves

    2014-12-01

    Full Text Available The recent transformations occurred in the cities have translated in the space enlargement constructed by a process not always orderly and planned. In a complex game of multiple factors, this urban territories have been subject a very processes diversified of fragmentation, a lot of times conducting cases, voluntary or involuntary, of spatial confinement of populations. This fragmentation is not new. Have like example the Portuguese case, already in the past, in the city it was creating along 20th century, were detected microterritorial of isolation and fragmentation, especially of the most poor populations. In this aspect, the cities are a good laboratory to analyse this processes of lifting the old and new borders. In this article, they will discuss some of Portuguese cases and give it up special emphasis to the closed condos and how these, examples of spacial and social enlargement on a non-city, constitute an obstacle to the broad approach and discussed of destiny of each places. Indeed, the public rejection can constitute a way on the walk for the non participation of collective strategic destinations.

  20. ENABLING FACTORS OF STRATEGIZING HR PLANNING

    Directory of Open Access Journals (Sweden)

    TAREKEGN DEA LERA

    2013-03-01

    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.

  1. Developing a strategic marketing plan for hospitals.

    Science.gov (United States)

    Dychtwald, K; Zitter, M

    1988-09-01

    The initial stages of developing a strategic marketing plan for hospitals are explored in this excerpt from the book, The Role of the Hospital in an Aging Society: A Blueprint for Action. The elderly have unique perceptual, cognitive, social, and psychological needs and preferences, and a marketing strategy for eldercare services must reflect these factors, as well as the financial role of third-party payers and the decision-making influence of families and physicians. Among the elements the hospital must address when developing a marketing strategy are market selection and segmentation, targeting markets with specific services, pricing, and positioning the hospital for a maximum share of the eldercare market. PMID:10302744

  2. Strategic Marketing Plan for Sparkle International English School

    OpenAIRE

    Yuan, Xiao

    2013-01-01

    The objectives of this research work are to learn how to make a strategic marketing plan and design a strategic marketing plan for the Sparkle International English School. The strategic marketing plan is developed in order to help the Sparkle International English School to develop its business. I studied previous research and literature on the concept of internal analysis, external analysis, and SWOT analysis for the theoretical discussions of this research work. This research work als...

  3. STRATEGIC PLANNING IN THE GLOBAL ECONOMIC CRISIS AND RECESSION

    Directory of Open Access Journals (Sweden)

    Ana Anufrijev

    2013-12-01

    Full Text Available In the global economic crisis and recession, strategic planning is a necessity. New business environment manifests a new approach to strategic planning and strategic thinking defines the activities with the organizational aspects of the movements in the region has the greatest influence firm size. The financial plan, the deficit of financial assets is a condition that requires new forms of adjustment to market conditions. The recession and the Serbian go hand in hand and the lack of funds, the impact of economic crisis and economic recession are conditions that require urgent and strategic action planning.

  4. 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

  5. CONCEPTUAL MODEL OF MARKETING STRATEGIC PLANNING SPECIFIC TO PUBLIC ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Ionescu Florin Tudor

    2012-12-01

    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.

  6. Factors Influencing Strategic Decision-Making Processes

    Directory of Open Access Journals (Sweden)

    Mahmood Nooraie

    2012-07-01

    Full Text Available Decision-making is one of the most important functions of managers in any kind of organization. Among different manager's decisions strategic decision-making is a complex process that must be understood completely before it can be practiced effectively. Those responsible for strategic decision-making face a task of extreme complexity and ambiguity. For these reasons, over the past decades, numerous studies have been conducted to the construction of models to aid managers and executives in making better decisions concerning the complex and highly uncertain business environment. In spite of much work that has been conducted in the area of strategic decision-making especially during the 1990's, we still know little about strategic decision-making process and factors affecting it.This paper builds on previous theoretical and empirical studies to determine the extent to which contextual factors impact the strategic decision-making processes. Results showed that researches on contextual factors effecting strategic decision-making process are either limited or have produced contradictory results, especially studies relating decision’s familiarity, magnitude of impact, organizational size, firm’s performance, dynamism, hostility, heterogeneity, industry, cognitive diversity, cognitive conflict, and manager’s need for achievement to strategic decision-making processes. Thus, the study of strategic decision-making process remains very important and much more empirical research is required before any definitive conclusion can be reached.

  7. Strategic workforce planning for a multihospital, integrated delivery system.

    Science.gov (United States)

    Datz, David; Hallberg, Colleen; Harris, Kathy; Harrison, Lisa; Samples, Patience

    2012-01-01

    Banner Health has long recognized the need to anticipate, beyond the immediate operational realities or even the annual budgeting projection exercises, the necessary workforce needs of the future. Thus, in 2011, Banner implemented a workforce planning model that included structures, processes, and tools for predicting workforce needs, with particular focus on identified critical systemwide practice areas. The model represents the incorporation of labor management tools and processes with more strategic, broad-view, long-term assessment and planning mechanisms. The sequential tying of the workforce planning lifecycle with the organization's strategy and financial planning process supports alignment of goals, objectives, and resource allocation. Collaboration among strategy, finance, human resources, and operations has provided us with the ability to identify critical position groups based on 3-year strategic priorities. By engaging leaders from across the organization, focusing on activities at facility, regional, and system levels, and building in mechanisms for accountability, we are now engaged in continuous evaluations of our delivery models, the competencies and preparations necessary for the staff to effectively function within those delivery models, and developing and implementing action plans designed to ensure adequate numbers of the staff whose competencies will be suited to the work expected of them. PMID:22955225

  8. BC Hydro's business plan: a summary of BC Hydro's strategic business plan and performance measures

    International Nuclear Information System (INIS)

    This document contains a summary of BC Hydro's Strategic Plan and performance measures. The plan has been prepared in response to the recommendations of the Budget Process Review Panel, convened by the BC Government, which recommended that each public body, crown corporation, and other agencies of government, prepare an annual three year business plan. The document reviews the utility's current situation, provides an outline of the company's vision of its role, its mission and values, its strategic objectives (effective governance, efficiency and productivity; service excellence and value-added solutions; market development ; strong and capable organization) and the tools to be utilized in measuring performance. Various strategic issues (financial resources, the need to protect and enhance the value of electricity trading; the impact of information technology; power technology development; environmental trends and 'green energy' initiatives; workforce training and development) are also highlighted

  9. DIY Urban Design : Between ludic tactics and strategic planning

    DEFF Research Database (Denmark)

    Fabian, Louise; Samson, Kristine

    2014-01-01

    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.

  10. THE STRATEGIC PLANNING (SWOT) ANALYSIS OUTCOMES AND SUGGESTIONS ACCORDING TO THE STUDENTS AND THE LECTURERS WITHIN THE DISTANCE EDUCATION SYSTEM

    OpenAIRE

    Yelken, Tugba Yanpar; Kilic, Figen; Ozdemi?r, Caner

    2012-01-01

    In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the intuitions’ appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning, leadership and strategic thinking and to act to help planners designed the tools, processes and concepts is a group. At the same time, the organization o...

  11. NANA Strategic Energy Plan & Energy Options Analysis

    Energy Technology Data Exchange (ETDEWEB)

    Jay Hermanson; Brian Yanity

    2008-12-31

    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.

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

    OpenAIRE

    Ayman Mohamed Nour

    2011-01-01

    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 co...

  13. 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

  14. Tourism and Strategic Planning : PhD-dissertation, 2012

    DEFF Research Database (Denmark)

    Pasgaard, Jens Christian

    2012-01-01

    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.

  15. Strategic Planning: Positioning Occupational Therapy to Be Proactive in the New Health Care Paradigm.

    Science.gov (United States)

    Shackleton, Teri L.; Gage, Marie

    1995-01-01

    Describes a strategic planning process that provides a framework for addressing the identified barriers, and positions occupational therapists to play a proactive role in the evolving health-care paradigm. (Author/JOW)

  16. Strategic Planning and Organisational Effectiveness in Jordanian Hotels

    Directory of Open Access Journals (Sweden)

    Jehad Aldehayyat

    2012-12-01

    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.

  17. The Study of Strategic Industrial Planning for Using Model SWOT

    Directory of Open Access Journals (Sweden)

    Mohammad Ali Abdolvand

    2012-01-01

    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.

  18. Strategic planning for academic health centers.

    Science.gov (United States)

    Weitekamp, M R; Thorndyke, L E; Evarts, C M

    1996-09-01

    The mission, indeed the very existence, of the traditional academic health center is under siege. Changes in the financing and delivery of health care threaten the clinical revenue used to subsidize the tripartite mission of education, research, and patient care. Market practices, driven by the growth of managed care, will intensify the impact of declining revenue to threaten the actual patient base necessary to sustain these endeavors. The survival of academic health centers depends on their ability to change. This change will not be easy, and the size of the collective academic medical establishment will decrease. Successful enterprises will be those that go beyond incremental, reactive adjustments. Nothing short of organizational redesign, creation of strategic partnerships, and adopting a cybernetic model of continuous measurement, improvement and adaptability will suffice. Using the elements of a strategic planning exercise, this paper reviews the background issues that have produced the current predicament and explores the strengths and weaknesses inherent in academic institutions. Elements of an "idealized" academic health center are postulated and, finally, specific strategies that might be considered in creating a relevant and secure future are proposed. PMID:8873493

  19. 77 FR 46730 - Aquatic Nuisance Species Task Force Strategic Plan 2013-2017

    Science.gov (United States)

    2012-08-06

    ...2017 (hereafter, the Strategic Plan) carries through many...with invasive species. The Strategic Plan also calls attention...restoration and research. The Strategic Plan establishes the following...risk assessments, Hazard Analysis and Critical Control...

  20. 75 FR 48690 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Science.gov (United States)

    2010-08-11

    ...overarching strategic plan for Federal...and prepare recommendations to improve...framework for the Strategic Plan can be...overarching strategic plan for federal...as well as recommendations for...

  1. 75 FR 60756 - Public Meeting to Solicit Input for a Strategic Plan for Federal Youth Policy

    Science.gov (United States)

    2010-10-01

    ...development of a strategic plan for federal...overarching strategic plan for Federal...and prepare recommendations to improve...overarching strategic plan for federal...as well as recommendations for...

  2. 75 FR 80054 - Input for a Strategic Plan for Federal Youth Policy

    Science.gov (United States)

    2010-12-21

    ...overarching strategic plan for Federal...as well as recommendations for improving...overarching strategic plan for Federal...and prepare recommendations to improve...development of the strategic plan for...

  3. 75 FR 62399 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Science.gov (United States)

    2010-10-08

    ...development of a strategic plan for federal...overarching strategic plan for Federal...and prepare recommendations to improve...overarching strategic plan for federal...as well as recommendations for...

  4. 75 FR 62400 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Science.gov (United States)

    2010-10-08

    ...development of a strategic plan for federal...overarching strategic plan for Federal...and prepare recommendations to improve...overarching strategic plan for federal...as well as recommendations for...

  5. 75 FR 69085 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    Science.gov (United States)

    2010-11-10

    ...development of a strategic plan for federal...overarching strategic plan for Federal...and prepare recommendations to improve...overarching strategic plan for Federal...as well as recommendations for...

  6. 76 FR 33726 - National Ocean Council; Strategic Action Plan Content Outlines

    Science.gov (United States)

    2011-06-09

    ...greater context for the strategic action plan in implementing...preparation of full draft strategic action plans, which will...provide comments. Final strategic action plans are expected...Executive Order adopts the Final Recommendations of the Interagency...

  7. 76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

    Science.gov (United States)

    2011-07-01

    ...FR-5548-D-02] Order of Succession for the Office of Strategic Planning and Management AGENCY...Office of Strategic Planning and Management, designates the Order of Succession for the Office of Strategic Planning and Management....

  8. Strategic stories: how 3M is rewriting business planning.

    Science.gov (United States)

    Shaw, G; Brown, R; Bromiley, P

    1998-01-01

    Virtually all business plans are written as a list of bullet points. Despite the skill or knowledge of their authors, these plans usually aren't anything more than lists of "good things to do." For example: Increase sales by 10%. Reduce distribution costs by 5%. Develop a synergistic vision for traditional products. Rarely do these lists reflect deep thought or inspire commitment. Worse, they don't specify critical relationships between the points, and they can't demonstrate how the goals will be achieved. 3M executive Gordon Shaw began looking for a more coherent and compelling way to present business plans. He found it in the form of strategic stories. Telling stories was already a habit of mind at 3M. Stories about the advent of Post-it Notes and the invention of masking tape help define 3M's identity. They're part of the way people at 3M explain themselves to their customers and to one another. Shaw and his coauthors examine how business plans can be transformed into strategic narratives. By painting a picture of the market, the competition, and the strategy needed to beat the competition, these narratives can fill in the spaces around the bullet points for those who will approve and those who will implement the strategy. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can mobilize an entire organization. PMID:10179653

  9. How strategic dynamics complicate the framing of alternatives in strategic environmental assessment : The case of the Danish natural gas planning

    DEFF Research Database (Denmark)

    Lyhne, Ivar

    2012-01-01

    Unpredictable and complex developments challenge the application of strategic environmental assessment (SEA), for example, in terms of timing, prediction and relevance of assessments. In particular, multi-actor and unstructured strategic-level decision-making processes often seem to be characterised by unpredictable and complex changes. Despite the apparent implications, explorative investigations about how unpredictability influences SEA application in practice are rare. This article aims to shed light on contextual changes and reactions to such changes in practice by a case study of the specific SEA process of the Danish Natural Gas Security of Supply Plan. Special emphasis is given to the framing of alternatives in the SEA process, since alternatives are directly related to the contextual developments. Based on a participative approach, strategic dynamics are mapped and the reactions and concerns in the SEA team are outlined. The contribution of the article is enhanced empirical understanding of strategic dynamics and how it challenges SEA application.

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

    CERN Document Server

    Bryson, John M; Alston, Farnum K

    2011-01-01

    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

  11. Strategic Marketing Management Process of Amway Corporation

    OpenAIRE

    Zhong, Yi

    2011-01-01

    The purpose of this thesis was analyzing case company- Amway Corporation?s stra-tegic marketing management process focusing on Chinese market. Amway Corpora-tion is the largest direct selling company around the world. An important part of this study is trying to find and give recommendations to the case company on how to im-prove their marketing management strategy. The theoretical part is focusing on analyzing strategic marketing management proc-ess. Six important parts are under it in...

  12. Strategic planning as a regional development policy mechanism: European context

    Directory of Open Access Journals (Sweden)

    Vasilevska Ljiljana

    2009-01-01

    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.

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

    Directory of Open Access Journals (Sweden)

    POLAT, Erkan

    2009-06-01

    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.

  14. 75 FR 39493 - United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015

    Science.gov (United States)

    2010-07-09

    ...draft strategic plan. The draft strategic plan for FY 2010-2015 is available...statement and a description of the strategic goals, objectives and significant actions that...USPTO plans to implement the strategic plan, including funding...

  15. Training and plant performance: a strategic planning partnership

    International Nuclear Information System (INIS)

    The nuclear industry as a whole, and specifically GPU Nuclear, is refocusing its attention on performance indicators. This standardized assessment of plant operational performance surfaces numerous examples of how performance-based training positively impacts plant performance. Numerous examples of high dollar savings range from scram reduction programs to reducing personnel rem exposures. The deeper the authors look the more they find that training is making a difference. The question now is, how long can they continue to afford the ever increasing demands of the pursuit of excellence. Early in 1985, the Training and Education Department at GPU Nuclear proactively began its strategic planning effort in order to address the increasing industry initiatives while facing flat or reduced commitments of resources. The Training Strategic Plan addresses detailed plans for each of the following areas: curriculum planning; program development; training and education organizational structure; training and education administrative procedures; training advisory structure and priority process; financial strategies. All of the above strategies are designed to assure training effectiveness. With the nuclear option under such strong public scrutiny, it is in the best interest of all of the nuclear utilities to assure the most cost effective approach to successful operation while achieving their standards of excellence

  16. The Study of Strategic Industrial Planning for Using Model SWOT

    OpenAIRE

    Mohammad Ali Abdolvand; Amin Asadollahi

    2012-01-01

    Organizations to maintain and achieve optimal growth and development and increase its competitiveness need to be a comprehensive and coherent plan for the mission and goals of the strategic plan. The purpose of this study is providing strategic planning and optimal strategies for using SWOT. The company is investigating the territory south of the oil industry. The questionnaire has been used as a research tool containing the questions is 138. Research data from interviews with managers, exper...

  17. The strategic planning, an educational leadership indicator

    Directory of Open Access Journals (Sweden)

    Joaquín Martín Manzano

    2013-08-01

    Full Text Available 0 0 1 141 778 USAL 6 1 918 14.0 Normal 0 21 false false false ES JA X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Tabla normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:Calibri; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-ansi-language:ES; mso-fareast-language:EN-US;} Emphasizing the role of the pedagogical leadership as a decisive factor for the efficient operation of the educational centers, this article discusses the strategic planning as an indication of the presence of this critical factor in the dynamics of the schools and institutes in Spain. In the analysis of the variables associated with the level of development of this type of directive activity, it reveals its links with the leadership for learning that are given greater potential to its contribution to the educational success. The study of the available evidence on the level of development reached by this form of strategic action underscored its commitment to the beliefs of directors rather than to the conditions set out the context which restricted the activities of the schools. The results have been obtained from a sample of 694 directors, representative of the Spanish school, in their mandatory stages.

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

    International Nuclear Information System (INIS)

    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

  19. 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)

  20. Strategic assessment of transport infrastructure Plans on European integration. Application for the Spanish Strategic Transport and Infrastructure Plan 2005-2020

    OpenAIRE

    López Suárez, Elena; Monzón de Cáceres, Andrés; Ortega Pérez, Emilio; Mancebo Quintana, Santiago

    2008-01-01

    Traditional transport infrastructure assessment methodologies rarely include the full range of strategic benefits for the transportation system. One of these benefits is the contribution to cross-border integration. However, this is a key issue in strategic planning and decision-making processes, as its inclusion may increase the probability of large-scale transport infrastructure projects being funded. This paper presents a methodology for the measurement of the contribution of Transport Inf...

  1. NOAA Education: Adventures in Strategic Planning, External Review, and Evaluation

    Science.gov (United States)

    Michalopoulos, C.

    2010-12-01

    Since late 2007, the National Oceanic and Atmospheric Administration has undertaken the development of a 20-year Education Strategic Plan, has undergone an external review by the National Research Council of the National Academies, and has drafted a guiding document on an agency-wide approach for monitoring and evaluation of its education activities and programs. This presentation will review all these processes with special emphasis on lessons learned and on the implications of each one on NOAA’s ability to improve and better coordinate its educational portfolio.

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

    OpenAIRE

    Beriz Civic

    2013-01-01

    The main aim of this paper is the analysis of features of strategic marketing planning and the assessment of the quality of this process in business practice of trading companies in Bosnia and Herzegovina (BiH). The method used in assessing the quality of the creation of marketing plans in trading companies was the multivariate analysis (method of discriminant analysis). Among other things it has been established that marketing management of trading companies does not create marketing strateg...

  3. Factors Influencing Strategic Decision-Making Processes

    OpenAIRE

    Mahmood Nooraie

    2012-01-01

    Decision-making is one of the most important functions of managers in any kind of organization. Among different manager's decisions strategic decision-making is a complex process that must be understood completely before it can be practiced effectively. Those responsible for strategic decision-making face a task of extreme complexity and ambiguity. For these reasons, over the past decades, numerous studies have been conducted to the construction of models to aid managers and executives in mak...

  4. Process simulation and parametric modeling for strategic project management

    CERN Document Server

    Morales, Peter J

    2013-01-01

    Process Simulation and Parametric Modeling for Strategic Project Management will offer CIOs, CTOs and Software Development Managers, IT Graduate Students an introduction to a set of technologies that will help them understand how to better plan software development projects, manage risk and have better insight into the complexities of the software development process.A novel methodology will be introduced that allows a software development manager to better plan and access risks in the early planning of a project.  By providing a better model for early software development estimation and softw

  5. Strategic Information Systems Planning: An Empirical Evaluation of Its Dimensions

    OpenAIRE

    Carla Wilkin; Narciso Cerpa

    2012-01-01

    Strategic management of Information Technology (IT) has long been regarded as a critical component of business performance. This study addresses two objectives. Firstly we investigate the practice and effectiveness of Strategic Information Systems Planning (SISP) as a function of strategic management in 29 large Australian organizations. Secondly we review these results through a theoretical lens established by Segars et al. (1998) who identified six dimensions that provide a structured appro...

  6. A critical analysis of a credit union's strategic plan

    OpenAIRE

    Klug, William

    2007-01-01

    Coast Capital Savings (CCS) is the second largest credit union in Canada. CCS has a 10-year strategic plan to grow to one million members, $20 billion in assets, and to have operations in all ten provinces in Canada by the year 2012. CCS plans to achieve this growth in two ways: 1) organically, with innovative products and services, and 2) through mergers and acquisitions. This paper analyzes the five-year progress of the strategic plan, since 2002, and offers strategic alternatives and recom...

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

    Science.gov (United States)

    Gantt, Laura T

    2010-01-01

    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

  8. Soft Space Planning in Cities unbound : vehicle for effective strategic spatial planning or neoliberal transformations?

    DEFF Research Database (Denmark)

    Olesen, Kristian

    This paper analyses contemporary experiments of building governance capacity in new soft spaces in Denmark through processes of spatial strategy-making. The paper argues that new soft spaces are emerging in Danish spatial planning, which set out to promote more effective forms of strategic spatial planning. The Danish case of soft space planning demonstrates how Danish soft spaces at subnational scales fail to fill in the gaps between formal planning structures and provide the glue that binds formal scales of planning together as promised in the soft space literature. This raises a number of critical questions about whether the normative arguments in the soft space literature are unfounded, or whether the significance of soft spaces is simply overrated in the planning literature. Furthermore, it is argued that critical attention needs to be paid to the prevalence of soft spaces in spatial planning, and how their obsession with promoting economic development at the expense of wider planning responsibilities support contemporary neoliberal transformations of strategic spatial planning.

  9. Washington State Board of Education Strategic Plan, 2010-2011

    Science.gov (United States)

    Washington State Board of Education, 2011

    2011-01-01

    In 2005, the Washington State Legislature significantly changed the role of the State Board of Education (SBE). While the Board retains some administrative duties, SBE is now mandated to play a broad leadership role in strategic oversight and policy for K-12 education in the state. This paper presents the strategic plan of Washington State Board…

  10. Strategic Planning for Effective School Governance in Romania

    OpenAIRE

    Tarcza, Teodora; Florian, Gyula Laszlo; Bodog, Simona Aurelia

    2012-01-01

    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.

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

    DEFF Research Database (Denmark)

    Quitzau, Maj-Britt; Hoffmann, Birgitte

    2012-01-01

    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.

  12. 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

  13. Draft Strategic Laboratory Missions Plan. Volume II

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-03-01

    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.

  14. Strategic plan for Hanford Site Environmental Restoration Information Management

    International Nuclear Information System (INIS)

    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

  15. 24 CFR 598.215 - What are the purpose and content of the strategic plan?

    Science.gov (United States)

    2010-04-01

    ...The community's strategic vision for change...the basis of the strategic plan. The assessment will include an analysis of the strengths...ii) Resource analysis. An assessment...implementation of the strategic plan....

  16. STRATEGIC PLANNING AND PROGRAM BUDGETING IN ROMANIA – RECENT DEVELOPMENTS

    Directory of Open Access Journals (Sweden)

    D#259;nule#539;iu Dan-Constantin

    2009-05-01

    Full Text Available The paper emphasizes the efforts of Romanian authorities to implement program budgeting. Based on the first results, authorities decided to establish a link between strategic planning and budgeting, as a condition for implementing multi-annual budgeting.

  17. Strategic Plan for Astronomy in the Netherlands 2011-2020

    CERN Document Server

    Groot, P J; Stark, R

    2012-01-01

    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.

  18. INFORMATION TECHNOLOGY STRATEGIC PLANNING AT PT. VENTURIUM SYSTEM

    Directory of Open Access Journals (Sweden)

    Lola Oktavia

    2013-01-01

    Full Text Available PT. Venturium System Indonesia is a company engaged in IT solutions which serves IT solution for their customers from banking firms in Indonesia. This purpose of this research is to develop a Strategic IT planning for PT. Venturium System Indonesia in accordance with the strategic plan. The applied research method is a framework for IT Strategic Planning of John Ward and Joe Peppard and Enterprise Architecture documentation from Scott A. Bernard. This research uses SWOT analysis and IT Balanced Scorecard to analyze the requirements of IT at PT. Venturium System Indonesia. Results of the analysis are proposed as Information System applications, such as: Knowledge Management System Application, Automatic File Transfer and E-Report which are parts of the IT strategic plan on PT. Venturium System Indonesia. Results of the analysis also generate some policies requirements to be applied by PT. Venturium System Indonesia.

  19. Strategic Planning at a Small College--Executive Overview

    Science.gov (United States)

    Agnew, Robert

    2004-01-01

    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…

  20. Strategic Plan for Astronomy in the Netherlands 2011-2020

    OpenAIRE

    Groot, P. J.; Kuijken, K.; Stark, R.

    2012-01-01

    Strategic Plan for Astronomy in the Netherlands 2011 - 2020, written by the Netherlands Committee for Astronomy (NCA), on behalf of the excellence research school in astronomy NOVA, (combining the university astronomy institutes of the universities of Amsterdam, Groningen, Leiden and Nijmegen), the NWO division of Physical Sciences, the Netherlands Institute for Radio Astronomy ASTRON and the Netherlands Institute for Space Research SRON. The Strategic plan outlines the scie...

  1. "Global Environmental Strategic Planning Exercise (GESPE-project)"

    OpenAIRE

    Vries HJM de; Fiddaman T; Janssen R

    2012-01-01

    This report contains an outline for a strategic planning exercise on global problem, specifically climate change in relation to population growth, energy and food supply. First, a theoretical introduction is given on the nature of so-called policy exercises and decisionmaking on international environmental problems. Then, the partially finished version of the world 4.0 simulation model and a first set-up of the strategic planning exercise are discussed. The report is a...

  2. Strategic Marketing Plan for Silver Lining Creation Ry

    OpenAIRE

    Poudel, Dinesh

    2011-01-01

    The Aim of this study was to develop a strategic marketing plan for case organization, Silver Lining Creation Ry (SLC) which is a not-for-profit social media organization based in Finland but works in global prospects. It seems that practicing strategic marketing planning enhances the ability of NPOs to sustain, reach the resources and achieve the objectives. Thus, this study helps SLC for a long run and improves the performance to reach the resources. The study literatures were based on the ...

  3. The Strategic Plan and Local Economic Development of Cordoba, Argentina

    OpenAIRE

    Vanella, R.; Lucca, C; Pittari, J.R.; Steinberg, F.; Zwanenburg, M.

    2001-01-01

    The Strategic Plan of Cordoba (SPC) is one of the few strategic urban development plans in Latin America, which has actually been implemented in the majority of its components. The SPC was conceived as a collective and global project of the city as a whole without excessive conflicting interests or special ownership by a few. The SPC integrated a policy of public works – oriented at the “social debt” which existed in the city – with a work on urban norms and directions and econ...

  4. THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    Radu Catalina

    2009-05-01

    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

  5. Strategic Financial Planning in the System of Managing a Trading Company ?????????????? ?????????? ???????????? ? ??????? ?????????? ???????????? ????????

    Directory of Open Access Journals (Sweden)

    Sytnyk Ganna V.

