WorldWideScience

Sample records for strategic plan understanding

  1. 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…

  2. 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...

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

    Science.gov (United States)

    2010-03-01

    ... completed a strategic planning process resulting in the development of the ODS Strategic Plan for 2010-2014, entitled Strengthening Knowledge and Understanding of Dietary Supplements. The strategic plan is available... Supplements (ODS) 2010-2014 Strategic Plan ACTION: Notice of availability of the ODS Strategic Plan for 2010...

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

    Energy Technology Data Exchange (ETDEWEB)

    McGinnis and Associates LLC

    2008-08-01

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

  6. Strategic planning for pain practice growth.

    Science.gov (United States)

    Van Horn, L M

    2000-01-01

    Strategy formation involves understanding the environment and strengths and weaknesses of a practice to develop a game plan to achieve goals. It starts with the creation of a mission statement that defines a long-term vision of what the practice seeks to be and the markets it seeks to serve. Once the mission of the practice is understood, the target markets and competition must be analyzed prior to defining the goals. Once a strategic plan is developed, communication with all employees is crucial. Everything that the practice does should be in support of the strategic plan and in pursuit of obtaining the goals contained within. Once created, the strategic plan is the foundation of the practice and should only be changed for compelling reasons such as a competitive threat, environmental changes, or trends in purchasing behavior. Reviewing the strategic plan once a year, making periodic reappraisals and fine-tuning adjustments as the environment changes is crucial. This helps ensure that the practice avoids complacency and affirms that it is in the right business and achieving the desired results.

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

    Science.gov (United States)

    Begun, J; Heatwole, K B

    1999-01-01

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

  8. 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.

  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. Developing strategic plans for effective utilization of research reactors

    International Nuclear Information System (INIS)

    Ridikas, Danas

    2015-01-01

    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.

  11. 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.

  12. 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.

  13. Strategic Planning: What's so Strategic about It?

    Science.gov (United States)

    Strong, Bart

    2005-01-01

    The words "strategic" and "planning" used together can lead to confusion unless one spent the early years of his career in never-ending, team-oriented, corporate training sessions. Doesn't "strategic" have something to do with extremely accurate bombing or a defensive missile system or Star Wars or something? Don't "strategic" and "planning" both…

  14. 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 ...

  15. 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

  16. The neoliberalisation of strategic spatial planning

    DEFF Research Database (Denmark)

    Olesen, Kristian

    2014-01-01

    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......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...... challenges for strategic spatial planning in the face of neoliberalism and argues for a need to strengthen strategic spatial planning’s critical dimension....

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

    Institute of Scientific and Technical Information of China (English)

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

    2012-01-01

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

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

    Institute of Scientific and Technical Information of China (English)

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

    2012-01-01

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

  19. 7 CFR 25.202 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ... contributed to the planning process; (3) Identify the amount of State, local, and private resources that will... 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...

  20. 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.

  1. University Community Engagement and the Strategic Planning Process

    Directory of Open Access Journals (Sweden)

    Laura Newton Miller

    2018-03-01

    Full Text Available Abstract  Objectives – To understand how university libraries are engaging with the university community (students, faculty, campus partners, and administration when working through the strategic planning process.  Methods – Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians, CARL (Canadian Association of Research Libraries, CONZUL (Council of New Zealand University Librarians, and RLUK (Research Libraries UK who are most directly involved in the strategic planning process at their library.  Results – Out of a potential 113 participants from 4 countries, 31 people (27% replied to the survey. Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning, which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic planning process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens, library-focused, trends and vision, and feedback on plan.  Conclusions – Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation on how the library moves forward is an important but difficult endeavour.  Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning.

  2. Innovation Cycles Concerning Strategic Planning of Product-Service-Systems

    OpenAIRE

    Hepperle, Clemens;Mörtl, Markus;Lindemann, Udo

    2017-01-01

    This paper proposes a research program for identifying, understanding and describing innovation cycles concerning strategic planning of product-service-systems. A general overview about the background of cycle management in innovation processes, which the proposed research program is part of, is given before focusing cycles concerning strategic planning. As companies offer more and more complex products in order to satisfy market needs, the innovation process of such products becomes also mor...

  3. 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.

  4. AECB strategic plan 1999

    International Nuclear Information System (INIS)

    1999-03-01

    This strategic plan provides the direction and focus required to successfully carry out our mandate in an efficient and effective manner over the next two to three years. It gives broad corporate direction by identifying where efforts need to be focussed, and therefore provides guidance for setting priorities and allocating resources. While we cannot ignore any aspect of our mandate, we must recognize that we will always have more work to do than can be accomplished within the resources available to us. Therefore we must set priorities and develop appropriate management systems to ensure that our major efforts and our resources are being directed towards those priorities. Our strategic plan is not a static document. We will always be faced with new challenges, and our strategies for meeting those challenges will also have to change. Therefore our strategic plan must be seen as a guide that reflects both the ever-changing environment and our ability to deal with new or evolving changes effectively. This plan is not intended to be a detailed operational plan. Each directorate must develop its own operational plans and procedures based on the directions in this strategic plan, and on corporate priorities and policies. (author)

  5. Using Model to Plan of Strategic Objectives

    OpenAIRE

    Terezie Bartusková; Jitka Baňařová; Zuzana Kusněřová

    2012-01-01

    Importance of strategic planning is unquestionable. However, the practical implementation of a strategic plan faces too many obstacles. The aim of the article is explained the importance of strategic planning and to find how companies in Moravian-Silesian Region deal with strategic planning, and to introduce the model, which helps to set strategic goals in financial indicators area. This model should be part of the whole process of strategic planning and can be use to predict the future value...

  6. Strategic financial analysis: the CFO's role in strategic planning.

    Science.gov (United States)

    Litos, D M

    1985-03-01

    Strategic financial analysis, the financial information support system for the strategic planning process, provides information vital to maintaining a healthy bottom line. This article, the third in HCSM's series on the organizational components of strategic planning, reviews the role of the chief financial officer in determining which programs and services will best meet the future needs of the institution.

  7. 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.

  8. 12 CFR 228.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ... 12 Banks and Banking 3 2010-01-01 2010-01-01 false Strategic plan. 228.27 Section 228.27 Banks and... REINVESTMENT (REGULATION BB) Standards for Assessing Performance § 228.27 Strategic plan. (a) Alternative...(s) under a strategic plan if: (1) The bank has submitted the plan to the Board as provided for in...

  9. 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... § 1335.6 Strategic plan. A strategic plan shall— (a) Be a multi-year plan that identifies and prioritizes... performance-based measures by which progress toward those goals will be determined; and (c) Be submitted to...

  10. A Handbook for Strategic Planning

    Science.gov (United States)

    1994-01-01

    Total Quality Leadership, 48 mtrategic direction, strategic intent , organizational planning, 11tinaiCMc MIisiing.mysteusth nking, gap analysis 17 1CUPMtlI...Department of the Nawy vision, guiding principles, and strategic goals. Washington, DC: Author. Hamel, G., & Prahalad , C. K. (May-June 1989). Strategic ...professoional oirgani/atioins. strategic planning. Adv;ice mInav also take .,V resouirces, perimt, thet [QI 0 )fice, the form of recoiln~inedatioins onl

  11. The analysis of strategic planning in transport

    OpenAIRE

    Išoraitė, Margarita

    2006-01-01

    Strategic planning is a process whish brings to life the mission and vision of an enterprise. The article analyses the following issues: 1. Concepts of strategy. 2. Components of strategic planning. 3. The basis of strategic planning. 4. Formal strategic planning. 5. Tools used in strategy development. 6. Problems of strategic planning. Strateginis planavimas yra procesas, kurio metu įgyvendinami įmonės tikslai. Šiame straipsnyje nagrinėjama: strategijos sąvoka; strateginio planavimo kompo...

  12. 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…

  13. GAO Strategic Plan 2007-2012

    National Research Council Canada - National Science Library

    2007-01-01

    In keeping with GAO's commitment to update its strategic plan at least once every 3 years consistent with the Government Performance and Results Act this strategic plan describes our proposed goals...

  14. 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.

  15. 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)

  16. Strategic planning and managerial control

    OpenAIRE

    Mihaela Ghicajanu

    2004-01-01

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

  17. Strategic planning: today's hot buttons.

    Science.gov (United States)

    Bohlmann, R C

    1998-01-01

    The first generation of mergers and managed care hasn't slowed down group practices' need for strategic planning. Even groups that already went through one merger are asking about new mergers or ownership possibilities, the future of managed care, performance standards and physician unhappiness. Strategic planning, including consideration of bench-marking, production of ancillary services and physician involvement, can help. Even if only a short, general look at the future, strategic planning shows the proactive leadership needed in today's environment.

  18. Planning oral narrative tasks: optimizing strategic planning condition through strategy instruction

    Directory of Open Access Journals (Sweden)

    André Luís Specht

    2017-06-01

    Full Text Available This article presents the results of a master thesis, which aimed at investigating the impact of strategic planning instruction on the speech performance of 6 L2 Brazilian learners. The participants, Letras-Inglês students, performed three now-and-there picture-cued narrative tasks under three different conditions: (1 no planning, (2 planning before instruction, and (3 planning after instruction. In addition, the participants filled in post-task questionnaires after the performance of each task, aiming at understanding their opinion on the conditions and tasks. Quantitative and qualitative analyses were conducted in order to examine participants’ oral production and perception, respectively. In general, there was no statistical evidence supporting the impact of instruction on participants’ oral planned performance; however, some statistical results approached significance, which may suggest some positive effects. Qualitative analyses provided positive evidence of the impact of strategic planning instruction on participant perception and their use of strategies during planning time. Moreover, the results of this study can contribute to the fields of Second Language Acquisition and Language Pegadogy.

  19. NASA strategic plan

    Science.gov (United States)

    1994-01-01

    The NASA Strategic Plan is a living document. It provides far-reaching goals and objectives to create stability for NASA's efforts. The Plan presents NASA's top-level strategy: it articulates what NASA does and for whom; it differentiates between ends and means; it states where NASA is going and what NASA intends to do to get there. This Plan is not a budget document, nor does it present priorities for current or future programs. Rather, it establishes a framework for shaping NASA's activities and developing a balanced set of priorities across the Agency. Such priorities will then be reflected in the NASA budget. The document includes vision, mission, and goals; external environment; conceptual framework; strategic enterprises (Mission to Planet Earth, aeronautics, human exploration and development of space, scientific research, space technology, and synergy); strategic functions (transportation to space, space communications, human resources, and physical resources); values and operating principles; implementing strategy; and senior management team concurrence.

  20. 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...

