WorldWideScience

Sample records for network strategic plan

  1. Satellites vs. fiber optics based networks and services - Road map to strategic planning

    Science.gov (United States)

    Marandi, James H. R.

    An overview of a generic telecommunications network and its components is presented, and the current developments in satellite and fiber optics technologies are discussed with an eye on the trends in industry. A baseline model is proposed, and a cost comparison of fiber- vs satellite-based networks is made. A step-by-step 'road map' to the successful strategic planning of telecommunications services and facilities is presented. This road map provides for optimization of the current and future networks and services through effective utilization of both satellites and fiber optics. The road map is then applied to different segments of the telecommunications industry and market place, to show its effectiveness for the strategic planning of executives of three types: (1) those heading telecommunications manufacturing concerns, (2) those leading communication service companies, and (3) managers of telecommunication/MIS departments of major corporations. Future networking issues, such as developments in integrated-services digital network standards and technologies, are addressed.

  2. Strategic plan : providing high precision search to NASA employees using the NASA engineering network

    Science.gov (United States)

    Dutra, Jayne E.; Smith, Lisa

    2006-01-01

    The goal of this plan is to briefly describe new technologies available to us in the arenas of information discovery and discuss the strategic value they have for the NASA enterprise with some considerations and suggestions for near term implementations using the NASA Engineering Network (NEN) as a delivery venue.

  3. 11. Strategic planning.

    Science.gov (United States)

    2014-05-01

    There are several types of planning processes and plans, including strategic, operational, tactical, and contingency. For this document, operational planning includes tactical planning. This chapter examines the strategic planning process and includes an introduction into disaster response plans. "A strategic plan is an outline of steps designed with the goals of the entire organisation as a whole in mind, rather than with the goals of specific divisions or departments". Strategic planning includes all measures taken to provide a broad picture of what must be achieved and in which order, including how to organise a system capable of achieving the overall goals. Strategic planning often is done pre-event, based on previous experience and expertise. The strategic planning for disasters converts needs into a strategic plan of action. Strategic plans detail the goals that must be achieved. The process of converting needs into plans has been deconstructed into its components and includes consideration of: (1) disaster response plans; (2) interventions underway or planned; (3) available resources; (4) current status vs. pre-event status; (5) history and experience of the planners; and (6) access to the affected population. These factors are tempered by the local: (a) geography; (b) climate; (c) culture; (d) safety; and (e) practicality. The planning process consumes resources (costs). All plans must be adapted to the actual conditions--things never happen exactly as planned.

  4. Sandia Strategic Plan 1997

    Energy Technology Data Exchange (ETDEWEB)

    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.

  5. Integration of Strategic Planning to Strategic Thinking

    National Research Council Canada - National Science Library

    Jonilto Costa Sousa; Pedro Henrique Rodrigues deCamargo Dias

    2017-01-01

    .... Based on literature review, several theoretical conceptions about strategic planning and strategic thinking are presented and discussed in order to describe and characterize various approaches and thoughts...

  6. Strategic Marketing Planning Audit

    OpenAIRE

    Violeta Radulescu

    2012-01-01

    Market-oriented strategic planning is the process of defining and maintaining a viable relationship between objectives, training of personnel and resources of an organization, on the one hand and market conditions, on the other hand. Strategic marketing planning is an integral part of the strategic planning process of the organization. For successful marketing organization to obtain a competitive advantage, but also to measure the effectiveness of marketing actions the company is required to ...

  7. Strategic planning for neuroradiologists.

    Science.gov (United States)

    Berlin, Jonathan W; Lexa, Frank J

    2012-08-01

    Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future. Formalized strategic planning frameworks, such as the strengths, weaknesses, opportunities and threats (SWOT), and the Balanced Scorecard frameworks, can help neuroradiology divisions determine their current position in the marketplace. Communication, delegation, and accountability in neuroradiology is essential in executing an effective strategic plan. Copyright © 2012 Elsevier Inc. All rights reserved.

  8. Strategic rehabilitation planning of piped water networks using multi-criteria decision analysis.

    Science.gov (United States)

    Scholten, Lisa; Scheidegger, Andreas; Reichert, Peter; Maurer, Max; Mauer, Max; Lienert, Judit

    2014-02-01

    To overcome the difficulties of strategic asset management of water distribution networks, a pipe failure and a rehabilitation model are combined to predict the long-term performance of rehabilitation strategies. Bayesian parameter estimation is performed to calibrate the failure and replacement model based on a prior distribution inferred from three large water utilities in Switzerland. Multi-criteria decision analysis (MCDA) and scenario planning build the framework for evaluating 18 strategic rehabilitation alternatives under future uncertainty. Outcomes for three fundamental objectives (low costs, high reliability, and high intergenerational equity) are assessed. Exploitation of stochastic dominance concepts helps to identify twelve non-dominated alternatives and local sensitivity analysis of stakeholder preferences is used to rank them under four scenarios. Strategies with annual replacement of 1.5-2% of the network perform reasonably well under all scenarios. In contrast, the commonly used reactive replacement is not recommendable unless cost is the only relevant objective. Exemplified for a small Swiss water utility, this approach can readily be adapted to support strategic asset management for any utility size and based on objectives and preferences that matter to the respective decision makers. Copyright © 2013 Elsevier Ltd. All rights reserved.

  9. On strategic spatial planning

    Directory of Open Access Journals (Sweden)

    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

  10. Installation Strategic Planning Guidebook

    Science.gov (United States)

    2012-05-01

    project plan, probably in the form of a Gantt chart so that the planning team members can reference as needed. Organization schedule of events: If...Koehler Publishing, 1994 7. Strategy Safari – A Guided Tour Through the Wilds of Strategic Management by Henry Mintzberg, Bruce Ahlstrand, and... Gantt chart - Resource the pre-work - Recap - Follow-up actions Installation Strategic Planning Guidebook 94 Appendix H

  11. Engineering Forum Strategic Plan

    Science.gov (United States)

    This Strategic Plan highlights the purpose, mission, goals, and objectives of the U.S. Environmental Protection Agency (EPA) Engineering Forum (EF). It sets forth the principles that guide the EF's decision-making, helps clarify the EF's priorities, and...

  12. Strategic EDP Planning.

    Science.gov (United States)

    Wold, Geoffrey H.

    1988-01-01

    School districts need a strategic, comprehensive, electronic data processing resources plan that would include the following major elements: (1) systems; (2) hardware; (3) software; (4) staffing; (5) control; and (6) projected budgets. (MLF)

  13. Adaptive Airport Strategic Planning

    NARCIS (Netherlands)

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

    2010-01-01

    Airport Strategic Planning (ASP) focuses on the development of plans for the long-term development of an airport. The dominant approach for ASP is Airport Master Planning (AMP). The goal of AMP is to provide a detailed blueprint for how the airport should look in the future, and how it can get

  14. Strategic planning in transition

    DEFF Research Database (Denmark)

    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...... style of ‘strategic spatial planning’ with its associated spatial logics is continuously challenged by a persistent regulatory, top-down rationality of ‘strategic spatial planning’, rooted in spatial Keynesianism, which has long characterised the Danish approach. The findings reveal the emergence...... of a particularly Danish approach, retaining strong regulatory aspects. However this approach does not sit easily within the current neoliberal political climate, raising concerns of an emerging crisis of ‘strategic spatial planning’....

  15. EMSL Strategic Plan 2008

    Energy Technology Data Exchange (ETDEWEB)

    Campbell, Allison A.

    2008-08-15

    This Strategic Plan is EMSL’s template for achieving our vision of simultaneous excellence in all aspects of our mission as a national scientific user facility. It reflects our understanding of the long-term stewardship we must work toward to meet the scientific challenges of the Department of Energy and the nation. During the next decade, we will implement the strategies contained in this Plan, working closely with the scientific community, our advisory committees, DOE’s Office of Biological and Environmental Research, and other key stakeholders. This Strategic Plan is fully aligned with the strategic plans of DOE and its Office of Science. We recognize that shifts in science and technology, national priorities, and resources made available through the Federal budget process create planning uncertainties and, ultimately, a highly dynamic planning environment. Accordingly, this Strategic Plan should be viewed as a living document for which we will continually evaluate changing needs and opportunities posed by our stakeholders (i.e., DOE, users, staff, advisory committees), work closely with them to understand and respond to those changes, and align our strategy accordingly.

  16. Strategic planning for marketers.

    Science.gov (United States)

    Wilson, I

    1978-12-01

    The merits of strategic planning as a marketing tool are discussed in this article which takes the view that although marketers claim to be future-oriented, they focus too little attention on long-term planning and forecasting. Strategic planning, as defined by these authors, usually encompasses periods of between five and twenty-five years and places less emphasis on the past as an absolute predictor of the future. It takes a more probabilistic view of the future than conventional marketing strategy and looks at the corporation as but one component interacting with the total environment. Inputs are examined in terms of environmental, social, political, technological and economic importance. Because of its futuristic orientation, an important tenant of strategic planning is the preparation of several alternative scenarios ranging from most to least likely. By planning for a wide-range of future market conditions, a corporation is more able to be flexible by anticipating the course of future events, and is less likely to become a captive reactor--as the authors believe is now the case. An example of strategic planning at General Elecric is cited.

  17. Integrated Strategic Planning and Analysis Network Increment 4 (ISPAN Inc 4)

    Science.gov (United States)

    2016-03-01

    Description ISPAN is a system-of-systems that spans multiple security enclaves for strategic and operational level planning and leadership decision making...Evaluation ( IOT &E) event; 2) the user accepts the system; 3) the IOT &E report declares the system is suitable (including survivable), effective, and mission

  18. Strategic management or strategic planning for defense?

    OpenAIRE

    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. Office of Secretary of Defense OSD competitive Strategies Office OSD Strate...

  19. Strategic Planning: Shaping Future Success

    Science.gov (United States)

    2016-09-01

    Defense AT&L: September-October 2016 46 Strategic Planning Shaping Future Success Brian Schultz “What’s the use of running if you are not on the...fielding, the PM may also be planning for future increments, sustainment and other long-term ef- forts. Strategic planning can help the PM position these...future programs and actions for good outcomes. So what is this strategic planning all about? Let’s start with some background, including a strategic

  20. Strategic Planning and Financial Management

    Science.gov (United States)

    Conneely, James F.

    2010-01-01

    Strong financial management is a strategy for strategic planning success in student affairs. It is crucial that student affairs professionals understand the necessity of linking their strategic planning with their financial management processes. An effective strategic planner needs strong financial management skills to implement the plan over…

  1. Strategic Planning: Rhyme and Reason in a Nutshell.

    Science.gov (United States)

    Eadie, Douglas C.

    1982-01-01

    Shares the experiences of Cuyahoga Community College in using organizational network analysis as a strategic planning tool. Lists the basic steps involved in strategic planning. Contrasts strategic, long- and short-range planning. Discusses environmental screening, organizational networks, and joint ventures strengthening the college's role in…

  2. Tourism and Strategic Planning

    DEFF Research Database (Denmark)

    Pasgaard, Jens Christian

    2012-01-01

    The main purpose of this report is to explore and unfold the complexity of the tourism phenomenon in order to qualify the general discussion of tourism-related planning challenges. Throughout the report I aim to demonstrate the strategic potential of tourism in a wider sense and more specifically...... the potential of ‘the extraordinary’ tourism-dominated space. As highlighted in the introduction, this report does not present any systematic analysis of strategic planning processes; neither does it provide any unequivocal conclusions. Rather, the report presents a collection of so-called ‘detours...... as a pilot project which can inform future studies seeking to address the tourism phenomenon from a spatial perspective....

  3. Guam Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Conrad, M. D.

    2013-07-01

    Describes various energy strategies available to Guam to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption 20% by 2020.The information presented in this strategic energy plan will be used by the Guam Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, reducing energy consumption at federal facilities, and expanding the use of a range of energy technologies, including buildings energy efficiency and conservation, renewable electricity production, and alternative transportation. The strategies are categorized based on the time required to implement them.

  4. Army Environmental Cleanup Strategic Plan

    Science.gov (United States)

    2009-05-01

    Serves an enduring document to guide future strategic plans – Establishes ISO 14001 framework for cleanup; complies w/GPRA  Army Environmental...follow ISO 14001 – Plan - Complete the FY10-11 Strategic Plan – Do - Implement Activities According to the Plan – Check - Evaluate Progress Against the

  5. Strategic Planning for Curriculum Reform.

    Science.gov (United States)

    Cawelti, Gordon

    Strategic planning is a process deliberately designed to help educational leaders conceive of the kinds of institutions that they would like to create to serve their students. Drawn from industry, strategic planning attempts to respond to a wide variety of factors determining the directions that schools should take in planning for the future.…

  6. Strategic Planning for Higher Education.

    Science.gov (United States)

    Kotler, Philip; Murphy, Patrick E.

    1981-01-01

    The framework necessary for achieving a strategic planning posture in higher education is outlined. The most important benefit of strategic planning for higher education decision makers is that it forces them to undertake a more market-oriented and systematic approach to long- range planning. (Author/MLW)

  7. STRATEGIC PLANNING AT SPORTS ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Radovan Ilić

    2013-10-01

    Full Text Available The article defines the terminology of the strategic planning at sports organizations and puts an accent on its specifics. The first part explains what is planning and its functions in the strategic management in order to further put a light on the theoretic terminology of strategic planning and strategic management as well as to explain the relation between them. In the second part the phases of the planning in sports are revised as follows: (1 preplanning phase, (2 strategy formulating phase, (3 implementing strategy phase, and (4 evaluation and control of the planned assignments. The last part of the article is dedicated to concluding revisions. The conclusions from the researches of this complex problematic are given by number in a long-term view of the strategic planning in sport organizations.

  8. University Strategic Planning in Cameroon

    Directory of Open Access Journals (Sweden)

    Terfot Augustine Ngwana

    2003-12-01

    Full Text Available This article argues that the global, regional, and local realities can complement rather than contradict each other in the process of strategic planning for universities in Sub-Saharan Africa (SSA. Using the case of the University of Buea in Cameroon, it attempts to use the global trends of polarisation in knowledge production capacity as an input or tool for identifying strategic choice in the process of strategic planning in institutions. The national policy background is used to highlight the context and inherent role of the central government in the process of institutional strategic planning.

  9. Strategic Planning Is an Oxymoron

    Science.gov (United States)

    Bassett, Patrick F.

    2012-01-01

    The thinking on "strategic thinking" has evolved significantly over the years. In the previous century, the independent school strategy was to focus on long-range planning, blithely projecting 10 years into the future. For decades this worked well enough, but in the late 20th century, independent schools shifted to "strategic planning," with its…

  10. 7 CFR 25.202 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ... 7 Agriculture 1 2010-01-01 2010-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the application must be developed in accordance with the following four key principles: (1) Strategic vision for...

  11. Region 9 RTOC Strategic Plan

    Science.gov (United States)

    The Regional Tribal Operations Committee (RTOC) has developed this Strategic Plan to address the issues the RTOC has identified and the activities the RTOC intends to carry out between October 1, 2015 and September 30, 2017.

  12. 2008 Strategic Manangement Plan (SMP)

    Science.gov (United States)

    2008-07-25

    25 JUL 2008 2. REPORT TYPE N/A 3. DATES COVERED - 4. TITLE AND SUBTITLE 2008 Strategic Manangement Plan (SMP) 5a. CONTRACT NUMBER 5b. GRANT...in the July 2009 update. National Defense Authorization Act of 2008, §904 Status • Procedures to approve plans and budget for changes in business...focus senior leaders on key tasks that must be accomplished now to achieve the strategic changes defined in the QDR. A senior civilian or military

  13. Strategic planning in healthcare organizations.

    Science.gov (United States)

    Rodríguez Perera, Francisco de Paula; Peiró, Manel

    2012-08-01

    Strategic planning is a completely valid and useful tool for guiding all types of organizations, including healthcare organizations. The organizational level at which the strategic planning process is relevant depends on the unit's size, its complexity, and the differentiation of the service provided. A cardiology department, a hemodynamic unit, or an electrophysiology unit can be an appropriate level, as long as their plans align with other plans at higher levels. The leader of each unit is the person responsible for promoting the planning process, a core and essential part of his or her role. The process of strategic planning is programmable, systematic, rational, and holistic and integrates the short, medium, and long term, allowing the healthcare organization to focus on relevant and lasting transformations for the future. Copyright © 2012 Sociedad Española de Cardiología. Published by Elsevier Espana. All rights reserved.

  14. USAF Strategic Master Plan

    Science.gov (United States)

    2015-05-01

    The strategic vectors are to:  Provide effective 21st-century deterrence ( DTR )  Maintain a robust and flexible global integrated ISR capability...especially in crisis. 39 Table 7: Goal and Objectives Supporting Deterrence Action H C A S P A C A S T A Other DTR . The Air Force...regional actors. DTR .1 Maintain a credible and robust strategic deterrence posture through sustainment, modernization, recapitalization, readiness, and

  15. Final Draft Strategic Marketing Plan.

    Energy Technology Data Exchange (ETDEWEB)

    United States. Bonneville Power Administration.

    1994-02-01

    The Bonneville Power Administration (BPA) has developed a marketing plan to define how BPA can be viable and competitive in the future, a result important to BPA`s customers and constituents. The Marketing Plan represents the preferred customer outcomes, marketplace achievements, and competitive advantage required to accomplish the Vision and the Strategic Business Objectives of the agency. The Marketing Plan contributes to successful implementation of BPA`s Strategic Business Objectives (SBOs) by providing common guidance to organizations and activities throughout the agency responsible for (1) planning, constructing, operating, and maintaining the Federal Columbia River Power System; (2) conducting business with BPA`s customers; and (3) providing required internal support services.

  16. 1995-1996 Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1995-09-01

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

  17. The neoliberalisation of strategic spatial planning

    DEFF Research Database (Denmark)

    Olesen, Kristian

    2014-01-01

    Strategic spatial planning practices have recently taken a neoliberal turn in many northwestern European countries. This neoliberalisation of strategic spatial planning has materialised partly in governance reforms aiming to reduce or abolish strategic spatial planning at national and regional...... scales, and partly through the normalisation of neoliberal discourses in strategic spatial planning processes. This 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....

  18. Safeguards Technology Strategic Planning Pentachart

    Energy Technology Data Exchange (ETDEWEB)

    Carroll, C. J. [Brookhaven National Lab. (BNL), Upton, NY (United States)

    2017-05-25

    Builds on earlier strategic planning workshops conducted for SGIT, SGTS, and SGCP. Many of recommendations from these workshops have been successfully implemented at the IAEA. Provide a context for evaluating new approaches for anticipated safeguards challenges of the future. Approach used by government and military to plan for an uncertain future. Uses consensus decision-making.

  19. Strategic Audit and Marketing Plan

    Science.gov (United States)

    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…

  20. The Networking and Information Technology Research and Development NITRD Program 2012 Strategic Plan

    Data.gov (United States)

    Networking and Information Technology Research and Development, Executive Office of the President — Information technology IT computers, wired and wireless digital networks, electronic data and information, IT devices and systems, and software applications?today...

  1. A Study on Market-based Strategic Procurement Planning in Convergent Supply Networks

    Science.gov (United States)

    Opadiji, Jayeola Femi; Kaihara, Toshiya

    We present a market-based decentralized approach which uses a market-oriented programming algorithm to obtain Pareto-optimal allocation of resources traded among agents which represent enterprise units in a supply network. The proposed method divides the network into a series of Walrsian markets in order to obtain procurement budgets for enterprises in the network. An interaction protocol based on market value propagation is constructed to coordinate the flow of resources across the network layers. The method mitigates the effect of product complementarity in convergent network by allowing for enterprises to hold private valuations of resources in the markets.

  2. Strategic planning at universities in Latin America

    OpenAIRE

    Horacio V. Barreda Tamayo

    2016-01-01

    The article presents a description and analysis of the strategic plans of Latin American universities. The strategic plan is the main product of a planning process. Planning is the initial phase of university management. The research describes and analyzes 93 strategic plans in force in 19 countries in the region. It is a study of type exploratory and descriptive, transversal; made with approved plans and published surveys, interviews, as well as ongoing theoretical references about strategic...

  3. 23 CFR 1335.6 - Strategic plan.

    Science.gov (United States)

    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 prioritizes...

  4. Consultancy on Strategic Information Planning.

    Science.gov (United States)

    Pejova, Zdravka, Ed.; Horton, Forest W., Ed.

    At the workshop, better management through strategic planning of information and consultancy was discussed as one way in which developing and Eastern European countries could tackle the complex information problems they are facing during the transition to a market economy. The sixteen papers in this volume are grouped into three basic categories:…

  5. Strategic School Planning in Jordan

    Science.gov (United States)

    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. CINT 2020 Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    Shinn, Neal D. [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States)

    2014-12-01

    CINT’s role is to enable world-leading science towards realizing these benefits and our strategic objectives describe what is needed to deliver on this promise. As a vibrant partnership between Los Alamos National Laboratory (LANL) and Sandia National Laboratories (SNL), CINT leverages the unmatched scientific and engineering expertise of our host DOE Laboratories in an Office of Science open-access user facility to benefit hundreds of researchers annually. We have world-leading scientific expertise in four thrust areas, as described in section 1, and specialized capabilities to create, characterize and understand nanomaterials in increasingly complex integrated environments. Building upon these current strengths, we identify some of the capabilities and expertise that the nanoscience community will need in the future and that CINT is well positioned to develop and offer as a user facility. These include an expanding portfolio of our signature Discovery Platforms that can be used alone or as sophisticated “experiments within an experiment”; novel synthetic approaches for exquisitely heterostructured nanowires, nanoparticles and quasi-two-dimensional materials; ultra-high resolution spectroscopic techniques of nanomaterial dynamics; in situ microscopies that provide realtime, spatially-resolved structure/property information for increasingly complex materials systems; advanced simulation techniques for integrated nanomaterials; and multi-scale theory for interfaces and dynamics.

  7. Environmental Education Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    None

    1991-12-01

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

  8. Open Campus: Strategic Plan

    Science.gov (United States)

    2016-05-01

    R&D) partnerships between ARL, academia, industry, other government agencies, and entrepreneurs . COLLABORATIVE S&T ECOSYSTEM AND ENTREPRENEURIAL...expand ARL’s S&T ecosystem by bringing together government laboratories, academic institutions, and the private sector to form a global...collaborative network. Open Campus focuses on three major initiatives to create the S&T ecosystem necessary to meet future national security challenges: 1

  9. Collocational Networks Supporting Strategic Planning of Brand Communication: Analysis of Quarterly Reports of Telecommunication Companies

    Directory of Open Access Journals (Sweden)

    Pentti Järvi

    2004-10-01

    Full Text Available This study addresses analysing quarterly reports from a brandtheoretical viewpoint. The study addresses the issue through a method which introduces both a quantitative tool based on linguistic theory and qualitative decisions of the researchers. The research objects of this study are two quarterly reports each of three telecommunications companies: Ericsson, Motorola and Nokia. The method used is a collocational network. The analyses show that there are differences in communication and message strategies among investigated companies and also changes during a quite short period in each company

  10. Co-authorship Network Analysis: A Powerful Tool for Strategic Planning of Research, Development and Capacity Building Programs on Neglected Diseases

    Science.gov (United States)

    Morel, Carlos Medicis; Serruya, Suzanne Jacob; Penna, Gerson Oliveira; Guimarães, Reinaldo

    2009-01-01

    Background New approaches and tools were needed to support the strategic planning, implementation and management of a Program launched by the Brazilian Government to fund research, development and capacity building on neglected tropical diseases with strong focus on the North, Northeast and Center-West regions of the country where these diseases are prevalent. Methodology/Principal Findings Based on demographic, epidemiological and burden of disease data, seven diseases were selected by the Ministry of Health as targets of the initiative. Publications on these diseases by Brazilian researchers were retrieved from international databases, analyzed and processed with text-mining tools in order to standardize author- and institution's names and addresses. Co-authorship networks based on these publications were assembled, visualized and analyzed with social network analysis software packages. Network visualization and analysis generated new information, allowing better design and strategic planning of the Program, enabling decision makers to characterize network components by area of work, identify institutions as well as authors playing major roles as central hubs or located at critical network cut-points and readily detect authors or institutions participating in large international scientific collaborating networks. Conclusions/Significance Traditional criteria used to monitor and evaluate research proposals or R&D Programs, such as researchers' productivity and impact factor of scientific publications, are of limited value when addressing research areas of low productivity or involving institutions from endemic regions where human resources are limited. Network analysis was found to generate new and valuable information relevant to the strategic planning, implementation and monitoring of the Program. It afforded a more proactive role of the funding agencies in relation to public health and equity goals, to scientific capacity building objectives and a more

  11. Co-authorship network analysis: a powerful tool for strategic planning of research, development and capacity building programs on neglected diseases.

    Science.gov (United States)

    Morel, Carlos Medicis; Serruya, Suzanne Jacob; Penna, Gerson Oliveira; Guimarães, Reinaldo

    2009-08-18

    New approaches and tools were needed to support the strategic planning, implementation and management of a Program launched by the Brazilian Government to fund research, development and capacity building on neglected tropical diseases with strong focus on the North, Northeast and Center-West regions of the country where these diseases are prevalent. Based on demographic, epidemiological and burden of disease data, seven diseases were selected by the Ministry of Health as targets of the initiative. Publications on these diseases by Brazilian researchers were retrieved from international databases, analyzed and processed with text-mining tools in order to standardize author- and institution's names and addresses. Co-authorship networks based on these publications were assembled, visualized and analyzed with social network analysis software packages. Network visualization and analysis generated new information, allowing better design and strategic planning of the Program, enabling decision makers to characterize network components by area of work, identify institutions as well as authors playing major roles as central hubs or located at critical network cut-points and readily detect authors or institutions participating in large international scientific collaborating networks. Traditional criteria used to monitor and evaluate research proposals or R&D Programs, such as researchers' productivity and impact factor of scientific publications, are of limited value when addressing research areas of low productivity or involving institutions from endemic regions where human resources are limited. Network analysis was found to generate new and valuable information relevant to the strategic planning, implementation and monitoring of the Program. It afforded a more proactive role of the funding agencies in relation to public health and equity goals, to scientific capacity building objectives and a more consistent engagement of institutions and authors from endemic regions

  12. Co-authorship network analysis: a powerful tool for strategic planning of research, development and capacity building programs on neglected diseases.

    Directory of Open Access Journals (Sweden)

    Carlos Medicis Morel

    Full Text Available BACKGROUND: New approaches and tools were needed to support the strategic planning, implementation and management of a Program launched by the Brazilian Government to fund research, development and capacity building on neglected tropical diseases with strong focus on the North, Northeast and Center-West regions of the country where these diseases are prevalent. METHODOLOGY/PRINCIPAL FINDINGS: Based on demographic, epidemiological and burden of disease data, seven diseases were selected by the Ministry of Health as targets of the initiative. Publications on these diseases by Brazilian researchers were retrieved from international databases, analyzed and processed with text-mining tools in order to standardize author- and institution's names and addresses. Co-authorship networks based on these publications were assembled, visualized and analyzed with social network analysis software packages. Network visualization and analysis generated new information, allowing better design and strategic planning of the Program, enabling decision makers to characterize network components by area of work, identify institutions as well as authors playing major roles as central hubs or located at critical network cut-points and readily detect authors or institutions participating in large international scientific collaborating networks. CONCLUSIONS/SIGNIFICANCE: Traditional criteria used to monitor and evaluate research proposals or R&D Programs, such as researchers' productivity and impact factor of scientific publications, are of limited value when addressing research areas of low productivity or involving institutions from endemic regions where human resources are limited. Network analysis was found to generate new and valuable information relevant to the strategic planning, implementation and monitoring of the Program. It afforded a more proactive role of the funding agencies in relation to public health and equity goals, to scientific capacity building

  13. 13 CFR 313.6 - Strategic Plans.

    Science.gov (United States)

    2010-01-01

    ... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation and...

  14. Collaborative Strategic Planning: Myth or Reality?

    Science.gov (United States)

    Mbugua, Flora; Rarieya, Jane F. A.

    2014-01-01

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

  15. The Strategic Attitude: Integrating Strategic Planning into Daily University Worklife

    Science.gov (United States)

    Dickmeyer, Nathan

    2004-01-01

    Chief financial officers in today's universities are so busy with the challenges of day-to-day management that strategic thinking often takes a back seat. Planning for strategic change can go a long way toward streamlining the very daily tasks that obscure the "big picture." Learning how to integrate strategic thinking into day-to-day management…

  16. 2016 Federal Cybersecurity Research and Development Strategic Plan

    Data.gov (United States)

    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...

  17. 24 CFR 91.415 - Strategic plan.

    Science.gov (United States)

    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 plan...

  18. 2011 Army Strategic Planning Guidance

    Science.gov (United States)

    2011-03-25

    TESI ) of 22,000 Soldiers, the Army’s total force by the end of the mid-term period is programmed to be 520K (AC). We will achieve a more...dwell ratios, extending TESI authority to adequately man deploying units and sustain the All-Volunteer Force, right-sizing the generating force, and... TESI Temporary End-Strength Increase WMD Weapons of Mass Destruction 2011 ARMY STRATEGIC PLANNING GUIDANCE Page 19 2011

  19. Characteristics of Useful and Practical Organizational Strategic Plans

    Science.gov (United States)

    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.

  20. Implementing successful strategic plans: a simple formula.

    Science.gov (United States)

    Blondeau, Whitney; Blondeau, Benoit

    2015-01-01

    Strategic planning is a process. One way to think of strategic planning is to envision its development and design as a framework that will help your hospital navigate through internal and external changing environments over time. Although the process of strategic planning can feel daunting, following a simple formula involving five steps using the mnemonic B.E.G.I.N. (Begin, Evaluate, Goals & Objectives, Integration, and Next steps) will help the planning process feel more manageable, and lead you to greater success.

  1. Strategic planning processes and hospital financial performance.

    Science.gov (United States)

    Kaissi, Amer A; Begun, James W

    2008-01-01

    Many common management practices in healthcare organizations, including the practice of strategic planning, have not been subject to widespread assessment through empirical research. If management practice is to be evidence-based, evaluations of such common practices need to be undertaken. The purpose of this research is to provide evidence on the extent of strategic planning practices and the association between hospital strategic planning processes and financial performance. In 2006, we surveyed a sample of 138 chief executive officers (CEOs) of hospitals in the state of Texas about strategic planning in their organizations and collected financial information on the hospitals for 2003. Among the sample hospitals, 87 percent reported having a strategic plan, and most reported that they followed a variety of common practices recommended for strategic planning-having a comprehensive plan, involving physicians, involving the board, and implementing the plan. About one-half of the hospitals assigned responsibility for the plan to the CEO. We tested the association between these planning characteristics in 2006 and two measures of financial performance for 2003. Three dimensions of the strategic planning process--having a strategic plan, assigning the CEO responsibility for the plan, and involving the board--are positively associated with earlier financial performance. Further longitudinal studies are needed to evaluate the cause-and-effect relationship between planning and performance.

  2. ICT Strategic Planning for Mazandaran Province

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Shojaie

    2012-02-01

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

  3. Trilateral Strategic Defense Capability Planning Symposium

    National Research Council Canada - National Science Library

    Butts, Kent

    2004-01-01

    .... This strategic planning initiative has developed the Emerging Security Environment to 2022 document, a National Military Strategy, a National Internal Security Plan, and a Multi-Year Defense Capability Planning System (MYDCaPS...

  4. Strategic planning: the first step in the planning process.

    Science.gov (United States)

    Gelinas, Marc A

    2003-01-01

    Strategic planning is a systematic process through which an organization builds commitment among key stakeholders to goals and priorities which are essential to its mission and vision, and responsive to the operating environment. Strategic planning is the first step in a comprehensive planning process that also includes business planning and implementation planning. If all three steps are carried out in sequence, strategic planning can be a very effective means of educating the stakeholders about where the cancer program is and where it is going, gaining support and commitment for the direction that the cancer program will take, and assuring that everyone's expectations can be managed effectively. Unfortunately, some organizations and cancer program leaders misunderstand the process. Too often, strategic planning is used as a stand-alone activity. This article will describe what strategic planning is, how it should smoothly lead into business planning and implementation planning, and how to avoid the pitfalls that sometimes arise during the strategic planning effort.

  5. Strategic Human Resource Planning in Academia

    Science.gov (United States)

    Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

    2009-01-01

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

  6. NERSC Strategic Implementation Plan 2002-2006

    Energy Technology Data Exchange (ETDEWEB)

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

    2002-09-01

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

  7. Network Effects Versus Strategic Discounting

    DEFF Research Database (Denmark)

    Zucchini, Leon; Claussen, Jörg; Trüg, Moritiz

    Mobile telecommunication operators routinely charge subscribers lower prices for calls on their own network than for calls to other networks (on-net discounts). Studies on tariff-mediated network effects suggest this is due to large operators using on-net discounts to damage smaller rivals....... Alternatively, research on strategic discounting suggests small operators use on-net discounts to advertise with low on-net prices. We test the relative strength of these effects using data on tariff setting in German mobile telecommunications between 2001 and 2009. We find that large operators are more likely...... to offer tariffs with on-net discounts but there is no consistently significant difference in the magnitude of discounts. Our results suggest that tariff-mediated network effects are the main cause of on-net discounts....