    2013-09-01

    Full Text Available The article justifies increase of the role of strategic financial planning in trading companies under modern economic conditions, which form new challenges for traditional management systems. On the basis of analysis of existing approaches to organisation of strategic financial planning the article formulates author’s own vision of its content and structure of a strategic financial plan on the basis of integration of concepts of the balanced scorecard (BSC and economic value added (EVA, which, according to the author, could be taken as a basis of organisation of strategic financial planning in a trading company of any format and provides a number of advantages, namely: allows integration of a strategic financial plan and the process of its development into a uniform strategic process in a company; converts it into an effective tool of finance management (it formalises and specifies the financial strategy, informs about its main directions and brings its provisions to executors, allows formation of a system of personnel motivation, facilitates realisation of a strategic financial plan; integration of BSC and EVA concepts facilitates increase of effectiveness of company activity, since it integrates main provisions of strategic and value-oriented management. In this arrangement the EVA concept, apart from financial components, is supplemented with the prospect of “competence”, within the framework of which goals, indicators and programmes of improvement of business processes are substantiated and the balanced scorecard gets a clear orientation at formation of value; the specified approach could be effectively realised upon the principles of process management.? ?????? ?????????????? ??????????? ???? ??????????????? ??????????? ???????????? ?? ???????????? ???????? ? ??????????? ???????? ??????????????, ??????? ????????? ????? ?????? ??? ???????????? ?????? ??????????. ?? ?????? ??????? ???????????? ???????? ? ??????????? ??????????????? ??????????? ???????????? ? ?????? ?????????????? ????????? ??????? ??? ?????????? ? ????????? ??????????????? ??????????? ????? ?? ???? ?????????? ????????? ???????????????? ??????? ??????????? (BSC ? ????????????? ??????????? ???????? (EVA, ???????, ?? ?????? ??????, ????? ???? ????? ?? ?????? ??????????? ??????????????? ??????????? ???????????? ?? ??????????? ???????? ?????? ??????? ? ???? ??? ???????????, ? ??????: ????????? ????????????? ?????????????? ?????????? ???? ? ??????? ??? ?????????? ? ????? ?????????????? ??????? ?? ???????????; ?????????? ??? ? ??????????? ?????????? ?????????? ????????? (?? ??????????? ? ?????????????? ?????????? ?????????, ??????????? ? ?? ???????? ???????????? ? ??????? ?? ????????? ?? ?????????? ????????????, ????????? ??????????? ??????? ????????? ?????????, ???????????? ?????????? ??????????????? ??????????? ?????; ?????????? ????????? BSC ? EVA ???????????? ????????? ???????????????? ???????????? ???????????, ??? ??? ??????????? ???????? ?????

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

    Science.gov (United States)

    Downing, David L.

    2009-01-01

    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

  7. The Strategic Thinking Process: Efficient Mobilization of Human Resources for System Definition

    OpenAIRE

    Covvey, H D

    1987-01-01

    This paper describes the application of several group management techniques to the creation of needs specifications and information systems strategic plans in health care institutions. The overall process is called the “Strategic Thinking Process”. It is a formal methodology that can reduce the time and cost of creating key documents essential for the successful implementation of health care information systems.

  8. Undergraduate Recruitment: A Model Strategic Plan for Undergraduate Recruitment of Students for Engineering Technology Departments

    Science.gov (United States)

    Jenkins, Thomas W.

    Flat or declining enrollment in Engineering and Engineering Technology (ET) Departments calls for the development and implementation of a Strategic Recruitment Plan. This model plan outlines some of the strategic actions that can be utilized to initiate sustainable recruitment and retention processes. The plan is intended to begin a process to ensure that qualified prospective students continue to select a university's ET Department in numbers sufficient to allow the department to support and serve the stated missions of the department, the college, the university, and the constituencies they serve.

  9. Automatic and strategic processes in advertising effects

    DEFF Research Database (Denmark)

    Grunert, Klaus G.

    1996-01-01

    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

  10. Promoting and Disseminating Good Practice in the Planning and Management of Educational Facilities: Capital Investment Strategic Planning - A Case Study, Gold Coast Institute of TAFE, Queensland, Australia.

    Science.gov (United States)

    Crump, Kelvin

    This paper presents a case study of the process of capital investment strategic planning at the Gold Coast Institute of Technical and Further Education (TAFE), Queensland, Australia. Capital investment strategic planning is a means of contributing to success by providing strategies to ensure that assets are managed efficiently, effectively, and…

  11. The Strategic Plan for Tourism Development in Italy

    Directory of Open Access Journals (Sweden)

    Silvia ANGELONI

    2013-06-01

    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.

  12. A hybrid TOPSIS-BSC method for strategic planning

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Shojaee

    2012-09-01

    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.

  13. Strategic plan for Hanford site information management

    International Nuclear Information System (INIS)

    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

  14. Developing the strategic plan for pollution prevention in defense programs

    International Nuclear Information System (INIS)

    In order to provide effective leadership and to ensure a consistent pollution prevention effort in all of its production facilities and laboratories, Defense Programs (DP) Headquarters, in close cooperation with the Field, has developed a strategic plan for its Pollution Prevention Program. The strategic plan is built upon the history of waste minimization, waste reduction, and pollution prevention activity to date, and articulates both long- and short-term strategies to ensure program initiation, growth, and stability. The organization of the program, including Headquarters staffing and linkages to the Geld, is described. Life-cycle analysis of program barriers and bottlenecks, along with associated initiatives and action plans are discussed. (author)

  15. Integrated resource strategic planning and power demand-side management

    CERN Document Server

    Hu, Zhaoguang; Wen, Quan

    2013-01-01

    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

  16. Strategic environmental evaluation of National Transmission System Plan in Italy

    International Nuclear Information System (INIS)

    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

  17. Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

    Science.gov (United States)

    1990-01-01

    Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

  18. 75 FR 34736 - Draft FY 2011-2015 EPA Strategic Plan

    Science.gov (United States)

    2010-06-18

    ...fundamental strategies, and strategic measures, with a focus on...Staff. Office of Planning, Analysis, and Accountability (Mail...Staff, Office of Planning, Analysis, and Accountability, Office of the Chief Financial Officer Strategic_Plan@epa.gov....

  19. 78 FR 47003 - Draft National Spatial Data Infrastructure Strategic Plan; Comment Request

    Science.gov (United States)

    2013-08-02

    ...S. Geological Survey Draft National Spatial Data Infrastructure Strategic Plan; Comment...draft strategic plan for the National Spatial Data Infrastructure (NSDI). The draft...The plan describes a broad national vision for the NSDI, and includes goals...

  20. The Implementation of Strategic Planning for Information System in Educational Foundation

    OpenAIRE

    Cepy Slamet

    2012-01-01

    In a competitive business environment, The Educational Foundation may decides two strategic business policies related to information system (IS) and information technology (IT) implementation. These are, optimalization of IS/ IT implementation for increasing services quality and its utilization as a core business competitiveness as a whole. However, a strategic planning for information system (SPIS) is required to implement these business policies. SPIS is a process for determining required I...

  1. Spontaneous demand and Situational Strategic Planning in the Family Health Program of Pindamonhangaba, São Paulo, Brazil

    Directory of Open Access Journals (Sweden)

    Milena Lopes Santana

    2011-05-01

    Full Text Available From a qualitative research based on a method triangulation, this paper focused on evaluating the perception of managers, technicians and users of four Primary Care Health Centers of Pindamonhangaba, São Paulo, Brazil, as to the spontaneous demand conduct, in order to analyze if they have been pondered on the Situational Strategic Planning. The following analysis structures were found related to the spontaneous demand conduction: user embracement, work process, records, priorities, plans, communication and permanent education. The explanative, normative, strategic and operational moments were the themes pertinent to the strategic planning. The speech analysis suggests that the work process is fragmented, hierarchical and focused on the nurse. The assistance priorities do not occur by means of technical criteria, but by common sense, which results in a discontented user and in a poor quality assistance. The professionals involved do not promote a communicative process able to unify the language, useful in the elaboration of a common aim. There is not, therefore, a team synergy to achieve the best ways of conducting the spontaneous demand, which result from a mental plan, from “attempt and failure” and from everyday experience, to the detriment of a strategic thought. The study reveals that the present management model needs to be reviewed, under the risk of compromising the social regional development and it proposes the permanent education implantation to the health workers in the municipality, emphasizing the strategic planning, the appropriation and reinterpretation of the territory features and experienced situations.

  2. Developing Strategic Marketing Plan for International Tourism Industry

    OpenAIRE

    Zhang, Mingmo

    2013-01-01

    International travel agency is the case company where I did my practical training. This thesis focuses on analyzing the case company’s current situation, market environment and competition situation in the tourism market. The main objective is to analyze the complex situation of the case company to develop a strategic marketing plan for the case company to gain competitive advantage. In order to reach the objective, the thesis finds answers to the questions of what the current strategic mar...

  3. Airport planning in Brazil: discussions on contributions of strategic prospective [paper in Portuguese

    Directory of Open Access Journals (Sweden)

    George Christian Linhares

    2012-10-01

    Full Text Available This paper takes up the airpot planning as a public policy problem, placing it in the context of relations between the agents involved or interested in the planning process. The aim is to present references from the field of strategic prospective that can be useful for Brazilian airport planning process. Such an important element of the infrastructure in a region, decisions regarding airport development impact several stakeholders, thus contributions of strategic prospective shown to be appropriate. Based on bibliographic review and analysis of airport planning in Brazilian context, the paper reinforces the complex nature of airport planning and the conclusions support the need to analyse the relantionship between the stakeholders and support the applicability of prospective methods for the context of national airport planning, particularly the MACTOR.

  4. Strategic planning for bioanalytical automation: managing growth successfully.

    Science.gov (United States)

    Tomlinson, J J

    1992-01-01

    Bioanalytical automation expanded at Glaxo Inc. from 1987 to 1991 by cycling through periods of justification, planning, implementation, obstacle-jumping and success, which justified continued cycling. In 1990 it became evident that the technology and its growth needed to be planned and the resources had to be managed. A Strategic Plan was researched and prepared. The plan describes the mission, values, goals and structure of the Bioanalytical Automation Group and the most important requirements for achieving those planned goals, including: (1) Long-term management commitment; (2) Trained, dedicated personnel; (3) Quality facilities; (4) Teamwork; and (5) Investment in automationcompatible equipment. The strategic plan has been in effect for over a year; current status, history, and the future are discussed in this article. PMID:18924926

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

    International Nuclear Information System (INIS)

    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

  6. 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

  7. INL-Site Idaho Completion Project Long Term Stewardship Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    Olaveson, B.

    2007-09-17

    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.

  8. Community Greening: How To Develop A Strategic Energy Plan, Energy Efficiency & Renewable Energy (EERE) (Brochure)

    Energy Technology Data Exchange (ETDEWEB)

    2010-02-01

    This guide provides an overview of strategic electricity planning for communities, using a step-by-step approach to develop the plan. This method has a high chance of success, because it is based on stakeholder buy-in and political commitment. Not all communities will need to follow all steps, but the process is designed to incorporate all parties, maximize solution-based thinking, and develop a plan that can be carried out by community leaders.

  9. Strategic planning for tourism industry using SWOT and QSPM

    Directory of Open Access Journals (Sweden)

    Hamid Abya

    2015-03-01

    Full Text Available Tourism plays essential role in today’s economy and Iran has good position of tourism sources such as natural, historical, cultural, etc., although, these sources have not been utilized, properly. One of regions which have many potentiality and capabilities for developing Tourism in natural aspect is district and city of Galugah. The purpose of this study is to provide strategic assessment and optimization strategies for development of tourism industry to reach sustainable tourism development in this city. The study uses three techniques namely; Quantitative Strategic Planning Matrix (QSPM and strengths, weaknesses, opportunities and threats (SWOT to determine necessary guidelines for development of tourism in the city of Galugah, Iran. The study first uses SWOT to categorize different factors and then QSPM is applied to prioritize various factors. The results of this study show that presenting methods in initial process and analyzing assessment matrix of T2 external and internal factors i.e. pollution of environment and river and extinction of plants species by result of pollution and O2 i.e. suitable climate for developing natural Tourism efforts in summer have been recognized as most priority factors among external factors. Intense cold of region in summer (W3 and existence of unique amusement places (S5 such as Amarg were recognized as effective and most priority factors among internal factors on Tourism development of Galugah city.

  10. THE ROLE AND THE PLACE OF MARKETING AUDIT IN THE MARKETING STRATEGIC PLANNING

    Directory of Open Access Journals (Sweden)

    Iuliana CETIN?

    2010-12-01

    Full Text Available During the strategic planning activity process, a very important step is to conduct internal and external audit. Marketing audit is not an isolated process within the organization; it is a component of the management audit assessing the impact of environmental factors on all activities of the organization. Marketing Audit is considered by many authors only an analysis of internal and external environment of the organization. In the development and substantiation of marketing strategy, marketing audit is set in the strategic marketing planning, which shows that it is an assessment tool and control and, at the same time, a way of the strategy implementation. The audit marketing is therefore part of the organization's strategic marketing plan.

  11. 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

  12. Method for Measuring the Alignment Between Information Technology Strategic Planning and Actions of Information Technology Governance

    Directory of Open Access Journals (Sweden)

    Lúcio Melre da Silva

    2014-10-01

    Full Text Available The purpose of this research is to present a method for measuring the degree of alignment between Strategic Planning and Information Technology Management practices and Information Technology Governance. A survey of IT governance maturity at the High Courts and the Supreme Court was carried out in order to reach this aim. The Attribute Table of the COBIT 4.1 was used both as a model for maturity analysis as for the degree of alignment of IT strategic plans of these bodies with the IT Strategic Planning established by the National Judiciary Council (CNJ. It was assessed the maturity of thirty four processes, according to six attributes, in the four COBIT domains. The proposed method, named COMPLAN-GTI, allows the linking of the guidelines of the strategic planning to the COBIT processes. The field research above mentioned shows that the alignment between the planning established by the CNJ and those established by the High Courts and Supreme Court is around 68%, leading to the conclusion that the policies and actions established by the National Council of Justice for the Judiciary are being followed. The application of the method is also used to confirm whether the management practices and the IT Governance are consistent with the strategic plan established by the organization. It was observed in the research carried out in the Courts that the average convergence between PETIs and management practices and Governance lies around 70%, leading to the conclusion that the strategic plans exerted influence on the action planning of these organizations.

  13. Method for measuring the alignment between information technology strategic planning and actions of information technology governance

    Scientific Electronic Library Online (English)

    Lúcio Melre da, Silva; João, Souza Neto.

    2014-04-01

    Full Text Available The purpose of this research is to present a method for measuring the degree of alignment between Strategic Planning and Information Technology Management practices and Information Technology Governance. A survey of IT governance maturity at the High Courts and the Supreme Court was carried out in o [...] rder to reach this aim. The Attribute Table of the COBIT 4.1 was used both as a model for maturity analysis as for the degree of alignment of IT strategic plans of these bodies with the IT Strategic Planning established by the National Judiciary Council (CNJ). It was assessed the maturity of thirty four processes, according to six attributes, in the four COBIT domains. The proposed method, named COMPLAN-GTI, allows the linking of the guidelines of the strategic planning to the COBIT processes.  The field research above mentioned shows that the alignment between the planning established by the CNJ and those established by the High Courts and Supreme Court is around 68%, leading to the conclusion that the policies and actions established by the National Council of Justice for the Judiciary are being followed. The application of the method is also used to confirm whether the management practices and the IT Governance are consistent with the strategic plan established by the organization. It was observed in the research carried out in the Courts that the average convergence between PETIs and management practices and Governance lies around 70%, leading to the conclusion that the strategic plans exerted influence on the action planning of these organizations.

  14. Strategic analysis of a data processing company

    OpenAIRE

    Chen, George C. M.

    2005-01-01

    This paper contains a strategic analysis of a data processing company that provides outsourced payroll services to employers in Canada. For the purpose of confidentiality, the name of this company is disguised as ABC Canada. This company is in a mature industry, which is characterized by slow growth and narrowing of product differentiation as new entrants are able to penetrate the market at lower cost due to the advancement in information technology. The growth of this industry in the last fo...

  15. Strategic plan for the development of IAEA safeguards equipment

    International Nuclear Information System (INIS)

    The need for a top-down Safeguards Strategy to focus departmental objectives was recognized by the Programme Performance Appraisal System performed on the Equipment Development Project in 1999. The Department of Safeguards prepared, at the end of 2000, Safeguards Strategic Objectives to identify the changes and improvements expected to take place over the 2001-2005 period. Those Strategic Objectives were supposed to be used to properly plan IAEA Safeguards activities and define appropriate and coherent R and D programme. The present paper describes the strategic directions that the IAEA will followed in the area of equipment development in order to meet the Safeguards Department long-term objectives for 2001-2005. The paper, which is derived from the IAEA Strategic Equipment Development Plan, prepared by the Division of Technical Support, includes two parts: general principles and policies applicable to all equipment development tasks; and main development directions for specific equipment type areas. The paper will not describe the detailed plans which are prepared, based on the strategic plan, on a biannual basis, but it will illustrate the concept and approach which was used and the connection with other equipment management activities and documents. Equipment development activities have been divided in five major projects (NDA, Seals, Surveillance, Unattended Monitoring and Remote Monitoring). Strategic directions for each of these projects will be described in th 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

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

    Science.gov (United States)

    Shirey, Maria R

    2013-02-01

    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

  17. 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)

  18. Strategic Marketing Planning in International Schools

    Science.gov (United States)

    Bunnell, Tristan

    2005-01-01

    Purpose: International schools are a growing class of educational institution. It has been suggested that few schools of this type have a marketing plan whilst research into development planning showed that few had a long-range plan. This paper aims to investigate these issues. Design/methodology/approach: This paper deals with a survey of 32…

  19. 77 FR 40860 - Strategic Plan for Federal Research and Monitoring of Ocean Acidification

    Science.gov (United States)

    2012-07-11

    ...advising the public that a Draft Strategic Plan for Federal Research...Background The development of this Strategic Plan (Plan) was directed...ecosystems, thus permitting analysis of the efficacy of adaptation...considered and addressed in the Strategic Research Plan to the...

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

    OpenAIRE

    Mohammad Reza Noruzi,; Farhad Nezhad Haj Ali Irani

    2011-01-01

    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.

  1. Strategic Planning and Management for the "Third Wave" Society. Strategic Report.

    Science.gov (United States)

    Groff, Warren H.

    The value of strategic planning for educational, business, governmental, and family institutions to make them more responsive to society and to insure their viability is addressed. The transition from an agricultural to an industrial society and then to a technological one can be described in terms of its impact on individuals, institutions, and…

  2. 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)

    Juliane Ines Di Francesco, Kich; Maurício Fernandes, Pereira.

    1045-10-01

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

  3. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    POP Zenovia Cristiana

    2013-07-01

    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.

  4. Using the bsc for strategic planning of it (information technology) in brazilian organizations

    Scientific Electronic Library Online (English)

    Adriano Olímpio, Tonelli; Paulo Henrique de Souza, Bermejo; André Luiz, Zambalde.

    2014-08-01

    Full Text Available This paper presents a method that integrates Balanced Scorecard (BSC) concepts and IT strategic planning (ITSP) processes. The resulting method was applied in two organizations in order to verify contributions of Balanced Scorecard regarding the identified ITSP problems. The development of this work [...] was realized in qualitative, exploratory research based on two case studies. The results show that the use of BSC contributed directly to work with IT strategic planning challenges and involved middle management, multifunctional teams, and top management support, all beyond IT boundaries.

  5. 75 FR 47859 - Availability of SBA Draft Strategic Plan for Fiscal Years 2011-2016 and Request for Public Comment

    Science.gov (United States)

    2010-08-09

    ...their plan to the Congress. This draft Strategic Plan describes our mission, strategic goals, objectives, and means and strategies to achieve those goals. To access the draft strategic plan, go to...

  6. Strategic continuity planning: the first critical step.

    Science.gov (United States)

    Smith, Jack

    2013-01-01

    Many companies (and business continuity professionals) believe a company needs a comprehensive, all-inclusive business continuity plan. Often they reach this conclusion after other companies or potential clients have requested to see their business continuity plan as a precondition of doing business. Companies without 'a plan' are then tempted to go out and hire a business continuity person and tell them to 'Create a plan!' This makes perfect sense to the executive team, but this approach will probably not work in a real event. This paper addresses the shortcomings of producing tactical documentation and calling it 'The Plan', and discusses ways to engage management in the development of a corporate strategy to be used during and after an event. PMID:24113632

  7. Information system for strategic planning the university sustainable development

    International Nuclear Information System (INIS)

    Issues of designing the information system which helps the University principal's office to take decisions as concerns the strategic planning are discussed. The importance of having the University simulation model is emphasized; model representation in terms of system dynamics is given

  8. Strategic environmental assessment application in spatial planning in Serbia

    Directory of Open Access Journals (Sweden)

    Mitrovi? Irena

    2007-01-01

    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.

  9. Current Strategic Business Plan for the Implementation of Digital Systems.

    Science.gov (United States)

    Library of Congress, Washington, DC. National Library Service for the Blind and Physically Handicapped.

    This document presents a current strategic business plan for the implementation of digital systems and services for the free national library program operated by the National Library Service for the Blind and Physically Handicapped, Library of Congress, its network of cooperating regional and local libraries, and the United States Postal Service.…

  10. 75 FR 47606 - Strategic Plan for Consumer Education via Cooperative Agreement (U18)

    Science.gov (United States)

    2010-08-06

    ...and Drug Administration [Docket...FDA-2010-N-0386] Strategic Plan for Consumer Education via Cooperative...and Drug Administration, HHS. ACTION...support of strategic planning for consumer education. PFSE...and Drug Administration) to...

  11. 75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan

    Science.gov (United States)

    2010-03-01

    ...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...

  12. 77 FR 41164 - Joint Subcommittee on Aquaculture Research and Development Strategic Plan

    Science.gov (United States)

    2012-07-12

    ...Subcommittee on Aquaculture Research and Development Strategic Plan AGENCIES...draft National Aquaculture Research and Development Strategic Plan (R&D...to develop programs for research and development that affect the...

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

    Directory of Open Access Journals (Sweden)

    E. Mafi

    2012-01-01

    Full Text Available Extended abstract1- IntroductionThe world has encountered an urban revolution in the past 200 years. In 1800, the cities were a small island in rural ocean, now in 2000; half of world populations were living in cities. It has been stated that it reaches to 65 percent in 2025, While they occupied just 2 percent of the earth, and upon UN forecast, 80 percent of next decade population growth take place in cities, 90 percent from this rate will occur in cities of developing countries. Urbanization is growing fast in our countries and upon 1385 year census results, over 68 percent are civic, while just 10 percent of country population were living in cities in last century. However, the opportunities, sources and facilities do not distributed appropriate to improve human requirements in cities. Consequent to these changes in urban planning domain could be cited transition from comprehensive rational planning and related to it, detailed planning to strategic urban planning and transition from comprehensive plan to detailed plan, transition from modern urban and modern planning to post modern once. Therefore, this article tries to use new form of planning by stakeholder participation and exerting strategic planning in neighborhood scale. So, the aims are:-Recognizing Tollab strategic position-Recognizing pros and cons, opportunities and threats related to this neighborhood development-Reaching appropriate strategies to neighborhood development in Tollab community2-Theoretical bases2-1-Strategic PlanningGrowing urbanism and new scales of urban growth have caused current city and urbanism encounter new challenges in recent decades. For the wideness of dimensions and changes in urban problems essence, considering various aspects and dimensions of problem to stable solving is inevitable. In the late 1960s after change in management concept and spread of systemic theory, theoretical basics of traditional planning (executive planning have changed generally and strategic planning and systemic planning displaced. Strategy means having central long term aims and thinking about their access methods. Strategic planning is a systematic planning method in making continuity among priority action by considering pros and cons (abilities and resources of organization and opportunities and threats (outer factors and affective cases on organization with essential procedure to reach organization mission. This study tries to reply three following questions:-. Where are we now?-. Where do we want to go?-. How do we reach that?Various models are introduced for strategic planning procedure, but their communal property is their cycling and planning process, at this manner that they begin from inner and outer periphery recognition and after underpinning the strategies lead to executive phase and all phases evaluate and feedback affects are checked. SWOT model in terms of date consequence is last model in underpinning strategic planning that is one of the most efficient among qualitative models. From this model?s point of view, an appropriate strategy makes strengths and opportunities extreme and weaknesses and threats at least. In executive phase of SWOT avoiding of weaknesses and threats is necessary and must consider the weaknesses as potential to making strength and threats as a power to making opportunity.2-2- Community DevelopmentOne of the negative effects of traditional comprehensive plans is gravitating toward totalism and incorporating the methods and solutions and for reaction to compensate this basic deficient, the strategic planning trends to planning and designing in small scales and human tangible subjects in community domain. Thus, nowadays urban planning and management attention assigned to lower and more objective levels of urban life, community is most appropriate base to access to urban sustainable development, cause ecologic relationships to general experiences and under community covenant and stakeholder moral commitment would be signified and subsistence way and improving life will be elected according to envir

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

    Directory of Open Access Journals (Sweden)

    Popescu Andrei

    2011-07-01

    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.

  15. Commonwealth of the Northern Mariana Islands Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Conrad, M. D.; Ness, J. E.

    2013-07-01

    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.

  16. National Center for Combating Terrorism Strategic Plan, September 2003

    Energy Technology Data Exchange (ETDEWEB)

    Bechtel Nevada

    2003-09-01

    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.

  17. A New Strategic Marketing Plan for a Hotel

    OpenAIRE

    Nazarova, Elizaveta

    2014-01-01

    The aim of the bachelor’s thesis was to analyse the current situation in the small seacoast Italian hotel “Acquasanta” and to create a new strategic marketing plan which is able to solve current problems, fill out gaps and lead to more successful competitive business. Having had a varied experience of working in the hotel field, the newly devised marketing plan is based on personal experiences, theoretical framework and research results. The theoretical framework of the thesis conta...

  18. 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)

    Jorge Clímaco Cañarte

    2012-12-01

    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.

  19. 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)

    Jorge, Clímaco Cañarte.

    2012-12-01

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

  20. Nonlinear integrated resource strategic planning model and case study in China's power sector planning

    International Nuclear Information System (INIS)

    In this paper we expand the IRSP (integrated resource strategic planning) model by including the external cost of TPPs (traditional power plants) and popularization cost of EPPs (efficiency power plants) with nonlinear functions. Case studies for power planning in China during 2011–2021 are conducted to show the efficacy of the model. Scenarios are compiled to compare the pathways of power planning under different policies. Results show that: 1) wind power will become competitive with technical learning, but its installation is undesirable when the external cost of coal power is not internalized; 2) the existence of popularization cost will hinder EPPs' (efficiency power plants) deployment and pure market mechanism is not enough to deliver EPPs at socially desirable scale; 3) imposition of progressive emission tax on coal power at an average of 0.15–0.20 RMB/KWh can remedy the market distortion and promote the development of wind power by a significant margin; 4) nuclear power will grow stably when its external cost is set no more than 0.187 RMB per KWh, or 87% of its internal cost. The proposed model can serve as a useful tool for decision support in the process of power planning and policy formulation for national government. - Highlights: • Improve IRSP model by adding nonlinear external and popularization cost. • The model is used to conduct China's power sector planning in 2011–2021. • Simulate the impacts of alternative energy policies on planning results. • The model can be used for joint power sector planning and policy design

  1. The Effects of Top Management Support on Strategic Information Systems Planning Success

    Science.gov (United States)

    Elysee, Gerald

    2012-01-01

    The success of strategic information systems planning (SISP) is of paramount importance to academics as well as practitioners. SISP is a management process that enables organizations to successfully harness the power of current- and next-generation information systems (IS) applications to fulfill their business goals. Hence, by capturing the major…

  2. Strategic Planning in E-Learning Collaborations: A Recipe for Optimizing Success.

    Science.gov (United States)

    Hezel, Richard T.; Dominguez, Paula Szulc

    2001-01-01

    Discusses how to create quality electronic learning initiatives in higher education involving multiple partners. Topics include the strategic planning process; technology; needs assessment; marketing and competition; the need for qualified staff; the redefinition of teaching and learning and the role of faculty; and the rapid pace for decision…

  3. Rural Community Input to School District Strategic Planning: An Action Research Model Using Focus Groups

    Science.gov (United States)

    Winand, Brent L.; Edlefson, Carla

    2008-01-01

    A rural superintendent used action research principles in conducting a series of focus groups with community members, students, and staff. The focus group data informed strategic planning. At the end of a carefully designed process, district administrators found more agreement among residents than they had expected. Community members were grateful…

  4. Center for Advanced Energy Studies (CAES) Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    Kevin Kostelnik; Keith Perry

    2007-07-01

    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.