  1. Strategic Planning and Online Learning

    Science.gov (United States)

    McLaughlin-Graham, Karen; Berge, Zane L.

    2005-01-01

    Strategic planning is a critical part of sustaining distance education. Through such planning, the organization can solve business problems that involve training and education in an effective and often cost savings manner compared to in-person training efforts. This paper examines the strategic planning process as it relates to sustaining distance…

  2. Creating Space Force Structure Through Strategic Planning: The Air Force Reserve Visioning Process

    National Research Council Canada - National Science Library

    Shaw, Robert

    1999-01-01

    This research paper will assess the challenges and potential inadequacies of today's military leaders in understanding the importance of coupling strategic visioning and strategic planning processes...

  3. 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...

  4. 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.

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

    Science.gov (United States)

    Lega, Federico; Longo, Francesco; Rotolo, Andrea

    2013-01-04

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

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

    Science.gov (United States)

    2013-01-01

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

  7. 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.

  8. Planning for strategic change? A participative planning approach for community hospitals.

    Science.gov (United States)

    MacDonald, S K; Beange, J E; Blachford, P C

    1992-01-01

    Strategic planning is becoming to hospitals what business case analysis is to private corporations. In fact, this type of planning is becoming essential for the professional management of Ontario hospitals. The participative strategic planning process at Toronto East General Hospital (TEGH) is an example of how a professionally structured and implemented strategic planning process can be successfully developed and implemented in a community hospital. In this article, the environmental factors driving planning are reviewed and the critical success factors for the development and implementation of a strategic plan are examined in the context of TEGH's experience.

  9. 12 CFR 563e.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ... 12 Banks and Banking 5 2010-01-01 2010-01-01 false Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in this...

  10. 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.

  11. 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.

  12. 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

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

    International Nuclear Information System (INIS)

    Sprecher, W.M.; Munro, J.F.; Champagne, D.L.

    1991-01-01

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

  14. Strategic Planning in Irish Quantity Surveying Pracitces

    OpenAIRE

    Murphy, Roisin

    2011-01-01

    The role and usefulness of strategic planning has been well documented over several decades of strategic management research. Despite the significant body of existing knowledge in the field of strategic planning, there remains a paucity of investigation into the construction sector, specifically in Professional Service Firms (PSF’s) operating within it. The aim of this research was to ascertain the type, scope and extent of strategic planning within Irish Quantity Surveying (QS) practices and...

  15. A Strategic Plan Is Just the Beginning

    Science.gov (United States)

    Wilson, E. B.

    2009-01-01

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

  16. 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.…

  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. Tourism and Strategic Planning

    DEFF Research Database (Denmark)

    Pasgaard, Jens Christian

    2012-01-01

    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......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......’ – a collection of theoretical discussions and case studies with the aim to inspire future strategic planning. Due to the complexity and heterogeneity of the phenomenon I use a non-linear and non-chronological report format with the ambition to create a new type of overview. In this regard the report is intended...

  19. An analytical framework for strategic delta planning

    NARCIS (Netherlands)

    Seijger, C.; Douven, W.; Halsema, van G.; Hermans, L.; Evers, J.; Phi, H.L.; Khan, M.F.; Brunner, J.; Pols, L.; Ligtvoet, W.; Koole, S.; Slager, K.; Vermoolen, M.S.; Hasan, S.; Thi Minh Hoang, Vo

    2017-01-01

    Sectoral planning on water, agriculture and urban development has not been able to prevent increased flood risks and environmental degradation in many deltas. Governments conceive strategic delta planning as a promising planning approach and develop strategic delta plans. Such plans are linked to

  20. 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…

  1. Strategic planning for remediation projects

    International Nuclear Information System (INIS)

    Tapp, J.W.

    1995-01-01

    Remediation projects may range from a single leaking storage tank to an entire plant complex or producing oil and gas field. Strategic planning comes into play when the contamination of soil and groundwater is extensive. If adjacent landowners have been impacted or the community at large is concerned about the quality of drinking water, then strategic planning is even more important. (1) To manage highly complex interrelated issues--for example, the efforts expended on community relations can alter public opinion, which can impact regulatory agency decisions that affect cleanup standards, which can...and so on. (2) To ensure that all potential liabilities are managed--for example, preparation for the defense of future lawsuits is essential during site investigation and remediation. (3) To communicate with senior management--when the remediation team provides a strategic plan that includes both technical and business issues, senior management has the opportunity to become more involved and make sound policy decisions. The following discusses the elements of a strategic plan, who should participate in it, and the issues that should be considered

  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. 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.

  4. Integrating Strategic Planning Concepts into the Negotiating Process.

    Science.gov (United States)

    Winer, Toby R.; Winer, Russell S.

    1987-01-01

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

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

    DEFF Research Database (Denmark)

    Ivang, Reimer

    2013-01-01

    -business strategic process adapt to changes in the planning environment and internal changes within the organization? E-business strategy, because of increased uncertainty and environmental complexity, must encourage interaction between key stakeholders that implement and use the e-business technology......In the early 1970s, strategic planning was introduced onto the corporate management scene and since then it has been a dominating conceptual frame for understanding and designing various strategies in the corporate world. Nearly a decade later, strategic planning has been used by various scholars...... to explain how companies could strategize in the field of ICT and e-business. Strategic information systems planning (SISP) is an example of this application of strategic planning in the field of e-business. The prominence of SISP within the corporate IS strategy literature has been dramatic, but today...

  7. 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.

  8. 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’....

  9. Strategic Planning towards a World-Class University

    Science.gov (United States)

    Usoh, E. J.; Ratu, D.; Manongko, A.; Taroreh, J.; Preston, G.

    2018-02-01

    Strategic planning with a focus on world-class university status is an option that cannot be avoided by universities today to survive and succeed in competition as a provider of higher education. The objective of this research is to obtain exploratory research results on the strategic plans of universities that are prepared to generate world-class university status. This research utilised exploratory qualitative research method and data was collected by in-depth interviews method. Interview transcripts were analyzed by using thematic content analysis through NVivo software analysis and manual systems. The main finding of interview shows that most interviewees agreed that UNIMA has been engaged in strategic planning. Contribution from faculties and schools are acknowledged and inform the planning process. However, a new model of strategic planning should be adopted by UNIMA due to the shift towards a “corporate university”. The finding results from documents, literature review and interview were the addition of world-class university characteristics and features to current strategic planning of UNIMA and how to upgrade by considering to use the characteristics and features towards world-class university.

  10. NERSC Strategic Implementation Plan 2002-2006

    Energy Technology Data Exchange (ETDEWEB)

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

    2002-09-01

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

  11. 12 CFR 917.5 - Strategic business plan.

    Science.gov (United States)

    2010-01-01

    ... reporting requirements and monitor implementation of the strategic business plan and the operating goals and... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Strategic business plan. 917.5 Section 917.5... POWERS AND RESPONSIBILITIES OF BANK BOARDS OF DIRECTORS AND SENIOR MANAGEMENT § 917.5 Strategic business...

  12. 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)

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

    International Nuclear Information System (INIS)

    Magoulas, Virginia; Cercy, Michael; Hall, Irin

    2013-01-01

    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)

  14. Strategic planning for transportation under the NWPA

    International Nuclear Information System (INIS)

    Larson, D.; Miernyk, J.

    1992-01-01

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

  15. 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.

  16. 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.

  17. Strategizing Communication

    DEFF Research Database (Denmark)

    Gulbrandsen, Ib Tunby; Just, Sine Nørholm

    beyond, but not past instrumental, rational plans in order to become better able to understand and manage the concrete, incremental practices and contexts in which communication becomes strategic. Thus, we argue that although strategic communicators do (and should) make plans, a plan in itself does...... of the specific communicative disciplines and practices employed by the organization and/or its individual members, be they marketing, public relations, corporate communication, branding, public affairs or social advocacy. In all cases, strategic communicators do well to focus more on the process of communicating...... for understanding and managing strategic communication processes....

  18. The Strategic Communication Plan: Effective Communication for Strategic Leaders

    National Research Council Canada - National Science Library

    Reeder, Melanie

    1998-01-01

    .... It addresses the purpose, developmental process, content, and implementation of a strategic communication plan offering specific recommendations for the creation and effective use of a successful plan...

  19. 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.…

  20. Strategic Planning and Open Learning: Turkey Tails and Frogs.

    Science.gov (United States)

    Pacey, Lucille

    This paper discusses the principles of strategic planning and how they can be applied in open and distance learning for greater student success. The model selected for discussion is the Applied Strategic Planning Model which proposes nine important steps for strategic planning: planning to plan, values audit, mission formulation, strategic…

  1. A case study of strategic planning IFB

    Directory of Open Access Journals (Sweden)

    Pedro Henrique Rodrigues de Camargo Dias

    2018-03-01

    Full Text Available The purpose of this article is to identify and characterize the initial stage of the IFB strategic planning, based on the perception of top management and planning team. The case study adopts a qualitative approach supported by bibliographic research techniques, to build a theoretical foundation, allied to the semistructure interview for later, application of the content analysis. As a result, we can identify that the institution opted to first define the strategic references, based on the construction of the mission, vision and values, and later, analysis of the organizational diagnosis, based on the Balanced Scorecard methodology. It was verified that the tool of strategic planning and its use are points that need to be better understood by the managers and technical planning team. The predominant characteristics of strategic planning are composed of a programmatic tool for projecting medium and long term goals and actions, of legal compliance, as it integrates and operationalizes the Institutional Development Plan (PDI.

  2. Strategic plan

    International Nuclear Information System (INIS)

    1993-01-01

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

  3. Strategic planning as used by chief executive officers.

    Science.gov (United States)

    Boissoneau, R; Belton, P; Schwahn, B

    1992-01-01

    In summary, the interviews obtained from this study suggest that CEO's in a variety of industries are attempting to "fit" their strategic planning process to their perceived environmental conditions. Indeed, management thinkers believe the biggest challenge in strategic planning will be turning CEO's into true strategic thinkers. The most successful companies, ultimately, will make strategic planning a high priority and involve all levels of management in the process. Planning becomes the unifying force that directs company actions. Hospital CEO's are obviously becoming more aware of this point as they strive to include all relevant parties (boards, physicians, etc.) in the process. Further, they seem to view planning in the classical sense, that is, as a dynamic, ever-evolving cyclical process more so than their general industry and academic contemporaries. Those hospitals that do develop strategic planning and strategic management have a definite advantage over competitors. Priorities are set and objectives are validated. This, in turn, improves productivity and creates the necessary framework for controlled growth. In addition, planning promotes teamwork and heightens motivation, bringing managers and employees together not only to meet but to exceed company goals.

