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Sample records for strategic planning process

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

    Hasnanywati Hassan

    2010-01-01

    The study examines the quantity surveying (QS) firms’ strategic orientation and its relation to strategic planningprocess. The strategic orientations based on Miles and Snow typology were used to identify the strategicorientation for QS firms. The strategic planning process that includes the efforts of strategic planning, degree ofinvolvement in strategic planning and formality were also determined. The declined period in Malaysianconstruction industry from year 2001 to 2005 has been determin...

  2. Process-based Strategic Planning

    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

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

    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.

  4. Strategic planning and the budgeting process

    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

  5. OCRWM's evolving strategic planning process and the 1990 plan

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

  6. A prioritization methodology to strategic planning process

    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)

  7. A Strategic Planning Process Model for Distance Education

    Pisel, Kenneth P.

    2008-01-01

    As more institutions seek to implement or expand distance learning programs, it becomes critical to integrate distance learning programs into broader strategic visions and plans. Using the informed opinion from a panel of peer-nominated experts via iterative Delphi questionnaires, a 10-phased strategic planning process model for distance education…

  8. The Strategic Sport Marketing Planning Process

    Alexandru Lucian Mihai

    2013-05-01

    Full Text Available In many segments of the sport industry, sport marketers are pressured to increase their product sales to generate increased revenues for their organizations. This pressure poses a challenge. Because sport marketers are involved in persuading consumers to buy, they run the risk of exaggerating or misrepresenting their products in an effort to sell them. Today, and in the future, sport marketers should recognize this risk and monitor their marketing strategies to ensure that they communicate honest images and messages about their products that are consistent with the core values of their organizations. A marketing program is not delivered in isolation of the organization-wide planning process. In normal circumstances, the marketing planning process must reflect the overall plans for the organization.

  9. Using Strategic Planning to Transform a Budgeting Process

    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.

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

    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 ...

  11. Strategic Planning and Quality Assurance in the Bologna Process

    Kettunen, Juha; Kantola, Mauri

    2007-01-01

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

  12. Strategic Marketing Planning Audit

    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 ...

  13. The vital issues process: Strategic planning for a changing world

    Engi, D.; Glicken, J.

    1995-05-01

    The Vital Issues process (VIp) is a strategic planning tool initially developed by Sandia National Laboratories (SNL) for the Office of Foreign Intelligence (OFI)* of the US Department of Energy (DOE). It was further developed and refined through its application to a variety of strategic purposes for a range of public and semipublic organizations. The VIp provides a structured mechanism for assisting organizations in accomplishing specified objectives by identifying and prioritizing a portfolio of strategic issues, programmatic areas, or responses to a specified problem. It employs day-long panel meetings in a specified format to elicit a broad range of perspectives on a particular issue in a nonconfrontational manner and to facilitate the interaction and synthesis of diverse viewpoints on a specific topic. The VIp is unique in its incorporation of two primary approaches in each panel session: a qualitative or transactional segment, which entails the synthesis of the alternatives through negotiations or discussion, and a quantitative or net benefit maximization segment, an analytical approach, which involves prioritization of the alternatives using pairwise comparisons. This combination of facilitated group discussion and quantitative ranking provides input to strategic management decisions in the form of stakeholder-defined and -prioritized items as well as information on potential barriers to the implementation of policies and programs. This is the final volume in the series Identifying Vital Issues: New Intelligence Strategies for a New World, a three-volume set that gives an accounting of the VIp as implemented for OFI. This volume provides an in-depth description of the methodology used in the VIp.

  14. No Free Lunch: A Condensed Strategic Planning Process

    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…

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

    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…

  16. Strategic plan

    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

  17. AGU governance's decision-making process advances strategic plan

    McPhaden, Michael; Finn, Carol; McEntee, Chris

    2012-10-01

    A lot has happened in a little more than 2 years, and we want give AGU members an update on how things are working under AGU's strategic plan and governance model. AGU is an organization committed to its strategic plan (http://www.agu.org/about/strategic_plan.shtml), and if you have not read the plan lately, we encourage you to do so. AGU's vision is to be an organization that "galvanizes a community of Earth and space scientists that collaboratively advances and communicates science and its power to ensure a sustainable future." We are excited about the progress we have made under this plan and the future course we have set for the Union. Everything the Board of Directors, Council, and committees put on their agendas is intended to advance AGU's strategic goals and objectives. Together with headquarters staff, these bodies are working in an integrated, effective manner to carry out this plan. The best way to demonstrate the progress made and each group's role is to walk through a recent example: the creation of a new Union-level award (see Figure 1).

  18. Integrating Strategic Planning Concepts into the Negotiating Process.

    Winer, Toby R.; Winer, Russell S.

    1987-01-01

    The purchase of a new telecommunications system at Vanderbilt University is described. By understanding conditions in which buyers generally obtain leverage over sellers in industries, it was possible to improve negotiating power. Strategic-planning concepts developed by Michael Porter in his book "Competitive Strategy" were used as a guide. (MLW)

  19. Strategic planning and managerial control

    Mihaela Ghicajanu

    2004-01-01

    In this paper present relationship among strategic planning and managerial control process. For begin I want present few elements about strategic planning and managerial control in order to identify link inter these elements.

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

    Mieso, Rob Roba

    2010-01-01

    This study examines the implementation of the Commitments to Action (CTAs) that were developed for the Outreach Institutional Initiative (OII) as part of the 2006 strategic planning process at De Anza College. Although the strategic planning process identified four Institutional Initiatives (IIs) [Outreach, Individualized Attention to Student…

  1. Strategic Planning and Financial Management

    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…

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

    Ellis, Shannon E.

    2010-01-01

    Planning from a strategic perspective has been a mainstay of organizational management for decades. Founded in the private sector, strategic planning is now embraced by the nonprofit world as a catalyst for sound resource allocation, transformative decision making, and motivating staff. Student affairs professionals who think, plan, and act…

  3. Strategic planning in transition

    Olesen, Kristian; Richardson, Tim

    2012-01-01

    In this paper, we analyse how contested transitions in planning rationalities and spatial logics have shaped the processes and outputs of recent episodes of Danish ‘strategic spatial planning’. The practice of ‘strategic spatial planning’ in Denmark has undergone a concerted reorientation in the...... recent years as a consequence of an emerging neoliberal agenda promoting a growth-oriented planning approach emphasising a new spatial logic of growth centres in the major cities and urban regions. The analysis, of the three planning episodes, at different subnational scales, highlights how this new...... style of ‘strategic spatial planning’ with its associated spatial logics is continuously challenged by a persistent regulatory, top-down rationality of ‘strategic spatial planning’, rooted in spatial Keynesianism, which has long characterised the Danish approach. The findings reveal the emergence of a...

  4. Statewide Strategic Forest Resource Planning Programs: Evaluation Based on Context, Process, Outputs, and Performance.

    Gray, Gerald J.; Ellefson, Paul V.

    1991-01-01

    Evaluation of strategic planning programs is illustrated using the examples of statewide forest resource planning programs implemented by state governments in 1986. Client-based perspectives were studied via a survey of 216 officials affected by the forestry planning program. Considering planning's context, process, outputs, and performance helped…

  5. FORECASTING OF FUTURE SUPPLY IN STRATEGIC HUMAN RESOURCES PLANNING PROCESS: EXTERNAL ANALYSIS

    Aksoy, Ali; ÇOBANOĞLU, Yusuf

    2010-01-01

    Abstract: This study was put into practise in the biggest 200industry organizations of Turkey by us. The topic of this research isevaluation practice of external analysis as a major element of strategichuman resources planning process. According to the major conclusion ofour study, the firms in population of the research aren’t taking intoconsideration stage of external analysis which they realise strategic humanresources planning.Keywords: Strategic, Human, Planning, Analysis.

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

    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…

  7. EMSL Strategic Plan 2008

    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.

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

    Hildebrand, L.

    2014-01-01

    It is an interesting time in the building industry; for more than one decade sustainability is a planning parameter that essentially impacts construction related processes. Reduction of operational energy was initiated after the oil crisis and changed the type of construction by including heat trans

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

    Linda Hildebrand

    2014-01-01

    It is an interesting time in the building industry; for more than one decade sustainability is a planning parameter that essentially impacts construction related processes. Reduction of operational energy was initiated after the oil crisis and changed the type of construction by including heat transmission as one function of the building skin. The IPCC report added another motivation to produce less emissions: today we know that the amount of greenhouse gases increased during the last 150 yea...

  10. Framework for comprehensive management of the strategic information systems planning process in a changing environment

    Rožanec, Alenka

    2013-01-01

    Strategic information systems planning (below SISP) is one of the most important IT processes and must be best adapted to the context in which it is implemented. This means that it must be consistent with the properties of the internal environment, especially with other management practices, as well as with the external business and IT environment. The SISP process is adapted to the context by the SISP meta-planning process, which consists of three phases: context analysis, process design and...

  11. Strategic Planning, Implementation, and Evaluation Processes in Hospital Systems: A Survey From Iran

    2014-01-01

    Aim & Background: Strategic planning has been presented as an important management practice. However, evidence of its deployment in healthcare systems in low-income and middle-income countries (LMICs) is limited. This study investigated the strategic management process in Iranian hospitals. Methods: The present study was accomplished in 24 teaching hospitals in Tehran, Iran from September 2012 to March 2013. The data collection instrument was a questionnaire including 130 items. This question...

  12. Strategic planning and republicanism

    Mazza Luigi

    2010-01-01

    The paper develops two main linked themes: (i) strategic planning reveals in practice limits that are hard to overcome; (ii) a complete planning system is efficacy only in the framework of a republican political, social and government culture. It is argued that the growing disappointment associated to strategic planning practices, may be due to excessive expectations, and the difficulties encountered by strategic planning are traced to three main issues: (a) the relationship between politics ...

  13. Strategic Planning for Multitype Library Cooperatives: A Planning Process. ASCLA Changing Horizons Series # 2.

    Bolt, Nancy M.; Stephan, Sandra S.

    Planning for the Multitype Library Cooperative (MLC) is critical if it is to best assist the library community. Multitype Library Cooperatives are unique organizations in the library community that serve as the "libraries" library, providing various special services. This book is a companion volume and handbook to "Strategic Planning for Library…

  14. Sandia Strategic Plan 1997

    NONE

    1997-12-01

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

  15. [Planning by service organisation priorities. The process of preparing strategic service-organisation plans].

    Sampietro-Colom, Laura; Costa, Dolors; Busqué, Anna; Lacasa, Carme

    2008-12-01

    Strategic planning designs the general setting and the strategic principles of a healthcare system, as well as the general guidelines that govern the development of a health system. Strategic service-organisation plans deal with translating healthcare policies into service policies and respond, principally, to the need for services; these give rise to problems that require a solution. They are developed in line with advances in scientific knowledge, the implementation and current characteristics of the healthcare services and the evolution in the competences of professional teams. There are five stages for their development: identification of health/service requirements; prioritisation of needs in health/services; definition of and agreement on service organisation models (care model and service portfolio); the preparation of and agreement on territorial action plans; introduction and evaluation. A conceptual framework is presented along with practical applications carried out in Catalonia. PMID:19195478

  16. STRATEGIC BUSINESS UNIT – THE CENTRAL ELEMENT OF THE BUSINESS PORTFOLIO STRATEGIC PLANNING PROCESS

    FLORIN TUDOR IONESCU

    2011-01-01

    Over time, due to changes in the marketing environment, generated by the tightening competition, technological, social and political pressures the companies have adopted a new approach, by which the potential businesses began to be treated as strategic business units. A strategic business unit can be considered a part of a company, a product line within a division, and sometimes a single product or brand. From a strategic perspective, the diversified companies represent a collection of busine...

  17. On strategic spatial planning

    Tošić Branka

    2014-01-01

    Full Text Available The goal of this paper is to explain the origin and development of strategic spatial planning, to show complex features and highlight the differences and/or advantages over traditional, physical spatial planning. Strategic spatial planning is seen as one of approaches in legally defined planning documents, and throughout the display of properties of sectoral national strategies, as well as issues of strategic planning at the local level in Serbia. The strategic approach is clearly recognized at the national and sub-national level of spatial planning in European countries and in our country. It has been confirmed by the goals outlined in documents of the European Union and Serbia that promote the grounds of territorial cohesion and strategic integrated planning, emphasizing cooperation and the principles of sustainable spatial development. [Projekat Ministarstva nauke Republike Srbije, br. 176017

  18. Tourism and Strategic Planning

    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...... is intended as a pilot project which can inform future studies seeking to address the tourism phenomenon from a spatial perspective....

  19. The neoliberalisation of strategic spatial planning

    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 paper analyses the complex relationship, partly of unease and partly of coevolution, between neoliberalism and strategic spatial planning. Furthermore, the paper 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....

  20. Staff Perceptions of a Participatory Strategic Planning Process at One Community College.

    McDermott, Eve L.

    This study examines the perceptions of faculty, staff, and administrative participants involved in Northwest Community College's (Oregon) strategic planning process. Section 1 profiles the present-day community college, emphasizing changes in students and curriculum, increased competition, technological imperatives, and faculty development.…

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

    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…

  2. Barriers to Effective Strategic Planning

    Bilal Latif

    2012-12-01

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

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

    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

  4. Strategic navigation’ in collaborative innovation planning processes

    Hansen, Jesper Rohr

    2013-01-01

    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....

  5. A Strategic Plan Is Just the Beginning

    Wilson, E. B.

    2009-01-01

    The process of strategic planning wears out institutions. Strategic planning, pursued with high purpose and energy, is enervating and exhausting. In this article, the author describes the value-added work of trustees in high-performing boards and discusses the role boards of trustees play as the process of continuous strategic planning unfolds.…

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

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

  7. Strategic management or strategic planning for defense?

    Tritten, James John; Roberts, Nancy Charlotte

    1989-01-01

    Approved for public release; distribution is unlimited. This report describes problems associated with strategic planning and strategic management within DoD. Authors offer a series of suggested reforms to enhance mono-level planning and management within DoD, primarily by closer ties with industry planning groups, education, organizational structure, management information systems, and better integration. Additional sponsors are: OSD competitive Strategies Office, OSD Strategic Planning B...

  8. Strategic Planning and Public Opinion Survey

    Hudec, Oto; Urbancikova, Natasa

    2004-01-01

    Strategic Planning is a creative, practical planning process for community change. Community Strategic Planning produces a visionary statement of what the community wants to be 10 to 20 years in the future. There is no one ideal strategic planning process that has worked for all communities and community groups. Different communities have successfully used a variety of processes. The article describes methods important for evolvement of the situation analysis, particularly the method of repre...

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

    Baker, Gregory A.; Joel K. Leidecker

    2001-01-01

    Previous research on the effects of strategic planning on firm performance has yielded inconsistent and inconclusive findings. In this study, we use a recently validated measurement model of strategic planning to examine the planning-performance relationship in the California processing tomato industry. Results indicate a strong correlation between the degree of emphasis firms place on strategic planning and financial performance. Moreover, several specific strategic planning tools, specifica...

  10. The evolution of scientific views on strategic financial planning abroad

    Vorobyev Alexey Vyacheslavovich

    2012-01-01

    This article deals with the genesis of scientific views on strategic financial planning abroad. The allocation process of strategic planning of functional strategies, particularly financial. Given the systematization of conceptual approaches to strategic financial planning within evolution.

  11. ACNW - 1998 strategic plan

    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

  12. Information System of Scenario Strategic Planning

    Denis, R.; Maxim, P.; Sergei, M.

    2009-01-01

    This paper gives an overview of the concept of a new system to support decision-making process in the area of strategic management company DEM. To ensure that in the modern world the company remains leader in its industry it needs to continually adjust its development strategy to changes. Nevertheless, there is no unified methodological framework for strategic planning. Also there are no strategic planning systems to help managers make strategic decisions (a problem of choice of the one of th...

  13. Barriers to Effective Strategic Planning

    Bilal Latif

    2012-01-01

    Despite the best intentions and a lot of hard work, strategic planning most predictably fails. It’s not that strategic planning is a bad idea but there are some barriers which involve in its failure. This paper explores how and where strategic planning goes awry and what executives can do about it. The study finds some of the most common barriers in effective strategic planning like, strict time limits, identical procedures, lack of accountability, power and influence which organizations freq...

  14. Strategic planning and republicanism

    Mazza Luigi

    2010-01-01

    Full Text Available The paper develops two main linked themes: (i strategic planning reveals in practice limits that are hard to overcome; (ii a complete planning system is efficacy only in the framework of a republican political, social and government culture. It is argued that the growing disappointment associated to strategic planning practices, may be due to excessive expectations, and the difficulties encountered by strategic planning are traced to three main issues: (a the relationship between politics and planning; (b the relationship between government and governance; and (c the relationship between space and socioeconomic development. Some authors recently supported an idea of development as consisting in the qualitative evolution of forms of social rationality and argued that a reflection about the relationships between physical transformations and visions of development could be a way of testing innovations. But such strong demands might be satisfied only if we manage to make a 'new social and territorial pact for development', recreating a social fabric imbued with shared values. The re-creation of a social fabric imbued with shared values requires a rich conception of the political community and the possibility that the moral purposes of the community may be incorporated by the state. All this is missing today. Outside a republican scheme planning activities are principally instruments for legitimising vested interests and facilitating their investments, and the resolution of the conflicts that arise between the planning decisions of the various levels of government becomes at least impracticable. A complete planning system can be practised if can be referred to the authority and syntheses expressed in and by statehood, which suggests that in a democratic system planning is republican by necessity rather than by choice.

  15. Entrepreneurial Spirit in Strategic Planning.

    Riggs, Donald E.

    1987-01-01

    Presents a model which merges the concepts of entrepreneurship with those of strategic planning to create a library management system. Each step of the process, including needs assessment and policy formation, strategy choice and implementation, and evaluation, is described in detail. (CLB)

  16. STRATEGIC PLANNING UNDER UNCERTAINTY: BUILDING THE METAMODEL

    Dobrović, Željko

    2001-01-01

    The rate of changes in an organization 's environment has increased significantly since the beginning of the information age. The traditional strategic planning process is not sufficient any more for a leading of the organization over time. SWOT analysis and residual uncertainty determining methods have appeared and they are helpful tool when overcoming the insufficiencies of traditional strategic planning. The beginning of the strategic planning cycle is one milestone where these methods sho...

  17. Guam Strategic Energy Plan

    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.

  18. Applying Mixed Methods Techniques in Strategic Planning

    Voorhees, Richard A.

    2008-01-01

    In its most basic form, strategic planning is a process of anticipating change, identifying new opportunities, and executing strategy. The use of mixed methods, blending quantitative and qualitative analytical techniques and data, in the process of assembling a strategic plan can help to ensure a successful outcome. In this article, the author…

  19. Researching IT Strategic Planning and Processes in Educational Institution: Case HAAGA - HELIA University of Applied Sci-ences

    Bawah, Peter

    2013-01-01

    IT strategic planning and processes is one of the most vital aspects of every organization because it serves as a guide to information technology managers as to which areas to focus, what kind of decision to make, who should make those decisions and as well as how to monitor those decisions. Since planning and decision making is very critical for every organization, there is the need for a thorough research and analysis before planning and decision making. HAAGA-HELIA University of Applie...

  20. Collaborative Strategic Planning in Higher Education

    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.…

  1. Strategic marketing planning in library

    Karmen Štular-Sotošek

    2000-01-01

    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...

  2. Strategic marketing planning in the sport

    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...

  3. Enterprise-process: computer-based application for obtaining a process-organisation matrix during strategic information system planning

    José Alirio Rondón

    2010-04-01

    Full Text Available A lot of material has been published about strategic information system planning (SISP methodologies. These methods are designed to help information system planners to integrate their strategies with organisational stra-tegies. Classic business system planning for strategical alignment (BSP/SA theory stands out because it provides information systems with a reactive role regarding an organisation’s objectives and strategy. BSP/SA has been described in terms of phases and the specific tasks within them. This work was aimed at presenting a computer-based application automating one of the most important tasks in BSP/SA methodology (process-organisation matrix. This matrix allows storing information about the levels of present responsibilities in positions and processes. Automating this task has facilitated students’ analysing the process-organisation matrix during SISP workshops forming part of the Systems Management course (Systems Engineering, Universidad Nacional de Colombia. Improved results have thus arisen from such workshops. The present work aims to motivate software development for supporting SISP tasks.

  4. Strategic Planning Is an Oxymoron

    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…

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

    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

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

    Pillay, K.K.S.

    1994-02-01

    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.

  7. 75 FR 80850 - Development of Strategic Plan 2011-2015

    2010-12-23

    ... regarding whether and how LSC may incorporate performance measures into its strategic planning efforts. In... welcomes comments on GPRA as a model for LSC as well as suggestions for other strategic planning models and... its planning process. LSC anticipates publishing a draft Strategic Plan for additional public...

  8. Strategic planning for Galaxy Pod Hostel

    Anton Ívar Róbertsson 1985; Mikael Ingason 1995

    2016-01-01

    Galaxy Pod Hostel was established in May of 2015 and began offering accommodation in December of the same year. Before the strategic planning for the hostel began, the hostel had hopes of achieving its break-even point of its operation at the end of the 2016 summer, but as the strategic planning process progressed that goal became less of a reality. The purpose of the strategic planning then became to find out why the hostel is not operating at its fullest potential and what changes need to o...

  9. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    Nicoleta, BELU; Alina, VOICULEȚ

    2014-01-01

    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 ...

  10. Strategic planning for the board.

    Davies, A

    1991-04-01

    Although the planning operation is regarded by some observers as unrealistic in conditions of rapid change and increasing competition, the discipline of strategic thinking and the need for strategic leadership continue to be of vital importance. The author examines the purpose of the Board of Directors and its role in the management of strategy. PMID:10111271

  11. STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

    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.

  12. Integrating Economics with a Strategic Sustainable Planning Method; To enhance decision making processes.

    Abel, Kathleen A.

    2005-01-01

    Abstract: The complexity of environmental, social, economical, and technological objectives creates a challenge for decision makers when prioritizing the right measures that will move a project or organization toward sustainability at least cost. Currently there are methods or tools available to assist in this decision making and through a strategic approach potentially enhance the process. The focus of this thesis is to evaluate how the quantitative nature of economic detail as a tool which ...

  13. ANSTO strategic plan 1988-1993

    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

  14. Final Draft Strategic Marketing Plan.

    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.

  15. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    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.

  16. Strategic Audit and Marketing Plan

    Wright, Lianna S.