  8. Strategic marketing planning in library

    Directory of Open Access Journals (Sweden)

    Karmen Štular-Sotošek

    2000-01-01

    Full Text Available The article is based on the idea that every library can design instruments for creating events and managing the important resources of today's world, especially to manage the changes. This process can only be successful if libraries use adequate marketing methods. Strategic marketing planning starts with the analysis of library's mission, its objectives, goals and corporate culture. By analysing the public environment, the competitive environment and the macro environment, libraries recognise their opportunities and threats. These analyses are the foundations for library definitions: What does the library represent?, What does it aspire to? Which goals does it want to reach? What kind of marketing strategy will it use for its target market?

  9. Strategic planning at universities in Latin America

    Directory of Open Access Journals (Sweden)

    Horacio V. Barreda Tamayo

    2016-04-01

    Full Text Available The article presents a description and analysis of the strategic plans of Latin American universities. The strategic plan is the main product of a planning process. Planning is the initial phase of university management. The research describes and analyzes 93 strategic plans in force in 19 countries in the region. It is a study of type exploratory and descriptive, transversal; made with approved plans and published surveys, interviews, as well as ongoing theoretical references about strategic planning. The results show a wide variety of terms, processes and methods used in the preparation of plans. As the prevalence of participatory processes and application incomplete and outdated methods. The Academic World Ranking 2014, as an indicator of the outcome of university management, show that universities in the region are not well classified. Some universities in Brazil are among the few top-ranked universities for most. Finally, a critical analysis and proposals made.

  10. Collaborative Strategic Planning in Higher Education

    Science.gov (United States)

    Sanaghan, Patrick

    2009-01-01

    This book outlines a simple, five-phase collaborative approach to strategic planning that has worked effectively on many campuses. Specifically, Collaborative Strategic Planning (CSP) refers to the disciplined and thoughtful process of meaningfully engaging relevant stakeholders in creating a shared future vision and goals for their institution.…

  11. Applying Mixed Methods Techniques in Strategic Planning

    Science.gov (United States)

    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…

  12. Strategic marketing planning in the sport

    OpenAIRE

    THANOS KRIEMADIS; CHRISTOS TERZOUDIS

    2007-01-01

    The business sector has long recognized the contribution of marketing planning in the financial success. The sport sector has begun to recognize the usefulness of strategicmarketing planning as well. Many sport researchers have argued that without the improvement of strategic marketing planning activities, sport will not survive to the competitive environment of the entertainment industry. The purposes of this study are to: (a) examine the strategic marketing planning process, and (b) propose...

  13. ENTERPRISE RESOURCE STRATEGIC PLANNING: TARGET CHOICE TECHNIQUES

    Directory of Open Access Journals (Sweden)

    A. S. Lankin

    2011-01-01

    Full Text Available Choice of the targets is one of most important elements of the resource planning system. Particular feature of the strategic planning is development of future alternatives for the enterprise. Main resource strategic planning cycle elements: examination of principal external and internal environment components; forming the company mission; development of long-term targets; concretization of the long-term targets through short-term aims; examination of strategies and final choice.

  14. The Neoliberalisation of Strategic Spatial Planning

    DEFF Research Database (Denmark)

    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...

  15. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    OpenAIRE

    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 ...

  16. STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Cezar VASILESCU

    2013-10-01

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

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

    Science.gov (United States)

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

    2011-01-01

    In 2002 President Martin Jischke initiated a new era in strategic planning at Purdue. Under his leadership, strategic planning became a centralized activity with unit plans aligned to the university plan. Strategic goals were designed to have maximum impact, which would be measurable through metrics. Strategic planning at Purdue would be an…

  18. Extending Performance Technology to Improve Strategic Market Planning.

    Science.gov (United States)

    Kaufman, Roger; And Others

    1992-01-01

    Describes how performance technology can be applied to the area of strategic market planning. Strategic planning is defined; the reactive and proactive modes of mega-level planning are explained; implications for strategic market planning are suggested; and a new model for applying strategic planning to marketing is presented. (13 references) (LRW)

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

    CERN Document Server

    Leleur, Steen

    2012-01-01

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

  20. Strategic plan creates a blueprint for budgeting.

    Science.gov (United States)

    Cook, D

    1990-05-01

    Effective healthcare organizations develop budgets that reflect and support a strategic plan. Senior managers set a framework that expresses the hospital's future strategic objectives. The budget enables executives to determine which specific service lines are profitable or unprofitable. Administrators and clinicians at all levels are involved in the budgeting process.

  1. Integrating Risk Management and Strategic Planning

    Science.gov (United States)

    Achampong, Francis K.

    2010-01-01

    Strategic planning is critical to ensuring that institutions of higher education thoughtfully and systematically position themselves to accomplish their mission, vision, and strategic goals, particularly when these institutions face a myriad of risks that can negatively impact their continued financial viability and compromise their ability to…

  2. Some systems aspects of strategic planning.

    Science.gov (United States)

    Tomlinson, R; Dyson, R

    1983-08-01

    This paper is concerned with the strategic planning process and the contribution that analysis can make to it. It develops a conceptual model of the strategic planning process based on the traditional control system model and identifies a number of basic elements of the process. Four groups of analytical tools are presented and their relevance to the planning process discussed. It is suggested that tools from the different groups may be used concurrently at different parts of the process, although the use of analytical tools in some parts of the planning process is not well established. Finally the role of the analyst in the overall planning process is discussed.

  3. Kentucky's highway incident management strategic plan.

    Science.gov (United States)

    2005-06-01

    Kentucky s Highway Incident Management Strategic Plan consists of a mission statement, 4 goals, 16 objectives, and 49 action strategies. The action strategies are arranged by priority and recommended time frame for implementation. When implemented...

  4. Antarctica and the strategic plan for biodiversity

    National Research Council Canada - National Science Library

    Steven L Chown; Cassandra M Brooks; Aleks Terauds; Céline Le Bohec; Céline van Klaveren-Impagliazzo; Jason D Whittington; Stuart H M Butchart; Bernard W T Coetzee; Ben Collen; Peter Convey; Kevin J Gaston; Neil Gilbert; Mike Gill; Robert Höft; Sam Johnston; Mahlon C Kennicutt II; Hannah J Kriesell; Yvon Le Maho; Heather J Lynch; Maria Palomares; Roser Puig-Marcó; Peter Stoett; Melodie A McGeoch

    2017-01-01

    The Strategic Plan for Biodiversity, adopted under the auspices of the Convention on Biological Diversity, provides the basis for taking effective action to curb biodiversity loss across the planet...

  5. Strategic Spatial Planning as Persuasive Storytelling

    DEFF Research Database (Denmark)

    Olesen, Kristian

    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....

  6. Science and Technology Business Area Strategic Plan

    National Research Council Canada - National Science Library

    Paul, Richard

    2000-01-01

    The S&T Business Area Strategic Plan has been updated to include lessons learned over the last two years, identifies areas that need to be reviewed further, addresses business opportunities and threats...

  7. Amtrak's strategic business plan : progress to date

    Science.gov (United States)

    1996-07-24

    To address its financial crisis and make its operations more efficient, in 1995 : Amtrak undertook a major corporate restructuring, along with developing its : Strategic Business Plan. This report (1) reviews Amtrak's success to date in : achieving f...

  8. Strategic planning in media organizations of Iran

    National Research Council Canada - National Science Library

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

    2012-01-01

    .... 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...

  9. Formulating New Directions with Strategic Marketing Planning.

    Science.gov (United States)

    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…

  10. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    Science.gov (United States)

    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…

  11. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    Directory of Open Access Journals (Sweden)

    Nicoleta, BELU

    2014-11-01

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

  12. Strategic Planning for Cardiac Services

    National Research Council Canada - National Science Library

    Gauthier, Gail D

    2008-01-01

    .... This study consists of a strategic analysis of current operations at both facilities that affect the number of cardiothoracic cases performed at both institutions, and analyzing each factor under a process review.

  13. Strategic Action Plan for ERNWACA - 2007-2011 | IDRC ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    Strategic Action Plan for ERNWACA - 2007-2011. IDRC institutional support over the period 2003-2006 (project 102095) enabled the Educational Research Network for West and Central Africa (ERNWACA) to carry out research that made an ... New research institute in Lebanon to address regional health priorities.

  14. Strategic Enterprise Resource Planning for Global Supply Chain Competitiveness

    Science.gov (United States)

    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…

  15. Transformational Assessment: A Simplified Model of Strategic Planning

    Science.gov (United States)

    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.…

  16. Strategic Management of Network Resources

    DEFF Research Database (Denmark)

    Antero, Michelle; Riis, Philip Holst

    2011-01-01

    This paper applies the resource-based view (RBV) theory to a case study aimed at identifying the complementary resources among partners in the ERPCorp ecosystem of development and implementation of Enterprise Resource Planning (ERP) for small and medium enterprises (SMEs) in Denmark. The paper an...... that the strategy, if implemented successfully, maintains competitive advantage for the ERPCorp ecosystem through effectively combining resources and leveraging lock-in and network effects....

  17. Outlining the benefits of Strategic Networking

    Directory of Open Access Journals (Sweden)

    Eva Maria Eckenhofer

    2011-10-01

    Full Text Available Social Networks have attracted enormous interest in the scientific community in recent years. The characteristics, components and impacts of social networks have been studied through different kinds of aspects, such as sociological, geographical, ethnological, political and economical. In economics social network studies have been performed on intra- and inter-organizational levels, though rarely simultaneously. Furthermore the strategic aspects of fostering and controlling informal organizational networks as well as the outcomes of these managerial attempts on the network characteristics and the performance of the organization have not been sufficiently studied yet. However, the need to develop, foster and manage networks efficiently is given for preventing negative effects and provoking positive ones. Therefore this study contributes to scientific theory and practical business development by exploring the influence of Strategic Networking in inter- as well as intra-organizational business-fields. For study the author develops and defines Strategic Networking as the strategic and target-oriented analysis, development, fostering and control of (inter- as well as intra-organizational networks on the basis of trust, with the intention to reach certain (organizational goals and tests its applicability and effects in an extensive survey on three levels: intra-, inter-organizational and regional networks (cluster. The survey showed that Strategic Networking goes in line with favourable network characteristics as well as the success of a firm in terms of financial and non-financial performance measures.

  18. Information Technology Strategic Plan 2009-2013

    Science.gov (United States)

    2009-01-01

    Information Technology (IT) Strategic Plan outlines how the Department of Homeland Security (DHS) Office of the Chief Information Officer (OCIO) will support DHS’ mission objectives and goals. It reflects DHS? commitment to focus IT resources on moving forward high-priority operational capabilities, programs, and business processes. The plan articulates DHS IT priorities for developing and delivering capabilities and services to support the mission and business needs of the Department. The IT Strategic Plan for FY2009-2013 was developed collectively by the DHS Chief

  19. Our strategic plan | IDRC - International Development Research ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    Knowledge. Innovation. Solutions. IDRC's strategic plan, Investing in Solutions, will guide our efforts from 2015 to 2020. Building on more than four decades of experience, the plan reaffirms our vision to produce knowledge, support innovation, and generate solutions to improve lives and livelihoods in the developing world.

  20. Institutional Research's Role in Strategic Planning

    Science.gov (United States)

    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…

  1. INDUSTRY STRATEGIC PLANNING: KEEPING SUPPLY CHAINS COMPETITIVE

    OpenAIRE

    Lyford, Conrad P.; Peterson, H. Christopher; Sterns, James A.

    2002-01-01

    Agricultural industries are increasingly challenged to develop strategies that enable them, as a group of firms and industry organizations, to respond to an increasingly global marketplace. One approach used by several industries is the application of strategic planning and management tools, commonly used in a single business setting, to coordinate analysis and action at an industry level. This is accomplished through a relation-based strategic group of firms from multiple levels in the verti...

  2. Place Branding and Strategic Spatial Planning Instrument

    OpenAIRE

    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...

  3. Strategic planning in media organizations of Iran

    OpenAIRE

    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 ...

  4. Natural gas strategic plan and program crosscut plans

    Energy Technology Data Exchange (ETDEWEB)

    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.

  5. New River Valley Agriculture & Agritourism Strategic Plan

    OpenAIRE

    Walker, Martha A.; Scott, Kelli H.

    2017-01-01

    This strategic plan discusses plans for improving the marketing of agritourism and agribusiness in the New River Valley (Floyd, Giles, Montgomery and Pulaski Counties), and potentially increasing community wealth while improving the access to local crops and products. Includes Planning for an Agricultural Future in Giles, Montgomery, and Pulaski Counties: An Agricultural Regional Assessment, prepare for the New River Valley Agricultural & Agritourism Project Management Team by Matson Consu...

  6. The importance of socially responsible strategic planning

    Science.gov (United States)

    Štrukelj, Tjaša

    2017-10-01

    This paper researches the importance of social responsible strategic planning regardless of the sector and shows research results on the case example of the selected tourism sector, which has economic and employment potential and social and environmental implications. Tourism sector is closely interdependent with transport sector and influences it. Therefore, the more we develop the tourism sector, the more the transport sector is developing as well. Based on Mulej’s Dialectical Systems Theory (DST) we found out that enterprises should integrate sustainability and social responsibility into their strategic planning if they want the Earth to survive. This urged the European Union, ISO International Standards Organization, many other organisations and many researchers. To make strategic planning socially responsible, enterprise’s governors should request social responsibility in business policy, which represents their governance guidelines and is implemented through the strategies set up by top managers and realised in the basic realisation process – their business operations.

  7. Behavioral Strategy: Strategic Consensus, Power and Networks

    NARCIS (Netherlands)

    M. Tarakci (Murat)

    2013-01-01

    textabstractOrganizations are embedded in a network of relationships and make sense of their business environment through the cognitive frames of their employees and executives who constantly experience battles for power. This dissertation integrates strategic management research with organizational

  8. Mitigating risk during strategic supply network modeling

    OpenAIRE

    Müssigmann, Nikolaus

    2006-01-01

    Mitigating risk during strategic supply network modeling. - In: Managing risks in supply chains / ed. by Wolfgang Kersten ... - Berlin : Schmidt, 2006. - S. 213-226. - (Operations and technology management ; 1)

  9. Strategic Planning in U.S. Municipalities

    Directory of Open Access Journals (Sweden)

    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.

  10. Using VE to Strategically Plan Our Future

    Energy Technology Data Exchange (ETDEWEB)

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

    2009-06-01

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

  11. Antarctica and the strategic plan for biodiversity.

    Science.gov (United States)

    Chown, Steven L; Brooks, Cassandra M; Terauds, Aleks; Le Bohec, Céline; van Klaveren-Impagliazzo, Céline; Whittington, Jason D; Butchart, Stuart H M; Coetzee, Bernard W T; Collen, Ben; Convey, Peter; Gaston, Kevin J; Gilbert, Neil; Gill, Mike; Höft, Robert; Johnston, Sam; Kennicutt, Mahlon C; Kriesell, Hannah J; Le Maho, Yvon; Lynch, Heather J; Palomares, Maria; Puig-Marcó, Roser; Stoett, Peter; McGeoch, Melodie A

    2017-03-01

    The Strategic Plan for Biodiversity, adopted under the auspices of the Convention on Biological Diversity, provides the basis for taking effective action to curb biodiversity loss across the planet by 2020-an urgent imperative. Yet, Antarctica and the Southern Ocean, which encompass 10% of the planet's surface, are excluded from assessments of progress against the Strategic Plan. The situation is a lost opportunity for biodiversity conservation globally. We provide such an assessment. Our evidence suggests, surprisingly, that for a region so remote and apparently pristine as the Antarctic, the biodiversity outlook is similar to that for the rest of the planet. Promisingly, however, much scope for remedial action exists.

  12. Antarctica and the strategic plan for biodiversity.

    Directory of Open Access Journals (Sweden)

    Steven L Chown

    2017-03-01

    Full Text Available The Strategic Plan for Biodiversity, adopted under the auspices of the Convention on Biological Diversity, provides the basis for taking effective action to curb biodiversity loss across the planet by 2020-an urgent imperative. Yet, Antarctica and the Southern Ocean, which encompass 10% of the planet's surface, are excluded from assessments of progress against the Strategic Plan. The situation is a lost opportunity for biodiversity conservation globally. We provide such an assessment. Our evidence suggests, surprisingly, that for a region so remote and apparently pristine as the Antarctic, the biodiversity outlook is similar to that for the rest of the planet. Promisingly, however, much scope for remedial action exists.

  13. 12 CFR 917.5 - Strategic business plan.

    Science.gov (United States)

    2010-01-01

    ... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Strategic business plan. 917.5 Section 917.5... plan. (a) Adoption of strategic business plan. Beginning on July 30, 2000, each Bank's board of directors shall have in effect at all times a strategic business plan that describes how the business...

  14. Strategic planning in media organizations of Iran

    Directory of Open Access Journals (Sweden)

    Ali Akbar Farhangi

    2012-04-01

    Full Text Available Organizations with activities of all kinds are influenced by environmental conditions, and external environment is in fact the beginning point of the strategy. Strategic management is an approach resulting from fast changing age and can consider it as a view and a technique for flexible planning to fast changes, and balanced score card is regarded as one of the strong instruments in this zone. Balanced score card can truly plays an important role in all stages of strategic management and the efficiency of this model is considerably regarded in management performance evaluation in different organizations. However, strong instrument such as balance score card is hardly used because of long term dominance of political approaches in the management of Iran media organizations. This paper conceptualizes administrational trend of strategic planning by implementing balanced score card and we draw strategy map and determine performance indexes in a written media organization (Hamshahri Newspaper.

  15. Planning for an ageing population: strategic considerations

    LENUS (Irish Health Repository)

    O'Shea, Dr Eamon

    2005-01-01

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

  16. Personal strategic planning mobile application: preliminary study ...

    African Journals Online (AJOL)

    With the recent advances in the capabilities of smartphones and their growing penetration rate among the individuals, it is possible to take advantage of these devices to design a mobile application to promote personal strategic planning. The paper reviews relevant literature and designs an instrument to investigate the ...

  17. Materials for the WIIN Strategic Plan

    Science.gov (United States)

    EPA will also be hosting a webinar on March 23, 2017 to review a draft strategic plan that identifies roles and responsibilities for EPA, states and PWS under the requirements of WIIN. EPA will also be hosting a follow up webinar in May.

  18. Naval Medical Research and Development Strategic Plan

    Science.gov (United States)

    2008-03-01

    Barriers Initiatives Milestones Risk Management Balanced Scorecard 1SWOT - Strengths Weaknesses Opportunities Threats Each succeeding Workshop...researcher examines cultures. conducted as a series of ( Kaizen ) Blitzes (in Lean Six Sigma terminology), making use of existing information to...Distribution List D-4 Naval Medical Research and Development Strategic Plan March 2008 SWE Naval Surface Warfare Enterprise SWOT Strengths

  19. DSTO Strategic Plan 2013-2018

    Science.gov (United States)

    2013-04-01

    Promoting defence science and education in the broader Australian community. Larger role in reaching out to the broader Australian community, particularly...external environment. • Strategy for external engagements. • Best practice business development, commercialisation and IP capabilities...industry, universities and research agencies. | Strategic Plan 2013-2018 51 Outreach Promoting defence science and education in the broader

  20. Decision Support for Collaborative Airport Strategic Planning

    NARCIS (Netherlands)

    Wijnen, R.A.A.

    2013-01-01

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

  1. Aligning enterprise architecture with strategic planning

    NARCIS (Netherlands)

    Azevedo, Carlos L.B.; van Sinderen, Marten J.; Ferreira Pires, Luis; Andrade Almeida, João

    2015-01-01

    Strategic planning improves both the financial and behavioral performance of an enterprise. It helps the enterprise set priorities, focus capabilities and resources, strengthen operations, ensure that stakeholders are working toward common goals and assess and adjust the enterprise’s direction.

  2. Towards capturing strategic planning in EA

    NARCIS (Netherlands)

    Azevedo, Carlos L.B.; Andrade Almeida, João; Almeida, Joao P.A.; van Sinderen, Marten J.; Ferreira Pires, Luis

    2015-01-01

    Strategic planning aims at improving both the financial and behavioral performance of an enterprise. It concerns the enterprise and its desired future, helping set priorities, concentrate capabilities and resources on key operations, ensure that stakeholders are working toward common goals and

  3. Strategic petroleum reserve planning and modeling

    Energy Technology Data Exchange (ETDEWEB)

    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.

  4. Strategic Planning for Cardiac Services

    National Research Council Canada - National Science Library

    Gauthier, Gail D

    2008-01-01

    .... In August 2007, a Tiger Team formed between members of DDEAMC and the Augusta VAMC to determine causative factors contributing to the results, and to provide an action plan that would satisfy CSCB requirements...

  5. Engineering Sciences Strategic Leadership Plan

    Energy Technology Data Exchange (ETDEWEB)

    Hahn, Heidi A. [Los Alamos National Lab. (LANL), Los Alamos, NM (United States)

    2014-02-14

    The purpose of this report is to promote the three key elements of engineering capabilities, staff and engagement in coordination with an R&D investment cycle; and establish an Engineering Steering Council to own and guide this leadership plan.

  6. Communication satellites: Guidelines for a strategic plan

    Science.gov (United States)

    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.

  7. Computerized models for strategic planning and marketing.

    Science.gov (United States)

    Coffey, R J

    1985-03-01

    In the rapidly changing health care industry, planning and marketing based primarily on historical information is no longer sufficient. The use of computerized models to evaluate alternatives is proposed as a key part of strategic planning and marketing. The general concept, approach, components, and uses of such models are described in general, followed by an example model including the inputs, formats, and outputs, Finally, the use and interpretation of such models are discussed.

  8. Strategic Planning and Values in Secondary School

    Directory of Open Access Journals (Sweden)

    Damjana Gruden

    2012-06-01

    Full Text Available RQ: Which factors have a decisive influence on a school’s strategic development?Purpose: The purpose of this research is the improvement of school development and the goal of this research study was to prepare a draft for strategic planning.Method: Qualitative method is used in the first phase of the research study. An annual interview was conducted with secondary technical and vocational school teaching staff. In the second phase of this research study, a survey with one question was distributed to the teaching staff. The question on the survey referred to teachersvalues that stemmed from the interviews. The directed question was on the values that that should be emphasized in assisting the school to prepare a strategic development plan.Results: The results of this research study showed that strategic development of the school is based on values and activities that provide for quality education,professional and practical knowledge, strengthen and develop interpersonal relations and provide good connections between schools, craftsmen, and the economy.Organization: By defining the school’s priorities, it will become easier for the staff to prepare the school’s development strategy and action plans for individual tasks.Society: Awareness and developing values through activities at school provides support to adolescents and young adults in developing their life style. Values lead the behavior of individuals and consequently,are very important for society.Originality: Through the research study the school obtained thebasic values that will be used in drafting a development plan. This will be the first such document for the school. Up until now planning has been performed only in terms of short-term planning within the annual work plan.Limitations: The survey was conducted among the staff of one vocational and technical secondary school. Further research would be required to include parents and students and to start introducing evaluation and

  9. Information technology strategic planning: art or science?

    Science.gov (United States)

    Hutsell, Richard; Mancini-Newell, Lulcy

    2005-01-01

    It had been almost a decade since the hospitals that make up the Daughters of Charity Health System (DCHS) had engaged in a formal information technology strategic planning process. In the summer of 2002, as the health system re-formed, there was a unique opportunity to introduce a planning process that reflected the governance style of the new health system. DCHS embarked on this journey, with the CIO initiating and formally sponsoring the information technology strategic planning process in a dynamic and collaborative manner The system sought to develop a plan tailored to encompass both enterprise-wide and local requirements; to develop a governance model to engage the members of the local health ministries in plan development, both now and in the future; and to conduct the process in a manner that reflected the values of the Daughters of Charity. The DCHS CIO outlined a premise that the CIO would guide and be continuously involved in the development of this tailored process, in conjunction with an external resource. Together, there would be joint responsibility for introducing a flexible information technology strategic planning methodology; providing an education on the current state of healthcare IT, including future trends and success factors; facilitating support to tap into existing internal talent; cultivating a collaborative process to support both current requirements and future vision; and developing a well-functioning governance structure that would enable the plan to evolve and reflect user community requirements. This article highlights the planning process, including the lessons learned, the benchmarking during and in post-planning, and finally, but most importantly, the unexpected benefit that resulted from this planning process.

  10. FY16-20 Strategic Plan.

    Energy Technology Data Exchange (ETDEWEB)

    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.

  11. The Pitfalls of Strategic Planning

    Science.gov (United States)

    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…

  12. Strategic planning for organizational effectiveness during dynamic change.

    Science.gov (United States)

    Carlson, Susan L; Harris, Melodee; McLeskey, Nanci

    2013-01-01

    The leadership of a professional association is charged with developing a strategic plan to operationalize the organization's goals, tactics, and progress. Within the context of its values and goals, a strategic plan steers the organization toward its mission. While there are a variety of models and approaches used in strategic planning, the National Gerontological Nursing Association (NGNA) has historically used goal-based methodology. This method is congruent with the organization's leadership preferences, consistent with the mission-driven culture of the organization, and collaborative in its approach. In 2009 the NGNA Board of Directors initiated a plan for the organization's transformation to a more dynamic and member-driven association through a deliberate process. This article addresses the process used to arrive at the 2010–2011 NGNA strategic initiatives, including a discussion of pertinent data revealed in the 2011 needs assessment survey and NGNA's future initiatives focused on networking, communication, and membership benefits. This process is relevant for all organizations and groups seeking improvement in serving their constituents.

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

    OpenAIRE

    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...

  14. CNES Strategic Plan 2001-2005

    Science.gov (United States)

    Janichewski, S.; Ben Aı̈m, H.

    2004-04-01

    CNES's latest strategic plan defines the French space agency's strategic focus and charts its course for the 2001-2005 timeframe. Based on a vision of how the space sector will evolve over the period up to 2010, the Strategic Plan sets out the agency's ambition for 2005: " CNES—space technology serving society". This ambition is structured around four challenges: Focusing actions on society's needs in three areas where space technology can make a major difference—environment, science and the information society and mobility. Building the foundation for success by ensuring competitive access to space and boosting basic research and technological innovation. Strengthening national and European synergies to ensure complementarity between: the ESA European framework, which is well adapted for major projects and the development of a European Space Strategy (ESS); and the national framework to support activities of national responsibility such as defence, science and technology development, and to improve competitiveness through direct international cooperation with other space agencies. Forging effective partnerships with its research and industry partners in Europe and France to enhance performance by: developing a service culture; building partnerships; concentrating on core competencies where it can most add value; improving skills and responsiveness in line with its strategic position; ensuring transparent and rigorous management of public funds. This Strategic Plan will be implemented in the 2001-2005 timeframe at all management levels. Implementation will be eased by the fact that the plan has been drawn up through a specific process designed to make internal management aware of the analysis underlying it. This will ensure that all stakeholders understand and appropriate the plan's orientations and thus play an active role in CNES' development. This process involved five successive steps: shared assessment of the space sector's evolution, providing a common

  15. 2014 Strategic Sustainability Performance Plan

    Science.gov (United States)

    2014-06-30

    activities through centrally-directed policies and procedures to reduce business travel and increase workplace flexibility through telework , alternative...schedule and telework opportunities. Goal 2: Sustainable Buildings Integration USACE views Sustainable Buildings as an inherently integrated goal...down. USACE plans to execute a Commuter Survey in FY2014. Increase number of employees eligible for telework and/or the total number of days

  16. 78 FR 79460 - Notification of GSA Strategic Plan

    Science.gov (United States)

    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. General...

  17. Strategic Network Disruption and Defense

    NARCIS (Netherlands)

    De Jaegher, K.J.M.; Hoyer, B.

    2010-01-01

    Networks are one of the essential building blocks of society. Not only do firms cooperate in R&D networks, but firms themselves may be seen as networks of information-exchanging workers. Social movements increasingly make use of networks to exchange information, just as on the negative side criminal

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

    Data.gov (United States)

    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...

  19. Corporate strategic plan for safeguards and security

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1997-06-01

    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.

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

    Energy Technology Data Exchange (ETDEWEB)

    McGinnis and Associates LLC

    2008-08-01

    The Scotts Valley Band of Pomo Indians is located in Lake County in Northern California. Similar to the other five federally recognized Indian Tribes in Lake County participating in this project, Scotts Valley Band of Pomo Indians members are challenged by generally increasing energy costs and undeveloped local energy resources. Currently, Tribal decision makers lack sufficient information to make informed decisions about potential renewable energy resources. To meet this challenge efficiently, the Tribes have committed to the Lake County Tribal Energy Program, a multi Tribal program to be based at the Robinson Rancheria and including The Elem Indian Colony, Big Valley Rancheria, Middletown Rancheria, Habematolel Pomo of Upper Lake and the Scotts Valley Pomo Tribe. The mission of this program is to promote Tribal energy efficiency and create employment opportunities and economic opportunities on Tribal Lands through energy resource and energy efficiency development. This program will establish a comprehensive energy strategic plan for the Tribes based on Tribal specific plans that capture economic and environmental benefits while continuing to respect Tribal cultural practices and traditions. The goal is to understand current and future energy consumption and develop both regional and Tribe specific strategic energy plans, including action plans, to clearly identify the energy options for each Tribe.

  1. Micmac Strategic Energy Planning Initiative

    Energy Technology Data Exchange (ETDEWEB)

    Fred Corey

    2007-02-02

    In February 2005 the Aroostook Band of Micmacs submitted a grant application to the U.S. Department of Energy’s (DOE) Tribal First Steps Program. The purpose of the application was to request funding and technical assistance to identify and document Tribal energy issues, develop a Tribal energy vision, evaluate potential energy opportunities, and to develop an action plan for future Tribal energy activities. The grant application was subsequently funded by DOE, and the Aroostook Band of Micmacs hired an energy consultant to assist with completion of the project. In addition to identification and documentation of Tribal energy issues, and the development of a Tribal energy vision, the potential for wind energy development on Tribal land, and residential energy efficiency issues were thoroughly evaluated.

  2. An Exploration of Strategic Planning Perspectives and Processes within Community Colleges Identified as Being Distinctive in Their Strategic Planning Practices

    Science.gov (United States)

    Augustyniak, Lisa J.

    2015-01-01

    Community college leaders face unprecedented change, and some have begun reexamining their institutional strategic planning processes. Yet, studies in higher education strategic planning spend little time examining how community colleges formulate their strategic plans. This mixed-method qualitative study used an expert sampling method to identify…

  3. A model for colleges of engineering to select a strategic planning methodology and implement a strategic planning process

    OpenAIRE

    Kurstedt, Pamela S.

    1989-01-01

    This research operationalizes the theory and recommendations from academic and business strategic planning sources. The desired research outcome is to improve academic strategic planning for colleges of engineering. My contribution to the academic planning body of knowledge is a model to select a strategic planning methodology and implement a planning process for colleges of engineering. The model's design is based on the logical conclusion that choice of planning method...

  4. Antarctica and the strategic plan for biodiversity

    Science.gov (United States)

    Chown, Steven L.; Brooks, Cassandra M.; Terauds, Aleks; Le Bohec, Céline; van Klaveren-Impagliazzo, Céline; Whittington, Jason D.; Butchart, Stuart H. M.; Coetzee, Bernard W. T.; Collen, Ben; Convey, Peter; Gaston, Kevin J.; Gilbert, Neil; Gill, Mike; Höft, Robert; Johnston, Sam; Kennicutt, Mahlon C.; Kriesell, Hannah J.; Le Maho, Yvon; Lynch, Heather J.; Palomares, Maria; Puig-Marcó, Roser; Stoett, Peter; McGeoch, Melodie A.

    2017-01-01

    The Strategic Plan for Biodiversity, adopted under the auspices of the Convention on Biological Diversity, provides the basis for taking effective action to curb biodiversity loss across the planet by 2020—an urgent imperative. Yet, Antarctica and the Southern Ocean, which encompass 10% of the planet’s surface, are excluded from assessments of progress against the Strategic Plan. The situation is a lost opportunity for biodiversity conservation globally. We provide such an assessment. Our evidence suggests, surprisingly, that for a region so remote and apparently pristine as the Antarctic, the biodiversity outlook is similar to that for the rest of the planet. Promisingly, however, much scope for remedial action exists. PMID:28350825

  5. Basketball Teams as Strategic Networks

    OpenAIRE

    Jennifer H. Fewell; Dieter Armbruster; John Ingraham; Alexander Petersen; James S Waters

    2012-01-01

    We asked how team dynamics can be captured in relation to function by considering games in the first round of the NBA 2010 play-offs as networks. Defining players as nodes and ball movements as links, we analyzed the network properties of degree centrality, clustering, entropy and flow centrality across teams and positions, to characterize the game from a network perspective and to determine whether we can assess differences in team offensive strategy by their network properties. The compiled...