  5. Strategic maintenance plan for Cernavoda steam generators

    International Nuclear Information System (INIS)

    Steam generators are among the most important pieces of equipment in a nuclear power plant. They are required full time during the plant operation and obviously no redundancy exists. Past experience has shown that those utilities which implemented comprehensive steam generator inspection and maintenance programs and strict water chemistry controls, have had good steam generator performance that supports good overall plant performance. The purpose of this paper is to discuss a strategic Life Management and Operational-monitoring program for the Cernavoda steam generators. The program is first of all to develop a base of expertise for the management of the steam generator condition; and that is to be supported by a program of actions to be accomplished over time to assess their condition, to take measures to avoid degradation and to provide for inspections, cleaning and modifications as necessary. (author)

  6. 7 CFR 25.202 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ...coordinate economic, physical, environmental, community...human, community, and physical development plan and...local, and private resources that will be available...human, community, and physical development and related...applicant or the lead managing entity, as...

  7. Strategic Teleconference Planning in Rural Health Education.

    Science.gov (United States)

    Nagel, Liza; Boswell, Judy

    1997-01-01

    An introduction to planning interactive health education teleconferences via satellite discusses participant recruitment, satellite transmission coordination, scheduling considerations, format design, and use of site facilitators. Teleconference training of community service providers and community leaders should combine passive delivery of…

  8. Strategic considerations in planning a counterevacuation

    International Nuclear Information System (INIS)

    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

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

    Directory of Open Access Journals (Sweden)

    Gaafar Mohamed Abdalkrim

    2013-04-01

    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.

  10. Approaching plans and programmes under the strategic environmental assessment view

    Directory of Open Access Journals (Sweden)

    OROIAN I.

    2008-12-01

    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.

  11. 75 FR 8137 - Coordination and Strategic Planning of the Federal Effort Against Intellectual Property...

    Science.gov (United States)

    2010-02-23

    ...formulating and implementing a Joint Strategic Plan to improve the effectiveness...the formulation of a Joint Strategic Plan and on the U.S. Government's...efforts. Part I The Joint Strategic Plan must contain an analysis of the threat posed by...

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

    OpenAIRE

    Bidad, K.; Farzadi, F.; Pourpak, Z.; Moin, M.

    2009-01-01

    "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. 

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

    Directory of Open Access Journals (Sweden)

    K Bidad

    2009-12-01

    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. 

  14. Strategic Planning Imperatives for Educators: Creating Advantage in an Emerging Competition-Based Market.

    Science.gov (United States)

    Schenk, Joseph A.; Schaid, Julie A.

    2002-01-01

    Explores the impact of four elements of strategic planning: strategic positioning, external and internal analysis, measurable objectives, and evaluation with corrective action. By examining both the literature that guides districts in the development of strategic plans and actual district plans, identifies areas of weakness and suggests ways…

  15. Strategic Planning for School Managers: A Handbook of Approaches to Strategic Planning and Development for Schools and Colleges.

    Science.gov (United States)

    Knight, Jim

    Strategic planning, which requires careful assessment of future trends and ways of improving current practice, is an essential responsibility for all school managers. The Teacher Training Agency in the United Kingdom has made it a compulsory element of the new National Professional Qualification for the headship. This book sets out broad…

  16. Radiological Protection Institute of Ireland Strategic Plan 2011 to 2013

    International Nuclear Information System (INIS)

    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

  17. Recurrent procedures for calculating numerical indicators of accomplishments of strategic/operational plans at all levels of the organization

    Science.gov (United States)

    Pougatchev, Valeri

    2014-12-01

    This paper describes a quantitative measurement approach within an effective and transparent operational/strategic planning framework at all levels of organization, including individuals by linking objectives, initiatives and measures to one holistic organization's strategy. The author has introduced an original parameter V-index that numerically represents the level of accomplishment of strategic/operational plans of the entire organization, its different units, and individual members of staff. The V-index provides a transparency of viewing and effective control of plans of the organization at all levels, with hierarchical and non-hierarchical structures. This parameter facilitates process of year-by-year strategic analysis of the success of the organization and its units by managers. For calculating of actual value of the V-index the author has successfully introduced a recurrent computing algorithm for horizontal/vertical alignment processes of the hierarchical strategic and operational planning.

  18. Strategic plan for the geothermal energy program

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1998-06-01

    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.

  19. Strategic Planning and Accountability in Irish Education

    Science.gov (United States)

    Gleeson, Jim; O Donnabhain, Diarmaid

    2009-01-01

    This article considers the impact of the New Public Management culture on Irish education and calls for a debate in relation to the prevailing bureaucratic model of accountability. The influence of the Lisbon Agenda (2000) on education planning is identified and the 2005/7 Education Strategy Statement is analysed using the relevant OECD framework.…

  20. EU Crisis Management & Planning Process

    OpenAIRE

    Sönmez, Selçuk; Dikici, Emre; Durak, Melih

    2014-01-01

    Since 2003, EU had 14 operations (four military, nine civilian, and one civilian-military (civ-mil)) including political, diplomatic, economic, humanitarian and military actions. EU is eager to provide security not only in Europe but also whole around the world. EU has a comprehensive mechanism to monitor the situation, analyze the mission, develop options and decide how to act. With this process starting from the political-strategic level down to the tactical level, EU is able to plan and m...

  1. An exploratory study of healthcare strategic planning in two metropolitan areas.

    Science.gov (United States)

    Begun, James W; Kaissi, Amer A

    2005-01-01

    Little is known about empirical variation in the extent to which healthcare organizations conduct formal strategic planning or the extent to which strategic planning affects performance. Structural contingency and complexity science theory offer differing interpretations of the value of strategic planning. Structural contingency theory emphasizes adaptation to achieve organizational fit with a changing environment and views strategic planning as a way to chart the organization's path. Complexity science argues that planning is largely futile in changing environments. Interviews of leaders in 20 healthcare organizations in the metropolitan areas of Minneapolis/St. Paul, Minnesota, and San Antonio, Texas, reveal that strategic planning is a common and valued function in healthcare organizations. Respondents emphasized the need to continuously update strategic plans, involve physicians and the governing board, and integrate strategic plans with other organizational plans. Most leaders expressed that strategic planning contributes to organizational focus, fosters stakeholder participation and commitment, and leads to achievement of strategic goals. Because the widespread belief in strategic planning is based largely on experience, intuition, and faith, we present recommendations for developing an evidence base for healthcare strategic planning. PMID:16130809

  2. Mission to Planet Earth. Strategic enterprise plan, 1995-2000

    Science.gov (United States)

    1995-05-01

    Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.

  3. Quinault Indian Nation Comprehensive Biomass Strategic Planning Project

    Energy Technology Data Exchange (ETDEWEB)

    Cardenas, Jesus [American Community Enrichment

    2015-03-31

    The overall purposes of the Quinault Indian Nation’s Comprehensive Biomass Strategic Planning Project were to: (1) Identify and confirm community and tribal energy needs; (2) Conducting an inventory of sustainable biomass feedstock availability; (3) Development of a biomass energy vision statement with goals and objectives; (4) Identification and assessment of biomass options for both demand-side and supply side that are viable to the Quinault Indian Nation (QIN); and (5) Developing a long-term biomass strategy consistent with the long-term overall energy goals of the QIN. This Comprehensive Biomass Strategic Planning Project is consistent with the QIN’s prior two-year DOE Renewable Energy Study from 2004 through 2006. That study revealed that the most viable options to the QIN’s renewable energy options were biomass and energy efficiency best practices. QIN's Biomass Strategic Planning Project is focused on using forest slash in chipped form as feedstock for fuel pellet manufacturing in support of a tribal biomass heating facility. This biomass heating facility has been engineered and designed to heat existing tribal facilities as well as tribal facilities currently being planned including a new K-12 School.

  4. Strategic Management: General Concepts

    OpenAIRE

    Shahram Tofighi

    2010-01-01

    In the era after substitution of long term planning by strategic planning, it was wished that the managers could act more successful in implementing their plans. The outcomes were far from the expected, there were minor improvements. In the organizations, a plenty of namely strategic plans has been developed during strategic planning processes, but most of these plans have been kept in the shelves, a few of them played their roles as guiding documents for the entire organization. What are the...

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

    OpenAIRE

    Mohammad Mahdavi Mazdeh; Khashayar Moradi; Hossein Mahdavi Mazdeh

    2011-01-01

    In today’s turbulent and competitive world, strategic planning plays an important role for the success of firms. Despite the fact that there are literally numerous models proposed for different companies in various states and structures, the possibility of using strategic planning for startups has never been seriously considered. In this paper, we present a survey by asking experts to find out whether strategic planning is suitable for startups. We also propose a model for strategic plannin...

  6. 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

  7. An Overview of the NASA Aeronautics Test Program Strategic Plan

    Science.gov (United States)

    Marshall, Timothy J.

    2010-01-01

    U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.

  8. Strategic Plan of Development of Astromomy in DPRK

    Science.gov (United States)

    Jong, Sok

    2015-03-01

    I would like to outline briefly, at first, an introduction to the Pyongyang Astronomical Observatory(PAO) and the present status of PAO. Next, I will mention about its future strategic plan for the development of astronomy research and education as well as the public outreach in DPRK, and the ways and means for its achievement, mainly emphasizing the international cooperation and support by the IAU such as via ROAD and cooperation programs.

  9. A Strategic Marketing Plan : Case Company Mundus Aer Oy

    OpenAIRE

    Pajunen, Maija

    2012-01-01

    Abstract Today's business world is highly competitive and companies fight aggressively to protect their territory. At the same time customers are becoming more demanding and conscious of the available products and services, and thus are seeking the best possible quality. For a small start-up company the business world's characteristics might come as a surprise with a negative effect on the profitability, thus jeopardizing the company’s survival. Strategic planning combined with marketin...

  10. STRATEGIC MARKETING PLAN – RUSSIAN MARKETS : Case: Sankari Oy.

    OpenAIRE

    Bjo?rk, Mikael

    2011-01-01

    As construction volumes in Finland decreased due to the 2009 economic recession, architecture and design companies turned their eyes to foreign markets in pursuit of more customers. The experience and know-how harvested from domestic markets may well be used in carefully selected foreign markets as soon as there is a throughout marketing plan that covers the necessary strategic decisions a company has to take into consideration. This thesis aims to cover the actions that architecture and ...

  11. Strategic planning for public health practice using macroenvironmental analysis.

    OpenAIRE

    Ginter, P. M.; Duncan, W. J.; Capper, S. A.

    1991-01-01

    Macroenvironmental analysis is the initial stage in comprehensive strategic planning. The authors examine the benefits of this type of analysis when applied to public health organizations and present a series of questions that should be answered prior to committing resources to scanning, monitoring, forecasting, and assessing components of the macroenvironment. Using illustrations from the public and private sectors, each question is examined with reference to specific challenges facing publi...

  12. A Literature Overview on Strategic Information Systems Planning

    OpenAIRE

    Teubner, Rolf Alexander; Mocker, Martin

    2012-01-01

    Strategic Information Systems Planning (SISP) has been among the highest ranked issues on management agendas for many years. As such, SISP should be a major concern for researchers as well. However, SISP does not play that important of a role in the academic discussion, at least in Germany. Leading German textbooks on Information Management devote only small sections to strategy themes. Moreover, the recommendations given for conducting SISP in these textbooks are mainly normative and hardly ...

  13. Strategic process as an essential part of strategic management process for achieving success : Research of the Russian Chain of Pharmacies

    OpenAIRE

    Neuronova, Tatiana

    2012-01-01

    This thesis is about strategic process which includes strategic analysis, choice of the strategy and its implementation and control. The thesis describes how important this process is. It has descriptions of the most common analysis, types of strategies, their implementation and classification of controlling system.The objective of this thesis is to show the importance of the strategic process. To show how the analysis, the choice and the implementation can lead an organisation to the success...

  14. Integrating Hydrological Effects of Wildland Fire into Strategic Landscape Planning

    Science.gov (United States)

    Norman, S. P.; Lee, D. C.

    2014-12-01

    Much of the United States faces growing risks from wildfire. Collectively and individually, these wildfires can profoundly affect water flow and quality both within and downstream of the areas burned. Given their extent and tendency to have large severe patch sizes, megafires can have substantial watershed effects that include areas with slow or improbable recovery. Management efforts to engineer community resilience through restoring fire or other broad scale fuels treatments can also affect flow regimes. Restoration efforts often include thinning uncharacteristically high stand densities, creating heterogeneous structural patterns, or shifting species composition towards more fire-tolerant and often more drought-tolerant species. The strategic intent is to increase landscape resilience even as wildfire or climate regimes worsen. Prioritization efforts that affect how landscapes are managed also balance the needs of human communities, including municipal water supplies, while reducing the societal costs of wildfire response. Thus, the overall effects of wildfire represent a combined, synergistic interaction of the wildfires and management actions taken to mitigate their potential effects. Strategic plans such as the National Cohesive Wildland Fire Management Strategy and individual State Forest Action Plans provide forums for assessing system-wide interactions of fire and water, but implementation is challenging. This talk presents the strategic thinking behind existing efforts, outlines how water-associated tradeoffs can be integrated, and illustrates the utility of existing hydrological, climate and vegetation datasets and models to establish scenarios and directional likelihoods that illuminate planning options.

  15. Scenarios for the Strategic Planning of Technologies

    Directory of Open Access Journals (Sweden)

    Volker Grienitz

    2007-09-01

    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.

  16. 78 FR 18674 - Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan...

    Science.gov (United States)

    2013-03-27

    ...2013-2018. The new five-year strategic plan will guide the Department's...its focus on the U.S. DOT Strategic Goals: Safety; State of...S. DOT's coordination, analysis, and review of research programs...technology. The new draft strategic plan, U.S....

  17. 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

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

    International Nuclear Information System (INIS)

    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

  19. Creating Your Strategic Plan A Workbook for Public and Nonprofit Organizations

    CERN Document Server

    Bryson, John M

    2011-01-01

    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

  20. Effective Attributes of Successful Strategic Information Systems Planning for Public Organizations in Middle East-Preliminary Study

    OpenAIRE

    Hossein Nezakati; Ashkan Harati; Reihane Elahi

    2014-01-01

    Rapid changes in information technology and business environment challenge the ability of organizations to undertake strategic planning for information systems and information technologies. Strategic information systems planning requires experienced human resources and growing heavy investments. Strategic information systems planning has turned into one of the top issues currently facing top management. Organizations are seeking ways to improve strategic information systems planning. This pre...

  1. Implementing Strategic Environmental Assessment of spatial planning tools

    International Nuclear Information System (INIS)

    After more than a decade from the publication of the European Directive 2001/42/CE (Directive) on Strategic Environmental Assessment (SEA), the design and construction of the interested spatial planning instruments has gone through a variety of changes and integrations in European and in world states. This inhomogeneous panorama can be explained with a pattern of institutional structures that have so far affected the implementation of the Directive. The aim of this paper is to investigate the level of implementation of the Directive in Italy by developing a comparative analysis of the quality of integration of SEA within the design of the spatial coordination plan of a set of Italian provinces. Italian practice is analyzed in the framework of a comparative study of worldwide SEA implementation within spatial and land use planning. The results reveal strengths and weaknesses in SEA implementation at the provincial level and, in particular, the emergence of critical areas of research concerning institutional context, public participation, monitoring, and observatory of the spatial transformations. -- Highlights: • This is a comparative analysis of SEA in strategic spatial planning in Italy. • The adhesion of Provinces to the study is remarkable. • SEA implementation and integration into spatial planning is still moderate. • Participation via consultations should be more widespread. • Monitoring and institution of observatories are still in an infancy stage

  2. Final Report - Development of a Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Maracas, Kate; Hooks, Todd

    2006-11-30

    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.

  3. Strategic planning as a focus for continuous improvement. A case study

    Science.gov (United States)

    Oneill, John W.; Gordon-Winkler, Lyn

    What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

  4. Strategic planning as a focus for continuous improvement. A case study

    Science.gov (United States)

    Oneill, John W.; Gordon-Winkler, Lyn

    1992-01-01

    What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

  5. 76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan

    Science.gov (United States)

    2011-10-18

    ...characterizes its goals and objectives over the next six...These goals and objectives will provide guidance and strategic direction for program...Administration. The strategic plan describes OAR's...along with specific objectives that will be...

  6. 75 FR 52357 - Request for Comment: National Center for Complementary and Alternative Medicine Draft Strategic Plan

    Science.gov (United States)

    2010-08-25

    ...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...

  7. Cross-industry innovation processes strategic implications for telecommunication companies

    CERN Document Server

    Hahn, Tobias

    2015-01-01

    Based on multiple case study analysis, focusing on scalable service innovation, the present study provides a practical process model that shall serve telecommunication companies as a guideline while conducting strategic cross-industry innovation projects. The findings also pay attention to characteristics in cross-industry collaboration, organizational preconditions and strategic deliberations and postulate propositions for present theoretical innovation process models.

  8. DOE-owned spent nuclear fuel strategic plan. Revision 1

    International Nuclear Information System (INIS)

    The Department of Energy (DOE) is responsible for safely and efficiently managing DOE-owned spent nuclear fuel (SNF) and SNF returned to the US from foreign research reactors (FRR). The fuel will be treated where necessary, packaged suitable for repository disposal where practicable, and placed in interim dry storage. These actions will remove remaining vulnerabilities, make as much spent fuel as possible ready for ultimate disposition, and substantially reduce the cost of continued storage. The goal is to complete these actions in 10 years. This SNF Strategic Plan updates the mission, vision, objectives, and strategies for the management of DOE-owned SNF articulated by the SNF Strategic Plan issued in December 1994. The plan describes the remaining issues facing the EM SNF Program, lays out strategies for addressing these issues, and identifies success criteria by which program progress is measured. The objectives and strategies in this plan are consistent with the following Em principles described by the Assistance Secretary in his June 1996 initiative to establish a 10-year time horizon for achieving most program objectives: eliminate and manage the most serious risks; reduce mortgage and support costs to free up funds for further risk reduction; protect worker health and safety; reduce generation of wastes; create a collaborative relationship between DOE and its regulators and stakeholders; focus technology development on cost and risk reduction; and strengthen management and financial control

  9. 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/aracterization 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

  10. Strategic Planning Model Formulation Based on Balanced Score Card: A Case Study

    Directory of Open Access Journals (Sweden)

    Elaheh Enteshari Najaf Abadi

    2012-07-01

    Full Text Available At the present age, strategic planning is considered as an important and vital matter for organizations and formulating and implementing strategic plans and accurate parameters may result in organizations long-term superiority in competitive field. But, regarding that competitive factors of all organizations are not the same, formulating the strategy with a similar trend is unlikely to be effective and the prerequisite for success of any organization is to focus and pay attention to its own capacities and unique competitive advantages and to formulate strategies based on those capacities along with focusing on the weakness and threats points. This article presents a model integrated of the strategic planning process and balanced score card and considering four dimensions of the Balanced Score Card (BSC, it accomplishes the process of strategic planning in the fields of financial, customer, internal processes and growth and learning separately and then determines the position of an organization in each dimension. Therefore, the strength and weakness points of the organization are identified and the type of strategies needed for any dimension determined separately. With the aid of this model, top managers are able to determine the organization expects and goals of different sectors clearly and in line with the vision and strategy of organization and deliver to the managers and authorities of different sectors. The results of this model are the analysis of factors influencing on the strategy formulation, extraction of key dimensions, provision of the SWOT matrix for four-folds dimensions of BSC and the identification of organization situation in each dimension such that through basing it on, integrated strategies and operational plans will be formulated for the organization. In this survey, Isfahan Company of tile industry has been studied as a sample and the results of the model implementation for this company described in the text.

  11. Competitor analysis and strategic marketing planning in a HVAC company : Case company: LVI-Kallio Oy

    OpenAIRE

    Lehtonen, Heidi; Sipila?, Liisa

    2007-01-01

    This Bachelors Thesis was conducted as a case study for LVI-Kallio Oy. The aim of the study was to conduct a competitor analysis and an industry analysis of the HVAC industry and with the help of those, compile a marketing plan for the case company. The case company was recently established company with a very limited amount of previous research. The theoretical part of thesis examined the process of strategic marketing planning. Each part of the process was studied using theories and models,...

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

    Energy Technology Data Exchange (ETDEWEB)

    1993-11-01

    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.

  13. Towards a New Understanding of the e-Business Strategic Process: The Rise of a Dynamic Interaction-Based Approach

    DEFF Research Database (Denmark)

    Ivang, Reimer

    2013-01-01

    In the early 1970s, strategic planning was introduced onto the corporate management scene and since then it has been a dominating conceptual frame for understanding and designing various strategies in the corporate world. Nearly a decade later, strategic planning has been used by various scholars to explain how companies could strategize in the field of ICT and e-business. Strategic information systems planning (SISP) is an example of this application of strategic planning in the field of e-business. The prominence of SISP within the corporate IS strategy literature has been dramatic, but today there exist other different understandings of how strategies are emerging. However, e-business strategic literature is still dominated by the planning e-business approaches. The question therefore remains: Is it still optimal to build a static, programmed analytical information plan, or must the e-business strategic process adapt to changes in the planning environment and internal changes within the organization? E-business strategy, because of increased uncertainty and environmental complexity, must encourage interaction between key stakeholders that implement and use the e-business technology. The literature reveals the lack of a dynamic theory of e-business strategy. The current paper proposes an e-business strategy conceptualized as a dynamic interaction-based process, in which several organizational components co-create the e-business strategic framework of the company. The process is based on group-learning processes where the strategy emerges though the processes of action and reflection. These experience-based group-learning processes help organize the process of business strategizing so that improvisational and dynamic competences can emerge.

  14. Strategic Planning for New Presidents: Developing an Entrance Plan

    Science.gov (United States)

    Garza Mitchell, Regina L.; Maldonado, Cesar

    2015-01-01

    Community colleges are greatly impacted by turbulent external forces while also experiencing turnover in the topmost leadership positions. New presidents must learn how to lead an institution while also planning for purposeful change that will allow the college to thrive. In this article, the authors propose a method for new presidents to develop…

  15. 76 FR 17419 - Federal Health IT Strategic Plan: 2011-2015 Open Comment Period

    Science.gov (United States)

    2011-03-29

    ...Federal Health IT Strategic Plan: 2011-2015 Open Comment Period...Public Health Service Act, as added by the Health Information Technology...Federal Health IT Strategic Plan (developed June 3, 2008...entities. Work on the five-year Plan began more than a year ago...

  16. Popes in the Pizza: Analyzing Activity Reports to Create and Sustain a Strategic Plan

    Science.gov (United States)

    Sweet, Charlie; Blythe, Hal; Keeley, E. J.; Forsyth, Ben

    2008-01-01

    This article presents a practical methodology for creating and sustaining strategic planning, the task analysis. Utilizing our Teaching & Learning Center Strategic Plan as a model, we demonstrate how working with a weekly status report provides a comprehensive listing of detail necessary to analyze and revise the plan. The new methodology is…

  17. A strategic analysis of a consulting firm's market expansion plans

    OpenAIRE

    Crighton, Randal D.

    2005-01-01

    This Master's project examines the world of management consulting and the challenges facing a small firm. From an overview of how the industry operates and a brief look at the history of how today's market has been shaped by past events and the market dynamics this shaping presents to incumbent and new entrants alike, the project proceeds to look at the value chain of both the industry and the specific firm and assesses the strategic fit of the firm to the industry. The market expansion plans...

  18. Nuclear Explosion Monitoring Research and Engineering Program - Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    Casey, Leslie A. [DOE/NNSA

    2004-09-01

    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.

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

    Science.gov (United States)

    Wiese, Christoph H R; Zink, Wolfgang; Russo, Sebastian G

    2011-11-01

    In medical systems, economic issues and means of action are in the course of dwindling human (physicians and nurses) and financial resources are more important. For this reason, physicians must understand basic economic principles. Only in this way, there may be medical autonomy from social systems and hospital administrators. The current work is an approach to present a model for strategic planning of an anesthesia department. For this, a "strengths", "weaknesses", "opportunities", and "threats" (SWOT) analysis is used. This display is an example of an exemplary anaesthetic department. PMID:22161910

  20. Strategic Marketing Plan For Wedding Store : Case: Golden Crown Wedding Store, China

    OpenAIRE

    Wu, Fan

    2013-01-01

    ABSTRACT Wu, Fan 2012. Strategic Marketing Plan for Golden Crown Wedding Store. Case: Golden Crown Wedding Store, China. Bachelor’s Thesis. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 39. Appendices 1- 2. The objective of this thesis is to build a strategic marketing plan for the Golden Crown Wedding Store. The strategic marketing plan and the analysis of the situation of the market are the main part of the thesis. This thesis will help the case company t...

  1. Strategic Marketing Plan for Local Characteristic Product : Case: Cheng Farm in Jiangxi Province, China

    OpenAIRE

    Wei, Peng; Zhong, Xiaonan; Wu, Yunxia

    2011-01-01

    ABSTRACT Wei Peng, Wu Yunxia, Zhong Xiaonan 2011. Strategic Marketing Plan for Local Characteristic Product. Case study: Cheng farm in Jiangxi Province, China. Bachelor’s Thesis. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 62. Appendices 2. The objective of this thesis is to build a strategic marketing plan for the Cheng farm carrying a local characteristic product. We expect that the strategic marketing plan can help the case company extend their busine...