    2013-01-01

    The purpose of this audit was to revise the marketing plan for ADSum Professional Development School and give the owner a long-term vision of the school to operate competitively in the crowded field of for-profit schools. It is fairly simple to create a strategic plan but harder to implement and execute. Execution requires weeks and months of…

  17. A NEW METHODOLOGY ON STRATEGIC PLANNING

    Hakan Bütüner

    2014-07-01

    Full Text Available A systematic method of strategic planning is anticipated to be easily understood and straightforward; based on fundamentals; and to be universally applicable for any type of business.  Accordingly, this methodology is generated for the purpose of assembling the disconnected and disorderly ideas, processes, and techniques (written on strategy and business development under the same roof, in order to develop a systematic methodology that is easily understandable and applicable. As many sources exhort managers to“think strategically” or prescribe “strategic leadership” to helicopter out of tactical day-to-day management, only a few address how to make this happen.  Where strategic analysis tools are explained, this is most frequently done conceptually rather than practically on how to utilize the tools for strategic planning.  Moreover, as fondly as it may sound, there is an exact approach or systematic thinking on this issue; our intention is to bring in a new perspective to the reader and, more significantly, to provide a different benefit by the application of this systematic methodology.Systematic strategic planning (SSP consists of a framework of phases through which each project passes, a pattern of procedures for straight-forward planning, and the fundamentals involved in any strategic planning project.

  18. Strategic marketing planning in library

    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?

  19. Place Branding and Strategic Spatial Planning Instrument

    da Silva Oliveira, Eduardo

    2013-01-01

    Purpose – The purpose of this paper is to bring two literatures into dialogue. The first, is the place branding literature that aims to assert the diversity and complexity of places in pursuit of various economic, political or socio-psychological objectives. The second, is the strategic spatial planning literature, that focus on place qualities and assets (e.g. social, cultural). Therefore, it re-examines the process of a place branding strategy, by highlighting the importance of strategic th...

  20. Strategic planning for waste management

    Information about current and projected waste generation as well as available treatment, storage, and disposal (TSD) capabilities and needs is crucial for effective, efficient, and safe waste management. This is especially true for large corporations that are responsible for multisite operations involving diverse and complex industrial processes. Such information is necessary not only for day-to-day operations but also for strategic planning to ensure safe future performance. This paper reports on some methods developed and successfully applied to obtain requisite information and to assist waste management planning at the corporate level in a nationwide system of laboratories and industries. Waste generation and TSD capabilities at selected U.S. Department of Energy (DOE) sites were studied. Collecting, analyzing, and maintaining the quality assurance (QA) of quantitative data concerning waste generation and TSD can be complex and arduous. This is particularly so if the industry of industries are multifaceted and produce a large variety of wastes. For example, the national industrial complex operated under the auspices of the DOE involves approximately 30 sites as well as widely varied industrial operations, including metal fabrication and processing, machining, chemical processes involving hazardous and radioactive components, solvent recycle and recovery, and explosives testing

  1. System of strategic planning of enterprises activity

    Тригоб’юк, Сергій Сергійович

    2012-01-01

    The review of researches of strategic management is resulted in the article, especially features of strategic administrative decisions, strategic diagnostics, in the system of the strategic planning of activity of enterprises, and the problems of leadership, development of strategic thinking and social aspects of business conduct in a modern variable environment also.

  2. THE INFLUENCE OF LEADERSHIP IN THE CONDUCT OF THE IMPLEMENTATION PROCESS OF STRATEGIC PLANNING: A CASE STUDY AT THE UNIVERSITY HOSPITAL OF THE UNIVERSITY OF ST CATHERINE

    Giselly Rizzatti; Mauricio Fernandes Pereira; Heloisa Cristina Martins Amaral

    2012-01-01

    Teaching hospitals are undergoing profound and fast changes, especially resulting from the implementation of new policies for health. To achieve their goals and remain competitive, these organizations have been forced to adopt more effective management tools, among which are the elaboration of a strategic plan. The goal of this study is to analyze the influence of leadership in driving the implementation process of strategic planning in a teaching hospital. The study was conducted in the univ...

  3. Strategic marketing planning

    Plechatý, Josef

    2014-01-01

    The object of this dissertation is to verify the business plan viability as well as its chances for competitive market and branch attractiveness. The business plan consist a creation of web page through which a service called “car pool” is realized. The goal is to catch up as many registered users as possible and to create great basis of potential clients for the advert submitter using the most exact aim. Customers ordering the advertisement are representing revenue of subject....

  4. 23 CFR 1335.6 - Strategic plan.

    2010-04-01

    ... 23 Highways 1 2010-04-01 2010-04-01 false Strategic plan. 1335.6 Section 1335.6 Highways NATIONAL HIGHWAY TRAFFIC SAFETY ADMINISTRATION, DEPARTMENT OF TRANSPORTATION STATE HIGHWAY SAFETY DATA IMPROVEMENTS § 1335.6 Strategic plan. A strategic plan shall— (a) Be a multi-year plan that identifies and...

  5. Strategic School Planning in Jordan

    Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi

    2012-01-01

    The study aimed to measuring the applying degree of the strategic school planning stages at the Governmental high schools from the educational supervisors and principals perspective in the directorates related to Amman city, the study society was formed of the educational supervisors and principals working at Educational directorates related to…

  6. Differentiating Bona Fide Strategic Planning from Other Planning.

    Meredith, Mark; And Others

    The extent to which a college has been engaged in strategic planning was studied with a sample of 96 institutions which had been identified as using strategic planning in a 1985 study. Survey questions consisted of a mixture of: (1) activities proper and essential to strategic planning; and (2) approaches and views of strategic planning that have…

  7. Strategic Planning in U.S. Municipalities

    James VAN RAVENSWAY

    2015-12-01

    Full Text Available Strategic planning started in the U.S. as a corporate planning endeavor. By the 1960’s, it had become a major corporate management tool in the Fortune 500. At fi rst, it was seen as a way of interweaving policies, values and purposes with management, resources and market information in a way that held the organization together. By the 1950’s, the concept was simplifi ed somewhat to focus on SWOT as a way of keeping the corporation afl oat in a more turbulent world. The public sector has been under pressure for a long time to become more effi cient, effective and responsive. Many have felt that the adoption of business practices would help to accomplish that. One tool borrowed from business has been strategic planning. At the local government level, strategic planning became popular starting in the 1980’s, and the community’s planning offi ce was called on to lead the endeavor. The planning offi ce was often the advocate of the process. Urban planning offi ces had been doing long-range plans for decades, but with accelerating urban change a more rapid action-oriented response was desired. The paper describes this history and process in the East Lansing, Michigan, U.S., where comprehensive community plans are the result of a multi-year visioning process and call for action- oriented, strategies for targeted parts of the community.

  8. Integrated Strategic Planning in a Learning-Centered Community College

    Kelley, Susan; Kaufman, Roger

    2007-01-01

    In learning-centered community colleges, planning, like all processes, must measurably improve learning and learner performance. This article shares Valencia Community College's approach to revising its strategic planning process based on the Organizational Elements Model to: 1) focus strategic planning on learning results that add value for…

  9. Environmental Education Strategic Plan

    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.

  10. Transforming Student Affairs Strategic Planning into Tangible Results

    Taylor, Simone Himbeault; Matney, Malinda M.

    2007-01-01

    The Division of Student Affairs at the University of Michigan has engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, bringing together the guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a…

  11. Entrepreneurship through Strategic Planning, Management, and Evaluation.

    Groff, Warren H.

    A process to assess a college's external environment and audit its internal environment in order to pursue options available to postsecondary education is described. Essentially the concept is one of matching opportunities in the external environment with institutional strengths as determined by an internal audit. Strategic planning must consider…

  12. Collaborative Strategic Planning: Myth or Reality?

    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…

  13. 78 FR 71704 - Request for Comments on Draft SBA Strategic Plan for FY 2014-2018

    2013-11-29

    ... plan is available on SBA's Web site at http://www.sba.gov/about-sba/sba_performance/strategic_planning... Strategic Plan is provided for public input as part of the strategic planning process under the Government...://www.sba.gov/about-sba/sba_performance/strategic_planning . Jonathan I. Carver, Associate...

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

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

    2009-03-02

    Current methods of evaluating the economic impacts of new electricity transmission projects fail to capture the many strategic benefits of these projects, such as those resulting from their long life, dynamic changes to the system, access to diverse fuels, and advancement of public policy goals to integrate renewable-energy resources and reduce greenhouse gas emissions.

  15. STRATEGIC PLANNING IN THE LIBRARY ENVIRONMENT

    PRADEEP SHRIRAM BANSODE

    2013-03-01

    Full Text Available The use of focus groups to determine patron satisfaction with library resources and services is extensive and well established. This article demonstrates how focus groups can also be used to help shape the future direction of a library as part of the strategic planning process. By responding to questions about their long-term library and information needs, focus group participants at the University of Texas Southwestern Medical Center at Dallas Library contributed an abundance of qualitative patron data that was previously lacking from this process. The selection and recruitment of these patrons is discussed along with the line of questioning used in the various focus group sessions. Of special interest is the way the authors utilized these sessions to mobilize and involve the staff in creating the library's strategic plan. This was accomplished not only by having staff members participate in one of the sessions but also by sharing the project's major findings with them and instructing them in how these findings related to the library's future. The authors' experience demonstrates that focus groups are an effective strategic planning tool for libraries and emphasizes the need to share information broadly, if active involvement of the staff is desired in both the development and implementation of the library's strategic plan.

  16. Strategic cycling: shaking complacency in healthcare strategic planning.

    Begun, J; Heatwole, K B

    1999-01-01

    As the conditions affecting business and healthcare organizations in the United States have become more turbulent and uncertain, strategic planning has decreased in popularity. Strategic planning is criticized for stiffling creative responses to the new marketplace and for fostering compartmentalized organizations, adherence to outmoded strategies, tunnel vision in strategy formulation, and overemphasis on planning to the detriment of implementation. However, effective strategic planning can be a force for mobilizing all the constituents of an organization, creating discipline in pursuit of a goal, broadening an organization's perspective, improving communication among disciplines, and motivating the organization's workforce. It is worthwhile for healthcare organizations to preserve these benefits of strategic planning at the same time recognizing the many sources of turbulence and uncertainty in the healthcare environment. A model of "strategic cycling" is presented to address the perceived shortcomings of traditional strategic planning in a dynamic environment. The cycling model facilitates continuous assessment of the organization's mission/values/vision and primary strategies based on feedback from benchmark analysis, shareholder impact, and progress in strategy implementation. Multiple scenarios and contingency plans are developed in recognition of the uncertain future. The model represents a compromise between abandoning strategic planning and the traditional, linear model of planning based on progress through predetermined stages to a masterpiece plan. PMID:10621138

  17. Virginia Master Naturalist Program Strategic Planning Report 2015-2020

    Prysby, Michelle D.

    2015-01-01

    This report summarizes the findings from a strategic planning process conducted by the Virginia Master Naturalist program in 2013-2014. The process involved three steps: a comprehensive needs assessment to identify program needs, strategic planning workshops to identify initiatives for addressing those needs, and online voting to prioritize proposed initiatives. 

  18. Introduction to the Special Issue on Strategic Planning, Autonomy, and Control Processes in Multinational Corporations

    Anders Edström; Peter Lorange

    1984-01-01

    The multinational corporation has always presented challenging management tasks. Operating in a larger number of business settings than most other corporations, the managements of such firms encounter an unusually complex set of opportunities and threats. The multinational corporation faces considerable challenges at the so-called business level of strategic management, involving competition with many other national and multinational firms to reach a wide variety of customers within a corresp...

  19. THE INFLUENCE OF LEADERSHIP IN THE CONDUCT OF THE IMPLEMENTATION PROCESS OF STRATEGIC PLANNING: A CASE STUDY AT THE UNIVERSITY HOSPITAL OF THE UNIVERSITY OF ST CATHERINE

    Giselly Rizzatti

    2012-09-01

    Full Text Available Teaching hospitals are undergoing profound and fast changes, especially resulting from the implementation of new policies for health. To achieve their goals and remain competitive, these organizations have been forced to adopt more effective management tools, among which are the elaboration of a strategic plan. The goal of this study is to analyze the influence of leadership in driving the implementation process of strategic planning in a teaching hospital. The study was conducted in the university hospital Prof. Polydoro Ernani de São Thiago from Federal University of Santa Catarina - HU / UFSC, where a semi-structured interview was conducted with the coordinator of the Strategic Planning Team HU / UFSC. Authors Hersey et al (1986, Northouse (2004, Schein (1997 Senge (1999, among others, were grounded theoretically in the theme of leadership. The theory of strategic planning was primarily based on works by authors Ansoff (l991, Hrebiniak (2006 and Pereira (2010. With the research results, we can conclude the great influence that leadership plays in driving the implementation process of strategic planning.

  20. 24 CFR 91.415 - Strategic plan.

    2010-04-01

    ... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Strategic plan. 91.415 Section 91... CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS Consortia; Contents of Consolidated Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated...

  1. Characteristics of Useful and Practical Organizational Strategic Plans

    Kaufman, Roger

    2014-01-01

    Most organizational strategic plans are not strategic but rather tactical or operational plans masquerading as "strategic." This article identifies the basic elements required in a useful and practical strategic plan and explains why they are important.

  2. Carlsbad Area Office strategic plan

    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. Strategic planning among the oil and gas major

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

  4. STRATEGIC PLANNING IMPLEMENTATION MANAGER ON THE VİEW OF PRIMARY AND SECONDARY SCHOOLS

    YELKEN, TUĞBA YANPAR; KILIÇ, Figen; ÜREDİ, Lütfi

    2010-01-01

    The purpose of this study was to determine primary and secondary school principals' views on strategic planning. The sample is 41 primary and secondary school principals in Mersin. In this study, researchers developed the intewiev form was used. This form, the concept of strategic planning and goals, as related to the strategic planning process, strategic planning and solutions to problems in strategic planning SWOT analysis consists of the section contains. Research primary and secondar...

  5. STRATEGIC PLANNING IN THE LIBRARY ENVIRONMENT

    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 ...

  6. A NEW METHODOLOGY ON STRATEGIC PLANNING

    Hakan Bütüner

    2014-01-01

    A systematic method of strategic planning is anticipated to be easily understood and straightforward; based on fundamentals; and to be universally applicable for any type of business.  Accordingly, this methodology is generated for the purpose of assembling the disconnected and disorderly ideas, processes, and techniques (written on strategy and business development) under the same roof, in order to develop a systematic methodology that is easily understandable and applicable. As many sources...

  7. Strategic Planning and Small Firm Growth: An Empirical Examination

    Branka Skrt

    2004-09-01

    Full Text Available Strategic thinking is important for small firms in the time of global competition, technological change and increased dynamics in markets. Even if many entrepreneurs do not formulate business plans, the strategic planning and systematic decision-making can be considered a key determinant of survival and success of small firms. The paper examines the relationship between strategic planning and small firm growth in terms of empirical analyses that include various strategic planning elements, which have not been given enough attention in past research. Seven hypotheses on the relationship between strategic planning and growth are developed and empirically tested by using data collected via questionnaire from 114 Slovenian smaller firms. The study has practical implications. Entrepreneurs need to be aware that strategic planning practices, processes and techniques can be beneficial for growth of the firm. In order to enable their firms to grow, entrepreneurs may like to consider exactly formulating vision and strategy, incorporating the elements of internationalization and networking in the firm vision, focusing on growth, profit, and market, among strategic analysis techniques paying special attention to analysis of market and competition, and exactly formulating generic business strategies. All these strategic planning efforts need to be reinforced by practices that follow the key growth and market orientations, and have company-wide support. The key implication of this study for research is that the assessment of the relationship between strategic planning and small firm growth needs to be done across various elements or dimensions.

  8. Strategic Human Resource Planning in Academia

    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…

  9. Fuzzy Quantitive Strategic Planning Matrix dalam Perencanaan Strategi Perguruan Tinggi

    Fera Tri Wulandari

    2016-01-01

    Full Text Available The strategic plan helps the college in determining the direction of the college to achieve a desired future and provides a framework for achieving competitive advantage. In the strategic planning process, the selection of strategies is essential if universities do not have the resources to implement all the strategies. FQSPM designed to determine the relative attractiveness of each alternative strategy using triangular fuzzy numbers. Merger FQSPM and FTOPSIS used in the decision-making process on strategic planning by a college to conduct the election strategy based on the results of internal and external analysis. The results of the strategic planning helps colleges determine the direction to achieve the desired future so that colleges can anticipate environmental changes and predict the risk while continuing to adjust the action with the aim to be achieved college. Keywords: Strategic Planning; SWOT; Fuzzy QSPM; Fuzzy TOPSIS

  10. Impact of Strategic Planning on Financial Performance of Companies in Turkey

    Alev M. Efendioglu; Tugba Karabulut

    2010-01-01

    Strategic planning is important for strategic management of companies. The purpose of this study is to explore the impact of strategic planning on financial performance of major industrial enterprises of Turkey. Our findings show that many domestic and foreign firms in our sample have a strategic process in place. It is an annual process and considered a very important organizational activity. This paper is one of the few studies to examine the strategic planning process in a sample of firms ...

  11. Strategic planning and security analysis

    Nuclear security master planning is a deliberative process, founded on the premise that the broad scope of security must be analyzed before any meaningful determinations may be reached on an individual security aspect. This paper examines the analytical process required in developing a Security Master Plan. It defines a four stage process concluding with the selection of security measures encompassing physical security, policy and procedure considerations and guard force deployment. The final product orchestrates each security measure in a complementary and supportive configuration

  12. 76 FR 13197 - National Institute of Environmental Health Sciences Strategic Planning

    2011-03-10

    ... Strategic Planning AGENCY: National Institutes of Health (NIH), National Institute of Environmental Health... planning process is to define an overarching Vision Statement, Strategic Goals, and Implementation... background and follow the progress of this planning process, visit the NIEHS Strategic Planning Web site...

  13. NERSC Strategic Implementation Plan 2002-2006

    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.

  14. Waste Isolation Pilot Plant Strategic Plan

    The purpose of the Waste Isolation Pilot Plant (WIPP) Strategic Plan is to provide decision makers, project participants, and the public with a high-level overview of the objectives, issues, and strategiesthat impact a decision on the suitability of WIPP as a permanent, safe disposal facility for transuranic (TRU) waste that has resulted from defense activities. This document is a component of an integrated planning process and is a key management tool that is coordinated and consistent with the Secretary's Disposal Decision Plan and the Environmental Restoration and Waste Management (EM) Five-Year Plan. This documentsupports other US Department of Energy (DOE) planning efforts, including the TRU Waste Program. The WIPP Strategic Plan addresses the WIPP Program Test Phase, Disposal Decision, Disposal Phase, and Decommissioning Phase (decontamination and decommissioning). It describes the actions and activities that the DOE will conduct to ensure that WIPP will comply with applicable, relevant, and appropriate requirements of the US Environmental Protection Agency (EPA), State of New Mexico, and other applicable federal and state regulations. It also includes the key assumptions under which the strategy was developed. A comprehensive discussion of the multitude of activities involved in the WIPP Program cannot be adequately presented in this document. The specific details of these activities are presented in other, more detailed WIPP planningdocuments

  15. Transportation technology program: Strategic plan

    1991-01-01

    The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

  16. ICT Strategic Planning for Mazandaran Province

    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.

  17. 78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018

    2013-09-10

    ... Services, Office of the Assistant Secretary for Planning and Evaluation, Strategic Planning Team, Attn... and Human Services FY 2014-2018 Strategic Plan is provided as part of the strategic planning process... strategic planning consultation process is an opportunity for the Department to refine and strengthen...

  18. 13 CFR 313.6 - Strategic Plans.

    2010-01-01

    ... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 false Strategic Plans. 313.6 Section 313.6 Business Credit and Assistance ECONOMIC DEVELOPMENT ADMINISTRATION, DEPARTMENT OF COMMERCE... to implement the Strategic Plan; and (8) A strategy for continuing the economic adjustment of...

  19. Developing Strategic Planning for the Retail Market.

    Greenawalt, Richard A.

    1983-01-01

    Retailers need a strategic plan that will enable them to adapt to changing trends and work with new ideas. Questions retailers should ask to shape the strategic plan and generic strategies--overall cost leadership, differentiation, and marketing to a particular group or offering a special service--are discussed. (SR)

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

    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. Instituting organizational learning for quality improvement through strategic planning nominal group processes.

    White, D B

    2000-01-01

    Healthcare managers are faced with unprecedented challenges as characterized by managed care constraints, downsizing, increased client needs, and a society demanding more responsive services. Managers must initiate change for quality, efficiency, and survival. This article provides information and strategies for (a) assessing the change readiness of an organization, (b) conducting an organizational diagnosis, (c) instituting a team culture, (d) developing a change strategy, (e) integrating the strategy with a quality improvement process, and (f) identifying the leadership skills to implement organization renewal. Nominal group processes, namely, SWOT and the Search Conference, are described, and case examples are provided. The implementation strategies have been used successfully in a variety of milieus; practical advice for success is described in detail. PMID:11184022

  2. Developing and executing a strategic plan.

    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

  3. Evaluation of strategic plans: the performance principle

    1997-01-01

    Evaluation and implementation studies have a well-established tradition For evaluation in general, this tradition seems to offer a clear-cut research design. This is not true for evaluation of strategic plans. First, most evaluation and implementation research deals with specific and well-defined operational policy and not with broad and sometimes vague indicative strategic planning. Second, the means - ends scheme underlying mainstream evaluation, in which conformance between a plan and fina...

  4. Space life sciences strategic plan

    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.

  5. How To Build a Strategic Plan: A Step-by-Step Guide for School Managers.

    Clay, Katherine; And Others

    Strategic planning techniques for administrators, with a focus on process managers, are presented in this guidebook. The three major tasks of the strategic planning process include the assessment of the current organizational situation, goal setting, and the development of strategies to accomplish this. Strategic planning differs from long-range…

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

    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...

  7. The Neoliberalisation of Strategic Spatial Planning

    Olesen, Kristian

    Despite the fact that strategic spatial planning practices recently have taken ‘a neoliberal turn’ in many European countries, ‘neoliberalism’ and ‘neoliberalisation’ are rarely used as analytical concepts in planning theory. This paper seeks to fill in part of this gap by examining the...... relationship between neoliberalism and strategic spatial planning. This is done through an analysis how the key theoretical ideas underpinning strategic spatial planning might be appropriated by neoliberal political agendas in planning practice. In conclusion, the paper argues that neoliberalism and...... neoliberalisation are helpful analytical concepts to examine and understand contemporary transformations of spatial planning discourses and practices, and that planning theory by adopting such analytical concepts can play an important role in assisting critical empirical studies of how spatial planning practices...