  6. GAO Strategic Plan 2007-2012

    Science.gov (United States)

    2007-01-01

    Financial Services Industry and Its Regulators to Maintain a Stable and Efficient Financial System in the Face of...United States can influence improvements in the world financial system; 2.4.4 assess the ability of the financial services industry and its...activities    GAO Strategic Plan 2007-2012 GAO-07-1SP118 Performance Goal 2.4.4 Assess the Ability of the Financial Services Industry and

  7. Strategic planning for social work marketing.

    Science.gov (United States)

    Genkins, M

    1985-01-01

    Diminishing governmental and philanthropic funding for human service programs mandate new approaches for developing sources of support. In order to ensure both survival and enhancement of programs, marketing techniques employed in the business sector with strategic planning seeking to define consumer-need and product-demand appear to be a current necessity for social work service administrators. The author discusses the theoretical background of such a task and suggests specific marketing modalities and strategies for application in nonprofit agency and institutional settings.

  8. Strategic planning effectiveness comparative analysis of the Macedonian context

    Directory of Open Access Journals (Sweden)

    Bobek Šuklev

    2012-01-01

    Full Text Available Strategic planning is an important element in the organizational success and the key to effectiveness and overall competitiveness of the organizations. Strategic planning practice and effectiveness has been the subject of much academic debate in the Western context, but little empirical research and comparative analysis exists on this subject in emerging and developing countries. The aim of this study is to investigate the relationship between strategic planning and the organizational effectiveness with the examination of a wider list of strategic planning dimensions and different approaches and measures to assess the strategic planning effectiveness in the case of the Republic of Macedonia, as well as to conduct comparative analysis of the strategic planning effectiveness in different emerging and developing countries. After the initial processing of the total number of received questionnaires, 113 questionnaires proceeded to the next phase of processing, as companies were found to be strategic planners. Two regression models were performed, enclosed with necessary tests, as well as in order to achieve unidimensionality, factor analysis was performed for all stated items for each of the investigated variables. The empirical analysis conducted in Macedonian companies shows that strategic planning can generally contribute to organizational effectiveness. A significant correlation between different strategic planning dimensions and the strategic planning effectiveness was found in the relationship between the formality of strategic planning, the management participation in strategic planning and the employee participation in strategic planning. The comparative analysis conducted in this study with the purpose of comparing the case of Republic of Macedonia with the studies in the other emerging and developing counties, and indicating the probable reasons for potential differences in strategic planning effectiveness in different counties, refers to

  9. Structuring front-end innovation activities throughout strategic product planning

    Directory of Open Access Journals (Sweden)

    Thaisa Rodrigues

    Full Text Available Abstract Strategic product planning (SPP for new product development (NPD in the front-end of innovation (FEI is a great challenge for managers and practitioners. This article analyzes the structuring process of FEI activities during SPP. A research was carried out with 78 industries from both food and furniture in Brazil. Our study revealed that FEI activities are structured in an intricate network with a high level of complexity and interdependence. The large amount of activities and the complexity in structuring them denote that companies are concerned to reduce uncertainties and risks intensifying the planning phase.

  10. Strategic Planning for Chronic Disease Prevention in Rural America: Looking Through a PRISM Lens.

    Science.gov (United States)

    Honeycutt, Amanda A; Wile, Kristina; Dove, Cassandra; Hawkins, Jackie; Orenstein, Diane

    2015-01-01

    Community-level strategic planning for chronic disease prevention. To share the outcomes of the strategic planning process used by Mississippi Delta stakeholders to prevent and reduce the negative impacts of chronic disease in their communities. A key component of strategic planning was participants' use of the Prevention Impacts Simulation Model (PRISM) to project the reduction, compared with the status quo, in deaths and costs from implementing interventions in Mississippi Delta communities. Participants in Mississippi Delta strategic planning meetings used PRISM, a user-friendly, evidence-based simulation tool that includes 22 categories of policy, systems, and environmental change interventions, to pose what-if questions that explore the likely short- and long-term effects of an intervention or any desired combination of the 22 categories of chronic disease intervention programs and policies captured in PRISM. These categories address smoking, air pollution, poor nutrition, and lack of physical activity. Strategic planning participants used PRISM outputs to inform their decisions and actions to implement interventions. Rural communities in the Mississippi Delta. A diverse group of 29 to 34 local chronic disease prevention stakeholders, known as the Mississippi Delta Strategic Alliance. Community plans and actions that were developed and implemented as a result of local strategic planning. Existing strategic planning efforts were complemented by the use of PRISM. The Mississippi Delta Strategic Alliance decided to implement new interventions to improve air quality and transportation and to expand existing interventions to reduce tobacco use and increase access to healthy foods. They also collaborated with the Department of Transportation to raise awareness and use of the current transportation network. The Mississippi Delta Strategic Alliance strategic planning process was complemented by the use of PRISM as a tool for strategic planning, which led to the

  11. INFORMATION SYSTEM STRATEGIC PLANNING WITH ENTERPRISE ARCHITECTURE PLANNING

    Directory of Open Access Journals (Sweden)

    Lola Yorita Astri

    2013-05-01

    Full Text Available An integrated information system is needed in an enterprise to support businessprocesses run by an enterprise. Therefore, to develop information system can use enterprisearchitecture approach which can define strategic planning of enterprise information system. SMPNegeri 1 Jambi can be viewed as an enterprise because there are entities that should be managedthrough an integrated information system. Since there has been no unification of different elementsin a unity yet, enterprise architecture model using Enterprise Architecture Planning (EAP isneeded which will obtain strategic planning of enterprise information system in SMP Negeri 1Jambi. The goal of strategic planning of information system with Enterprise Architecture Planning(EAP is to define primary activities run by SMP Negeri 1 Jambi and support activities supportingprimary activities. They can be used as a basis for making data architecture which is the entities ofapplication architecture. At last, technology architecture is designed to describe technology neededto provide environment for data application. The plan of implementation is the activity plan madeto implemented architectures by enterprise.

  12. 77 FR 35410 - Fogarty International Center 2013 Strategic Plan

    Science.gov (United States)

    2012-06-13

    ... input from scientists, the general public, and interested parties. The goal of this strategic planning... HUMAN SERVICES National Institutes of Health Fogarty International Center 2013 Strategic Plan SUMMARY: The Fogarty International Center (FIC), National Institutes of Health (NIH) is updating its strategic...

  13. Creating a nursing strategic planning framework based on evidence.

    Science.gov (United States)

    Shoemaker, Lorie K; Fischer, Brenda

    2011-03-01

    This article describes an evidence-informed strategic planning process and framework used by a Magnet-recognized public health system in California. This article includes (1) an overview of the organization and its strategic planning process, (2) the structure created within nursing for collaborative strategic planning and decision making, (3) the strategic planning framework developed based on the organization's balanced scorecard domains and the new Magnet model, and (4) the process undertaken to develop the nursing strategic priorities. Outcomes associated with the structure, process, and key initiatives are discussed throughout the article. Copyright © 2011 Elsevier Inc. All rights reserved.

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

    Science.gov (United States)

    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…

  15. Role of strategic planning in engineering management

    Science.gov (United States)

    Krishen, Kumar

    1993-01-01

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

  16. Strategic planning of enterprise development: expert appraisal and integration

    Directory of Open Access Journals (Sweden)

    L.V. Protasova

    2015-09-01

    Full Text Available The article examines the methodical recommendations for integration of strategic planning process with the existent planning process of enterprise activities. The sequent steps of integration of strategic planning process of development are presented. The program «SP Expert» is recommended for expert appraisal of strategic planning process. The functional steps of the program are: a expert appraisal of the existent strategic planning process in comparison with the «standard» one; b selection of criteria; c forming of the list of criteria of accordance of the existent strategic planning process with the «standard» one, distributing of the planned sum of financing of measures on mastering of the «standard» process of strategic planning.

  17. Tough Times: Strategic Planning as a War Canoe

    Science.gov (United States)

    Seymour, Daniel

    2011-01-01

    In this article, the author discusses how to make strategic planning a more valuable tool for higher education in today's tough times. Strategic planning is really the answer to five straightforward questions. The first three represent the plan itself, while the last two are what makes the plan vital and dynamic: (1) Why do we exist?; (2) What do…

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

    Science.gov (United States)

    MacNeil, Dixie; Luzius, Kim; Dunkin, Sonya

    2010-01-01

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

  19. U.S. Department of Transportation strategic plan

    Science.gov (United States)

    2010-01-01

    This Strategic Plan describes the Department of Transportations new ideas through : goals, strategies and the results we will achieve to improve the United States : transportation sector. We have set policy goals in five strategic areas: Safety, R...

  20. Eastern Band of Cherokee Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Souther Carolina Institute of energy Studies-Robert Leitner

    2009-01-30

    The Eastern Band of Cherokee Indians was awarded a grant under the U.S. Department of Energy Tribal Energy Program (TEP) to develop a Tribal Strategic Energy Plan (SEP). The grant, awarded under the “First Steps” phase of the TEP, supported the development of a SEP that integrates with the Tribe’s plans for economic development, preservation of natural resources and the environment, and perpetuation of Tribal heritage and culture. The Tribe formed an Energy Committee consisting of members from various departments within the Tribal government. This committee, together with its consultant, the South Carolina Institute for Energy Studies, performed the following activities: • Develop the Tribe’s energy goals and objectives • Establish the Tribe’s current energy usage • Identify available renewable energy and energy efficiency options • Assess the available options versus the goals and objectives • Create an action plan for the selected options

  1. Developing and executing a strategic plan.

    Science.gov (United States)

    Morley, Glenn

    2010-02-01

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

  2. Langley Research Center Strategic Plan for Education

    Science.gov (United States)

    Proctor, Sandra B.

    1994-01-01

    Research assignment centered on the preparation of final draft of the NASA Langley Strategic Plan for Education. Primary research activity consisted of data collection, through interviews with LaRC Office of Education and NASA Headquarters staff, university administrators and faculty, and school administrators / teachers; and documentary analysis. Pre-college and university programs were critically reviewed to assure effectiveness, support of NASA and Langley's mission and goals; National Education Goals; and educational reform strategies. In addition to these mandates, pre-college programs were reviewed to address present and future LaRC activities for teacher enhancement and preparation. University programs were reviewed with emphasis on student support and recruitment; faculty development and enhancement; and LaRC's role in promoting the utilization of educational technologies and distance learning. The LaRC Strategic Plan for Education will enable the Office of Education to provide a focused and well planned continuum of education programs for students, teachers and faculty. It will serve to direct and focus present activities and programs while simultaneously offering the flexibility to address new and emerging directions based on changing national, state, and agency trends.

  3. Developing a strategic marketing plan for hospitals.

    Science.gov (United States)

    Dychtwald, K; Zitter, M

    1988-09-01

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

  4. Strategic Marketing Plan for a Finnish Farm

    OpenAIRE

    Kang, Hyunjee

    2016-01-01

    The thesis is aimed to create strategic marketing plan regarding organic meat products for a Finnish family-owned farm located in Joroinen. The farm serves high quality beef and lamb/mutton products. However, they have been faced a loss in the profit due to extreme-ly low sales in the meat production. The meats used to be sold to butcher who then sells it as normal meats even though it is fully organic and local. Especially, the beef is a rare breed. Previous literatures were reviewed rega...

  5. Market-stage analysis enhances strategic planning.

    Science.gov (United States)

    McDonald, R B

    1998-07-01

    Changing market conditions are challenging healthcare organizations to determine how to allocate resources and make operational planning decisions to prepare for future changes. A vital part of meeting these challenges is understanding the impact of market stages, and using that knowledge to build effective business strategies. Financial modeling that includes market-stage information provides insight into market opportunities and presents a clearer picture of the organizational changes that will need to be implemented at each stage. Effective strategic action should take into account critical success factors in market responsiveness, organizational responsiveness, operational effectiveness, and financial strength.

  6. Action Research to Support the Sustainability of Strategic Planning

    Science.gov (United States)

    Antheil, Jane H.; Spinelli, Stephen, Jr.

    2011-01-01

    This article suggests that developing a strategic plan, even through a highly participative and data-driven process, is not sufficient to sustain change if implementation of the plan is not monitored as an organizational change event. To the degree that a strategic plan is institutionally transformative, monitoring change during implementation…

  7. Board of Regents' Montana University System (MUS) Strategic Plan 2016

    Science.gov (United States)

    Montana University System, 2016

    2016-01-01

    The Montana University System Strategic Plan is the primary planning document of the Board of Regents. The Plan sets forth an agenda for higher education in Montana by delineating the strategic directions, goals, and objectives that guide the Montana University System (MUS). In July 2006, after several years of study, public dialogue, and internal…

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

    Science.gov (United States)

    Wood, Elizabeth J.

    1983-01-01

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

  9. Strategic Planning in Public Universities: A Developing Country Perspective

    OpenAIRE

    Daniel Ofori; Esther Atiogbe

    2012-01-01

    This paper presents the results of an empirical study on strategic planning in three public universities in Ghana. It assesses strategy development, the implementation process, the main challenges to strategic planning in public universities, and what their success factors are. Findings indicate that the nature, form, and sophistication of information and communication technology use influenced successful implementation of strategic plans for two public universities. Other results suggested t...

  10. A historical retrospective and the essence of strategic financial planning

    OpenAIRE

    Nestor, Olha

    2016-01-01

    The author has reviewed the historical retrospective of strategic financial planning, distinguished the concepts of “strategic financial planning”, “long-term financial planning” and “perspective financial planning” and determined that their use as synonyms is incorrect. The correctness of three-tier financial planning has been justified. The difference between financial planning, financial forecasting and budgeting has been explained. The problem of strategic financial plannin...

  11. 2014 Zero Waste Strategic Plan Executive Summary.

    Energy Technology Data Exchange (ETDEWEB)

    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.

  12. STRATEGIC PLANNING IN THE GLOBAL ECONOMIC CRISIS AND RECESSION

    Directory of Open Access Journals (Sweden)

    Ana Anufrijev

    2013-12-01

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

  13. Strategic Planning Process and Organizational Structure: Impacts, Confluence and Similarities

    National Research Council Canada - National Science Library

    Dyogo Felype Neis; Maurício Fernandes Pereira; Emerson Antonio Maccari

    2017-01-01

    .... The conclusion indicates that the phases of the strategic planning process influence and are influenced by the elements of the organizational structure and highlights the confluences, the impacts...

  14. Strategic planning for an information system.

    Science.gov (United States)

    Clement, H; Salois-Swallow, D

    1995-01-01

    1. BACKGROUND. This strategic plan was developed by members of the Ontario Nursing Informatics Group (ONIG), an affiliated group of the Registered Nurses Association of Ontario (RNAO), in response to priorities set by its membership. This project management approach is an overview of the step-by-step approach described in the workbook Framework for Planning Nursing Information Systems [1]. 2. PLANNING PROCESS. The first phase, "Getting Ready," of the planning process emphasizes the importance of developing a strategic vision and preparing a business case. The objectives to be attained include a review of the current healthcare trends and state-of-the-art, the development of commitment from managers, and the establishment of a project structure. Secondly, one must "Analyze the Needs" of the health care facility. The current system is reviewed and future information requirements are defined. To facilitate this analysis, a detailed review of the current system is undertaken, the current system costs are identified, the technical and functional requirements are determined, and anticipated costs and benefits are outlined. Phase three, "Choosing a System," involves selecting system(s) that best meet the needs of the healthcare facility. A detailed system review is undertaken; it includes planning for the selection process, developing a request for information and/or a request for proposal, attending vendor demonstrations, attending site visits, and negotiating the contract. "Implementing the System" outlines the project plan for integrating the selected system in the work environment. The activities involved in managing the change process include the identification of the project team, defining the project plan, reviewing the budget, tailoring the system to meet the health care facility requirements, developing policies and procedures, outlining educational requirements, installing new hardware and software, piloting the system, and managing the transition. During the

  15. Information System Strategic Planning with Enterprise Architecture Planning

    OpenAIRE

    Astri, Lola Yorita; Gaol, Ford Lumban

    2013-01-01

    An integrated information system is needed in an enterprise to support businessprocesses run by an enterprise. Therefore, to develop information system can use enterprisearchitecture approach which can define strategic planning of enterprise information system. SMPNegeri 1 Jambi can be viewed as an enterprise because there are entities that should be managedthrough an integrated information system. Since there has been no unification of different elementsin a unity yet, enterprise architectur...

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2013-07-01

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

  17. How water flows in strategic spatial planning : The strategic role of water in Dutch regional planning projects

    NARCIS (Netherlands)

    Woltjer, J.; Feyen, J; Shannon, K; Neville, M

    2009-01-01

    To what extent can current attempts to link Dutch water management and spatial planning be regarded as a reflection of a more strategic planning style? How do prevailing institutional conditions offer constraints or opportunities for further strategic action in water planning? The paper employs the

  18. NANA Strategic Energy Plan & Energy Options Analysis

    Energy Technology Data Exchange (ETDEWEB)

    Jay Hermanson; Brian Yanity

    2008-12-31

    NANA Strategic Energy Plan summary NRC, as an Alaska Native Corporation, has committed to addressing the energy needs for its shareholders. The project framework calls for implicit involvement of the IRA Councils in the Steering Committee. Tribal Members, from the NRC to individual communities, will be involved in development of the NANA Energy Plan. NRC, as the lead tribal entity, will serve as the project director of the proposed effort. The NRC team has communicated with various governmental and policy stakeholders via meetings and discussions, including Denali Commission, Alaska Energy Authority, and other governmental stakeholders. Work sessions have been initiated with the Alaska Village Electric Cooperative, the NW Arctic Borough, and Kotzebue Electric Association. The NRC Strategic Energy Plan (SEP) Steering committee met monthly through April and May and weekly starting in June 2008 in preparation of the energy summit that was held from July 29-31, 2008. During preparations for the energy summit and afterwards, there was follow through and development of project concepts for consideration. The NANA regional energy summit was held from July 29-31, 2008, and brought together people from all communities of the Northwest Arctic Borough. The effort was planned in conjunction with the Alaska Energy Authority’s state-wide energy planning efforts. Over $80,000 in cash contributions was collected from various donors to assist with travel from communities and to develop the summit project. Available funding resources have been identified and requirements reviewed, including the Denali Commission, U.S. Dept. of Agriculture, and the Alaska Energy Authority. A component of the overall plan will be a discussion of energy funding and financing. There are current project concepts submitted, or are ready for submittal, in the region for the following areas: • Wind-diesel in Deering, Buckland, Noorik, and Kiana areas; potential development around Red Dog mine.

  19. TERRITORIAL NETWORKS AND PLANNING: LAND PLANNING IN METROPOLITAN BILBAO

    Directory of Open Access Journals (Sweden)

    Eunice Helena Sguizzardi Abascal

    2011-05-01

    Full Text Available The present article argues that the territorial planning is nowadays fundamental instrument to the definition of strategic areas of opportunity, and also, articulating instrument of distinct territory scales (from local to regional. It is restored the importance of distinct levels of planning, listed in chain, of a more general level of regional coverage to specific and local levels. It is demonstrated the importance of this articulation not only for dealing with urgencies in the intra-urban territory ordering to promote the compact city, but also, to develop cities and regions, enhancing the implementation of decentralized and solidary supply chains that characterize a network organization. It is proposed that, the planning instruments and strategic ordering of the territory, aimed at decentralization and creation of new towns or focusing on the redevelopment and recycling of uses and activities in cities and regions in decline with degraded areas, allowing decisions of strategic importance that determine lines, axes and opportunity areas, targets of economic, and social development, and therefore it starts to concentrate investment in infrastructure, serving to enhance the implementation of urban network centers and supply chains, which benefits with the larger planning of urban and regional territory. Because of it, the analysis object is the strategic territorial planning that has been developed and implemented specifically in Spain, underlying plans and actions of urban regeneration, as exemplified by the process is still ongoing in the city of Bilbao, the region north of the country.

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

    DEFF Research Database (Denmark)

    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...... for 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....

  1. The strategic marketing planning – General Framework for Customer Segmentation

    Directory of Open Access Journals (Sweden)

    Alina Elena OPRESCU

    2014-03-01

    Full Text Available Any approach 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 optimise its response to the market, the customer segmentation will fully benefit from the framework provided by the strategic marketing planning. Being a sequential process, it not only allows time optimisation of the entire marketing activity but it also leads to accuracy of the strategic planning and its stages.

  2. The State University System 2025 System Strategic Plan. Revised

    Science.gov (United States)

    Board of Governors, State University System of Florida, 2014

    2014-01-01

    The State University System 2025 Strategic Plan strengthens the Board of Governors' commitment to achieving excellence in the tripartite mission of its state universities--teaching, research, and public service--for the benefit of Florida's citizens, their communities, and the state economy. The Strategic Plan is a living document that helps align…

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

    Science.gov (United States)

    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…

  4. A Vision for the Future: Site-Based Strategic Planning.

    Science.gov (United States)

    Herman, Jerry J.

    1989-01-01

    Presents a model to help principals with strategic planning. Success hinges on involving stakeholders, scanning for relevant data, identifying critical success factors, developing vision and mission statements, analyzing the site manager's supports and constraints, creating strategic goals and objectives, developing action plans, allocating…

  5. Does strategic planning enhance or impede innovation and firm performance

    NARCIS (Netherlands)

    Song, Michael; Im, Subin; van der Bijl, H.M.; 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

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

    NARCIS (Netherlands)

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

    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

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

    NARCIS (Netherlands)

    R. Vanella (Ricardo); C. Lucca (Carlos); J.R. Pittari (Jorge Romero); F. Steinberg (Florian); Zwanenburg Maria Zwanenburg (M.)

    2001-01-01

    textabstractThe Strategic Plan of Cordoba (SPC) is one of the few strategic urban development plans in Latin America, which has actually been implemented in the majority of its components. The SPC was conceived as a collective and global project of the city as a whole without excessive conflicting

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

    Science.gov (United States)

    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…

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

    Science.gov (United States)

    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…

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

    OpenAIRE

    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. 

  11. MnDOT Library strategic plan : final report.

    Science.gov (United States)

    2017-06-01

    MnDOTs Senior Leadership asked MnDOT Library to develop a Strategic Plan that identifies and reviews the challenges facing the Library over the next five years to better address the evolving needs of the department and users. The strategic plan is...

  12. Chemistry and Materials Science Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

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

    2004-04-21

    Lawrence Livermore National Laboratory's mission is as clear today as it was in 1952 when the Laboratory was founded--to ensure our country's national security and the safety and reliability of its nuclear deterrent. As a laboratory pursuing applied science in the national interest, we strive to accomplish our mission through excellence in science and technology. We do this while developing and implementing sound and robust business practices in an environment that emphasizes security and ensures our safety and the safety of the community around us. Our mission as a directorate derives directly from the Laboratory's charter. When I accepted the assignment of Associate Director for Chemistry and Materials Science (CMS), I talked to you about the need for strategic balance and excellence in all our endeavors. We also discussed how to take the directorate to the next level. The long-range CMS strategic plan presented here was developed with this purpose in mind. It also aligns with the Lab's institutional long-range science and technology plan and its 10-year facilities and infrastructure site plan. The plan is aimed at ensuring that we fulfill our directorate's two governing principles: (1) delivering on our commitments to Laboratory programs and sponsors, and (2) anticipating change and capitalizing on opportunities through innovation in science and technology. This will require us to attain a new level of creativity, agility, and flexibility as we move forward. Moreover, a new level of engagement in partnerships with other directorates across the Laboratory as well as with universities and other national labs will also be required. The group of managers and staff that I chartered to build a strategic plan identified four organizing themes that define our directorate's work and unite our staff with a set of common goals. The plan presented here explains how we will proceed in each of these four theme areas: (1) Materials properties and

  13. Strategic and tactiocal planning for managing national park resources

    Science.gov (United States)

    Daniel L. Schmoldt; David L. Peterson

    2001-01-01

    Each National Park Service unit in the United States produces a resource management plan (RMP) every four years or less. These plans constitute a strategic agenda for a park. Later, tactical plans commit budgets and personnel to specific projects over the planning horizon. Yet, neither planning stage incorporates much quantitative and analytical rigor and is devoid of...

  14. Samish Indian Nation Long-Term Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Christine Woodward; B. Beckley; K. Hagen

    2005-06-30

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

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

    Directory of Open Access Journals (Sweden)

    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

  16. Strategic Networks for Sustainable Tourism Development

    Directory of Open Access Journals (Sweden)

    Ivelyna Krasteva Yoveva

    2014-12-01

    Full Text Available This paper proposes an innovative approach towards introduction of an up-to-date sustainable development philosophy founded on the principles of combination and balance of common and individual interests on multilateral perspective, i.e. individuals vs. organizations, public groups vs. governmental authorities, industry vs. macroeconomic development, nation states vs. international regional development etc. The optimal implementation of such an approach is imminently dependent on an authentic self-awareness of own identity, values, purposes and motivation for positive contribution to the common well-being. The author’s arguments are based on the conviction that when more individuals and organizations harness deeper understanding of the mutual benefits within their operations area and undertake collaborative efforts to solve common problem their steadfast long-term development may be secured even in times of social-economic-political-eco-etc. crises and within a dynamically changing environment.Main purpose of current article is the concentration of the research on looking for and applying the principles of consistency, exchange of good collaborative practices and consequently strategic and operational utilization of the synergy effect, systems thinking and the holistic approach. Collaborative efforts would lead to greater effectiveness and optimization that satisfies individual and common interests in multiple environmental dimensions. The study aims to analyze the potential of a new network paradigm for provision of effectively applied strategies within the contemporary sustainable development context.Some good practices within the area of joint development of sustainable strategic networks in tourism industry in Bulgaria are presented. A case study of a culinary and hospitality cluster recently established in the Dobrudzha region is about to demonstrates the strategic network viability and sustainability in a contemporary agricultural

  17. The Space Science Enterprise Strategic Plan

    Science.gov (United States)

    2000-01-01

    It is a pleasure to present our new Space Science Strategic Plan. It represents contributions by hundreds of members of the space science community, including researchers, technologists, and educators, working with staff at NASA, over a period of nearly two years. Our time is an exciting one for space science. Dramatic advances in cosmology, planetary research, and solar-terrestrial science form a backdrop for this ambitious plan. Our program boldly addresses the most fundamental questions that science can ask: (1) how the universe began and is changing, (2) what are the past and future of humanity, and (3) whether we are alone. In taking up these questions, researchers and the general public--for we are all seekers in this quest--will draw upon all areas of science and the technical arts. Our Plan outlines how we will communicate our findings to interested young people and adults. The program that you will read about in this Plan includes forefront research and technology development on the ground as well as development and operation of the most complex spacecraft conceived. The proposed flight program is a balanced portfolio of small missions and larger spacecraft. Our goal is to obtain the best science at the lowest cost, taking advantage of the most advanced technology that can meet our standards for expected mission success. In driving hard to achieve this goal, we experienced some very disappointing failures in 1999. But NASA, as a research and development agency, makes progress by learning also from mistakes, and we have learned from these.

  18. A strategic planning methodology for aircraft redesign

    Science.gov (United States)

    Romli, Fairuz Izzuddin

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

  19. Strategic planning for power system restorations

    Energy Technology Data Exchange (ETDEWEB)

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

    2010-10-12

    This paper considers the power system restoration planning problem (PSRPP) for disaster recovery, a fundamental problem faced by all populated areas. PSRPPs are complex stochastic optimization problems that combine resource allocation, warehouse location, and vehicle routing considerations. Furthermore, electrical power systems are complex systems whose behavior can only be determined by physics simulations. Moreover, these problems must be solved under tight runtime constraints to be practical in real-world disaster situations. This work is three fold: (1) it formalizes the specification of PSRPPs; (2) introduces a simple optimization-simulation hybridization necessary for solving PSRPPs; and (3) presents a complete restoration algorithm that utilizes the strengths of mixed integer programming, constraint programming, and large neighborhood search. This paper studied a novel problem in the field of humanitarian logistics, the Power System Restoration Problem (PSRPP). The PSRPP models the strategic planning process for post disaster power system recovery. The paper proposed a multi-stage stochastic hybrid optimization algorithm that yields high quality solutions to real-world benchmarks provided by Los Alamos National Laboratory (LANL). The algorithm uses a variety of technologies, including MIP, constraint programming, and large neighborhood search, to exploit the structure of each individual optimization subproblem. The experimental results on hurricane disaster benchmarks indicate that the algorithm is practical from a computational standpoint and produce significant improvements over existing relief delivery procedures.

  20. IT strategic planning in hospitals: from theory to practice.

    Science.gov (United States)

    Jaana, Mirou; Teitelbaum, Mari; Roffey, Tyson

    2014-07-01

    To date, IT strategic planning has been mostly theory-based with limited information on "best practices" in this area. This study presents the process and outcomes of IT strategic planning undertaken at a pediatric hospital (PH) in Canada. A five-stage sequential and incremental process was adopted. Various tools / approaches were used including review of existing documentation, internal survey (n = 111), fifteen interviews, and twelve workshops. IT strategic planning was informed by 230 individuals (12 percent of hospital community) and revealed consistency in the themes and concerns raised by participants (e.g., slow IT projects delivery rate, lack of understanding of IT priorities, strained communication with IT staff). Mobile and remote access to patients' information, and an integrated EMR were identified as top priorities. The methodology and used approach revealed effective, improved internal relationships, and ensured commitment to the final IT strategic plan. Several lessons were learned including: maintaining a dynamic approach capable of adapting to the fast technology evolution; involving stakeholders and ensuring continuous communication; using effective research tools to support strategic planning; and grounding the process and final product in existing models. This study contributes to the development of "best practices" in IT strategic planning, and illustrates "how" to apply the theoretical principles in this area. This is especially important as IT leaders are encouraged to integrate evidence-based management into their decision making and practices. The methodology and lessons learned may inform practitioners in other hospitals planning to engage in IT strategic planning in the future.

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

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2007-09-01

    Full Text Available 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 models which focus directly on the Strategic Management. This work had as objectives to develop a Model of Strategic Administration and a Model of Organizational Change, which associated turn efficient and effective the Organizations’ Administration. In order to develop this work were used concepts and approaches preconized by qualitative research. As results, the two Models are presented, as well as their validation in an organization with lucrative objectives.

  2. Using Software Applications to Facilitate and Enhance Strategic Planning

    Science.gov (United States)

    1993-09-01

    to doing business was invented ( Ansoff 1984). Two examples of business applications of strategy are generic and competitive strategies (Mintzberg 1991...34 ( Ansoff 1984, p. 188) Keller (1990) states the purpose of the PPBS was "to produce a plan, a program, and, finally a budget for the Department of Defense...are many different models of organizational strategic planning: long range planning ( Ansoff 1984 ), comprehensive strategic management (Frederickson

  3. Strategic planning processes and financial performance among hospitals in Lebanon.

    Science.gov (United States)

    Saleh, Shadi; Kaissi, Amer; Semaan, Adele; Natafgi, Nabil Maher

    2013-01-01

    Strategic planning has been presented as a valuable management tool. However, evidence of its deployment in healthcare and its effect on organizational performance is limited in low-income and middle-income countries (LMICs). The study aimed to explore the use of strategic planning processes in Lebanese hospitals and to investigate its association with financial performance. The study comprised 79 hospitals and assessed occupancy rate (OR) and revenue-per-bed (RPB) as performance measures. The strategic planning process included six domains: having a plan, plan development, plan implementation, responsibility of planning activities, governing board involvement, and physicians' involvement. Approximately 90% of hospitals have strategic plans that are moderately developed (mean score of 4.9 on a 1-7 scale) and implemented (score of 4.8). In 46% of the hospitals, the CEO has the responsibility for the plan. The level of governing board involvement in the process is moderate to high (score of 5.1), whereas physician involvement is lower (score of 4.1). The OR and RPB amounted to respectively 70% and 59 304 among hospitals with a strategic plan as compared with 62% and 33 564 for those lacking such a plan. No statistical association between having a strategic plan and either of the two measures was detected. However, the findings revealed that among hospitals that had a strategic plan, higher implementation levels were associated with lower OR (p plans allow organizations to better cope with environmental turbulence. Copyright © 2012 John Wiley & Sons, Ltd.

  4. The extension of information systems strategic planning methodology

    OpenAIRE

    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...