  4. 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.

  5. 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…

  6. 75 FR 80850 - Development of Strategic Plan 2011-2015

    Science.gov (United States)

    2010-12-23

    ... intended for use as LSC embarks on its planning process. LSC anticipates publishing a draft Strategic Plan... process to develop a Strategic Plan for the years 2011-2015. Toward that end, LSC is soliciting... strategic planning efforts. In addition, Among other sources, LSC is considering the guidance provided by...

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

    International Nuclear Information System (INIS)

    Marie, Patricia; Briand, Pauline; Floquet-Daubigeon, Fleur; Michaut, Maxime; De Scorbiac, Marie; Du Repaire, Philippine

    2011-01-01

    On December 13, 2011, Luc Oursel, CEO, and Pierre Aubouin, Chief Financial Officer presented the group's strategic plan for the period 2012-2016. The plan has been drawn up collectively and is based on a thorough-going analysis and a realistic assessment of perspectives for all group activities and associated resources. Development of nuclear and renewable energies: the fundamentals are unchanged. In this context, the German decision remains an isolated case and the great majority of nuclear programs around the world have been confirmed. More conservative in its projections than the International Energy Agency, the group expects growth of 2.2% annually, reaching 583 GW of installed nuclear capacity by 2030, against 378 GW today. However, the Fukushima accident will lead to delays in launching new programs. 'Action 2016' plan aims to consolidate AREVA's leadership in nuclear energy and become a leading player in renewable energy. The group's strategic action plan 'Action 2016' is based on the following strategic choices: - commercial priority given to value creation, - selectivity in investments, - strengthening of the financial structure. These demand an improvement in the group's performance by 2015. This plan makes nuclear safety a strategic priority for the industrial and commercial performance of the group. This ambitious performance plan for the period 2012-2016 will give the group the wherewithal to withstand a temporary slowdown in the market resulting from the Fukushima accident and to deliver safe and sustainable growth of the business. The plan sets out the strategic direction for the group's employees for the years ahead: taking advantage of the expected growth in nuclear and renewable energies, targeted investment programs, and return to self-financing as of 2014

  8. 78 FR 56271 - FY 2014-2020 Draft VA Strategic Plan

    Science.gov (United States)

    2013-09-12

    ... DEPARTMENT OF VETERANS AFFAIRS FY 2014-2020 Draft VA Strategic Plan AGENCY: Department of Veterans... Affairs (VA) is announcing the availability of the FY 2014-2020 Draft VA Strategic Plan (Strategic Plan... Act of 2010 (GPRAMA) (Pub. L. 111-352). The Strategic Plan provides the Department's long-term...

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

    International Nuclear Information System (INIS)

    2001-04-01

    The purpose of this publication is to provide guidance on how to develop a strategic plan for a research reactor. The IAEA is convinced of the need for research reactors to have strategic plans and is issuing a series of publications to help owners and operators in this regard. One of these covers the applications of research reactors. That report brings together all of the current uses of research reactors and enables a reactor owner or operator to evaluate which applications might be possible with a particular facility. An analysis of research reactor capabilities is an early phase in the strategic planning process. The current document provides the rationale for a strategic plan, outlines the methodology of developing such a plan and then gives a model that may be followed. While there are many purposes for research reactor strategic plans, this report emphasizes the use of strategic planning in order to increase utilization. A number of examples are given in order to clearly illustrate this function

  10. Factors affecting strategic plan implementation using interpretive structural modeling (ISM).

    Science.gov (United States)

    Bahadori, Mohammadkarim; Teymourzadeh, Ehsan; Tajik, Hamidreza; Ravangard, Ramin; Raadabadi, Mehdi; Hosseini, Seyed Mojtaba

    2018-06-11

    Purpose Strategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM). Design/methodology/approach The authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM. Findings Five main factors affected strategic plan implementation. Although all five variables and factors are top level, "senior manager awareness and participation in the strategic planning process" and "creating and maintaining team participation in the strategic planning process" had maximum drive power. "Organizational structure effects on the strategic planning process" and "Organizational culture effects on the strategic planning process" had maximum dependence power. Practical implications Identifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers. Originality/value The authors used ISM to analyze the relationship between factors affecting strategic plan implementation.

  11. Installation Strategic Planning Guidebook

    Science.gov (United States)

    2012-05-01

    Installation natural resource concerns (for example, wetlands , number of endangered species, water use restrictions, encroachment on training lands...Koehler Publishing, 1994 7. Strategy Safari – A Guided Tour Through the Wilds of Strategic Management by Henry Mintzberg, Bruce Ahlstrand, and...T. (1987). NY: Knopf 36. Shaping Strategic Planning: Frogs, Dragons, Bees and Turkey Tails. Pfeiffer, J. W., Goodstein, L. D. & Nolan, T. M. (1989

  12. 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.

  13. 77 FR 35410 - Fogarty International Center 2013 Strategic Plan

    Science.gov (United States)

    2012-06-13

    ... of this strategic planning process is to identify current and future needs and directions for global... 2013 Strategic Plan SUMMARY: The Fogarty International Center (FIC), National Institutes of Health (NIH) is updating its strategic plan. To anticipate and set priorities for global health research and...

  14. Naval Medical Research and Development Strategic Plan

    Science.gov (United States)

    2008-03-01

    the strategic planning program for action. The pros and cons of the current NMR&D organization structure, management support funding, and officer...Distribution List D-4 Naval Medical Research and Development Strategic Plan March 2008 SWE Naval Surface Warfare Enterprise SWOT Strengths

  15. 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...

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

    International Nuclear Information System (INIS)

    Cooley, J.

    2015-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Popescu Andrei

    2011-07-01

    Full Text Available The main purpose of the present paper is to identify the framework and the necessary conditions for the small and medium sized enterprises (SMEs to be able to adopt the strategic marketing planning. Also, the paper aims to underline the importance of the strategic marketing planning and the manner in which the SMEs can adopt, implement and operationalize the strategic marketing planning instruments, whose correct understanding and usage ensure the capacity to generate competitive advantage, the key element both from the perspective of the fierce competition and the perspective of the future development of the SMEs. Within SMEs the implementation of marketing becomes an evident requirment, mostly due to the relationship that these have with the market, thus, leading towards market orientation of the activities, a new approach developed by the marketing vision on managing the activities from these types of organizations. Regarded upon, from the marketing perspective, the activities from the SMEs, especially the marketing activities, cannot take place randomly. Resource allocation, a characteristic of these types of organizations, and the objectives with regards to superior customer needs satisfaction and economic efficiency maximization, claim thorough plannification and deployment of the activities in a sequence that represents the implementation of a strategy previously assumed. Within this framework, the strategic marketing planning appears as a complex process employing all scientific instruments that comprise segmentation, positioning and marketing mix. Utilizing the strategic marketing planning within SMEs depends to further extend on marketing integration; process directly related with a series of factors such as the nature of the market, development stage, product type, management quality and the influences of the marketing department of the SME. The implications onto the marketing activities from SMEs are reflected upon each strategic

  18. 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…

  19. Developing Strategic Planning for the Retail Market.

    Science.gov (United States)

    Greenawalt, Richard A.

    1983-01-01

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

  20. 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…

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

    OpenAIRE

    Vorobyev Alexey Vyacheslavovich

    2012-01-01

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

  2. Integrating financial and strategic planning.

    Science.gov (United States)

    Pivnicny, V C

    1989-09-01

    As hospitals face mounting profitability and liquidity concerns, the need to integrate strategic and financial planning also will continue to grow. This article describes a process for integrating these planning functions and the ideal organizational framework to facilitate the process. Obstacles to the integration of these planning processes also are discussed.

  3. 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.

  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. Strategic Planning Process Exercise: A Semester-Long Experiential Approach to Engage Students

    Science.gov (United States)

    Singh, Jitendra

    2018-01-01

    Strategic planning provides a sense of direction and can have a significant impact on the future of an organization. Students wanting to serve in leadership positions need to demonstrate a firm understanding of the concepts necessary to work on this complex process. Careful planning also ensures students' survival in a competitive business…

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

    Science.gov (United States)

    Baker, Michael E.

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

  7. Strategic Planning and Management in Defense Systems Acquisition

    Science.gov (United States)

    2014-04-30

    Program analysis /assessment  Needs assessment  Mission/strategy mapping  SWOT analyses  Root cause analyses  Balanced Scorecard  Stakeholder...Strategic planning, according to Dr. John Bryson (2010), offers many benefits to public-sector organizations:  Promotes strategic thinking, acting, and...and  Benefits people directly involved. Bryson (2010), a strategic planning researcher from the University of Minnesota, states, “Evidence

  8. 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…

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

    Directory of Open Access Journals (Sweden)

    Vorobyev Alexey Vyacheslavovich

    2012-09-01

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

  10. Strategic Planning: Shaping Future Success

    Science.gov (United States)

    2016-09-01

    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...introduced the Planning, Programming, and Budgeting System (PPBS) to the DoD. Prior to that, the DoD’s budget - ing focused on areas such as overhead

  11. 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.

  12. The SRS analytical laboratories strategic plan

    International Nuclear Information System (INIS)

    Hiland, D.E.

    1993-01-01

    There is an acute shortage of Savannah River Site (SRS) analytical laboratory capacity to support key Department of Energy (DOE) environmental restoration and waste management (EM) programs while making the transition from traditional defense program (DP) missions as a result of the cessation of the Cold War. This motivated Westinghouse Savannah River Company (WSRC) to develop an open-quotes Analytical Laboratories Strategic Planclose quotes (ALSP) in order to provide appropriate input to SRS operating plans and justification for proposed analytical laboratory projects. The methodology used to develop this plan is applicable to all types of strategic planning

  13. Strategic planning among the oil and gas major

    International Nuclear Information System (INIS)

    Grant, R.M.

    1998-01-01

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

  14. 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.

    2017-01-01

    Background 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. Methods 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. Results 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. Conclusions 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. PMID:29270061

  15. 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.

  16. 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.

  17. Strategic plan for the development of IAEA safeguards equipment

    International Nuclear Information System (INIS)

    Khlebnikov, N.