  8. 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

    Sawat KENGCHON

    2012-01-01

    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 moti...

  9. USE OF THE STRATEGIC PLANNING IN THE RESTAURANT SPOLETO: A STUDY OF THE PROCESS IN THE LIGHT OF THE CERTO & PETER METHODOLOGY

    Leonardo José Seixas Pinto; Eduardo Picanço Cruz

    2011-01-01

    The Restaurant Spoleto, in search of survival, saw a niche market, opting for innovative strategies, established a new concept in the segment of food out of the home not being classified as fast food, nor restaurant, but as food service. Through a strategic plan, the principle identified as informal, the Restaurant Spoleto obtained as a result the extension of 87 shops throughout Brazil in six years. Its main attractions incur operating costs lower than the traditional restaurants; processes ...

  10. Institutional Response through Strategic Planning.

    Anderson, Robert A., Jr.

    Information is presented reflecting the process of planning at New Mexico Junior College (NMJC). First, the NMJC mission statement highlights the college's goals of providing opportunities for individuals, communities, and business and industry within the framework of a comprehensive community college. Next, NMJC's continuous objectives and…

  11. Integrating Risk Management and Strategic Planning

    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…

  12. Boards of Education and System-wide Strategic Planning.

    Lilly, Edward R.

    To ensure that school systems are prepared for the future, their boards must provide for both internal and external conditions through careful assessment and planning processes. Strategic planning consists of setting long-term goals, determining the best means of attaining them, and relating the chosen course to operating plans. This type of…

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

    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…

  14. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    Baaki, John; Moseley, James L.

    2011-01-01

    This article shares experiences that participants had playing the game of STRATEGO and how the activity may be linked to strategic planning and thinking. Among the human performance technology implications of playing this game are that gamers agreed on a framework for rules, took stock on where they wanted to go in the future, and generated a risk…

  15. An industry endorsed strategic plan for the Australian venison industry

    Cox, Rodney J.; Watson, Geoff K.; McRae, Timothy B.; Cunial, Catharine M.

    2006-01-01

    The process of developing and successfully achieving endorsement of a strategic plan formulated for the Australian Venison Industry is presented in this paper, the first in a series of four papers on this theme. The endorsed strategic plan recommends that the industry should establish market focussed alliances with the aim of delivering a specified product to an identified target market. It also proposes generic industry policies and initiatives and suggests a stronger commercial focus for th...

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

    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)

  17. strategic plan for Haier's global brand building

    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 ...

  18. THE ROLE AND IMPORTANCE OF THE STRATEGIC PLANNING IN BANK MARKETING

    PISTOL , Gheorghe

    2010-01-01

    The paper aims to highlight the strategic planning role and place in bank marketing, define the concepts of strategic planning and marketing planning and the tactical planning, marketing plan and marketing program. In this context, the author emphasize the strategic marketing planning process and its implementation stages (defining the specific mission, environmental analysis, formulation of objectives, strategies, action plans and programs, implementation, testing, overhaul and performance e...

  19. Relation of Environmental Impact Assessment (EIA and Strategic Environmental Assessment (SEA and the Importance of Strategic Environmental Assessment in Landscape Planning Process

    Gizem CENGİZ GÖKÇE

    2015-07-01

    Full Text Available The main goal in the countries which have not completed their development progress is industrialization and development just as soon as possible. Therefore, negative effects of industrialization and development on envi ronment and/or nature cannot be mostly discussed adequately. One of the planning approach instruments that targets sustainability, Environmental Impact Assessment (EIA is used in many countries effectively. But in recent years, that has understood; EIA is an impact assessment instrument that contains defensive preventions only on the basis of projects and this situation has caused some concerns against EIA. In this direction, Strategical Environmental Assessment (SEA exists as the final point of the instruments which are formed to provide sustainable development . In this study; the importance and the requirement of effectively taking a role of landscape architectures that have ecological based job, in the SEA workings which isn’t have got a legal status in Turkey yet, are emphasized by reviewing the relations between EIA and SEA concepts.

  20. Formulating New Directions with Strategic Marketing Planning.

    Crompton, John L.

    1983-01-01

    This article describes both a short- and long-term strategic marketing planning approach for the parks and recreation manager. Both plans involve a needs assessment, objective development, marketing plans, and evaluations. Also discussed is a continuum of stragetic program options ranging from developing new programs to terminating existing…

  1. FY 2001 Hanford Waste Management Strategic Plan

    We are pleased to present the 2001 Hanford Waste Management Program Strategic Plan. This plan supports the newly developed U. S. Department of Energy Site outcomes strategy. The 2001 Plan reflects current and projected needs for Waste Management Program services in support of Hanford Site cleanup, and updates the objectives and actions using new waste stream oriented logic for the strategic goals: (1) waste treatment/processing, storage, and disposal; (2) interfaces; and (3) program excellence. Overall direction for the Program is provided by the Waste Management Division, Office of the Assistant Manager for Environmental Restoration and Waste Management, U. S. Department of Energy, Richland Operations Office. Fluor Hanford, Inc. is the operating contractor for the program. This Plan documents proactive strategies for planning and budgeting, with a major focus on helping meet regulatory commitments in a timely and efficient manner and concurrently assisting us in completing programs cheaper, better and quicker. Newly developed waste stream oriented logic was incorporated to clarify Site outcomes. External drivers, technology inputs, treatment/processing, storage and disposal strategies, and stream specific strategies are included for the six major waste types addressed in this Plan (low-level waste, mixed low-level waste, contact-handled transuranic waste, remote-handled transuranic waste, liquid waste, and cesium/strontium capsules). The key elements of the strategy are identification and quantification of the needs for waste management services, assessment of capabilities, and development of cost-effective actions to meet the needs and to continuously improve performance. Accomplishment of specific actions as set forth in the Plan depends on continued availability of the required resources and funding. The primary objectives of Plan are: (1) enhance the Waste Management Program to improve flexibility, become more holistic especially by implementing new

  2. Local Strategic Planning in Spain. A Case Study

    José Manuel RUANO

    2015-12-01

    Full Text Available In the early 1990s, large Spanish cities began to apply the fi rst strategic plans to initiate transformation processes in their physical spaces and productive sectors. The second generation strategic plans launched in the following decade includeed more immaterial objectives associated with improving citizens’ quality of life and involved key social actors from the city in their design and implementation. The case of Móstoles, located in the metropolitan area of Madrid, is an example of a city that undertook a process of strategic planning, based on the active participation of its citizens, to develop the city in the long term. This planning process has become a tool for transforming the administrative culture of the City Hall and for government accountability to citizens regarding the degree to which the objectives of the plan are fulfi lled and its political performance.

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

    McCready, John W.

    2010-01-01

    The purpose of this study was to examine use of decision-making tools and feedback in strategic planning in order to develop a rigorous process that would promote the efficiency of strategic planning for acquisitions in the United States Coast Guard (USCG). Strategic planning is critical to agencies such as the USCG in order to be effective…

  4. Strategic Planning with Family Physicians: A Case Study

    Fried, Bruce; Nelson, Wendy

    1987-01-01

    Family physicians at Sunnybrook Medical Centre were engaged in a strategic planning process to develop a practice philosophy, mission statement, short-term goals, and plan for future programming. Numerous issues were identified in relation to the need for planning, the successful involvement of family physicians in the planning process, and the traditional relationship between physicians and managers which, in the past, has inhibited productive collaboration. Strategies were developed to over...

  5. Strategic planning for research reactors. Guidance for reactor managers

    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

  6. Transformational Assessment: A Simplified Model of Strategic Planning

    Bardwell, Rebecca

    2008-01-01

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

  7. Strategic Team AI Path Plans: Probabilistic Pathfinding

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

    2008-01-01

    This paper proposes a novel method to generate strategic team AI pathfinding plans for computer games and simulations using probabilistic pathfinding. This method is inspired by genetic algorithms (Russell and Norvig, 2002), in that, a fitness function is used to test the quality of the path plans. The method generates high-quality path plans by eliminating the low-quality ones. The path plans are generated by probabilistic pathfinding, and the elimination i...

  8. Institutional Research's Role in Strategic Planning

    Voorhees, Richard A.

    2008-01-01

    Institutions that have organized and centralized their data enjoy an obvious advantage in grappling with strategic planning and other issues. As the drumbeat for accountability, planning, and demonstrating effectiveness to internal and external stakeholders intensifies, the stature and importance of institutional research offices on most campuses…

  9. Strategic planning in media organizations of Iran

    Ali Akbar Farhangi; Mohammad Soltani Far; Ali Asghar Mahaki; Abolfazl Danaei

    2012-01-01

    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 ...

  10. Strategic Planning Improves Manufacturing Performance

    JS Armstrong

    2004-01-01

    A quantitative critique of 28 studies concludes that formal planning is valuable for firms. The results were particularly favorable for manufacturing firms: nine studies found formal planning to be associated with better performance and none found detrimental performance.

  11. Natural gas strategic plan and program crosscut plans

    NONE

    1995-06-01

    The natural gas strategic plan recognizes the challenges and opportunities facing increased U.S. natural gas use. Focus areas of research include natural gas supply, delivery, and storage, power generation, industrial, residential and commercial, natural gas vehicles, and the environment. Historical aspects, mission, situation analysis, technology trends, strategic issues, performance indicators, technology program overviews, and forecasting in the above areas are described.

  12. Environmental Restoration Program Roadmap: Strategic program plan

    This document is a strategic plan for accomplishing environmental restoration objectives at the Department of Energy's (DOE) Portsmouth Gaseous Diffusion Plant (PORTS). Waste Management (WM) for environmental restoration activities and integration of these activities into the PORTS WM operations is addressed in this document. The document provides detailed information concerning specific assumptions and activities required to meet DOE's environmental restoration objectives at this site. Environmental contamination at PORTS consists mainly of spent solvents and low level radionuclides. Solvents were used for industrial metal cleaning operations required to maintain the process during operations. Plumes of groundwater contamination resulting from past disposal of these spent solvents in landfills and impoundments extend from several locations within the site. Also, two sludge impoundments associated with a chromate reduction facility were characterized as having soil and groundwater contaminated with hexavalent chromium

  13. A Study on the Effect of the Strategic Intelligence on Decision Making and Strategic Planning

    Mahmoud Reza Esmaili

    2014-01-01

    The present research aims to recognize not only the effective factors on the strategic intelligence, strategic decision making and strategic planning but also it studies the effect of the strategic intelligence on the strategic decision making and strategic planning in organization and companies using the intelligence system in the Khorram-abad city. According to the results, this study is an analytical-survey research. The statistical population for the research is the companies and organiza...

  14. Strategic planning a practical guide for competitive success

    Abraham, Stanley C

    2011-01-01

    An exceptional treatise on strategic planning for single-business companies that is at once academically rigorous and uncommonly practical, this book embodies the Association for Strategic Planning's ""Think-Plan-Act"" rubric. It emphasises the pervasive role of strategic thinking in strategic planning, including searching for better strategies, business models, and opportunities. This includes monitoring changes in the external environment: the firm's industry and competitors, markets, and general environment. The book also provides original and proven techniques to develop viable strategic a

  15. A strategic planning methodology for aircraft redesign

    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

  16. Using VE to Strategically Plan Our Future

    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.

  17. Strategic MArketing Plan Applied To Commercial Bank

    Nguyen, Dinh Van

    2016-01-01

    The objective of this thesis is to design a strategic marketing plan for Saigon Commercial Joint-stock Bank in Vietnam. The ideal outcome of this thesis is to generate a strategic marketing plan to help the case company to strengthen the brand image and become successful. This research is commissioned by Saigon Commercial joint-stock Bank which was the first commercial joint-stock bank of Vietnam and became one of most successful banks in Vietnamese Banking sys-tem. Qualitative and quantit...

  18. USE OF THE STRATEGIC PLANNING IN THE RESTAURANT SPOLETO: A STUDY OF THE PROCESS IN THE LIGHT OF THE CERTO & PETER METHODOLOGY

    Leonardo José Seixas Pinto

    2011-12-01

    Full Text Available The Restaurant Spoleto, in search of survival, saw a niche market, opting for innovative strategies, established a new concept in the segment of food out of the home not being classified as fast food, nor restaurant, but as food service. Through a strategic plan, the principle identified as informal, the Restaurant Spoleto obtained as a result the extension of 87 shops throughout Brazil in six years. Its main attractions incur operating costs lower than the traditional restaurants; processes customized and reduction in the workforce. The objective of this research was to identify the process of planning of the company and try to fit it within the methodology of Right and Peter with the aim to determine whether there has been an informality or if this was obeyed some conceptual pattern.

  19. Redefining territorial scales and the strategic role of spatial planning

    Galland, Daniel; Elinbaum, Pablo

    2015-01-01

    into the cases of Denmark and Catalonia through an analysis concerned with: i) the strategic spatial role attributed to each level of planning; and ii) the redefinition of territorial scales as a result of changing political objectives and spatial relationships occurring between planning levels. The...... assessment pertaining to the strategic roles of spatial planning instruments as well as the evolving redefinition of territorial scales in both Denmark and Catalonia suggests that the conventional, hierarchical ‘cascade-shaped’ ideal of policy implementation is superseded. While both cases tend to converge...... in their alignment with strategic spatial planning, the implications stemming from rescaling processes radically diverge as illustrated by the opposing fates of the regional scale and the distinctive means to reassure a ‘vertical spatial anchor’ for the stability and permanence of power structures....

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

    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

  1. Strategic Positioning in Tactical Scenario Planning

    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...

  2. Strategic planning in media organizations of Iran

    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.

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

    Hambright, Grant; Diamantes, Thomas

    2004-01-01

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

  4. Strategic Long Range Planning for Universities. AIR Forum 1980 Paper.

    Baker, Michael E.

    The use of strategic long-range planning at Carnegie-Mellon University (CMU) is discussed. A structure for strategic planning analysis that integrates existing techniques is presented, and examples of planning activities at CMU are included. The key concept in strategic planning is competitive advantage: if a university has a competitive…

  5. IMPROVEMENT OF STRATEGIC PLANNING IN COMMERCE RETAILERS

    Gayduk V. I.; Takaho E. E.

    2014-01-01

    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

  6. Strategic plan for improved economic performance

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

  7. IMPROVEMENT OF STRATEGIC PLANNING IN COMMERCE RETAILERS

    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

  8. Place Branding and Strategic Spatial Planning Instrument

    da Silva Oliveira, Eduardo

    2013-01-01

    Purpose – The purpose of this paper is to bring two literatures into dialogue. The first, is the place branding literature that aims to assert the diversity and complexity of places in pursuit of various economic, political or socio-psychological objectives. The second, is the strategic spatial plan

  9. Planning for an ageing population: strategic considerations

    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. 7 CFR 25.202 - Strategic plan.

    2010-01-01

    ... 7 Agriculture 1 2010-01-01 2010-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture Office of the Secretary of Agriculture RURAL EMPOWERMENT ZONES AND ENTERPRISE COMMUNITIES Nomination... should also set goals and performance benchmarks for measuring progress and establish a framework...

  11. Strategic petroleum reserve planning and modeling

    Leiby, P.N.

    1996-06-01

    The Strategic Petroleum Reserve (SPR) is a government-owned stockpile of crude oil intended to serve as a buffer against possible oil market disruptions. The overall purpose of this project is to develop and apply improved models and tools for SPR management. Current project efforts emphasize developing new modeling tools to explicitly and flexibly portray oil market uncertainty and SPR planning risk.

  12. Environmental Scanning Is Vital to Strategic Planning.

    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…

  13. Chemistry and Materials Science Strategic Plan

    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

  14. What strategic planning can do for you.

    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

  15. Communication satellites: Guidelines for a strategic plan

    1987-01-01

    To maintain and augment the leadership that the United States has enjoyed and to ensure that the nation is investing sufficiently and wisely to this purpose, a strategic plan for satellite communications research and development was prepared by NASA. Guidelines and recommendations for a NASA plan to support this objective and for the conduct of communication satellite research and development program over the next 25 years were generated. The guidelines are briefly summarized.

  16. The Pitfalls of Strategic Planning

    Cox, Sharon W.; Bastress, Robert L.

    2011-01-01

    Superintendents across the country have shared their frustration with planning initiatives that consume valuable chunks of time and energy without yielding a viable tool to drive improvement and accountability. In this article, the authors provide an example that reflects the actual experience of a school district whose identity they are shielding…

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

    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.

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

    NONE

    1998-12-31

    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

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

    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

  20. Strategic planning for power system restorations

    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.

  1. FY16-20 Strategic Plan.

    Harwell, Amber Suzanne [Sandia National Lab. (SNL-CA), Livermore, CA (United States)

    2015-07-01

    Welcome to our FY16–FY20 Strategic Plan, which both refects our continued dedication to the work we do and reinforces the importance of the integrated Laboratories’ strategic framework to our future. This document is the result of the leadership team’s journey over the past few years in response to the needs of our nation. In an external environment that continues to change, sometimes in unexpected ways, it is critical that our mission areas and our foundation become increasingly synergistic, forming a whole whose parts are interdependent.

  2. Sustainable Local Development and Environmental Governance: A Strategic Planning Experience

    Giuseppe Ioppolo

    2016-02-01

    Full Text Available The emphasis on learning and adaptation among different actors at various political administrative levels and on various geographic scales has become a precondition for the emergence of sustainable development. It is possible to find the essential form of collaborative management by using a Strategic Plan, designed to determine a local model of sustainable competitiveness in economic, social and environmental terms. The adoption of a Strategic Plan stimulates a process of shared knowledge, through which it is possible to generate a new environmental governance (EG that is truly representative of a local system. This paper presents, as a case study representative of the Italian context, the Strategic Plan of the Nebrodi area (SP, and assesses the structure of a new form of public and private environmental governance focused on sustainable concern. Finally, the SP could be considered a guideline for managing the local territorial and environmental system from a long-term perspective.

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

    Taylor, Simone Himbeault; Matney, Malinda M.

    2007-01-01

    The Division of Student Affairs at the University of Michigan in Ann Arbor engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, uniting a guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a group…

  4. 76 FR 31973 - Draft WaterSMART Strategic Implementation Plan

    2011-06-02

    ... resources, impaired water quality associated with particular land uses and covers, reservoir sedimentation... River Basin Pilot. The activities identified within the draft Strategic Implementation Plan represent a...SMART (Sustain and Manage America's Resources for Tomorrow) Strategic Implementation Plan...

  5. Personal Strategic Planning: on the way of a reference

    Marilei Osinski; Maurício Fernandes Pereira; Dyogo Felype Neis; Siqueira de Moraes Neto

    2013-01-01

    This article aimed to identify the profile of people who use the Personal Strategic Planning, and from this, evaluate the theoretical and empirical elements needed for the development of a methodological framework for Personal Strategic Planning. Extending the concept of Strategic Planning from the organizational to the personal life, the research is developed based on the literature of Personal Strategic Planning. The collection of primary data was conducted through a questionnaire with 35 q...

  6. Dynamic Aspects of the Strategic Planning of Information Systems

    Marko Hell; Stjepan Vidačić; Josip Brumec

    2013-01-01

    The SPIS methodology provides methods and techniques of developing an information system (IS) that would correspond with the requirements of an organization. The result of its application is the strategic plan of IS development that would meet the future needs. As is the case in the methodology of the strategic planning in general, the primary drawback to the strategic planning of the information system is the lack of efficient control of implementation of the strategic plan, and this is prec...

  7. Critical review of strategic planning research in hospitality and tourism

    Phillips, Paul A.; Moutinho, Luiz

    2014-01-01

    Strategic planning remains one of the most popular management tools, but theoretical and empirical developments in the academic literature have been a slow burn. This paper addresses this gap and provides an up-to-date review of hospitality and tourism strategic planning research. We review strategic planning research from 1995 to 2013 in seven leading tourism academic journals, and adopt a modern and broad conceptualization of strategic planning. While there is some awareness of effective to...

  8. Data-Driven Planning: Using Assessment in Strategic Planning

    Bresciani, Marilee J.

    2010-01-01

    Data-driven planning or evidence-based decision making represents nothing new in its concept. For years, business leaders have claimed they have implemented planning informed by data that have been strategically and systematically gathered. Within higher education and student affairs, there may be less evidence of the actual practice of…

  9. 1997 U.S. Department of Energy Strategic Plan

    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.

  10. 78 FR 79460 - Notification of GSA Strategic Plan

    2013-12-30

    ....S. Postal Service to: ATTN: Mr. Harold Hendrick, Strategic Planning and Performance Management... INFORMATION CONTACT: Mr. Harold Hendrick, Strategic Planning and Performance Management Division, Office of... ADMINISTRATION Notification of GSA Strategic Plan AGENCY: Office of the Chief Financial Officer, U.S....

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

    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…

  12. Micmac Strategic Energy Planning Initiative

    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.

  13. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    2012-09-05

    ... SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan AGENCY: National... Board, 490 L'Enfant Plaza SW., Washington, DC 20594. Attn: MD-1, Strategic Management Program. FOR FURTHER INFORMATION CONTACT: Agency contact, Shamicka Fulson, Program Manager, Strategic...

  14. Corporate strategic plan for safeguards and security

    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

  15. Robinson Rancheria Strategic Energy Plan; Middletown Rancheria Strategic Energy Plan, Scotts Valley Rancheria Strategic Energy Plan, Elem Indian Colony Strategic Energy Plan, Upperlake Rancheria Strategic Energy Plan, Big Valley Rancheria Strategic Energy Plan

    McGinnis and Associates LLC

    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.

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

    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.

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

    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...

  18. Strategic planning for transportation under the NWPA

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

  19. Strategic marketing plan for a hotel

    Karppinen, Maarit

    2011-01-01

    The aim of this thesis was to form a strategic marketing plan for Hotel X, a small privately owned hotel in Helsinki. The theoretical part of this thesis presents tourism and marketing from the hospitality industry’s point of view; what challenges the accommodation providers face when marketing their products and what kind of plans can be formed in order to keep their marketing actions up to date. In the research a qualitative method was used and the data was collected using semi-structured q...

  20. The NABIR Strategic Plan 2001

    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

  1. The efficiency and the effectiveness of strategic management: from strategic planning to organizational change

    Rolando Juan Soliz Estrada; Martinho Isnard Ribeiro de Almeida

    2008-01-01

    Strategic management is a technique which has as structuring basis the Strategic Administration and the Strategic Planning, adding to its improvement the administrative perspective of organization changes. However, the organization change models developed in the last years have been elaborated aiming the managing of general organization changes, and do not have a specific approach to the managing and improvement of Strategic Planning and the Changes caused by them, it means they are not model...