  5. Draft Strategic Laboratory Missions Plan. Volume II

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-03-01

    This volume described in detail the Department`s research and technology development activities and their funding at the Department`s laboratories. It includes 166 Mission Activity Profiles, organized by major mission area, with each representing a discrete budget function called a Budget and Reporting (B & R) Code. The activities profiled here encompass the total research and technology development funding of the laboratories from the Department. Each profile includes a description of the activity and shows how the funding for that activity is distributed among the DOE laboratories as well as universities and industry. The profiles also indicate the principal laboratories for each activity, as well as which other laboratories are involved. The information in this volume is at the core of the Strategic Laboratory Mission Plan. It enables a reader to follow funds from the Department`s appropriation to a specific activity description and to specific R & D performing institutions. This information will enable the Department, along with the Laboratory Operations Board and Congress, to review the distribution of R & D performers chosen to execute the Department`s missions.

  6. 78 FR 71704 - Request for Comments on Draft SBA Strategic Plan for FY 2014-2018

    Science.gov (United States)

    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 Administrator...

  7. Strategic Medicines Planning in Primary Health Care | Adindu ...

    African Journals Online (AJOL)

    Strategic medicines planning requires broad understanding of health and medicines realities within a context. Pharmacists viewing the community from a holistic perspective promote effectiveness in pharmacy, and facilitate synergy among the various groups to solve intractable medicines problems. Strategic medicines ...

  8. Municipal Level of Strategic Planning: Economic and Legal Problems

    Directory of Open Access Journals (Sweden)

    Evgeniy Moiseevich Bukhvald

    2016-12-01

    Full Text Available The article focuses on the need of integration of municipal government into a unified hierarchy of strategic planning in the country. The basic positions of the acting version of the Federal law no.131 “On general principles of organization of local self-government” and the Federal law no. 172 “On strategic planning” don’t provide clear legal framework for the solution of this problem. Besides, the practical integration of municipal management into a unified hierarchy of strategic planning meets serious economic obstacles, the main of which consist in the negative situation within the system of local finance, characterized by trends of deficiency, high dependence on subsidies and, as a consequence, volatility and lack of predictability in relation to any plans and programs of long-term nature. The main idea of the article is to prove the need for a systemic approach to solving tasks, related to the integration of municipal management in a unified vertical of strategic planning in the country. The essence of this approach is the combination of a number of legal innovations in the legislation on strategic planning and local government with a set of measures, aimed to strengthen the fiscal basis of Russian local self-government together with institutional ensuring of municipal planning and its interaction with the practice of strategic planning at the level of subjects of the Russian Federation.

  9. Comparison of the NCRA and NAACCR Strategic Management Plans.

    Science.gov (United States)

    Menck, Herman R

    2012-01-01

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

  10. Department of Defense Strategic Plan for Advanced Distributed Learning

    National Research Council Canada - National Science Library

    1999-01-01

    ...), requires the Secretary of Defense to develop a strategic plan for guiding and expanding distance learning initiatives within the Department of Defense, to include a provision for the expansion...

  11. Strategic Planning Process and Organizational Structure: Impacts, Confluence and Similarities

    National Research Council Canada - National Science Library

    Dyogo Felype Neis; Maurício Fernandes Pereira; Emerson Antonio Maccari

    2017-01-01

    ... it may not be formally defined. Based on this understanding, we evaluated the relationship between the formulation and implementation phases of the strategic planning process with the elements of the organizational structure...

  12. Developing strategic plans for effective utilization of research reactors

    Energy Technology Data Exchange (ETDEWEB)

    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.

  13. Strategic planning for academic research: A Canadian perspective

    National Research Council Canada - National Science Library

    Sa, Creso M; Tamtik, Merli

    2012-01-01

    .... 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...

  14. Analysis of Air Force Civil Engineering Strategic Planning

    National Research Council Canada - National Science Library

    Mondo, Francis

    2003-01-01

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

  15. MnDOT research program strategic plan 2017-2022.

    Science.gov (United States)

    2017-03-01

    In response to the top transportation trends in Minnesota, and opportunities and challenges facing its transportation system, MnDOT has developed this five-year Research Program Strategic Plan (2017 2022) to take stock of its research portfolio, ...

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

    Directory of Open Access Journals (Sweden)

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

    2009-05-01

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

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

    Science.gov (United States)

    James, Richard F.

    1995-01-01

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

  18. DESIGN, CODIFICATION AND STRATEGIC PLANNING OF (SADRA) IRAN COMPANY.

    OpenAIRE

    Mahdi Salehi

    2013-01-01

    Reasons and necessities of a strategic planning originate for the obligation to maintenance and preservation of organizations in todays high challenging environment. Strategic planning seeks to create the required capability in organization for more effective confronting with changes in the environment surrounding the organization. Organizations which have powerful and efficient strategies are so strong that can identify and perceive the changes in the environment (situation) and adjust thems...

  19. Strategic Plan for Electronic Commerce, Defense Personnel Support Center

    Science.gov (United States)

    1993-07-01

    AD-A274 243 Strategic Plan for Electronic Commerce Defense Personnel Support Center DTIC %!" . FLECTE .: UEC3 0 199 3 -I CUSTOMER SATISFACTION 93 12...220 3 &tiuini nm Best Available Copy Strategic Plan for Electronic Commerce Defense Personnel Support Center NTIS C? ~- j CUSTOMER Avao OrK...Concept of Operations and Projects ........... 6-4 Benefits and Costs of Electronic Commerce in the Medical Directorate

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

    Science.gov (United States)

    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…

  1. MaROS Strategic Relay Planning and Coordination Interfaces

    Science.gov (United States)

    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.

  2. 75 FR 34736 - Draft FY 2011-2015 EPA Strategic Plan

    Science.gov (United States)

    2010-06-18

    ... AGENCY Draft FY 2011-2015 EPA Strategic Plan AGENCY: Environmental Protection Agency. ACTION: Notice of... announcing the availability of the Draft FY 2011-2015 EPA Strategic Plan (Strategic Plan) for public review... (GPRA). The Agency's final ] Strategic Plan will be submitted to Congress by September 30, 2010. The...

  3. Using the Baldrige criteria for observatory strategic and operations planning

    Science.gov (United States)

    Radziwill, Nicole M.; Mitchell, Lory

    2010-07-01

    In 1987, the U.S. Congress created the Malcolm Baldrige National Quality Award (MBNQA), a program that rewards businesses and nonprofits that demonstrate effective, efficient operations. Underlying the MBNQA are criteria to help organizations integrate seven key areas of operations, including: leadership, strategic planning, customer focus, information management, workforce planning, process management, and results. Independent of the award process, the Baldrige Criteria can be used to guide strategic and operations planning. This presentation includes an example of how the Baldrige Criteria were used to quickly develop a Workforce Management Plan for the National Radio Astronomy Observatory (NRAO), responding to funding agency requests.

  4. Developing a strategic human resources plan for the Urban Angel.

    Science.gov (United States)

    Owen, Susan M

    2011-01-01

    In healthcare a significant portion of the budget is related to human resources. However, many healthcare organizations have yet to develop and implement a focused organizational strategy that ensures all human resources are managed in a way that best supports the successful achievement of corporate strategies. St. Michael's Hospital, in Toronto, Ontario, recognized the benefits of a strategic human resources management plan. During an eight-month planning process, St. Michael's Hospital undertook the planning for and development of a strategic human resources management plan. Key learnings are outlined in this paper.

  5. Building a team through a strategic planning process.

    Science.gov (United States)

    Albert, Debra; Priganc, Dave

    2014-01-01

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

  6. Relationship between innovativeness and strategic planning: Empirical research

    Directory of Open Access Journals (Sweden)

    Mamula Tatjana

    2015-01-01

    Full Text Available This paper studies the relationship between innovativeness and strategic planning in SMEs. In introduction part, the authors attempt to consider relevant findings about this specific relationship in the literature. The paper presents how the EU policy approaches the innovation management system within SMEs and where Serbia stands in catching up the process towards the EU in terms of innovativeness and competitiveness. The main research approach is to examine the relationship between innovativeness and strategic orientation, beginning with the existence of the four key strategic business documents: strategic, marketing, business plan and procedures, and innovation strategy documents. The last part is a discussion on the findings and considerations of the intensity of the relations among strategic orientations of the company expressed through the key strategic documents and innovativeness, and the relations among the three most practiced types of innovation in representative sample of 150 Serbian small and medium enterprises (SMEs.The research has shown that there is positive correlation between strategic planning approach in marketing and firm's innovativeness but the intensity of the relationship depends on the type of the innovativeness considered.

  7. Strategic Planning and Public management Reform: The Case of Romania

    Directory of Open Access Journals (Sweden)

    Călin Emilian HINȚEA

    2015-12-01

    Full Text Available Strategic planning is an excellent tool that local governments can (and should use in order to deal effi ciently with change, which means that planning is an important aspect of public sector reform, arguably one of the defi ning elements of the public policy landscape for the past three decades (Pollitt and Bouckaert, 2011. Our main objective with this research is twofold: to analyze why and how local public administration uses strategic planning as a managerial tool for managing change (reform, and to identify whether the planning efforts display a specifi c reform pattern. We employed a quantitative methodology – online survey – to collect data on the strategic planning process at the local level in Romania, with a specifi c framework for the strategic profi le (Hinţea, 2015 and another three dimension model – NPM, NWS, NPG1 – for the reform component (Pollitt and Bouckaert, 2011. Our analysis indicates that over 70% of strategic planning efforts are done because it is a mandatory condition for accessing EU funds. Major issues concern implementation, monitoring and evaluation with only around a third of organizations having a formal body responsible for this. Although the process has mixed characteristics, NWS type elements are more common/preferred, while NPM seem least common/preferred by local authorities

  8. Strategic Planning for Research in Pediatric Critical Care.

    Science.gov (United States)

    Tamburro, Robert F; Jenkins, Tammara L; Kochanek, Patrick M

    2016-11-01

    To summarize the scientific priorities and potential future research directions for pediatric critical care research discussed by a panel of experts at the inaugural Strategic Planning Conference of the Pediatric Trauma and Critical Illness Branch of the Eunice Kennedy Shriver National Institute of Child Health and Human Development. Expert opinion expressed during the Strategic Planning Conference. Not applicable. Chaired by an experienced expert from the field, issues relevant to the conduct of pediatric critical care research were discussed and debated by the invited participants. Common themes and suggested priorities were identified and coalesced. Of the many pathophysiologic conditions discussed, the multiple organ dysfunction syndrome emerged as a topic in need of more study that is most relevant to the field. Additionally, the experts offered that the interrelationship and impact of critical illness on child development and family functioning are important research priorities. Consequently, long-term outcomes research was encouraged. The expert group also suggested that multidisciplinary conferences are needed to help identify key knowledge gaps to advance and direct research in the field. The Pediatric Critical Care and Trauma Scientist Development National K12 Program and the Collaborative Pediatric Critical Care Research Network were recognized as successful and important programs supported by the branch. The development of core data resources including biorepositories with robust phenotypic data using common data elements was also suggested to foster data sharing among investigators and to enhance disease diagnosis and discovery. Multicenter clinical trials and innovative study designs to address understudied and poorly understood conditions were considered important for field advancement. Finally, the growth of the pediatric critical care research workforce was offered as a priority that could be spawned in many ways including by expanded

  9. Strategic Networking in the Technical HEI‘s of the Baltic Sea Region

    Directory of Open Access Journals (Sweden)

    Justas Nugaras

    2012-12-01

    Full Text Available This paper presents the results of the empirical research of the networking of Technical Higher Education Institutions (HEI‘S of the Baltic Sea region. The research was conducted in order to understand how the Social Network Analysis (SNA and network mapping methods could help to strengthen institution’s strategic perspective through networking. The author analyse the interaction phenomena in the Higher education sector; its’ impact for networking of institutions and for the network itself; the role of the position in the networks; abilities to strengthen the node’s perception of the network for the strategizing purposes. The research was based on the SNA of the Erasmus programme student mobility data. The results of the research cover the implications of aspects of the network centrality, clustering and ego networks let to identify the node’s position in the network, and to understand surrounding network. The research disclosed that the SNA could be applied in supporting the strategizing process by: increasing of understanding of embedded networks, having more realistic network picture, also could be used as supplement evaluation and development planning method for the relationships portfolio management for HEI’s.

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

    DEFF Research Database (Denmark)

    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...

  11. ORGANIZATIONAL AND METHODIC SUPPORT TO COMMERCIAL BANK STRATEGIC PLANNING

    Directory of Open Access Journals (Sweden)

    N. G. Korostyliov

    2011-01-01

    Full Text Available Organizational and methodic support to bank activity strategic planning comprises making prospects for main bank finance activity indices, their correction and examination as well as control over their dynamics. There are specific features of organization of bank strategic planning at present stage of development of Russian economics. Main stages of this process and principles on which this study should be based are discussed. Banking environment information level should be taken into account, feasibility testing of organizational planning systems having to be undertaken in practice.

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

    CERN Document Server

    Hu, Zhaoguang; Wen, Quan

    2013-01-01

    Integrated Resource Strategic Planning and Power Demand-Side Management elaborates two important methods - Integrated Resource Strategic Planning (IRSP) and Demand Side Management (DSM) - in terms of methodology modeling, case studies and lessons learned. This book introduces a prospective and realistic theory of the IRSP method and includes typical best practices of DSM for energy conservation and emission reduction in different countries. It can help energy providers and governmental decision-makers formulate policies and make plans for energy conservation and emission reduction, and can hel

  13. NASA ATP Force Measurement Technology Capability Strategic Plan

    Science.gov (United States)

    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.

  14. Evaluating spatially explicit burn probabilities for strategic fire management planning

    Science.gov (United States)

    C. Miller; M.-A. Parisien; A. A. Ager; M. A. Finney

    2008-01-01

    Spatially explicit information on the probability of burning is necessary for virtually all strategic fire and fuels management planning activities, including conducting wildland fire risk assessments, optimizing fuel treatments, and prevention planning. Predictive models providing a reliable estimate of the annual likelihood of fire at each point on the landscape have...

  15. Strategic Plan for Preventing Childhood Lead Poisoning in Illinois.

    Science.gov (United States)

    Illinois State Dept. of Public Health, Springfield.

    The severity of the silent epidemic of lead poisoning and its long range effects on young children in impairment of intellectual ability, short-term memory, concentration, and reaction time have been recognized. A 3-year strategic plan for preventing childhood lead poisoning in Illinois was developed by a planning committee working through four…

  16. Strategic Planning for Academic Research: A Canadian Perspective

    Science.gov (United States)

    Sa, Creso M.; Tamtik, Merli

    2012-01-01

    This paper reports on an empirical study of research planning in Canadian universities. Drawing on data compiled during interviews with senior administrators from 27 academic units in 10 universities, the paper analyses how strategic planning has been applied to the research mission over the past decade. Findings reveal variability in processes…

  17. 78 FR 5481 - Quagga Mussel Strategic Planning Meeting

    Science.gov (United States)

    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 framework...

  18. Strategic planning in Brazilian protected areas: Uses and adjustments.

    Science.gov (United States)

    Barreto, Cristiane Gomes; Drummond, José Augusto L

    2017-09-15

    Management plans for protected areas commonly use strategic planning tools in their drafting. It is proposed that the adequate use of the instruments of planning and management of protected areas can improve their strategic competitiveness, providing greater financial and administrative independence, enabling them to be economically sustainable organizations. This study evaluated the application of concepts and strategy formulation, strategy principles and competitiveness, organizational diagnosis, strategic maps, scenarios, and other strategic planning instruments used for conservation management in Brazil. 25 management plans of 25 different protected areas were selected and studied, with special attention to the indicators used in each plan. Results indicate that there is a high suitability for the application of SP tools to the universe of protected areas, although management plans did not take full advantage of these tools. We also found that the broader use of these tools did not guarantee greater managerial effectiveness. We suggest that other governance variables beyond planning strategies must be improved, to ensure a better performance of protected areas. Copyright © 2017 Elsevier Ltd. All rights reserved.

  19. Strategic planning for national knowledge-based development using the SWOT strategic model

    Directory of Open Access Journals (Sweden)

    Mehdi Jamalinejad

    2014-06-01

    Full Text Available Industrialized and rich nations owe much of their development to advances and achievements they have made in science and technology. These assets have not only served as engines powering their advanced economies but have also led to their exponential social growth. Thus, advancements in science and technology may be regarded as indicators of fundamental development in any modern society as it is the knowledge-based society that is in a superior position to address and resolve its basic problems. While Iran has also been taking drastic steps towards its scientific and technological development, decisive measures are yet to be taken toward developing a strategic plan for these development objectives and gaining a comprehensive understanding of its different aspects. Employing an analytic-descriptive approach, the present study aims to develop fundamental strategies for the national scientific and technological development using the SWOT strategic model. The results indicate that the development of infrastructure for access to information networks with a weight of 0.56 ranks first among the strengths while absence of a strategic development plan with a weight of 0.372 ranks first among the weaknesses. IT infrastructure with a weight of 0.608 is found to have the highest weight among the opportunities while the low relevance between educational programs (at both levels of general and higher education and scientific and innovation requirements is found to rank first with a weight of 0.46 among the threats. Among the most essential strategies that need to be adopted, one can refer to the development of a basic framework for the uniform and need-oriented connectivity and access to IT and the Internet across the nation; creation and development of such knowledge-based systems and facilities as business and technology incubators, science parks, science a& technology corridors, and innovation clusters aiming at a knowledge-based, dynamic, and developed

  20. Incorporating enterprise strategic plans into enterprise architecture

    NARCIS (Netherlands)

    Lins Borges Azevedo, Carlos

    2017-01-01

    In the last years, information technology (IT) executives have identified IT-business strategic alignment as a top management concern. In the information technology area, emphasis has been given to the Enterprise Architecture (EA) discipline with respect to enterprise management. The focus of the

  1. Place Branding and Strategic Spatial Planning Instrument

    NARCIS (Netherlands)

    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

  2. Linking Strategic Planning and Management Control.

    Science.gov (United States)

    1984-03-01

    Managerial-Political Interaction," Business Horizons, July/August 1981, pp. 44-51. * Johnson, E. A., "The Controllership Function," Management Accounting...Diversified Companies," Harvard Business Review, January/ February 1975, pp. 81-90. Vander Weele, R., "The Expanded Role of Controllership in Strategic

  3. Asia's population and family planning programmes: leaders in strategic communication.

    Science.gov (United States)

    Piotrow, P T; Rimon, J G

    1999-12-01

    Countries in Asia played a key a role in identifying problems related to population growth and high fertility and in developing strategies to address these problems. Despite the economic problems experienced by some, they continue to lead the world in designing and implementing programs in the areas of reproductive and family health using a strategic communication approach. This modern strategic communication program has the following characteristics: science and research-based, client-centered, benefit-oriented, service-linked, entertainment-education focused, professionally developed, and programmatically sustainable. This paper describes several outstanding Asian family planning communication programs in 5 countries that clearly illustrate these 7 elements. Overall, these Asian countries have shown that strategic communication can be the steering wheel for modern family planning and health promotion programs. The article concludes by giving future directions for strategic communication programs to address new emerging health and population concerns in the region.

  4. Strategic planning in an academic radiation medicine program.

    Science.gov (United States)

    Hamilton, J L; Foxcroft, S; Moyo, E; Cooke-Lauder, J; Spence, T; Zahedi, P; Bezjak, A; Jaffray, D; Lam, C; Létourneau, D; Milosevic, M; Tsang, R; Wong, R; Liu, F F

    2017-12-01

    In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations.

  5. JGI Computing 5-Year Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

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

    2008-10-01

    A broad range of scientific goals and a similarly diverse set of consumers drive the informatics requirements and computing needs of the JGI. The scope of work in this area encompasses not only the informatics and analysis pipelines in support of the PGF sequence production, but also the integration of data from a variety of sources and sophisticated large scale analyses led by investigators within JGI and driven by the user science community. In laying out a forward looking strategy, the full range of these activities need to be examined together to build a comprehensive program that will serve as a catalyst for the DOE research community. The science landscape envisioned in the overall strategic plan calls for significantly increasing the throughput of microbial genomes sequenced to cover their phylogenetic space and building a set of finished reference plant genomes to enable DOE relevant science. Additionally, the established impact of microbial communities on global energy cycles and their potential in remediation endeavors, warrant building upon JGI's established expertise in metagenomic analysis. Not only is each of these program areas relevant and exciting in their own right, but they also can and should be undertaken in a way that allows synthesis across domains (e.g. utilize knowledge from sequence of plants and the soil from which they are grown). Both dramatic increases in the scale of genomic data collection and the synergistic potential of integrating data across domains will demand new strategies in the informatics pipeline within the JGI and in the facility's approach to computational analysis and user access to the data in aggregated form. In addition to a robust and scalable informatics infrastructure, fulfilling the strategic science goals of the JGI will require ongoing investment in usability of the data, to ensure that the data collected will be used to maximal effect. It must be recognized that 'usability' will have a

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

    Science.gov (United States)

    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,…

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

    Energy Technology Data Exchange (ETDEWEB)

    Miller, Kim [EPA Specialist

    2013-09-17

    In 2011 the Tribe was awarded funds from the Department of Energy to formulate the Soboba Strategic Tribal Energy Plan. This will be a guiding document used throughout the planning of projects focused on energy reduction on the Reservation. The Soboba Strategic Tribal Energy Plan's goal is to create a Five Year Energy Plan for the Soboba Band of Luiseno Indians in San Jacinto, California. This plan will guide the decision making process towards consistent progress leading to the Tribal goal of a 25% reduction in energy consumption in the next five years. It will additionally outline energy usage/patterns and will edentify areas the Tribe can decrease energy use and increase efficiency. The report documents activities undertaken under the grant, as well as incldues the Tribe's strategif energy plan.

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

    DEFF Research Database (Denmark)

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

    2011-01-01

    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...... vision. The paper outlines a basic division of tasks between the central and the local level within such a strategic energy planning system.......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...

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

    Directory of Open Access Journals (Sweden)

    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.

  10. 1997 U.S. Department of Energy Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    None,

    1997-09-01

    With the end of the Cold War and the election of President Clinton, the Department of Energy (DOE) set a new course which began with the publication of its first departmental strategic plan in April 1994. Entitled ``Fueling a Competitive Economy, it provided the framework and shared vision for meeting responsibilities in energy, national security, environmental quality, and science and technology. The strategic plan was the guidepost for the formulation of the Department`s FY 1996, FY 1997, and FY 1998 budgets and was critical to the development of the Department`s Strategic Alignment Initiative, designed to save $1.7 billion over five years. This current plan, which has been significantly improved through a very close consultation process with Congress and customers stakeholders, takes DOE to the next important performance level by being more directly linked to actions and results. It defines a strategic goal for each of the Department`s four business lines and, in the spirit of the Government Performance and Results Act and the National Performance Review, identifies a fifth goal addressing corporate management. Reengineering the business practices, managing for results, being open with neighbors and stakeholders, and ensuring the safety and health of DOE workers and the public are, and will continue to be, among the highest of priorities. Over the coming years, DOE plans to achieve their strategic goals through specific identifiable strategies. Each business line has clear objectives and straightforward ways of defining whether DOE has succeeded in meeting those objectives.

  11. Strategic Marketing Planning in International Schools

    Science.gov (United States)

    Bunnell, Tristan

    2005-01-01

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

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

    Science.gov (United States)

    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).

  13. Diagnosing and Resolving Conflict Created by Strategic Plans: Where Outreach Strategies and Execution Meet at an Academic Health Center.

    Science.gov (United States)

    Edwards, Robert L; Wollner, Samuel B; Weddle, Jessica; Zembrodt, James W; Birdwhistell, Mark D

    2017-01-01

    The imperative for strategic change at academic health centers has never been stronger. Underpinning the success of strategic change is an effective process to implement a strategy. Healthcare organizations, however, often fail to execute on strategy because they do not activate the requisite capabilities and management processes. The University of Kentucky HealthCare recently defined its 2020 strategic plan to adapt to emerging market conditions. The authors outline the strategic importance of strengthening partnership networks and the initial challenges faced in executing their strategy. The findings are a case study in how one academic health center has approached strategy implementation.

  14. Strategic target planning: bridging the gap between theory and practice

    Energy Technology Data Exchange (ETDEWEB)

    Walker, R.L.

    1983-01-01

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

  15. Mission to Planet Earth Strategic Enterprise Plan 1996-2002

    Science.gov (United States)

    1996-01-01

    Mission to Planet Earth's (MTPE's) first Strategic Enterprise Plan, issued in May 1995, defined the Agency's major goals and objectives as well as constraints. This update of the Strategic Enterprise Plan identifies the following major changes: a focused Science Research Plan that integrates space-based and in situ observational critical science to address critical science uncertainties; a technology infusion plan to reduce the cost of future missions; a series of flight opportunities to infuse new science into the overall program; and a tighter coupling between NASA and NOAA to reduce costs and to improve the overall program. Three important new initiatives are also under development and are described briefly in this plan: MTPE Education Strategy, MTPE Commercial Strategy, and an emerging concept for an Integrated Global Observing Strategy. This first update to the MTPE Strategic Enterprise Plan captures these new developments, and takes a significant step forward in planning this complex Earth system science endeavor. The plan and other information on MTPE may be viewed via the Internet at http://www.hq.nasa.gov/office/mtpe/.

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

    Science.gov (United States)

    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.

  17. The role and importance of the strategic planning in bank marketing

    Directory of Open Access Journals (Sweden)

    Gheorghe PISTOL

    2010-06-01

    Full Text Available 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 evaluation. Also, are reviewed organizational and decision levels specific for the strategic planning, higher organizational level, strategic unit level and operational level and the criteria considered in formulating objectives: acceptability, flexibility, motivating character, clarity, feasibility and compatibility.

  18. Strategic and Operational Plan for Integrating Transcriptomics ...

    Science.gov (United States)

    Plans for incorporating high throughput transcriptomics into the current high throughput screening activities at NCCT; the details are in the attached slide presentation presentation on plans for incorporating high throughput transcriptomics into the current high throughput screening activities at NCCT, given at the OECD meeting on June 23, 2016

  19. 12 CFR 345.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ..., and business strategy. (2) Confidential information. A bank may submit additional information to the...) During the period of formal public comment, make copies of the plan available for review by the public at... within this time period, the plan shall be deemed approved unless the FDIC extends the review period for...

  20. 12 CFR 228.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ..., and business strategy. (2) Confidential information. A bank may submit additional information to the... (3) During the period of formal public comment, make copies of the plan available for review by the... within this time period, the plan shall be deemed approved unless the Board extends the review period for...

  1. 12 CFR 25.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ..., product offerings, and business strategy. (2) Confidential information. A bank may submit additional... plan available for review by the public at no cost at all offices of the bank in any assessment area... within this time period, the plan shall be deemed approved unless the OCC extends the review period for...

  2. 12 CFR 563e.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ..., product offerings, and business strategy. (2) Confidential information. A savings association may submit...) During the period of formal public comment, make copies of the plan available for review by the public at... review period for good cause. (2) Public participation. In evaluating the plan's goals, the OTS considers...

  3. 76 FR 13197 - National Institute of Environmental Health Sciences Strategic Planning

    Science.gov (United States)

    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 at...

  4. Strategic continuity planning: the first critical step.

    Science.gov (United States)

    Smith, Jack

    2013-01-01

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

  5. Strategic Planning Process and Organizational Structure: Impacts, Confluence and Similarities

    Directory of Open Access Journals (Sweden)

    Dyogo Felype Neis

    2017-01-01

    Full Text Available This article aims to analyze the relationship between the strategic planning process and organizational structure in the reality of a complex organization: the Public Prosecutor’s Office of Santa Catarina (MPSC. The research is set by the single case study research strategy and data were collected through the following instruments: bibliographical research, documentary research, semi-structured interviews and systematic observation. The conclusion indicates that the phases of the strategic planning process influence and are influenced by the elements of the organizational structure and highlights the confluences, the impacts and similarities between the stages of formulation and implementation of the strategic process with the various constituent elements of the organizational structure.

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

    Science.gov (United States)

    Krawczeski, Catherine D; McDonald, Mark B

    2013-01-01

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

  7. Strategic HR Policy and Planning Officer | IDRC - International ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    The incumbent is responsible for developing new policy or revising existing policies for the full range of human resources areas in the Centre, as well as the management of related projects in line with Centre's priorities and Strategic HR Plan. The incumbent is responsible for liaising and supporting members of the HR team ...

  8. Strategic Information Systems Planning in Malaysian Public Universities

    Science.gov (United States)

    Ismail, Noor Azizi; Raja Mohd Ali, Raja Haslinda; Mat Saat, Rafeah; Hsbollah, Hafizah Mohamad

    2007-01-01

    Purpose: The paper's purpose is to investigate the current status, problems and benefits of strategic information systems planning implementation in Malaysian public universities. Design/methodology/approach: The study uses dual but mutually supportive strands of investigation, i.e. a questionnaire survey and interviews. Findings: Malaysian public…

  9. 2016-2020 Strategic Plan and Implementing Framework

    Energy Technology Data Exchange (ETDEWEB)

    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.

  10. The Impact of Forecasting on Strategic Planning and Decision Making

    African Journals Online (AJOL)

    Nekky Umera

    To develop an operational research model that will assist investor, investment manager and stock broker that participate in stock exchange trading to have an accurate forecast of trading activities on. Nigerian Stock Market. The Impact of Forcasting on Strategic Planning and Decision Making: An Exploratory study…

  11. A faculty created strategic plan for excellence in nursing education.

    Science.gov (United States)

    Evans, Connie Joan; Francis Shackell, Eileen; Jean Kerr-Wilson, Selma; Joan Doyle, Glynda; McCutcheon, Jodie Anita; Budz, Bernice

    2014-02-08

    Strategic planning for nursing education, when seen through a faculty lens creates a deeper, more meaningful critical analysis of effective program development. New strategies are required for academic institutions to transform their curricula to meet the needs of a dynamic healthcare and changing global environment to provide quality education for students. In this article, an evidence-informed process is presented that was progressively co-created by the faculty and facilitators. Seminal business frameworks, leadership development philosophies, and innovative interventions enabled faculty to become engaged and developed as they created a strategic plan for a future-driven nursing program. Phase One presents the process of developing a strategic plan for excellence in nursing education by leveraging faculty potential and preparing for an upcoming accreditation. In Phase Two, four team members from Phase One continue as part of Phase Two team serving as the collective memory for this initial work. This method of strategic planning encouraged faculty engagement and leadership and laid the groundwork for a positive culture change among nursing faculty.

  12. Place branding as a strategic spatial planning instrument

    NARCIS (Netherlands)

    Oliveira, Eduardo

    2015-01-01

    Places are facing major challenges at the environmental, financial and economic levels. These crucial issues demand structural changes and emphasise the need for robust strategic thinking and active instruments that shape and frame what a place is and what it aims to become. As traditional planning

  13. A comparative analysis of strategic marketing planning adoption in ...

    African Journals Online (AJOL)

    Strategic marketing planning has become key success and survival factor in service organisations because its adoption contributes immensely to the achievement of key success and survival variables such as customer satisfaction, increased market share, improve productivity, financial performance and profitability, etc.

  14. Increasing Effectiveness of Strategic Planning Seminars through Learning Style

    Science.gov (United States)

    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…

  15. Institutional Relevance in Distance Education: The Role of Strategic Planning.

    Science.gov (United States)

    van Schoor, W. A.

    This paper discusses strategic planning for and the expansion of distance education in South Africa as a way to meet the demand for higher education while ensuring that such education is relevant to the stakeholders. An analysis of the forces changing higher education in South Africa notes the increased demand for higher education, the need to…

  16. Summary of the 2002 CAG Strategic Planning Survey

    Directory of Open Access Journals (Sweden)

    Philip M Sherman

    2004-01-01

    Full Text Available In this Journal, we have recently highlighted the progress of the Canadian Association of Gastroenterology (CAG in meeting the goals and objectives outlined in the first Strategic Plan developed in 1993 (1. In September 2002, a Strategic Planning survey was mailed to all members of the CAG (a copy of the cover letter and survey are present for viewing on the CAG Web site www.cag-acg.org/whatsnew/strat_plann_surv.htm. The results of the responses to this survey were collated and presented to the Past Presidents of the CAG at a retreat held during the summer of 2003. These findings were then employed to develop a Strategic Plan for the CAG to guide its progress and development over the next five to ten years. A subsequent issue of this Journal will include a presentation of the CAG 2004 Strategic Plan, which was finalized and approved by the CAG Governing Board during the annual fall meeting in October 2003.

  17. 2010-2014 Pollution Prevention Program Strategic Plan

    Science.gov (United States)

    This Strategic Plan identifies a number of opportunities for EPA's Pollution Prevention (P2) Program to help reduce: the emission of greenhouse gasses; the use of hazardous materials; and the use of natural resources, while contributing to a greener and more sustainable economy.

  18. Strategic Marketing Planning: Creative Strategies for Developing Unique Income Sources.

    Science.gov (United States)

    Scigliano, John A.