  2. The strategic plan for the Committee on the Safety of Nuclear Installations

    International Nuclear Information System (INIS)

    Following the request from the NEA that all the committees should develop Strategic Plans and the report of the Effectiveness Review Group (ERG) on the effectiveness of CSNI's activities, CSNI created a Strategic Planning Group to review their working processes. In developing a five year rolling Strategic Plan, the Group has considered the need for more top-down direction by CSNI, stricter control on time limited Task Groups and improved communications including timely review and publication of reports. The Strategic Planning Group, after reviewing the current work structure of CSNI and the current technical issues as laid out in the SESAR series of reports and the CNRA report on Regulatory Effectiveness, have made the following recommendations. The basic elements of the CSNI will continue to be the Principal Working Groups, which will be known in future simply as Working Groups. The number of Working Groups and their areas of expertise will be reviewed periodically when the strategic plan undergoes a review. It is recommended that this Plan be reviewed every five years. In order to provide better top-down direction by the CSNI, it is recommended that a small Programme Review Group (PRG) be created. The PRG will assist the CSNI Bureau to review proposals from the Working Groups, and enable the review of major reports to ensure high quality. To ensure timely management of projects and reviews of proposals and reports it is recommended that CSNI have a second full meeting in early summer. It is recommended that Special Expert Groups (SEGs) be created reporting directly to CSNI. These Groups would deal with issues that cut across the disciplines of more than one Working Group and be assigned clear time-limited mandates. The creation of SEGs on Fuel Safety Margins and on Human and Organisational Factors is proposed at this time. Restructuring of the five Principal Working Groups into four Working Groups is recommended. This would be accomplished by merging the former PWG2 and PWG4 into a single Working Group and re-assigning some of their work to the new SEG on Fuel Safety Margins. It is also recommended that the former Working Group on Fuel Cycle Safety be incorporated into the Working Group on Operational Experience (former PWG1). Criteria for measuring the priority and success of CSNI projects have been developed. It is also proposed that CSNI review the overall effectiveness of this new Strategic Plan two to three years after its implementation to ensure that the desired level of efficiency, control and direction has been achieved. (authors)

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

    Directory of Open Access Journals (Sweden)

    Z. Hadiani

    2012-01-01

    Full Text Available Extended abstract1- Introduction Nowadays, tourism as a dynamic industry and unique characteristics includes an important part of economic activities and production in the developed and developing countries. This industry covers all the phenomena and relationships resulting from the interaction of tourists, suppliers and vendors of tourism products, governments and host communities, in the process of attracting and welcoming of tourists. Results and achievements of the tourism industry involve considerable results such as aspects of employment and its impact on development and economic -social functions mentioned in a region or country. For the city of Shiraz that has numerous cultural attractions and historical and natural potential, development of tourism industry can be very helpful. 2- MethodologyThe methodology of this research was based on descriptive-analytical methods. For collecting information and data required, documentation and field studies such as interviews and using these data, the attractions, facilities, services and tourism situation in region has been investigated. Then, the SWOT analysis matrix was used for data analysis and presentation of tourism development strategies in the Shiraz city.3- DiscussionThe Shiraz city due to good weather and having historical and unique civilization sites is one of tourism centers in national and international levels. These city due to Persepolis neighborhood, each year hosts a large number of domestic and foreign tourists. Moreover, Shiraz has valuable natural potential. But so far, this city failed to their real position in tourism field, especially in terms of attracting tourists and the number of tourists to achieve stability coefficient. In this paper, SWOT strategic planning process has been used for analyzing the functioning of tourism in Shiraz. A four-stage process of strategic planning including: first, external (opportunities and threats and internal (strengths and weaknesses factors evaluation matrix; second, analysis of strategic factors; third, external and internal matrix and matrix of quantitative strategic planning and finally, appropriate strategies for development of tourism in the city of Shiraz, has designed and presented. Moreover, after consideration of relevant information, the major external and internal factors were identified in the matrix were evaluated. Number of external factors determined to be 19. From this amount, 9 factors cause tourism opportunities of Shiraz and 10 threatened it. Firstly, the factors that led to the opportunity and then those that threaten the Shiraz tourism sector are located in the matrix. Number of domestic factors also determined to be 22 including the strengths and weaknesses of tourism in Shiraz. So that, firstly 11 strength factors and then 11 weakness factors of tourism are placed in the matrix, then using the expert viewpoints and comments of those interviewed, individual affecting factors were heightened. Finally, by adjusting the strategic planning and internal and external factors that are the base in the strategies planning, the SWOT matrix was extracted and accordingly, quantitative strategic planning, appropriate strategies and priorities matrices of tourism development are identified.4- ConclusionIn the present study, using strategic planning process, the abilities and functions of tourism and develop these functions, the action and determine strategies to provide practical solutions for Shiraz tourism development. In this process, with assessment capabilities and opportunities of Shiraz tourism, findings indicate that tourism planning strategies acceptable in this city, conservative strategies would be planned in first priority and second priority planning aggressive strategies. Thus, first WO primary strategies and then SO strategies were selected in the SWOT matrix priorities. In fact WO2 conservative strategy with 6.16 scores represents the best strategy on tourism development will be considered in Shiraz. To achieve this, the strategy to familiarize hotels and travel agencie

  4. Strategic Planning for Grapes Product Development in Takestan City Through using SWOT Matrix

    Directory of Open Access Journals (Sweden)

    Masoud Rahmani

    2013-08-01

    Full Text Available Achieving development, particularly development in agriculture sector requires principled efficient planning and accurate implementation of the plan. This involves exact awareness of facilities, opportunities, capabilities and constraints in reaching a favorable situation. This study aims at identifying the strategies required for success and development in local and global markets of grapes through using SWOT (Strengths Weaknesses Opportunities Threats method. It firstly studies the theoretical principles of strategic planning process and strategic management, then it gathers internal factors (weaknesses and strengths and external factors (opportunities and threats pertaining to the grapes product development via questionnaires distributed among the statistical universe and analyzes them through SWOT method. To recognize the attractiveness of the identified strategies, QSPM (Quantitative Strategic Planning Matrix matrix has been applied. The results reveal that continuous assessment of the competitors and their services contributes to the improvement of the products value added; and creating marketing networks and extensive campaigns are the most appropriate strategies in penetrating into the regional and global markets in order to develop grapes product of Takestan City. Furthermore, endeavors to achieve financial resources through ventures with foreign and domestic investors and applying modern technology and updated scientific findings have a considerable impact on developing grapes product.

  5. 75 FR 80850 - Development of Strategic Plan 2011-2015

    Science.gov (United States)

    2010-12-23

    ...are the goals, objectives and strategies set forth in the Strategic Directions 2006-2010...What revised objectives and/or strategies...notes that the Strategic Directions adopted...achieving its strategic goals and objectives may be...

  6. Strategic Planning for Drought Mitigation Under Climate Change

    Science.gov (United States)

    Cai, X.; Zeng, R.; Valocchi, A. J.; Song, J.

    2012-12-01

    Droughts continue to be a major natural hazard and mounting evidence of global warming confronts society with a pressing question: Will climate change aggravate the risk of drought at local scale? It is important to explore what additional risk will be imposed by climate change and what level of strategic measures should be undertaken now to avoid vulnerable situations in the future, given that tactical measures may not avoid large damage. This study addresses the following key questions on strategic planning for drought mitigation under climate change: What combination of strategic and tactical measures will move the societal system response from a vulnerable situation to a resilient one with minimum cost? Are current infrastructures and their operation enough to mitigate the damage of future drought, or do we need in-advance infrastructure expansion for future drought preparedness? To address these questions, this study presents a decision support framework based on a coupled simulation and optimization model. A quasi-physically based watershed model is established for the Frenchman Creek Basin (FCB), part of the Republic River Basin, where groundwater based irrigation plays a significant role in agriculture production and local hydrological cycle. The physical model is used to train a statistical surrogate model, which predicts the watershed responses under future climate conditions. The statistical model replaces the complex physical model in the simulation-optimization framework, which makes the models computationally tractable. Decisions for drought preparedness include traditional short-term tactical measures (e.g. facility operation) and long-term or in-advance strategic measures, which require capital investment. A scenario based three-stage stochastic optimization model assesses the roles of strategic measures and tactical measures in drought preparedness and mitigation. Two benchmark climate prediction horizons, 2040s and 2090s, represent mid-term and long-term planning, respectively, compared to the baseline of the climate of 1980-2000. To handle uncertainty in climate change projections, outputs from three General Circulation Models (GCMs) with Regional Climate Model (RCM) for dynamic downscaling (PCM-RCM, Hadley-RCM, and CCSM-RCM) and four CO2 emission scenarios are used to represent the various possible climatic conditions in the mid-term (2040's) and long-term (2090's) time horizons. The model results show the relative roles of mid- and long-term investments and the complementary relationships between wait-and-see decisions and here-and-now decisions on infrastructure expansion. Even the best tactical measures (irrigation operation) alone are not sufficient for drought mitigation in the future. Infrastructure expansion is critical especially for environmental conversation purposes. With increasing budget, investment should be shifted from tactical measures to strategic measures for drought preparedness. Infrastructure expansion is preferred for the long term plan than the mid-term plan, i.e., larger investment is proposed in 2040s than the current, due to a larger likelihood of drought in 2090s than 2040s. Thus larger BMP expansion is proposed in 2040s for droughts preparedness in 2090s.

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2005-11-01

    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).

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

    OpenAIRE

    Sasha Tsenkova

    2011-01-01

    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...

  9. Situational Strategic Planning in primary care: troubleshooting and reinventing actions

    Directory of Open Access Journals (Sweden)

    Ariane Graças de Campos

    2009-09-01

    Full Text Available Objective: To apply the Strategic Situational Planning (SSP in a problem selected by the Family Health team, aiming at proposing intervention strategies to correct this deficiency. Methods: A field research of quantitative nature, applied in a family health unit of a town in the countryside of São Paulo state, using the steps of SSP in the period from April to October, 2008. Results: The selected problem was that of underreporting of production in the unit, thereby undermining the efficiency of obtaining positive results regarding the access, effectiveness of the strategies and changes in the context of health in the coverage area. After intervention with the team focusing awareness on the importance of maintaining updated data and information on the population served, it understood the importance of formalizing all procedures performed in the Unit. Conclusion: The Strategic Situational Planning brought to light the relevance in learning more about the community of which the unit is responsible, its complexity and heterogeneity, making effective the quality of rendered services, linking them to the recovery of professional activities and of the health service as a whole.

  10. 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-o 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

  11. Grado de Planificación y Gestión Estratégica en el Proceso de Branding en los Clubes LFP en España / Degree of Planning and Strategic Management in the Process of Branding in LFP Clubs in Spain

    Scientific Electronic Library Online (English)

    Santiago, Mayorga Escalada.

    Full Text Available El contexto de crisis general y la grave situación económica que atraviesa el sector del fútbol profesional en España hace que se busquen nuevos modelos de financiación. Dentro de este entorno se hace necesario analizar el trabajo de branding que se desarrolla en los diferentes clubes que forman par [...] te de la Liga de Fútbol Profesional (LFP). Una marca planificada de forma estratégica y gestionada de manera coherente, que investiga el mercado en el que opera y fideliza a sus públicos, se convierte en una marca reconocida, diferenciada, bien posicionada y que ofrece un valor añadido. Las percepciones que de los clubes tengan sus públicos crearán una determinada imagen que podrá traducirse en nuevas vías de financiación y más oportunidades de negocio dentro del mercado. Abstract in english The context of general crisis and the critical economic situation in the field of professional football in Spain have led to search for new fundraising models. It is within this framework that the process of branding made by different LFP (Liga de Fútbol Profesional / Professional Football League) c [...] lubs must be analyzed. A strategically planned and consistently managed brand, based on a thorough investigation of the market where it operates, and aimed at the engagement of its targeted audience, becomes a recognized, differentiated and well-positioned element that offers added value to the industry. The audience's perception regarding teams and clubs creates a certain image that may lead to new funding and business opportunities within the market.

  12. Strategic spatial planning in the era of crisis: Current trends and evidence from the metropolitan area of Thessaloniki

    Directory of Open Access Journals (Sweden)

    Thoidou Elisavet

    2013-01-01

    Full Text Available Strategic spatial planning has enjoyed widespread implementation since the 1990s, especially in urban and metropolitan areas, having its focus on promoting their competitiveness and sustainability. Nowadays, the effects of economic crisis, together with growing environmental and technological risks, trigger the vulnerability of these areas and stress the need for resilience. This paper examines the role of strategic spatial planning in promoting metropolitan resilience in the era of crisis. It is argued that this type of planning is capable of supporting the adaptation of territorial systems to crisis-induced risks, as is, for instance, the case of planning for climate change. This is further analyzed in light of four of the key aspects of the new strategic spatial planning, namely its principles, content, process, and utilization of resources. The paper draws evidence from the case of Greece and examines the abovementioned aspects of the recently prepared new Regulatory Plan for the Thessaloniki greater area. The first results of this examination show that, provided there is political will which allows for necessary adjustments, the Plan has the potential to incorporate the dimension of resilience. The elaboration and exploitation of the strategic nature of the Plan and of its sustainable development principle constitute key elements of a resilience-oriented approach.

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

    DEFF Research Database (Denmark)

    Krag, Lotte; Thomsen, Mette

    2004-01-01

    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.

  14. Strategic planning: building an enterprise geographical information system of Ras al Khaimah, United Arab Emirates

    Science.gov (United States)

    Bualhamam, Mohamed R.

    2008-10-01

    This research was done to determine the feasibility of creating a fully functional Geographical Information Systems (GIS) in Ras al Khaimah (RAK) and its implementation strategy and process constrains. The purpose of strategic planning is to create a framework within which the complexity and interdependency of GIS design and implementation can be managed. RAK GIS Project (RAKGIS) is intended not only to serve all departments of the local government, but will embrace the needs of a variety of external agencies, other levels of government, and the private sector. The Emirate has identified and plan to utilized GIS technology as a means for improving its business processes, infrastructure, services, information and decision-making. The processes used in this research project can be divided into three distinct phases: strategy formulation, current situation assessment, and the tactical planning.

  15. Human movement data for malaria control and elimination strategic planning

    Directory of Open Access Journals (Sweden)

    Pindolia Deepa K

    2012-06-01

    Full Text Available Abstract Recent increases in funding for malaria control have led to the reduction in transmission in many malaria endemic countries, prompting the national control programmes of 36 malaria endemic countries to set elimination targets. Accounting for human population movement (HPM in planning for control, elimination and post-elimination surveillance is important, as evidenced by previous elimination attempts that were undermined by the reintroduction of malaria through HPM. Strategic control and elimination planning, therefore, requires quantitative information on HPM patterns and the translation of these into parasite dispersion. HPM patterns and the risk of malaria vary substantially across spatial and temporal scales, demographic and socioeconomic sub-groups, and motivation for travel, so multiple data sets are likely required for quantification of movement. While existing studies based on mobile phone call record data combined with malaria transmission maps have begun to address within-country HPM patterns, other aspects remain poorly quantified despite their importance in accurately gauging malaria movement patterns and building control and detection strategies, such as cross-border HPM, demographic and socioeconomic stratification of HPM patterns, forms of transport, personal malaria protection and other factors that modify malaria risk. A wealth of data exist to aid filling these gaps, which, when combined with spatial data on transport infrastructure, traffic and malaria transmission, can answer relevant questions to guide strategic planning. This review aims to (i discuss relevant types of HPM across spatial and temporal scales, (ii document where datasets exist to quantify HPM, (iii highlight where data gaps remain and (iv briefly put forward methods for integrating these datasets in a Geographic Information System (GIS framework for analysing and modelling human population and Plasmodium falciparum malaria infection movements.

  16. Strategic planning in universities from Pará, Brazil. Contributions to the achievement of institutional objectives

    OpenAIRE

    Tatiane Santana; Francisco Diniz; Antonio Jose Goncalves Fernandes

    2013-01-01

    This article aims to show to what extent strategic planning performed by Brazilian universities from the State of Pará has contributed, whether positively or negatively, to achieve institutional objectives. The research can be classified as explanatory with features of a qualitative multi-case study because it seeks to explain casual relationship between strategic planning and institutional objectives. Managers at strategic and tactical levels were interviewed and the data collection was cond...

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

    International Nuclear Information System (INIS)

    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

  18. A Correlational Analysis of Strategic Information Systems Planning in K-12 Public Educational Organizations

    Science.gov (United States)

    Martin, Christopher J.

    2012-01-01

    Three decades of research has indicated that strategic information systems planning is a vital component to business success. The purpose of this study was to identify the relationship strategic information systems planning and financial commitment has within the K-12 public education sector. Data for this study was obtained from top management of…

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

    International Nuclear Information System (INIS)

    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

  20. Process Management Plans

    Directory of Open Access Journals (Sweden)

    Tomasz Miksa

    2014-07-01

    Full Text Available In the era of research infrastructures and big data, sophisticated data management practices are becoming essential building blocks of successful science. Most practices follow a data-centric approach, which does not take into account the processes that created, analysed and presented the data. This fact limits the possibilities for reliable verification of results. Furthermore, it does not guarantee the reuse of research, which is one of the key aspects of credible data-driven science. For that reason, we propose the introduction of the new concept of Process Management Plans, which focus on the identification, description, sharing and preservation of the entire scientific processes. They enable verification and later reuse of result data and processes of scientific experiments. In this paper we describe the structure and explain the novelty of Process Management Plans by showing in what way they complement existing Data Management Plans. We also highlight key differences, major advantages, as well as references to tools and solutions that can facilitate the introduction of Process Management Plans.

  1. A Study of Strategic Planning and Environmental Scanning in the Multi-Unit Portugese Hotel Sector

    OpenAIRE

    Costa, Jorge

    1997-01-01

    This study addresses the strategic planning and environmental scanning activities of the hotel chains operating in Portugal, and compares attitudes towards planning and scanning activities by companies where strategy is formalised through a formal written strategic plan (intenders) and those companies where strategy is informally developed through a 'vision' or 'informal plan' (realisers). The main challenges facing Portuguese hoteliers as identified by the representatives of the Portuguese g...

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

    Directory of Open Access Journals (Sweden)

    Mohammad Mahdavi Mazdeh

    2011-04-01

    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”.

  3. Strategic Plan for a Scientific Cloud Computing infrastructure for Europe

    CERN Document Server

    Lengert, Maryline

    2011-01-01

    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.

  4. Strategic Energy Management Plan For Fort Buchanan, Puerto Rico

    Energy Technology Data Exchange (ETDEWEB)

    Parker, Steven A.; Hunt, W. D.

    2001-10-31

    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.

  5. 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

  6. Defense low-level waste management strategic plan

    International Nuclear Information System (INIS)

    The US Department of Energy (DOE) operates one of the largest complexes for treatment and disposal of low-level radioactive waste (LLW) in the world. It has operated safely without major disruption for over forty years and continues to evolve and progress in response to new needs, new technology and an increasing environmental awareness. It is DOE's policy to maintain the same level of protection and safety for the public and for employees of DOE and its contractors as the Nuclear Regulatory Commission (NRC) and the Environmental Protection Agency (EPA). The policy is responsive to the requirements of DOE contractors who produce a wide variety of wastes at several sites around the country. This Strategic Plan supports the Defense Waste and Transportation Management Program Implementation Plan, which in turn supports the Defense Waste Management Plan submitted to Congress in June of 1983. Analysis of the issues by the DLLWMP concludes that the elements of DOE Order 5820. 2, are those elements which reduce the amount of waste requiring handling/treatment/disposal, provide for proper documentation and certification, and show compliance with public health and safety protection regulations. Those elements include: characterizing waste to permit proper segregation, treatment, storage, and disposal; minimizing the waste generated through waste generation reduction, waste segregation, and minimization; encouraging the use of waste treatment; setting performance objectives andatment; setting performance objectives and conducting performance assessments to ensure that performance objectives are met; ensuring that disposal facilities are properly sited and that waste is properly disposed of

  7. ASME nuclear codes and standards risk management strategic planning

    International Nuclear Information System (INIS)

    This paper is prepared in honor and in memory of the late Professor Emeritus Yasuhide Asada to recognize his contributions to ASME Nuclear Codes and Standards initiatives, particularly those related to risk-informed technology and System Based Code developments. For nearly two decades, numerous risk-informed initiatives have been completed or are under development within the ASME Nuclear Codes and Standards organization. In order to properly manage the numerous initiatives currently underway or planned for the future, the ASME Board on Nuclear Codes and Standards (BNCS) has an established Risk Management Strategic Plan (Plan) that is maintained and updated by the ASME BNCS Risk Management Task Group. This paper presents the latest approved version of the plan beginning with a background of applications completed to date, including the recent probabilistic risk assessment (PRA) standards developments for nuclear power plant applications. The paper discusses planned applications within ASME Nuclear Codes and Standards that will require expansion of the ASME PRA Standard to support new advanced light water reactor and next generation reactor developments, such as for high temperature gas-cooled reactors. Emerging regulatory developments related to risk-informed, performance- based approaches are summarized. A long-term vision for the potential development and evolution to a nuclear systems code that adopts a risk-informed approach across a facility life-cycle (design, coh across a facility life-cycle (design, construction, operation, maintenance, and closure) is also summarized. Finally, near term and long term actions are defined across the ASME Nuclear Codes and Standards organizations related to risk management, including related U.S. regulatory activities. (author)

  8. 76 FR 10342 - Availability of Fiscal Years 2011-2016 Draft Strategic Plan and Request for Public Comment

    Science.gov (United States)

    2011-02-24

    ...gov. Please include ``DOE Strategic Plan'' in the subject line...Energy, Office of Program Analysis and Evaluation (CF-20...receipt. The draft DOE 2011 Strategic Plan can be accessed at http...Abercrombie, DOE Program Analysis and Evaluation Office,...

  9. A planning process for a fast track to IAIMS.

    OpenAIRE

    Olsen, A. J.; Baker, W. L.; Sittig, D. F.; Stead, W. W.

    1993-01-01

    The strategic planning process that is part of Vanderbilt University's fast track to IAIMS is evolving based on feedback from the process itself. Led by a committee of VUMC's top management, broad-based sub-committees for administration, education, patient care, and research worked initially on the following strategic issues: identifying key external pressures that constrain and provide opportunities, visioning how VUMC might operate in the future, and establishing a mission and high-level go...

  10. Transformative Dynamics in Detailed Planning : Sustainable Solutions through Strategic Navigation rather than Impositions?

    DEFF Research Database (Denmark)

    Quitzau, Maj-Britt; Poulsen, Naja

    Many of the ambitious sustainable strategies on how to integrate sustainable solutions expressed in urban development projects do not become materialized in the urban design. This paper aims to uncover the transformative dynamics involved in this translation process of materializing the formulated sustainable strategies into the project design. Through an action-­?research inspired methodology, this paper provides deep insights into the struggle of the urban planners to integrate sustainable solutions into a new urban development project in the city of Malmö in Sweden. The analysis shows that the translation process relies heavily on integration of impositions in the detailed plan, although this has clear limitations, since some sustainable strategies are more difficult to impose than others. It also shows how strategic navigation may represent an alternative translation strategy to promote more difficult sustainable strategies that address the project design more directly. In conclusion, the paper argues that strategic navigation represents a stronger mediator of change compared to the detailed plan, but that especially timing issues in the coordination between formal planning and design processes makes it difficult to apply such a translation strategy.

  11. Strategic planning models in public and non-profit sport organizations

    Directory of Open Access Journals (Sweden)

    ELENA THEAKOU

    2007-01-01

    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.

  12. 76 FR 26254 - NOAA's Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015

    Science.gov (United States)

    2011-05-06

    ...Research (OER) Strategic Plan FY 2011-FY...Atmospheric Administration (NOAA), Commerce...and Research Strategic Plan FY2011-FY2015...integrates science, education, and outreach...strengthen science, education, and awareness...publishing the OER Strategic Plan Fiscal...Atmospheric Administration. [FR...

  13. A Competitive Intelligence Model Where Strategic Planning is Not Usual: Surety Sector in Mexico

    Directory of Open Access Journals (Sweden)

    Héctor Montiel Campos

    2013-12-01

    Full Text Available Nowadays, the importance of the strategy for an enterprise becomes evident by verifying the changes that characterize its environment. Changes in legislation and regulation models and a greater market fragmentation are clear examples of the threats that lead the change. At the same time, the opportunities that the environment offers through the reduction of entrance barriers and a strong possibility of investment extension have increased. In order to be able to survive in an increasingly competitive environment, organizations must adapt their products to the market. For this to happen, it is necessary that the organization develops a retrieval, analysis and information interpretation process with strategic value about the industry and the competitors in it, which is transmitted to those in charge of the organization at the right time. The objective of this study was to develop a competitive intelligence model in an environment where strategic planning is not common and structural conditions are adverse. The research took place in the surety bond industry in Mexico, and the model obtained allows the surety companies with little strategic planning to know and identify their specific information requirements in order to lead competitiveness in a better way and the quality of their products and services at the same time. The outcome of this study demonstrates that competitive intelligence must suit the enterprise’s activity thus overcoming the barriers offered to this practice by the environment.

  14. Coal Power Systems strategic multi-year program plans

    Energy Technology Data Exchange (ETDEWEB)

    None

    2001-02-01

    The Department of Energy's (DOE) Office of Fossil Energy (FE), through the Coal and Power Systems (C and PS) program, funds research to advance the scientific knowledge needed to provide new and improved energy technologies; to eliminate any detrimental environmental effects of energy production and use; and to maintain US leadership in promoting the effective use of US power technologies on an international scale. Further, the C and PS program facilitates the effective deployment of these technologies to maximize their benefits to the Nation. The following Strategic Plan describes how the C and PS program intends to meet the challenges of the National Energy Strategy to: (1) enhance American's energy security; (2) improve the environmental acceptability of energy production and use; (3) increase the competitiveness and reliability of US energy systems; and (4) ensure a robust US energy future. It is a plan based on the consensus of experts and managers from FE's program offices and the National Energy Technology Laboratory (NETL).

  15. Development of an Updated Strategic Marketing Plan for Fox Valley Technical College.

    Science.gov (United States)

    May, Susan A.

    This project was conducted to develop a comprehensive strategic marketing plan for Fox Valley Technical College (FVTC). Components included a review of the literature, establishing criteria for the plan, validation of the criteria, the actual development of the plan involving a formative committee, and the review of institutional marketing plans

  16. The Strategic Sport Marketing Planning Process

    OpenAIRE

    Alexandru Lucian Mihai

    2013-01-01

    In many segments of the sport industry, sport marketers are pressured to increase their product sales to generate increased revenues for their organizations. This pressure poses a challenge. Because sport marketers are involved in persuading consumers to buy, they run the risk of exaggerating or misrepresenting their products in an effort to sell them. Today, and in the future, sport marketers should recognize this risk and monitor their marketing strategies to ensure that they communicate ho...

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

    OpenAIRE

    Junjie Kang; Jinghong Zhou

    2012-01-01

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

  18. Strategic planning for information management: what are the deliverables?

    OpenAIRE

    Olsen, A. J.; Stead, W.W.

    1995-01-01

    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 ...

  19. Strategic IT Planning, Evaluation and Benefits Management: the basis for effective IT governance

    Directory of Open Access Journals (Sweden)

    Peter Marshall

    2004-05-01

    Full Text Available This paper reports on the results of an empirical study into the integration of strategic information systems planning and business-IT alignment, IT evaluation, and the proactive management of business benefits in large organisations, and to consider the linkages evident between these processes. An argument is developed which suggests that at the heart of good IT governance practice is an integrated cycle of building a business case, alignment and prioritisation of IT investments with business objectives and imperatives, evaluation, system acquisition, and post implementation proactive benefits realisation.

  20. 1994 U.S. Department of Energy Strategic Plan: Fueling a Competitive Economy

    Energy Technology Data Exchange (ETDEWEB)

    None,

    1994-04-01

    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.

  1. Framing Operations and Performance Strategic Management System Design Process

    OpenAIRE

    Edson Pinheiro Lima; Sergio Eduardo Gouve?a Costa, Da; Jannis Jan Angelis

    2010-01-01

    The increasing competitive pressure resulting from operations activities and market globalization are forcing enterprises to reorient their strategies, operations systems and processes. Specifically, organizations are paying closer attention to the changing nature of operations systems performance, to the point where operations strategic management system used in enterprise performance evaluation becomes the main focus
    of redesign projects. This study explores the process rationali...