  2. Towards strategic-decision quality in Flemish municipalities: the importance of strategic planning and stakeholder participation

    George, Bert; Desmidt, Sebastian

    2015-01-01

    Legislation put forth by the Flemish government mandated Flemish municipalities to adopt strategic planning for their 2014-2019 policy cycle. The government’s assumption is that strategic planning’s approach to decision-making results in strategic-decision quality. Despite this assumption, it remains unclear whether and how strategic planning actually contributes to municipal decision-making. This study elucidates this issue. Drawing on survey data from 271 informants within 89 Flemish munici...

  3. Living the Plan: Strategic Planning Aligned with Practice and Assessment

    Sullivan, Timothy M.; Richardson, Emily C.

    2011-01-01

    The purpose of this article is to provide leaders of continuing education enterprises with an integrated model for sustaining strategic planning initiatives. Global economic conditions, shifting competitive forces, continuing calls for accountability, and dramatic changes in institutional funding streams contribute to an environment characterized…

  4. A Study of Application of Western Strategic Planning Model for Small Medium Entrepreneurs in Northern States of Malaysia

    Cheng Wei Hin; Abdul Manaf Bohari

    2012-01-01

    The study examined whether small medium enterprise (SME) in the northern states of Malaysia do strategic planning and if they do, does the Wheelen and Hunger model ( 2008) applies so them . A total of 108 respondents which were from SMEs in Perlis, Kedah and Penang are participated in this research. Results of the study showed that SMEs do have strategic planning and more than half said that their strategic planning process resembled the strategic planning model of Wheelen and Hunger (2008). ...

  5. Tough Times: Strategic Planning as a War Canoe

    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…

  6. Strategic Planning for Emergencies: Lessons Learned from Katrina

    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)

  7. Eastern Band of Cherokee Strategic Energy Plan

    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

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

    Sasha Tsenkova

    2011-01-01

    Full Text Available Recent planning practice in post-communist cities indicates a growing interest in strategic spatial planning. In their search for new planning paradigms and more flexible approaches to city planning, municipalities in post-communist cities have embraced strategic planning as a way to involve residents, the business community and various stakeholders in defining a vision for the future. Drawing on the experience of six capital cities – Prague, St Petersburg, Vilnius, Sofia, Budapest and Riga – this article outlines the essential characteristics of the process (planning and the product (a strategic plan. It establishes clear links between the strategic development process, its institutional framework and the hierarchical structure of goals, objectives and actions. Using a framework for strategic spatial planning in the context of rapid economic, social and governance change, the study evaluates the results of the process, focusing on “what” and “how” in the complex reality of planning. The framework applies the traditional strategic planning model, which establishes relationships between past, present and future to design alternative strategies for plan implementation, but in a much more unstable and unpredictable institutional environment. The research highlights the responsiveness of strategic planning to transition imperatives and its ability to define contextually appropriate multidimensional strategies for the spatial development of post-communist cities.

  9. SWIM: FUTURISTIC FRAMEWORK FOR STRATEGIC MANAGEMENT PROCESS

    Rajendran Muthuveloo

    2014-01-01

    Full Text Available The field of strategic management is undergoing significant changes due to the constant changes taking place in the business environment due to issues like emergence of new economic power, conflicts within among countries, environmental crisis and social crisis. This study explicates how inclusiveness of strategic agilities, ethical issues and legal issues into the strategic management process will help organizations to anticipate and manage changes arises to attain business sustainability and meet the organization’s vision. It will begin with examining and analyzing the gap existing in the current strategic management process. The paper concludes with a more comprehensive strategic management process that incorporates strategic agilities, ethical issues and legal issues.

  10. Strategic Spatial Planning as Persuasive Storytelling

    Olesen, Kristian

    The paper analyses how the spatial vision of the Loop City for the Øresund Region has played an important persuasive role in legitimizing and mobilizing local and national political support for a light rail project along the outer ring road in the Greater Copenhagen Area. The paper discusses the ...... persuasive power of spatial concepts in bringing transport infrastructure projects onto the national political agenda. In conclusion, the paper calls for critical attention to the rationalities underpinning practices of persuasive storytelling in contemporary strategic spatial planning....

  11. A Portfolio Analysis Tool for Measuring NASAs Aeronautics Research Progress toward Planned Strategic Outcomes

    Tahmasebi, Farhad; Pearce, Robert

    2016-01-01

    Description of a tool for portfolio analysis of NASA's Aeronautics research progress toward planned community strategic Outcomes is presented. The strategic planning process for determining the community Outcomes is also briefly described. Stakeholder buy-in, partnership performance, progress of supporting Technical Challenges, and enablement forecast are used as the criteria for evaluating progress toward Outcomes. A few illustrative examples are also presented.

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

    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.

  13. ANSTO Strategic Plan 2000/2001 - 2004/2005

    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

  14. Improved SWOT approach for conducting strategic planning in the construction industry

    Lu, W.

    2010-01-01

    Strength, weakness, opportunity, and threat (SWOT) analysis has been in use since the 1960s as a tool to assist strategic planning in various types of enterprises including those in the construction industry. While still widely used, the approach has called for improvements to make it more helpful in strategic management. The project described in this paper aimed to study whether the process to convert a SWOT analysis into a strategic plan could be assisted with some simple rationally quantit...

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

    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. SWIM: FUTURISTIC FRAMEWORK FOR STRATEGIC MANAGEMENT PROCESS

    Rajendran Muthuveloo; Teoh Ai Ping

    2014-01-01

    The field of strategic management is undergoing significant changes due to the constant changes taking place in the business environment due to issues like emergence of new economic power, conflicts within among countries, environmental crisis and social crisis. This study explicates how inclusiveness of strategic agilities, ethical issues and legal issues into the strategic management process will help organizations to anticipate and manage changes arises to attain business sustainability an...

  17. Vision 21: The NASA strategic plan

    1992-01-01

    The NASA Strategic Plan, Vision 21, is a living roadmap to the future to guide the men and women of the NASA team as they ensure U.S. leadership in space exploration and aeronautics research. This multiyear plan consists of a set of programs and activities that will retain our leadership in space science and the exploration of the solar system; help rebuild our nation's technology base and strengthen our leadership in aviation and other key industries; encourage commercial applications of space technology; use the unique perspective of space to better understand our home planet; provide the U.S. and its partners with a permanent space based research facility; expand on the legacy of Apollo and initiate precursor activities to establish a lunar base; and allow us a journey into tomorrow, journey to another planet (Mars), and beyond.

  18. 2014 Zero Waste Strategic Plan Executive Summary.

    Wrons, Ralph J.

    2016-05-01

    Sandia National Laboratories/New Mexico is located in Albuquerque, New Mexico, primarily on Department of Energy (DOE) permitted land on approximately 2,800 acres of Kirtland Air Force Base. There are approximately 5.5 million square feet of buildings, with a workforce of approximately 9200 personnel. Sandia National Laboratories Materials Sustainability and Pollution Prevention (MSP2) program adopted in 2008 an internal team goal for New Mexico site operations for Zero Waste to Landfill by 2025. Sandia solicited a consultant to assist in the development of a Zero Waste Strategic Plan. The Zero Waste Consultant Team selected is a partnership of SBM Management Services and Gary Liss & Associates. The scope of this Plan is non-hazardous solid waste and covers the life cycle of material purchases to the use and final disposal of the items at the end of their life cycle.

  19. Business Continuity Management and Strategic Planning: the Case of Jordan

    Sawalha, Ihab Hanna

    2011-01-01

    Business Continuity Management (BCM) is a process that focuses on counteracting organizational risk, disasters and crises. Placing Business Continuity Management in the context of Strategic Planning (SP) will help organizations to cope with a wide range of unexpected incidents before, during and after their occurrence. Subsequently, this will help to ensure the long-term survival of an organization. The aim of this research is to develop an understanding of the significance of placing B...

  20. THE ROLE OF STRATEGIC PLANNING IN RELATIONSHIP MARKETING

    BONDREA , Aurelian A.; GÂRDAN, Daniel Adrian; GEANGU, Iuliana Petronela

    2010-01-01

    The evolution of relationship marketing has been one of the most talked about, partly because it not only proposed a radical change at the very beginning of the marketing action and philosophy, but also because of its complexity.Among many different issues regarding the relationship marketing, the one referring to the strategic planning process has been very little dealt with among the marketing specialists. The present article discusses this sensitive matter and represents a short insight in...

  1. Information Provision for Strategic Planning in Bulgarian SMEs

    Emil PAPAZOV; Mihaylova, Lyudmila

    2010-01-01

    The information provision of strategic planning in small and medium sized enterprises (SMEs) is a subject that provokes the research interest due to the increased importance of strategic planning for the corporate development. This article - based on the results of a survey among 50 SMEs in Rousse region (Bulgaria) - analyzes some problem areas related to practical implementation of the concept of strategic business planning, and in particular the practice of providing information for solving...

  2. Strategic Marketing Plan for Sparkle International English School

    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 CONTEXT OF SUSTAINABLE TOURISM DEVELOPMENT

    PLOKHIKH R.V.; SAKYPBEK M.A.; AKTYMBAYEVA A.S.

    2015-01-01

    The article presents some results of researches in the sphere of strategic planning in the context of sustainable tourism development management. The authors performed an analysis of the present theory and methodology of strategic planning as a special function of tourism development management. The obtained results are logically sorted according to the following main directions: conceptual and normative foundations of strategic planning for sustainable tourism development; materials about th...

  4. Bearings on the Future: The Tidewater Community College Strategic Plan.

    Tidewater Community Coll., Norfolk, VA.

    This document describes strategic planning at Tidewater Community College (TCC) (Virginia). The TCC strategic plan is the culmination of two years of intensive discussions among the college faculty, students, and board members, as well as the members of the South Hampton Roads community at large. This plan comprises three sections. The first…

  5. STRATEGIC PLANNING IN THE GLOBAL ECONOMIC CRISIS AND RECESSION

    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.

  6. 2010 Strategic national plan of Science Technology and Innovation PENCTI

    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

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

    Azam Batyari

    2013-04-01

    Full Text Available A large part of country's economy in the new era is based on knowledge and intellectual activities produced in universities. In recent years, the concepts related to strategic management have been issued in the universities of our country and some of them have attempted to exploit strategic management benefits in order to manage their activities more efficiently. Nowadays, increasing growth of organizations and competition for gaining more market share has doubled the necessity of appropriate strategic plans. Generally, grand strategies are threefold: aggressive strategies, defensive strategies and stability strategies. This research investigate inner environment (strengths and weaknesses of Bojnourd Islamic Azad University, using SWOT analysis. In rating inner factors Fuzzy hierarchy analysis was used in which factor's weight was calculated by hierarchy analysis and using QSB software. The results showed that in strategic planning strengths were more important that weaknesses. In weaknesses set, lack of scientific - research in most training departments and in strengths set the existence of rather young and efficient faculty had the first priority and rank.

  8. NANA Strategic Energy Plan & Energy Options Analysis

    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.

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

    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

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

    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

  11. Strategic Plan for Lung Vascular Research

    Erzurum, Serpil; Rounds, Sharon I.; Stevens, Troy; Aldred, Micheala; Aliotta, Jason; Archer, Stephen L.; Asosingh, Kewal; Balaban, Robert; Bauer, Natalie; Bhattacharya, Jahar; Bogaard, Harm; Choudhary, Gaurav; Dorn, Gerald W.; Dweik, Raed; Fagan, Karen; Fallon, Michael; Finkel, Toren; Geraci, Mark; Gladwin, Mark T.; Hassoun, Paul M.; Humbert, Marc; Kaminski, Naftali; Kawut, Steven M.; Loscalzo, Joseph; McDonald, Donald; McMurtry, Ivan F.; Newman, John; Nicolls, Mark; Rabinovitch, Marlene; Shizuru, Judy; Oka, Masahiko; Polgar, Peter; Rodman, David; Schumacker, Paul; Stenmark, Kurt; Tuder, Rubin; Voelkel, Norbert; Sullivan, Eugene; Weinshilboum, Richard; Yoder, Mervin C.; Zhao, Yingming; Gail, Dorothy; Moore, Timothy M.

    2010-01-01

    The Division of Lung Diseases of the National Heart, Lung, and Blood Institute, with the Office of Rare Diseases Research, held a workshop to identify priority areas and strategic goals to enhance and accelerate research that will result in improved understanding of the lung vasculature, translational research needs, and ultimately the care of patients with pulmonary vascular diseases. Multidisciplinary experts with diverse experience in laboratory, translational, and clinical studies identified seven priority areas and discussed limitations in our current knowledge, technologies, and approaches. The focus for future research efforts include the following: (1) better characterizing vascular genotype–phenotype relationships and incorporating systems biology approaches when appropriate; (2) advancing our understanding of pulmonary vascular metabolic regulatory signaling in health and disease; (3) expanding our knowledge of the biologic relationships between the lung circulation and circulating elements, systemic vascular function, and right heart function and disease; (4) improving translational research for identifying disease-modifying therapies for the pulmonary hypertensive diseases; (5) establishing an appropriate and effective platform for advancing translational findings into clinical studies testing; and (6) developing the specific technologies and tools that will be enabling for these goals, such as question-guided imaging techniques and lung vascular investigator training programs. Recommendations from this workshop will be used within the Lung Vascular Biology and Disease Extramural Research Program for planning and strategic implementation purposes. PMID:20833821

  12. Strategic Spatial Planning's Role in Legitimizing Investments in Transport Infrastructure

    Olesen, Kristian

    This paper discusses to what extent spatial visions might play an important role in not only supporting, but also legitimizing the need for investments in transport infrastructures. Drawing on discussion of an ‘infrastructure turn’ in strategic spatial planning (Dodson 2009), this paper explores...... decades (Kingdon 2011). In conclusion, the paper suggests that the case of the Loop City potentially reveals a wider trend in strategic spatial planning, in which political lobbying for key infrastructure projects, rather than land use policies, becomes the focal point for preparation of strategic plans....... Such a development raises a number of concerns about strategic spatial planning’s potential for guiding future urban development....

  13. Strategic Planning in the Turkish Public Sector

    Yüksel DEMIRKAYA

    2015-12-01

    Full Text Available New public management reforms require economic and democratic development together. The main concern could be considered how to increase the development of democratic representation and corporate management capacity of the local government. In this regard the re-distribution of public power (legal, fi nancial, administrative and partially political has been targeted to clarify responsibilities and identify new actors (legislation and practices. In this respect, it is important to examine all necessary legislation and implementation in order to analyze the experience of each country. This paper examined the Turkish public sector strategic planning experiences by focusing on the legal framework and some practices. A comprehensive survey conducted on some central public administration bodies was also used to refl ect opinions and concerns from the practice of implementation as a valuable secondary source for this study.

  14. The Strategic Plan of the Nuclear Energy Agency, 1999

    The OECD has been engaged in the past few years in a process of reform to take account of the impact of globalization on its Members' economies, and to allow for proper refocusing of its work, notably on the subject of sustainable development. These developments are having an impact on the Nuclear Energy Agency (NEA). The group on the future role of the NEA delivered its report at the end of January 1998 and one key recommendation is the elaboration of a strategic plan for the Agency. The recommendations made in the report served to stimulate a review of NEA goals, priorities, methods of work and products. This review has taken account of the recommendations in the report. The review served as the basis for this Strategic Plan for the NEA, which has been developed to provide guidance to the Agency in planning its activities and implementing its programmes over a five-year period. The report contains detailed description of the following topics:Mission of NEA: Strategic arenas of work, including sectorial arenas, Data bank, Information and communication; Interactions; Relations with non-member countries; Role of the Steering Committee for Nuclear Energy; Working methods; Resources. (R.P.)

  15. Strategic Planning and Organisational Effectiveness in Jordanian Hotels

    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.

  16. What Can the Business World Teach Us about Strategic Planning?

    Spackman, Jonathan S.; Thorup, Jennifer; Howell, Scott L.

    2015-01-01

    The need for a reliable strategic planning framework for distance educators and their institutions has never been greater than it is now. Increased government regulations, accreditation standards, and competition are converging with decreased funding from federal, state, and private sources, and administrators require better strategic planning. A…

  17. Dynamic Strategic Planning in a Professional Knowledge-Based Organization

    Olivarius, Niels de Fine; Kousgaard, Marius Brostrom; Reventlow, Susanne; Quelle, Dan Grevelund; Tulinius, Charlotte

    2010-01-01

    Professional, knowledge-based institutions have a particular form of organization and culture that makes special demands on the strategic planning supervised by research administrators and managers. A model for dynamic strategic planning based on a pragmatic utilization of the multitude of strategy models was used in a small university-affiliated…

  18. Strategic Planning Techniques: Matching External Assessment with Internal Audit.

    Groff, Warren H.

    The literature on strategic planning, and the capabilities of Massachusetts system of public postsecondary education were assessed, as part of a 1981 leadership seminar. Teams from all public postsecondary education institutions in the state reviewed the basic concepts of strategic planning; critically analyzed the environment external to their…

  19. Learning Strategic Planning from Australian and New Zealand University Experience

    Zhang, Anfu

    2014-01-01

    Initiating a strategic development plan is necessary for universities to be managed scientifically; a university's strategic development plan includes both the educational philosophy and development orientation as determined by the university, including the future reallocation of resources and measures for their integration. The development…

  20. Does strategic planning enhance or impede innovation and firm performance?

    Song, Michael; Im, Subin; van der Bij, Hans; Song, Lisa Z.

    2011-01-01

    Does strategic planning enhance or impede innovation and firm performance? The current literature provides contradictory views. This study extends the resource-advantage theory to examine the conditions in which strategic planning increases or decreases the number of new product development projects

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

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

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

    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.

  3. Strategic Marketing Management Process of Amway Corporation

    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 incl...

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

    Odiba, I. A.

    2012-01-01

    This review focused on strategic planning as a tool for managing Nigeria’s tertiary education for national economic development. The sole aim of this study was to highlight the major or basic challenges of managing tertiary education in Nigeria. Education in this study was considered as a process that assists in the provision of suitable skills, training for economic, social, cultural and political responsibility. Strategic planning was viewed as the overall planning that facilitates the good...

  5. Time planning and Cost Management in Strategic Alliances

    Ana-Maria Giurea

    2016-03-01

    Full Text Available The paper highlights a mutual support example out of ten simulations regarding strategic alliances based on the hypothesis that every partner allocates its resources and budget in an equitable manner according to total expected time (PERT. In today’s strategic alliances, the partner plays an essential role regarding the support capacity of the firm, assuming the statement: “many hands make light work”. The equitable allocations of time and cost, that the firms are able to honor, will be an advantage within the strategic mutual support. If one of the partners fails to respond with the same resources that the other partner offers, within a certain phase of the process, he will have the possibility to prove his capacity of support in another phase, when the other partner cannot afford to allocate the same resources. Mutual support between partners, time planning and cost management represent the best ways for a complex mechanism, such as the strategic alliance, to work properly.

  6. Strategic plan modelling by hospital senior administration to integrate diversity management.

    Newhouse, John J

    2010-11-01

    Limited research suggests that some hospital senior administrators and chief executive officers (CEOs) have employed a strategic planning function to achieve diversity management practices. As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavour becomes significant for senior hospital administrators. What is not well understood is what this strategic planning process represents and how it is applied to integrate diversity management. Scant research exists about the type of strategic models that hospital CEOs employ when they wish to reposition their organizations through diversity management. This study examines the strategic planning models used by senior administrators to integrate diversity management for an institutional-wide agenda. A qualitative survey process was used for CEOs in the states of New York, Pennsylvania, New Jersey and Delaware. The key research questions dealt with what type of strategic plan approach senior administrators used for integrating diversity management and what rationale they used to pursue this. Significant differences were reported between three types of strategic plan modelling used by CEOs. Also, when comparing past and current practices over time, such differences existed. The need to integrate diversity management is underscored by this study. How senior hospital administrators apply strategic plan models and what impact these approaches have represent the major implications that this study offers. PMID:21097726

  7. Strategic Planning as a management tool in local government

    Ángel Iglesias Alonso

    2010-05-01

    Full Text Available Local councillors and public managers have to face a recurrent problem: with scarce resources they have to be responsive to the citizen's demands and other actors in the local arena, combining the delivery of efficient local services with democratic quality. Using qualitative data, this article analyses a process of strategic planning in a local government to ascertain to what extent such a process contributes to conciliate the demands of more local democracy and better provision of public services with the participation of both citizens and local economic actors. Evidence provided by this case is positive although more comparative research is needed.

  8. Strategic Planning for Hot Cell Closure

    The United States Department of Energy (DOE) and its contractor were remediating a large hot cell complex to mitigate the radiological hazard. A Resource Conservation and Recovery Act (RCRA) closure unit was determined to be located within the complex. The regulator established a challenge to develop an acceptable closure plan on a short schedule (four months). The scope of the plan was to remove all excess equipment and mixed waste from the closure unit, establish the requirements of the legally binding Closure Plan and develop an acceptable schedule. The complex has several highly radioactive tanks, tank vaults, piping, and large hot cells containing complex chemical processing equipment. Driven by a strong need to develop an effective strategy to meet cleanup commitments, three principles were followed to develop an acceptable plan: (1) Use a team approach, (2) Establish a buffer zone to support closure, and (3) Use good practice when planning the work sequence. The team was composed of DOE, contractor, and Washington State Department of Ecology (Regulator) staff. The team approach utilized member expertise and fostered member involvement and communication. The buffer zone established an area between the unregulated parts of the building and the areas that were allegedly not in compliance with environmental standards. Introduction of the buffer zone provided simplicity, clarity, and flexibility into the process. Using good practice means using the DOE Integrated Safety Management Core Functions for planning and implementing work safely. Paying adequate attention to detail when the situation required contributed to the process credibility and a successful plan

  9. Strategic planning decisions in the high tech industry

    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...

  10. Personal Strategic Planning: on the way of a reference

    Marilei Osinski

    2013-12-01

    Full Text Available This article aimed to identify the profile of people who use the Personal Strategic Planning, and from this, evaluate the theoretical and empirical elements needed for the development of a methodological framework for Personal Strategic Planning. Extending the concept of Strategic Planning from the organizational to the personal life, the research is developed based on the literature of Personal Strategic Planning. The collection of primary data was conducted through a questionnaire with 35 questions, available for more than 60 days at two institutional sites of the UFSC – Universidade Federal de Santa Catarina. Altogether, 345 people responded the questionnaire. Among the results of the survey it is highlighted that the meaning of "wealth" goes beyond issues related to money, people in the age group of 26-30 years are the ones who most plan and 75% of respondents use some form of personal planning.