    2001-01-01

    Full text: The need for a top-down Safeguards Strategy to focus departmental objectives was recognized by the Programme Performance Appraisal System (PPAS) performed on the Equipment Development Project in 1999. The Department of Safeguards prepared at the end of 2000 a 5-year Strategic Plan to identify the changes and improvements expected to take place over the 2001-2005 period. Those Strategic Objectives were supposed to be used to properly plan IAEA Safeguards activities and define appropriate and coherent R and D programmes. The present paper describes the strategic directions that the IAEA will follow in the area of equipment development in order to meet the Safeguards Department long-term objectives for 2001-2005. The paper, which is derived from the IAEA Strategic Equipment Development Plan, prepared by the Division of Technical Support, includes two parts: general principles and policies applicable to all equipment development tasks; specific strategic guidance. The paper will not describe the detailed plans which are prepared based on the strategic plan on a biannual basis. Equipment development activities have been divided in five major projects (NDA, Seals, Surveillance, Unattended Monitoring and Remote Monitoring). Strategic directions for each of these projects will be described in the paper. Separate sections will deal with equipment development strategic guidance in the area of additional protocol inspections, JNFL projects, illicit trafficking and Trilateral Initiative. (author)

  18. ANSTO strategic plan 1988-1993

    International Nuclear Information System (INIS)

    1988-12-01

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

  19. 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.

  20. Tourism Planning and Tourismphobia: An Analysis of the Strategic Tourism Plan of Barcelona 2010-2015

    Directory of Open Access Journals (Sweden)

    Marco Martins

    2018-05-01

    Full Text Available The exponential growth of tourism has brought new challenges to destinations; how to plan themselves to avoid overtourism and this new form of intolerance, the so-called tourismphobia. In order to address the negative impacts of tourism and enhance the positive ones Barcelona has developed and implemented a strategic tourism plan. This paper seeks to understand how Barcelona addressed the tourismphobia problematic through planning: how it was done and which results were achieved in the end. This research reveals a clear gap between the planner’s intention and the plan’s implementation.

  1. Strategic planning and the budgeting process

    International Nuclear Information System (INIS)

    Craig, J.F.; Probasco, D.R.

    1993-01-01

    As the utility industry continues its transformation to a more competitive environment, companies are coming under ever-increasing pressure to avoid or minimize rate increases, implement new customer and environmental programs, and maintain profitability for shareholders. Two keys to having an effective organization in such an environment are the use of strategic planning and budgetary controls. The authors recently developed and implemented a strategic planning and budgeting process for a client in the Southwest. This paper reviews the highlights of that effort

  2. 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.

  3. A Strategic Planning for a College Student-Segment Shopping Mall

    OpenAIRE

    Astri Anindya Sari; Hanson Endra Kusuma; Baskoro Tedjo

    2011-01-01

    In the midst of shopping mall development today, an understanding of consumer behaviors and preferences is absolutely a must if we want to plan successfuly a shopping mall. This knowledge will provide input for strategic planning so that the concept offered for shopping mall development will meet the consumers’ demand and may win the market competition. This study explores the preferences of students in Bandung as one of the potential market segments of the shopping mall. Qualitative study w...

  4. 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.

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

    Directory of Open Access Journals (Sweden)

    Md. Ashiq Ur Rahman

    2016-06-01

    Full Text Available 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 planning process of Khulna city, Bangladesh. This paper reviews different scholarly articles to draw a conceptual framework for identifying the interface of strategic planning, components of strategic action planning and urban sustainability. Based on this conceptual framework this paper identifies the scope of achieving urban sustainability through analysing the current planning practice of Khulna city, Bangladesh. This paper identifies that though the Khulna city plan adopted the approach of strategic planning but it failed to comply with its theoretical notion to achieve the issues related to urban sustainability. Analysis reveals that in terms of social attribute that recognizes the interest of different group of people the exiting planning packages is not sustainable. Similar phenomenon have been observed in terms of recognition of gender and marginalized people in planning, equitable provision of income and employment generation, peoples’ participation in planning and polices for ensuring equitable access to infrastructure services. Therefore the existing planning package of Khulna city failed to achieve the issues of urban sustainability through its adapted strategic planning approach.

  6. 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…

  7. 76 FR 13197 - National Institute of Environmental Health Sciences Strategic Planning

    Science.gov (United States)

    2011-03-10

    ... parties. The goal of this strategic planning process is to define an overarching Vision Statement... this planning process, visit the NIEHS Strategic Planning Web site at Request for Visionary Ideas The... Environmental Health Sciences Strategic Planning AGENCY: National Institutes of Health (NIH), National Institute...

  8. The strategic planning of health management information systems.

    Science.gov (United States)

    Smith, J

    1995-01-01

    This paper discusses the roles and functions of strategic planning of information systems in health services. It selects four specialised methodologies of strategic planning for analysis with respect to their applicability in the health field. It then examines the utilisation of information planning in case studies of three health organisations (two State departments of health and community services and one acute care institution). Issues arising from the analysis concern the planning process, the use to which plans are put, and implications for management.

  9. Strategic planning in diagnostic imaging: meeting the challenge.

    Science.gov (United States)

    Lexa, Frank J

    2008-02-01

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

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

    Science.gov (United States)

    Bresciani, Marilee J.

    2010-01-01

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

  11. 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.

  12. 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.

  13. Vision 21: The NASA strategic plan

    Science.gov (United States)

    1992-01-01

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

  14. IMPROVING THE STRATEGIC PLANNING OF THE DEFENSE-INDUSTRIAL COMPLEX CORPORATIONS OF RUSSIA

    Directory of Open Access Journals (Sweden)

    Katrina B. Dobrova

    2016-01-01

    Full Text Available In this paper, we develop proposals to improve the strategic planning of Russian corporations of the defense-industrial complex. The relevance of the study due to the fact that the methodology for the adaptation of the strategic management of the military-industrial enterprises with substantial scientifi c and technical potential, should take into account a number of features, such as the identifi cation of the features of competition in the future; understanding of the prospects and development opportunities in the medium and long term; assessment of resource potential; impact assessment and risk in the implementation of promising strategies. In the more precise understanding of the strategy as a pattern of behavior aimed at achieving these goals, a set of rules for search and opportunities; strategic plan is seen as a series of specifi c steps and actions that are integrated in space and time, which lead to the transformation of the current position to the desired. We consider the practice of corporate transformation strategies of the world defense industry using a system method. To improve the strategic planning of Russian defense industry corporations it is recommended to apply the strategy of adapting the defense industry companies and their diversifi cation with the civilian sectors. The key vectors of the development strategy of the defense-industrial complex of Russian corporations are defi ned: providing an acceptable investment climate in the sphere of military-technical cooperation; neutralization of threats by the activities of DIC TNCs; creation of their own TNK defense industry and others.

  15. A Strategic Planning Process Model for Distance Education

    Science.gov (United States)

    Pisel, Kenneth P.

    2008-01-01

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

  16. 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.

  17. 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...

  18. 76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan

    Science.gov (United States)

    2011-03-11

    ... performance measures (i.e., GPRA measures) for tracking attainment. The Department's Strategic Plan is...-2016 Strategic Plan AGENCY: Department of Commerce. ACTION: Request for comment. SUMMARY: The Department of Commerce (Department) is updating its current FY 2007-2012 Strategic Plan. As part of this...

  19. 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

  20. 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.

  1. Safeguards Technology Strategic Planning Pentachart

    International Nuclear Information System (INIS)

    Carroll, C. J.

    2017-01-01

    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.

  2. 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…

  3. ACNW - 1998 strategic plan

    International Nuclear Information System (INIS)

    1998-01-01

    This plan provides strategic direction to The Advisory Committee on Nuclear Waste (ACNW) in 1998 and beyond for focusing on issues most important to the NRC in carrying out its mission of protecting public health and safety, promoting the common defense and security, and protecting the environment

  4. 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.

  5. Strategic management thinking and practice in the public sector: A strategic planning for all seasons?

    OpenAIRE

    Johnsen, Åge

    2014-01-01

    This paper explores how strategic management thinking manifests itself in strategic management practice in the public sector. Mintzberg’s framework of 10 strategic management schools of thought is chosen for mapping strategic management thinking. The paper analyses a convenience sample of 35 strategic management processes, observation of an agency’s strategy reformulation process and interviews of managers in the public sector in Norway for informing the discussion. Strategic planning is heav...

  6. Download Strategic Plan: Investing in Solutions

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

    strategic plan for 2015-2020 — pride not only as its chairperson, but also as a .... Enabling leaders in government, research, and business in the developing world .... This planning, monitoring, and reporting will keep the. Centre focused on the ...

  7. 77 FR 15142 - Updated Nuclear Regulatory Commission Fiscal Years 2008-2013 Strategic Plan

    Science.gov (United States)

    2012-03-14

    ... 2008-2013 Strategic Plan AGENCY: Nuclear Regulatory Commission. ACTION: Strategic plan. SUMMARY: The U...-1614, Volume 5, ``U.S. Nuclear Regulatory Commission, Fiscal Years [FY] 2008-2013 Strategic Plan,'' dated February 2012. The updated FY 2008-2013 strategic plan describes the agency's mission and...

  8. Extrapolational Look at the Current State of Territorial Strategic Planning in Russia

    Directory of Open Access Journals (Sweden)

    Bogomolova Irina Viktorovna

    2014-12-01

    Full Text Available Since the 90s, the ideas on territorial strategic planning have been progressively disseminated in Russia. A growing number of cities, regions and macroregions recognized the urgency of finding their individual path of development which would ensure the successful implementation of strategic plans. The author of the article distinguishes four stages of formation and development of territorial strategic planning in modern Russia on the basis of retrospective analysis. The special attention is paid to the contemporary period which started after the adoption of the Federal Law of June 28, 2014 no. 172 “On strategic planning in the Russian Federation” regulating the activity of federal, regional and municipal authorities in the field of strategic planning and management. For the first time in more than 20 years the common requirements to the system of strategic planning were established in Russia at the level of the legislative act. The strategic planning is officially recognized as the most important element in the system of strategic management contributing to the creation of conditions for sustainable territorial development. The author grounds the expediency and proves the necessity of legislative adoption of norms and principles of the strategic planning. The municipal level as an equal member of the strategic planning process is included in the system of strategic planning. In accordance with the adopted law, the strategies for socioeconomic development of the territory of the RF subject can be worked out in the region (for example, for several municipalities. It is necessary to develop specific goals, objectives and directions of development for each territory. This creates the conditions for planning the development of metropolitan areas as the territories of advanced development, as well as large intermunicipal investment projects and programs. On the basis of experience of strategic planning in Volgograd, the author makes constructive

  9. An Empirical Investigation of Strategic Planning in QS Practices

    OpenAIRE

    Murphy, Roisin

    2012-01-01

    The benefit of engaging in strategic planning has been well documented over several decades of strategic management research. Despite the significant body of existing knowledge in the field, there remains a limited collection of empirically tested research pertaining to strategic planning within professional service firms (PSFs) in construction, particularly from an Irish context. The research is an exploratory study involving in-depth, semi-structured interviews and a widespread survey of...