  2. 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

  3. 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 h. The intellectual excitement of the ALS has been a powerful tool in the recruitment and retention of outstanding staff, but additional sustained efforts are required to increase diversity both in gender and in underrepresented groups. To this end, we intend to expand the ALS Doctoral Fellowship Program by giving special emphasis to underrepresented groups. We also envision a distinguished postdoctoral fellowship program with the same emphasis, to increase and diversify our pool of candidates for beamline scientist positions

  4. New Strategic Plan Takes the ALS into the Future

    Science.gov (United States)

    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.

    2007-01-01

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

  5. Model and Practice of Strategic Policy Process in Indonesia: Case Study Strategic Management in Indonesian Central Government (2009-2012)

    OpenAIRE

    Achmad Nurmandi

    2012-01-01

    Since 1998, the Indonesian government had introduced an approach for Strategic Management under Government Regulation No. 108/200 the government has not evaluated experiences with this strategy. However, in 2009, the administration of President Yudhoyono introduced a new approach entitled Rencana Pembangunan Jangka Menengah (RPJMD) –Medium Term Development Planning. The interesting question regards the compliance of government with this strategic plan. In other words, is the implementation of...

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

    DEFF Research Database (Denmark)

    Olesen, Kristian

    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.

  7. Marketing, Parental Choice and Strategic Planning: An Opportunity or Dilemma for U.K. Schools?

    Science.gov (United States)

    Giles, Corrie

    1995-01-01

    To succeed in the new educational marketplace, British schools must change their teaching and administration focus to one of strategic planning, policy formation, and implementation. Unless schools develop a strategic marketing approach that shapes a coherent change program and educates client perceptions of need, they will be driven by a…

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

    Science.gov (United States)

    Munck, Ronaldo; McConnell, Gordon

    2009-01-01

    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

  9. ICT Strategic Planning in Malaysia Public Research Institute

    Directory of Open Access Journals (Sweden)

    I. S. Ishak

    2013-10-01

    Full Text Available ICT Strategic Planning (ICTSP is important to an ICT manager because their wisdom in managing ICTSP implementation is being use as one of their performance indicators. Although there are many benefits for implementing ICTSP, ICT managers are still facing problems in coping with the development of ICTSP in their organization. Research Institute has unique characteristics that need to be look deeper to maximize the impact of their ICTSP implementation. This paper presents the comparison of research institutes characteristics against business organizations and institutes of higher learning. A survey questionnaire was sent to the Heads of IT in IPA. The results of the status study of ICTSP development and implementation in Malaysian Public Research Institute and Government Agencies (IPA provide a better understanding of their requirements. The finding of the study showed that one of IPAs ICTSP aim is to promote innovation in their organization since they are a dynamic and innovative organization. The research also revealed that even though IPA had experienced in ICTSP development and implementation, they were still facing several problems in developing and implementing ICTSP using existing methodologies. The problem is related to the level of easiness and completeness of methodology used and the comprehensiveness of blueprint produce to gain the requested budget from the sponsor. In addition, the research also suggested that there is a need to customize the existing ICTSP methodology to fulfill research institutes unique characteristics and to maximize ICTSP impact to promote innovation in the organization.

  10. Developing World: Increasing Jordanian Tourism: A Strategic Plan

    Directory of Open Access Journals (Sweden)

    Khaled Khalaf Alafi

    2013-12-01

    Full Text Available This paper focuses on ways to improve tourism facilities and revenues in a cosmopolitan nation with few resources but enriched by ancient historical sites and a fascinating culture. It is significant as a pattern for other developing Middle Eastern Nations, even those presently oil-rich, because tourism depends on a sustainable continuing resource. The introduction places Jordan in its world political situation, and summarises its ancient and unique tourism attractions, including medical, and educational. Background geographical and population characteristics are outlined with 30% unemployed youth. Tourism employs 22% of the population overall and brings in 5.5% of GDP. As a case study, a strategic plan is developed from a SWOT analysis considering the latest literature to guide internal sustainable development and encourage tourism, lure outside investment, increase its entrepreneurial middle class, improve revenue and suggest job opportunities for youth. Problems are collated from the SWOT Weaknesses and Threats to expose areas for further study and development within the governorates, utilising Jordan’s excellent educational resources for analysis to derive further national improvements and lead Middle Eastern tourism. 

  11. Advantages of integrated and sustainability based assessment for metabolism based strategic planning of urban water systems.

    Science.gov (United States)

    Behzadian, Kourosh; Kapelan, Zoran

    2015-09-15

    Despite providing water-related services as the primary purpose of urban water system (UWS), all relevant activities require capital investments and operational expenditures, consume resources (e.g. materials and chemicals), and may increase negative environmental impacts (e.g. contaminant discharge, emissions to water and air). Performance assessment of such a metabolic system may require developing a holistic approach which encompasses various system elements and criteria. This paper analyses the impact of integration of UWS components on the metabolism based performance assessment for future planning using a number of intervention strategies. It also explores the importance of sustainability based criteria in the assessment of long-term planning. Two assessment approaches analysed here are: (1) planning for only water supply system (WSS) as a part of the UWS and (2) planning for an integrated UWS including potable water, stormwater, wastewater and water recycling. WaterMet(2) model is used to simulate metabolic type processes in the UWS and calculate quantitative performance indicators. The analysis is demonstrated on the problem of strategic level planning of a real-world UWS to where optional intervention strategies are applied. The resulting performance is assessed using the multiple criteria of both conventional and sustainability type; and optional intervention strategies are then ranked using the Compromise Programming method. The results obtained show that the high ranked intervention strategies in the integrated UWS are those supporting both water supply and stormwater/wastewater subsystems (e.g. rainwater harvesting and greywater recycling schemes) whilst these strategies are ranked low in the WSS and those targeting improvement of water supply components only (e.g. rehabilitation of clean water pipes and addition of new water resources) are preferred instead. Results also demonstrate that both conventional and sustainability type performance indicators are necessary for strategic planning in the UWS. PMID:25965035

  12. Strategic Plan for inventories and monitoring on National Wildlife Refuges : Adapting to environmental change

    US Fish and Wildlife Service, Department of the Interior — This Strategic Plan summarizes and provides a longterm perspective for how the National Wildlife Refuge System will implement a nationally coordinated effort to...

  13. 76 FR 13197 - National Institute of Environmental Health Sciences Strategic Planning

    Science.gov (United States)

    2011-03-10

    ...National Institute of Environmental Health Sciences Strategic Planning AGENCY: National...National Institute of Environmental Health Sciences (NIEHS), Department of Health...National Institute of Environmental Health Sciences and National Toxicology...

  14. Strategic Plan for Sustainable Energy Management and Environmental Stewardship for Los Angeles Unified School District

    Energy Technology Data Exchange (ETDEWEB)

    Walker, A.; Beattie, D.; Thomas, K.; Davis, K.; Sim, M.; Jhaveri, A.

    2007-11-01

    This Strategic Plan for Sustainable Energy Management and Environmental Stewardship states goals, measures progress toward goals and how actions are monitored to achieve continuous improvement for the Los Angeles Unified School District.

  15. 76 FR 16795 - The National Antimicrobial Resistance Monitoring System Strategic Plan 2011-2015; Request for...

    Science.gov (United States)

    2011-03-25

    ...Docket No. FDA-2010-N-0620] The National Antimicrobial Resistance Monitoring System Strategic Plan 2011-2015...requested comments on a document for the National Antimicrobial Resistance Monitoring System (NARMS) entitled...

  16. Trustworthy Cyberspace: Strategic Plan for the Federal Cybersecurity Research and Development Program

    Networking and Information Technology Research and Development, Executive Office of the President — Trustworthy Cyberspace: Strategic Plan for the Federal Cybersecurity Research and Development Program defines a set of interrelated priorities for the agencies of...

  17. Getting it all together. Systems should link their strategic and financial planning.

    Science.gov (United States)

    Barron, E; Westermann, D A

    1995-04-01

    Foreseeing dramatic changes in healthcare delivery, the leaders of the Franciscan Health System (FHS) decided in the early 1990s to more closely link their strategic and financial planning. Though this cooperation was tentative at first, by 1993 both our planners and our chief financial officers shared certain assumptions about the future--above all, that the coming delivery model was managed care provided by integrated delivery systems (IDSs). Having agreed on our assumptions, we translated them into a vision statement, from which we derived four strategic goals: Advance the healing mission of our sponsors; Create a culture of continuous improvement in leadership, quality, innovation, cost-effectiveness, and measurable customer value; Create an environment that values and empowers those with whom we work; Develop, through partnering, an IDS that provides affordable care to our communities; Our goals established, we charted what we call a "crosswalk" between the strategic and financial aspects of our budgeting. We found that we had to think in a new way about capital. For example, we began investing as heavily in "soft" items like research, partnerships, and new services as in the traditional "bricks and mortar." This process is new for us, and developing it has not always been comfortable. But we believe it has helped us to more wisely allocate FHS's resources and thus give our system greater stability. PMID:10141635

  18. Strategic Leadership in Schools

    Science.gov (United States)

    Williams, Henry S.; Johnson, Teryl L.

    2013-01-01

    Strategic leadership is built upon traits and actions that encompass the successful execution of all leadership styles. In a world that is rapidly changing, strategic leadership in schools guides school leader through assuring constant improvement process by anticipating future trends and planning for them and noting that plans must be flexible to…

  19. The Development of Children's Strategic Processing in Reading Recovery.

    Science.gov (United States)

    Schmitt, Maribeth Cassidy

    2001-01-01

    Examines and describes first-grade children's development of strategic processes for detecting and correcting errors, problem solving difficult or novel words, and confirming responses in order to be successful as they participated in Reading Recovery instruction, as opposed to simply increasing "item" knowledge (i.e., identifying more letters,…

  20. Strategic Trajectories in the Offshoring and Offshore Outsourcing Process

    DEFF Research Database (Denmark)

    Slepniov, Dmitrij; SØrensen, Brian Vejrum

    2006-01-01

    In this paper we examine the offshoring and offshore outsourcing process and the strategic trajectories underlying it, including both the internal venturing and the external outsourcing process. We define and present various perspectives on the offshoring and offshore outsourcing process. We then proceed with three illustrative case studies and discussion, proposing that the decision to outsource has implications over and beyond the intended strategies. The paper approaches these issues from a strategy-as-practice perspective, and particularly addresses its concern for how micro-level activities shape organisational outcomes. It illustrates how standardised and/or non-core operations may gradually change their strategic scope through the actions of local decision makers, producing a self-reinforcing decision cycle. We conclude that the process, and particularly the agency exercised by middle management throughout the company, deserves a more significant space in future investigations of strategic trajectories, if the activities in the distributed network is to bring strategic advantages over and beyond short-term cost reductions.

  1. Strategic Planning Model Formulation Based on Balanced Score Card: A Case Study

    OpenAIRE

    Elaheh Enteshari Najaf Abadi; Ali Karbasi Najaf Abadi; Iraj Soltani

    2012-01-01

    At the present age, strategic planning is considered as an important and vital matter for organizations and formulating and implementing strategic plans and accurate parameters may result in organizations long-term superiority in competitive field. But, regarding that competitive factors of all organizations are not the same, formulating the strategy with a similar trend is unlikely to be effective and the prerequisite for success of any organization is to focus and pay attention to its own c...

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

    OpenAIRE

    Mouhsine Lakhdissi; Bouchaib Bounabat

    2012-01-01

    IS Strategic Planning and Enterprise Architecture are two major disciplines in IT Architecture and Governance. They pursue the same objectives and have much in common. While ISSP has benefited from business strategic planning methods and techniques, it has not evolved much since the 90s and lacks from formal, tooled and standard methodology. In the other hand, Enterprise Architecture has known a very fast progression in the last years helped in that by market's needs and research in the domai...

  3. Strategic Planning and Organizational Effectiveness in Social Service Organizations in Portugal

    OpenAIRE

    Ferreira, Marisa R.; Proenc?a, Joa?o F.

    2014-01-01

    This study aims to understand the reality of social service organizations, the level of implementation of the strategic planning as well as the impact of its application on organizational effectiveness. At first, we will group organizations in clusters according to the level of strategic planning implementation and its degree of effectiveness. Secondly, we will analyse all the different groups. Given the growing number of social service organizations and the consequent complexity of their ...

  4. Proposal for a strategic planning for the replacement of products in stores based on sales forecast

    OpenAIRE

    Cassius Tadeu Scarpin; Maria Teresinha Arns Steiner

    2011-01-01

    This paper presents a proposal for strategic planning for the replacement of products in stores of a supermarket network. A quantitative method for forecasting time series is used for this, the Artificial Radial Basis Neural Networks (RBFs), and also a qualitative method to interpret the forecasting results and establish limits for each product stock for each store in the network. The purpose with this strategic planning is to reduce the levels of out-of-stock products (lack of products on th...

  5. Strategic planning practice in transition economies: Empirical evidence from the Macedonian context

    OpenAIRE

    Marija Trpkova; Stojan Debarliev

    2011-01-01

    The aim of this study is to examine a wider list of factors (business structure, management structure and environmental factors), whose impact on the strategic planning in the private sector has been investigated. A total of 212 questionnaires were collected from different size, age, industry type and ownership enterprises working in the private sector in Republic of Macedonia. In order to analyze the variables that are determinants of the strategic planning, multiple linear regression was us...

  6. Antecedents and Performance Outcomes of Strategic Planning in Nigerian Public Universities

    OpenAIRE

    Ade Oyedijo

    2012-01-01

    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 de...

  7. Scenario analysis and strategic planning: practical applications for radiology practices.

    Science.gov (United States)

    Lexa, Frank James; Chan, Stephen

    2010-05-01

    Modern business science has many tools that can be of great value to radiologists and their practices. One of the most important and underused is long-term planning. Part of the problem has been the pace of change. Making a 5-year plan makes sense only if your develop robust scenarios of possible future conditions you will face. Scenario analysis is one of many highly regarded tools that can improve your predictive capability. However, as with many tools, it pays to have some training and to get practical tips on how to improve their value. It also helps to learn from other people's mistakes rather than your own. The authors discuss both theoretical and practical issues in using scenario analysis to improve your planning process. They discuss actionable ways this set of tools can be applied in a group meeting or retreat. PMID:20439081

  8. Using strategic planning and organizational development principles for health promotion in an Alaska native community.

    Science.gov (United States)

    Lardon, Cecile; Soule, Susan; Kernak, Douglas; Lupie, Henry

    2011-01-01

    Health promotion aims to support people in their efforts to increase control over factors that impact health and well-being. This emphasis on empowerment and contextual influences allows for a more holistic conceptualization of health and approaches to promoting health that are anchored in principles of community development and systems change. Piciryaratgun Calritllerkaq (Healthy Living Through A Healthy Lifestyle) is a collaboration between a Yup'ik village in rural Alaska and researchers from the University of Alaska Fairbanks. The goal was to improve nutrition, increase exercise, and decrease stress. The project utilized elements of organization development and strategic planning to develop a local infrastructure and process and to promote local expertise. The project team developed goals, objectives, action, and evaluation plans that integrated local traditions, Yup'ik culture, and research. PMID:21271433

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

    Directory of Open Access Journals (Sweden)

    Caescu Stefan Claudiu

    2012-12-01

    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.

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

    Science.gov (United States)

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

    2012-01-01

    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,…

  11. Analysis of optoelectronic strategic planning in Taiwan by artificial intelligence portfolio tool

    Science.gov (United States)

    Chang, Rang-Seng

    1992-05-01

    Taiwan ROC has achieved significant advances in the optoelectronic industry with some Taiwan products ranked high in the world market and technology. Six segmentations of optoelectronic were planned. Each one was divided into several strategic items, design artificial intelligent portfolio tool (AIPT) to analyze the optoelectronic strategic planning in Taiwan. The portfolio is designed to provoke strategic thinking intelligently. This computer- generated strategy should be selected and modified by the individual. Some strategies for the development of the Taiwan optoelectronic industry also are discussed in this paper.

  12. A new methodology for strategic planning using technological maps and detection of emerging research fronts applied to radiopharmacy

    International Nuclear Information System (INIS)

    This research aims the development of a new methodology to support the strategic planning, using the process of elaboration of technological maps (TRM - Technological Roadmaps), associated with application of the detection process of emerging fronts of research in databases of scientific publications and patents. The innovation introduced in this research is the customization of the process of TRM to the radiopharmacy and, specifically, its association to the technique of detection of emerging fronts of research, in order to prove results and to establish a new and very useful methodology to the strategic planning of this area of businesses. The business unit DIRF - Diretoria de Radiofarmacia - of IPEN CNEN/SP was used as base of the study and implementation of this methodology presented in this work. (author)

  13. 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)

  14. Strategic environmental assessment for local transport plans; Strategische Umweltpruefung in der kommunalen Verkehrsentwicklung

    Energy Technology Data Exchange (ETDEWEB)

    Conrad, Vera

    2008-08-15

    The strategic environmental assessment (SEA) makes new demands for plans and programs also in the transport sector. Particularly on local level transport is one of the biggest causers of negative environmental effects. But there exists no SEA obligation for local transport plans, however many factors suggest to make such an examination in this sector. At the latest in the urban land use planning transport effects are a component for the SEA. Synergies can be exhausted and the individual planning steps are appropriately co-ordinated by the meaningful integration of transport and urban development planning. Additional synergies can gained in connection with further local and/or regional planning like e.g. the clean air planning or noise reduction planning. The aim of the doctoral thesis is to draft recommendations how to integrate the SEA into local transport planning process. For that purpose it is necessary to deduce the requirements demanded by the SEA and to demonstrate the current state of the local transport planning. The doctoral thesis is based on partial results of the research project FE 73.0237 ''Strategische Umweltpruefung in der kommunalen Verkehrsentwicklungsplanung'' in behalf of the German Ministry of Transport (Bundesministerium fuer Verkehr, Bauen und Stadtentwicklung) and mentored by the Federal Office of civil engineering (Bundesamt fuer Bauwesen und Raumordnung). The author of this thesis was instrumental in acquiring those results. The thesis contains a detailed literature research. The SEA's requirements are also described as well as the current state of the local transport planning. The state of the SEA on the different planning levels in the German transport sector is presented. Another part is a survey of 13 municipalities concerning their previous practice of the local transport and environmental planning as well as their experience with the SEA on local level and the analyse of local data. Furthermore three municipalities are chosen for more detailed case studies. Finally recommendations are developed how to integrate the SEA into the local transport planning process. (orig.)

  15. Radiology in 2030: A Guide for Strategic Planning

    Directory of Open Access Journals (Sweden)

    Sh. Akhlaghpoor

    2008-01-01

    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.

  16. Afghan Customs Department: Main points of five year strategic plan

    International Nuclear Information System (INIS)

    Customs reform and modernization is essential for the economic progress of Afghanistan. The reform process aims at improving the organization so that it will have the correct structure, logical definition of roles, fair recruitment system, service conditions, accountability, conduct and disciplinary rules, training support and a built-in mechanism for the promotion of ethics in the staff. The paper provides an overview of the reform process, including overall goals; the strengths, weaknesses, opportunities and threats of the current situation; programme objectives; a performance evaluation of the five year plan; and project components of the first part of the reform programme, involving law and procedures. (author)

  17. USING THE BUSINESS ENGINEERING APPROACH IN THE DEVELOPMENT OF A STRATEGIC MANAGEMENT PROCESS FOR A LARGE CORPORATION: A CASE STUDY

    Directory of Open Access Journals (Sweden)

    C.M. Moll

    2012-01-01

    Full Text Available Most South African organisations were historically part of a closed competitive system with little global competition and a relatively stable economy (Manning: 18, Sunter: 32. Since the political transformation, the globalisation of the world economy, the decline of world economic fundamentals and specific challenges in the South African scenario such as GEAR and employment equity, the whole playingfield has changed. With these changes, new challenges ', appear. A significant challenge for organisations within this scenario is to think, plan and manage strategically. In order to do so, the organisation must understand its relationship with its environment and establish innovative new strategies to manipulate; interact with; and ultimately survive in the environment. The legacy of the past has, in many organisations, implanted an operational short-term focus because the planning horizon was stable. It was sufficient to construct annual plans rather than strategies. These plans were typically internally focused rather than driven by the external environment. Strategic planning in this environment tended to be a form of team building through which the various members of the organisation 's management team discussed and documented the problems of the day. A case study is presented of the development of a strategic management process for a large South African Mining company. The authors believe that the approach is a new and different way of addressing a problem that exists in many organisations - the establishment of a process of strategic thinking, whilst at the same time ensuring that a formal process of strategic planning is followed in order to prompt the management of the organisation for strategic action. The lessons that were drawn from this process are applicable to a larger audience due to the homogenous nature of the management style of a large number of South African organisations.

  18. Proposal for a strategic planning for the replacement of products in stores based on sales forecast

    Scientific Electronic Library Online (English)

    Cassius Tadeu, Scarpin; Maria Teresinha Arns, Steiner.

    2011-08-01

    Full Text Available This paper presents a proposal for strategic planning for the replacement of products in stores of a supermarket network. A quantitative method for forecasting time series is used for this, the Artificial Radial Basis Neural Networks (RBFs), and also a qualitative method to interpret the forecasting [...] results and establish limits for each product stock for each store in the network. The purpose with this strategic planning is to reduce the levels of out-of-stock products (lack of products on the shelves), as well as not to produce overstocking, in addition to increase the level of logistics service to customers. The results were highly satisfactory reducing the Distribution Center (DC) to shop out-of-stock levels, in average, from 12% to about 0.7% in hypermarkets and from 15% to about 1.7% in supermarkets, thereby generating numerous competitive advantages for the company. The use of RBFs for forecasting proved to be efficient when used in conjunction with the replacement strategy proposed in this work, making effective the operational processes.

  19. Proposal for a strategic planning for the replacement of products in stores based on sales forecast

    Directory of Open Access Journals (Sweden)

    Cassius Tadeu Scarpin

    2011-08-01

    Full Text Available This paper presents a proposal for strategic planning for the replacement of products in stores of a supermarket network. A quantitative method for forecasting time series is used for this, the Artificial Radial Basis Neural Networks (RBFs, and also a qualitative method to interpret the forecasting results and establish limits for each product stock for each store in the network. The purpose with this strategic planning is to reduce the levels of out-of-stock products (lack of products on the shelves, as well as not to produce overstocking, in addition to increase the level of logistics service to customers. The results were highly satisfactory reducing the Distribution Center (DC to shop out-of-stock levels, in average, from 12% to about 0.7% in hypermarkets and from 15% to about 1.7% in supermarkets, thereby generating numerous competitive advantages for the company. The use of RBFs for forecasting proved to be efficient when used in conjunction with the replacement strategy proposed in this work, making effective the operational processes.

  20. Strategic Path Planning by Sequential Parametric Bayesian Decisions

    Directory of Open Access Journals (Sweden)

    Baro Hyun

    2013-11-01

    Full Text Available The objective of this research is to generate a path for a mobile agent that carries sensors used for classification, where the path is to optimize strategic objectives that account for misclassification and the consequences of misclassification, and where the weights assigned to these consequences are chosen by a strategist. We propose a model that accounts for the interaction between the agent kinematics (i.e., the ability to move, informatics (i.e., the ability to process data to information, classification (i.e., the ability to classify objects based on the information, and strategy (i.e., the mission objective. Within this model, we pose and solve a sequential decision problem that accounts for strategist preferences and the solution to the problem yields a sequence of kinematic decisions of a moving agent. The solution of the sequential decision problem yields the following flying tactics: “approach only objects whose suspected identity matters to the strategy". These tactics are numerically illustrated in several scenarios.

  1. 77 FR 25577 - General Provisions; Operating and Strategic Business Planning

    Science.gov (United States)

    2012-05-01

    ...plan of each direct lender institution must include a marketing plan that discusses...America, System direct lender institutions...develop specific marketing plans to...authorities and direct lender association, a marketing plan that...

  2. Strategic Planning and Design of Supply Chains: a Literature Review

    OpenAIRE

    Alessandro Lambiase; Ernesto Mastrocinque; Salvatore Miranda; Alfredo Lambiase

    2013-01-01

    In this paper, a literature review of the mathematical models for supply chain design is proposed. The research is based on the study and analysis of publications of the last twelve years from the most widespread international journal about operations management and logistics. The aim of the work lies in identifying tendencies in the literature and related open issues about the strategic decisions, economic parameters, constraints and model features considered in the strategic planni...

  3. Strategic energy planning within local authorities in the UK: A study of the city of Leeds

    International Nuclear Information System (INIS)

    This paper considers the development of a strategic energy body in a local authority in the UK and looks at the perceived need for, and possible roles of, such a body. Historically, energy provision and management has not usually been a strategic priority for UK local authorities. Yet energy considerations are implicit in key local authority responsibilities such as transport, waste management, planning, and the provision of housing services. In addition, recent UK central government policies support the move to localism and provide incentives for low-carbon energy generation. A study was undertaken to assess the potential (including both the perceived benefits and actual capacity to deliver) for Leeds City Council to develop a strategic body to execute delivery of city-level energy decision-making. We examine the perceived benefits to a range of main stakeholders, using data drawn from interviews with managers responsible for low-carbon and renewable energy projects across the city. Through participant observation we explore the capacity of a local authority to deliver a strategic energy body, and we briefly examine the possible forms of delivery. We conclude with recommendations for national policy that would enable the development of strategic energy bodies across local governments in the UK. - Highlights: ? Strategic energy planning is currently not a priority for UK local authorities. ? We present an empirical study of strategic energy planning in local authorategic energy planning in local authorities. ? Results from stakeholder interviews suggest support for a strategic energy body. ? We identify the capacity barriers to implementing a strategic energy body. ? We make recommendations for ways forward and support needed from national policy.

  4. Bridging the Gap between Individual Level Risk for HIV and Structural Determinants: Using Root Cause Analysis in Strategic Planning

    OpenAIRE

    Willard, Nancy; Chutuape, Kate; Stines, Stephanie; Ellen, Jonathan

    2012-01-01

    HIV prevention efforts have expanded beyond individual-level interventions to address structural determinants of risk. Coalitions have been an important vehicle for addressing similar intractable and deeply rooted health-related issues. A root cause analysis process may aid coalitions in identifying fundamental, structural-level contributors to risk and in identifying appropriate solutions. For this paper, strategic plans for 13 coalitions were analyzed both before and after a root cause anal...

  5. Strategic processing and episodic memory impairment in obsessive compulsive disorder.

    Science.gov (United States)

    Savage, C R; Deckersbach, T; Wilhelm, S; Rauch, S L; Baer, L; Reid, T; Jenike, M A

    2000-01-01

    There is evidence that nonverbal memory problems in obsessive compulsive disorder (OCD) are mediated by impaired strategic processing. Although many studies have found verbal memory to be normal in OCD, these studies did not use tests designed to stress organizational strategies. This study examined verbal and nonverbal memory performance in 33 OCD patients and 30 normal control participants with the Rey-Osterrieth Complex Figure Test and the California Verbal Learning Test. OCD patients were impaired on verbal and nonverbal measures of organizational strategy and free recall. Multiple regression modeling indicated that free recall problems in OCD were mediated by impaired organizational strategies used during learning trials. Therefore, verbal and nonverbal episodic memory deficits in OCD are affected by impaired strategic processing. Results are consistent with neurobiological models proposing frontal-striatal system dysfunction in OCD. PMID:10674806

  6. The significance of management information systems for enhancing strategic and tactical planning

    Scientific Electronic Library Online (English)

    Akram Jalal, Karim.