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

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

    2011-01-01

    Practice proved that strategic planning is a necessary process for insurance companies. This process can help companies to adapt more easily to environmental changes. The strategic planning of the activity of an insurance company cannot be realized without a careful analysis of the evolution of the market and without studying the company\\'s market position. A classic model used in the portfolio analysis is the Boston Consulting Group model. In this paper we have used the model for studying th...

  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 (English version)

    Sawat KENGCHON

    2012-01-01

    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 moti...

  13. THE ROLE OF STRATEGIC PLANNING IN MODERN ORGANIZATIONS

    Marilen Pirtea; Cristina Nicolescu; Claudiu Botoc

    2009-01-01

    There is a very important relationship between strategic planning andperformance management. Performance management is really about setting andachieving goals at the employee level, and identifying and fixing barriers related toachieving those goals. But where do the goals come from? That's where strategicplanning comes in. Strategic planning (and also tactical planning), are methods acompany, and its individual work-units define their goals and objectives. In turn, thosegoals and objectives ...

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

    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...

  15. Strategic plan for the development of IAEA safeguards equipment

    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)

  16. Training and plant performance: a strategic planning partnership

    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

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

    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

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

    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...

  19. The Implementation of Strategic Planning in Irish Hotel Groups.

    Keys, Frances Alexandra, (Thesis)

    2001-01-01

    The primary objective of this research was to examine the relative importance and success of forty factors over the past five years (1994-1999) that have facilitated and/or impeded the implementation of strategic plans within Irish hotel groups. This research studied twenty-four hotel groups, which consisted of ninety-five strategic business units. An extensive review of strategic management literature by theorists such as Andrews(1971); Ansoff (1990); Chandler (1962); Cole (1997); Day (1984)...

  20. Draft Strategic Laboratory Missions Plan. Volume II

    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

  1. Draft Strategic Laboratory Missions Plan. Volume II

    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.

  2. The extension of information systems strategic planning methodology

    Gornik, Roteja

    2013-01-01

    In this paper we research the field of strategic information planning and at the begining we write what strategic information planning is, what is it's goals and results and how we can do this procedure and also who can participate in procedure. In second part we write about metodology which we develop. This metodology can be used as a base for strategic information planning in companys. We make tihs metodology in a way that lead us through diagrams from phase to phase. Each phase we dist...

  3. cceptance and Use of Strategic Processes in Developing Countries

    Alev M. Efendioglu

    2009-01-01

    Full Text Available Problem statement: The concept of strategy has become a major process in for-profit and not-for-profit organizations. These organizations have used the process to understand issues which they cannot control but have a significant impact on their success and use their limited resources and competencies to improve their competitive positions. The process was used in developed economies and primarily by businesses with large scale operations. The purpose of this study is to extend the previous findings by examining the nature and practice of strategic planning in a different environmental context, that of the developing transitional economy of Turkey. Approach: The literature review was conducted to explore the usage of strategic processes in developing countries. The research which includes 71 companies was also conducted. Our research sample was drawn from the Istanbul Chamber of Industry database which listed the top 500 manufacturing firms. The frequency distribution analyses were conducted to the data. Results: Our results clearly showed that the managerial skills and competitive processes used by the domestic organizations are evolving and will create significant competitive challenges for the new entrants into these transitory environments. The foreign owned firms adopt a broader and deeper repertoire of tools and techniques of strategic planning than do local firms. Conclusion: Even though the findings showed a significant increase in the importance and use of strategic tools and processes in Turkey, a transitional economy, they also showed that there are continuing major differences in the use of these same tools and processes between competing firms from a transitional economy Vs a developed economy. By identifying and documenting the levels of strategic process and the types of strategic tools employed by the companies in differing stages of transitory economies, we can develop a roadmap and incorporate this knowledge to educate and

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

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

    2012-01-01

    The article intends to bring a contribution to the increase of competitiveness among administrative-territorial units from the West development Region, so that the local public authorities can efficiently use the non-reimbursable funds for the next planning stage (2014 – 2020). This objective can be obtained by guiding the local authorities towards elaborating and politically assuming development strategies, which should correspond to the community development needs and be integrated and corr...

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

    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…

  6. 12 CFR 917.5 - Strategic business plan.

    2010-01-01

    ... quantitative performance goals for Bank products related to multi-family housing, small business, small farm... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Strategic business plan. 917.5 Section 917.5... POWERS AND RESPONSIBILITIES OF BANK BOARDS OF DIRECTORS AND SENIOR MANAGEMENT § 917.5 Strategic...

  7. Projects of Strategic Action Plan of S&T Innovation

    2002-01-01

    @@ In July 2001, CAS decided to shift the focus of the current Knowledge Innovation Program (KIP) onto research projects designed to meet the country's strategic needs, and Iaunched the strategic action plan of innovation (SAPI). Under the SAPI, CAS organized the implementation of seven major projects in 2001.The followings are their profiles.

  8. THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

    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

  9. THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

    Radu Catalina; Bagu Constantin; Grigore Ana-Maria

    2009-01-01

    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

  10. An empirical research on strategic planning in public libraries of Mainland China

    Ping; KE; Yingfang; HE; Wenliang; ZHANG; Dongqin; JIA; Tinghan; LI

    2012-01-01

    Purpose: As an important issue, strategic planning in public libraries has been paid more attention in China recent years. However, a comprehensive and systematic research, especially strategic models based on empirical studies, is required in the public library strategic planning. The purpose of this research is to investigate the current practices and propose an appropriate reference and guidance of strategic planning in public libraries in Mainland China.Design/methodology/approach: A questionnaire-based survey method is carried out to collect the views of public libraries staff at different levels in Mainland China. The questionnaire is designed on the following four aspects toward strategic planning in public libraries: The attitude, the status quo, basic issues and the guides. The 882 valid questionnaires are processed by a statistic analysis to reflect the current practices of strategic planning in public libraries in Mainland China.Findings: Our research results reveal that the unclear and confused understanding of the strategic planning still exist among the public libraries staff in Mainland China. However, the majority of respondents still believe that the strategic planning in public libraries is significant and the library developments will be affected for lacking strategic planning. Moreover, it is considerable that the strategic plans are jointly made by independent agencies and public libraries, or by the public library itself. Also, guidelines and a set of softwares in strategic planning are needed.Research limitations/implications: The study was restricted to six main areas in China. A wider geographic sampling can preferable show the basic status of strategic planning in public libraries.The procedures of data collection would be another limitation. Nevertheless, case studies should be used in the further research.Originality: The importance of this research originates from a large number of first-hand data about strategic planning in public

  11. Strategic plan for Hanford Site Environmental Restoration Information Management

    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

  12. Strategic plan for Hanford Site Environmental Restoration Information Management

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

    1994-06-01

    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.

  13. A Suitable ‘GPS’ for SME’s: the Strategic Planning and Organizational Learning Nexus

    Baltar, Fabiola

    2013-01-01

    The aim of the article is to examine the relationship between organizational learning and strategic planning actions in SMEs. The hypothesis is that those firms that think strategic planning as an organizational learning process may encourage the design of 'long-term objectives', keeping SMEs flexible and adaptive. Thus, it allows the exploitation of opportunities and the accumulation of specific and competitiveinternal resources. A structural equation model is proposed, based on 147 argentin...

  14. Strategic planning in the public sector: the case of the Turkish Ministry of Interior

    Sen, Hakan

    2016-01-01

    This thesis investigates the difficulties and challenges experienced in the first strategic planning process of the Turkish Ministry of Interior (MoI) between the years 2007 and 2013 through case study method. Specifically, it documents how and why top-down, mandatory and formal strategic planning in a one-size-fits-all fashion can be poorly implemented through an authoritative and bureaucratic ministry located in the Turkish central government, within the context of a highly centralised and ...

  15. An Investigation of the Nexus Between Strategic Planning and Organizational Learning

    Endlich, Norman Andrew

    2001-01-01

    This study considered the question: "What is the nature of the nexus between strategic planning and organizational learning, and how does it operate in a specific organization?" A single case study using the narrative inquiry approach was conducted at the National Aeronautics and Space Administration (NASA) Headquarters in Washington, DC. The research found a mature strategic planning process at NASA supported by a wide variety of active and ongoing organizational learning activities, of b...

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

    E.E. Ibragimov

    2013-01-01

    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 c...

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

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

    2009-01-01

    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.

  18. Developing strategic plans for effective utilization of research reactors

    Ridikas, Danas [International Atomic Energy Agency, Vienna (Austria). Dept. of Nuclear Sciences and Applications

    2015-12-15

    Strategic plans are indispensable documents for research reactors (RRs) to ensure their efficient, optimized and well managed utilization. A strategic plan provides a framework for increasing utilization, while helping to create a positive safety culture, a motivated staff, a clear understanding of real costs and a balanced budget. A strategic plan should be seen as an essential tool for a responsible manager of any RR, from the smallest critical facility to the largest reactor. Results and lessons learned are shown from the IAEA efforts to help the RR facilities developing strategic plans, provide review and advise services, organize national and regional stakeholder/user workshops, prepare further guidance and recommendations, document and publish guidance documents and other supporting materials.

  19. INFORMATION TECHNOLOGY STRATEGIC PLANNING AT PT. VENTURIUM SYSTEM

    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.

  20. 2016 Federal Cybersecurity Research and Development Strategic Plan

    Networking and Information Technology Research and Development, Executive Office of the President — As part of the Presidents Cybersecurity National Action Plan (CNAP), the Administration released the 2016 Federal Cybersecurity Research and Development Strategic...

  1. Developing strategic plans for effective utilization of research reactors

    Strategic plans are indispensable documents for research reactors (RRs) to ensure their efficient, optimized and well managed utilization. A strategic plan provides a framework for increasing utilization, while helping to create a positive safety culture, a motivated staff, a clear understanding of real costs and a balanced budget. A strategic plan should be seen as an essential tool for a responsible manager of any RR, from the smallest critical facility to the largest reactor. Results and lessons learned are shown from the IAEA efforts to help the RR facilities developing strategic plans, provide review and advise services, organize national and regional stakeholder/user workshops, prepare further guidance and recommendations, document and publish guidance documents and other supporting materials.

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

    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.

  3. Features of strategic planning environmental marketing in agrosphere

    I. Voronecka

    2012-01-01

    Grounded methodological basis for strategic planning of environmental marketing of agricultural enterprises, which allows to provide for a sustainable development of the agricultural sector economy in the uncertainty of the environment

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

    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.

  5. Process simulation and parametric modeling for strategic project management

    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

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

    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

  7. The strategic plan of Vibo Valentia: a shared experience

    Federica di Pietrantonio; Andrea Nobili

    2010-01-01

    The article illustrates a concrete experience of territorial strategic planning of a city in Southern Italy, stressing the importance of the participation, involvement and commitment of the whole local community to ensure concrete development results. The authors explain the role of participation in the preparation of the strategic plan and describe the tools and methods that were used to promote the active involvement of the local community. They also retrace the main steps that led to the d...

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

    Vasilevska Ljiljana; Vasić Milanka

    2009-01-01

    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...

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

    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 scientific priorities ...

  10. Strategic Planning under Severe Constraints in a State College

    Geisler, Jerry L.; Gilliard, Debbie J.

    2007-01-01

    This paper examines the difficulties of strategic planning under severe constraints in a state college. Constraints include the planning models available, the governance structure of the college and other externalities, and a not-for-profit model of constraints by Newman and Wallender. After presenting the planning challenges, we discuss…

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

    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

  12. Strategic Planning and the Long-term R&D Plan

    The Department of Safeguards of the International Atomic Energy Agency implements a structured strategic planning process to ensure that safeguards will continue to be both effective and efficient in the future. This process provides the Department with a comprehensive and coherent planning framework for the short (2 years), medium (6 years) and long (12 years) term. The Department's suite of planning documents includes a long-term strategic plan and an associated long-term research and development plan as well as a biennial development and implementation support programme. The Department's Long-Term Strategic Plan 2012-2023 addresses the conceptual framework for safeguards implementation, legal authority, technical capabilities (expertise, equipment and infrastructure) and the human and financial resources necessary for Agency verification activities. As research and development (R&D) are essential to meet the safeguards needs of the future, the Department-s Long-Term R&D Plan 2012-2023 is designed to support the Long-Term Strategic Plan 2012-2023 by setting out the capabilities that the Department needs to achieve its strategic objectives, and key milestones towards achieving those capabilities for which Member State R&D support is needed. The Long-Term R&D Plan 2012-2023 addresses the Department's R&D requirements in areas such as safeguards concepts and approaches; detection of undeclared nuclear material and activities; safeguards equipment and communication; information technology, collection, analysis and security; analytical services; new mandates; and training. Long-term capabilities discussed in the presentation include deployed systems (e.g., equipment at facilities); analytical (e.g., sample analysis), operational (e.g., staff expertise and skills) and readiness (e.g., safeguarding new types of facilities) capabilities. To address near-term development objectives and support the implementation of its verification activities as well as to

  13. Chapter 5. The strategic plans of the Company

    In the fifth chapter of this CD ROM the strategic plans of the Slovak Electric, Plc. (Slovenske elektrarne, a.s.), are presented. It consist of next paragraphs (1) The programme of strategic changes (Declaration of the programme; The need for change; Major tasks; The management structure; Interconnections between the PSC target areas; The PSC projects); (2) The development of the Company (The major objectives of the Company; The energy plan of Slovakia; Analysis of development Alternatives; Results of the analysis; Economic comparison of the alternatives; Development of generation, The information system; Strategic goals and legislation). (3) The quality control system

  14. Strategic plan for the development of IAEA safeguards equipment

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

  15. SOARing Into Strategic Planning: Engaging Nurses to Achieve Significant Outcomes.

    Wadsworth, Barbara; Felton, Fiona; Linus, Rita

    2016-01-01

    In 2013, a new system chief nursing officer engaged the nursing leaders and staff in an Appreciative Inquiry process utilizing strengths, opportunities, aspirations, and results (SOAR), and a Journey of Excellence to assess and understand the current environment. The ultimate goal was to engage all nurses in strategic planning and goal setting to connect their patient care to the system strategic initiatives. This work led to the creation of a nursing vision, a revised professional practice model and greater council alignment, resulting in significant positive change and ongoing advancement throughout the system. The shared decision-making structure was key to the process with a direct connection of each council's goals, leading to the successful achievement of 34 of the 36 goals in 2 years. This article outlines the process, tools, and staff engagement strategies used to achieve system-wide success. This methodology has improved the outcomes across the organization in both small and system-wide work groups. This work can easily be replicated and adapted to help disparate staffs brought together through mergers or acquisitions to become aligned as a new team. This process, model, and framework, provides structure and results in significant outcomes that recognizes and celebrates the work of individual entities while aligning future strategies and goals. PMID:27584888

  16. 78 FR 45934 - The National Institute of Dental and Craniofacial Research (NIDCR) Strategic Plan Request for...

    2013-07-30

    ... (NIDCR) Strategic Plan Request for Comments SUMMARY: NIDCR is developing a new strategic plan to guide... http://www.nidcr.nih.gov/NewsAndFeatures/Announcements/GiveUsYourIdeasforNIDCRsNextStrategicPlan or... notice invites public comment and input on the development of the next strategic plan. We ask that...

  17. Russian Minatom nuclear safety research strategic plan. An international review

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

  18. The Strategic Plan for Tourism Development in Italy

    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.

  19. Strategic plan for Hanford site information management

    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

  20. A hybrid TOPSIS-BSC method for strategic planning

    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.

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

    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

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

    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)

  3. NASA ATP Force Measurement Technology Capability Strategic Plan

    Rhew, Ray D.

    2008-01-01

    The Aeronautics Test Program (ATP) within the National Aeronautics and Space Administration (NASA) Aeronautics Research Mission Directorate (ARMD) initiated a strategic planning effort to re-vitalize the force measurement capability within NASA. The team responsible for developing the plan included members from three NASA Centers (Langley, Ames and Glenn) as well as members from the Air Force s Arnold Engineering and Development Center (AEDC). After visiting and discussing force measurement needs and current capabilities at each participating facility as well as selected force measurement companies, a strategic plan was developed to guide future NASA investments. This paper will provide the details of the strategic plan and include asset management, organization and technology research and development investment priorities as well as efforts to date.

  4. Strategic Planning for Academic Research: A Canadian Perspective

    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…

  5. 78 FR 5481 - Quagga Mussel Strategic Planning Meeting

    2013-01-25

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF THE INTERIOR Fish and Wildlife Service Quagga Mussel Strategic Planning Meeting AGENCY: Fish and Wildlife Service... planning an FY13 strategy to minimize the spread of quagga mussels from the Colorado River and a...

  6. Developing Strategic Marketing Plan for International Tourism Industry

    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 marke...

  7. THE STRATEGIC MARKETING PLANNING – GENERAL FRAMEWORK FOR CUSTOMER SEGMENTATION

    OPRESCU, Alina Elena

    2014-01-01

    Anyapproach that involves the use of strategic resources of an organisation requires a responsible approach, a behaviour that enables it to properly integrate itself into the dynamic of the business environment. This articles addresses in a synthetic manner, the issues of specific integration efforts for customers’ segmentation in the strategic marketing planning. The essential activity for any organisation wishing to optimize its response to the market, the customer segmentation will fully b...

  8. Automatic and strategic processes in advertising effects

    Grunert, Klaus G.

    1996-01-01

    , 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...... 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...

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

    Claudia E. Tuclea

    2014-11-01

    Full Text Available The purpose of this paper is to explore the strategic behavior of travel agencies in Romania and their strategy development process before and during the current economic crisis. Using 88 in-depth interviews with Romanian managers of travel agencies of different sizes, we pursued the understanding the extent to which they use strategic management, the role of strategic management on leading travel agencies before and during the crisis, and the changes of their strategic planning process due to the crisis. The research also aims to identify how they perceive the impact of the crisis on the business environment and the behavior of competitors. The findings suggest that, at first, travel agencies followed an informal strategic planning process, with a high emphasis on the short-term objectives given the turbulence of the environment affected by the economic crisis. This turned into a tougher emphasis put on financial and cutting costs measures. The crisis prolonged and the managers rediscovered the role of strategy, trying to find new ways of creating value for the customers, reconsidering the role of competitive advantage. The paper offers an image of strategic management processes of travel agencies and the changes in their strategic direction and behavior as a result of the financial and economic crisis, approaching a well-defined theoretical and practical need.

  10. 76 FR 61402 - Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan

    2011-10-04

    ... COMMISSION Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan AGENCY: Nuclear....S. Nuclear Regulatory Commission, FY 2012-2016 Strategic Plan,'' dated September 2011. The NRC's draft FY 2012-2016 strategic plan describes the agency's mission and strategic objective, which...

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

    Masilamony, Davadhasan

    2010-01-01

    As the nonprofit sector continues to grow in size and importance in American society, successful organizations proactively initiate strategic planning so they can be more responsive to changing circumstances, underlying trends, and shifting demands. At times, however, organizations develop elaborate plans that are never implemented. Unfortunately,…

  12. Tools and techniques for AIS Strategic Planning

    Monod, Emmanuel; Watson, Richard

    2003-01-01

    AIS went through and will continue to undergo evolution and revolution as it grows. This article analyzes the current state of AIS and concludes it is in or approaching a crisis of priorities. Planning is the recommended path for solving this crisis. Four planning methods are proposed: stakeholder analysis, service matrix analysis, missions matrix analysis, and a four-year budget cycle. Keywords: AIS, planning, planning methods, priority setting, stakeholder analysis, service matrix analysis,...

  13. Strategic Marketing Planning in International Schools

    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…

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

    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

  15. Strategic analysis of a data processing company

    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...

  16. 42 CFR 457.710 - State plan requirements: Strategic objectives and performance goals.

    2010-10-01

    ...) ALLOTMENTS AND GRANTS TO STATES Strategic Planning, Reporting, and Evaluation § 457.710 State plan requirements: Strategic objectives and performance goals. (a) Plan description. A State plan must include a.... The State plan must specify one or more performance goals for each strategic objective identified....

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

    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. Strategic planning for tourism industry using SWOT and QSPM

    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.

  19. Strategic Marketing Plan: Proposal for a Theoretical Analysis

    Gustavo Barbieri Lima; Dirceu Tornavoi de Carvalho

    2011-01-01

    The importance of the Marketing Plan for the strategic management of enterprises has been the center of academic debates. The plan can be considered as a formal and organized document, in which the objectives of organizational marketing are clearly described as well as the strategies to achieve them. Included in the plan is the budget of activities that involve the marketing mix (product, price, place/ distribution and promotion) management analyzed under the point-of-view of the marketing en...

  20. Strategic Urban Planning in Latin America: Experiences of Building and Managing the Future

    Steinberg, Florian

    2002-01-01

    textabstractStrategic Planning is a process which permits the articulation of the initiatives of public and private stakeholders which seek synergies for the development of a city. It is about: • An adaptable, non-rigid methodology for which flexibility is an indispensable precondition. • A tool for local development which conceives strategic interventions that guarantee the quality of life, and economic and social progress. • A mechanism to promote progressive forms of governance, substantia...

  1. Strategic development: how to open the 'black box'of strategic planning

    Salinas O., Jose

    2014-01-01

    The strategy-making process, for Henry Mintzberg and others, is seen as an impenetrable 'black box' for planners, around which they work, providing some of its inputs, programming its outputs as well as encouraging strategic thinking in general. The challenge is how to open this 'black box' to generate creative and doable strategies, to evaluate them and choose the most favorable for the company.   The Strategic Decisions Group (SDG) process allows to generate alternative strategies; which ar...

  2. Strategic Positioning in Tactical Scenario Planning

    Whitacre, James M.; Abbass, Hussein A.; Sarker, Ruhul; Bender, Axel; Baker, Stephen

    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 s...

  3. Redefining territorial scales and the strategic role of spatial planning

    Galland, Daniel; Elinbaum, Pablo

    2015-01-01

    This paper argues that spatial planning systems tend to redefine and reinterpret conventional territorial scales through the dual adoption and articulation of legal instruments and spatial strategies at different levels of planning administration. In depicting such redefinition, this paper delves...... into the cases of Denmark and Catalonia through an analysis concerned with: i) the strategic spatial role attributed to each level of planning; and ii) the redefinition of territorial scales as a result of changing political objectives and spatial relationships occurring between planning levels. The...... assessment pertaining to the strategic roles of spatial planning instruments as well as the evolving redefinition of territorial scales in both Denmark and Catalonia suggests that the conventional, hierarchical ‘cascade-shaped’ ideal of policy implementation is superseded. While both cases tend to converge...

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

    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.