  10. QUALITY FUNCTION DEPLOYMENT AS A STRATEGIC PLANNING TOOL

    OpenAIRE

    DEVRİM İÇTENBAŞ, Burcu; ERYILMAZ, Hande

    2011-01-01

    Quality Function Deployment (QFD) uses a house of quality to translate customer requirements into engineering specifications. QFD has been widely used as a tool to develop new products. It has been adopted in the fields of education quality, service quality, software development and marketing planning. The tool has recently been applied in strategic planning .In this study authors reviewed current research which uses QFD as a strategic planning tool and described how QFD methods can be ...

  11. 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…

  12. Strategic Team AI Path Plans: Probabilistic Pathfinding

    Directory of Open Access Journals (Sweden)

    Tng C. H. John

    2008-01-01

    Full Text Available This paper proposes a novel method to generate strategic team AI pathfinding plans for computer games and simulations using probabilistic pathfinding. This method is inspired by genetic algorithms (Russell and Norvig, 2002, in that, a fitness function is used to test the quality of the path plans. The method generates high-quality path plans by eliminating the low-quality ones. The path plans are generated by probabilistic pathfinding, and the elimination is done by a fitness test of the path plans. This path plan generation method has the ability to generate variation or different high-quality paths, which is desired for games to increase replay values. This work is an extension of our earlier work on team AI: probabilistic pathfinding (John et al., 2006. We explore ways to combine probabilistic pathfinding and genetic algorithm to create a new method to generate strategic team AI pathfinding plans.

  13. 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.

  14. Strategic Planning for Emergencies: Lessons Learned from Katrina

    International Nuclear Information System (INIS)

    Hamilton, M. G.; Mashhadi, H.; Habeck, D.

    2007-01-01

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

  15. International benchmark and best practices on national infrastructure plans. Application to Spanish strategic planning

    Energy Technology Data Exchange (ETDEWEB)

    Pino Hernandez, E.M.; Delgado Quiralte, C.

    2016-07-01

    The need for planning regarding investment in infrastructures is recognised and supported by most governments around the world. Planning helps to take effective and correct decisions, provides a basis for monitoring its impacts and also facilitates further developments. However it requires a high level of organization, coordination among stakeholders and anticipation of transport needs. There are some different methodological approaches for strategic planning. This paper examines the importance of infrastructure planning and how it is undertaken in different countries from Europe and other continents. It is based on a benchmarking about planning procedures of 7 reference countries (UK, France, the Netherlands, Poland, Germany, Japan and USA), in addition to others whose strategic plans are being developed at the present moment such as Croatia or Romania. This benchmarking aims to extract and compare best practices carried out in this field and to define the optimal formulation of strategic planning. In this regard, the benchmarking is focused on some key aspects: firstly, on the plan structure and its main contents. There are a lot of differences about how each country defines the future needs for transport and how it establishes the objectives and the strategies to be followed. Secondly, on the characterisation of the authorities which are responsible of the plan development (level of dependence from the government, know-how…) along with the time frame and final validity of the plans. And finally, the level of detail of the proposed actions and budgetary commitments provided by the strategic plans. Throughout the comparative analysis, the knowledge generated by this benchmarking has allowed setting a series of specific recommendations in strategic planning which can be applied as innovative solutions and best practices in future planning processes in Spain. (Author)

  16. 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.

  17. 76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

    Science.gov (United States)

    2011-07-01

    ... Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD... Planning and Management, designates the Order of Succession for the Office of Strategic Planning and..., 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and Management...

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

    International Nuclear Information System (INIS)

    2001-01-01

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

  19. Chapter 5. The strategic plans of the Company

    International Nuclear Information System (INIS)

    1998-01-01

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

  20. Chapter 5. The strategic plans of the Company

    International Nuclear Information System (INIS)

    1997-01-01

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

  1. A Call for Strategic Planning: The Two-Year College Imperative.

    Science.gov (United States)

    Masoner, David J.; Essex, Nathan, L.

    1987-01-01

    Addresses the imperative for strategic and tactical planning to support the viability of the two-year college. Describes a process for approaching strategic planning, comprising the following steps: self-identification, self-analysis, analysis of service area, informed decision making, and the development of a marketing plan. (CBC)

  2. Personal strategic planning

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2011-01-01

    Full Text Available Reconciling personal skills with the demands of a globalized and competitive market has become a pre-requisite for professionals aspiring for success in their careers. The quest for personal fulfillment has encouraged people to search for tools which develop their talents and balance their efforts, in order to achieve a better, happier and healthier life. As an option, planning, which historically was restricted to being an organizational tool, today has also come to be used by individuals who desire personal success. In this way, the objective of this article is to develop a model of Personal Strategic Planning which takes into account the various operation areas and human performance. The proposed model is divided into: Individual Planning, Professional Planning, Family Planning, Personal Business Planning and Political Participation, Social and Religious/Spiritual Planning and their respective fields. In order to analyse and validate the model, exploratory research of a qualitative nature was used through primary and secondary data sources. From the results obtained by the model, it is possible to consider their importance to future research, once the studied areas can be developed in subsequent works.

  3. 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.

  4. Strategic plan: A tool to improve IPP project earnings

    International Nuclear Information System (INIS)

    LeClerc, S.

    1997-01-01

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

  5. 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…

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

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1998-12-31

    This Strategic Plan for ANSTO is the result of major reviews of its processes, capabilities, activities, performance and structures. It responds to the views of its stakeholders to provide Australia with the capacity to benefit from the peaceful uses of nuclear science and technology. Five core areas are identified. Within these areas, the quality services are being delivered and the development of knowledge has the potential for generating future economic benefits, as well as for sustaining essential nuclear-related capabilities. In addition, the strategic plan provides the framework through which ANSTO will provide specific, on demand scientific services to government, industry, academia and research organisations. The plan sets out objectives and strategies which the Board and ANSTO staff believe will ensure that the organisation will continue to fulfil its mission. The plan also identifies the planning processes and the mechanisms for performance evaluation

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

    International Nuclear Information System (INIS)

    1998-01-01

    This Strategic Plan for ANSTO is the result of major reviews of its processes, capabilities, activities, performance and structures. It responds to the views of its stakeholders to provide Australia with the capacity to benefit from the peaceful uses of nuclear science and technology. Five core areas are identified. Within these areas, the quality services are being delivered and the development of knowledge has the potential for generating future economic benefits, as well as for sustaining essential nuclear-related capabilities. In addition, the strategic plan provides the framework through which ANSTO will provide specific, on demand scientific services to government, industry, academia and research organisations. The plan sets out objectives and strategies which the Board and ANSTO staff believe will ensure that the organisation will continue to fulfil its mission. The plan also identifies the planning processes and the mechanisms for performance evaluation

  8. 42 CFR 457.710 - State plan requirements: Strategic objectives and performance goals.

    Science.gov (United States)

    2010-10-01

    .... The State's strategic objectives, performance goals and performance measures must include a common... 42 Public Health 4 2010-10-01 2010-10-01 false State plan requirements: Strategic objectives and...) ALLOTMENTS AND GRANTS TO STATES Strategic Planning, Reporting, and Evaluation § 457.710 State plan...

  9. 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…

  10. Strategic Planning for Research Reactors

    International Nuclear Information System (INIS)

    2017-01-01

    This publication is a revision of IAEA-TECDOC-1212 which primarily focused on enhancing the utilization of existing research reactors. This updated version also provides guidance on how to develop and implement a strategic plan for a new research reactor project and will be of particular interest for organizations which are preparing a feasibility study to establish such a new facility. This publication will enable managers to determine more accurately the actual and potential capabilities of an existing reactor, or the intended purpose and type of a new facility. At the same time, management will be able to match these capabilities to stakeholders/users’ needs and establish the strategy of meeting such needs. In addition, several annexes are presented, including some examples as clarification to the main text and ready-to-use templates as assistance to the team drafting a strategic plan.

  11. 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...

  12. 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.

  13. 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.

  14. 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.

  15. 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.

  16. CONCEPTUAL CLARIFICATION OF PLANNING AND STRATEGIC THINKING IN HUMAN RESOURCE MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Matei ȘTEFAN

    2013-10-01

    Full Text Available Many of the concepts and techniques for strategic management have been developed and successfully applied within many companies. As managers are trying to manage better and to face the changes in economical climate, a company develops over four phases of strategic actions and management. These phases consist of basic financial planning, prognosis-based planning, external environment oriented planning and strategic management. Moreover, strategic management consists of four basic elements which ensure a structured format for examination of company strategies: scanning the business environment, strategy formulation, strategy implementation, evaluation and control.

  17. 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…

  18. 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.

  19. 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 (Pstrategic planning based on program participation (Pstrategic planning rating than those respondents who did not participate in an educational program (Pstrategic planning education program participation and the conducting of strategic planning by owner/managers 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.

  20. 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…

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

    Science.gov (United States)

    2013-03-01

    and Results Act (GPRA) was passed, requiring all federal agencies to engage in strategic planning and nudging them towards comprehensive strategic...involves the social- psychological process of sense making that leads to negotiations. This stage is when the individual partner organizations...expectations through informal bargaining and informal sense making Commitments For future action through formal legal contract or psychological contract

  2. 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

  3. 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

  4. Strategic Planning and NRC Decadal Survey Experience

    Science.gov (United States)

    Lautenbacher, C. C., Jr.

    2015-12-01

    Strategic planning exercises are routinely undertaken by a wide variety of organizations that span the private, public and academic sectors and with a wide variety of corporate goals. It is difficult to single out best procedures as the purposes of strategic planning are as varied as the organizations. As a former head of a governmental agency that requested such a NRC study, namely the first "Earth Sciences and Applications from Space" study, I will examine the process, provide my definitions and assessments of the good and the not-so-good, and compare to my experiences with other similar strategic planning exercises during my Navy, NOAA, and private sector careers. I find that there is always room for improvement, but there is no one process or procedure that can guarantee success. Overarching initial considerations that can position the effort for overall "success" will be defined and applied to the recent NSC Study: "Sea Change: 2015-2025 Decadal Survey of Ocean Science", for which I was neither an initiator nor a participant, but a very interested observer.

  5. 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.

  6. Strategic planning applied to quality in asthma management for children.

    Science.gov (United States)

    Goonan, K J; Healy, J M; Jordan, H S; Zazzali, J L; Horowitz, M

    1993-01-01

    This strategic plan translates the HCHP vision statement into a working plan for one major clinical condition--asthma in children. It is a working plan for clinicians and managers across specialties and levels. The results of the projects will improve in a measurable way significant clinical practice and outcomes, in keeping with the FY 1993 strategic goals.