    Full Text Available Management Information Systems (MIS) is the key factor to facilitate and attain efficient decision making in an organization. This research explores the extent to which management information systems implemented to make successful decisions at two selected financial organizations. The research exami [...] ned whether the selected financial institutions of Bahrain vary as to the use of Management Information Systems leadership of decision making for strategic and tactical planning purposes. The research adapted the quantitative research design to examine two research hypotheses. A total of 190 forms were equally distributed to those who are working at different management levels at the selected organizations. The results of the research showed that MIS was primarily used to enhance strategic planning in both financial institutions. The regression analysis revealed that Tactical planning is found to have no effect on Decision Making, while Strategic planning has a clear effect on the Decision Making Effectiveness in both organizations.

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

    International Nuclear Information System (INIS)

    The CH2M HILL Hanford Group, Inc. (CHG), Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project waste tank farm

  8. "Dirty little secret" or "Untidy quilt"? A critique of the strategic process literature

    OpenAIRE

    Laljani, Narendra

    2005-01-01

    This literature critique forms the starting point of a research project on the development of strategic capability within the context of the realities of the strategic process. We begin by addressing the definitions of strategic process and exploring its importance. We then examine the evolution of the domain, a selection of archetypes of the strategic process, as well as some “sense-making“ devices. The role of the strategist is discussed, and we also ask if strategy-makin...

  9. Developing a Strategic Marketing Plan in the French Market : Case: A Chinese company in the French Stevia Market

    OpenAIRE

    Chen, Yuren

    2011-01-01

    ABSTRACT: ChenYuren 2011. Developing a Strategic Marketing Plan in the French Market. Case: A Chinese company in the French Stevia market. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 54. Appendices 2. The objective of the thesis is to develop a strategic marketing plan for a Chinese case company in the French Stevia market. The elements of this strategic marketing plan and the analyses of the French Stevia market are the major parts of the thesis. This strate...

  10. Developing a Strategic Marketing Plan in Tourism Industry : Case: The Tourism Market of Henan Province in China

    OpenAIRE

    Ping, Huijun

    2010-01-01

    ABSTRACT PING, HHUIJUN 2010. Developing a Strategic Marketing Plan in Tourism Industry. Case: The Tourism Market of Henan Province in China. Bachelor’s Thesis. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 66. Appendices 1-3. The objective of Thesis is to develop a strategic marketing plan for the tourism market of the Henan Province in China. The new strategic marketing plan for the Henan’s tourism market is developed in order to attract more tourists to...

  11. A framework for operationalization of strategic plans and metrics for corporate performance measurement in transportation asset management

    Science.gov (United States)

    Mteri, Hassan H.

    This thesis investigated the business processes required to translate corporate-level strategic plans into tactical and operational plans in the context of transportation asset management. The study also developed a framework for effective performance measure for departments of transportation. The thesis was based on a case study of transportation agencies in the U.S.A. and Canada. The scope is therefore limited or more directly applicable to transportation assets such as pavement, bridges and culverts. The goal was to address the problem of translating or managing strategic plans, especially in the context of the public sector responsible for operating transportation infrastructure. It was observed that many agencies have been successful in formulating good strategic plans but they have performed relatively poorly in translating such corporate-level strategic plans into operational activities. A questionnaire survey was designed and targeted about 30 state agencies that are currently active in transportation asset management. Twenty one (21) transportation agencies in the USA and Canada responded to the questionnaire. The analysis of the questionnaire data showed that there is a lack of a standard approach to managing corporate strategic plans in transportation agencies. The results also indicated that most transportation agencies operate in three organizational levels but there was no systematic approach of translating goal and objectives from high level to lower levels. Approaches in performance measurement were found to vary from agency to agency. A number of limitations were identified in the existing practice on performance measurements. Key weaknesses include the large number of measures in use (as many as 25 or more), and the disconnection between the measures used and the corporate goals and objectives. Lessons from the private sector were thoroughly reviewed in order to build the groundwork for adapting existing tools to the public sector. The existing literature, assumptions and characteristics that make the Balanced Scorecards and strategy maps work effectively in the private sector were identified. Gaps in implementation of strategic plans and the use of Balanced Scorecard in the public sector were derived. Although Balanced Scorecards have previously been used to a limited extent in transportation agencies, the use of combined Balanced Scorecards and strategy maps with a much broader utility of translating strategic plans into tactical and operational activities for Transportation Asset Management is yet to be established. The thesis presents a framework to operationalize strategic plans through the combined application of Balanced Scorecards and strategy maps. The proposed framework aligns overarching objectives in all organizational levels: corporate, tactical, and operation, in which detail information is delegated from top level to lower levels. Furthermore, the thesis presents a proposed framework for developing and using effective corporate performance measures. The framework for performance measures provides a key tool for tracking progress and ensuring overall operationalization of strategic plans in transportation agencies. The thesis presents a methodology to assess existing performance measures so that agencies can reduce the number of measures, to be more effective and manageable. It was found that among other good characteristics, corporate performance measures must be tied to agency's goals and objectives and must be sensitive or responsive to program delivery activities and to the impacts of decisions about resource allocation.

  12. The NASA Materials Science Research Program - It's New Strategic Goals and Plans

    Science.gov (United States)

    Schlagheck, Ronald A.

    2003-01-01

    In 2001, the NASA created a separate science enterprise, the Office of Biological and Physical Research (OBPR), to perform strategical and fundamental research bringing together physics, chemistry, biology, and engineering to solve problems needed for future agency mission goals. The Materials Science Program is one of basic research disciplines within this new Enterprise's Division of Physical Sciences Research. The Materials Science Program participates to utilize effective use of International Space Station (ISS) experimental facilities, target new scientific and technology questions, and transfer results for Earth benefits. The program has recently pursued new investigative research in areas necessary to expand NASA knowledge base for exploration of the universe, some of which will need access to the microgravity of space. The program has a wide variety of traditional ground and flight based research related types of basic science related to materials crystallization, fundamental processing, and properties characterization in order to obtain basic understanding of various phenomena effects and relationships to the structures, processing, and properties of materials. A summary of the types and sources for this research is presented and those experiments planned for the space. Areas to help expand the science basis for NASA future missions are described. An overview of the program is given including the scope of the current and future NASA Research Announcements with emphasis on new materials science initiatives. A description of the planned flight experiments to be conducted on the International Space Station program along with the planned facility class Materials Science Research Rack (MSRR) and Microgravity Glovebox (MSG) type investigations.

  13. Strategic marketing types: Evidence from the European meat processing industry

    DEFF Research Database (Denmark)

    Strandskov, Jesper; Hundahl, Lone

    1999-01-01

    Executive summary 1. The discovery of a small number of generic strategies or competitive positions that would work equally well across product-markets, businesses and industries, would be an extremely important finding for business practicians. In particular the question of whether or why performance might differ between firms pursuing any strategy type has a strong academic and practical business interest. There is still a need to explore the basic question of whether generic types of mark strategies exist. Also there is a lack of empirical evidence which examines a wide range of strategic variables across a diverse set of environments (countries). 2. The overall aim of this paper is further to provide a profound understanding of the nature of strategy types based on data from the European meat industry. In particular, the study (1) identifies and clusters meat processors using similar marketing strategies, (2) places these clusters in a strategic typology in order to better understand their position in themarketplace, and (3) analyses these strategic marketing types in terms of performance outcomes and differences in corporate attitudes and goals. 3. The meat processing sector in Europe is a mature and relatively stable industry in which consolidation is a continuing process. In spite of the overall trends facing all meat processors, they are confronted by different strategic problems and challenges because of their differences, for example, in terms of product offerings, degrees of specialisation, vertical integration, international orientation, relationship with the retail sector etc. 4. Based on related literature, two main hypotheses1 are formulated regarding the relationship between strategic marketing types on the one hand and performance and corporate attitudes on the other hand. Integrating previous definitions and findings on key strategy dimensions, three main marketing strategy components are used in the analysis: Strategic focus/objective marketing targeting and marketing positioning. The variables are split up in the following main groups: Marketing strategy variables, Corporate attitude variables and Business performance variables. 5. A variety of multivariate analyses was used to explore the hypotheses. The cluster analysis resulted in a six-cluster solution being judged the most meaningful and interpretable. While cluster analyses always are subjective, several statistical tests such as MANOVA and ANOVA tests were used to evaluate the results. 6. The six groups were named as follows: Quality differentiated specialists (SMT1), Unfocused regionals (SMT2), Locals (SMT3), International innovative branders (SMT4), Unfocused followers (SMT5) and National private labellers (SMT6). From the description of the clusters it follows that in the European meat industry two strategy types (SMT 1 and 4) seem to be clearly focused because they generally represent a particular strategic orientation on one or a number of strate dimensions. In contrast, two strategy types (SMT2 and 5) may be characterised as unfocused with no apparent orientation. The strategic focus of SMT3 and 6 only partially show a clear and consistent pattern. 7. The conclusion of the study provides support for Hypothesis 1. Hypothesis 1A cannot be verified as the sample does not contain a cluster of firms having been able to successfully compete with a low cost strategy. On the other hand, Hypothesis 1B is supported by the results since the sample contains strategic marketing types that compete with a differentiation strategy. So, the successful differentiators of SMT1 and SMT4 perform better than businesses in the other clusters. Hypothesis 2 is only partly confirmed.

  14. A Practical Guide to Strategic Enrollment Management Planning

    Science.gov (United States)

    Wilkinson, R. B.; Taylor, James S.; Peterson, Ange; Machado-Taylor, Maria de Lourdes

    2007-01-01

    Over the past decade, strategic enrollment management (SEM) has become a major force in the organization and practice of higher education. With limited financial resources for financial aid, institutions must balance the need to attract and admit a freshman class that fits well with the institution and also provide the necessary financial support…

  15. Strategic planning of developing automatic optical inspection (AOI) technologies in Taiwan

    International Nuclear Information System (INIS)

    In most domestic hi-tech industries in Taiwan, the automatic optical inspection (AOI) equipment is mostly imported. In view of the required specifications, AOI consists of the integration of mechanical-electrical-optical-information technologies. In the past two decades, traditional industries have lost their competitiveness due to the low profit rate. It is possible to promote a new AOI industry in Taiwan through the integration of its strong background in mechatronic technology in positioning stages with the optical image processing techniques. The market requirements are huge not only in domestic need but also in global need. This is the main reason to promote the AOI research for the coming years in Taiwan. Focused industrial applications will be in IC, PCB, LCD, communication, and MEMS parts. This paper will analyze the domestic and global AOI equipment market, summarize the necessary fish bone technology diagrams, survey the actual industrial needs, and propose the strategic plan to be promoted in Taiwan

  16. Strategic Aspects of Nuclear and Radiological Emergency Management. Planning for Effective Decision Making; Consequence Management and Transition to Recovery

    International Nuclear Information System (INIS)

    The collective experience of the NEA Working Party on Nuclear Emergency Matters (WPNEM), and in particular, the experience from the International Nuclear Emergency Exercise (INEX) series, has shown that it is important to plan and to implement emergency response actions based on a guiding strategic vision. Within this context, Strategic Aspects of Nuclear and Radiological Emergency Management presents a framework of strategic planning elements to be considered by national emergency management authorities when establishing or enhancing processes for decision making, and when developing or implementing protection strategies. The focus is on nuclear or radiological emergency situations leading to complex preparedness and response conditions, involving multiple jurisdictions and significant international interfaces. The report is aimed at national emergency management authorities, international organisations and those who are seeking to improve the effectiveness of emergency management. Its goal is to provide insights into decision-making processes within existing emergency planning arrangements. It also highlights common areas of good practice in decision making. Specific areas for improvement, identified during the INEX-3 consequence management exercise, are included, particularly in support of decision making for countermeasures for consequence management and the transition to recovery. (authors)

  17. A software tool for teaching and training how to build and use matrixes in strategic information systems planning

    Directory of Open Access Journals (Sweden)

    Javier Andrés Arias Sanabria

    2010-10-01

    Full Text Available Strategic information systems planning (SISP allows an organisation to determine a portfolio of computer-based applications to help it achieve its business objectives. IBM’s business system planning for strategic alignment (BSP/SA is an important technique for developing a strategic plan for an entire company’s information resource. BSP/SA has been described in terms of stages and the specific tasks within them. Tasks are usually done manually and require some experience. This work was thus aimed at presenting a computer-based application that automates two of the most important tasks in BSP/SA methodology: process-organisation matrix (POM and processes-data classes–matrix (PDM. Special emphasis was placed on analysing, designing and implementing systems development life-cycle for developing the software. An important part of the analysis consisted of conducting a literature review and the semi-structured interviews with some experts in SISP. A special contribution of the present work is the design and implementation of statistical reports associated with each matrix. Automating this task has facilitated students being able to analyse POM and PDM during SISP workshops forming part of the Information Systems Management course (Systems Engineering, Universidad Nacional de Colombia. Results arising from the workshops have also been improved.

  18. THE STRATEGIC PLANNING (SWOT ANALYSIS OUTCOMES AND SUGGESTIONS ACCORDING TO THE STUDENTS AND THE LECTURERS WITHIN THE DISTANCE EDUCATION SYSTEM

    Directory of Open Access Journals (Sweden)

    Tugba Yanpar YELKEN

    2012-04-01

    Full Text Available In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the intuitions’ appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning, leadership and strategic thinking and to act to help planners designed the tools, processes and concepts is a group. At the same time, the organization of the development and effective strategies will help to place. The purpose of this research is to provide SWOT (Strengths, Weaknesses, Opportunities and Threats analysis and to present new suggestions based on the opinions of students in the distance education system. In this work, we have applied Survey Method. The study group has consisted of 70 students and 11 instructors of Mersin Vocational School of Higher Education (MVSHE. All the data was surveyed during the spring semester of 2009. In the development of the questionnaire, a relevant literature has been investigated. Also, expert opinion has also been provided for the survey materials and survey articles. The questionnaire is finalized according to the expert’s opinion. The questionnaire was applied in the internet environment to both the students and the instructors. The outcomes of the survey have been evaluated quantatively along the direction of the survey’s fundamental question: “What are your views on strategic planning (SWOT of distance education?” The suggestions have been made about the distance learning education based on the findings of the survey.

  19. Strategic lessons in high-level waste management planning

    International Nuclear Information System (INIS)

    This presentation discusses some issues in the planning and execution of high-level waste (HLW) disposal. The topics are (1) Initial considerations, (2) Issues in structuring a programme, (3) Disposal concepts, (4) Geological environments, (5) Site selection and characterisation, (6) Waste transport, (7) Performance assessment methodology and application, (8) Some key issues. The options for spent fuel management can give rise to a variety of different wastes. The quantity of waste arising will affect the volume of rock required for deposition, both with respect to rock integrity and requirements for heat dissipation. A repository must not be considered in isolation from the rest of the waste management programme. The repository development plan should be supported by a schedule of activities and related funding mechanisms, implying a long-term commitment in policy terms, and should include a corresponding legal and regulatory framework. The idea that disposed waste might be retrieved by future generations for processing under new technology is discussed. Safeguards requirements on fissile material within spent fuel or any other wastes imply indefinite control. Disposal concepts include the geological environment and the engineered barrier system within it. Site selection involves several steps: regional-scale characterisation, local characterisation, hydrological studies, etc. Key issues are retrieval vs. safeguards, optimisation of repository design, reducing long programme timescales, international collaboration

  20. Strategic Planning in Air Traffic Control as a Multi-objective Stochastic Optimization Problem

    OpenAIRE

    Marceau, Gaétan; Savéant, Pierre; Schoenauer, Marc

    2013-01-01

    With the objective of handling the airspace sector congestion subject to continuously growing air traffic, we suggest to create a collaborative working plan during the strategic phase of air traffic control. The plan obtained via a new decision support tool presented in this article consists in a schedule for controllers, which specifies time of overflight on the different waypoints of the flight plans. In order to do it, we believe that the decision-support tool shall model...

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

    OpenAIRE

    Maksin Marija; Miliji? Saša

    2010-01-01

    The paper presents an overview of the expected role of spatial and environmental planning in coordination and integration with strategic planning for sustainable spatial/territorial, landscape and tourism development. The application of an integrated approach to sustainable territorial development planning and management in the European Union is also analyzed in the context of problems associated with and possibilities to enhance the European Landscape Convention and Agenda for a sustai...

  2. Natural Gas Strategic Plan and Multi-Year Program Crosscut Plan, FY 1994--1999

    Energy Technology Data Exchange (ETDEWEB)

    1993-12-01

    DOE has established a Natural Gas Coordinating Committee to ensure that all natural gas programs are conducted with a single strategic focus and without unnecessary duplication. This group prepared the FY 1993 update of the DOE Natural Gas Strategic Plan and Multi-Year Crosscut Program Plan (FY 1993-1998), which was first produced a year ago as a ``working draft`` for industry comment. This revised version incorporates these external comments and the results and recommendations of such developments as Order No. 636 of the Federal Energy Regulatory Commission (FERC), the FERC/DOE Natural Gas Deliverability Task Force Report; the National Petroleum Council`s 1992 natural gas study, The Potential for Natural Gas in the United States; relevant provisions of the EPACT, and new policy guidance from the Clinton Administration. The overall goal of the Natural Gas RD&D Program is to improve the Nation`s ability to supply, store, transport, distribute, and utilize gas in an economically efficient and environmentally beneficial manner. In support of DOE`s missions are programs that will: improve the confidence in the continued availability of a long-term gas supply (Resource and Extraction Area); provide more cost-effective and competitive means to use natural gas in both new and existing markets (Utilization Area); develop improved and less costly means of delivering and storing gas (Delivery and Storage Area); and develop and ensure availability of low cost environmental compliance technology, and reduce regulatory barriers to efficient market operations by promoting coordinated, efficient, and innovative Federal and State regulations (Environmental/Regulatory Impact Area). Each program area has its own unique mission that contributes to the goals and mission of the overall Natural Gas Program.

  3. The Implementation of Strategic Planning for Information System in Educational Foundation

    Directory of Open Access Journals (Sweden)

    Cepy Slamet

    2012-07-01

    Full Text Available In a competitive business environment, The Educational Foundation may decides two strategic business policies related to information system (IS and information technology (IT implementation. These are, optimalization of IS/ IT implementation for increasing services quality and its utilization as a core business competitiveness as a whole. However, a strategic planning for information system (SPIS is required to implement these business policies. SPIS is a process for determining required IS to support business strategy, so that the strategy concentrates to identify required information and ensuring IS is aligned to business strategy. According to the Ward and Peppard’s approach, some activities of SPIS are conducted by using four main phases such as initiation, assessing and understanding the current situation and interpreting business requirement, setting priorities for IS/ IT, and determining IS/ IT strategy. Some analysis, Politic-Economic-Social-Technology (PEST, Boston Consulting Groups (BCG, and Five Forces Porter are used to identify external business environment, SWOT analysis and Value Chain to identify internal business environment.The research resulting a recomendation for organizational development priorities which devided into two related matters, IT Unit establishment and computer based system development for financial, human resource, and infrastructure management.

  4. Information Technology as the Main Competence in the Design of the Strategic Planning of Logistics Platforms

    Directory of Open Access Journals (Sweden)

    Leonardo Varella

    2013-10-01

    Full Text Available The creation of logistical support structures aims to help improve the performance of logistics along supply chains, a context where the Logistics Platforms have been gaining increasing prominence. A frequent difficulty in these ventures is to align strategic planning with the flow of cargo and the ability of the adjacent port areas. Aiming to contribute to the understanding of the importance of Information Technology in a Logistics Platform, this article systematize some of the operational core competencies of Logistics Platforms, inter-relating them with the strategic planning of these projects and showing their convergence to a solid information management structure. This study indicates the importance of this essential skill in the operation of a logistics enterprise and the preparation of its strategic plan, shown to be fundamental in the design of its operations, the adequacy of the enterprise to the region and to supply chains integrated into this environment.

  5. Information Technology as the Main Competence in the Design of the Strategic Planning of Logistics Platforms

    Scientific Electronic Library Online (English)

    Leonardo, Varella; Mirian, Buss Gonçalves.

    2013-11-01

    Full Text Available The creation of logistical support structures aims to help improve the performance of logistics along supply chains, a context where the Logistics Platforms have been gaining increasing prominence. A frequent difficulty in these ventures is to align strategic planning with the flow of cargo and the [...] ability of the adjacent port areas. Aiming to contribute to the understanding of the importance of Information Technology in a Logistics Platform, this article systematize some of the operational core competencies of Logistics Platforms, inter-relating them with the strategic planning of these projects and showing their convergence to a solid information management structure. This study indicates the importance of this essential skill in the operation of a logistics enterprise and the preparation of its strategic plan, shown to be fundamental in the design of its operations, the adequacy of the enterprise to the region and to supply chains integrated into this environment.

  6. One common way - The strategic and methodological influence on environmental planning across Europe

    International Nuclear Information System (INIS)

    In the last decades the European Union exerted influence on precautionary environmental planning by the establishment of several Directives. The most relevant were the Habitat-Directive, the EIA-Directive, the SEA-Directive and the Water Framework Directive. Comparing these EU policies in the area of environmental precaution it becomes obvious that there is a lot of common ground. Thus, the conclusion seems likely that the European Union, in doing so, has intended to establish general planning concepts through introducing several methodological steps indicated by the regulations. The goal of this article is firstly to point out, which are the common planning principles, converted by methodological elements and secondly examine the consideration of these planning concepts by the implementation and application in the member states. In this context it is analysed whether the connections and divergences between the directives lead to significant differences in the implementation process. To this aim the directives are shortly introduced and significant steps of the processes regulated by them are outlined. In the second steps the national legal implementation in the Alpine states and its consequences for the practical application are discussed. The results show a heterogeneous application of the EU principles. Within the comparative view on the four directives influence and causalities between the national implementation and the practical application were identified, whicractical application were identified, which can be simplified as four types. Since a coherent strategic and methodological concept for improving environmental precaution planning from part of the EU is noticeable, more unity and comparability within the implementation is desirable, particularly in areas with comparable habitats such as the alpine space. Beyond this the trade-off between the directives poses an important task for the future.

  7. The strategic planning initiative for accelerated cleanup of Rocky Flats

    International Nuclear Information System (INIS)

    The difficulties associated with the congressional funding cycles, regulatory redirection, remediation schedule deadlines, and the lack of a mixed waste (MW) repository have adversely impacted the environmental restoration (ER) program across the entire U.S. Department of Energy (DOE) complex including Rocky Flats Plant (RFP). In an effort to counteract and reduce the impacts of these difficulties, RFP management saw the need for developing a revised ER Program. The objective of the revised ER approach is to identify an initiative that would accelerate the cleanup process and reduce costs without compromising either protection of human health or the environment. A special analysis with that assigned objective was initiated in June 1993 using a team that included DOE Headquarters and Rocky Flats Field Office (RFFO), EG ampersand G personnel, and experts from nationally recognized ER firms. The analysis relied on recent regulatory and process innovations such as DOE's Streamlined Approach for Environmental Restoration (SAFER) and EPA's Superfund Accelerated Cleanup Model (SACM) and Corrective Action Management Units (CAMU). The analysis also incorporated other ongoing improvements efforts initiated by RFP, such as the Quality Action Team and the Integrated Planning Process

  8. Experiences and dilemmas of strategic action planning implementation on the local level

    Directory of Open Access Journals (Sweden)

    Njegovan Zoran

    2008-01-01

    Full Text Available In the paper are specifically analyzed and discussed experiences and dilemmas in the process of strategic development programming which appeared in West Balkan Countries during the regional and local development projects implementation. The main critical framework conditions regards to Impediments on a Local level connected with different structures which led to different experiences, successes and problems; Accuracy and relevance of data and information; Institutional competence; Consideration of horizontal and vertical relations of local community which neglect their required active role in the development process; Financial restrictions as a considerable bottleneck for successful development planning upon unstable resource flow; Political culture norms and values; and The role of external experts and improvement of the above mentioned aspects which will enhance the situation of development planning at the local level in a sustainable manner. It is concluded that the various aspects are strongly interrelated and are forming a spider net with the object of the development process, the municipality, the town or the city. It is also concluded that the success of development efforts of the subordinated administrative levels depends to a high degree on adequate framework-conditions, which have to be formed and fostered at the superior level. .

  9. Placing the stakes : the enactment of territorial stakeholders in planning processes

    OpenAIRE

    Metzger, Jonathan

    2013-01-01

    This paper is an investigation into processes of becoming-stakeholder. It focuses specifically on strategic spatial planning where the stakeholder concept has become one of the linchpins of much contemporary theory and practice. Through drawing upon the sociology of attachments and scholarship on subjectification, it is argued that the enactment of stakeholders in strategic planning processes can be gainfully understood as the production of stakeholder subjectivities by way of practices of on...

  10. Identification of Objects of Strategic Changes in the Processes of Managing Company Adaptability ????????????? ???????? ?????????????? ????????? ? ????????? ?????????? ????????????? ???????????

    Directory of Open Access Journals (Sweden)

    Oleynik Tatyana V.

    2013-06-01

    Full Text Available One of the most important goals of an effective company is ensuring its adaptability under conditions of the changing external and internal environment. Solution of this problem is possible under condition of formation of an efficient system of strategic management and identification of objects of strategic changes. The article analyses objects of strategic changes of a company. It justifies urgency of identification of objects of strategic changes, instrumentation of managing strategic changes and indicators for their assessment. It studies identification of objects of strategic changes in the processes of managing adaptability of a company.????????? ????? ???????????? ??????????? ?????????? ??????????? ??? ???????????? ? ???????? ???????????? ??????? ? ?????????? ?????. ??????? ?????? ??????? ???????? ??? ??????? ???????????? ??????????? ??????? ??????????????? ?????????? ? ????????????? ???????? ?????????????? ?????????. ? ?????? ???????????????? ??????? ?????????????? ????????? ???????????. ?????????? ???????????? ??????????? ???????? ?????????????? ?????????, ?????????????? ?????????? ??????????????? ??????????? ? ?????????? ??? ?? ??????. ??????????? ????????????? ???????? ?????????????? ????????? ? ????????? ?????????? ????????????? ???????????.

  11. Development of an ITS strategic plan for Gauteng

    OpenAIRE

    Andersen, S J; Visser, D; Erasmus, P.; Suttcliff, S.

    2003-01-01

    Paper presented at the 22nd Annual Southern African Transport Conference 14 - 16 July 2003 "National issues affecting the movement of people and goods - strategic approaches", CSIR International Convention Centre, Pretoria, South Africa. ABSTRACT: Transport is vital to the fabric of the Gauteng province. An efficient transport system is an essential requirement for the healthy working of an urban economy, and for the well being of its citizens. An urban environment whose transport networ...

  12. Strategic Marketing Plan for Huishang Bank in Anhui Province

    OpenAIRE

    Qian, Yani

    2010-01-01

    Huishang Bank Corporation Limited Company was founded on December 28, 2005, and it has operated since January 1, 2006. Before it was established, it merged with six cities' commercial banks and seven urban credit banks in Anhui Province. It then became the first regional bank which had developed from city commercial bank in China. In the last five years, Huishang bank has already got significant progress, and it entered top 500 global banks in 2010. This thesis focuses on the strategic m...

  13. Planejamento estratégico e gestão pública por resultados no processo de reforma administrativa do estado de Minas Gerais / Strategic planning and public management by results in the administrative reform process of the state of Minas Gerais, Brazil

    Scientific Electronic Library Online (English)

    Izabela Moreira, Corrêa.