  5. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

    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

  6. Strategic planning for radiology: opening an outpatient diagnostic imaging center.

    Leepson, Evan

    2003-01-01

    Launching a new diagnostic imaging center involves very specific requirements and roadmaps, including five major areas of change that have a direct impact on planning: Imaging and communication technology Finances and reimbursement Ownership structure of imaging entities Critical workforce shortages Imaging is moving outside radiology First, planning must focus on the strategic level of any organization, whether it is a multi-national corporation or a six-person radiology group. Think of all organizations as a triangle with three horizontal levels: strategic, managerial and operational. The strategic level of decision-making is at the top of the triangle, and here is where planning must take place. For strategic planning to work, there must be focused time and energy spent on this activity, usually away from the reading room and imaging center. There are five planning strategies, which must have the explicit goal of developing and growing the imaging center. The five strategies are: Clinical and quality issues, Governance and administration, Technology, Relationships, Marketing and business development. The best way to plan and implement these strategies is to create work groups of radiologists, technologists, and administrative and support staff. Once the group agrees on the strategy and tactic, it takes responsibility for implementation. Embarking on the launch of a new outpatient diagnostic imaging center is no small undertaking, and anyone who has struggled with such an endeavor can readily attest to the associated challenges and benefits. Success depends on many things, and one of the most important factors relates to the amount of time and the quality of effort spent on strategic planning at the outset. Neglecting or skimping on this phase may lead to unforeseen obstacles that could potentially derail the project. PMID:12800560

  7. Strategic continuity planning: the first critical step.

    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

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

    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

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

    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.

  10. Strategic maintenance plan for Cernavoda steam generators

    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)

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

    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.

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

    Iuliana CETINĂ

    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.

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

    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.

  14. Strategic considerations in planning a counterevacuation

    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

  15. Strategic Alliance Development - A Process Model A Case Study Integrating Elements of Strategic Alliances

    Mohd Yunos, Mohd Bulkiah

    2007-01-01

    There has been enormous increase in the formation of strategic alliance and the research efforts devoted to understanding alliance development process over the last few decades. However, the critical elements that influence the each stage of alliance development are yet unexplored. This dissertation aims to fill this gap and to supplement it by introducing an integrated process model of strategic alliance development and its critical elements. The process model for strategic alliance developm...

  16. Increasing Effectiveness of Strategic Planning Seminars through Learning Style

    Yildirim, Nail

    2010-01-01

    This research tests the effectiveness of taking learning style variables from the Kolb learning model in designing strategic planning seminars. We observe in our research that the participants in the seminar--school principals--positively judge the effectiveness of the seminar. The research also tests the seminar's effectiveness in terms of the…

  17. 2016-2020 Strategic Plan and Implementing Framework

    None

    2015-11-01

    The 2016-2020 Strategic Plan and Implementing Framework from the Office of Energy Efficiency and Renewable Energy (EERE) is the blueprint for launching the nation’s leadership in the global clean energy economy. This document will guide the organization to build on decades of progress in powering our nation from clean, affordable and secure energy.

  18. Information system for strategic planning the university sustainable development

    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

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

    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.…

  20. El Centro College Strategic Plan, 2000-2005.

    El Centro Coll., Dallas, TX.

    This is the 2000-2005 strategic plan at El Centro College (Texas). It discusses the college's mission, vision, and core values, and provides information on goals and success indicators. Goals include: (1) preparing students for careers and for transfer to four-year institutions; (2) providing quality continuing/workforce education to enrich…

  1. Strategic Enterprise Resource Planning for Global Supply Chain Competitiveness

    Nageswararao, A. V.; Sahu, Dasarathi; Mohan, V. Krishna

    2011-01-01

    Strategic Enterprise Resource planning (SERP) systems are networked and integrated information mechanisms which are developed to achieve competitive advantage for organizations operating in global scale. It plays a vital role in Integrating various stake holders and channel partners involved in day to day operations. In the present Globalized…

  2. Note--The Capital Asset Pricing Model and Strategic Planning

    Birger Wernerfelt

    1985-01-01

    We make two clarifying comments on a recent paper by Naylor and Tapon (Naylor, T. H., F. Tapon. 1982. The capital asset pricing model: An evaluation of its potential as a strategic planning tool. Management Sci. 28 1166-1173.). The conclusions of their paper are significantly affected by this.

  3. A New Strategic Marketing Plan for a Hotel

    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 contains in...

  4. Commonwealth of the Northern Mariana Islands Strategic Energy Plan

    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.

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

    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.

  6. Centralisation and decentralisation in strategic municipal energy planning in Denmark

    Sperling, Karl; Hvelplund, Frede; Mathiesen, Brian Vad

    2011-01-01

    Denmark’s future energy system is to be entirely based on renewable energy sources. Municipalities will play an important role as local energy planning authorities in terms of adopting and refining this vision in different local contexts. Based on a review of 11 municipal energy plans, this paper...... examines to what extent municipal energy planning matches national 100% renewable energy strategies. The results indicate a willingness among Danish municipalities to actively carry out energy planning, and the plans reveal a large diversity of (new) activities. At the same time, however, there is a strong...... need for better coordination of municipal energy planning activities at the central level. It is suggested that the role of municipalities as energy planning authorities needs to be outlined more clearly in, e.g., strategic energy planning which integrates savings, efficiency and renewable energy in...

  7. MaROS Strategic Relay Planning and Coordination Interfaces

    Allard, Daniel A.

    2010-01-01

    The Mars Relay Operations Service (MaROS) is designed to provide planning and analysis tools in support of ongoing Mars Network relay operations. Strategic relay planning requires coordination between lander and orbiter mission ground data system (GDS) teams to schedule and execute relay communications passes. MaROS centralizes this process, correlating all data relevant to relay coordination to provide a cohesive picture of the relay state. Service users interact with the system through thin-layer command line and web user interface client applications. Users provide and utilize data such as lander view periods of orbiters, Deep Space Network (DSN) antenna tracks, and reports of relay pass performance. Users upload and download relevant relay data via formally defined and documented file structures including some described in Extensible Markup Language (XML). Clients interface with the system via an http-based Representational State Transfer (ReST) pattern using Javascript Object Notation (JSON) formats. This paper will provide a general overview of the service architecture and detail the software interfaces and considerations for interface design.

  8. Individualized strategic planning for faculty development in medical schools

    Goutham Rao

    2013-02-01

    Full Text Available Background. Faculty development is essential to provide skills not taught in typical medical training such as designing curricula or scientific writing, to help medical faculty acquire new skills valued today such as financial management, and to maintain institutional vitality. Faculty development receives relatively little attention in many medical schools and is narrowly focused upon teaching skills. Innovation. We propose a program that includes individual needs assessment and strategic planning. This strategy is consistent with Knowles’ principles of andragogy, a model of adult learning that differs in some ways from traditional pedagogy. We have included a self-assessment tool that may be useful to medical schools and an illustrative case study. Evaluation. We have introduced the self-assessment tool to a small number of faculty members who have found it clear and useful. We plan to introduce it to a large number of faculty members and to measure completion rates, perceived usefulness, and subsequent participation in faculty development activities and fulfillment of goals. Conclusions. Faculty development needs to be a higher priority in medical schools and to better reflect the current needs of faculty members. An individualized faculty development process has the potential to have a substantial impact upon acquisition of important skills, and faculty and institutional morale and vitality.

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

    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

  10. ANALYSIS METHODS OF USING STRATEGIC PLANNING IN ORGANIZATION OF RETAIL TRADE OF THE KRASNODAR REGION

    Gayduk V. I.; Takaho E. E.

    2014-01-01

    The article analyzes the retail organizations of the Krasnodar region and investigates the methods of strategic planning. The basic challenges to systematic application of strategic planning in retail trade enterprises of the Krasnodar region have been reviewed

  11. 78 FR 69462 - National Nanotechnology Initiative Strategic Plan; National Science and Technology Council...

    2013-11-19

    ... TECHNOLOGY POLICY OFFICE National Nanotechnology Initiative Strategic Plan; National Science and Technology Council; National Nanotechnology Coordination Office AGENCY: Executive Office of the President, Office of... requests public comments on the draft 2014 National Nanotechnology Initiative (NNI) Strategic Plan....

  12. ANALYSIS METHODS OF USING STRATEGIC PLANNING IN ORGANIZATION OF RETAIL TRADE OF THE KRASNODAR REGION

    Gayduk V. I.

    2014-04-01

    Full Text Available The article analyzes the retail organizations of the Krasnodar region and investigates the methods of strategic planning. The basic challenges to systematic application of strategic planning in retail trade enterprises of the Krasnodar region have been reviewed

  13. A Tool for Measuring NASA's Aeronautics Research Progress Toward Planned Strategic Community Outcomes

    Tahmasebi, Farhad; Pearce, Robert

    2016-01-01

    Description of a tool for portfolio analysis of NASA's Aeronautics research progress toward planned community strategic Outcomes is presented. For efficiency and speed, the tool takes advantage of a function developed in Excels Visual Basic for Applications. The strategic planning process for determining the community Outcomes is also briefly discussed. Stakeholder buy-in, partnership performance, progress of supporting Technical Challenges, and enablement forecast are used as the criteria for evaluating progress toward Outcomes. A few illustrative examples of using the tool are also presented.

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

    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.

  15. Positioning as a Strategic Marketing Planning Tool

    Lhotáková, Markéta

    2001-01-01

    Positioning is an important tool of marketing planning and brand building on the market. Positionig is a streategy that helps marketers to differentiate the brand from those of competition and creaete unique brand perception in minds of target consumers. In a proces of positioning development four core elements must be defined and analyzed -- target consumer, unique consumer benefit which brand offeres to the target consumer, brand and its brand equity and competitors from whom we want to dif...

  16. Thai Strategic Plan for Spent Fuel Management

    In the past few years, nuclear power has become a key part of the global energy solution. Many countries have been planning on expansion and embarking of the nuclear power in their countries. It is not surprising that Thailand is one of those countries recognizing that nuclear energy is one of the promising options responses to Thai energy policy on energy security, fuel diversification, and greenhouse-gas emission reduction

  17. Achieving Aeronautics Leadership: Aeronautics Strategic Enterprise Plan

    1995-01-01

    Today, more than ever, aggressive leadership is required to ensure that our national investments in aeronautical research, technology, and facilities are shaped into a coordinated, and high-impact, strategy. Under the auspices of the National Science and Technology Council, and in conjunction with the domestic industry, universities, the Department of Defense, and the Federal Aviation Administration - our partners in aeronautics - we propose to provide that leadership, and this document is our plan.

  18. Strategic management of family planning programs

    Green, Cynthia P.

    1992-01-01

    Program management has received insufficient attention among family planning leaders, possibly because of medical or demographic background of many leaders, a focus on other program priorities (such as sheer survival), the pressure to expand programs rapidly, and limited donor interest in the subject. As programs grow in complexity, the problems resulting from weak management systems become more obvious, and organizations are compelled to introduce rational systems. The more successful family...

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

    Maksin Marija

    2010-01-01

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

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

    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

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

    Amra Abadžić

    2012-11-01

    Full Text Available The paper starts from the premise that local development policy could be seen as a tool for effective management and usage of comparative and competitive advantages in space and time. By applying the centralized administrative model in managing society andeconomy, Bosnia and Herzegovina is not capable of handling efficient development at national, regional and local level. We believethat there is a need to change the model of social and economic development, taking into consideration that so far negative effects of the erroneously applied strategies and development policies have reached unexpected limits. Strategic planning is an instrumentwhich the managers of local communities may use to make optimum decisions and their implementation. Models of strategic planningrepresent the need of local community for internationalization and attracting foreign investors, but also the appropriate public sectorsupport offered to the businesses in a particular community in order to conduct their activities in a more efficient way. Priority aims and their actual application to development of local communities are determined by strategic planning and models of strategic planning. Webelieve that an appropriately adjusted model of strategic planning provides an advantage for local communities in innovative andcooperative approaches to the problems of local government units, with the tendency for defining priority areas and sectors, whiledifferent levels of government, scientific and development institutions at local and other levels and civil sectors should be involved in solving these problems. In this paper, we focused on the presentation of models of strategic planning from the practice worldwide, as an efficient means for the implementation ofstrategic planning processes and using its positive characteristics in order to improve efficiency and effectiveness of local communities. As an example of balance between acceptance and feasibility, we showed the

  2. Strategic Urban Planning in Latin America: Experiences of Building and Managing the Future

    F. Steinberg (Florian)

    2002-01-01

    textabstractStrategic Planning is a process which permits the articulation of the initiatives of public and private stakeholders which seek synergies for the development of a city. It is about: • An adaptable, non-rigid methodology for which flexibility is an indispensable precondition. • A tool for

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

    Quitzau, Maj-Britt; Hoffmann, Birgitte; Elle, Morten

    2012-01-01

    -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...

  4. It takes two to tango: the fit between network context and interorganizational strategic information systems planning

    Spil, Ton A.M.; Broek, van den Tijs; Salmela, Hannu T.T.

    2010-01-01

    The view of evaluating Strategic Information Systems Planning (Grover & Segars, 2005) process and effectiveness has matured. However, the inter-organizational view or network view is understudied. The introduction of information strategy in networks seems more reactive than proactive; many organizat

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

    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…

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

    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…

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

    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. 

  8. 76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan

    2011-10-18

    ... strategic direction for program and laboratory planning. DATES: Public comments are due by 5 p.m., EST... Strategic Plan AGENCY: Office of Oceanic and Atmospheric Research (OAR), National Oceanic and Atmospheric... public comment. SUMMARY: This notice announces that OAR's draft Strategic Plan (FY12- 18) is...

  9. 75 FR 67149 - Request for Public Comment on the Draft 2010 National Nanotechnology Initiative Strategic Plan

    2010-11-01

    ... Strategic Planning Stakeholders Workshop in Arlington, Virginia, on July 13-14, 2010 (details available... TECHNOLOGY POLICY Request for Public Comment on the Draft 2010 National Nanotechnology Initiative Strategic...) Strategic Plan. The draft plan is posted at http://strategy.nano.gov . Comments of approximately one page...

  10. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    2011-07-01

    ... URBAN DEVELOPMENT Redelegation of Authority to the Office of Strategic Planning and Management AGENCY..., Office of Strategic Planning and Management, Department of Housing and Urban Development, 451 7th Street... COO hereby redelegates to the Director, Office of Strategic Planning and Management, authority...

  11. 75 FR 47346 - Draft Strategic Plan for FY 2010-2015

    2010-08-05

    ..., 2010. Martin R. Melone, Director, Strategic Planning and Performance Management, United States... Draft Strategic Plan for FY 2010-2015 AGENCY: United States Department of the Treasury. ACTION: Notice... draft strategic plan for fiscal years 2010-2015 is available for public review and comment....

  12. 76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

    2011-07-01

    ... URBAN DEVELOPMENT Order of Succession for the Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD. ACTION: Notice of Order of Succession. SUMMARY: In this notice, the Director, Office of Strategic Planning and Management, designates the Order of Succession...

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

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

    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. 

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

    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.

  15. Quinault Indian Nation Comprehensive Biomass Strategic Planning Project

    Cardenas, Jesus [American Community Enrichment, Elma, WA (United States)

    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.

  16. Dynamic Aspects of the Strategic Planning of Information Systems

    Marko Hell

    2013-06-01

    Full Text Available The SPIS methodology provides methods and techniques of developing an information system (IS that would correspond with the requirements of an organization. The result of its application is the strategic plan of IS development that would meet the future needs. As is the case in the methodology of the strategic planning in general, the primary drawback to the strategic planning of the information system is the lack of efficient control of implementation of the strategic plan, and this is precisely what this research paper deals with. One of the procedures in the measuring of results of an organization, which is also recommended by the SPIS, is the Balanced Scorecard methodology (BSC. However, the BSC concept which the classic SPIS methodology recommends as suitable for the evaluation of performance of the information technology (IT on the business system and the performance of that new business system, does not take into account the constraint that may lead to non-implementation of the planned activities. Furthermore, the BSC has been criticised for the oversimplified modelling of the cause-consequence relations that do not take into account the time delay and the feedback.This paper provides results of the research that resulted in identification of two types of constraints that need to be included when determining the optimal IS/IT strategy. Within the context of the system dynamics (SD approach, the broadening of the problem with the analysis of the strategy implementation dynamics results in the new practical knowledge about the control over the time-dependant values and, consequently, with a proposal that would eliminate the reasons for the abovementioned criticism.

  17. Strategic plan: Fiscal year 1997-Fiscal Year 2002

    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

  18. Strategic Marketing Plan: Proposal for a Theoretical Analysis

    Gustavo Barbieri Lima

    2011-12-01

    Full Text Available The importance of the Marketing Plan for the strategic management of enterprises has been the center of academic debates. The plan can be considered as a formal and organized document, in which the objectives of organizational marketing are clearly described as well as the strategies to achieve them. Included in the plan is the budget of activities that involve the marketing mix (product, price, place/ distribution and promotion management analyzed under the point-of-view of the marketing environment (PEST – political-legal, economic, social e technological. This article proposes to elaborate an academic literature review regarding strategic marketing plan, based on the literature about this subject, intending to contribute to the knowledge in this field of study and to analyze comparatively the models of marketing plan studied. A bibliographic review about Marketing Plan to develop this study was conducted. It is considered relevant to mention the importance of the marketing plan as a tool to direct the marketing strategies of enterprises inserted 

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

    Vladimir Dyadik

    2014-10-01

    Full Text Available The aim of the article is to identify challenges for strategic planning at the municipal level in Russia in the light of local self-government practices in the Nordic countries. Data for the study were collected from literature sources, as well as through analysis of legal documents and statistics, participatory observations of Russian municipal practices, and participation in the Presidential Program for the training of young managerial staff for the national economy of Russia in Norway in 2012. Municipal practices in Russia and the Nordic countries are examined and compared, and the problems which hinder the Russian municipalities in the elaboration and successful implementation of strategic plans for their development are indicated. The study reveals that there are two major groups of problems: that that have an institutional origin and those that are related to the economic situation within which the local authorities in Russia must work. It is shown that formal institutions at the national level to stimulate strategic planning at the municipal level – especially, necessary laws and regulations – are lacking. The same applies to informal institutions such as traditions and the culture of strategic planning at the local level. A typical economic situation within which the local authorities have to work is extremely low budget security at the municipal level, which gives rise to the competition for funds from the regional consolidated budget between the regional and municipal administrations, instead of making them partners in the process of municipal strategic planning. Taking Nordic experiences into account, policy suggestions for the improvement of strategic planning at the municipal level in Russia are made.

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

    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......-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...

  1. Environmental Restoration and Waste Management: Strategic plan

    The Brookhaven National Laboratory (BNL) site is currently divided into five major areas, Operable Units (OUs), and several Areas of Concern (AOCs), which are the focus of investigation and clean-up. The primary environmental concern is groundwater contamination and a major emphasis of the restoration activities is focused on this medium. Each year, BNL generates 60 tons of hazardous waste and 7,000 to 8,000 cubic feet of radioactive waste that result from research activities. These wastes are collected at a central location, packaged and shipped off site for disposal. The operations for Hazardous and Radioactive Waste Management are conducted in compliance with EPA and DOE regulations. BNL has continued to actively pursue means by which these wastes may be minimized. Activities in both the remediation and waste management arenas are intimately connected with the future vision of BNL. The long-range goal for remediation in conjunction with vigorous monitoring of BNL's activities is to restore the site and maintain strong environmental controls. The goals of the waste minimization program include activities to find environmentally safe alternatives to materials currently in use. By careful planning, BNL will minimize the amount of all waste, including sanitary, that is generated on site

  2. STRATEGICAL PLANNING: A STUDY OF CASE IN CONSTRUCTOR NAUFEL

    ADRIANO DIAS DE CARVALHO1

    2010-06-01

    Full Text Available This work addresses the importance of a strategic planning in the organization known as Construtora Naufel Ltda. It aims at presenting the degree of difficulty encountered by this organization in the construction sector on the São Paulo state region economically headed by the town of Mococa. The study employed the SWOT matrix tool, which provides a systematic assessment of both strenghths and weaknesses of company. SWOT matrix help administrators to maximize then organization basic skills and to combine them with available opportunities in then environment, preferably areas that competitors do not show similar capacities. It concludes that the company studied does not have a formal strategic plan. SWOT matrix application nevealed: the company market behavior, its strength, its mission statement, which defines the organization purpose, and its major competitors.

  3. European Telecommunications Conference. Strategic Planning for the 1990s

    Blackburn, J. F.

    1990-06-01

    The European Telecommunications Conference Strategic Planning for the 1990s provided information to delegates and their companies on strategic planning for the European market, particularly after the advent of the European Single Market at the end of 1992. The conference objective was to examine the impact of the initiatives of the European Commission (EC) and the changing attitudes to service provision by public and private sector organizations on industry and marketing. Organized by Blenheim Online and Logica, 40 delegates attended this conference, mainly from Europe, but with a few from the U.S. The papers were designed to illuminate such questions as emerging market sectors, impact of U.S telecommunications organizations in Europe, mergers and acquisition, standards, and value-added services.

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

    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

  5. 77 FR 40860 - Strategic Plan for Federal Research and Monitoring of Ocean Acidification

    2012-07-11

    ...We are advising the public that a Draft Strategic Plan for Federal Research and Monitoring of Ocean Acidification is being made available for public review and comment. The Draft Research Plan presents a vision for how to move Federal agencies toward a better understanding of the process of ocean acidification, its effects on marine ecosystems, and the steps that could be taken to adapt marine......

  6. A Literature Overview on Strategic Information Systems Planning

    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 ...

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

    Brown, E.

    2011-01-01

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

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

    Björk, 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 ...

  9. Information systems strategic planning for Kosovo Peace keeping force

    Altinsoy, Nuh.

    2001-01-01

    This thesis presents a model of a detailed information strategic planning for a military organization. The model includes the analysis and design of a network and a three-tier client server system. The network analysis focuses on the network traffic flow analysis of Ethernet and Token Ring models. Each candidate technology is simulated with Extend 4.0 separately. Average latency and waiting time in the queue are the simulation parameters. The selection of the candidate technology will play an...

  10. Strategic Planning Approaches and Concepts: Potentials for Improving Commodity Subsector Performance

    Woods, Timothy A.; Sterns, James A.; Ricks, Donald J.; Bitsky, Randy

    1998-01-01

    Subsector, or industry strategic planning is a potentially useful tool that can be designed to enhance the overall performance and competitiveness of a commodity industry across the industry's inter-dependent vertical segments. Industry strategic planning provides a framework for industry stakeholders to consider future strategic directions and to facilitate needed adjustments and progress on certain issues of common interest. Industry strategic planning is particularly well suited for facili...