  7. Entrepreneurial Spirit in Strategic Planning.

    Science.gov (United States)

    Riggs, Donald E.

    1987-01-01

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

  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. 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.

  10. The International Space Life Sciences Strategic Planning Working Group

    Science.gov (United States)

    White, Ronald J.; Rabin, Robert; Lujan, Barbara F.

    1993-01-01

    Throughout the 1980s, ESA and the space agencies of Canada, Germany, France, Japan, and the U.S. have pursued cooperative projects bilaterally and multilaterally to prepare for, and to respond to, opportunities in space life sciences research previously unapproachable in scale and sophistication. To cope effectively with likely future space research opportunities, broad, multilateral, coordinated strategic planning is required. Thus, life scientists from these agencies have allied to form the International Space Life Sciences Strategic Planning Working Group. This Group is formally organized under a charter that specifies the purpose of the Working Group as the development of an international strategic plan for the space life sciences, with periodic revisions as needed to keep the plan current. The plan will be policy-, not operations-oriented. The Working Group also may establish specific implementation teams to coordinate multilateral science policy in specific areas; such teams have been established for space station utilization, and for sharing of flight equipment.

  11. Corporate strategic plan for safeguards and security

    International Nuclear Information System (INIS)

    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

  12. ASFMRA Chapter Strategic Planning: Iowa Chapter Case Study

    OpenAIRE

    Trede, Larry

    2006-01-01

    This paper summarizes the strategic planning process used by the Iowa Chapter of the American Society of Farm Managers and Rural Appraisers to develop a new vision, mission statement, and chapter objectives. Procedures included the use of a focus group and a quantitative survey. The results indicated a strong need for chapter member continuing education, a chapter member services program, and a strong outreach/public relations program. As a result of the strategic planning process, a new chap...

  13. 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…

  14. 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

  15. 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…

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

    Directory of Open Access Journals (Sweden)

    Cathy Wilkinson

    2013-03-01

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

  17. 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.

  18. 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,…

  19. Strategic Plan for Light Water Reactor Research and Development

    International Nuclear Information System (INIS)

    2004-01-01

    The purpose of this strategic plan is to establish a framework that will allow the Department of Energy (DOE) and the nuclear power industry to jointly plan the nuclear energy research and development (R and D) agenda important to achieving the Nation's energy goals. This strategic plan has been developed to focus on only those R and D areas that will benefit from a coordinated government/industry effort. Specifically, this plan focuses on safely sustaining and expanding the electricity output from currently operating nuclear power plants and expanding nuclear capacity through the deployment of new plants. By focusing on R and D at addresses the needs of both current and future nuclear plants, DOE and industry will be able to take advantage of the synergism between these two technology areas, thus improving coordination, enhancing efficiency, and further leveraging public and private sector resources. By working together under the framework of this strategic plan, DOE and the nuclear industry reinforce their joint commitment to the future use of nuclear power and the National Energy Policy's goal of expanding its use in the United States. The undersigned believe that a public-private partnership approach is the most efficient and effective way to develop and transfer new technologies to the marketplace to achieve this goal. This Strategic Plan is intended to be a living document that will be updated annually

  20. The 1993 Canadian Association of Gastroenterology Strategic Plan: Excellence in Achievement

    Directory of Open Access Journals (Sweden)

    Richard Fedorak

    2003-01-01

    Full Text Available By the summer of 1990, the Canadian Association of Gastroenterology (CAG had been in existence as Canada’s premier gastroenterology society for nearly thirty years. The specialty of gastroenterology was in an exponential growth phase and many changes were on the horizon, including discussions as to whether the CAG should continue to conduct its annual meeting in conjunction with the Royal College meeting. In 1990, the CAG Governing Board and then president Dr Eldon Shaffer initiated a membership needs analysis (with technical assistance provided through the Strategic Planning Group at Searle Canada Inc to provide a foundation for a strategic planning process that was to carry forward over the next several years and ultimately produce the CAG’s first strategic planning document. After substantial review and assessment, the 1991/1992 and 1992/1993 CAG Governing Boards approved the 1993 CAG Strategic Plan. This strategic plan served the organization well over the past decade and has provided the cornerstone upon which the CAG advanced many progressive initiatives.

  1. The impact of participation in strategic planning and action planning on management control effectiveness: An analysis of independent and joint effects

    OpenAIRE

    Bedford, David S.; Bednark, Piotr; Dossi, Andrea; Ditillo, Angelo; Gosselin, Maurice; Madsen, Dag Øivind

    2016-01-01

    This research paper examines the independent and joint effects of participation in strategic planning and action planning. There is extensive research about employee participation in both the fields of strategic planning and budgeting. However, there is a lack of research about the interaction between participation in strategic planning and budgeting. Drawing on the research on participation in decision-making processes, the hypothesis is that strategic planning and action plan...

  2. 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…

  3. 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…

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

    Science.gov (United States)

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

    2008-12-01

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

  5. 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

  6. 76 FR 61402 - Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan

    Science.gov (United States)

    2011-10-04

    ...-2016 Strategic Plan AGENCY: Nuclear Regulatory Commission. ACTION: Draft NUREG; request for comment... comment on draft NUREG-1614, Volume 5. ``U.S. Nuclear Regulatory Commission, FY 2012-2016 Strategic Plan,'' dated September 2011. The NRC's draft FY 2012-2016 strategic plan describes the agency's mission and...

  7. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    Science.gov (United States)

    2012-09-05

    ... plan, incorporating a revised mission statement, expanded core values including diversity and inclusion in the workplace, streamlined strategic goals and objectives, and updated key priority performance...

  8. 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

  9. 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.

  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. Model of strategic planning in active systems | Nasim | Journal of ...

    African Journals Online (AJOL)

    Annotation The work is dedicated to the mathematical formulation of the needing for strategic planning in active systems. At the same time, the possibility of the TAC (theory of active systems) for an assessment of conditions of effective strategic planning and development of an active system are shown. Keywords Active ...

  12. Strategic marketing planning and the Nigerian banking industry ...

    African Journals Online (AJOL)

    Strategic marketing planning and the Nigerian banking industry. ... However, banks often have problem of formulating good marketing strategy plan that will enhance the bank general performance. ... EMAIL FULL TEXT EMAIL FULL TEXT

  13. 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...

  14. Science-based strategic planning for hazardous fuel treatment.

    Science.gov (United States)

    D.L. Peterson; M.C. Johnson

    2007-01-01

    A scientific foundation coupled with technical support is needed to develop long-term strategic plans for fuel and vegetation treatments on public lands. These plans are developed at several spatial scales and are typically a component of fire management plans and other types of resource management plans. Such plans need to be compatible with national, regional, and...

  15. 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.

  16. Strategic planning in hospitals in two Australian states: an exploratory study of its practice using planning documentation.

    Science.gov (United States)

    Jayasuriya, R; Sim, A B

    1998-01-01

    Hospitals are under pressure to respond to new challenges and competition. Many hospitals have used strategic planning to respond to these environmental changes. This exploratory study examines the extent of strategic planning in hospitals in two Australian States, New South Wales and Victoria, using a sample survey. Based on planning documentation, the study indicated that 47% of the hospitals surveyed did not have a strategic or business plan. A significant difference was found in the comprehensiveness of the plans between the two States. Plans from Victorian hospitals had more documented evidence of external/internal analysis, competitor orientation and customer orientation compared with plans from New South Wales hospitals. The paper discusses the limitations of the study and directions for future research.

  17. 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…

  18. Waste Isolation Pilot Plant Strategic Plan

    International Nuclear Information System (INIS)

    1993-03-01

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

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

    Directory of Open Access Journals (Sweden)

    Mohammad Mahdavi Mazdeh

    2011-04-01

    Full Text Available In today’s turbulent and competitive world, strategic planning plays an important role for the success of firms. Despite the fact that there are literally numerous models proposed for different companies in various states and structures, the possibility of using strategic planning for startups has never been seriously considered. In this paper, we present a survey by asking experts to find out whether strategic planning is suitable for startups. We also propose a model for strategic planning in startups based on the strategic planning models for small businesses and entrepreneurship concepts. The model is similar to other models and what differentiates this models form other approaches is the methodology used for internal and external analysis and the parameters taken into consideration. The proposed model is examined on an Iranian food packaging industry for validation. The preliminary results indicate that the success of startups depends on two sets of parameters: “entrepreneurial opportunities” and “competitive advantages and entrepreneurial characteristics”.

  20. 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.

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

    Science.gov (United States)

    2011-10-18

    ...: 111003608-1608-01] Office of Oceanic and Atmospheric Research Draft Strategic Plan AGENCY: Office of Oceanic... notice announces that OAR's draft Strategic Plan (FY12- 18) is available for public review and comment... next six years. These goals and objectives will provide guidance and strategic direction for program...

  2. 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.

  3. Strategic planning futurists need to be capitation-specific and epidemiological.

    Science.gov (United States)

    Kurtenbach, J; Warmoth, T

    1995-09-01

    Strategic planning has always been a proposition of envisioning an organization's future state, then working backward, quarter by quarter, year by year, to plot a course of action. The surer the vision, the surer the course. In our burgeoning capitated environment, the successful provider will clarify a singular vision: to manage health care for a defined population. The key will be to understand the changing needs of covered lives and to prepare the organization to serve those needs. Gone are the days when mere responsiveness to market needs and preferences could secure a hospital's competitive advantage. Nimble, surefooted, practically clairvoyant--the emerging health care leader will listen to reliable epidemiologic information and custom-design its future. Timing is everything. Depending only your market's readiness for capitation, epidemiologic research and planning techniques may not prove critical to your organization for five to seven years. Good thing, too, because a few years may be just the head start many hospitals and health care systems need. Now is the time to lay the groundwork, to cultivate new planning techniques that will work under capitation, and to jettison any outdated modes of strategic thinking. Assemble all the talent and knowledge you need, then give your best minds ample room to do their work.

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

    Science.gov (United States)

    Mueller, Robin Alison

    2015-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Leonardo Varella

    2013-10-01

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

  6. 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....

  7. 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.

  8. 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:…

  9. 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…

  10. 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

  11. 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.

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

    Science.gov (United States)

    Agnew, Robert

    2004-01-01

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

  13. 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…

  14. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    Science.gov (United States)

    2011-07-01

    ... the Office of Strategic Planning and Management AGENCY: Office of the Chief Operating Officer, HUD... HUD (COO) redelegates to the Director, Office of Strategic Planning and Management, authority and... Director, Office of Strategic Planning and Management, authority and responsibility for the development and...

  15. 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.

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

    OpenAIRE

    Mohammad Ali Abdolvand; Amin Asadollahi

    2012-01-01

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

  17. 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.