    After discussing current community college financial problems, this paper examines the acquisition of alternative funding through the application of marketing strategies and strategic planning. The paper first differentiates marketing from sales or promotion and then describes the ability of a marketing program to attract new consumers and to…

  19. Strategic Plan FY 2002-2007(FYDP)

    Science.gov (United States)

    2002-01-01

    service delivery. Agressively establish and improve alliances at all levels - activity, region, claimant, and OPNAV/SECNAV. Communicate effectively...contracts. The site allows online viewing and downloads of solicitations and related information by potential bidders, subcontractors and plan

  20. EPA OIG Strategic Plan for 2012 - 2016

    Science.gov (United States)

    We plan our work with the goals of influencing resolution of the EPA’s major management challenges, reducing risk, improving program operations, and saving taxpayer dollars, leading to positive human health and environmental impacts.

  1. Commonwealth of the Northern Mariana Islands Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

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

    2013-07-01

    Describes various energy strategies available to CNMI to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption. The information presented in this strategic energy plan will be used by the CNMI Governor's Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, and expanding the use of a range of energy technologies, including renewable electricity production and buildings energy efficiency and conservation.

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

    Energy Technology Data Exchange (ETDEWEB)

    Bechtel Nevada

    2003-09-01

    National Center for Combating Terrorism Strategic Plan is to document the mission, vision, and goals for success; define the build plan; and describe initiatives that support the U.S. Department of Homeland Security, U.S. Department of Defense, U.S. Department of Energy, U.S. Department of Justice, intelligence community, National Governors Association, and other organizations or departments with combating terrorism training, testing, and technology responsibilities.

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

    Energy Technology Data Exchange (ETDEWEB)

    Kevin Kostelnik; Keith Perry

    2007-07-01

    Twenty-first century energy challenges include demand growth, national energy security, and global climate protection. The Center for Advanced Energy Studies (CAES) is a public/private partnership between the State of Idaho and its academic research institutions, the federal government through the U.S. Department of Energy (DOE) and the Idaho National Laboratory (INL) managed by the Battelle Energy Alliance (BEA). CAES serves to advance energy security for our nation by expanding the educational opportunities at the Idaho universities in energy-related areas, creating new capabilities within its member institutions, and delivering technological innovations leading to technology-based economic development for the intermountain region. CAES has developed this strategic plan based on the Balanced Scorecard approach. A Strategy Map (Section 7) summarizes the CAES vision, mission, customers, and strategic objectives. Identified strategic objectives encompass specific outcomes related to three main areas: Research, Education, and Policy. Technical capabilities and critical enablers needed to support these objectives are also identified. This CAES strategic plan aligns with and supports the strategic objectives of the four CAES institutions. Implementation actions are also presented which will be used to monitor progress towards fulfilling these objectives.

  4. The atlas network: a "strategic ally" of the tobacco industry.

    Science.gov (United States)

    Smith, Julia; Thompson, Sheryl; Lee, Kelley

    2017-10-01

    Amid growing academic and policy interest in the influence of think tanks in public policy processes, this article demonstrates the extent of tobacco industry partnerships with think tanks in the USA, and analyzes how collaborating with a network of think tanks facilitated tobacco industry influence in public health policy. Through analysis of documents from tobacco companies and think tanks, we demonstrate that the Atlas Economic Research Foundation, a network of 449 free market think tanks, acted as a strategic ally to the tobacco industry throughout the 1990s. Atlas headquarters, while receiving donations from the industry, also channeled funding from tobacco corporations to think tank actors to produce publications supportive of industry positions. Thirty-seven per cent of Atlas partner think tanks in the USA received funding from the tobacco industry; the majority of which were also listed as collaborators on public relations strategies or as allies in countering tobacco control efforts. By funding multiple think tanks, within a shared network, the industry was able to generate a conversation among independent policy experts, which reflected its position in tobacco control debates. This demonstrates a coherent strategy by the tobacco industry to work with Atlas to influence public health policies from multiple directions. There is a need for critical analysis of the influence of think tanks in tobacco control and other health policy sectors, as well as greater transparency of their funding and other links to vested interests. © 2016 The Authors The International Journal of Health Planning and Management Published by John Wiley & Sons Ltd. © 2016 The Authors The International Journal of Health Planning and Management Published by John Wiley & Sons Ltd.

  5. Rethinking strategic leadership: stars, clans, teams and networks

    OpenAIRE

    Kriger, Mark P.; Zhovtobryukh, Yuriy

    2013-01-01

    This is the authors’ accepted and refereed manuscript to the article Purpose: Most of the thousands of studies of leadership as well as strategic leadership in organizations choose as the unit of analysis the individual leader. This choice runs contrary to the often-observed fact that organizations have numerous leaders at all levels of the organization - in other words, a network of leaders, which permeates the formal organizational structure. This paper aims to reconceptualise strategic...

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

    National Research Council Canada - National Science Library

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

    2013-01-01

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

  7. The Strategic Sport Marketing Planning Process

    Directory of Open Access Journals (Sweden)

    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.

  8. Organizational Strategic Planning and Execution: Should Governmental Organizations Rely on Strategic Planning for the Success of the Organization?

    Science.gov (United States)

    2007-06-01

    practices that had been economically successful in the east. However, the ecological balances were more fragile in the arid west so the traditional...Its long-term success, however, has been based upon its ability to “re-invent” itself through leadership and strategic planning. Charles Coffin led

  9. Download Strategic Plan: Investing in Solutions

    International Development Research Centre (IDRC) Digital Library (Canada)

    results of the Centre's work around the world, in areas including health, agriculture, and security. This plan seeks to multiply that impact, positioning IDRC to bring knowledge, innovation, and solutions to even more people in developing countries. I believe this is important not only because it reflects our Canadian values, but ...

  10. Strategic Plan for Enhancing Online Learning

    Science.gov (United States)

    Samman, Elfreda; Omar, Adnan; Belmasrour, Rachid; Alijani, David

    2013-01-01

    E-learning has evolved over the past years with many universities following the growing trend of incorporating online courses into their institutions. This four year public institution has not been left behind in its quality enhancement plan (QEP). QEP is designed to enhance online learning resulting in an E-focused environment. Surveys of faculty…

  11. 24 CFR 91.315 - Strategic plan.

    Science.gov (United States)

    2010-04-01

    ... a suitable living environment and expanding economic opportunities, principally for low-income and... housing policies and programs. (j) Anti-poverty strategy. The consolidated plan must provide a concise summary of the state's goals, programs, and policies for reducing the number of poverty-level families and...

  12. 24 CFR 91.215 - Strategic plan.

    Science.gov (United States)

    2010-04-01

    ... environment and expanding economic opportunities, principally for low-income and moderate-income persons. (g...-poverty strategy. The consolidated plan must provide a concise summary of the jurisdiction's goals, programs, and policies for reducing the number of poverty-level families and how the jurisdiction's goals...

  13. Contract Training Services Strategic Business Plan.

    Science.gov (United States)

    Sir Sandford Fleming Coll., Peterborough (Ontario).

    Recommending organizational structures and strategies to achieve growth in contract training services (CTS) at Ontario's (Canada) Fleming College, this report reviews external conditions and proposes effective college responses. Following an overview of results and a recommended organizational chart, the planning process is reviewed and a…

  14. Strategic planning--a plan for excellence for South Haven Health System.

    Science.gov (United States)

    Urbanski, Joanne; Baskel, Maureen; Martelli, Mary

    2011-01-01

    South Haven Health System has developed an innovative approach to strategic planning. The key to success of this process has been the multidisciplinary involvement of all stakeholders from the first planning session through the final formation of a strategic plan with measurable objectives for each goal. The process utilizes a Conversation Café method for identifying opportunities and establishing goals, Strategic Oversight Teams to address each goal and a Champion for implementation of each objective. Progress is measured quarterly by Strategic Oversight Team report cards. Transparency of communication within the organization and the sharing of information move the plan forward. The feedback from participant evaluations has been overwhelmingly positive. They are involved and excited.

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

    Science.gov (United States)

    Van Pelt, G C

    1990-01-01

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

  16. Succession planning: aligning strategic goals and leadership behaviors.

    Science.gov (United States)

    Coonan, Patrick R

    2005-01-01

    In the intense health care environment of today, human capital is an organizations most important asset. Leadership and human capital can often differentiate a successful organization from one that is not. In an ongoing effort to develop a strong and capable workforce, many organizations focus exclusively on hiring and training without regard for succession planning; this is a mistake. Succession planning is essential to develop and maintain organizational success. Succession planning supports the development of strong leadership because it leads to increased skills and competencies of staff who can best manage the organization toward achievement of organizational strategic goals. Dealing with the fears and issues surrounding the topic enables leaders to align an organizations strategic goals with its human capital needs to maintain and support leadership transitions and effective organizations.

  17. Antimicrobial resistance: from global agenda to national strategic plan, Thailand.

    Science.gov (United States)

    Tangcharoensathien, Viroj; Sattayawutthipong, Wanchai; Kanjanapimai, Sukhum; Kanpravidth, Wantanee; Brown, Richard; Sommanustweechai, Angkana

    2017-08-01

    In Thailand, antimicrobial resistance has formed a small component of national drug policies and strategies on emerging infectious diseases. However, poor coordination and a lack of national goals and monitoring and evaluation platforms have reduced the effectiveness of the corresponding national actions. On the basis of local evidence and with the strong participation of relevant stakeholders, the first national strategic plan on antimicrobial resistance has been developed in Thailand. Before the development of the plan, ineffective coordination meant that antimicrobial resistance profiles produced at sentinel hospitals were not used effectively for clinical decision-making. There was no integrated system for the surveillance of antimicrobial resistance, no system for monitoring consumption of antimicrobial drugs by humans, livestock and pets and little public awareness of antimicrobial resistance. In August 2016, the Thai government endorsed a national strategic plan on antimicrobial resistance that comprised six strategic actions and five targets. A national steering committee guides the plan's implementation and a module to assess the prevalence of household antibiotic use and antimicrobial resistance awareness has been embedded into the biennial national health survey. A national system for the surveillance of antimicrobial consumption has also been initiated. Strong political commitment, national ownership and adequate multisectoral institutional capacities will be essential for the effective implementation of the national plan. A robust monitoring and evaluation platform now contributes to evidence-based interventions. An integrated system for the surveillance of antimicrobial resistance still needs to be established.

  18. The Effect of Online Planning, Strategic Planning and Rehearsal across Two Proficiency Levels

    Science.gov (United States)

    Baleghizadeh, Sasan; Shahri, Mohammad Naseh Nasrollahi

    2017-01-01

    The study presents an investigation of the effect of strategic planning, online planning and rehearsal on the fluency, accuracy and complexity of oral productions at two proficiency levels. Forty EFL participants at low and intermediate levels performed picture story tasks in three different conditions: the online planning only condition,…

  19. Does Your Planning Communicate Action? Or, Is Your Strategic Plan a Coffee Table Book?

    Science.gov (United States)

    Osborn, Frances P.

    Monroe Community College (MCC) has been involved in strategic planning over the last 4 years. The following lessons have been drawn from these 4 years of experience: (1) all plans need to be seen as temporary; (2) no plan drawn up in the planner's office could be implemented if it ignored the fleeting, ambiguous nature of the college's and…

  20. Achieving Aeronautics Leadership: Aeronautics Strategic Enterprise Plan

    Science.gov (United States)

    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.

  1. 76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan

    Science.gov (United States)

    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 available...

  2. 78 FR 56271 - FY 2014-2020 Draft VA Strategic Plan

    Science.gov (United States)

    2013-09-12

    ... AFFAIRS FY 2014-2020 Draft VA Strategic Plan AGENCY: Department of Veterans Affairs. ACTION: Notice of... availability of the FY 2014-2020 Draft VA Strategic Plan (Strategic Plan) for public review and comment, as..., and leadership to meet our clients' needs and expectations. DATES: Comments must be received by VA on...

  3. 76 FR 61402 - Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan

    Science.gov (United States)

    2011-10-04

    ..., and promoting the common defense and security. DATES: Submit comments on the draft strategic plan by... 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...

  4. 77 FR 15142 - Updated Nuclear Regulatory Commission Fiscal Years 2008-2013 Strategic Plan

    Science.gov (United States)

    2012-03-14

    ... the common defense and security, and protect the environment. The updated strategic plan reflects the... COMMISSION Updated Nuclear Regulatory Commission Fiscal Years 2008-2013 Strategic Plan AGENCY: Nuclear Regulatory Commission. ACTION: Strategic plan. SUMMARY: The U.S. Nuclear Regulatory Commission (``NRC'' or...

  5. 76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

    Science.gov (United States)

    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 for...

  6. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    Science.gov (United States)

    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 and...

  7. 75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan

    Science.gov (United States)

    2010-03-01

    ... HUMAN SERVICES National Institutes of Health Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan ACTION: Notice of availability of the ODS Strategic Plan for 2010-2014. SUMMARY: The Office of Dietary Supplements (ODS) at the National Institutes of Health (NIH) has completed a strategic planning...

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

    Science.gov (United States)

    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…

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

    OpenAIRE

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

    2009-01-01

    "nStrategic planning defines the formal decision of a company for its future. Like all organizations, health care sectors need to prepare their strategic planning and act according to it. UNESCO chair in health edu­cation as a leader health sector, describes the course and steps for preparing its strategic planning based on SWOT analysis technique. 

  10. The European Strategic Energy Technology (SET-Plan); PLan estrategico Europeo de Tecnologia energetica (Plan EETE)

    Energy Technology Data Exchange (ETDEWEB)

    Liberali, R.

    2010-07-01

    Rafael Liberal i was appointed Director for Energy within the Directorate-General Research of the European Commission in October 2006. He is in charge of the implementation of the Non-Nuclear Energy priority of the 7th Framework Programme, as well as the definition of political priorities and coordination with Member States and research/industrial stake holders in the field of non-nuclear energy technologies, including the definition and implementation of the Strategic Energy Technology Plan (SET-Plan). (Author)

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

    Science.gov (United States)

    1995-01-01

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

  12. IMPORTANCE OF STRATEGIC INFORMATIONS FOR PLANNING IN BASKETBALL

    Directory of Open Access Journals (Sweden)

    Pavle Rubin

    2009-11-01

    Full Text Available Planning in basketball (like in other sports is one aspect of the job of a sport coach. Every coach while writting (creating, composing the plan and programme of a trainning (trainning proces should have the informations important for achievingsuccess. That kontigent of informations should be hierarchy arranged. Driving the pro- gramme the coach should always barring in mind what is the most important aim which in particular moment he wants to realise. Problem of this work is in fact that difference between coaches is that thay dont give certain importance to the particular informati- ons. Beside the necessity to know wich informations are the most important for solving a problem, it is important to prove their corelations. The aim of the research is to present the importance of identification and using of strategic infomations in planning (and pro- gramming in basketball. According to all infomations colected by coach he creates his strategic koncept. Using the strategic koncept he can create tactical koncept, particular koncept for the particular opponent (tactical plan and to (more or less use intime cer- tain tactical variance on the game (operative tactics. The coach (as the most important in the trainning process should be familiar with the science aspects of sport activities. That way he can overtake expected integral functions and be a lieder who gain the aim.

  13. Quinault Indian Nation Comprehensive Biomass Strategic Planning Project

    Energy Technology Data Exchange (ETDEWEB)

    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.

  14. Strategic Planning for Sustainability in Canadian Higher Education

    Directory of Open Access Journals (Sweden)

    Andrew Bieler

    2017-01-01

    Full Text Available This paper reviews representations of sustainability in the strategic plans of Canadian higher education institutions (HEIs. A content analysis of the strategic plans of 50 HEIs was undertaken to determine the extent to which sustainability is included as a significant policy priority in the plans, including across the five domains of governance, education, campus operations, research, and community outreach. We found 41 strategic plans with some discussion of sustainability, and identified three characteristic types of response: (i accommodative responses that include sustainability as one of many policy priorities and address only one or two sustainability domains; (ii reformative responses that involve some alignment of policy priorities with sustainability values in at least a few domains; and (iii progressive responses that make connections across four or five domains and offer a more detailed discussion of sustainability and sustainability-specific policies. Accommodative responses were dominant. More progressive responses were typically from institutions participating in the Sustainability Tracking, Assessment and Rating System (STARS of the Association for the Advancement of Sustainability in Higher Education. The paper concludes with consideration of the political and economic contexts contributing to this relative prevalence of accommodative responses to sustainability.

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

    Science.gov (United States)

    1995-05-01

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

  16. Dynamic Aspects of the Strategic Planning of Information Systems

    Directory of Open Access Journals (Sweden)

    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

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1997-09-01

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

    Science.gov (United States)

    Begun, James W; Kaissi, Amer A

    2005-01-01

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

  19. Development of Methodology for Implementation of Strategic Planning - MISP

    Directory of Open Access Journals (Sweden)

    João Alberto Neves S.

    2014-01-01

    Full Text Available The development of this methodology was started in 1995, aimed at the implementation of strategic planning in an organization, using principles of strategy formulation school "Design School" at Harvard University. The methodology is presented structured steps that facilitate its implementation by an organization. Has already been tested in various public organizations, but is being proposal regarding any type of organization. To do this, you can make use of undergraduate students to assist in investigation methods and techniques can be applied in the various stages of the methodology, could then define the most appropriate methods and techniques in each step. Noteworthy that the methodology also provides for a performance measurement system that supports the actions of strategic planning.

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

    Science.gov (United States)

    Marshall, Timothy J.

    2010-01-01

    U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced

  1. USGS Information Technology Strategic Plan: Fiscal Years 2007-2011

    Science.gov (United States)

    ,

    2006-01-01

    Introduction: The acquisition, management, communication, and long-term stewardship of natural science data, information, and knowledge are fundamental mission responsibilities of the U.S. Geological Survey (USGS). USGS scientists collect, maintain, and exchange raw scientific data and interpret and analyze it to produce a wide variety of science-based products. Managers throughout the Bureau access, summarize, and analyze administrative or business-related information to budget, plan, evaluate, and report on programs and projects. Information professionals manage the extensive and growing stores of irreplaceable scientific information and knowledge in numerous databases, archives, libraries, and other digital and nondigital holdings. Information is the primary currency of the USGS, and it flows to scientists, managers, partners, and a wide base of customers, including local, State, and Federal agencies, private sector organizations, and individual citizens. Supporting these information flows is an infrastructure of computer systems, telecommunications equipment, software applications, digital and nondigital data stores and archives, technical expertise, and information policies and procedures. This infrastructure has evolved over many years and consists of tools and technologies acquired or built to address the specific requirements of particular projects or programs. Developed independently, the elements of this infrastructure were typically not designed to facilitate the exchange of data and information across programs or disciplines, to allow for sharing of information resources or expertise, or to be combined into a Bureauwide and broader information infrastructure. The challenge to the Bureau is to wisely and effectively use its information resources to create a more Integrated Information Environment that can reduce costs, enhance the discovery and delivery of scientific products, and improve support for science. This Information Technology Strategic Plan

  2. Strategic planning manager and management education in elementary education institutions

    OpenAIRE

    Kleeder José Bracho Pérez; Norcelly Yaritza Carruyo Duran

    2013-01-01

    The purpose of this study was to determine the relationship between strategic planning and management of educational managers in primary schools of the parish municipality of Ricaurte Mara. The research was based on the theoretical bases of authors: Serna (2003), Chiavenato (2001), and Weihrich Koantz (2004), Pacheco, chestnut and Caicedo (2002) among others. The research was descriptive correlational design under a nonexperimental transactional field, the population consisted of 115 subjects...

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

    Energy Technology Data Exchange (ETDEWEB)

    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.

  4. 78 FR 57845 - Notice of Availability (NOA) for Strategic Network Optimization (SNO) Program Environmental...

    Science.gov (United States)

    2013-09-20

    ... Strategic Network Optimization (SNO) Program Environmental Assessment. SUMMARY: The Defense Logistics Agency... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF DEFENSE Office of the Secretary Notice of Availability (NOA) for Strategic Network Optimization (SNO) Program...

  5. Strategic planning manager and management education in elementary education institutions

    Directory of Open Access Journals (Sweden)

    Kleeder José Bracho Pérez

    2013-10-01

    Full Text Available The purpose of this study was to determine the relationship between strategic planning and management of educational managers in primary schools of the parish municipality of Ricaurte Mara. The research was based on the theoretical bases of authors: Serna (2003, Chiavenato (2001, and Weihrich Koantz (2004, Pacheco, chestnut and Caicedo (2002 among others. The research was descriptive correlational design under a nonexperimental transactional field, the population consisted of 115 subjects between administrators and teachers, which the sample was taken and Tamayo Tamayo criterion; census. Data collection was conducted through two questionnaires (Brad for managers and (Brad for teachers each consisting of 42 items in Likert-type scale with four answer choices, which was validated by five experts and the reliability was calculated through Cronbach alpha coefficient was the result of which (0.95 for the questionnaire (Brad applied to directors and (0.90 for the questionnaire (Brad applied to teachers. The statistic used was descriptive using percentage tables. The results determined that the application of strategic planning by educational managers is low so there are weaknesses in management, we can say that there is a very high correlation (r = 0.89 between strategic planning and management of the educational manager in primary schools of the parish municipality of Ricaurte Mara. 

  6. Effect of strategic planning education on attitudes and perceptions of independent community pharmacy owners/managers.

    Science.gov (United States)

    Harrison, Donald L

    2007-01-01

    To assess the impact of formal education program participation on the attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning. Cross-sectional study. United States; June 4-July 30, 2004. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Strategic planning formal education program participation. Comprehensiveness of strategic planning. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Only 124 (23.5%) respondents indicated that they participated in a formal strategic planning education program. However, of the 141 (26.85%) respondents who indicated that they had conducted strategic planning for their community pharmacy, 111 (89.5%) had participated in a formal strategic planning education program. A significant association was detected between formal education program participation and the conducting of strategic planning (Pcommunity pharmacy owners/managers toward strategic planning based on program participation (Pmanagers of independent community pharmacies, and those participating in such programs have significantly different attitudes and perceptions toward the conducting of strategic planning and have a significantly higher comprehensiveness of strategic planning rating.

  7. Urban sustainability through strategic planning: A case of metropolitan planning in Khulna city, Bangladesh

    OpenAIRE

    Rahman, Md. Ashiq Ur

    2016-01-01

    Planning is a crucial element for any development initiative. Planning entails choice making in pursuit of stated goals e.g. improving living conditions for individuals and societies. Planning initiatives are employed within social systems that are governed by institution, and planning intervenes with and may reconfigure these institutions resulting in social change. This paper discusses how urban sustainability can be achieved through strategic action in urban development by analysing the pl...

  8. An assessment of implementation and evaluation phases of strategic plans in Iranian hospitals.

    Science.gov (United States)

    Sadeghifar, Jamil; Tofighi, Shahram; Roshani, Mohamad; Toulideh, Zahra; Mohsenpour, Seyedramezan; Jafari, Mehdi

    2017-01-01

    To assess the implementation and evaluation phases of strategic plans in selected hospitals. We conducted a cross-sectional study of implementation and evaluation of strategic plan in 24 hospitals in 2015, using a questionnaire which consisted of two separate sections for strategic implementation and strategic evaluation. Data were analyzed with SPSS version 18. Nearly one-third of hospitals claimed that they allocate their budget based on priorities and strategic goals. However, it turned out that although goals had been set, no formal announcements had been made. Most of the hospitals stated that they used measures when evaluating the plan. For hospital staff, clarifying the hospital's priorities was the most important advantage of a strategic plan. There is no clear definition for strategic management in Iranian hospitals, which results in chaotic implementation and control of strategic planning.

  9. The role of strategic planning in relationship marketing

    Directory of Open Access Journals (Sweden)

    Aurelian A. BONDREA

    2010-12-01

    Full Text Available 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 into this complex dilemma: is planning possible or not when talking about commitment, trust, harmony, empathy with the consumer on a regular basis, during a lifetime relationship?

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

    Science.gov (United States)

    Shaw, G; Brown, R; Bromiley, P

    1998-01-01

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

  11. Final Report - Development of a Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Maracas, Kate; Hooks, Todd

    2006-11-30

    The Agua Caliente Band of Cahuilla Indians was awarded a grant under the U.S. Department of Energy’s (“DOE”) Tribal Energy Program to develop a comprehensive Tribal energy plan. The grant, awarded under DOE’s First Steps program, supported the development of a strategic energy plan that integrates with the Tribe’s overall planning and economic development goals, and aligns with Tribal cultural, social, political, and spiritual values. The Tribe set out to incorporate its energy plan into (i) a broader economic development strategy developed by investigators at the University of California at Riverside, and (ii) the overarching goals for job-creation and wealth-creation that are held by both the Tribe and the surrounding Coachella Valley. With these wide-ranging objectives in mind, the Tribe and its consultant, Red Mountain Energy Partners, engaged in a phased approach to creating the strategic energy plan. As illustrated in Figure 1 below, the proposed approach involved both “serial” and “parallel” activities. The capacity-building component of this approach occurred throughout the duration of the project period.

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

    Science.gov (United States)

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

    2012-01-01

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

  13. Implementing Strategic Environmental Assessment of spatial planning tools

    Energy Technology Data Exchange (ETDEWEB)

    De Montis, Andrea, E-mail: andreadm@uniss.it

    2013-07-15

    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.

  14. Strategic and Operational Plan Implementation of Seaports (Utilization Jeddah Port

    Directory of Open Access Journals (Sweden)

    Akram Elentably

    2015-12-01

    Full Text Available The Port of Jeddah (Port released the initial version of this Strategic Plan in 2006. It was developed by Port staff, along with input, as a five-year rolling plan designed to guide the Port’s future development while keeping in mind the needs of our tenants, local community members and stakeholders, and the nation. This is the second update to the Strategic Plan since its initial release. While the Port’s overarching principles – commitment to environmental stewardship, addressing tenant needs, goods movement, economic development, and security – have remained largely unchanged, it is important for us to adapt our strategies to meet the challenges of an ever changing local and global environment. The Port is among the world’s premier ports and is a critical hub for global trade. This prominence brings with it responsibilities and expectations for the highest possible standards for efficiency, safety and security, and environmental leadership. The Port is the nation’s busiest container port and part of the world’s busiest port complex, handling 3.7 million twenty-foot equivalent units in 2013. Global trade and goods movement is Western kingdom of Saudi Arabia’s strongest industries in terms of jobs and economic activity. The Port of Jeddah powers these industries, handling almost more than a quarter of the cargo that enters the kingdom of Saudi Arabia annually. Through the Port’s activities, a lot of jobs are created in western kingdom of Saudi Arabia and over five hundred thousand nationwide. In order to maintain our position among the world’ the kingdom of Saudi Arabia premier ports, the Port is continually addressing the demands for providing modern and efficient cargo handling terminals as well as transportation and infrastructure projects. Protecting one of the nation’s most vital economic hubs is also an ongoing challenge. Finally, promoting a sustainable “grow green” philosophy and ensuring that we are the leader

  15. Time planning and Cost Management in Strategic Alliances

    Directory of Open Access Journals (Sweden)

    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.

  16. STRATEGIC PLANNING IN THE MANAGEMENT OF DEVELOPMENT OF HOUSE-BUILDING ENTERPRISES

    Directory of Open Access Journals (Sweden)

    R. A. Kadyrov

    2014-01-01

    Full Text Available The system of the shaping strategic plan developments house-building enterprises is offered in sloppy condition market. The considered problems and methodical bases of the shaping adaptive strategic plan and tree of the sub goal to main strategic purpose of the development house-buildingenterprises.

  17. 76 FR 12361 - Request for Information: Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance

    Science.gov (United States)

    2011-03-07

    ...) communication and information, and (10) applications. NIOSH is considering focusing the overarching strategic... Nanotechnology Strategic Plan for Research and Guidance AGENCY: National Institute for Occupational Safety and... NIOSH 2009 nanotechnology strategic plan. Public Comment Period: Comments must be received by April 15...

  18. Addressing cumulative effects in Strategic Environmental Assessment of spatial planning

    Directory of Open Access Journals (Sweden)

    Chiara Bragagnolo

    2012-08-01

    Full Text Available Strategic environmental Assessment (SEA is a decision support instrument for predicting and evaluating the likely environmental effects of implementing a policy, plan or programme. SEA can consider the cumulative impacts of more than one project or activity on the same environmen- tal component. This paper discusses the analysis of cumulative effects in SEA, with reference to spatial planning by: providing a review of key concepts and methods related to cumulative effects literature; presenting a rationale for the inclusion of cumulative effects in SEA of spatial plans; advancing a proposal to address cumulative effects in different SEA stages. The paper concludes that SEA offers the opportunity to support a better management of cumulative effects arising from many local-level spatial planning decisions. Three aspects emerged as critical to ensure good practices: the selection of valued environmental components, the adoption of future-oriented approaches, and the use of spatially-explicit information.

  19. The Federal Big Data Research and Development Strategic Plan

    Data.gov (United States)

    Networking and Information Technology Research and Development, Executive Office of the President — Summary: This Plan is an important milestone in the Administrations Big Data Research and Development (R&D) Initiative

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

    CERN Document Server

    Bryson, John M

    2011-01-01

    Creating Your Strategic Plan is the best-selling companion workbook to Bryson's landmark book, Strategic Planning for Public and Nonprofit Organizations. Whether used with the main text or by itself, this thoroughly revised third edition provides a step-by-step guide to putting strategic planning to work in public and nonprofit organizations. The workbook contains new and revised worksheets and additional material on readiness assessment, teamwork, stakeholder analysis, visioning, strategic issue identification, and implementation. Creating Your Strategic Plan covers each of the ten key steps

  1. Strategic Investment in Protection in Networked Systems

    CERN Document Server

    Leduc, Matt V

    2015-01-01

    We study the incentives that agents have to invest in costly protection against cascading failures in networked systems. Applications include vaccination, computer security and airport security. Agents are connected through a network and can fail either intrinsically or as a result of the failure of a subset of their neighbors. We characterize the equilibrium based on an agent's failure probability and derive conditions under which equilibrium strategies are monotone in degree (i.e. in how connected an agent is on the network). We show that different kinds of applications (e.g. vaccination, airport security) lead to very different equilibrium patterns of investments in protection, with important welfare and risk implications. Our equilibrium concept is flexible enough to allow for comparative statics in terms of network properties and we show that it is also robust to the introduction of global externalities (e.g. price feedback, congestion).

  2. Strategic planning decisions in the high tech industry

    CERN Document Server

    Daim, Tugrul; Beyhan, Berna; Basoglu, Nuri

    2013-01-01

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

  3. Market-based demand forecasting promotes informed strategic financial planning.

    Science.gov (United States)

    Beech, A J

    2001-11-01

    Market-based demand forecasting is a method of estimating future demand for a healthcare organization's services by using a broad range of data that describe the nature of demand within the organization's service area. Such data include the primary and secondary service areas, the service-area populations by various demographic groupings, discharge utilization rates, market size, and market share by service line and organizationwide. Based on observable market dynamics, strategic planners can make a variety of explicit assumptions about future trends regarding these data to develop scenarios describing potential future demand. Financial planners then can evaluate each scenario to determine its potential effect on selected financial and operational measures, such as operating margin, days cash on hand, and debt-service coverage, and develop a strategic financial plan that covers a range of contingencies.

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

    Science.gov (United States)

    Garza Mitchell, Regina L.; Maldonado, Cesar

    2015-01-01

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

  5. Strategic Energy Planning in the Öresund Region

    DEFF Research Database (Denmark)

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

    on the national goals and direction of development and the municipalities’ role and potential to act in this context. The results contain a number of policy recommendations to improve the municipalities’ ability to do strategic energy planning (SEP) e.g. in Sweden to have more ambitious goals and in Denmark......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...... to have requirements of doing SEP. A number of areas with potential knowledge transfer have also been identified. For example to use the Swedish experience with environmental assessment of energy plans in Denmark or to use the Danish experience with a progression in time in the building energy codes...

  6. Global Change Research Program releases new strategic plan

    Science.gov (United States)

    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.

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

    Science.gov (United States)

    Mueller, Robin Alison

    2015-01-01

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

  8. Pediatric hospital medicine: a strategic planning roundtable to chart the future.

    Science.gov (United States)

    Rauch, Daniel A; Lye, Patricia S; Carlson, Douglas; Daru, Jennifer A; Narang, Steve; Srivastava, Rajendu; Melzer, Sanford; Conway, Patrick H

    2012-04-01

    Given the growing field of Pediatric Hospital Medicine (PHM) and the need to define strategic direction, the Society of Hospital Medicine, the American Academy of Pediatrics, and the Academic Pediatric Association sponsored a roundtable to discuss the future of the field. Twenty-one leaders were invited plus a facilitator utilizing established health care strategic planning methods. A "vision statement" was developed. Specific initiatives in 4 domains (clinical practice, quality of care, research, and workforce) were identified that would advance PHM with a plan to complete each initiative. Review of the current issues demonstrated gaps between the current state of affairs and the full vision of the potential impact of PHM. Clinical initiatives were to develop an educational plan supporting the PHM Core Competencies and a clinical practice monitoring dashboard template. Quality initiatives included an environmental assessment of PHM participation on key committees, societies, and agencies to ensure appropriate PHM representation. Three QI collaboratives are underway. A Research Leadership Task Force was created and the Pediatric Research in Inpatient Settings (PRIS) network was refocused, defining a strategic framework for PRIS, and developing a funding strategy. Workforce initiatives were to develop a descriptive statement that can be used by any PHM physician, a communications tool describing "value added" of PHM; and a tool to assess career satisfaction among PHM physicians. We believe the Roundtable was successful in describing the current state of PHM and laying a course for the near future. Copyright © 2011 Society of Hospital Medicine.