  11. Conceptual clarification of planning and strategic thinking in human resource management

    Matei ȘTEFAN

    2013-01-01

    Many of the concepts and techniques for strategic management have been developed and successfully applied within many companies. As managers are trying to manage better and to face the changes in economical climate, a company develops over four phases of strategic actions and management. These phases consist of basic financial planning, prognosis-based planning, external environment oriented planning and strategic management. Moreover, strategic management consists of four basic elements whic...

  12. Executive summary of the Strategic Plan for National Institutes of Health Obesity Research.

    Spiegel, Allen M; Alving, Barbara M

    2005-07-01

    The Strategic Plan for National Institutes of Health (NIH) Obesity Research is intended to serve as a guide for coordinating obesity research activities across the NIH and for enhancing the development of new efforts based on identification of areas of greatest scientific opportunity and challenge. Developed by the NIH Obesity Research Task Force with critical input from external scientists and the public, the Strategic Plan reflects a dynamic planning process and presents a multidimensional research agenda, with an interrelated set of goals and strategies for achieving the goals. The major scientific themes around which the Strategic Plan is framed include the following: preventing and treating obesity through lifestyle modification; preventing and treating obesity through pharmacologic, surgical, or other medical approaches; breaking the link between obesity and its associated health conditions; and cross-cutting topics, including health disparities, technology, fostering of interdisciplinary research teams, investigator training, translational research, and education/outreach efforts. Through the efforts described in the Strategic Plan for NIH Obesity Research, the NIH will strive to facilitate and accelerate progress in obesity research to improve public health. PMID:16002822

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

    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

  14. Developments in the strategic planning of the major oil companies

    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

  15. ICSU celebrates 75 years with a new Strategic Plan

    Thomas Rosswall; Carthage Smith

    2006-01-01

    @@ In 2006, ICSU celebrates 75 years of supporting international, interdisciplinary science. 2006 is a doubly significant year for ICSU as it also marks the start of the first ever ICSU Strategic Plan, 2006-2011, which signals both a new vision and a new mode of operation for the Council. This plan is the culmination of an extensive review and consultation exercise that involved the entire ICSU membership. It was unanimously endorsed by the ICSU General Assembly,including IUGS, which met in Suzhou, China in October 2005.

  16. ASTRONET: Strategic Planning for European Astronomy 2005-2025

    Andersen, Johannes; Mourard, Denis

    2015-08-01

    European astronomy, with ESO and ESA, is supported by a wide variety of independent national agencies or similar bodies, which jointly provide ~98% of the total funding (with ~2% EU grants). In 2005 these agencies concluded that common strategic planning would be a more cost-effective approach, so they founded a consortium, ASTRONET (http://www.astronet-eu.org/), to prototype such an effort for all of Europe, with EU support. A bottom-up process resulted in a Science Vision (2007) and Infrastructure Roadmap (2008) for European astronomy, with recent updates (2014).These ASTRONET reports cover all branches of astronomy; infrastructures at all electromagnetic wavelengths as well as particles etc., on the ground and in space; laboratory work, software and archiving; and training, recruitment and public outreach. In short, they are agreed blueprints for what Europe plans to accomplish in the next 1-2 decades.Subsequently, a systematic and sustained pragmatic effort has been made to implement the strategy laid out in the Roadmap, including a common European participation in projects and facilities of global dimensions. Decisions on the organisation and construction of several major research facilities have been taken as foreseen (E-ELT, SKA, CTA,…), and they are on track for completion around 2025. The task for global astronomy is now to optimise the overall scientific returns and cost-effectiveness of these investments across wavelength domains, scientific disciplines, and political and financial borders. Accordingly, ASTRONET is currently transforming itself into a permanent, self-sustaining activity reaching out to the world.The ideal of a fully integrated global astronomy may not be reached until ~2050, but no science is better suited than astronomy to set such an example: One Universe surrounds us all, and one Earth is our platform. The IAU General Assembly is a springboard towards this goal.

  17. The development of a strategic plan for a company in the dust suppression industry / de Necker A.

    De Necker, Adele

    2011-01-01

    The general aim of this study was to develop a strategic plan for a company in the dust suppression industry. Currently there is no formal process documented or analysis done within the company regarding strategic planning due to the company being founded, extensive growth taking place year on year and the urgent need for the operations to be established, in order for the company to start selling their products and services. The study was conducted among a sample of 45 junior, ...

  18. Final Report - Development of a Strategic Energy Plan

    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.

  19. Implementing Strategic Environmental Assessment of spatial planning tools

    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

  20. Creating a future worth experiencing: nursing strategic planning in an integrated healthcare delivery system.

    Drenkard, K N

    2001-01-01

    The application of a strategic planning methodology for the discipline of nursing is described in use by a large, nonprofit integrated healthcare system. The methodology uses a transformational leadership assessment tool, quality planning methods, and large group intervention to engage nurses in the implementation of strategies. Based on systems theory, the methodology outlined by the author has application at any level in an organization, from an entire delivery network, to a patient care unit. The author discusses getting started on a strategic planning journey, tools that are useful in the process, integrating already existing business plans into the strategies for nursing, preliminary measures to monitor progress, and lessons learned along the journey. PMID:11519266

  1. Evaluating the strategic capacity of collaborative spatial planning initiatives by the performance of its process, output and outcomes: The case of the southern Randstad Holland

    Harteveld, E.; Waterhout, B.; Broekhans, B.; Zonneveld, W.A.M.

    2015-01-01

    Spatial planning practices are constantly evolving to be more effective in a dynamic context. In the face of the latest developments, the practice of collaborative spatial planning through the formation of regional collaborations has emerged as the contemporary solution. The practice of working with a multitude of public actors that cooperate to formulate spatial strategies for issues that transcend their own planning capacity is relatively new and the ideal structure, organization and scope ...

  2. Russian MINATOM nuclear safety research strategic plan. An international review

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

  3. 75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan

    2010-03-01

    ... HUMAN SERVICES National Institutes of Health Office of Dietary Supplements (ODS) 2010-2014 Strategic... Dietary Supplements (ODS) at the National Institutes of Health (NIH) has completed a strategic planning... Knowledge and Understanding of Dietary Supplements. The strategic plan is available in pdf format on the...

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

    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

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

    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

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

    NONE

    1996-09-01

    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.

  7. Strategic Facilities Planning: A Focus On Health Care

    Ellen D. Hoadley

    2011-01-01

    Full Text Available Turbulent market conditions have forced the health care sector to re-examine its business and operational practices.  Health care has become increasingly complex as decisions and planning are reframed in light of the current lagging economy, an increased demand for services, new global competition, and impending legislation reform.  The stress is felt most keenly within the nation’s hospitals and consortia of health care facilities.  Facility planning decisions are no exception.  Hospital administrators are abandoning the once commonplace rules governing aging infrastructure renovations.  Instead, administrators are basing decisions within their respective strategic context and are attempting to align buildings, services, personnel, and technology to an overall plan that looks at markets, operations, and finances as resources for competitive advantage.  This paper reviews the strategic facilities planning literature and applies those best practices which support this organizational alignment for health care.  An application in the mid-Atlantic demonstrates that hospital facilities, by design, need to support the current and future needs of health care delivery systems, while dated structures impede industry advances.  Health care infrastructure improvements must proactively address technological, regulatory, and financial changes facing the sector.

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

    Iuliana CETINĂ; Ionel DUNITRU; Violeta RĂDULESCU

    2010-01-01

    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 substantiat...

  9. Non-Financial Disclosure and Strategic Planning : Sustainability Reporting for Good Corporate Governance

    Chester, Ronan; Woofter, Jennifer

    2005-01-01

    A sustainability report is a tool to help organizations monitor and communicate economic, environmental, and social performance. A corporate strategic planning model is a tool that guides businesses through decision-making processes for sustainable competitive advantage and long-term economic success. While both tools can be used to move a company towards sustainability, the processes are usually not closely integrated. This project explores a closer integration of sustainability reporting an...

  10. Strategic planning decision making using fuzzy SWOT-TOPSIS with reliability factor

    Mohamad, Daud; Afandi, Nur Syamimi; Kamis, Nor Hanimah

    2015-10-01

    Strategic planning is a process of decision making and action for long-term activities in an organization. The Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis has been commonly used to help organizations in strategizing their future direction by analyzing internal and external environment. However, SWOT analysis has some limitations as it is unable to prioritize appropriately the multiple alternative strategic decisions. Some efforts have been made to solve this problem by incorporating Multi Criteria Decision Making (MCDM) methods. Nevertheless, another important aspect has raised concerns on obtaining the decision that is the reliability of the information. Decision makers evaluate differently depending on their level of confidence or sureness in the evaluation. This study proposes a decision making procedure for strategic planning using SWOT-TOPSIS method by incorporating the reliability factor of the evaluation based on Z-number. An example using a local authority in the east coast of Malaysia is illustrated to determine the strategic options ranking and to prioritize factors in each SWOT category.

  11. Corporate Entrepreneurship and Strategic Management: Insights from a Process Study

    Robert A Burgelman

    1983-01-01

    This paper presents a model of the strategic process concerning entrepreneurial activity in large, complex organizations. Previous empirical and theoretical findings can be integrated in this new conceptual framework. The paper makes the following key points. First, firms need both diversity and order in their strategic activities to maintain their viability. Diversity results primarily from autonomous strategic initiatives of participants at the operational level. Order results from imposing...

  12. Strategic Partnerships and the Internationalisation Process of Software SMEs

    Kennedy, Aileen; Keeney, Kathy, (Thesis)

    2006-01-01

    This research investigates the strategic partnering activities of software SMEs (small to medium sized enterprises), their motivations to engage in strategic partnerships as part of the internationalisation process, the key benefits achieved and the main challenges encountered. A qualitative research methodology focusing on Irish indigenous firms is used. Findings suggest that strategic partnerships were initiated to take advantage of firm synergy, reputation and credibility advantages. Partn...

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

    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

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

    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. Strategic Planning in Construction Professional Service Firms: A Study of Irish QS Practices

    Murphy, Roisin

    2013-01-01

    The role and usefulness of strategic planning has been documented over several decades of strategic management research. Despite the significant body of existing knowledge in the field of strategic planning, there remains limited empirical investigation of the construction sector, specifically professional service firms operating within it. The construction sector is hugely important to the Irish economy, yet until now, no empirical investigation has been undertaken to determine the strategic...

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

    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.

  17. Strategic Management: General Concepts

    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...

  18. Strategic Energy Planning in the Öresund Region

    Lund, Rasmus Søgaard; Sperling, Karl; Mathiesen, Brian Vad; Connolly, David

    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......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...... 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...

  19. Nuclear power: a strategic option in the Philippine energy plan

    Background: The energy sector continues to play a vital role as the Philippines moves ahead in realizing its vision of becoming a newly industrialized economy by the turn of the century. To keep pace with the country's accelerated economic growth towards the fulfilment of the Philippines 2000 vision, the energy sector has firmed up plans and programs based on sound and mandated policies as spelled out clearly under the Department of Energy Act of 1992 or Republic Act 7638. Philippine energy plan, 1996-2025: This paper presents nuclear power as a strategic option in meeting long-term energy requirements of the country under the Philippine energy Plan drawn by the Department of Energy (DOE)

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

    MIHAELA VRABETE

    2008-01-01

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

  1. Global Change Research Program releases new strategic plan

    Showstack, Randy

    2012-05-01

    Global Change Research Program releases new strategic plan A new 10-year strategic plan released by the United States Global Change Research Program (USGCRP) on 27 April calls for the federal interagency program to focus on four key goals during 2012-2021 to coordinate federal research efforts related to global change. The goals include advancing scientific knowledge of the integrated natural and human components of the Earth system; providing the scientific basis to inform and enable timely decisions on adaptation and mitigation; building sustained assessment capacity that improves the nation's ability to understand, anticipate, and respond to global change impacts and vulnerabilities; and advancing communications and education to broaden understanding of global change and develop the scientific workforce of the future. The goals and related objectives “recognize that to respond effectively to global change will require a deep understanding of the integrated Earth system—an understanding that incorporates physical, chemical, biological and behavioral information,” the plan states. “It is no longer enough to study the isolated physical, chemical, and biological factors affecting global change,” said USGCRP executive director Tom Armstrong.

  2. Actor coalitions and implementation in strategic delta planning: Opening the Haringvliet sluices in the Netherlands

    Vermoolen, Myrthe; Hermans, Leon

    2016-04-01

    The sustained development of urbanizing deltas is influenced by natural and societal processes. These processes are characterized by their long time span, in which conflicting interests of different stakeholders have to be reconciled. Reaching consent between actors is a challenge itself, but maintaining this consent throughout different stages of strategic planning - from advocacy and agenda setting to implementation - over these long periods of time is even more difficult. The implementation stage still includes many different actors involved, some of which are different than the ones who agreed before, due to both the long run of the strategic delta planning, and to a shift of tasks and responsibilities. Thus, implementation of strategic plans often features delays, deviations of agreed plans and unintended outcomes. A key question therefore is how coalition dynamics in (pre-)planning stages influence and are influenced by the coalition dynamics during implementation. The different stages in strategic planning are often studied from either a plan formulation or an implementation perspective, but the connection between the two proves an important bottleneck for strategic planning in deltas. For instance, many building with nature solutions are still in their pilot-phase, and their upscaling can profit from lessons concerning past implementation efforts. The proposed contribution will use the case of the management of the Dutch Haringvliet sluices and the decision ('Kierbesluit') in 2000 to put these sluices ajar, to study the link between the different strategic delta planning stages and the role of the formation and change of actor coalitions herein. With the completion of the Haringvliet dam with outlet sluices in 1970, the Haringvliet estuary of the rivers Rhine and Meuse was closed off from the sea, creating a fresh water lake. This was done to make the Dutch Southwest delta safe from flooding, and had positive effects for agricultural water supply and

  3. Uganda aquaculture value chains: strategic planning mission: summary report

    Dalsgaard, J.P.T.; Dickson, M; Jagwe, J.; Longley, C.

    2012-01-01

    This report presents the findings and recommendations of a strategic planning mission to reevaluate the feasibility of WorldFish implementing a fish value chain research program in Uganda under the CGIAR Research Program on Livestock and Fish (L&F). The over-arching goal of L&F is to increase productivity of small-scale livestock and fish systems so as to increase availability and affordability of meat, milk and fish for poor consumers and, in doing so, to reduce poverty through greater parti...

  4. IT Strategic Planning Workshops Develop Long-Term Goals | Poster

    As part of NCI’s Research IT Strategic Planning efforts, a workshop was held on the NIH main campus in June. The main purpose of the workshop was to discuss ways to better integrate IT and informatics throughout NCI, and develop specific, high-level goals and related objectives that will drive the direction of IT and informatics support over the next five years. The initiative to integrate NCI’s IT and informatics is a collaboration between the Center for Biomedical Informatics and Information Technology (CBIIT), Office of Scientific Operations, Data Management Services, and the IT Operations Group.

  5. Radiology in 2030: A Guide for Strategic Planning

    Sh. Akhlaghpoor

    2008-01-01

    Imaging science and technology are major contributors to the discovery of new knowledge in diagnosis and treatment of disease. Given such rapid past advances, is it not likely the future rate of progress will be at least as great? As part of the strategic plan is to estimate future change, it is necessary to have a vision for what will happen in radiology in next 20 years. There are several questions that we should find answer for them: 1. Which type of information clinicians will request fro...

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

    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.

  7. Strategic Planning: A Practical Primer for the Healthcare Provider: Part I.

    Baum, Neil; Brockmann, Erich N; Lacho, Kenneth J

    2016-01-01

    Entrepreneurs are known for opportunity recognition--that is, "How can I start a business to make money from this opportunity?" However, once a commercial entity is formed to take advantage of an opportunity, the leadership priority shifts from entrepreneurial to strategic. A strategic perspective leverages limited resources to position a business for future success relative to rivals in a competitive environment. Often, the talents needed for one priority are not the same as those needed for the other. This article, the first part of a two-part article, intends to simplify the transition from an entrepreneurial to a strategic focus. It walks an entrepreneur through the strategic management planning process using a fictional business. The various tasks in the process (i.e., mission, vision, internal analysis, external analysis) are illustrated with examples from a typical primary physician's private practice. The examples show how the strategic management tasks are interrelated and ultimately lead to a philosophical approach to managing a business. PMID:27443061

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

    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.

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

    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.

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

    Lehtonen, Heidi; Sipilä, 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,...

  11. A linguistic geometry for 3D strategic planning

    Stilman, Boris

    1995-01-01

    This paper is a new step in the development and application of the Linguistic Geometry. This formal theory is intended to discover the inner properties of human expert heuristics, which have been successful in a certain class of complex control systems, and apply them to different systems. In this paper we investigate heuristics extracted in the form of hierarchical networks of planning paths of autonomous agents. Employing Linguistic Geometry tools the dynamic hierarchy of networks is represented as a hierarchy of formal attribute languages. The main ideas of this methodology are shown in this paper on the new pilot example of the solution of the extremely complex 3D optimization problem of strategic planning for the space combat of autonomous vehicles. This example demonstrates deep and highly selective search in comparison with conventional search algorithms.

  12. Coal Power Systems strategic multi-year program plans; TOPICAL

    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)

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

    Peter Marshall; Judy McKay

    2004-01-01

    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 busine...

  14. Place branding and strategic planning: Towards a conceptual model to brand regions

    da Silva Oliveira, Eduardo

    2013-01-01

    Abstract Purpose – The purpose of this paper is to bring two literatures into dialogue. The first, is the place branding literature that aims to assert the diversity and complexity of places in pursuit of various economic, political or socio-psychological objectives. The second, is the strategic spatial planning literature, that focus on place qualities and assets (e.g. social, cultural). Therefore, it re-examines the process of a place branding strategy, by highlighting the importance of str...

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

    Popescu Andrei; Ionescu Florin Tudor; Curmei Catalin Valeriu

    2011-01-01

    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, ...

  16. Strategic Planning of the Forest Sector: Summary Report of a Nordic Meeting

    Seppaelae, R.; Loennstedt, L.; Morgan, A.

    1983-01-01

    Strategic planning of the forest sector in Nordic countries focuses on the major long-term problems and issues which are or will be confronting forestry and the forest industry. In this paper these problems and issues are described. Examples of strategic planning and the use of models and computers in the forest industry are given. It can be concluded that current forest sector modeling is of major importance for strategic planning of the forest industry in Nordic countries.

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

    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 business...

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

    Tromp, Sherrie A.; Ruben, Brent D.

    2010-01-01

    "Strategic Planning in Higher Education" unveils a comprehensive approach to planning that has proved successful at Rutgers University. The SPHE framework, developed by authors Tromp and Ruben, provides a blueprint for planning--a step-by-step approach that guides leaders on strategic thinking; helps them align organizational goals with the…

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

    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…

  20. Strategic plan, 1991: A strategy for leadership in space through excellence in space science and applications

    1991-01-01

    In 1988, the Office of Space Science and Applications (OSSA) developed and published a Strategic Plan for the United States' space science and applications program during the next 5 to 10 years. The Plan presented the proposed OSSA program for the next fiscal year and defined a flexible process that provides the basis for near-term decisions on the allocation of resources and the planning of future efforts. Based on the strategies that have been developed by the advisory committees both of the National Academy of Sciences and of NASA, the Plan balances major, moderate, and small mission initiatives, the utilization of Space Station Freedom, and the requirements for a vital research base. The Plan can be adjusted to accommodate varying budget levels, both those levels that provide opportunities for an expanded science and applications program, and those that constrain growth. SSA's strategic planning is constructed around five actions: establish a set of programmatic themes; establish a set of decision rules; establish a set of priorities for missions and programs within each theme; demonstrate that the strategy can yield a viable program; and check the strategy for consistency with resource constraints. The outcome of this process is a clear, coherent strategy that meets both NASA's and OSSA's goals, that assures realism in long-range planning and advanced technology development, and that provides sufficient resiliency to respond and adapt to both known and unexpected internal and external realities. The OSSA Strategic Plan is revised annually to reflect the approval of new programs, improved understanding of requirements and issues, and any major changes in the circumstances, both within NASA and external to NASA, in which OSSA initiatives are considered.

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

    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

  2. Hydro-Quebec strategic plan 2006-2010

    Hydro-Quebec produces, transmits and distributes electricity through the use of renewable energy sources, particularly hydroelectricity. It also conducts research in energy related fields. This document listed the strategic plan for Hydro-Quebec's 4 main divisions: Hydro-Quebec Production, Hydro-Quebec TransEnergie, Hydro-Quebec Distribution and Hydro-Quebec Energy Society of Bay James. The 2006 to 2010 strategic plan continues to focus on 3 main priorities: energy efficiency; complementary development of hydroelectricity and wind power; and, technological innovation. Hydro-Quebec's objectives also include strengthening the security of Quebec's energy supply and making use of energy as a lever for economic development. The plan for Hydro-Quebec Production calls for accelerating the development of major hydroelectric projects and promoting other renewable forms of energy such as wind power and ensuring the efficiency and reliability of the generating fleet. The utility's objective is to reach 4.7 TWh in energy savings by 2010 and to work toward a target of 8 TWh by 2015. The plan also involves a portfolio of hydroelectric projects totaling 5,400 MW. The plan includes complementary development and integration of 4,000 MW of windpower by 2015. The plan for Hydro-Quebec TransEnergie calls for system reliability and becoming a world benchmark for quality and reliability in wind power integration and deployment of new technologies to enhance performance. The plan for Hydro-Quebec Distribution calls for more efficient use of electricity, increase customer satisfaction and meet electricity needs through the use of renewable energy sources. The utility has made a commitment for 2006 to 2010 to a net income of $2.5 billion per year for a total of $12.5 billion, and a capital investment of 19.4 billion. This paper outlined the contribution of each division to net income and listed the economic benefits for the 2006 to 2010 period. In 2006, the Quebec Energy Board authorized

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

    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.