    2007-06-01

    Full Text Available Reformar uma organização já é, administrativamente, uma tarefa árdua. Reformar uma organização como o Estado pode ser ainda mais complicado. Essa tarefa pode tornar-se menos complexa quando o governo é capaz de estabelecer estratégias claras de intervenção no modelo de administração pública e negoci [...] ação com o Legislativo. Neste artigo desenvolve-se o argumento de que o processo de reforma do Estado em Minas Gerais foi viabilizado pelo desenvolvimento do planejamento estratégico e facilitado pela política de gestão pública por resultados - acordo de resultados - que garantiu o alinhamento estratégico dos órgãos, entidades e servidores às metas do governo. Mostra-se, ainda, como mesmo em um contexto de reforma do Estado, em que há ampliação do papel regulador do Estado e redução de seu papel de provedor, é possível aumentar os graus de accountability e responsiveness, bem como fortalecer a sociedade civil. Abstract in english Organization reform is by itself a tough administrative task. State reform can be even harder. Nevertheless, it can be less difficult if the government is able to establish strategies to remodel the public administration apparatus and to negotiate with the Legislative. This article argues that the s [...] tate reform in Minas Gerais was enabled by the development of strategic planning and by the implementation of a public management by results policy - result agreement. This article also demonstrates that even when state reform takes place in a context in which the state has a bigger regulatory role and a smaller provider role it is possible to increase accountability and responsiveness and to strengthen civil society.

  14. Corporate Data Network (CDN). Data Requirements Task. Preliminary Strategic Data Plan. Volume 4

    International Nuclear Information System (INIS)

    The NRC has initiated a multi-year program to centralize its information processing in a Corporate Data Network (CDN). The new information processing environment will include shared databases, telecommunications, office automation tools, and state-of-the-art software. Touche Ross and Company was contracted with to perform a general data requirements analysis for shared databases and to develop a preliminary plan for implementation of the CDN concept. The Enterprise Model (Vol. 1) provided the NRC with agency-wide information requirements in the form of data entities and organizational demand patterns as the basis for clustering the entities into logical groups. The Data Dictionary (Vol.2) provided the NRC with definitions and example attributes and properties for each entity. The Data Model (Vol.3) defined logical databases and entity relationships within and between databases. The Preliminary Strategic Data Plan (Vol. 4) prioritized the development of databases and included a workplan and approach for implementation of the shared database component of the Corporate Data Network

  15. Seeking a Roadmap to Becoming World Class: Strategic Planning at Peking University. Research & Occasional Paper Series: CSHE.11.13

    Science.gov (United States)

    Guangkuan, Xie

    2013-01-01

    Strategic planning plays an important but sometimes controversial role in higher education. This paper examines how strategic planning works in Chinese universities, using Peking University as a case study. This essay discusses the rationale for why Peking University (PKU) decided to pursue status as a world-class university along with objectives…

  16. The use of scenario analysis in local public health departments: alternative futures for strategic planning.

    Science.gov (United States)

    Venable, J M; Ma, Q L; Ginter, P M; Duncan, W J

    1993-01-01

    Scenario analysis is a strategic planning technique used to describe and evaluate an organization's external environment. A methodology for conducting scenario analysis using the Jefferson County Department of Health and the national, State, and county issues confronting it is outlined. Key health care and organizational issues were identified using published sources, focus groups, questionnaires, and personal interviews. The most important of these issues were selected by asking health department managers to evaluate the issues according to their probability of occurrence and likely impact on the health department. The high-probability, high-impact issues formed the basis for developing scenario logics that constitute the story line holding the scenario together. The results were a set of plausible scenarios that aided in strategic planning, encouraged strategic thinking among managers, eliminated or reduced surprise about environmental changes, and improved managerial discussion and communication. PMID:8265754

  17. Strategic foresight: how planning for the unpredictable can improve environmental decision-making.

    Science.gov (United States)

    Cook, Carly N; Inayatullah, Sohail; Burgman, Mark A; Sutherland, William J; Wintle, Brendan A

    2014-09-01

    Advanced warning of potential new opportunities and threats related to biodiversity allows decision-makers to act strategically to maximize benefits or minimize costs. Strategic foresight explores possible futures, their consequences for decisions, and the actions that promote more desirable futures. Foresight tools, such as horizon scanning and scenario planning, are increasingly used by governments and business for long-term strategic planning and capacity building. These tools are now being applied in ecology, although generally not as part of a comprehensive foresight strategy. We highlight several ways foresight could play a more significant role in environmental decisions by: monitoring existing problems, highlighting emerging threats, identifying promising new opportunities, testing the resilience of policies, and defining a research agenda. PMID:25097098

  18. Strategic serendipity : How one organization planned for and took advantage of unexpected communicative opportunities

    DEFF Research Database (Denmark)

    Knudsen, Gry HØngsmark; Lemmergaard, Jeanette

    2014-01-01

    This paper contributes to critical voices on the issue of strategic communication. It does so by exploring how an organisation can seize the moment of serendipity based on careful preparation of its issues management and communication channels. The focus of the study is the media coverage of – and communicative responses to – Kopenhagen Fur's campaign The World's Best – but not perfect in both broadcast media (e.g. print and television) and social media, more specifically Facebook. Through understanding how an organisation can plan for and take advantage of the unpredictable through state-of-the-art knowledge and in-depth understanding of the affordances of different communication channels, we discuss the importance of establishing opportunities for serendipity in strategic communication planning. The contribution of the paper is to develop the concept of strategic serendipity and show how organisations as communicative actors can take advantage of the serendipity afforded by other actors' campaigns when advocating and campaigning.

  19. An application of TOPSIS method for ranking different strategic planning methodology

    Directory of Open Access Journals (Sweden)

    Mohsen Esfandiari

    2014-07-01

    Full Text Available Strategic planning is one of the most popular methods for setting up long-term objectives, which normally deals with various criteria. The Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS is a multi-criteria decision analysis method for ranking different alternatives based on various criteria. The method has been widely used among practitioners in different industries. This paper presents an empirical investigation to rank different business development strategies for information technology improvement. The study considers five different strategies including Critical Success Factors Analysis, Business Systems Planning, Porter's forces model, SWOT analysis, Value chain Analysis and MIN and rank them based on TOPSIS technique. The results of the implementation of TOPSIS has indicated that MIN method is ranked first as the most important factor followed by Business Systems Planning, Porter's forces model, Value chain Analysis, SWOT and CSF for development of strategic planning for information technology in municipality organization.

  20. Scenarios for the Strategic Planning of Technologies Scenarios for the Strategic Planning of Technologies Scenarios for the Strategic Planning of Technologies

    OpenAIRE

    Volker Grienitz; Sebastian Ley

    2007-01-01

    Manufacturing based corporations often find themselves confronted with complexities of increased pressures to innovate in order to ensure their comparative market positions. In order to react to various exogenous changes corporations need to develop strategies that match their manufacturing resources as well as products with the markets requirements. Technology scenarios represent a holistic approach for managing innovation processes and technologies efficiently. A multidimensional requiremen...

  1. Developing Scenarios: Linking Environmental Scanning and Strategic Planning.

    Science.gov (United States)

    Whiteley, Meredith A.; And Others

    1990-01-01

    The multiple scenario analysis technique for organizational planning used by multinational corporations is adaptable for colleges and universities. Arizona State University launched a futures-based planning project using the Delphi technique and cross-impact analysis to produce three alternative scenarios (stable, turbulent, and chaotic) to expand…

  2. Quality Function Deployment (QFD) House of Quality for Strategic Planning of Computer Security of SMEs

    OpenAIRE

    Ruiz-vanoye, Jorge A.; Ocotlán Díaz-Parra; Juan Arturo Nolazco-Flores; Ana Canepa Saenz; Herna?ndez Herna?ndez, Victor H.; Heriberto Mendoza Gongora

    2013-01-01

    This article proposes to implement the Quality Function Deployment (QFD) House of Quality for strategic planning of computer security for Small and Medium Enterprises (SME). The House of Quality (HoQ) applied to computer security of SME is a framework to convert the security needs of corporate computing in a set of specifications to improve computer security.

  3. Futuring, Strategic Planning and Shared Awareness: An Ohio University Libraries' Case Study

    Science.gov (United States)

    Staley, David J.; Seaman, Scott; Theodore-Shusta, Eileen

    2012-01-01

    A critical component of strategic planning is creating a shared-awareness among library staff of the potential societal, political, economic and technological changes that will influence how future users will create and consume scholarly materials, what will be expected of library services, and how facilities will be used. The ACRL Futuring…

  4. Quality Function Deployment (QFD House of Quality for Strategic Planning of Computer Security of SMEs

    Directory of Open Access Journals (Sweden)

    Jorge A. Ruiz-Vanoye

    2013-01-01

    Full Text Available This article proposes to implement the Quality Function Deployment (QFD House of Quality for strategic planning of computer security for Small and Medium Enterprises (SME. The House of Quality (HoQ applied to computer security of SME is a framework to convert the security needs of corporate computing in a set of specifications to improve computer security.

  5. Interlacing Mission, Strategic Planning, and Vision to Lean: Powerful DNA for Change

    Science.gov (United States)

    Arnold, Alison; Flumerfelt, Shannon

    2012-01-01

    The authors' purpose for this article is to describe a K-12 public school district's journey to internalize and actualize its mission, strategic planning and vision as one coherent engagement using Lean principles and tools. Lean jointly comprises an organizational philosophy and management toolkit prominent in private, government, and nonprofit…

  6. Buckle up--Curves Ahead: New Tools for 21st-Century Strategic Planning

    Science.gov (United States)

    Glendinning, Matt

    2014-01-01

    Thinking critically about the future is a mainstay of best practice in any organization, and an important aptitude for school leaders, yet many feel as if the world is changing too rapidly for traditional methods and timelines to be effective. As a result, many organizations are transitioning away from discrete moments of strategic planning and,…

  7. Integrating market share models with network optimizing models for strategic planning in an oil pipeline company

    International Nuclear Information System (INIS)

    Mathematical models of market share are constructed to describe the distribution of petroleum products from pipeline terminals, water terminals and refineries in the midcontinental United States. Network distribution models are developed to analyse the constraints and economics of alternative distribution systems. This paper describes how the two types of models were integrated for strategic planning in an oil pipeline company

  8. Environmental Risks to Public Health in the United Arab Emirates: A Quantitative Assessment and Strategic Plan

    OpenAIRE

    Gibson, Jacqueline Macdonald; Farah, Zeinab S.

    2012-01-01

    Background: Environmental risks to health in the United Arab Emirates (UAE) have shifted rapidly from infectious to noninfectious diseases as the nation has developed at an unprecedented rate. In response to public concerns over newly emerging environmental risks, the Environment Agency–Abu Dhabi commissioned a multidisciplinary environmental health strategic planning project.

  9. Using a Strategic Planning Tool as a Framework for Case Analysis

    Science.gov (United States)

    Lai, Christine A.; Rivera, Julio C., Jr.

    2006-01-01

    In this article, the authors describe how they use a strategic planning tool known as SWOT as a framework for case analysis, using it to analyze the strengths, weaknesses, opportunities, and threats of a public works project intended to enhance regional economic development in Tempe, Arizona. Students consider the project in light of a variety of…

  10. Investigating the Link between Web Data Mining and Strategic Human Resources Planning

    OpenAIRE

    Hanadi Al-Zegaier; Hasan Ali Al-Zu’bi; Samer Barakat

    2011-01-01

    This study aims to investigate the the link between web data mining and strategic human resources planning - an application of web-based data mining that integrates online data collection and data mining in developing strategies for human resource planning. The study aims to focus particularly on web mining which may benefit societal areas by extracting new knowledge, providing support for decision making and empowering the effective management of societal issues. The study population consist...

  11. IS/IT Capability and Strategic Information System Planning (SISP) Success

    OpenAIRE

    Naser Khani; Khalil Md Nor; Hossein Hakimpoor; Mojgan Bahrami; Shahram Salavati

    2011-01-01

    Successful planning of Information Systems (SISP) is perhaps going to be more problematic in today’sworld of rapid change and uncertainty. SISP is a cornerstone of the information system discipline and verylittle attention has been paid to its success based on the resource based view of the firm (RBV).This paperprovides a model for IT capability and strategic information system planning success, by consideringenvironmental and organizational factors that may influence this relationship in a...

  12. Review of the proposed Strategic National Plan for Civilian Nuclear Reactor Development: Volume 1

    International Nuclear Information System (INIS)

    On August 9, 1985, the Secretary of Energy requested that the Chairman of the Energy Research Advisory Board establish an ad-hoc Panel to review a draft ''Strategic National Plan for Civilian Nuclear Reactor Development.'' The resulting report, approved by the Board, contains suggestions for improving the draft plan and also contains major recommendations for alleviating the several institutional barriers that appear to preclude the construction of any new nuclear power plants in this country

  13. Penobscot Indian Nation's Strategic Energy Planning Efficiency on tribal Lands

    Energy Technology Data Exchange (ETDEWEB)

    Sockalexis, Mike; Fields, Brenda

    2006-11-30

    The energy grant provided the resources to evaluate the wind, hydro, biomass, geothermal and solar resource potential on all Penobscot Indian Naiton's Tribal lands. The two objectives address potential renewable energy resources available on tribal lands and energy efficiency measures to be taken after comprehensive energy audits of commercial facilities. Also, a Long Term Strategic Energy Plan was developed along with a plan to reduce high energy costs.

  14. Strategic energy planning: Modelling and simulating energy market behaviours using system thinking and systems dynamics principles

    International Nuclear Information System (INIS)

    In the face of limited energy reserves and the global warming phenomenon, Europe is undergoing a transition from rapidly depleting fossil fuels to renewable unconventional energy sources. During this transition period, energy shortfalls will occur and energy prices will be increasing in an oscillating manner. As a result of the turbulence and dynamicity that will accompany the transition period, energy analysts need new appropriate methods, techniques and tools in order to develop forecasts for the behaviour of energy markets, which would assist in the long term strategic energy planning and policy analysis. This paper reviews energy market behaviour as related to policy formation, and from a dynamic point of view through the use of ''systems thinking'' and ''system dynamics'' principles, provides a framework for modelling the energy production and consumption process in relation to their environment. Thereby, effective energy planning can be developed via computerised simulation using policy experimentation. In a demonstration model depicted in this paper, it is shown that disasters due to attractive policies can be avoided by using simple computer simulation. (Author)

  15. Connecting the dots: grounding quality improvement and cost cutting initiatives in strategic planning.

    Science.gov (United States)

    Seymour, D W; Guillett, W V

    1997-09-01

    Discuss cost management and performance improvement with any manager at an acute care hospital and you will hear several consistent themes: Quality improvement (QI) has not produced the anticipated results on a timely basis; Focused cost reduction efforts have at best provided short-term benefits; and The organization needs to be more nimble, more responsive to the marketplace. If your hospital is wrestling with these issues, take some comfort in knowing that you are not alone. In general, the same problems are being experienced by long-term care facilities, group practices, practice plans, and most other provider organizations. However, all is not doom and gloom. A common-sense, easy-to-understand solution to the cost control problem can be implemented if an organization is disciplined and can exercise patience and diligence in implementation. Business Process Redesign (BPR), a performance improvement strategy and tactic that has been successfully deployed throughout private industry, can solve the problem. If undertaken correctly, BPR links the best concepts and principles of quality improvement, operations analysis, and focused cost reduction with an organization's strategic planning efforts. BPR results in the establishment of cost management initiatives that are consistent with the organization's long term goals. This article takes a closer look at the merits of BPR in a changing healthcare environment. PMID:10173840

  16. 2011 U.S. Department of Energy Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    None

    2011-05-01

    The mission of the Department of Energy is to ensure America's security and prosperity by addressing its energy, environmental, and nuclear challenges through transformative science and technology solutions. Goal 1 is to catalyze the timely, material, and efficient transformation of the nation's energy system and secure U.S. leadership in clean energy technologies. Goal 2 is to maintain a vibrant U.S. effort in science and engineering as a cornerstone of our economic prosperity with clear leadership in strategic areas. Goal 3 is to enhance nuclear security through defense, nonproliferation, and environmental efforts. Goal 4 is to establish an operational and adaptable framework that combines the best wisdom of all Department stakeholders to maximize mission success.

  17. 75 FR 38850 - NNI Strategic Plan 2010; Request for Information

    Science.gov (United States)

    2010-07-06

    ...Technology (NSET) Subcommittee of the NSTC coordinates planning, budgeting, program implementation, and review of the NNI. The NSET...Sustainable Nanomanufacturing; and 3. Nanoelectronics for 2020 and Beyond (details are available at...

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

    Directory of Open Access Journals (Sweden)

    Cathy Wilkinson

    2013-03-01

    Full Text Available This study examines how ecosystem services (ES have been taken into account historically in strategic spatial plans in Melbourne and Stockholm through a comparative case study analysis of eight strategic spatial plans from 1929-2010. We investigated the types of ES taken into account, and how human-nature relations and the valuation and trade-off discussions regarding ES were framed. An ES coding protocol was developed that categorized and identified 39 ES drawing from the Millennium Ecosystem Assessment and other relevant literature. Only two of the 39 ES were addressed in every plan for both cities, namely freshwater and recreation. While the number of ES referred to in plans has generally increased over time, just under a third of ES in Melbourne and Stockholm were not addressed at all. References to individual ES showed little continuity over time. This variability reveals a time-scale mismatch that has been overlooked in the ES literature with potential urban policy implications. Despite considerable variation in ES addressed across the plans, there is a striking similar pattern in the total numbers of ES addressed over time in both cities. Plans for both cities showed a spike in the late 60s/early 70s, followed by a significant decline in the late 70s/early 80s with the highest number of ES addressed in the most recent plans. Furthermore, our analysis shows that strategic spatial plans generally demonstrate awareness that urban populations are dependent on ecosystems and this framing is an important part of the policy discourse. While specific monetary values were not placed on any ES in the plans, resolution of land-use conflicts requiring tradeoffs between ES and equity of distribution of ES is a central feature of most of the examined plans. We argue that longitudinal policy document analysis represents a useful complement to any attempt to improve understanding of the implications of and opportunities for operationalizing an ES approach in urban practice.

  19. Strategic Planning and Performance Management Develop and Measure a Winning Strategy

    CERN Document Server

    Kenny, Graham

    2005-01-01

    Strategic Planning and Performance Measurement: Develop & Measure a Winning Strategy, provides a clear and concise roadmap for designing, implementing and measuring strategy. The focus is on strategic factors, which are defined in a unique way as the criteria on which an organization or business unit has to do well in order to succeed. For organizations to be successful, they must take a stakeholder perspective of their performance - stakeholders such as customers, suppliers, employees and owners. The book cites many case studies including: 7-Eleven, Roche, K-mart, McDonald's, Levi Strauss,

  20. Institutional Design for Strategic Environmental Assessment on Urban Economic and Social Development Planning in China

    International Nuclear Information System (INIS)

    The National Economic and Social Development Plans (NESDPs) of cities in China, given their comprehensive, integrated and strategic nature, have significant and profound impacts on the development of cities and their embedded ecological environments. Strategic Environmental Assessments (SEAs) on city NESDPs have the potential to improve environmental policy integration at strategic level and to safeguard the sustainable development of cities. However, these plans are normally exempted from the current SEA requirement in China. We argue that it is more feasible to apply SEAs on city NESDPs before SEAs are expanded to higher level NESDPs in China. This article attempts to propose a China-specific institutional design for SEAs on city NESDPs based on experiments in selected cities and within the current legal framework. To obtain a holistic view about the long-term development of cities, more qualitative and descriptive analysis-based assessment methods should be adopted to broaden participation, to encourage the exchange of information and to reach consensus. - Highlights: ? National Economic and Social Development Plans for Cities (NESDPs) in China is a very popular and significant decision made by municipal government. ? We propose a institutional framework to conduct strategic environmental assessment to NESDPs. ? The key features of the institutional framework are the independent SEA approval committee and a professional consulting agency.sulting agency.

  1. Strategic planning for employee happiness: a business goal for human service organizations.

    Science.gov (United States)

    Howard, B; Gould, K E

    2000-09-01

    Employee happiness can impact substantially on an organization's performance. It can influence employee retention, absenteeism, and work performance. Because of this importance, such happiness is inseparable from the real business of the organization and should be considered a business goal. Implementation and development of the strategic plan associated with this goal becomes the responsibility of a highly placed project team that has as its mission ensuring employee satisfaction. The strategic plan includes procedures that allow management to listen effectively to employees, assessing and responding to their values and needs. In this paper we discuss the workforce and environmental characteristics that are involved planning for employee happiness and the steps in creating an organizational culture in which this can become a business goal. PMID:11008846

  2. The influence of consumer capital to the formation corporate strategic planning system of confectionery enterprises

    Directory of Open Access Journals (Sweden)

    E.E. Ibragimov

    2013-03-01

    Full Text Available The aim of the article. In this paper we have identified the factors of consumer capital, which are accounted in the process of strategic planning on the confectionery enterprises.The results of the analysis. For consumer capital growth it is necessary to consider the features of consumer needs in the strategic planning of the company. A behavior is characterized by the volume and frequency of purchases.Consumer capital is often understood as capital of relations. In this sense, it includes contracts and agreements, reputation, brand, trademarks, distribution channels and product portfolio, relationships with consumers. Sociological data needed in the allocation of a certain market for groups of consumers are public.For this information analyzing we should use data from different sources, and to consider the thoughts and intuition leadership concerning the market situation. The main task of this research is to identify groups of customers with varying degrees of receptivity of products and brands.To assess consumer capital of confectioner enterprises we have provided market research in 2012 in Donetsk. In conducting marketing research (processed 50 customers the degree of confidence probability was 95%, confidence interval 10,04%. This made it possible to identify the benefits and demands of confectionery consumers, as well as to determine the factors that motivate them to buy.50% of respondents often choose products of brand Roshen. Consumers of PA Konti products there are 40%. Wide range of products, favorable prices, quality products etc. allow Konti company to win a large market share of confectionery in the country. On the third place there is AVK company. Products of this corporation are bought by 32% of respondents. Note that the AVK company is the market leader in Ukraine in category of chocolate candy.More than a half of respondents (56% choose this type of confectionery like chocolate candy. 46%of respondents prefer cookies. Bars and tiles are bought by 24% of consumers. All of these products and those who scored less interest are presented in a wide range of each trading firms that were mentioned earlier.Conclusions and directions of further researches. The results of the research give us opportunity to form conclusions:wide range of products, favorable prices, quality products allow corporations to gain a large market share of confectionery in the country;to estimate consumer capital of confectionery enterprises we need to conduct market research that will help identify the benefits and demands of its consumers, as well as to determine the factors that motivate them to buy;in the process of developing the strategic planning of confectionery industry we need to segment the market of consumers that will enable to develop effective measures to increase profits;ideal buyers confectionery products (according to the research are women of 25, which income is up to 2000 USD with higher education who buy confectioneries weekly at the supermarket.

  3. Strategic planning in a highly specialized orthopaedic institution

    Directory of Open Access Journals (Sweden)

    Vukašinovi? Zoran

    2009-01-01

    Full Text Available Introduction. The Institute for Orthopaedic Surgery 'Banjica' in Belgrade provides tertiary healthcare services on national level. After decades of constant development, a recent decline coincided with the decade of great social and governmental disturbance, the transition period after the dissociation of former Yugoslavia. Objective. In order to overcome the crisis, we used modern management methods to define problems in the institution management, and to propose appropriate strategies. Methods. A survey that included 100 employees (17.67% was carried out, followed by descriptive statistical analysis, PEST and SWOT analyses. Results The impact of political fluctuations, ageing of population, financing model, obsolete medical technology was evaluated. Various personal and interpersonal factors were assessed: the quality of medical service (3.59±0.76, mark 1-5; relations among health service participants (3.39±0.78; occupational conditions (not good-91%; human, financial and other resources; professional cooperation, stimulation; rivalry and mobbing (declared in 56%; public informing, institution image (rank 3.70±0.88 and PR activities (new to 78%. 93% declared to give maximum effort at work. Conclusion. Using these results, we defined several strategic objectives. These include strengthening scientific activities, general orientation to specific and exclusive pathological conditions and treatment methods, improvement of management transparency, introduction of quality-based stimulation of workers, support of promotional and PR activities.

  4. A strategic planning model for natural gas transmission networks

    International Nuclear Information System (INIS)

    The design and development of natural gas transmission pipeline networks are multidisciplinary problems that require various engineering knowledge. In this problem, the type, location, and installation schedule of major physical components of a network including pipelines and compressor stations are decided upon over a planning horizon with least cost goal and subject to network constraints. Practically, this problem has been viewed as a conceptual design case and not as an optimization problem that tries to select the best design option among a set of possible solutions. Consequently, conceptual design approaches are usually suboptimal and work only for short-run development planning. We propose an integrated nonlinear optimization model for this problem. This model provides the best development plans for an existing network over a long-run planning horizon with least discounted operating and capital costs. A heuristic random search optimization method is also developed to solve the model. We show the application of the model through a simple case study and discuss how non-economic objectives may also be incorporated into model

  5. A Strategic Plan for Marketing Hot Dry Rock Technology

    Energy Technology Data Exchange (ETDEWEB)

    None

    1979-09-01

    This appears to be run of the mill market analysis and planning. Its premature nature (there is no HDR on line in the U.S. in 2005) bespeaks the optimism of the managers of the LASL HDR program in its early year. ( DJE 2005)

  6. Strategic Planning: Renewal and Redesign during Turbulent Times

    Science.gov (United States)

    Cherrey, Cynthia; Clark, Evette Castillo

    2010-01-01

    In August 2005, Hurricane Katrina, the worst natural disaster in the history of the United States, forced the fall semester closure of Tulane University in New Orleans, Louisiana. In the aftermath of this unprecedented storm, the Tulane leadership set forth a plan for renewal to secure the survival, recovery, and sustainability of the institution,…

  7. IAIMS at Columbia: a strategic plan and model project.

    OpenAIRE

    Hendrickson, G. L.; Anderson, R. K.; Levy, R. I.

    1986-01-01

    This report describes the Integrated Academic Information Management System (IAIMS) prototype project at the Columbia-Presbyterian Medical Center, the factors that led to the selection of this particular project, and the planning for its implementation. The lessons learned to date and implications for the library are summarized.

  8. From Strategic Plan to Sustainable Program: One College's Journey

    Science.gov (United States)

    Rush, Carol A.