  9. Strategic conservation planning for the Eastern North Carolina/Southeastern Virginia Strategic Habitat Conservation Team

    Science.gov (United States)

    Alexander-Vaughn, Louise B.; Collazo, Jaime A.; Drew, C. Ashton

    2014-01-01

    The Eastern North Carolina/Southeastern Virginia Strategic Habitat Conservation Team (ENCSEVA) is a partnership among local federal agencies and programs with a mission to apply Strategic Habitat Conservation to accomplish priority landscape-level conservation within its geographic region. ENCSEVA seeks to further landscape-scale conservation through collaboration with local partners. To accomplish this mission, ENCSEVA is developing a comprehensive Strategic Habitat Conservation Plan (Plan) to provide guidance for its members, partners, and collaborators by establishing mutual conservation goals, objectives, strategies, and metrics to gauge the success of conservation efforts. Identifying common goals allows the ENCSEVA team to develop strategies that leverage joint resources and are more likely to achieve desired impacts across the landscape. The Plan will also provide an approach for ENCSEVA to meet applied research needs (identify knowledge gaps), foster adaptive management principles, identify conservation priorities, prioritize threats (including potential impacts of climate change), and identify the required capacity to implement strategies to create more resilient landscapes. ENCSEVA seeks to support the overarching goals of the South Atlantic Landscape Conservation Cooperative (SALCC) and to provide scientific and technical support for conservation at landscape scales as well as inform the management of natural resources in response to shifts in climate, habitat fragmentation and loss, and other landscape-level challenges (South Atlantic LCC 2012). The ENCSEVA ecoregion encompasses the northern third of the SALCC geography and offers a unique opportunity to apply landscape conservation at multiple scales through the guidance of local conservation and natural resource management efforts and by reporting metrics that reflect the effectiveness of those efforts (Figure 1). The Environmental Decision Analysis Team, housed within the North Carolina Cooperative

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

    Energy Technology Data Exchange (ETDEWEB)

    Casey, Leslie A. [DOE/NNSA

    2004-09-01

    The Department of Energy (DOE)/National Nuclear Security Administration (NNSA) Nuclear Explosion Monitoring Research and Engineering (NEM R&E) Program is dedicated to providing knowledge, technical expertise, and products to US agencies responsible for monitoring nuclear explosions in all environments and is successful in turning scientific breakthroughs into tools for use by operational monitoring agencies. To effectively address the rapidly evolving state of affairs, the NNSA NEM R&E program is structured around three program elements described within this strategic plan: Integration of New Monitoring Assets, Advanced Event Characterization, and Next-Generation Monitoring Systems. How the Program fits into the National effort and historical accomplishments are also addressed.

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

    Science.gov (United States)

    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.

  12. Department of Defense Strategic Sustainability Performance Plan, FY 2011

    Science.gov (United States)

    2011-01-01

    ISO   14001  compliant and includes all  22,000 people employed at the base, each of whom is  required to take EMS training.  The base’s EMS has  been a...billing anomalies and permits strategic planning  of capital improvements.  In FY 2009, the EMS  was certified as conformant with the  ISO   14001

  13. Evolving neural networks for strategic decision-making problems.

    Science.gov (United States)

    Kohl, Nate; Miikkulainen, Risto

    2009-04-01

    Evolution of neural networks, or neuroevolution, has been a successful approach to many low-level control problems such as pole balancing, vehicle control, and collision warning. However, certain types of problems-such as those involving strategic decision-making-have remained difficult for neuroevolution to solve. This paper evaluates the hypothesis that such problems are difficult because they are fractured: The correct action varies discontinuously as the agent moves from state to state. A method for measuring fracture using the concept of function variation is proposed and, based on this concept, two methods for dealing with fracture are examined: neurons with local receptive fields, and refinement based on a cascaded network architecture. Experiments in several benchmark domains are performed to evaluate how different levels of fracture affect the performance of neuroevolution methods, demonstrating that these two modifications improve performance significantly. These results form a promising starting point for expanding neuroevolution to strategic tasks.

  14. Looking ahead: the SSAT strategic plan for the next decade.

    Science.gov (United States)

    Rattner, David W; Mahvi, David M; Hunter, John G

    2011-07-01

    The Society for Surgery of the Alimentary Tract's (SSAT) mission is to advance the science and practice of surgery in the treatment of digestive disease. An essential core value of the SSAT is multidisciplinary collaboration with both its sister societies in the Digestive Disease Week (DDW) Council and other surgical societies in Gastrointestinal Surgery. In order to achieve the society's goals, the strategic plan rests on the society's values of interdisciplinary collaboration, scholarship, education, and discovery. The strategic plan also creates a meritocracy system to foster the development of future leaders for both the SSAT and the broader house of surgery. In the short term, this plan will: Re-organize committee structure and reporting responsibilities; Clarify committee goals and deliverables; Facilitate member participation in the committees and governance of the society; Enhance member services by utilizing enhanced communication strategies; Accelerate efforts to meet the Maintenance of Certification needs of the membership; Re-focus the SSAT's energy on Quality and Outcome Assessment of GI surgery; Clarify and standardize the methodology for allocating funds for new projects. Over the course of the next few years, the SSAT will: Develop a financial model that increases revenue to support the expanded tasks the society intends to undertake; Play an active role in developing the evolving training paradigms for gastrointestinal surgeons through the continuum from residency, fellowship, and early mentored practice; Continue to support development of surgeon scientists through Career Development Award; Enhance relationship with the SSAT Foundation; Continue to improve the experience of members attending DDW; Develop surgeons interested in public policy to be leaders at a national level. The strategic plan is ambitious, and the current leadership realizes that all the tasks and objectives cannot be accomplished in 1 year. There is much to do in order to keep

  15. Strategic Ozone Sounding Networks: Review of Design and Accomplishments

    Science.gov (United States)

    Thompson, Anne M.; Oltmans, Samuel J.; Tarasick, David W.; von der Gathen, Peter; Smit, Herman G. J.; Witte, Jacquelyn C.

    2011-01-01

    Ozone soundings are used to integrate models, satellite, aircraft and ground-based measurements for better interpretation of ozone variability, including atmospheric losses (predominantly in the stratosphere) and pollution (troposphere). A well-designed network of ozonesonde stations gives information with high vertical and horizontal resolution on a number of dynamical and chemical processes, allowing us to answer questions not possible with aircraft campaigns or current satellite technology. Strategic ozonesonde networks are discussed for high, mid- and low latitude studies. The Match sounding network was designed specifically to follow ozone depletion within the polar vortex; the standard sites are at middle to high northern hemisphere latitudes and typically operate from December through mid-March. Three mid-latitude strategic networks (the IONS series) operated over North America in July-August 2004, March-May and August 2006, and April and June-July-2008. These were designed to address questions about tropospheric ozone budgets and sources, including stratosphere-troposphere transport, and to validate satellite instruments and models. A global network focusing on processes in the equatorial zone, SHADOZ (Southern Hemisphere Additional Ozonesondes), has operated since 1998 in partnership with NOAA, NASA and the Meteorological Services of host countries. Examples of important findings from these networks are described,

  16. Optimizing Cellular Networks Enabled with Renewal Energy via Strategic Learning.

    Science.gov (United States)

    Sohn, Insoo; Liu, Huaping; Ansari, Nirwan

    2015-01-01

    An important issue in the cellular industry is the rising energy cost and carbon footprint due to the rapid expansion of the cellular infrastructure. Greening cellular networks has thus attracted attention. Among the promising green cellular network techniques, the renewable energy-powered cellular network has drawn increasing attention as a critical element towards reducing carbon emissions due to massive energy consumption in the base stations deployed in cellular networks. Game theory is a branch of mathematics that is used to evaluate and optimize systems with multiple players with conflicting objectives and has been successfully used to solve various problems in cellular networks. In this paper, we model the green energy utilization and power consumption optimization problem of a green cellular network as a pilot power selection strategic game and propose a novel distributed algorithm based on a strategic learning method. The simulation results indicate that the proposed algorithm achieves correlated equilibrium of the pilot power selection game, resulting in optimum green energy utilization and power consumption reduction.

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

    Energy Technology Data Exchange (ETDEWEB)

    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.

  18. Relationship Management in International Strategic Alliances and networks

    DEFF Research Database (Denmark)

    Andersen, Poul

    2011-01-01

    This chapter discusses relationship management in international strategic alliances and networks, building on and synthesizing parts of the relationship management literature. The chapter provides a model linking three generic relationship management tasks with three levels of management......, identifying nine focus areas for relationship management efforts. Rather than distinguishing between the management of external and internal resources, the integration of external and internal resources is the focus, meaning that all managerial tasks have both internal and external consequences...

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

    Science.gov (United States)

    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…

  20. 78 FR 47003 - Draft National Spatial Data Infrastructure Strategic Plan; Comment Request

    Science.gov (United States)

    2013-08-02

    ... Spatial Data Infrastructure (NSDI). The draft strategic plan, along with instructions for submitting...'s role in continued sustainable development of the NSDI. Following the public comment period, a.... Following adoption of the strategic plan, the FGDC will develop more detailed project plans for the goals...

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

    Science.gov (United States)

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

    2009-01-01

    This article examines the strategic planning process at Cleveland State University, a large metropolitan state university in Ohio. A faculty-administrative team used a communicative planning approach to develop a collaborative, ongoing, bottom-up, transparent strategic planning process. This team then spearheaded the process through plan…

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

    OpenAIRE

    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.

  3. INDUSTRY STRATEGIC PLANNING AND COORDINATION: THE CASE OF THE TEXAS VEGETABLE INDUSTRY

    OpenAIRE

    Charles R Hall; Lyford, Conrad P.

    2001-01-01

    The produce industry in Texas is currently faced with several issues that can potentially negatively effect fruit and vegetable participants. To combat these issues producers and other industry participants recently developed a task force to lead the produce industry through a detailed strategic planning process. This task force used a Framework for Industry Strategic Planning and Coordination (ISPC) developed by Lyford et al. as a model to guide its strategic planning efforts. Using this fra...

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

    Science.gov (United States)

    Sadeghifar, Jamil; Jafari, Mehdi; Tofighi, Shahram; Ravaghi, Hamid; Maleki, Mohammad Reza

    2015-01-01

    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 questionnaire measured the situation of formulation, implementation, and evaluation of strategic plan as well as the requirements, facilitators, and its benefits in the studied hospitals. Results: All the investigated hospitals had a strategic plan. The obtained percentages for the items “the rate of the compliance to requirements” and “the quantity of planning facilitators” (68.75%), attention to the stakeholder participation in the planning (55.74%), attention to the planning components (62.22%), the status of evaluating strategic plan (59.94%) and the benefits of strategic planning for hospitals (65.15%) were in the medium limit. However, the status of implementation of the strategic plan (53.71%) was found to be weak. Significant statistical correlations were observed between the incentive for developing strategic plan and status of evaluating phase (P=0.04), and between status of implementation phase and having a documented strategic plan (P=0.03). Conclusion: According to the results, it seems that absence of appropriate internal incentive for formulating and implementing strategies led more hospitals to start formulation strategic planning in accordance with the legal requirements of Ministry of Health. Consequently, even though all the investigated hospital had the documented strategic plan, the plan has not been implemented efficiently and valid evaluation of results is yet to be achieved. PMID:25716385

  5. Strategic planning, implementation, and evaluation processes in hospital systems: a survey from Iran.

    Science.gov (United States)

    Sadeghifar, Jamil; Jafari, Mehdi; Tofighi, Shahram; Ravaghi, Hamid; Maleki, Mohammad Reza

    2014-09-28

    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. 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 questionnaire measured the situation of formulation, implementation, and evaluation of strategic plan as well as the requirements, facilitators, and its benefits in the studied hospitals. All the investigated hospitals had a strategic plan. The obtained percentages for the items "the rate of the compliance to requirements" and "the quantity of planning facilitators" (68.75%), attention to the stakeholder participation in the planning (55.74%), attention to the planning components (62.22%), the status of evaluating strategic plan (59.94%) and the benefits of strategic planning for hospitals (65.15%) were in the medium limit. However, the status of implementation of the strategic plan (53.71%) was found to be weak. Significant statistical correlations were observed between the incentive for developing strategic plan and status of evaluating phase (P=0.04), and between status of implementation phase and having a documented strategic plan (P=0.03). According to the results, it seems that absence of appropriate internal incentive for formulating and implementing strategies led more hospitals to start formulation strategic planning in accordance with the legal requirements of Ministry of Health. Consequently, even though all the investigated hospital had the documented strategic plan, the plan has not been implemented efficiently and valid evaluation of results is yet to be achieved.

  6. Importance and process of strategic planning in commercial banks

    Directory of Open Access Journals (Sweden)

    Dragosavac Vladana

    2013-01-01

    Full Text Available Financial market has faced many changes in recent years. Business environment in which financial institutions operate is characterized with growing competition due to the reduction of purchasing power of many individuals and companies, as a result of the economic crisis. Consequently, banks, as the most numerous financial institutions, have to introduce changes in their business and to take steps towards innovating their products, so that they create a chance for survival. In such circumstances, it is very important to monitor continuously what happens in the environment and in accordance with that, to take steps and plan future business. This is why a strategic planning in banks can be illustrated as one of the most important factors for their long-term survival.

  7. An novel of strategic planning in an industrial company

    Directory of Open Access Journals (Sweden)

    Andrés Fernández-Companioni

    2015-12-01

    Full Text Available The article is the result of research conducted on the pharmaceutical company "East Laboratory", in Santiago de Cuba. Their goal: to design strategic planning for the period 2013-2017. Double matrices were used for the analysis input of external forces in the environment. Prospective analysis for the construction of scenarios performed by Mic Mac Mactor SMIC programs. It uses a new method of analysis for the development of the SWOT matrix, JPC - SWOT 2011 by a computer program. Were formulated objectives, strategies and actions that will allow the company to fulfill the vision formulated until 2017. The economic impact of this study was assessed by the management of the company as significant. Is expected to increase benefits by 5 % and a reduction of business costs by 3 %. By planning each key result area will be able to measure the qualitative and quantitative impact of the proposed objectives. 

  8. ZONAL IMPACT ANALYSIS OF A STRATEGIC PLANNING APPROACH FOR LAND DEVELOPMENT CONTROLS

    Directory of Open Access Journals (Sweden)

    Karin LIMAPORNWANITCH

    2004-01-01

    Full Text Available Due to rapid urban developments in developing cities, the integration of land-use and transportation planning is very necessary. However, up-to-date land-use and transportation interaction planning is still difficult, because of rapid urbanization and complex relationships. The lack of human resources, budget, and necessary data are some of the hindrances. The planners in Bangkok have tried to utilize Traffic Impact Assessment (TIA in harmonizing land developments and transportation improvements, but without a complete land-use comprehensive plan, the TIA cannot effectively manage urbanization. This paper intends to propose a Zonal Impact Analysis (ZIA framework as a strategic planning tool to balance travel demands of land developments and performance of transportation systems over urban areas. First, the land-use planning situation in Bangkok is explained, afterwards the framework is described. The framework is applied into Bangkapi areas as a case study. Both single and simultaneous development cases are considered. It was found that more comprehensive development alternatives were established. The most suitable zone for a single project is Zone 179, as the advantages of location in the center of radial networks, so full accessibility can be provided. Without any network improvements in Zone 179, the simultaneous developments should be implemented in Zone 168 and 173, as high capacities of the expressway are available. The results give a better understanding on the characteristics of land-use and transportation planning in Bangkapi. Finally, it was emphasized that the ZIA framework is a strategic planning alternative to increase the capabilities of growth management for sustainable developments.

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

    Directory of Open Access Journals (Sweden)

    Ariane Graças de Campos

    2009-09-01

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

  10. The Strategic Plan for Tourism Development in Italy

    Directory of Open Access Journals (Sweden)

    Silvia ANGELONI

    2013-06-01

    Full Text Available Conceptual works on tourism destination competitiveness affirm the central importance of planning the process of value creation within destination. Italy is an emblematic case of why and how a leading tourism destination may lose competitiveness along the years. Up to the 1980s Italy was in fact the top international tourism destination, but then such ranking gradually decreased, because of more complexity of sector and, over all, because of marginality of tourism in the government agenda and more in general of the country. After years of strategic myopia, Italy finally has a tool that formalizes its vision and indicates the key factors that can be leveraged in order to regain ground. In 2013, Italy adopted a National Strategic Plan. Therefore, this paper aims to describe an important turning point in tourism policies for the economic and cultural development of Italy. The research highlights the problematic areas of Italy’s tourism industry and explains how a new approach should make the Italian destination able to successfully compete on the international tourism market.

  11. Integration of value stream map and strategic layout planning into DMAIC approach to improve carpeting process

    National Research Council Canada - National Science Library

    Ayman Nagi; Safwan Altarazi

    2017-01-01

    .... Utilized tools included: Pareto analysis, control charts, Ishikawa chart, 5-whys, failure mode and effect analysis, process capability ratio, value stream mapping, and strategic layout planning. Findings...

  12. Strategic Planning and Doctor Of Nursing Practice Education: Developing Today's and Tomorrow's Leaders.

    Science.gov (United States)

    Falk, Nancy L; Garrison, Kenneth F; Brown, Mary-Michael; Pintz, Christine; Bocchino, Joseph

    2015-01-01

    Strategic planning and thinking skills are essential for today's nurse leaders. Doctor of nursing practice (DNP) programs provide an opportunity for developing effective nurse strategists. A well-designed strategy course can stimulate intellectual growth at all levels of Bloom's Taxonomy. Discussion forums in online education provide new opportunities for rich interaction among peers en route to development of well-informed strategic plans. An interprofessional perspective adds a rich and vital aspect to doctoral nursing education and it serves to inform strategic plan development. A roadmap for teaching strategic planning to current and future nursing leaders will guide the integration of essential content into DNP programs.

  13. State and Urban Area Homeland Security Strategy v3.0: Evolving Strategic Planning

    National Research Council Canada - National Science Library

    Chen, Darren

    2006-01-01

    This thesis proposes to overhaul the state and urban area homeland security strategy program by improving the strategic planning process guidance and assistance and strategy review in collaboration...

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

    Directory of Open Access Journals (Sweden)

    Cassius Tadeu Scarpin

    2011-08-01

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

  15. Strategic Planning for Sustainable Forests: The Plan Drives the Budgets Which Drive Results

    Science.gov (United States)

    Paul Brouha; Elisabeth Grinspoon

    2006-01-01

    The USDA Forest Service is among the pioneers incorporating the Montreal Process criteria and indicators into its programs. Among its initial efforts is the adaptation of a criteria and indicators framework for its national strategic plan, which is the primary instrument for setting the course to achieve the Forest Service mission of sustaining the nation’s forests and...

  16. Tariff-Mediated Network Effects Versus Strategic Disounting

    DEFF Research Database (Denmark)

    Zucchini, Leon; Claussen, Jörg; Trüg, Moritz

    2013-01-01

    Mobile telecommunication operators routinely charge subscribers lower prices for calls on their own network than for calls to other networks (on-net discounts). Studies on tariff-mediated network effects suggest this is due to large operators using on-net discounts to damage smaller rivals....... Alternatively, research on strategic discounting suggests that small operators use on-net discounts to advertise with low on-net prices. We test the relative strength of these effects using data on tariff setting in German mobile telecommunications between 2001 and 2009. We find that large operators are more...... likely to offer tariffs with on-net discounts but there is no consistently significant difference in the magnitude of discounts. Our results suggest that tariff-mediated network effects are the main cause of on-net discounts....

  17. The Changing Strategic Balance and US Defense Planning.

    Science.gov (United States)

    1984-02-01

    nation that posessed superior strategic nucler capabilities had the power to deter. Moreover the power to dete bora of strategic superiority ezmedsd...beyoend deterrence of strategic anchor conflict to lsser conflicts. Strategic nucler superiority was considered a usefid political tool in securin US

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

    OpenAIRE

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

    2014-01-01

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

  19. Chiropractic in North America: toward a strategic plan for professional renewal--outcomes from the 2006 Chiropractic Strategic Planning Conference.

    Science.gov (United States)

    Triano, John J; Goertz, Christine; Weeks, John; Murphy, Donald R; Kranz, Karl C; McClelland, George C; Kopansky-Giles, Deborah; Morgan, William; Nelson, Craig F

    2010-06-01

    This report describes the process, participation, and recommendations of a set of consensus conferences on strategy for professional growth that emphasized elements of public trust and alignment between the chiropractic profession and its stakeholders. In February and August 2006, an invitational group of leaders in the chiropractic profession convened an ad hoc Chiropractic Strategic Planning Conference. Public notice was given and support solicited through the Foundation of Chiropractic Education and Research. A series of international and interdisciplinary speakers gave presentations on the shifting of external social dynamics and medical culture, illuminating opportunities for the profession to extend its privilege and service. A systematic round-robin discussion was followed by group breakout sessions to develop recommendations on priorities for the profession to respond to challenges and opportunities. Recommendations were reviewed by the group as a whole and voted to consensus requiring more than 70% agreement. Participants determined a series of recommendations within 5 key domains for improving health professions practice: education, research, regulation, workplace, and leadership. The action steps proposed by the Strategic Planning Committee are first steps to provide better service to the public while making use of the inherent strengths of the profession. Copyright (c) 2010 National University of Health Sciences. Published by Mosby, Inc. All rights reserved.

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

    Science.gov (United States)

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

    2012-06-18

    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.

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

    Directory of Open Access Journals (Sweden)

    Pindolia Deepa K

    2012-06-01

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

  2. Greenways as strategic landscape planning: theory and application

    NARCIS (Netherlands)

    Ahern, J.F.

    2002-01-01

    Greenways are systems and/or networks of protected lands that are managed for multiple uses including: nature protection, biodiversity management, water resources, recreation, and cultural/historic resource protection. Greenway planning is defined here as a

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

    Science.gov (United States)

    Robinson, Deborah J.

    2012-01-01

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

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

    Science.gov (United States)

    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…

  5. Strategic planning and management at the local level in Serbia

    Directory of Open Access Journals (Sweden)

    Cvijović Mllija

    2014-01-01

    Full Text Available The aim of this paper is focused at the analysis of the Serbian reform processes, based on the theoretical concept of new public management that has proven to be successful in practical terms in most developed countries. New approach to management, both at the central and local level, requires the development and implementation of strategic documents that are an important product in the modern aspects of management. Implementation strategies in Serbia, so far, has not proved adequate and expected results, because of the defects and shortcomings which are manifested in the aspects of the insufficient number of quality and skilled human resources, lack of money, timeframes for implementation, clearer and more concrete action plans which are used for the implementation of strategic documents and insufficient attention to the effects, measurement and evaluation of what was done. Conclusion emphasizes the need for constant and permanent training of employees at all levels, with the aim of better and more concrete application of strategies in everyday practice; but also the need for program budgeting and an highlighting of the results that have been achieved, along with simultaneous correction of errors in the process of the strategy implementation.

  6. Strategic targeting of advance care planning interventions: the Goldilocks phenomenon.

    Science.gov (United States)

    Billings, J Andrew; Bernacki, Rachelle

    2014-04-01

    Strategically selecting patients for discussions and documentation about limiting life-sustaining treatments-choosing the right time along the end-of-life trajectory for such an intervention and identifying patients at high risk of facing end-of-life decisions-can have a profound impact on the value of advance care planning (ACP) efforts. Timing is important because the completion of an advance directive (AD) too far from or too close to the time of death can lead to end-of-life decisions that do not optimally reflect the patient's values, goals, and preferences: a poorly chosen target patient population that is unlikely to need an AD in the near future may lead to patients making unrealistic, hypothetical choices, while assessing preferences in the emergency department or hospital in the face of a calamity is notoriously inadequate. Because much of the currently studied ACP efforts have led to a disappointingly small proportion of patients eventually benefitting from an AD, careful targeting of the intervention should also improve the efficacy of such projects. A key to optimal timing and strategic selection of target patients for an ACP program is prognostication, and we briefly highlight prognostication tools and studies that may point us toward high-value AD interventions.

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

    Science.gov (United States)

    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.

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

    OpenAIRE

    Tatiane Santana; Francisco Diniz; Antonio Jose Goncalves Fernandes

    2013-01-01

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

  9. Strategic Planning for Smart Leadership: Rethinking Your Organization's Collective Future through a Workbook-Based, Three-Level Model.

    Science.gov (United States)

    Austin, William J.

    This book is a simple, user-friendly, and practical guide to strategic planning. Chapter 1 gives an introduction to and overview of strategic planning. Chapters 2 through 4 review strategic-planning theory, the current nature of planning theory, its emergence as organizational practice, organizational structure schemes, and the limitations of…

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

    CERN Document Server

    Lengert, Maryline

    2011-01-01

    Here we present the vision, concept and direction for forming a European Industrial Strategy for a Scientific Cloud Computing Infrastructure to be implemented by 2020. This will be the framework for decisions and for securing support and approval in establishing, initially, an R&D European Cloud Computing Infrastructure that serves the need of European Research Area (ERA ) and Space Agencies. This Cloud Infrastructure will have the potential beyond this initial user base to evolve to provide similar services to a broad range of customers including government and SMEs. We explain how this plan aims to support the broader strategic goals of our organisations and identify the benefits to be realised by adopting an industrial Cloud Computing model. We also outline the prerequisites and commitment needed to achieve these objectives.

  11. A hybrid TOPSIS-BSC method for strategic planning

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Shojaee

    2012-09-01

    Full Text Available For years, tangible assets used to be the most important precious wealth of organizations. However, the recent advances in technology has changed this concept and today, intangible assets such as human resources, customers, processes are playing essential roles on making strategies. In this paper, we present a study to setup appropriate strategies using the implementation of balanced score card in four perspectives of customers, processes, learning and financial. The proposed study of this paper gathers important factors through three different brainstorming sessions and prioritize them using TOPSIS method. Based on the results of MCDM technique, selecting appropriate target market for penetration is the number one priority followed by having good accounting system and preparing for more diversified production. These are the most important items influencing strategic planning. Therefore, the study uses BSC for the first two important strategies and discusses possible actions for productivity improvement.

  12. From Visions to Success via Strategic Planning. Net Confidence in Making Budget and Other Decisions.

    Science.gov (United States)

    Chopra, Raj K.

    1988-01-01

    A well-conceived and concisely written plan can become an important vehicle to meet challenges and gain citizens' confidence in a school system. Effective strategic planning requires community involvement, husbanding of resources, and a clear sense of timing. (TE)

  13. ITS/CVO strategic & business plan for the state of Georgia

    Science.gov (United States)

    1998-05-01

    This document records the State of Georgias strategic and tactical plans for employing ITS/CVO technology to improve its Commercial Vehicle Administration (CVA) functions. The process by which this plan was developed included a detailed assessment...

  14. USDOT's Intelligent Transportation Systems (ITS) ITS strategic plan, 2015-2019.

    Science.gov (United States)

    This document constitutes the Intelligent Transportation Systems Strategic Plan covering the years 2015 to 2019; it : builds on the progress of the 2010-2014 plan and presents a wide array of technical, policy, institutional, and : organizational con...

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2001-10-31

    This document reports findings and recommendations as a result of a design assistance project with Fort Buchanan with the goals of developing a Strategic Energy Management Plan for the Site. A strategy has been developed with three major elements in mind: 1) development of a strong foundation from which to build, 2) understanding technologies that are available, and 3) exploring financing options to fund the implementation of improvements. The objective of this report is to outline a strategy that can be used by Fort Buchanan to further establish an effective energy management program. Once a strategy is accepted, the next step is to take action. Some of the strategies defined in this Plan may be implemented directly. Other strategies may require the development of a more sophisticated tactical, or operational, plan to detail a roadmap that will lead to successful realization of the goal. Similarly, some strategies are not single events. Rather, some strategies will require continuous efforts to maintain diligence or to change the culture of the Base occupants and their efforts to conserve energy resources.

  16. Solar System Exploration Division Strategic Plan, volume 1. Executive summary and overview

    Science.gov (United States)

    1991-01-01

    This first document is the first of a six-volume series presenting the Solar System Exploration Division's Strategic Plan for the 10-year period FY 1994 to FY 2003. The overall strategy is characterized by five fundamental precepts: (1) execute the current program; (2) improve the vitality of the program and the planetary science community; (3) initiate innovative, small, low-cost planetary missions; (4) initiate new major and moderate missions; and (5) prepare for the next generation of missions. This Strategic Plan describes in detail our proposed approach to accomplish these goals. Volume 1 provides first an Executive Summary of highlights of each of the six volumes, and then goes on to present an overview of the plan, including a discussion of the planning context and strategic approach. Volumes 2, 3, 4, and 5 describe in detail the initiatives proposed. An integral part of each of these volumes is a set of responses to the mission selection criteria questions developed by the Space and Earth Science Advisory Committee. Volume 2, Mission From Planet Earth, describes a strategy for exploring the Moon and Mars and sets forth proposed moderate missions--Lunar Observer and a Mars lander network. Volume 3, Pluto Flyby/Neptune Orbiter, discusses our proposed major new start candidate for the FY 1994 to FY 1998 time frame. Volume 4, Discovery, describes the Near-Earth Asteroid Rendezvous, as well as other candidates for this program of low-cost planetary missions. Volume 5, Toward Other Planetary Systems, describes a major research and analysis augmentation that focuses on extrasolar planet detection and the study of planetary system processes. Finally, Volume 6 summarizes the technology program that the division has structured around these four initiatives.

  17. Development and implementation of a comprehensive strategic plan for medical education at an academic medical center.

    Science.gov (United States)

    Schwartzstein, Richard M; Huang, Grace C; Coughlin, Christine M

    2008-06-01

    Despite their vital contributions to the training of future physicians, many academic teaching hospitals have grown operationally and financially distinct from affiliated medical schools because of divergent missions, contributing to the erosion of clinical training. Some institutions have responded by building hybrid organizations; others by creating large health care networks with variable relationships with the affiliated medical school. In this case, the authors wished to establish the future educational mission of their medical center as a core element of the institution by creating data-driven recommendations for reorganization, programs, and financing. They conducted a self-study of all constituents, the results of which confirmed the importance of education at their institution but also revealed the insufficiency of incentives for teaching. They underwent an external review by a committee of prominent educators, and they involved administrators at the hospital and the medical school. Together, these inputs composed an informed assessment of medical education at their teaching hospital, from which they developed and actualized an institution-wide strategic plan for education. Over the course of three years, they centralized the administrative structure for education, implemented programs that cross departments and reinforce the UME-GME continuum, and created transparency in the financing of medical education. The plan was purposefully aligned with the clinical and research strategic plans by supporting patient safety in programs and the professional development of faculty. The application of a rigorous strategic planning process to medical education at an academic teaching hospital can focus the mission, invigorate faculty, and lead to innovative programs.

  18. National Art Education Association Strategic Plan: Advancing Art Education, 2007-2010

    Science.gov (United States)

    National Art Education Association, 2007

    2007-01-01

    The 2007-2010 strategic plan for the National Art Education Association places a priority on creating a learning organization that will help to advance the mission of the organization and effectively meet the challenges of the 21st century. The plan is guided by four major strategic goals: (1) Learning: Focus on exemplary professional development…

  19. A Strategic Plan for Introducing, Implementing, Managing, and Monitoring an Urban Extension Platform

    Science.gov (United States)

    Warner, Laura A.; Vavrina, Charlie S.; Campbell, Mary L.; Elliott, Monica L.; Northrop, Robert J.; Place, Nick T.

    2017-01-01

    Florida's Strategic Plan for Extension in Metropolitan Regions reflects an adaptive management approach to the state's urban Extension mission within the context of establishing essential elements, performance indicators, key outcomes, and suggested alternatives for action. Extension leadership has adopted the strategic plan, and implementation…

  20. A multi-layered risk estimation routine for strategic planning and operations for the maritime industry

    NARCIS (Netherlands)

    S. Knapp (Sabine); S. Vander Hoorn (Stephen)

    2017-01-01

    textabstractMaritime regulators and port authorities require the ability to predict risk exposure for strategic planning aspects to optimize asset allocation, mitigate and prevent incidents. This article builds on previous work to develop the strategic planning component and introduces the concept

  1. 78 FR 45598 - Industry Forums on the Next ITS Strategic Plan; Notice of Public Meeting

    Science.gov (United States)

    2013-07-29

    ... Industry Forums on the Next ITS Strategic Plan; Notice of Public Meeting AGENCY: ITS Joint Program Office... JPO) will participate in four industry forums by facilitating workshops to generate feedback for the next ITS Strategic Plan (2015-2019). The workshops are designed to generate ideas and collect...