  18. Strategic governance and planning as fractal

    OpenAIRE

    Dobrucka, Lucia

    2012-01-01

    Some years ago I experienced a project aiming to develop strategic documents in a city which was considered progressive. The project following communicative planning practice was considered successful and yet the documents weren’t implemented. My observations about discrepancies between planning and overall results clustered around few categories: continuity/consistency, aims, leaders and context/conditions. Since my observations were based on intuition rather than empirical data, I compared ...

  19. Strategic Planning For The Fire Service

    Science.gov (United States)

    2016-03-01

    jamming, think in time, think in resources, think in life cycles, and think in experiments and bets .”197 Thinking in paradoxes is the strategic...decreasing costs. Futures methodology scenario planning would allow Fire Service leaders to think through plausible “what if” scenarios before they occur...while decreasing costs. Futures methodology scenario planning would allow Fire Service leaders to think through plausible “what if” scenarios before

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

    International Nuclear Information System (INIS)

    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

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

    International Nuclear Information System (INIS)

    Royen, J.

    1999-01-01

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

  2. 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…

  3. Big data analytics from strategic planning to enterprise integration with tools, techniques, NoSQL, and graph

    CERN Document Server

    Loshin, David

    2013-01-01

    Big Data Analytics will assist managers in providing an overview of the drivers for introducing big data technology into the organization and for understanding the types of business problems best suited to big data analytics solutions, understanding the value drivers and benefits, strategic planning, developing a pilot, and eventually planning to integrate back into production within the enterprise. Guides the reader in assessing the opportunities and value propositionOverview of big data hardware and software architecturesPresents a variety of te

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

    International Nuclear Information System (INIS)

    2011-06-01

    The RPII's remit is very broad. It includes three main pillars; regulating all uses of ionising radiation; assessing people's exposure to ionising radiation; advising Government and the public on the prevention of unnecessary exposure. This plan builds on the previous Strategic Plan for 2008 to 2012 and sets out clearly the developments we expect over the planning period, the strategic priorities we are commiting to, along with a clear description of how we will address these priorities. Four key strategic priorities and associated objectives have been developed for this period. The key themes underpinning all four strategic priorities are public value, transparency, communication and sustainability. The priorities are; to provide the expertise, technical capability and information essential to the protection of the Irish population and the environment; to regulate the safe and secure use of ionising radiation in Ireland in a sustainable and transparent manner; to work in partnership with others to implement national radiological protection initiatives; to deliver value to the public in everything we do

  5. 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

  6. SSC San Diego Strategic Plan. Revision 2

    National Research Council Canada - National Science Library

    2000-01-01

    .... As an organization, we believe that strategic planning provides a critically needed context for adopting dynamic, agile processes to better use our corporate resources and meet our customers' needs...

  7. 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.

  8. Nuclear power - strategic planning for the next generation

    International Nuclear Information System (INIS)

    Turner, K.H.

    1989-01-01

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

  9. 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.

  10. From Tragedy To Strategy: Assessing The FDNY’s Post 9/11 Strategic Planning Process

    Science.gov (United States)

    2016-12-01

    and analytical perspective in leaders and managers to synthesize strategies for its future. The recommendations all focus on improving the strategic ... Strategic Planning,” Harvard Business Review, January– February (1994), https://hbr.org/1994/01/the-fall-and-rise-of- strategic -planning; Lawrence, Strategic ...Interdependency between Organization, Performance and Strategic Planning (Berlin: Springer Science & Business Media, 2013), 56. 56 Mintzberg, “The Fall and

  11. 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.

  12. 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...

  13. 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.

  14. Integrating multiple publics into the strategic plan. The best plans can be derailed without comprehensive up-front research.

    Science.gov (United States)

    Peltier, J W; Kleimenhagen, A K; Naidu, G M

    1996-01-01

    The mission of a health care organization represents its vision for the future. The authors present an approach used to develop an organizational mission for a large multispecialty physician clinic. In implementing the strategic planning process, research objectives must be clearly stated that identify in advance how the data will be used. Failure to integrate strategic data from all relevant publics will likely result in a mission statement that misses the significant interests of one or more stakeholders and reduces the effectiveness of the strategic planning process. Although costly, comprehensive research can uncover some surprising differences in perception that, if ignored, might complete defeat strategic planning efforts.

  15. Lexical Complexity of Decision-Making Writing Tasks: Form-focused Guided Strategic Planning

    Directory of Open Access Journals (Sweden)

    Fatemeh Mahdavirad

    2016-06-01

    Full Text Available The present study is an attempt to investigate the effect of form-focused guided strategic planning on lexical complexity of learners’ performance in writing tasks. The twenty intermediate level participants of the study performed an unplanned and then a planned decision-making task. In the planned task condition, the participants were provided with form-focused guided strategic planning which contained detailed instructions about how to plan, by being instructed to focus on form. The guidance included an explanation of the necessary structural and lexical patterns employed to express the learners’ views while developing a comparison-and-contrast paragraph in each task. The results of the statistical analysis indicated that the participants produced a written product with a greater lexical complexity in their performance of the task in the form-focused strategic planning condition. The findings emphasize the importance of guided strategic planning as a task condition in syllabus design for task-based language teaching and the necessity of incorporating this task feature for accomplishing lexical complexity in decision-making writing tasks.

  16. 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.

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

    Science.gov (United States)

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

    2011-11-01

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

  18. Evidence development and publication planning: strategic process.

    Science.gov (United States)

    Wittek, Michael R; Jo Williams, Mary; Carlson, Angeline M

    2009-11-01

    A number of decisions in the health care field rely heavily on published clinical evidence. A systematic approach to evidence development and publication planning is required to develop a portfolio of evidence that includes at minimum information on efficacy, safety, durability of effect, quality of life, and economic outcomes. The approach requires a critical assessment of available literature, identification of gaps in the literature, and a strategic plan to fill the gaps to ensure the availability of evidence demanded for clinical decisions, coverage/payment decisions and health technology assessments. The purpose of this manuscript is to offer a six-step strategic process leading to a portfolio of evidence that meets the informational needs of providers, payers, and governmental agencies concerning patient access to a therapy.

  19. Strategic planning for hotel operations: The Ritz-Carlton Hotel Company (Part I).

    Science.gov (United States)

    Shriver, S J

    1993-01-01

    The Ritz-Carlton Hotel Company won the Malcolm Baldridge National Quality Award in 1992. One key to its success is its strategic planning process. This two-part article reviews the Ritz-Carlton's approach to strategic planning. In particular, it describes (1) the role of senior leadership in the planning process and (2) the specific activities that are associated with plan development and implementation.

  20. Strategic planning for health care management information systems.

    Science.gov (United States)

    Rosenberger, H R; Kaiser, K M

    1985-01-01

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

  1. Strategic Planning for Interdisciplinary Science: a Geoscience Success Story

    Science.gov (United States)

    Harshvardhan, D.; Harbor, J. M.

    2003-12-01

    The Department of Earth and Atmospheric Sciences at Purdue University has engaged in a continuous strategic planning exercise for several years, including annual retreats since 1997 as an integral part of the process. The daylong Saturday retreat at the beginning of the fall semester has been used to flesh out the faculty hiring plan for the coming year based on the prior years' plans. The finalized strategic plan is built around the choice of three signature areas, two in disciplinary fields, (i) geodynamics and active tectonics, (ii) multi-scale atmospheric interactions and one interdisciplinary area, (iii) atmosphere/surface interactions. Our experience with strategic planning and the inherently interdisciplinary nature of geoscience helped us recently when our School of Science, which consists of seven departments, announced a competition for 60 new faculty positions that would be assigned based on the following criteria, listed in order of priority - (i) scientific merit and potential for societal impact, (ii) multidisciplinary nature of topic - level of participation and leveraging potential, (iii) alignment with Purdue's strategic plan - discovery, learning, engagement, (iv) existence of critical mass at Purdue and availability of faculty and student candidate pools, (v) corporate and federal sponsor interest. Some fifty white papers promoting diverse fields were submitted to the school and seven were chosen after a school-wide retreat. The department fared exceedingly well and we now have significant representation on three of the seven school areas of coalescence - (i) climate change, (ii) computational science and (iii) science education research. We are now in the process of drawing up hiring plans and developing strategies for allocation and reallocation of resources such as laboratory space and faculty startup to accommodate the 20% growth in faculty strength that is expected over the next five years.

  2. Strategic Air Traffic Planning Using Eulerian Route Based Modeling and Optimization

    Science.gov (United States)

    Bombelli, Alessandro

    Due to a soaring air travel growth in the last decades, air traffic management has become increasingly challenging. As a consequence, planning tools are being devised to help human decision-makers achieve a better management of air traffic. Planning tools are divided into two categories, strategic and tactical. Strategic planning generally addresses a larger planning domain and is performed days to hours in advance. Tactical planning is more localized and is performed hours to minutes in advance. An aggregate route model for strategic air traffic flow management is presented. It is an Eulerian model, describing the flow between cells of unidirectional point-to-point routes. Aggregate routes are created from flight trajectory data based on similarity measures. Spatial similarity is determined using the Frechet distance. The aggregate routes approximate actual well-traveled traffic patterns. By specifying the model resolution, an appropriate balance between model accuracy and model dimension can be achieved. For a particular planning horizon, during which weather is expected to restrict the flow, a procedure for designing airborne reroutes and augmenting the traffic flow model is developed. The dynamics of the traffic flow on the resulting network take the form of a discrete-time, linear time-invariant system. The traffic flow controls are ground holding, pre-departure rerouting and airborne rerouting. Strategic planning--determining how the controls should be used to modify the future traffic flow when local capacity violations are anticipated--is posed as an integer programming problem of minimizing a weighted sum of flight delays subject to control and capacity constraints. Several tests indicate the effectiveness of the modeling and strategic planning approach. In the final, most challenging, test, strategic planning is demonstrated for the six western-most Centers of the 22-Center national airspace. The planning time horizon is four hours long, and there is

  3. 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

  4. 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...

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

    National Research Council Canada - National Science Library

    Young, Lester; Reynolds, Thomas E; Harris, II, Thomas L

    2007-01-01

    .... The utilization of this tool can yield positive results for many companies and organizations. On the other hand, if the strategic plan is not utilized, it becomes a costly paperweight on a table in the executive suite...

  6. Strategic spatial planning in uncertainty: theory and exploratory practice

    NARCIS (Netherlands)

    Balducci, A.; Boelens, L.; Hillier, H.; Nyseth, T.; Wilkinson, C.