    2010-01-01

    Westmoreland County Community College focused on enhancing success for first-time, full-time, degree-seeking students testing into two or more developmental courses. The project progressed from a planning objective, to a program on a sliding-scale budget, to becoming sustainable in five years. Results include improved retention and enhanced data…

  9. Institutional and strategic choice perspectives on board involvement in the strategic decision process.

    Science.gov (United States)

    Judge, W Q; Zeithaml, C P

    1992-10-01

    The level of a board of directors' involvement in strategic decisions can be viewed as an institutional response or as a strategic adaptation to external pressures for greater board involvement. We examined the antecedents and effects of board involvement from both the institutional and strategic choice perspectives. Data obtained from personal interviews with 114 board members and archival records indicated that board size and levels of diversification and insider representation were negatively related to board involvement, and organizational age was positively related to it. Furthermore, we found board involvement to be positively related to financial performance after controlling for industry and size effects. Overall, the results suggest that both theoretical perspectives are necessary for a comprehensive description of the strategic role of boards. PMID:10122320

  10. Strategic Management: General Concepts

    Directory of Open Access Journals (Sweden)

    Shahram Tofighi

    2010-05-01

    Full Text Available In the era after substitution of long term planning by strategic planning, it was wished that the managers could act more successful in implementing their plans. The outcomes were far from the expected, there were minor improvements. In the organizations, a plenty of namely strategic plans has been developed during strategic planning processes, but most of these plans have been kept in the shelves, a few of them played their roles as guiding documents for the entire organization. What are the factors inducing such outcomes? Different scientists have offered a variety of justifications, according to their expe-riences."nThe first examined issue was misunderstanding stra-tegic planning by the managers and staff; it means the strategic planning process may be executed erroneously, and what they had expected from this process was not accurate. Substantially, strategic planning looks at the future and coming situations, and is designed to answer the questions which emerge in the future. Unfortunately, this critical and fundamental characteristic of strategic planning is obscured."nStrategic planning conveys the concept of drawing the future and developing a set of different probable scenarios along with defining a set of solutions in order to combat undesirable coming conditions for positioning the system or business. It helps organizations save themselves safe and maintain them successful. In other words, in strategic planning efforts we are seeking solutions fit for problems which will appear in the future for the conditions that will emerge in the future. Unfortunately, most of strategic plans which have been developed in the organizations lack this important and critical characteristic; I mean in most of them the developers had offered solutions in order to solve today's problems in the future! "nThe second issue which was considered by the scientists, was the task of ensuring the continuity of effectiveness of the planning, there was a managerial initiative needed for steering the activities of strategic planning, implementing the strategies, and strategic evaluation under one umbrella. This initiative was named strategic management. "nThere are numerous publications on the subject of strategic planning, which produces the strategies of the organizations."nIn the field of execution of strategies, several methods and techniques have been suggested. The most recent popular approach is Kaplan and Norton's initiative "Balanced Scorecard" or BSC."nIn this methodology, the strategies are translated into daily actions for all people working in the organization. There are hierarchies of indicators and objectives which enable the managers and employees to monitor their own daily jobs in accordance with the organizational strategies. It has been proved itself as a very strong managerial tool for modern leaders and managers. "nIn the field of evaluation of the strategies, which is vital for success, there are methods and techniques developed by scientists."nThe concept of "strategic management" is introduced in order to facilitate the implementation process of strategic planning and its continuity and improvement.

  11. A study on the validity of strategic classification processes

    International Nuclear Information System (INIS)

    The commodity classification is to identify strategic commodity. The export license is to verify that exports have met the conditions required by the international export control system. NSSC (Nuclear Safety and Security Commission) operates the NEPS (Nuclear Export Promotion Service) for export control of nuclear items. NEPS contributed to reduce process time related to submission of documents, issuing certificates and licenses, etc. Nonetheless, it became necessary to enhance capacity to implement export control precisely and efficiently as development of Korean nuclear industry led to sharp increase of export. To provide more efficient ways, development of the advanced export control system, IXCS (Intelligent eXport Control System) was suggested. To build IXCS successfully, export control experts have analyzed Korean export control system. Two classification processes of items and technology were derived as a result of the research. However, it may reflect real cases insufficiently because it is derived by experts' discussion. This study evaluated how well the process explains real cases. Although the derived processes explained real cases well, some recommendations for improvement were found through this study. These evaluation results will help to make classification flow charts more compatible to the current export system. Most classification reports on equipment and material deliberated specification and functions while related systems were not considered. If a 'specification review' stage is added to the current process and delete unnecessary stages, this will improve accuracy of the flow chart. In the classification of nuclear technology, detailed process to identify specific information and data need to be specified to decrease subjectivity. Whether they are imitations or not is an unnecessary factor in both processes. The successful development of IXCS needs accurate export control processes as well as IT technology. If these classification processes are improved more, it will provide the fundamental foundation to IXCS

  12. Process Planning - new process plans for agile manufacturing

    Directory of Open Access Journals (Sweden)

    Abdelouahhab Jabri

    2013-02-01

    Full Text Available The agile manufacturing system should be simple, flexible, reconfigurable, reliable and responsive to market changes. The objective of this paper is to develop a new approach that aims to achieve this goal by adapting manufacturing resources to customer requirements in terms of lead time and reducing manufacturing costs. Based on Design for Production (DFP and Activity Based Costing (ABC methods, Process Planning for Agile Manufacturing (PPAM approach is used by process planners to compare different process plans and select which could respond to the objective of the company. DFP method is employed in this approach to estimate manufacturing cycle time and resource capacity, as for ABC tool, it is used to estimate manufacturing cost based on information generated by the former method. Optimal batch size is firstly determined in this new approach and used as input data to DFP method. A case study and a software application program are presented to illustrate this approach and support process planners successively.

  13. Strategic planning of forest recreation and nature tourisme

    OpenAIRE

    Bell, Simon; Cieszewska, Agata; Castro, Jose?

    2009-01-01

    In an increasingly urbanized world more and more people are turning to our forests and woodland for recreation and tourism. Planning and providing for this growing demand poses challenges that need to be addressed by managers and designers alike. Based on a study of forest recreation from across Europe, the editors bring together the expertise of more than eighty leading professionals and academics to provide a clear and concise guide to best practice. Case studies and careful research gi...

  14. Strategic Planning & Urban Projects: Responses to Globalization from 15 cities:

    OpenAIRE

    Carmona, M.; Burgess, R.

    2001-01-01

    This book draws upon the ongoing research activities of agiobal network of urban researchers - the IBIS network. The IBIS network is a European Community funded network of four European universities and South American universities. The network involves postgraduate student exchanges and the development of research programmes in urban planning, architecture and design. Although still strongly oriented towards Latin America the aim is to further globalise this network and universities from Afri...

  15. Process Planning - new process plans for agile manufacturing

    OpenAIRE

    Abdelouahhab Jabri

    2013-01-01

    The agile manufacturing system should be simple, flexible, reconfigurable, reliable and responsive to market changes. The objective of this paper is to develop a new approach that aims to achieve this goal by adapting manufacturing resources to customer requirements in terms of lead time and reducing manufacturing costs. Based on Design for Production (DFP) and Activity Based Costing (ABC) methods, Process Planning for Agile Manufacturing (PPAM) approach is used by process planners to compare...

  16. / Hybrid SWOT Approach for Strategic Planning and Formulation in China Worldwide Express Mail Service

    Scientific Electronic Library Online (English)

    X.P., Wang; J., Zhang; T., Yang.

    Full Text Available [...] Abstract in english The traditional SWOT tool, which lists the S.W.O.T., factors and groups them together to form some strategies, is convenient for analyzing but not effective enough for strategic formulation. This paper proposes a hybrid "three-stage" qualitative and quantitative SWOT model, trying to narrow the gap [...] between strategic analysis and strategic formulation by first confirming the SWOT factors, second narrowing the selection area and last making optimal strategies. First, the SWOT-AHP model is used to analyze and evaluate the external and internal environment factors. Then we narrow the analysis field down to two levels by using strategic quadrilateral model, where the quadrant of the gravity centre is used to represent the market position. Finally correlation rules, including matrix calculations, maximum and sub-maximum sub-array techniques, are introduced to formulate the effective strategies, which focus on the most influential factors. A case study of EMS is conducted with the objective of validating the effectiveness in strategic planning and management.

  17. Investigating the Link between Web Data Mining and Strategic Human Resources Planning

    Directory of Open Access Journals (Sweden)

    Hanadi Al-Zegaier

    2011-04-01

    Full Text Available This study aims to investigate the the link between web data mining and strategic human resources planning - an application of web-based data mining that integrates online data collection and data mining in developing strategies for human resource planning. The study aims to focus particularly on web mining which may benefit societal areas by extracting new knowledge, providing support for decision making and empowering the effective management of societal issues. The study population consists of top staff in management information systems and business administration departments at the housing bank. A simple random sampling technique was used to select the respondents surveyed for this study with a total of 33 questionnaires administered to respondents chosen from 180 branches. Statistical tools were used to test the hypothesis. The findings of this study indicates that there are significant relationship between web data mining usage and the importance of strategic human resources planning; the study also shows that web data mining has a significant impact and use on Strategic human resources planning.

  18. Modelo que integra processo de desenvolvimento de produto e planejamento inicial de spin-offs acadêmicos An integrated model for product development process and initial strategic planning of academic spin-offs

    Directory of Open Access Journals (Sweden)

    Leonardo Augusto de Vasconcelos Gomes

    2010-01-01

    Full Text Available O tema tratado neste artigo, processo de desenvolvimento dos primeiros produtos de um spin-off acadêmico, é pouco explorado pela literatura da área, que apresenta abordagens mais orientadas para grandes empresas já consolidadas. O processo de desenvolvimento de produtos no contexto de spin-offs apresenta algumas particularidades: natureza não linear e recursiva, porém sequencial; relação estreita com a estratégia do negócio em formação, sendo que o desenvolvimento de produtos afeta e é afetado por essa estratégia. A partir de revisão da literatura e de estudos de caso, é proposto um modelo específico para spin-offs que integra o processo de desenvolvimento de produto e o planejamento inicial. Como elo de integração entre os dois processos, é sugerido o emprego do método technology roadmapping, com o intuito de também permitir a visualização da evolução da estratégia do negócio. Espera-se que o modelo proposto sirva de referência e auxilie pesquisadores/empreendedores, incubadoras e investidores durante o nascimento desse tipo de empreendimentoThe paper discusses the development process of academic spin offs' initial products. This topic has been rarely approached in the literature, which focuses mainly on large and consolidated companies. Spin offs' product development process presents some specificities such as nonlinear and recursive nature, although sequential; straight relation with the business strategy still in formation, affecting it and being affected by it. Based on a review of the pertinent literature and on case studies, we propose a model integrating the spin off's product development process with the initial business planning process. The Technology Roadmap (TRM is used to link both processes also aiming at visualizing the business strategy evolution. The final goal is to support researchers / entrepreneurs, incubators, and investors during the initial take-off stage of this kind of enterprise

  19. Modelo que integra processo de desenvolvimento de produto e planejamento inicial de spin-offs acadêmicos / An integrated model for product development process and initial strategic planning of academic spin-offs

    Scientific Electronic Library Online (English)

    Leonardo Augusto de Vasconcelos, Gomes; Mario Sergio, Salerno.

    Full Text Available O tema tratado neste artigo, processo de desenvolvimento dos primeiros produtos de um spin-off acadêmico, é pouco explorado pela literatura da área, que apresenta abordagens mais orientadas para grandes empresas já consolidadas. O processo de desenvolvimento de produtos no contexto de spin-offs apre [...] senta algumas particularidades: natureza não linear e recursiva, porém sequencial; relação estreita com a estratégia do negócio em formação, sendo que o desenvolvimento de produtos afeta e é afetado por essa estratégia. A partir de revisão da literatura e de estudos de caso, é proposto um modelo específico para spin-offs que integra o processo de desenvolvimento de produto e o planejamento inicial. Como elo de integração entre os dois processos, é sugerido o emprego do método technology roadmapping, com o intuito de também permitir a visualização da evolução da estratégia do negócio. Espera-se que o modelo proposto sirva de referência e auxilie pesquisadores/empreendedores, incubadoras e investidores durante o nascimento desse tipo de empreendimento Abstract in english The paper discusses the development process of academic spin offs' initial products. This topic has been rarely approached in the literature, which focuses mainly on large and consolidated companies. Spin offs' product development process presents some specificities such as nonlinear and recursive n [...] ature, although sequential; straight relation with the business strategy still in formation, affecting it and being affected by it. Based on a review of the pertinent literature and on case studies, we propose a model integrating the spin off's product development process with the initial business planning process. The Technology Roadmap (TRM) is used to link both processes also aiming at visualizing the business strategy evolution. The final goal is to support researchers / entrepreneurs, incubators, and investors during the initial take-off stage of this kind of enterprise

  20. Activity-based costing as an information basis for an efficient strategic management process

    Directory of Open Access Journals (Sweden)

    Kali?anin ?or?e

    2013-01-01

    Full Text Available Activity-based costing (ABC provides an information basis for monitoring and controlling one of two possible sources of competitive advantage, low-cost production and lowcost distribution. On the basis of cost information about particular processes and activities, management may determine their contribution to the success of a company, and may decide to transfer certain processes and activities to another company. Accuracy of cost information is conditioned by finding an adequate relation between overhead costs and cost objects, identifying and tracing cost drivers and output measures of activities, and by monitoring cost behaviour of different levels of a product. Basic characteristics of the ABC approach, such as more accurate cost price accounting of objects, focusing on process and activity output (rather than only on resource consumption and on understanding and interpretation of cost structure (rather than on cost measurement, enable managers to estimate and control future costs more reliably. Thus the ABC methodology provides a foundation for cost tracing, analysis, and management, which entails making quality and accurate operative and strategic decisions as a basis for the longterm orientation of a company. ABC is also complementary to the widely accepted technique of strategic planning and strategy implementation known as Balanced Scorecard (BSC.

  1. Strategic Planning for the Development of the Danube Area

    Directory of Open Access Journals (Sweden)

    ANTONIO VALENTIN TACHE

    2014-12-01

    Full Text Available The article includes concepts, information, methodologies of spatial planning focused on the Danube carried out within the European projects "Donauregionen" and "Donauregionen+", financed by the European Union through the South East Europe Transnational Cooperation Programme. The article proposes solutions for solving problems related to the opportunities offered by the Danube as an important corridor to support the economic growth and competitiveness of functional regions in the Danube area. The current situation in the Danube River riparian land-use planning policies involves (a creating the spatial concept of the Danube area interregional level, b developing integrated strategies to develop sectoral strategies embodied in the Danube area, the Transdanube strategy and development strategies for the Danube region as a whole. In this general scheme, indicators have been proposed, designed on four main areas (natural conditions, housing and human resources, technical infrastructure and transport, and economy. Based on the analyses conducted in the project, five Danube sub-regions and 19 Transdanube regions were established. Using the forecasting methodology proposed in the “Donauregionen+” project, three types of scenarios were developed for each sub-region: pessimistic, realistic and optimistic. All these scenarios have resulted in GIS cartograms, based on groups of territorial indicators that highlight the socio-economic development capacity of the Danube sub-regions.

  2. OMEGA (Offshore Membrane for Enclosing Algae). NASA-NAVY: A Strategic Planning Discussion

    Science.gov (United States)

    Trent, Jonathan

    2010-01-01

    This briefing packet provides a short introduction to OMEGA and a truncated version of our project approach, with an example of the kind of work break down structure (WBS) used to guide our Phase I activities. It is meant to give you an impression of how we are approaching the challenge of creating the world's first marine photobioreactor (PBR) that will scale to address the strategic energy problems confronting the United States and the world. Some of our conceptual PBR designs and plans for logistics are included to communicate the path we have taken. We have also included an aerial photograph of the experimental tanks we are using at the Cal Fish and Game, followed by concluding remarks. The overarching purpose of the strategic planning discussion in Norfolk is to establish the relationship between the NASA OMEGA Team and the Navy, to unite the strengths of both agencies, and to map a mutual way forward along the project's established critical path.

  3. Planejamento aeroportuário no Brasil: discussão sobre contribuições da prospectiva estratégica / Airport planning in Brazil: discussions on contributions of strategic prospective

    Scientific Electronic Library Online (English)

    George Christian, Linhares.

    2012-12-01

    Full Text Available O artigo aborda o planejamento aeroportuário enquanto problema de política pública, inserindo-o na perspectiva das relações de poder entre agentes envolvidos ou interessados no processo de planejamento (stakeholders). O objetivo é apresentar referências oriundas do campo da prospectiva estratégica q [...] ue possam ser de interesse para o trato do problema do planejamento aeroportuário no Brasil. Importante elemento da infraestrutura de uma região, decisões sobre o desenvolvimento de um aeroporto são interesse legítimo de diversos atores e, assim, se demonstram adequadas as contribuições da prospectiva estratégica, que considera os interesses dos atores envolvidos na problemática analisada. Fundamentado em revisão bibliográfica e análise do planejamento aeroportuário no contexto brasileiro, o artigo reforça a natureza complexa do planejamento de aeroportos e traz como conclusões a necessidade de analisar os objetivos e interesses das partes interessadas e a defesa do uso de metodologias prospectivas para o ambiente de planejamento nacional indicando espaço para ensaios de aplicação do método MACTOR. Abstract in english This paper takes up the airpot planning as a public policy problem, placing it in the context of relations between the agents involved or interested in the planning process. The aim is to present references from the field of strategic prospective that can be useful for Brazilian airport planning pro [...] cess. Such an important element of the infrastructure in a region, decisions regarding airport development impact several stakeholders, thus contributions of strategic prospective shown to be appropriate. Based on bibliographic review and analysis of airport planning in Brazilian context, the paper reinforces the complex nature of airport planning and the conclusions support the need to analyse the relantionship between the stakeholders and support the applicability of prospective methods for the context of national airport planning, particularly the MACTOR.

  4. Strategic planning for aircraft noise route impact analysis: A three dimensional approach

    Science.gov (United States)

    Bragdon, C. R.; Rowan, M. J.; Ahuja, K. K.

    1993-01-01

    The strategic routing of aircraft through navigable and controlled airspace to minimize adverse noise impact over sensitive areas is critical in the proper management and planning of the U.S. based airport system. A major objective of this phase of research is to identify, inventory, characterize, and analyze the various environmental, land planning, and regulatory data bases, along with potential three dimensional software and hardware systems that can be potentially applied for an impact assessment of any existing or planned air route. There are eight data bases that have to be assembled and developed in order to develop three dimensional aircraft route impact methodology. These data bases which cover geographical information systems, sound metrics, land use, airspace operational control measures, federal regulations and advisories, census data, and environmental attributes have been examined and aggregated. A three dimensional format is necessary for planning, analyzing space and possible noise impact, and formulating potential resolutions. The need to develop this three dimensional approach is essential due to the finite capacity of airspace for managing and planning a route system, including airport facilities. It appears that these data bases can be integrated effectively into a strategic aircraft noise routing system which should be developed as soon as possible, as part of a proactive plan applied to our FAA controlled navigable airspace for the United States.

  5. Strategic Planning for Port Development: Improvement of Container Transit from the Iranian Southern Ports Terminals

    OpenAIRE

    Homayoun Yousefi

    2013-01-01

    The author attempts to highlight the significance of the Iranian southern ports development strategy planning which allows for the maximum container transit with minimum resources such as service capacities, human resources, and financial potential in order to expand the Iranian container transit. It should be noted that the strategic objectives, the business strategy and its implementation can be arranged only after the port vision and mission obviously delineated. For the purpose of improvi...

  6. Strategic Marketing Analysis and Planning for Gloria Palace San Agustin Thalasso and Hotel in Spain

    OpenAIRE

    Pham, Thu Ngan

    2012-01-01

    The tertiary industry on the Gran Canary Island is increasing sharply, comprising a rising number of visitors per year who have brought more wealth than banana plantations could ever have done. Gloria Palace San Agustín Thalasso & Hotel is one of the famous hotels on the Gran Canary Island and it has just experienced a new and significant renovation. Thus, the necessity of a Strategic Marketing Analysis and Planning, as one possible tool to promote the new, modern and comfortable image and t...

  7. Using a Strategic Planning Tool as a Framework for Case Analysis

    Science.gov (United States)

    2006-10-01

    In this article, the authors describe how they use a strategic planning tool known as SWOT as a framework for case analysis, using it to analyze the strengths, weaknesses, opportunities, and threats of public works projects intended to enhance regional economic development in Tempe, Arizona. Students consider the project in light of a variety of demographic, economic, environmental, and geographic information, and then make a decision as to whether or not the project should be built.

  8. Some thoughts about the IAU Strategic Plan in Latin America and the Caribbean

    Science.gov (United States)

    Torres-Peimbert, Silvia

    2015-03-01

    The distribution of overall education and culture among the population in Latin America and the Caribbean has a very wide range; this is also the case for astronomical engagement. The route to follow in the strategic plan needs to address this situation, for the different levels of development. In particular, guidelines should be established for the regional node(s) where achievable goals should be set up and evaluated periodically. I present a set of ideas on this subject.

  9. Strategic Planning and Decision Analysis: Presentation of the COSIMA Software System

    DEFF Research Database (Denmark)

    This paper presents a composite decision support system, COSIMA, programmed in MS Excel. COSIMA provides assistance to the decision maker as concerns complex decisions and strategic planning. The COSIMA software is designed as interconnected modules which make it possible to conduct Cost-Benefit Analysis and Multi-Criteria Analysis (MCA) either in combination or separated. The MCA module is based on the AHP and SMARTER techniques. COSIMA also handles risk analysis using Monte Carlo simulation.

  10. An application of TOPSIS method for ranking different strategic planning methodology

    OpenAIRE

    Mohsen Esfandiari; Mehdi Rizvandi

    2014-01-01

    Strategic planning is one of the most popular methods for setting up long-term objectives, which normally deals with various criteria. The Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) is a multi-criteria decision analysis method for ranking different alternatives based on various criteria. The method has been widely used among practitioners in different industries. This paper presents an empirical investigation to rank different business development strategies fo...

  11. Strategic planning at the municipal level: Russian challenges and Nordic practices

    OpenAIRE

    Vladimir Dyadik

    2014-01-01

    The aim of the article is to identify challenges for strategic planning at the municipal level in Russia in the light of local self-government practices in the Nordic countries. Data for the study were collected from literature sources, as well as through analysis of legal documents and statistics, participatory observations of Russian municipal practices, and participation in the Presidential Program for the training of young managerial staff for the national economy of Russia in Norway in 2...

  12. Strategic planning for waste management: A case study of Shiraz waste management

    OpenAIRE

    Ali Zangi Abadi; Dariush Ahmadi

    2012-01-01

    These days, there are several reports indicating on reduction on renewable resources. On the other hand, there is an increase on the population, which increases production of garbage in the world. With limitation on governmental budget, there is growing concern on having efficient strategic planning for waste management. The proposed study of this paper performs a SWOT analysis to find all strength, weakness, opportunities as well as possible threats associated with waste management organizat...

  13. Developing evidence-based strategic plans for malaria control and elimination in Indonesia

    OpenAIRE

    Elyazar, Iqbal Ridzi Fahdri; Hay, Simon Iain

    2013-01-01

    Controlling and eliminating malaria in Indonesia is a challenging endeavour. Evidence-based strategic plans should be critically formulated to overcome a complex mosaic of infection risk across the 5000-km-long archipelago of thousand islands and distinctive habitats. This project aimed to thoroughly explore the challenges and opportunities for controlling/eliminating malaria and present the application of malaria cartographic tools to allow malaria control agencies and their partners to comp...

  14. A hybrid TOPSIS-BSC method for strategic planning

    OpenAIRE

    Mohammad Reza Shojaee; Mehdi Fallah; Mohsen Fallah

    2012-01-01

    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 pa...

  15. Strategic plan for the restructured US fusion energy sciences program

    International Nuclear Information System (INIS)

    This plan reflects a transition to a restructured fusion program, with a change in focus from an energy technology development program to a fusion energy sciences program. Since the energy crisis of the early 1970's, the U.S. fusion program has presented itself as a goal- oriented fusion energy development program, with milestones that required rapidly increasing budgets. The Energy Policy Act of 1992 also called for a goal-oriented development program consistent with the Department's planning. Actual funding levels, however, have forced a premature narrowing of the program to the tokamak approach. By 1995, with no clear, immediate need driving the schedule for developing fusion energy and with enormous pressure to reduce discretionary spending, Congress cut fusion program funding for FY 1996 by one-third and called for a major restructuring of the program. Based on the recommendations of the Fusion Energy Advisory Committee (FEAC), the Department has decided to pursue a program that concentrates on world-class plasma, science, and on maintaining an involvement in fusion energy science through international collaboration. At the same time, the Japanese and Europeans, with energy situations different from ours, are continuing with their goal- oriented fusion programs. Collaboration with them provides a highly leveraged means of continued involvement in fusion energy science and technology, especially through participation in the engineering and design activities of the International Thermonuclear Experimental Reactor program, ITER. This restructured fusion energy sciences program, with its focus on fundamental fusion science and technology, may well provide insights that lead to more attractive fusion power plants, and will make use of the scientific infrastructure that will allow the United States to launch a fusion energy development program at some future date

  16. Strategic and Operational information support of decision making processes and systems

    OpenAIRE

    Abahmane, Omar; Binkkour, Mohamed

    2015-01-01

    This paper aims to present the different aspects and characteristics of strategic and operational information and propose a categorization pattern allowing to consider an information as strategic or operational. This categorization is to be used in the two decision making processes to assist its mining, and usage by the two related decision support systems. This is conducted trough the results of an investigative study of information used as basis for strategic decisions ins...

  17. Novel Heuristics for Cell Radius Determination in WCDMA Systems and Their Application to Strategic Planning Studies

    Directory of Open Access Journals (Sweden)

    Hackbarth KlausD

    2009-01-01

    Full Text Available We propose and compare three novel heuristics for the calculation of the optimal cell radius in mobile networks based on Wideband Code Division Multiple Access (WCDMA technology. The proposed heuristics solve the problem of the load assignment and cellular radius calculation. We have tested our approaches with experiments in multiservices scenarios showing that the proposed heuristics maximize the cell radius, providing the optimum load factor assignment. The main application of these algorithms is strategic planning studies, where an estimation of the number of Nodes B of the mobile operator, at a national level, is required for economic analysis. In this case due to the large number of different scenarios considered (cities, towns, and open areas other methods than simulation need to be considered. As far as we know, there is no other similar method in the literature and therefore these heuristics may represent a novelty in strategic network planning studies. The proposed heuristics are implemented in a strategic planning software tool and an example of their application for a case in Spain is presented. The proposed heuristics are used for telecommunications regulatory studies in several countries.

  18. Relevancia de la planificación estratégica en la gestión pública / Relevance of strategic planning to public management

    Scientific Electronic Library Online (English)

    Joao, Pedro Da-Fonseca; Arialys, Hernández-Nariño; Alberto, Medina-León; Dianelys, Nogueira-Rivera.

    2014-04-01

    Full Text Available El presente artículo propone analizar el papel que cumple la planificación estratégica en la gestión de organizaciones públicas, como vía para formalizar elementos claves a considerar en la concepción de un modelo para conducir el control de gestión en instituciones de este sector. Para cumplir con [...] dicho propósito, este trabajo estudia propuestas metodológicas, primero sobre gestión pública y, segundo, sobre Planificación Estratégica específicamente. Dicho análisis permitió identificar que la planificación estratégica constituye una herramienta básica para los modelos de gestión consultados y que para su desarrollo se pueden inferir pasos comunes e igualmente útiles en el entorno público, pero que precisan de tres condiciones: la articulación con el marco regulatorio y legal, el enfoque de los grupos de interés y los principios de la responsabilidad social Abstract in english The objective of this paper is to analyze the role played by strategic planning in the management of public organizations, as a way to formalize key aspects to be considered in the design of a management control model for the abovementioned institutions. In order to fulfill the established goal, it [...] is conducted an analysis of public management as well as strategic planning methodologies. Such study showed that strategic planning is a basic tool in the consulted management models and that there are some steps universally used in any context, included the public sector, for its development. Nevertheless there are three conditions to take into account: the alignment to legal and normative requirements, the stakeholders approach and the social responsibility principles.

  19. National Wildlife Refuge System Inventory and Monitoring Program organization and administration (business guidelines) : An addendum to the Strategic Plan

    US Fish and Wildlife Service, Department of the Interior — This addendum to the Strategic Plan summarizes the organizational framework of the national IM program; the roles and responsibilities of the national IM office,...

  20. Strategic Plan for the National Wildlife Refuge System Biological Monitoring Team Pilot Project Fiscal Years 2006-2010

    US Fish and Wildlife Service, Department of the Interior — Strategic Plan for the BMT Pilot Project The U.S. Fish and Wildlife Service National Wildlife Refuge System NWRS is the premier system of federal lands set aside...