  2. A Comparative Study of Strategic HRD Approaches for Workforce Planning in the Tourism Industry

    Science.gov (United States)

    Bartlett, Kenneth; Johnson, Karen; Schneider, Ingrid E.

    2006-01-01

    This study compares the outcomes of two often used approaches for strategic HRD planning. Using methods framed within a strategic HRD planning framework the outcomes of a qualitative primary data approach are examined against quantitative labor market projections in a study of the future Minnesota tourism workforce. Results show each planning…

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

    Science.gov (United States)

    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.

  4. A meta-level architecture for strategic reasoning in naval planning [Extended Abstract

    NARCIS (Netherlands)

    Hoogendoorn, M.; Jonker, C.M.; Maanen, P.P. van; Treur, J.

    2005-01-01

    The management of naval organizations aims at the maximization of mission success by means of monitoring, planning, and strategic reasoning. This paper presents a meta-level architecture for strategic reasoning in naval planning. The architecture is instantiated with decision knowledge acquired from

  5. Faring Forward: The Strategic Planning Process as Talisman during Periods of Institutional Transition.

    Science.gov (United States)

    Wharton, Donald P.; Corak, Kathleen A.

    A case study was done of the possible role of strategic planning processes for smoothing the transition period experienced by colleges and universities when changes in top leadership occur. The study was conducted in a medium-sized midwestern state university that had begun, 3 years earlier, a strategic planning process which had been…

  6. Wyoming Community College Commission Agency 5 Year Strategic Plan, 2014-2018

    Science.gov (United States)

    Wyoming Community College Commission, 2017

    2017-01-01

    In 2009, the Wyoming Community College Commission was tasked to create a blue-ribbon panel that would forge a Strategic Plan for the Community College System as a whole. This 5 year strategic plan will serve as a road map moving forward, barring any new legislative, commission or federal requirements that may require a change in the agency's…

  7. Wyoming Community College Commission Agency 5 Year Strategic Plan, 2015-2019

    Science.gov (United States)

    Wyoming Community College Commission, 2017

    2017-01-01

    In 2009, the Wyoming Community College Commission was tasked to create a blue-ribbon panel that would forge a Strategic Plan for the Community College System as a whole. This 5 year strategic plan will serve as a road map moving forward, barring any new legislative, commission or federal requirements that may require a change in the agency's…

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

    Science.gov (United States)

    2011-03-21

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF ENERGY Federal Energy Regulatory Commission Notice of Staff Attendance at Southwest Power Pool Strategic Planning... attend the meeting of the Southwest Power Pool, Inc. (SPP) Strategic Planning Committee (SPC), as noted...

  9. Involvement of Heads of Departments in Strategic Planning in Schools in the Pinetown District

    Science.gov (United States)

    Myende, Phumlani E.; Bhengu, Thamsanqa

    2015-01-01

    Strategic planning is crucial in facilitating sustainable development of schools. It enables schools to survive and cope with changes and challenges from government policies and market forces. There is broad agreement that all stakeholders need to be part of school strategic planning. In response to the lack of evidence suggesting stakeholders'…

  10. Strategic Planning in an Educational Development Centre: Motivation, Management, and Messiness

    Science.gov (United States)

    Albon, Simon P.; Iqbal, Isabeau; Pearson, Marion L.

    2016-01-01

    Strategic planning in universities is frequently positioned as vital for clarifying future directions, providing a coherent basis for decision-making, establishing priorities, and improving organizational performance. Models for successful strategic planning abound and often present the process as linear and straightforward. In this essay, we…

  11. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    Science.gov (United States)

    2012-09-05

    ... Doc No: 2012-21820] NATIONAL TRANSPORTATION SAFETY BOARD Strategic Management Program; Fiscal Year..., Strategic Management Program. FOR FURTHER INFORMATION CONTACT: Agency contact, Shamicka Fulson, Program Manager, Strategic Management Program; National Transportation Safety Board, 490 L'Enfant Plaza SW., MD-1...

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

    Directory of Open Access Journals (Sweden)

    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.

  13. Telecommunications network modelling, planning and design

    CERN Document Server

    Evans, Sharon

    2003-01-01

    Telecommunication Network Modelling, Planning and Design addresses sophisticated modelling techniques from the perspective of the communications industry and covers some of the major issues facing telecommunications network engineers and managers today. Topics covered include network planning for transmission systems, modelling of SDH transport network structures and telecommunications network design and performance modelling, as well as network costs and ROI modelling and QoS in 3G networks.

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

    Science.gov (United States)

    Curran, Christine Perdan; Lau, Christopher; Schellpfeffer, Michael A; Stodgell, Christopher J; Carney, Edward W

    2013-01-01

    The Teratology Society held its fourth strategic planning session in Albuquerque, NM, April 10-12, 2012, and launched the 2012-2017 Strategic Plan in conjunction with the 2012 annual meeting in Baltimore, MD. Building on the energy of the successful implementation of prior strategic plans (San Diego, 2007; Nashville,TN 2002; Cincinnati, OH 1998), session participants worked to identify barriers to success as a scientific society, as well as impending challenges and opportunities to which the Society needs to respond. The following report provides an overview of the Strategic Planning process, objectives, activities, and conclusions. A total of 23 members were present at the session, and the group included representation from Council, various committees, and different member constituencies. This plan, Pushing the Boundaries, and its three strategic intents: Broaden Our Identity, Expand Our Membership, and Increase Our Influence, will drive the direction of the Teratology Society for the next five years. Copyright © 2013 Wiley Periodicals, Inc.

  15. Addressing challenges for future strategic-level emergency management: reframing, networking, and capacity-building.

    Science.gov (United States)

    Bosomworth, Karyn; Owen, Christine; Curnin, Steven

    2017-04-01

    The mounting frequency and intensity of natural hazards, alongside growing interdependencies between social-technical and ecological systems, are placing increased pressure on emergency management. This is particularly true at the strategic level of emergency management, which involves planning for and managing non-routine, high-consequence events. Drawing on the literature, a survey, and interviews and workshops with Australia's senior emergency managers, this paper presents an analysis of five core challenges that these pressures are creating for strategic-level emergency management. It argues that emphasising 'emergency management' as a primary adaptation strategy is a retrograde step that ignores the importance of addressing socio-political drivers of vulnerabilities. Three key suggestions are presented that could assist the country's strategic-level emergency management in tackling these challenges: (i) reframe emergency management as a component of disaster risk reduction rather than them being one and the same; (ii) adopt a network governance approach; and (iii) further develop the capacities of strategic-level emergency managers. © 2017 The Author(s). Disasters © Overseas Development Institute, 2017.

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

    DEFF Research Database (Denmark)

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

    2012-01-01

    such a gap between policy visions and their implementation in practice specific forms of strategic work is needed, according to new transformative ideas in spatial planning. The aim of this paper is to characterize the transformative capacities of this kind of strategic work at the spatial scale of the town...... in order to assess how such activities engage with sustainable transitions. The theoretical contribution of the paper is to compare strategic work performed in transformative forms of spatial planning with the strategic work intended in strategic niche management, which represent a change......-management process for enabling transitions. The study outlines the proactive spatial planning of a Danish local authority in order to illustrate how the strategic work performed in this kind of local development project represents a special form of niche management that is able to create room for innovation...

  17. A Study on Strategic Planning and Procurement of Medicals in Uganda’s Regional Referral Hospitals

    Science.gov (United States)

    2016-01-01

    This study was an analysis of the effect of strategic planning on procurement of medicals in Uganda’s regional referral hospitals (RRH’s). Medicals were defined as essential medicines, medical devices and medical equipment. The Ministry of Health (MOH) has been carrying out strategic planning for the last 15 years via the Health Sector Strategic Plans. Their assumption was that strategic planning would translate to strategic procurement and consequently, availability of medicals in the RRH’s. However, despite the existence of these plans, there have been many complaints about expired drugs and shortages in RRH’s. For this purpose, a third variable was important because it served the role of mediation. A questionnaire was used to obtain information on perceptions of 206 respondents who were selected using simple random sampling. 8 key informant interviews were held, 2 in each RRH. 4 Focus Group Discussions were held, 1 for each RRH, and between 5 and 8 staff took part as discussants for approximately three hours. The findings suggested that strategic planning was affected by funding to approximately 34% while the relationship between funding and procurement was 35%. The direct relationship between strategic planning and procurement was 18%. However when the total causal effect was computed it turned out that strategic planning and the related variable of funding contributed 77% to procurement of medicals under the current hierarchical model where MOH is charged with development of strategic plans for the entire health sector. Since even with this contribution there were complaints, the study proposed a new model called CALF which according to a simulation, if adopted by MOH, strategic planning would contribute 87% to effectiveness in procurement of medicals. PMID:28299158

  18. A study on strategic planning and procurement of medicals in Uganda’s regional referral hospitals

    Directory of Open Access Journals (Sweden)

    Ishak Kamaradi Masembe

    2016-12-01

    Full Text Available This study was an analysis of the effect of strategic planning on procurement of medicals in Uganda’s regional referral hospitals (RRH’s. Medicals were defined as essential medicines, medical devices and medical equipment. The Ministry of Health (MOH has been carrying out strategic planning for the last 15 years via the Health Sector Strategic Plans. Their assumption was that strategic planning would translate to strategic procurement and consequently, availability of medicals in the RRH’s. However, despite the existence of these plans, there have been many complaints about expired drugs and shortages in RRH’s. For this purpose, a third variable was important because it served the role of mediation. A questionnaire was used to obtain information on perceptions of 206 respondents who were selected using simple random sampling. 8 key informant interviews were held, 2 in each RRH. 4 Focus Group Discussions were held, 1 for each RRH, and between 5 and 8 staff took part as discussants for approximately three hours. The findings suggested that strategic planning was affected by funding to approximately 34% while the relationship between funding and procurement was 35%. The direct relationship between strategic planning and procurement was 18%. However when the total causal effect was computed it turned out that strategic planning and the related variable of funding contributed 77% to procurement of medicals under the current hierarchical model where MOH is charged with development of strategic plans for the entire health sector. Since even with this contribution there were complaints, the study proposed a new model called CALF which according to a simulation, if adopted by MOH, strategic planning would contribute 87% to effectiveness in procurement of medicals.

  19. A Study on Strategic Planning and Procurement of Medicals in Uganda's Regional Referral Hospitals.

    Science.gov (United States)

    Masembe, Ishak Kamaradi

    2016-12-31

    This study was an analysis of the effect of strategic planning on procurement of medicals in Uganda's regional referral hospitals (RRH's). Medicals were defined as essential medicines, medical devices and medical equipment. The Ministry of Health (MOH) has been carrying out strategic planning for the last 15 years via the Health Sector Strategic Plans. Their assumption was that strategic planning would translate to strategic procurement and consequently, availability of medicals in the RRH's. However, despite the existence of these plans, there have been many complaints about expired drugs and shortages in RRH's. For this purpose, a third variable was important because it served the role of mediation. A questionnaire was used to obtain information on perceptions of 206 respondents who were selected using simple random sampling. 8 key informant interviews were held, 2 in each RRH. 4 Focus Group Discussions were held, 1 for each RRH, and between 5 and 8 staff took part as discussants for approximately three hours. The findings suggested that strategic planning was affected by funding to approximately 34% while the relationship between funding and procurement was 35%. The direct relationship between strategic planning and procurement was 18%. However when the total causal effect was computed it turned out that strategic planning and the related variable of funding contributed 77% to procurement of medicals under the current hierarchical model where MOH is charged with development of strategic plans for the entire health sector. Since even with this contribution there were complaints, the study proposed a new model called CALF which according to a simulation, if adopted by MOH, strategic planning would contribute 87% to effectiveness in procurement of medicals.

  20. Navy Health Care Strategic Planning Process: A Draft Functional Description

    Science.gov (United States)

    1993-09-01

    contingencies will be in accordance with NMIMC contin- gency plans. Backup capability in case of communicatio failure or overoad (LAN or DDN) exists through...anticipated to be at 19.2 KBPS. Actual data transfer rates over this network will be slower due to the store and forward nature of an internet . Users...Sharing SAG Sub-Activity Group TCP/IP Transmission Control Protocol/ Internet Protocol TSO Time Sharing Option UIC Unit Identification Code VM Virtual

  1. Network evolution of body plans.

    Directory of Open Access Journals (Sweden)

    Koichi Fujimoto

    Full Text Available One of the major goals in evolutionary developmental biology is to understand the relationship between gene regulatory networks and the diverse morphologies and their functionalities. Are the diversities solely triggered by random events, or are they inevitable outcomes of an interplay between evolving gene networks and natural selection? Segmentation in arthropod embryogenesis represents a well-known example of body plan diversity. Striped patterns of gene expression that lead to the future body segments appear simultaneously or sequentially in long and short germ-band development, respectively. Moreover, a combination of both is found in intermediate germ-band development. Regulatory genes relevant for stripe formation are evolutionarily conserved among arthropods, therefore the differences in the observed traits are thought to have originated from how the genes are wired. To reveal the basic differences in the network structure, we have numerically evolved hundreds of gene regulatory networks that produce striped patterns of gene expression. By analyzing the topologies of the generated networks, we show that the characteristics of stripe formation in long and short germ-band development are determined by Feed-Forward Loops (FFLs and negative Feed-Back Loops (FBLs respectively, and those of intermediate germ-band development are determined by the interconnections between FFL and negative FBL. Network architectures, gene expression patterns and knockout responses exhibited by the artificially evolved networks agree with those reported in the fly Drosophila melanogaster and the beetle Tribolium castaneum. For other arthropod species, principal network architectures that remain largely unknown are predicted. Our results suggest that the emergence of the three modes of body segmentation in arthropods is an inherent property of the evolving networks.

  2. Coal Power Systems strategic multi-year program plans

    Energy Technology Data Exchange (ETDEWEB)

    None

    2001-02-01

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

  3. Demographics, strategic planning, and marketing: a low budget approach.

    Science.gov (United States)

    Summers, J

    1990-01-01

    Health care organizations with constrained planning budgets can access data sources which will be of great assistance in strategic and market analysis. The data described in this article can be obtained for $250 or less. For segmenting the market even further, down to the International Classification of Disease (ICD)-9 Code Level, the National Center for Health Statistics of the Department of Health and Human Services publishes an annual data book which indicates the use rates for every ICD-9 Code. This extremely valuable data source is all less than $10. Managers can take inexpensive data from the Census and from HHS and proceed to determine major opportunities and challenges facing their institutions. The same data then serve as the basis for planning about how to meet those challenges or take advantage of those opportunities. Finally, the same data will allow product line management to proceed on the basis of quantitative goals that are established in terms of the actual facts of the local situation. The skills required to perform these analyses are not complex, but the task is time intense.

  4. Designing a Fuzzy Strategic Integrated Multiechelon Agile Supply Chain Network

    Directory of Open Access Journals (Sweden)

    Morteza Abbasi

    2013-01-01

    Full Text Available This paper integrates production, distribution and logistics activities at the strategic decision making level, where the objective is to design a multiechelon supply chain network considering agility as a key design criterion. A network with five echelons of supply chains including suppliers, plants, distribution centers, cross-docks, and customer zones is addressed in this paper. The problem has been mathematically formulated as a biobjective optimization model that aims to minimize the cost (fixed and variable and maximize the plant flexibility and volume flexibility. A novel multiobjective parallel simulating annealing algorithm (MOPSA is proposed to obtain the Pareto-optimal solutions of the problem. The performance of the proposed solution algorithm is compared with two well-known metaheuristics, namely, nondominated sorting genetic algorithm (NSGA-II and Pareto archive evolution strategy (PAES. Computational results show that MOPSA outperforms the other metaheuristics.

  5. Strategic plan of the Canadian Institutes of Health Research Institute of Nutrition, Metabolism, and Diabetes

    Science.gov (United States)

    Sherman, Philip M; Makarchuk, Mary-Jo; Belanger, Paul; Roberts, Eve A

    2011-01-01

    The present document provides the new and updated strategic plan for the Institute of Nutrition, Metabolism, and Diabetes (INMD) of the Canadian Institutes of Health Research. This plan provides an overarching map for the strategic activities of the INMD during the five years from 2010 to 2014. These strategic priorities will guide the way that the INMD uses its resources over this period of time, and will provide opportunities to build new partnerships and strategic alliances that enhance and leverage the capacity to fund targeted research initiatives. PMID:22059161

  6. DEVELOPMENT OF INFORMATION TECHNOLOGY STRATEGIC PLANNING FOR MANUFACTURING INDUSTRY (CASE STUDY: PT MCM

    Directory of Open Access Journals (Sweden)

    Leonardus Hardjo

    2013-10-01

    Full Text Available IT Department in PT MCM has to carry out the duties and functions of developing solution to support the business unit in their operation and gain some benefits which should be obtained by using IT in manufacturing such as increasing efficiency, improving the effectivity in making decision and helping to promote the products. This study aims to design information technology strategic planning in accordance with the strategic plan. The research method is using the IT Strategic Planning framework of Alex Cullen and Marc Cecere. This study uses SWOT and IT Balanced Scorecard to analyze the needs of IT at PT MCM. The results of this study are recommended strategic steps to optimize the implementation of IT in the company to improve the performance from IT division to obtain the benefits by implementing IT in manufacturing and to form IT Blueprint, which is part of the information technology strategic plan in PT MCM.

  7. A neo-strategic planning approach to enhance local tobacco control programs.

    Science.gov (United States)

    Douglas, Malinda R; Carter, Sara Sally R; Wilson, Andrew P; Chan, Andie

    2015-01-01

    Research in tobacco control demonstrating best practices is widely disseminated; however, application at the local level is often difficult. Translating research into practice requires a concerted effort to develop an understanding of the evidence and how it can be applied within diverse contexts. A strategic planning infrastructure was developed to support the translation of evidence-based interventions into community practice. This paper highlights the strategic process of turning "know-what" into "know-how" to facilitate the strategic planning and implementation of tobacco control best practices at the local level. The purpose, people, process, and product strategies of knowledge management and translation provided a framework for the strategic planning infrastructure. The knowledge translation concepts of audience, motivations, and mechanisms were synergized in the neo-strategic planning component design. The participants were 20 community coalitions funded to implement local tobacco control programs. From 2004 to 2011, the strategic planners facilitated a cyclical process to translate research into practice using a trio of integrated tools, skill-building workshops on strategic planning, and grantee-driven technical assistance and consultation. In the short term, the usefulness of the strategic planning components to the programs was measured. The intermediate outcome was the successful movement of the community programs from the planning stage to the implementation stage. The achievement of community-level changes in planned tobacco control efforts was the overall outcome measure for the success of the local coalitions. Seventeen of 20 communities that began the planning process implemented strategic plans. All 17 of the programs implemented evidence-based practices, resulting in numerous tobacco-free policies, increased cessation, and increased support from the media and community. Bridging the gap between research and practice can enhance the practicality

  8. 75 FR 39493 - United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015

    Science.gov (United States)

    2010-07-09

    ... 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. The... administration and leadership of the agency is a revision of the FY 2007-2012 strategic plan. The USPTO's current...

  9. U.S. Department of Energy clean cities five-year strategic plan.

    Energy Technology Data Exchange (ETDEWEB)

    Cambridge Concord Associates

    2011-02-15

    Clean Cities is a government-industry partnership sponsored by the U.S. Department of Energy's (DOE) Vehicle Technologies Program, which is part of the Office of Energy Efficiency and Renewable Energy. Working with its network of about 100 local coalitions and more than 6,500 stakeholders across the country, Clean Cities delivers on its mission to reduce petroleum consumption in on-road transportation. In its work to reduce petroleum use, Clean Cities focuses on a portfolio of technologies that includes electric drive, propane, natural gas, renewable natural gas/biomethane, ethanol/E85, biodiesel/B20 and higher-level blends, fuel economy, and idle reduction. Over the past 17 years, Clean Cities coalitions have displaced more than 2.4 billion gallons of petroleum; they are on track to displace 2.5 billion gallons of gasoline per year by 2020. This Clean Cities Strategic Plan lays out an aggressive five-year agenda to help DOE Clean Cities and its network of coalitions and stakeholders accelerate the deployment of alternative fuel and advanced technology vehicles, while also expanding the supporting infrastructure to reduce petroleum use. Today, Clean Cities has a far larger opportunity to make an impact than at any time in its history because of its unprecedented $300 million allocation for community-based deployment projects from the American Recovery and Reinvestment Act (ARRA) (see box below). Moreover, the Clean Cities annual budget has risen to $25 million for FY2010 and $35 million has been requested for FY2011. Designed as a living document, this strategic plan is grounded in the understanding that priorities will change annually as evolving technical, political, economic, business, and social considerations are woven into project decisions and funding allocations. The plan does not intend to lock Clean Cities into pathways that cannot change. Instead, with technology deployment at its core, the plan serves as a guide for decision-making at both the

  10. Strategic Roadmap for the U.S. Geoscience Information Network

    Science.gov (United States)

    Allison, M. L.; Gallagher, K. T.; Richard, S. M.; Hutchison, V. B.

    2012-04-01

    An external advisory working group has prepared a 5-year strategic roadmap for the U.S. Geoscience Information Network (USGIN). USGIN is a partnership of the Association of American State Geologists (AASG) and the U.S. Geological Survey (USGS), who formally agreed in 2007 to develop a national geoscience information framework that is distributed, interoperable, uses open source standards and common protocols, respects and acknowledges data ownership, fosters communities of practice to grow, and develops new Web services and clients. The intention of the USGIN is to benefit the geological surveys by reducing the cost of online data publication and access provision, and to benefit society through easier (lower cost) access to public domain geoscience data. This information supports environmental planning, resource-development, hazard mitigation design, and decision-making. USGIN supposes that sharing resources for system development and maintenance, standardizing data discovery and creating better access mechanisms, causes cost of data access and maintenance to be reduced. Standardization in a wide variety of business domains provides economic benefits that range between 0.2 and 0.9% of the gross national product. We suggest that the economic benefits of standardization also apply in the informatics domain. Standardized access to rich data resources will create collaborative opportunities in science and business. Development and use of shared protocols and interchange formats for data publication will create a market for user applications, facilitating geoscience data discovery and utility for the benefit of society. The USGIN Working Group envisions further development of tools and capabilities, in addition to extending the community of practice that currently involves geoinformatics practitioners from the USGS and AASG. Promoting engagement and participation of the state geological surveys, and increasing communication between the states, USGS, and other

  11. Strategic Planning of Spreading Activity on the Basis of Accountancy Information

    OpenAIRE

    MONICA PĂTRUŢESCU

    2008-01-01

    Strategic planning of spreading refers to the allotment of long term resources, under the conditions when they are variable. Thus, providing finite products on for a developing market or for other market segments, the use of some new distribution channels or means of transport, are decisions that should be adopted at the level of strategic planning. The strategy within spreading domain is elaborated on the basis of some plans and programs that comprise the sales estimated for a certain time h...

  12. Proposal for a strategic management plan for experimental agricultural and academic farm "El Cairo" of Arauca

    OpenAIRE

    Elías Nieves; Lilia Teresa Bermudez; Luis Felipe Rodríguez

    2014-01-01

    This paper presents a design for a strategic management plan for the Experimental Agricultural and Academic Farm: El Cairo of the Universidad Nacional de Colombia, Orinoquia branch. A non-experimental methodological design was used, from which a situational analysis of the farm was generated, which was used as a basis to formulate and design a Strategic Management plan for a five-year period. It was concluded that the current organization and management plan does not meet the mission objectiv...

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

    Science.gov (United States)

    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.

  14. Stronger communities? Changing prospects for community-led strategic planning in New Zealand

    Directory of Open Access Journals (Sweden)

    Bruno Brosnan

    2010-12-01

    Full Text Available New Zealand’s Local Government Act 2002 ushered in a new phase in local government, a phase that is best characterised by the term ‘empowerment’. Not only were councils empowered to promote social, economic, environmental and cultural well-being, in contrast with previous more prescriptive legislation, but citizens were empowered to engage in community-led strategic planning. In many respects the new statute reflected contemporary international public management trends in which governance is increasingly being conducted via networks of public and private actors. However, with the change of government from a centre-left Labour-led coalition to a centre-right National-led government following the November 2008 general election, it is less certain that local government and communities will continue to experience a strengthening of the pluralisation of governance that has been a feature of the past decade. This article argues that the potential disempowerment of local government, and possible attenuation of community-led strategic planning in New Zealand, comes at a time when the momentum for devolution to local government and other communities is increasing elsewhere.

  15. Evolutionistic or revolutionary paths? A PACS maturity model for strategic situational planning.

    Science.gov (United States)

    van de Wetering, Rogier; Batenburg, Ronald; Lederman, Reeva

    2010-07-01

    While many hospitals are re-evaluating their current Picture Archiving and Communication System (PACS), few have a mature strategy for PACS deployment. Furthermore, strategies for implementation, strategic and situational planning methods for the evolution of PACS maturity are scarce in the scientific literature. Consequently, in this paper we propose a strategic planning method for PACS deployment. This method builds upon a PACS maturity model (PMM), based on the elaboration of the strategic alignment concept and the maturity growth path concept previously developed in the PACS domain. First, we review the literature on strategic planning for information systems and information technology and PACS maturity. Secondly, the PMM is extended by applying four different strategic perspectives of the Strategic Alignment Framework whereupon two types of growth paths (evolutionistic and revolutionary) are applied that focus on a roadmap for PMM. This roadmap builds a path to get from one level of maturity and evolve to the next. An extended method for PACS strategic planning is developed. This method defines eight distinctive strategies for PACS strategic situational planning that allow decision-makers in hospitals to decide which approach best suits their hospitals' current situation and future ambition and what in principle is needed to evolve through the different maturity levels. The proposed method allows hospitals to strategically plan for PACS maturation. It is situational in that the required investments and activities depend on the alignment between the hospital strategy and the selected growth path. The inclusion of both strategic alignment and maturity growth path concepts make the planning method rigorous, and provide a framework for further empirical research and clinical practice.

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

    CERN Document Server

    Bryson, John M; Alston, Farnum K

    2011-01-01

    Based on John Bryson's acclaimed comprehensive approach to strategic planning, the Implementing and Sustaining Your Strategic Plan workbook provides a step-by-step process, tools, techniques, and worksheets to help successfully implement, manage, and troubleshoot an organization's strategy over the long haul. This new and immensely practical workbook helps organizations work through the typical challenges of leading implementation for sustained change. It spotlights the importance of effective leadership for long-term successful strategic plan implementation. The authors include a wealth of to

  17. STRATEGIC PLANNING AS A NECESSARY PREREQUISITE TO SUCCESSFUL PROGRAM BUDGETING IN GEORGIA

    Directory of Open Access Journals (Sweden)

    D. Oboladze

    2016-06-01

    Full Text Available This article gives answers to following important questions: What are the main tasks and aims of strategic planning and program budgeting in the context of managing the public finances? Why the introduction of linking between strategic planning and program budgeting, oriented to the result, is important in Georgia? The paper emphasizes the efforts of Georgian authorities to implement performance-based program budgeting. Based on the initial results, authorities decided to establish a link between strategic planning and budgeting, as a condition for implementing performance-based budgeting. It presents steps toward this goal and outlines some remarks on future measures.

  18. Innovative Methods in Strategic Planning of Foreign Economic Activity of Enterprises

    Directory of Open Access Journals (Sweden)

    Valentyna Yakubiv

    2017-12-01

    Full Text Available Changes in the external conditions of business in Ukraine, European integration vector of the country development, and possibilities of import/export operations facilitate foreign trade. Modern methods of strategic management and strategic diagnostics should be developed in line with international requirements and needs of managers in Ukraine and partners abroad. Therefore substantiation of innovation trends for enterprise development strategies on the international arena as a constituent of stable economy is important and necessary. The purpose of this article is to define innovative approaches to planning, development and implementation of strategies and to develop a comprehensive diagnosis of the strategic potential of foreign economic activity. During the research, the following methods: logical abstraction, modeling, PEST-analysis, systems analysis, graphic. The main results of the study are: 1 disclosure of the features of the construction of strategic management in international business; 2 analysis of European and American practices of strategic management of foreign economic activity of enterprises; 3 study of algorithmic scheme of strategic management in the Ukraine; 4 justification of methods of three-level system of strategic analysis using matrix methods of assessment; 5 the classification of the main methods of matrix analysis within groups: macro, meso, macro level; 6 a comprehensive diagnosis of the strategic potential of foreign economic activity of enterprises in Ukraine. The study proved the main areas of innovation and strategic principles of international management and comprehensive methodology for strategic planning matrix based on innovative methods.

  19. A Different Approach to Strategic Planning Using Appreciative Inquiry

    Directory of Open Access Journals (Sweden)

    Jason Openo

    2016-08-01

    Full Text Available The interview describes the integration of Appreciative Inquiry (AI into the strategic planning cycle at Medicine Hat College. Appreciative Inquiry can play a powerful role in initiating and managing change through the process of asking generative questions. AI increases the possibility of introducing successful and transformative change at all levels within an organization. The interview was conducted in December 2015 by Innovations in Practice Editor Jennifer Easter. Dans l’entretien, il s’agit de l’intégration de l’enquête appréciative (Appreciative Inquiry en cycle de planification stratégique au Medicine Hat College. L’enquête appréciative peut jouer un rôle vigoureux dans l’initiation et la gestion de changement par le processus de poser des questions génératrices. L’enquête appréciative augmente la possibilité d’introduire le changement réussi et significatif à tous les niveaux d’une organisation. L’entretien a été mené en décembre de 2015 par Jennifer Easter, la rédactrice d’Innovations in Practice.

  20. ICT strategic planning at public higher educational organizations: building an approach through action research at UNIRIO

    Directory of Open Access Journals (Sweden)

    Luiza Goncalves de Paula

    2015-10-01

    Full Text Available This paper ́s main contribution is the description of the process and experience in developing Information and Communication Technology strategic planning at a Brazilian public higher education institution. Action research was used as the scientific method and each of its research steps are presented. It also presents the instruments that were built for assessing organizational needs, the institutional diagnosis form, the required adaptations in the SISP ICT strategic planning model, as well as the reflections about the ICT strategic development process for this particular organizational context. The results evidence the feasibility of use and adaptability of the SISP ICT strategic planning model, enabling the effective ICT strategic development in similar contexts.

  1. The Wetland and Aquatic Research Center strategic science plan

    Science.gov (United States)

    ,

    2017-02-02

    IntroductionThe U.S. Geological Survey (USGS) Wetland and Aquatic Research Center (WARC) has two primary locations (Gainesville, Florida, and Lafayette, Louisiana) and field stations throughout the southeastern United States and Caribbean. WARC’s roots are in U.S. Fish and Wildlife Service (USFWS) and National Park Service research units that were brought into the USGS as the Biological Research Division in 1996. Founded in 2015, WARC was created from the merger of two long-standing USGS biology science Centers—the Southeast Ecological Science Center and the National Wetlands Research Center—to bring together expertise in biology, ecology, landscape science, geospatial applications, and decision support in order to address issues nationally and internationally. WARC scientists apply their expertise to a variety of wetland and aquatic research and monitoring issues that require coordinated, integrated efforts to better understand natural environments. By increasing basic understanding of the biology of important species and broader ecological and physiological processes, this research provides information to policymakers and aids managers in their stewardship of natural resources and in regulatory functions.This strategic science plan (SSP) was developed to guide WARC research during the next 5–10 years in support of Department of the Interior (DOI) partnering bureaus such as the USFWS, the National Park Service, and the Bureau of Ocean Energy Management, as well as other Federal, State, and local natural resource management agencies. The SSP demonstrates the alignment of the WARC goals with the USGS mission areas, associated programs, and other DOI initiatives. The SSP is necessary for workforce planning and, as such, will be used as a guide for future needs for personnel. The SSP also will be instrumental in developing internal funding priorities and in promoting WARC’s capabilities to both external cooperators and other groups within the USGS.

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

    Science.gov (United States)

    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.

  3. Applying the lessons of strategic urban planning learned in the developing world to the Netherlands: a case study of three industrial area development projects

    NARCIS (Netherlands)

    de Graaf, Robin S.; Dewulf, Geert P.M.R.

    2010-01-01

    Worldwide there is an increasing interest in strategic urban planning. Strategic urban planning is a way of urban planning that is based on strategic planning principles common in the business sector. The need for strategic urban planning is recognized and acknowledged in developing countries, but

  4. Strategic Planning in 2005-2007: Not Your Daddy's Big Thick Binder!

    Science.gov (United States)

    Burnham, Peter F.