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

    Pindolia, Deepa K; Garcia, Andres J; Wesolowski, Amy; Smith, David L; Buckee, Caroline O; Noor, Abdisalan M; Snow, Robert W; Tatem, Andrew J

    2012-01-01

    Recent increases in funding for malaria control have led to the reduction in transmission in many malaria endemic countries, prompting the national control programmes of 36 malaria endemic countries to set elimination targets. Accounting for human population movement (HPM) in planning for control, elimination and post-elimination surveillance is important, as evidenced by previous elimination attempts that were undermined by the reintroduction of malaria through HPM. Strategic control and elimination planning, therefore, requires quantitative information on HPM patterns and the translation of these into parasite dispersion. HPM patterns and the risk of malaria vary substantially across spatial and temporal scales, demographic and socioeconomic sub-groups, and motivation for travel, so multiple data sets are likely required for quantification of movement. While existing studies based on mobile phone call record data combined with malaria transmission maps have begun to address within-country HPM patterns, other aspects remain poorly quantified despite their importance in accurately gauging malaria movement patterns and building control and detection strategies, such as cross-border HPM, demographic and socioeconomic stratification of HPM patterns, forms of transport, personal malaria protection and other factors that modify malaria risk. A wealth of data exist to aid filling these gaps, which, when combined with spatial data on transport infrastructure, traffic and malaria transmission, can answer relevant questions to guide strategic planning. This review aims to (i) discuss relevant types of HPM across spatial and temporal scales, (ii) document where datasets exist to quantify HPM, (iii) highlight where data gaps remain and (iv) briefly put forward methods for integrating these datasets in a Geographic Information System (GIS) framework for analysing and modelling human population and Plasmodium falciparum malaria infection movements. PMID:22703541

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

    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.

  6. Information technologies of strategic planning in raw-material region

    Sergey Mikhaylovich Lavlinskiy

    2013-09-01

    Full Text Available The article is devoted to a problem discussion of technology formation for development of strategy and program of socio-economic development of the raw-material region. The methodology of indicative planning is offered as the essence of such technology. The modeling tools should be developed according to a trajectory of sustainable development. The mechanism of management decision development using models of regional indicative planning and providing balances of labor and material resources, and also the financial balance of actions is developed. The approach based on the repeated problem solving of developing territory according a trajectory of sustainable development for several sets of scenarios of external conditions is offered for a strategy generation of resource region development. The set of indicative plans received during problem solution allows interpreting the found tendencies and making on this basis the management decision good for external conditions changing, balance and productivity. The examples of such approach implementation for some regions showing a technique of efficient administration development during strategic planning are given.

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

    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 –...

  8. STRATEGIC PLANNING OF INNOVATION GOAL-SETTING IN DEVELOPMENT OF URBAN AREAS

    A. D. Murzin

    2014-09-01

    Full Text Available This research focuses on the development of the goal setting concept in the strategic urban development and the identification of innovative priorities for sustainable development of urban areas, acting as catalysts for reforming of municipalities’ management.The purpose of this research is to establish an effective system of milestones of innovative development of urban areas in the process of strategic urban development.Methodological basis of the research is the complex of abstract and hypothetical and logical tools, as well as the axiomatic analysis of the problems and prospects of innovative development of urban areas.The research results include the study of terminological apparatus of urban innovations, formation of the main directions of innovation policy implementation in the process of urban development of urban areas, the development of a fundamental algorithm of strategic goal setting in the innovative development of urban areas.The scope of application of the research results is a system of planning of social and economic development of municipalities, as well as comprehensive programs of financing and investment support of social projects of the urban environment development.The main conclusion of this research is the statements of need for innovative orientation of plans for social and economic planning of the urban environment, revealing the negative effects of the inertial urban design, characteristic of most Russian cities, inattention to which can lead to a social and economic damage and even to a social, ecological and economic degradation of territories.

  9. Processes of Strategic Renewal, Competencies, and the Management of Speed

    Aadne, John Harald; Mahnke, Volker

    2009-01-01

    We discuss strategic renewal from a competence perspective. We argue that the management of speed and timing in this process is viewed distinctively when perceived through a cognitive lens. Managers need more firmly grounded process-understanding. The key idea of this paper is to dynamically conceptualize key activities of strategic renewal, and possible sources of break-down as they relate to the managment of speed and timing. Based on a case from the media industry, we identify managerial t...

  10. Advancing mission in the marketplace. Integrated strategic planning and budgeting helps a system remain accountable.

    Smessaert, A H

    1992-10-01

    In the late 1980s Holy Cross Health System (HCHS), South Bend, IN, began to implement a revised strategic planning and budgeting process to effectively link the system's mission with its day-to-day operations. Leaders wanted a process that would help system employees internalize and act on the four major elements articulated in the HCHS mission statement: fidelity, excellence, empowerment, and stewardship. Representatives from mission, strategic planning, and finance from the corporate office and subsidiaries examined planning and budgeting methods. From the beginning, HCHS leaders decided that the process should be implemented gradually, with each step focusing on refining methodology and improving mission integration. As the process evolved. HCHS developed a sequence in which planning preceded budgeting. The system also developed a variety of educational and collaborative initiatives to help system employees adapt to the organization's change of direction. One critical aspect of HCHS's ongoing education is an ethical reflection process that helps participants balance ethical considerations by viewing an issue from three perspectives: social vision, multiple responsibility, and self-interest. PMID:10121477

  11. Theoretical research of the planning role in the enterprise strategic management

    Markovych, Iryna Bohdanivna

    2012-11-01

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

  12. Rational versus adaptive forest management planning: exploratory research on the strategic planning practices of Dutch forest management organizations

    Hoogstra-Klein, M.A.; Burger, M.

    2013-01-01

    The long-running debate between the rational and the adaptive school of strategic forest management planning has received considerable attention. There is, however, little empirical evidence of whether and how forest management organizations actually plan strategically. The goal of this paper is to

  13. Evidence on the Value of Strategic Planning in Marketing: How Much Planning Should a Marketing Planner Plan?

    JS Armstrong; David J. Reibstein

    2004-01-01

    What evidence exists on the value of formal planning for strategic decision-making in marketing? This paper reviews the evidence. This includes two tests of face validity. First, we use the market test: Are formal procedures used for marketing planning? Next, we examine expert prescriptions: What do they say is the best way to plan? More important than face validity, however, are tests of construct or predictive validity: What empirical evidence exists on the relative value of formal and info...

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

    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.

  15. STRATEGIC MARKETING PLANNING IN SPORTS- A PERSPECTIVE OF QUALITY OF LIFE IMPROVEMENT

    Constantinescu Mihaela; Caescu Stefan Claudiu; Ploesteanu Mara Gabriela

    2012-01-01

    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 sp...

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

    Caescu Stefan Claudiu; Ploesteanu Mara Gabriela; Constantinescu Mihaela

    2012-01-01

    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 sp...

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

    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.

  18. Methodology development to support NPR strategic planning. Final report

    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

  19. Strategic Decision-making,Action Planning,Flexible Creation:A Philosophic Thinking on Chinese City Development

    2010-01-01

    Based on the rich experience in urban construction in China for decades,the author argues that urban planning is a process of flexible creation under the guidance of strategic decision-making and action planning and in accordance with local conditions in hope of creating better human settlements and a harmonious society at the same time.Efforts should be made to strengthen the general knowledge and universal truth on urban planning and transform them into public consensus.

  20. APPLICATION OF METHODOLOGY OF STRATEGIC PLANNING IN DEVELOPING NATIONAL PROGRAMMES ON DEVELOPMENT

    Inna NOVAK

    2015-07-01

    Full Text Available Actuality: The main purpose of strategic planning is that long-term interests of sustainable development of a market economy require the use of effective measures of state regulation of economic and social processes. Objective: The aim of the article is determined to analyze the development of strategic planning methodology and practical experience of its application in the design of national development programs. Methods: When writing the article the following research methods were used: analysis and synthesis, target-oriented and monographic. Results: In Ukraine at the level of state and local government authorities strategies of development of branches, regions, cities, etc. are being developed but given the lack of state funding a unified investment strategy of the country is not developed. After analyzing development of the strategic planning methodology and examples of its application in the design of state development programs we identified the need to develop an investment strategy of the state (sectors, regions, etc., as due to defined directions and guidelines of the activity it will increase the investment level in the country and ensure national strategy “Ukraine-2020”.

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

    NELSON, R.L.

    2000-05-08

    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

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

    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

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

    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

  4. STRATEGIC PLANNING AND FIRM PERFORMANCE: A PROPOSED THEORETICAL MODEL FOR SMALL AGRIBUSINESS FIRMS

    Phillips, Jon C.; Peterson, H. Christopher

    1999-01-01

    The link between strategic planning and firm performance has been studied for over two decades. This paper examines this link, with emphasis on small agribusiness firms. A model of strategic planning and performance is developed and applied to small agribusiness firms. Implications for research and limitations are discussed.

  5. 76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan

    2011-03-11

    ... Department's senior leadership to develop a balanced scorecard to deploy and execute this Strategic Plan. The... further subdivided into three goals (Innovation and Entrepreneurship, Market Development and... 0605-XA34 Department of Commerce FY 2011-2016 Strategic Plan AGENCY: Department of Commerce....

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

    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…

  7. 77 FR 46730 - Aquatic Nuisance Species Task Force Strategic Plan 2013-2017

    2012-08-06

    ... National Oceanic and Atmospheric Administration RIN 0648-XC120 Aquatic Nuisance Species Task Force Strategic Plan 2013-2017 AGENCY: National Marine Fisheries Service (NMFS), National Oceanic and Atmospheric Administration (NOAA), Commerce. ACTION: Notice of availability of Strategic Plan; request for comments....

  8. 76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting

    2011-03-21

    ... Energy Regulatory Commission Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting The Federal Energy Regulatory Commission hereby gives notice that members of its staff may attend the meeting of the Southwest Power Pool, Inc. (SPP) Strategic Planning Committee (SPC), as...

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

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

  10. National Forestry Research Plan and Strategic Plan of the Agricultural Science and Technology Program (Colciencias

    Mónica María Baquero Parra

    2011-06-01

    Full Text Available This paper aims to share the national research priorities in agriculture and forestry areas with the scientific community, based on the lines of research identified by the Agricultural Science and Technology Program for the 2010-2019 Strategic Plans by Colciencias. The Strategic Agriculture Plan has determined that the research priorities are Colombia to manage the supply chain, nutrition, rural poverty, quality and innocuousness, as well as the slow production transformation: cost of opportunity and insufficient, decontextualized research. Each of the aforementioned problems is briefly described in the document. As far as the National Plan of Forestry Research is concerned, the following three main topics were suggested: to strengthen a national genetic improvement of tree species that contribute to productivity and the increase of environmental services; to identify and characterize areas, species and potential products for reforestation programs; and to identify species, arrangements and densities that optimize the goods that may be obtained from a forest plantation and its environmental services for the top priority social and agro-ecological conditions of the country. The information regarding the two National Strategic Plans is expected to be disclosed during the first semester of 2011, so that the Administrative Department of Science, Technology and Innovation (Colciencias can support the research projects that meet the expectations of the identified priorities.

  11. The Strategic Sport Marketing Planning Process

    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...

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

    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...

  13. Strategic Trajectories in the Offshoring and Offshore Outsourcing Process

    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...

  14. Coal Power Systems strategic multi-year program plans

    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. Control in gazelle organizations : Research on management systems, enterprise resource planning systems and strategic planning

    Rosengren, Alexandra; Standoft, Andrea

    2011-01-01

    Abstract Background - Not all companies choose or are able to grow, especially not in an unstable economic climate. However, fast growing organizations (gazelles) have managed to grow with a significant pace. As researchers claim control to be one factor in developing an organization, this lead the authors to question whether these gazelle organizations perceive control systems to contribute to their rapid growth. Purpose - The authors wish to investigate whether strategic planning, enterpris...

  16. New Strategic Plan Takes the ALS into the Future

    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

  17. New Strategic Plan Takes the ALS into the Future

    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

  18. Is the IAEA's Safeguard Strategic Plan Sufficient?

    IAEA safeguards have much improved and the Safeguards Department is commendably planning to further its technical capabilities and to make full use of its authority. Will this be enough to keep countries from exploiting nuclear power programmes to develop nuclear weapons, or to be in a position to do so rapidly should they so decide? Depending on nuclear programmes developments worldwide, especially on expansions in enrichment and reprocessing, and on how international affairs unfold, the answer may well be no. The fundamental limitations on the Department's ability to prevent proliferation are not technical, but conceptual. The Department is clearly motivated to carry out its technical activities competently. Yet it takes a relatively passive view of its role in the worldwide development of nuclear power-whatever technology comes into use, and whoever deploys it, the Department promises to exert its best effort to safeguard. In our view the Department should be more open about what it can or cannot realistically safeguard, and therefore what technology is permissible for deployment in national programmes. The Department's Strategic Plan says at the outset that its verifications assist the Agency to fulfil its statutory objective to ''accelerate and enlarge the contribution of atomic energy. . . '' The Department should judge itself by how well it promotes international security, not by its contribution to expanding nuclear power use. The Department's Vision includes advancing toward a nuclear weapons free world. That vision should include keeping states from deploying technologies that put them within easy reach of nuclear weapons. Our paper will suggest how the Department might supplement its current plan to best accomplish this. (author)

  19. The Strategic Value of Succession Planning for Department Chairs.

    Rayburn, William; Grigsby, Kevin; Brubaker, Linda

    2016-04-01

    Most faculty who aspire to be department chairs are unaware of succession processes at their institution. This Commentary highlights the importance of succession planning, emphasizing the general need for transparency. Succession planning provides institutional leaders the opportunity to optimize, renew, and revitalize their organization by ensuring successful leadership transitions. In contrast to leadership pathways in the military, corporate business, and hospital administration, planned succession of medical school department chairs has received little attention. Different approaches to succession planning are essential for emergency and planned transitions. Emergency succession plans should be in place at all times, regularly revisited, and modified as needed. Department chairs should begin considering their planned succession between one and five years after their initial appointment. The succession discussion between a chair and medical school dean requires cautious, thoughtful, and open discussions. Intradepartmental annual faculty performance evaluations permit the chair to mentor potential successors in acquiring future-oriented, institution-based leadership qualities necessary to be considered for a future department chair position. If health and time permit, the successful chair should remain in his or her current position until a successor is named or, preferably, is in place. Appointment of an interim chair as part of succession planning can be useful for on-the-job training of an internal candidate, yet awkwardness might ensue if there is more than one internal candidate.Succession development offers the great advantage of maintaining smooth organizational performance while optimizing talent management and exploring opportunities for transitioning individuals into leadership roles. PMID:26556290

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

    E. Mafi

    2012-01-01

    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

  1. 75 FR 39493 - United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015

    2010-07-09

    ... administration and leadership of the agency is a revision of the FY 2007-2012 strategic plan. The USPTO's current... United States Patent and Trademark Office United States Patent and Trademark Office Draft Strategic Plan...) draft strategic plan for fiscal years (FY) 2010-2015 is available for public review and comment....

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

    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...

  3. MARKETING STRATEGIC PLANNING – A MODERN APPROACH WITHIN PUBLIC INSTITUTIONS’ MANAGEMENT

    ANDREEA MIHAELA BARBU

    2011-01-01

    The concept of strategic planning was discussed in various specialty papers that emphasized both the positive consequences of implementing it in private companies and public service units and the factors of influence. This paper recognizes the importance of strategic planning, highlighting the factors that can lead to its success, but also the obstacles encountered by managers. The study continues by presenting the planning tools specific to public administration. The tools used within centra...

  4. Strategic Energy Technology Plan Study on Energy Education and Training in Europe

    2014-01-01

    This document contains the collection of Assessment Reports from the Expert Working Groups of the Strategic Energy Technology Plan European Energy Education and Training Task Force. It provides background information supporting the findings and recommendations put forward in the Strategic Energy Technology (SET) Plan Roadmap on Education and Training, which addresses the human resource challenge for the energy research and innovation sector and constitutes an integral part of the SET Plan age...

  5. Between Policy-Making and Planning SEA and Strategic Decision-Making in the Danish Energy Sector

    Lyhne, Ivar

    2011-01-01

    This article deals with the challenge of approaching decision-making processes through strategic environmental assessment (SEA). It is argued that the interaction between policy-making and planning in strategic decision-making processes is a neglected reason for problems with applying SEA, as...... legislation and guidance on SEA primarily approach either the policy or plan level. To substantiate the argument, the extent of interaction is empirically investigated. Four contemporary decision-making processes in the Danish energy sector are mapped as a series of choices. Fundamental changes with...... considerable environmental impacts are decided these years, often without preceding SEA processes. The mapping shows a profound interaction between policy-making and planning. In this interaction, public consultation, systematic environmental analyses, and transparency on alternatives are primarily related to...

  6. Strategic environmental assessment implementation of transport and mobility plans. The case of Italian regions and provinces

    Andrea De Montis

    2016-06-01

    Full Text Available Transport and mobility plans imply strategies and actions that affect the environment. The European Union has introduced in 2001 the strategic environmental assessment (SEA to take into account and mitigate adverse environmental effects in planning and decision-making. SEA limited implementation has attracted the interest of many scholars that have sought methods able to assess the quality of SEA processes by identifying vices and virtues in practice. In this paper, we measure the quality of eight SEAs for transport and mobility plans of regional and provincial administrations of Italy. Results show that the overall quality level of SEA reports is only barely sufficient, Abruzzo is among the virtuous and Piedmont among the critical administrations. We also stress that the determination of impact significance has received the worse quality score. We finally compare our results to other Italian and British homologous cases finding interesting and generally confirmative evidences.

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

    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.

  8. The Capital Asset Pricing Model: An Evaluation of its Potential as a Strategic Planning Tool

    Thomas H. Naylor; Francis Tapon

    1982-01-01

    In this paper we provide a summary of the capital asset pricing model (CAPM) and point out how it might possibly be used as a tool for strategic planning by corporations that own a portfolio of businesses. We also point out some of the assumptions underlying the CAPM which must be satisfied if it is to be used for strategic planning. Next we include a critical appraisal of the CAPM as a strategic planning tool. Finally, we state the case for linking competitive strategy models, CAPM models, a...

  9. Justification of the strategic development plan of the state enterprise

    Pakulin Sergey

    2016-01-01

    The article considers the process of development of enterprise behavior strategy for a medium term. It justifies a detailed plan for enterprise reform within one year. Suggestions to attract investment for the development of the enterprise are formulated. Proposals for the expected dynamics of improvement of the main financial and economic indicators of state-owned enterprises are justified.

  10. Strategic Sustainability Performance Plan. Discovering Sustainable Solutions to Power and Secure America’s Future

    None, None

    2010-09-01

    Sustainability is fundamental to the Department of Energy’s research mission and operations as reflected in the Department’s Strategic Plan. Our overarching mission is to discover the solutions to power and secure America’s future.

  11. How Colleges Can Keep Strategic Plans on Course in a Stormy Economy

    Fain, Paul

    2008-01-01

    This article provides suggestions on how colleges can keep strategic plans on course in a stormy economy. These are: (1) Move quickly; (2) Develop contingencies; (3) Be flexible; (4) Make hard choices; and (5) Recognize opportunities.

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

    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.

  13. 75 FR 8137 - Coordination and Strategic Planning of the Federal Effort Against Intellectual Property...

    2010-02-23

    ... BUDGET Coordination and Strategic Planning of the Federal Effort Against Intellectual Property Infringement: Request of the Intellectual Property Enforcement Coordinator for Public Comments Regarding the... a landmark effort to develop an intellectual property enforcement strategy building on the...

  14. Strengthening Hope and Purpose in Community College Futures through Strategic Marketing Planning.

    Scigliano, John A.

    1981-01-01

    After defining marketing, describes the application of strategic marketing planning to community college funding problems. Delineates alternative sources of funding and creative techniques for tapping them. A marketing index for higher education is appended. (AYC)

  15. 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...

  16. 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 long-term perspective for how the National Wildlife Refuge System will implement a nationally coordinated effort to...

  17. Strategic Management Training and Commitment to Planning: Critical Partners in Stimulating Firm Performance.

    Newkirk-Moore, Susan; Bracker, Jeffrey S.

    1998-01-01

    A study of 157 small financial firms found a significant relationship between strategic management training for senior managers and the firm's level of commitment to planning, resulting in a return on investment for stockholders. (SK)

  18. Radiology in 2030: A Guide for Strategic Planning

    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.

  19. INIS strategic planning and INIS Clearinghouse document delivery: from four weeks to four minutes

    I joined INIS in May 1994 as a consultant to create a Strategic Plan for 1995–2000. I had left a US Department of Justice contractor, Aspen Corporation, which operated the National Criminal Justice Reference Service (NCJRS), as chief of two libraries and manager of a clearinghouse for the world’s criminal justice literature. NCJRS collected this literature, created a bibliographic on-line database and converted non-copyrighted literature to microfiche. The government contract had to be renewed every five years and the Aspen proposal was basically a five year strategic plan, to which I contributed. Thus, when I came to INIS, I had an understanding of the process. The next six months were devoted to preparing STRATEGIC GUIDELINES FOR INIS DEVELOPMENTS 1995–2000 with the caveat: Notice: The guidelines proposed in this report are those of the Information Consultant. They represent a wide range of options that are being presented for further refinement by Peer Reviewers, INIS Consultants and finally the Advisory Committee for INIS. Forwarding of these guidelines does not represent concurrence or nonconcurrence by the INIS Secretariat. 30 September 1994. Member States are now collecting and submitting most of their NCL in electronic format. It is sent to INIS for quality control and consolidation. Consequently, INIS staff has been gradually reduced. The amount of NCL disseminated has remained constant, and an ongoing process to digitize the entire INIS collection on microfiche will be completed in 2016, a process I started in 1999. Before leaving INIS in 1999, I realized that the future would provide a reduced requirement for INIS imaging and recommended the Clearinghouse become a resource for all of the IAEA. Today it serves that purpose

  20. Strategic Program Planning Lessons Learned in Developing the LTS S&T Roadmap

    Duane Hanson; Brent Dixon; Gretchen Matthern

    2003-07-01

    Technology roadmapping is a strategic planning method used by companies to identify and plan the development of technologies necessary for new products. The U.S. Department of Energy’s Office of Environmental Management has used this same method to refine requirements and identify knowledge and tools needed for completion of defined missions. This paper describes the process of applying roadmapping to clarify mission requirements and identify enhancing technologies for the Long-Term Stewardship (LTS) of polluted sites after site cleanup has been completed. The nature of some contamination problems is such that full cleanup is not achievable with current technologies and some residual hazards remain. LTS maintains engineered contaminant barriers and land use restriction controls, and monitors residual contaminants until they no longer pose a risk to the public or the environment. Roadmapping was used to clarify the breadth of the LTS mission, to identify capability enhancements needed to improve mission effectiveness and efficiency, and to chart out the research and development efforts to provide those enhancements. This paper is a case study of the application of roadmapping for program planning and technical risk management. Differences between the planned and actual application of the roadmapping process are presented along with lessons learned. Both the process used and lessons learned should be of interest for anyone contemplating a similar technology based planning effort.