    2007-01-01

    Effective strategic planning for community colleges contains four key elements: (1) It must be mission driven; (2) It must be integrated with capability and resources; (3) It must define measurable standards for determining outcomes; and (4) It must be transparent in its intent and strategic goals to all levels of the organization. Using a…

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

    Science.gov (United States)

    Gantt, Laura T

    2010-01-01

    While simulation laboratories for clinical nursing education are predicted to grow, budget cuts may threaten these programs. One of the ways to develop a new lab, as well as to keep an existing one on track, is to develop and regularly update a strategic plan. The process of planning not only helps keep the lab faculty and staff apprised of the challenges to be faced, but it also helps to keep senior level management engaged by reason of the need for their input and approval of the plan. The strategic planning documents drafted by those who supervised the development of the new building and Concepts Integration Labs (CILs) helped guide and orient faculty and other personnel hired to implement the plan and fulfill the vision. As the CILs strategic plan was formalized, the draft plans, including the SWOT analysis, were reviewed to provide historical perspective, stimulate discussion, and to make sure old or potential mistakes were not repeated.

  6. Strategic assessment of capacity consumption in railway networks: Framework and model

    DEFF Research Database (Denmark)

    Jensen, Lars Wittrup; Landex, Alex; Nielsen, Otto Anker

    2017-01-01

    In this paper, we develop a new framework for strategic planning purposes to calculate railway infrastructure occupation and capacity consumption in networks, independent of a timetable. Furthermore, a model implementing the framework is presented. In this model different train sequences...... are generated and assessed to obtain timetable independence. A stochastic simulation of delays is used to obtain the capacity consumption. The model is tested on a case network where four different infrastructure scenarios are considered. Both infrastructure occupation and capacity consumption results...... are obtained efficiently with little input. The case illustrates the model's ability to quantify the capacity gain from infrastructure scenario to infrastructure scenario which can be used to increase the number of trains or improve the robustness of the system....

  7. Strategic Enterprise Architecture Design and Implementation Plan for the Montana Department of Transportation

    Science.gov (United States)

    2016-08-01

    The purpose of this research report is to develop a Strategic Enterprise Architecture (EA) Design and Implementation Plan for the Montana Department of Transportation (MDT). Information management systems are vital to maintaining the States transp...

  8. Updating Rhode Island's Strategic Highway Safety Plan (SHSP) : an RSPCB Peer Exchange

    Science.gov (United States)

    2012-03-01

    In January 2012, Rhode Island kicked off its Strategic Highway Safety Plan : (SHSP) update with a leadership committee meeting where key safety : stakeholders presented an overview of Rhode Islands accomplishments since : initial SHSP approval in ...

  9. Preparing for the Update of New Hampshire's Strategic Highway Safety Plan : An RSPCB Peer Exchange

    Science.gov (United States)

    2011-05-01

    This report provides a summary of a peer exchange sponsored by the New : Hampshire Department of Transportation (NHDOT) that focused on updating : New Hampshires Strategic Highway Safety Plan (SHSP) and establishing a : Toward Zero Deaths (TZD) in...

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2007-11-01

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

  11. CORPORATE STRATEGY: RELATIONSHIP BETWEEN THE IDP, IEP AND PLANNING STRATEGIC IN IFB

    Directory of Open Access Journals (Sweden)

    Pedro Henrique Rodrigues de Camargo Dias

    2017-08-01

    Full Text Available This study aims to identify and characterize the relationship of the Institutional Development Plan - IDP -, Institutional Educational Project - IEP, - and the strategic planning, specifically in the context of organizational effectiveness.  IDP, IEP and Strategic Planning at the Federal Institution of Brasilia (Instituto Federal de Brasilia IFB interrelate and interact due to its strategic nature and focus on organizational results. The qualitative study of applied nature and exploratory personality, is instrumentalized by documentary techniques  and semi-structured interviews and content analysis. The results showed that the efficient integration of IDP, IEP and Strategic Planning, and also communicate the mission, objectives and institutional goals, corroborate the construction of a reference institution with the quality of education, stating its social function, guiding the action of servers and managers.

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

    Energy Technology Data Exchange (ETDEWEB)

    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.

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

    Data.gov (United States)

    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...

  14. Highways of the future : a strategic plan for highway infrastructure research and development

    Science.gov (United States)

    2008-07-01

    This Highways of the FutureA Strategic Plan for Highway Infrastructure Research and Development was developed in response to a need expressed by the staff of the Federal Highway Administration (FHWA) Office of Infrastructure Research and Developme...

  15. Strategic Planning by the Chairmen, Joint Chiefs of Staff, 1990 to 2005

    National Research Council Canada - National Science Library

    Meinhart, RIchard

    2006-01-01

    Military leaders at many levels have used strategic planning in various ways to position their organizations to respond to the demands of the current situation, while simultaneously focusing on future challenges...

  16. Talk to the hand: strategic spatial planning as persuasive storytelling of the Loop City

    DEFF Research Database (Denmark)

    Olesen, Kristian

    2017-01-01

    the persuasive power of spatial concepts and supportive storylines in bringing transport infrastructure projects onto the national policy agenda. In conclusion, the paper calls for critical attention to the rationalities underpinning practices of persuasive storytelling in contemporary strategic spatial planning....

  17. Take Five Strategic Planning Steps, and Turn School Goals into Realities.

    Science.gov (United States)

    Martisko, Les; Ammentorp, William

    1986-01-01

    Identifies five steps in the development of strategic planning: identification of goals, development of programs, setting of priorities, implementation of programs, and evaluation. Includes discussion of the five stages and the uses of microcomputers. (MD)

  18. Redesign of occupational health service operations--strategic planning and evaluation.

    Science.gov (United States)

    Tobias, Beverley; Burnes-Line, Bernadette; Pellarin, Margaret

    2008-10-01

    This article describes the strategic planning process used by a major academic medical center to redesign the employee health service. The steps in the process are discussed and data demonstrating the success of the program redesign are presented.

  19. Human Health Risk Assessment Strategic Research Action Plan 2012-2016

    Science.gov (United States)

    This document outlines the strategic plan for EPA’s Human Health Risk Assessment research efforts, and how they support and are integrated into the overall research portfolio of the Agency’s Office of Research and Development.

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

    Science.gov (United States)

    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)

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

    National Research Council Canada - National Science Library

    Iuliana CETINĂ; Ionel DUNITRU; Violeta RĂDULESCU

    2010-01-01

    .... 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...

  2. Hospital development plans: a new tool to break ground for strategic thinking in Tanzanian hospitals.

    Science.gov (United States)

    Flessa, Steffen

    2005-12-01

    Tanzanian hospitals suffer from underfunding and poor management. In particular, planning and strategic thinking need improvement. Cultural values such as subordination, risk aversion, and high time preference, together with a long history of socialist government, result in lack of responsibility, accountability, and planning. This has been addressed by the health sector reform with its focus on decentralization, strengthened by the introduction of basket funding facilitated by the Comprehensive Council Health Plans. As a consequence of this the next logical step is to improve the authority of regional and district hospitals in the use of their resources by introducing hospital development plans. These strategic plans were introduced as tools of strategic planning in 2001 by the Kreditanstalt für Wiederaufbau in close collaboration with the Tanzanian Ministry of Health, binding the release of rehabilitation funds to presentation of a strategic hospital plan. This study examines the rationale and content of hospital development plans. Initial experiences are discussed. The quality of presented plans has steadily improved, but there is a tendency for hospitals with a close connection to development partners to present well prepared reports while other hospitals have severe problems fulfilling the requirements. For many hospitals it is in fact the first time that they have had to define their functions and future role, thus breaking ground for strategic thinking.

  3. Improving Strategic Planning for Federal Public Health Agencies Through Collaborative Strategic Management

    Science.gov (United States)

    2013-03-01

    Nutt and R. Backoff, “Transforming Public Organizations with Strategic Management and Strategic Leadership ,” Journal of Management 19.2 (1993): 299...Crisis Shared decisions about how to manage the collaboration Visionary leadership Shared resources Organizational Determinants Perceived...1978. Miller, G. “Unique Public-Sector Strategies.” Public Productivity & Management Review 13.2 (1989): 133–144. Mintzberg , H. The

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

    OpenAIRE

    Ade Oyedijo

    2012-01-01

    This study examined the organizational and environmental antecedents and performance outcomes of strategic planning practices in 46 federal and state owned universities in Nigeria. We used a multiple – informant survey research method to obtain information on the extent to which the strategic planning practices of the respondent universities conform with established normative criteria of vision and mission development, external environmental analysis, setting of long-term objectives, the deve...

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

    Energy Technology Data Exchange (ETDEWEB)

    Souza, Paulo R.C. de

    1995-12-31

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

  6. Strategic Planning And Its Relationship With Business Performance Among Small And Medium Enterprises In South Africa

    OpenAIRE

    Maxwell Sandada; David Pooe; Manilall Dhurup

    2014-01-01

    Strategic planning is a business tool that small and medium businesses need in todays dynamic and highly competitive business environment. It has a potential to cushion these enterprises from such unpredictable harsh business conditions. The purpose of this paper was to establish the relationship between strategic planning practices and business performance among SMEs in the Gauteng province of South Africa. Data were analysed from 200 useable questionnaires that were distributed to SME owner...

  7. ICT STRATEGIC PLANNING AT PUBLIC HIGHER EDUCATIONAL ORGANIZATIONS: BUILDING AN APPROACH THROUGH ACTION RESEARCH AT UNIRIO

    OpenAIRE

    Luiza Goncalves de Paula; Renata Mendes Araujo; Asterio Kiyoshi Tanaka; Claudia Cappelli

    2015-01-01

    ABSTRACT This paper's main contribution is the description of the process and experience in developing Information and Communication Technology strategic planning at a Brazilian public higher education institution. Action research was used as the scientific method and each of its research steps are presented. It also presents the instruments that were built for assessing organizational needs, the institutional diagnosis form, the required adaptations in the SISP ICT strategic planning model, ...

  8. STRATEGIC PLANNING AS A NECESSARY PREREQUISITE TO SUCCESSFUL PROGRAM BUDGETING IN GEORGIA

    OpenAIRE

    OBOLADZE D.

    2016-01-01

    This article gives answers to following important questions: What are the main tasks and aims of strategic planning and program budgeting in the context of managing the public finances? Why the introduction of linking between strategic planning and program budgeting, oriented to the result, is important in Georgia? The paper emphasizes the efforts of Georgian authorities to implement performance-based program budgeting. Based on the initial results, authorities decided to establish a link bet...

  9. State and urban area homeland security strategy v3.0 : evolving strategic planning

    OpenAIRE

    Chen, Darren

    2006-01-01

    CHDS State/Local This thesis proposes to overhaul the state and urban area homeland security strategy program by improving the strategic planning process, guidance and assistance, and strategy review in collaboration with state and local stakeholders. Federal, state, and local reviewers regard the current state and urban homeland security strategies as generally inadequate and indicative of limited strategic planning processes. Comprehensive, enterprise-wide homeland security strategie...

  10. A Systematic, Automated Network Planning Method

    DEFF Research Database (Denmark)

    Holm, Jens Åge; Pedersen, Jens Myrup

    2006-01-01

    This paper describes a case study conducted to evaluate the viability of a systematic, automated network planning method. The motivation for developing the network planning method was that many data networks are planned in an adhoc manner with no assurance of quality of the solution with respect...... to consistency and long-term characteristics. The developed method gives significant improvements on these parameters. The case study was conducted as a comparison between an existing network where the traffic was known and a proposed network designed by the developed method. It turned out that the proposed...... network performed better than the existing network with regard to the performance measurements used which reflected how well the traffic was routed in the networks and the cost of establishing the networks. Challenges that need to be solved before the developed method can be used to design network...

  11. Exotic mosquito threats require strategic surveillance and response planning.

    Science.gov (United States)

    Webb, Cameron E; Doggett, Stephen L

    2016-12-14

    Mosquito-borne diseases caused by endemic pathogens such as Ross River, Barmah Forest and Murray Valley encephalitis viruses are an annual concern in New South Wales (NSW), Australia. More than a dozen mosquito species have been implicated in the transmission of these pathogens, with each mosquito occupying a specialised ecological niche that influences their habitat associations, host feeding preferences and the environmental drivers of their abundance. The NSW Arbovirus Surveillance and Mosquito Monitoring Program provides an early warning system for potential outbreaks of mosquito-borne disease by tracking annual activity of these mosquitoes and their associated pathogens. Although the program will effectively track changes in local mosquito populations that may increase with a changing climate, urbanisation and wetland rehabilitation, it will be less effective with current surveillance methodologies at detecting or monitoring changes in exotic mosquito threats, where different surveillance strategies need to be used. Exotic container-inhabiting mosquitoes such as Aedes aegypti and Ae. albopictus pose a threat to NSW because they are nuisance-biting pests and vectors of pathogens such as dengue, chikungunya and Zika viruses. International movement of humans and their belongings have spread these mosquitoes to many regions of the world. In recent years, these two mosquitoes have been detected by the Australian Government Department of Agriculture and Water Resources at local airports and seaports. To target the detection of these exotic mosquitoes, new trapping technologies and networks of surveillance locations are required. Additionally, incursions of these mosquitoes into urban areas of the state will require strategic responses to minimise substantial public health and economic burdens to local communities.

  12. Northwest Boreal Landscape Conservation Cooperative strategic plan 2015 - 2025

    Science.gov (United States)

    Markon, Carl; Schroff, Eric

    2016-01-01

    The Northwest Boreal Landscape Conservation Cooperative (NWB LCC) is a voluntary, diverse, self-directed management-science partnership, informing and promoting integrated science, sustainable natural and cultural resource management, and conservation to address impacts of climate change and other stressors within and across ecosystems. The NWB LCC area includes parts of Alaska, Yukon, Northwest Territories, and British Columbia. Our partnership reflects both the broad geographic scope and an extensive array of active and engaged participants including resource management organizations, government representatives, policy makers, Tribes and First Nations, industry leaders, researchers, non-governmental organizations, and research/education institutions. Bringing together diverse partners will help assure the northwest boreal is a functioning, sustainable landscape. We live in an era of profound conservation challenges, including the loss and fragmentation of habitats, genetic isolation, invasive species, and unnatural wildfire. The effects of rapidly changing climate are already evident on the landscape. In these circumstances, it is imperative that natural resource management agencies, science providers, Tribes, First Nations, conservation organizations, and other stakeholders work together to understand the drivers and impacts of landscape change and to determine how best to address those challenges. Further, it is essential that the public and communities receive clear communication about the vision and activities of the NWB LCC. Open public access to NWB LCC activities and products will promote acceptance and support of the science that guides potential changes in management action and conservation strategy. This strategic plan provides a great opportunity for the NWB LCC to share our approach and intentions to the LCC members, collaborators, communities, and the public at large.

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

    Science.gov (United States)

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

    2012-01-01

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

  14. Identifying and removing the barriers to strategic marketing planning within medical practices.

    Science.gov (United States)

    Henthorne, B H; Henthorne, T L

    1993-01-01

    Physicians practice in a constantly changing environment, exacerbating the need for strategic marketing planning. The evolution of marketing planning within the medical industry parallels that of other industries in some respects, yet, in most instances it has not reached the level of sophistication necessary to be an effective tool. There are distinct barriers that impinge upon the marketing planning process within medical practices. Identifying and removing those barriers can facilitate the implementation of strategic marketing planning within medical practices, thereby contributing to their future viability in the market.

  15. Tourism-planning network knowledge dynamics

    DEFF Research Database (Denmark)

    Dredge, Dianne

    2014-01-01

    This chapter explores the characteristics and functions of tourism networks as a first step in understanding how networks facilitate and reproduce knowledge. A framework to progress understandings of knowledge dynamics in tourism networks is presented that includes four key dimensions: context......, network agents, network boundaries and network resources. A case study of the development of the Next Generation Tourism Handbook (Queensland, Australia), a policy initiative that sought to bring tourism and land use planning knowledge closer together is presented. The case study illustrates...... that the tourism policy and land use planning networks operate in very different spheres and that context, network agents, network boundaries and network resources have a significant influence not only on knowledge dynamics but also on the capacity of network agents to overcome barriers to learning and to innovate....

  16. Implementing Strategic Planning Capabilities Within the Mars Relay Operations Service

    Science.gov (United States)

    Hy, Franklin; Gladden, Roy; Allard, Dan; Wallick, Michael

    2011-01-01

    Since the Mars Exploration Rovers (MER), Spirit and Opportunity, began their travels across the Martian surface in January of 2004, orbiting spacecraft such as the Mars 2001 Odyssey orbiter have relayed the majority of their collected scientific and operational data to and from Earth. From the beginning of those missions, it was evident that using orbiters to relay data to and from the surface of Mars was a vastly more efficient communications strategy in terms of power consumption and bandwidth compared to direct-to-Earth means. However, the coordination between the various spacecraft, which are largely managed independently and on differing commanding timelines, has always proven to be a challenge. Until recently, the ground operators of all these spacecraft have coordinated the movement of data through this network using a collection of ad hoc human interfaces and various, independent software tools. The Mars Relay Operations Service (MaROS) has been developed to manage the evolving needs of the Mars relay network, and specifically to standardize and integrate the relay planning and coordination data into a centralized infrastructure. This paper explores the journey of developing the MaROS system, from inception to delivery and acceptance by the Mars mission users.

  17. THE CORRELATION BETWEEN STRATEGIC PLANNING AND ECONOMIC MOROCCAN SME’s PERFORMANCE

    Directory of Open Access Journals (Sweden)

    Hassan ABBAR

    2016-11-01

    Full Text Available Among management activities, the strategic function retains increasingly attention of authors being interested in SME's (small and medium-sized enterprise performance. Indeed, there are many authors who think that by following a strategy building formal process, SMEs can increase chances of success, while others consider that by trusting their manager’s intuition, SMEs can stimulate creativity and develop important competitive advantages at the same time. Further to these controversies, we aim through this communication to partake in this debate mattering to both researchers and managers by revising the relation between strategic planning and SMEs' economic performance. So as to handle this matter, we verify nearby 100 Moroccan SMEs, the degree of importance they grant to strategic planning. We also examine how SMEs strategic planning may or not be associated with their economic performance as measured by average variation sales over the last three years.

  18. Place branding in strategic spatial planning: a content analysis of development plans, strategic initiatives and policy documents for Portugal 2014-2020

    NARCIS (Netherlands)

    da Silva Oliveira, Eduardo

    2015-01-01

    Purpose First, this article aims to depict the theoretical links between place branding and strategic spatial planning in order to provide further theoretical and conceptual foundations. Secondly, it aims to explore the roots of place branding theory and practice in Portugal, as well as how place

  19. STRATEGIC PLANNING AT THE ENTERPRISE: APPLICATION OF A METHOD OF THE ANALYSIS OF HIERARCHIES FOR THE STRATEGIC ACTIVITY MONITORING

    Directory of Open Access Journals (Sweden)

    Ilya V. Samarin

    2014-01-01

    Full Text Available The technique of application of a method of the analysis of hierarchiesfor the solution of problems of monitoring of activity of the enterprise onadvance to a strategic objective in the course of implementation of thecurrent medium-term plan is presented. Problems of an assessment of astate and situation forecasting to the termination of the current planningperiod are considered. The matrix method which is the return method ofthe analysis of hierarchies, allowing to estimate and predict a situationwith implementation of the plan in all structures of the enterprise andrealizing procedure of strategic monitoring at the enterprise is developed. Statistical and analytical methods of the solution of a problemof forecasting are presented. For the solution of a task the statisticalmethod developed algorithm of the numerical solution of a task and itsflowchart is submitted. An algorithm for solving the problem of determination of the integral strategic risk the implementation of the set ofevents. Shows an example of solving the problem of determination ofthe degree of achievement of the intermediate objectives for the knownvalues of the degree of implementation of all stipulated by a plan ofactions (works for the six-level hierarchical scheme.

  20. Hubness of strategic planning and sociality influences depressive mood and anxiety in College Population.

    Science.gov (United States)

    Yun, Je-Yeon; Choi, Yoobin; Kwon, Yoonhee; Lee, Hwa Young; Choi, Soo-Hee; Jang, Joon Hwan

    2017-12-19

    Depressive mood and anxiety can reduce cognitive performance. Conversely, the presence of a biased cognitive tendency may serve as a trigger for depressive mood-anxiety. Previous studies have largely focused on group-wise correlations between clinical-neurocognitive variables. Using network analyses for intra-individual covariance, we sought to decipher the most influential clinical-neurocognitive hub in the differential severity of depressive-anxiety symptoms in a college population. Ninety college students were evaluated for depressive-anxiety symptoms, Minnesota multiphasic personality inventory-2(MMPI-2), and neuro-cognition. Weighted and undirected version of the intra-individual covariance networks, comprised of 18 clinical-neurocognitive variables satisfied small-worldness and modular organization in the sparsity range of K = 0.20-0.21. Furthermore, betweenness centrality of perseverative error for the Wisconsin card sorting test was reduced in more depressive individuals; higher anxiety was related to the increased betweenness centrality of MMPI-2 clinical scale 0(Si). Elevated edge-betweenness centrality of covariance between the MMPI-2 clinical scale 7(Pt) versus commission error of the continuous performance test predicted more anxiety higher than depressive mood. With intra-individual covariance network of clinical-neurocognitive variables, this study demonstrated critical drivers of depressive mood[attenuated influence of strategic planning] or anxiety[domination of social introversion/extroversion, in addition to the influence of compulsivity-impulsivity covariance as a shortcut component among various clinical-neurocognitive features].

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

    Science.gov (United States)

    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.

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

    NARCIS (Netherlands)

    Carmona, M.; Burgess, R.

    2001-01-01

    This book draws upon the ongoing research activities of agiobal network of urban researchers - the IBIS network. The IBIS network is a European Community funded network of four European universities and South American universities. The network involves postgraduate student exchanges and the

  3. Strategic operations planning - it's not just for wilderness! How the Strategic Operations Planner can help

    Science.gov (United States)

    Charles W. McHugh; Stu Hoyt; Brett Fay

    2015-01-01

    The Strategic Operational Planner (SOPL) wildland fire management position was created in the United States in 2009 to reflect updated terminology. SOPL merges the former Fire Use Manager positions (FUM1 and FUM2) and is now an established position within the Incident Command System. Traditionally, the FUM positions and the SOPL have been used on incidents managed for...

  4. Integration of strategic environmental assessment in spatial planning

    DEFF Research Database (Denmark)

    Kørnøv, Lone

    The paper explores the similarities between the content of the EU directive, SEA practice and the existing spatial planning in Denmark, and how SEA can be integrated into plan making and plan implementation.......The paper explores the similarities between the content of the EU directive, SEA practice and the existing spatial planning in Denmark, and how SEA can be integrated into plan making and plan implementation....

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

    Science.gov (United States)

    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.

  6. A 3-Component Approach Incorporating Focus Groups in Strategic Planning for Sexual Violence Prevention.

    Science.gov (United States)

    Cruz, Theresa H; Hess, Julia Meredith; Woelk, Leona; Bear, Samantha

    2016-01-01

    Sexual violence is of special concern in New Mexico because of the presence of large priority populations in which its prevalence is high. This article describes a 3-component approach to developing a strategic plan to prevent sexual violence in the state that consisted of an advisory group, subject matter experts, and focus groups from geographically and demographically diverse communities. Both common and community-specific themes emerged from the focus groups and were included in the strategic plan. By incorporating community needs and experiences, this approach fosters increased investment in plan implementation.

  7. Are Small and Medium Enterprises (SMEs Planning for Strategic Marketing in South Africa?

    Directory of Open Access Journals (Sweden)

    van Scheers Louise

    2016-01-01

    Full Text Available Substantial evidence shows that strategic marketing planning leads to increased small business performance, yet most small business owners do not draw up a plan for their businesses. This paper presents the results of a secondary research survey on strategic marketing planning of SMEs in South Africa. They indicate that while the higher performing SMEs give a higher priority to marketing than to other business functions, they are still sales- or production-oriented. The higher performing SMEs are more aware of strategic planning tools. They compete with value-added products and good buyer-seller relationships. The findings suggest that broad, small business marketing principles to some extent contribute to the success of SMEs.

  8. Proposal for a strategic management plan for experimental agricultural and academic farm "El Cairo" of Arauca

    Directory of Open Access Journals (Sweden)

    Elías Nieves

    2014-04-01

    Full Text Available This paper presents a design for a strategic management plan for the Experimental Agricultural and Academic Farm: El Cairo of the Universidad Nacional de Colombia, Orinoquía branch. A non-experimental methodological design was used, from which a situational analysis of the farm was generated, which was used as a basis to formulate and design a Strategic Management plan for a five-year period. It was concluded that the current organization and management plan does not meet the mission objectives of research, teaching, and continuing education, suggesting a need for the articulation of the farm with the administrative and academic structure of the university in carrying out the strategic management plan derived from the current research.

  9. Strategic planning as a tool for achieving alignment in academic health centers.

    Science.gov (United States)

    Higginbotham, Eve J; Church, Kathryn C

    2012-01-01

    After the passage of the Patient Protection and Affordable Care Act in March 2010, there is an urgent need for medical schools, teaching hospitals, and practice plans to work together seamlessly across a common mission. Although there is agreement that there should be greater coordination of initiatives and resources, there is little guidance in the literature to address the method to achieve the necessary transformation. Traditional approaches to strategic planning often engage a few leaders and produce a set of immeasurable initiatives. A nontraditional approach, consisting of a Whole-Scale (Dannemiller Tyson Associates, Ann Arbor, MI) engagement, appreciative inquiry, and a balanced scorecard can, more rapidly transform an academic health center. Using this nontraditional approach to strategic planning, increased organizational awareness was achieved in a single academic health center. Strategic planning can be an effective tool to achieve alignment, enhance accountability, and a first step in meeting the demands of the new landscape of healthcare.

  10. Office of Building Technology, State and Community Programs (BTS) Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    Brandegee

    1999-01-28

    This strategic plan is in direct response to the call by a broad array of interested parties, for the Office of Building Technology, State and Community Programs (BTS) to reduce fragmentation and increase focus. This plan outlines goals for saving energy, three key strategies to accomplish these goals, and a commitment to improving how they do business.

  11. University Strategic Planning: A Process for Change in a Principal Preparation Program

    Science.gov (United States)

    Guerra, Federico R.; Zamora, Roberto; Hernandez, Rosalinda; Menchaca, Velma

    2017-01-01

    This study describes a strategic planning process used for developing an educational leadership program that prepares principals for leading 21st century schools. The plan is based on recommendations received from the External reviewers representing Southern Association of Colleges and Schools, the Texas Education Agency, survey responses received…

  12. National strategic plan: modeling and data systems for wildland fire and air quality.

    Science.gov (United States)

    David V. Sandberg; Colin C. Hardy; Roger D. Ottmar; J.A. Kendall Snell; Ann Acheson; Janice L. Peterson; Paula Seamon; Peter Lahm; Dale. Wade

    1999-01-01

    This strategic plan is a technical discussion of the implementation and development of models and data systems used to manage the air quality impacts of wildland and prescribed fires. Strategies and priorities in the plan were generated by the Express Team (chartered by the National Wildfire Coordinating Group) and a diverse group of 86 subject matter experts who...

  13. Status of health sector strategic plans in five countries of the WHO ...

    African Journals Online (AJOL)

    Health service and resource gaps are described but not quantified in the Botswana, Gambia, Malawi, Tanzania strategic documents. Most of the plans selected strategies that related to the situational analysis. Generally, countries' plans had clear indicators. Matching service and outcome targets to available resources was ...

  14. ELearning Strategic Planning 2020: The Voice of Future Students as Stakeholders in Higher Education

    Science.gov (United States)

    Finger, Glenn; Smart, Vicky

    2013-01-01

    Most universities are undertaking information technology (IT) strategic planning. The development of those plans often includes the voices of academics and sometimes engages alumni and current students. However, few engage and acknowledge the voice of future students. This paper is situated within the "Griffith University 2020 Strategic…

  15. Measuring Performance Improvement in a Strategic Planning Context.

    Science.gov (United States)

    Parry, Daniel A.; Parry, Arthur E.

    2001-01-01

    Examines employer-assisted tuition support as a means that organizations use to improve human performance, considers how these programs are aligned with the overall strategic interests of the organization, and makes recommendations about how to measure performance improvement efforts in alignment with organization strategy. (LRW)

  16. Strategic Planning and Business Performance of Micro, Small and Medium-Sized Enterprises

    Directory of Open Access Journals (Sweden)

    Skokan Karel

    2013-12-01

    Full Text Available This paper deals with issues of strategic management, particularly strategic planning and its beneficial effect on the overall performance of businesses. It is based on empirical results of the original research study called Adaptability of Enterprises to Contemporary Economic Conditions in Years 2007-2012 performed via questionnaire survey in three rounds during years 2011, 2012 and 2013. The analyses presented in the paper were conducted on the second round sample of 677 organizations operating mostly in the SME sector in the Czech and Slovak Republic. The interdependence between the level of strategic planning (existence of strategy in the form of written document and its extent and enterprise performance criteria (turnover, costs, profit, EVA, investments, period of arranged contracts is examined with the use of four hypotheses. The results are commented and discussed. The outcome is the apparent positive impact of full strategic document on the performance criteria of the businesses.

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

    Directory of Open Access Journals (Sweden)

    Lúcio Melre da Silva

    2014-10-01

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

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

    Directory of Open Access Journals (Sweden)

    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.

  19. Strategic Planning in Population Health and Public Health Practice: A Call to Action for Higher Education

    Science.gov (United States)

    PHELPS, CHARLES; RAPPUOLI, RINO; LEVIN, SCOTT; SHORTLIFFE, EDWARD; COLWELL, RITA

    2016-01-01

    Policy Points: Scarce resources, especially in population health and public health practice, underlie the importance of strategic planning.Public health agencies’ current planning and priority setting efforts are often narrow, at times opaque, and focused on single metrics such as cost‐effectiveness.As demonstrated by SMART Vaccines, a decision support software system developed by the Institute of Medicine and the National Academy of Engineering, new approaches to strategic planning allow the formal incorporation of multiple stakeholder views and multicriteria decision making that surpass even those sophisticated cost‐effectiveness analyses widely recommended and used for public health planning.Institutions of higher education can and should respond by building on modern strategic planning tools as they teach their students how to improve population health and public health practice. Context Strategic planning in population health and public health practice often uses single indicators of success or, when using multiple indicators, provides no mechanism for coherently combining the assessments. Cost‐effectiveness analysis, the most complex strategic planning tool commonly applied in public health, uses only a single metric to evaluate programmatic choices, even though other factors often influence actual decisions. Methods Our work employed a multicriteria systems analysis approach—specifically, multiattribute utility theory—to assist in strategic planning and priority setting in a particular area of health care (vaccines), thereby moving beyond the traditional cost‐effectiveness analysis approach. Findings (1) Multicriteria systems analysis provides more flexibility, transparency, and clarity in decision support for public health issues compared with cost‐effectiveness analysis. (2) More sophisticated systems‐level analyses will become increasingly important to public health as disease burdens increase and the resources to deal with them become

  20. Strategic Planning in Population Health and Public Health Practice: A Call to Action for Higher Education.

    Science.gov (United States)

    Phelps, Charles; Madhavan, Guruprasad; Rappuoli, Rino; Levin, Scott; Shortliffe, Edward; Colwell, Rita

    2016-03-01

    Scarce resources, especially in population health and public health practice, underlie the importance of strategic planning. Public health agencies' current planning and priority setting efforts are often narrow, at times opaque, and focused on single metrics such as cost-effectiveness. As demonstrated by SMART Vaccines, a decision support software system developed by the Institute of Medicine and the National Academy of Engineering, new approaches to strategic planning allow the formal incorporation of multiple stakeholder views and multicriteria decision making that surpass even those sophisticated cost-effectiveness analyses widely recommended and used for public health planning. Institutions of higher education can and should respond by building on modern strategic planning tools as they teach their students how to improve population health and public health practice. Strategic planning in population health and public health practice often uses single indicators of success or, when using multiple indicators, provides no mechanism for coherently combining the assessments. Cost-effectiveness analysis, the most complex strategic planning tool commonly applied in public health, uses only a single metric to evaluate programmatic choices, even though other factors often influence actual decisions. Our work employed a multicriteria systems analysis approach--specifically, multiattribute utility theory--to assist in strategic planning and priority setting in a particular area of health care (vaccines), thereby moving beyond the traditional cost-effectiveness analysis approach. (1) Multicriteria systems analysis provides more flexibility, transparency, and clarity in decision support for public health issues compared with cost-effectiveness analysis. (2) More sophisticated systems-level analyses will become increasingly important to public health as disease burdens increase and the resources to deal with them become scarcer. The teaching of strategic planning in public