    2011-01-01

    The papers in this issue develop practical and theoretical ideas about strategic spatial planning in uncertainty. This Introduction contextualises the papers in terms of spatial planning and the uncertainties that planning practitioners face as they attempt to cope with the messiness of

  7. Lexical Complexity of Decision-Making Writing Tasks: Form-focused Guided Strategic Planning

    OpenAIRE

    Mahdavirad, Fatemeh

    2016-01-01

    The present study is an attempt to investigate the effect of form-focused guided strategic planning on lexical complexity of learners’ performance in writing tasks. The twenty intermediate level participants of the study performed an unplanned and then a planned decision-making task. In the planned task condition, the participants were provided with form-focused guided strategic planning which contained detailed instructions about how to plan, by being instructed to focus on form. The guidanc...

  8. Strategic Planning for Management Information Systems.

    Science.gov (United States)

    Ein-Dor, Phillip; Segev, Eli

    1978-01-01

    Two factors predominate in determining the appropriateness of strategic plans for management information systems (MIS)--explicitness (the degree to which the process is conscious, formal, and documented) and situational fit (the degree to which the MIS is compatible with the specific organization and its members). (Author/IRT)

  9. 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.

  10. 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...

  11. 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,…

  12. 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

    -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...... 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...

  13. 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.

  14. Strategic planning for hotel operations: The Ritz-Carlton Hotel Company (Part II).

    Science.gov (United States)

    Shriver, S J

    1993-01-01

    The Ritz-Carlton Hotel Company won the Malcolm Baldrige National Quality Award in 1992. One key to its success is its strategic planning process. In this second part of a two-part article, Stephen Shriver concludes his review of the Ritz-Carlton's approach to strategic planning. Shriver begins by outlining some key steps in plan development and goes on to describe how the Ritz-Carlton disseminates, implements, and evaluates the plan.

  15. 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.

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

    Science.gov (United States)

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

    2002-01-01

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

  17. A meta-level architecture for strategic reasoning in naval planning (Extended abstract)

    NARCIS (Netherlands)

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

  18. 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.

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

    International Nuclear Information System (INIS)

    2000-04-01

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

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

    Science.gov (United States)

    Shirey, Maria R

    2013-02-01

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

  1. The Normative and Legal Mechanism for Provision of the Strategic Planning of Regional Development

    Directory of Open Access Journals (Sweden)

    Kuharskaya Natalia O.

    2018-01-01

    Full Text Available The normative and legal provision of the strategic planning of regional development is presented. Features of strategic planning at the regional level in modern conditions are considered. The problems that prevent the use of the system of strategic planning without giving an opportunity both to develop significant plans and to ensure their realization were analyzed. It has been determined that Ukraine as a whole has a normative and legal base for the efficient development of regions, but it requires systematization and harmonization, as some issues are still unresolved. Proposals for further improvement of institutional mechanisms of strategic planning at the regional level are presented, which will improve the quality of development of strategic documents in the process of adoption of managerial decisions. Prospect for further research is the formation of scientifically substantiated proposals to improve the legislation regulating the issues of planning and implementation of strategies for socio-economic development of regions.

  2. 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…

  3. 2010 Strategic national plan of Science Technology and Innovation PENCTI

    International Nuclear Information System (INIS)

    2010-07-01

    The document presents the national strategic plan for Science Technology and Innovation, its history, premises, conceptual framework, the starting situation, guiding principles, strategic objectives and priority area such as new energy sources to diversify the national energy matrix, environment environment and preservation of natural resources, governance and private management with increasing levels of dependency with the development of strategic technology knowledge and innovation

  4. No Free Lunch: A Condensed Strategic Planning Process

    Science.gov (United States)

    Kohrmann, Patrick C., II

    2008-01-01

    Most people picture "strategic planning" as endless meetings spent doing SWOT (strengths, weaknesses, opportunities, and threats) analyses, crafting vision and mission statements, and developing goals and action plans. Few look forward to the experience or reflect back on it with pleasure. In this article, the author describes how he…

  5. 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.

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

    Institute of Scientific and Technical Information of China (English)

    2002-01-01

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

  7. 77 FR 37283 - General Provisions; Operating and Strategic Business Planning; Effective Date

    Science.gov (United States)

    2012-06-21

    ... directors of each Farm Credit System institution to adopt an operational and strategic business plan to... FARM CREDIT ADMINISTRATION 12 CFR Part 618 RIN 3052-AC66 General Provisions; Operating and Strategic Business Planning; Effective Date AGENCY: Farm Credit Administration. ACTION: Notice of effective...

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

    OpenAIRE

    Constantinescu Mihaela; Caescu Stefan Claudiu; Ploesteanu Mara Gabriela

    2012-01-01

    Strategic marketing planning requires that the marketing objectives strategies for a specific product-market configuration be in full correlation with the directions and the resources allocated at the corporate level or at the strategic business unit one. Such a correlation is more than necessary under the current market conditions, when the economic crisis affects both consumer behavior and corporate decisions. This article focuses on the particularities of strategic marketing planning in sp...

  9. 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...

  10. 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.

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

    International Nuclear Information System (INIS)

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

    2011-01-01

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

  12. Strategic Planning in Education: A Guide for Policymakers.

    Science.gov (United States)

    Cooper, Harry A.

    As defined in chapter I of this guide for policymakers, strategic planning is the method by which an organization identifies relevant trends in its environment, analyzes their potential implications, and projects an integrated strategy to address these future events and their contingencies. This process differs from formalized planning, based on…

  13. 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…

  14. 78 FR 5481 - Quagga Mussel Strategic Planning Meeting

    Science.gov (United States)

    2013-01-25

    ... DEPARTMENT OF THE INTERIOR Fish and Wildlife Service [FWS-HQ-FHC-2013-N008; 94140-1341-0000-N5] Quagga Mussel Strategic Planning Meeting AGENCY: Fish and Wildlife Service, Interior. ACTION: Notice of meeting. SUMMARY: This notice announces a meeting to gather information for planning an FY13 strategy to...

  15. Student Affairs Assessment, Strategic Planning, and Accreditation

    Science.gov (United States)

    Fallucca, Amber

    2017-01-01

    This chapter illustrates how student affairs units participate in accreditation across regional agency expectations and program-level requirements. Strategies for student affairs units to engage in campus strategic planning processes to further highlight their contributions are also recommended.

  16. 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.

  17. 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

  18. 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.

  19. 75 FR 39493 - United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015

    Science.gov (United States)

    2010-07-09

    ... plan includes the USPTO's mission statement, vision statement and a description of the strategic goals... achieve its vision. Full details on how the USPTO plans to implement the strategic plan, including funding...] United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015 AGENCY: United States...

  20. Coal Corporation of Victoria strategic plan

    Energy Technology Data Exchange (ETDEWEB)

    1987-01-01

    The Coal Corporation has been established by the Victorian Parliament to plan for and to manage the responsible utilisation of the brown coal resource (Victoria's most abundant fossil resource) in order to underpin economic growth and job creation. For each of 5 issues, the Strategic Plan outlines the current situation, reviews recent factors which have affected or may affect the situation and outlines the goals, strategies and targets which have been set for the period 1985/1989. In each case, the achievements to date are also outlined. The issues addressed are: project development, marketing, resource planning and inter corporate relations, organisation of the Corporation, and finance.

  1. 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\

  2. Training hospital managers for strategic planning and management: a prospective study.

    Science.gov (United States)

    Terzic-Supic, Zorica; Bjegovic-Mikanovic, Vesna; Vukovic, Dejana; Santric-Milicevic, Milena; Marinkovic, Jelena; Vasic, Vladimir; Laaser, Ulrich

    2015-02-26

    Training is the systematic acquisition of skills, rules, concepts, or attitudes and is one of the most important components in any organization's strategy. There is increasing demand for formal and informal training programs especially for physicians in leadership positions. This study determined the learning outcomes after a specific training program for hospital management teams. The study was conducted during 2006 and 2007 at the Centre School of Public Health and Management, Faculty of Medicine, University of Belgrade and included 107 participants involved in the management in 20 Serbian general hospitals. The management teams were multidisciplinary, consisting of five members on average: the director of the general hospital, the deputy directors, the head nurse, and the chiefs of support services. The managers attended a training program, which comprised four modules addressing specific topics. Three reviewers independently evaluated the level of management skills at the beginning and 12 months after the training program. Principal component analysis and subsequent stepwise multiple linear regression analysis were performed to determine predictors of learning outcomes. The quality of the SWOT (strengths, weaknesses, opportunities and threats) analyses performed by the trainees improved with differences between 0.35 and 0.49 on a Likert scale (p strategic planning. Following the training program, the external environment, strategic positioning, and quality of care were predictors of learning outcomes. The four regression models used showed that the training program had positive effects (p Strategic Plan comprising the hospital mission, vision, strategic objectives, and action plan. This study provided evidence that training for strategic planning and management enhanced the strategic decision-making of hospital management teams, which is a requirement for hospitals in an increasingly competitive, complex and challenging context. For the first time, half of

  3. Strategic energy planning in Southern China

    Energy Technology Data Exchange (ETDEWEB)

    Bogach, S.; Ding, G.; Sabourin, J. [Bogach and Associates Ltd. (Canada)

    1995-12-31

    Describes the development and implementation of the Strategic Energy Planning Project for China due to international cooperation between China and Canada. Aspects considered include development of energy resources available, identifying energy shortages of traditional fuels, good quality coal, diesel fuel and electric power, environmental factors and government policies. 16 refs., 2 figs., 1 tab.

  4. Strategic serendipity

    DEFF Research Database (Denmark)

    Knudsen, Gry Høngsmark; Lemmergaard, Jeanette

    2014-01-01

    This paper contributes to critical voices on the issue of strategic communication. It does so by exploring how an organisation can seize the moment of serendipity based on careful preparation of its issues management and communication channels. The focus of the study is the media coverage......-of-the-art knowledge and in-depth understanding of the affordances of different communication channels, we discuss the importance of establishing opportunities for serendipity in strategic communication planning. The contribution of the paper is to develop the concept of strategic serendipity and show how...

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

    DEFF Research Database (Denmark)

    Galland, Daniel; Elinbaum, Pablo

    2015-01-01

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

  6. A decision support system for strategic planning on pig farms

    OpenAIRE

    Backus, Ge B.C.; Timmer, G. Th.; Dijkhuizen, A.A.; Eidman, V.R.; Vos, F.

    1995-01-01

    This paper reported on a decision support system (DSS) for strategic planning on pig farms. The DSS was based . on a stochastic simulation model of investment decisions (ISM). ISM described a farm with one loan and one building using 23 variables. The simulation model calculated the results of a strategic plan for an individual pig farm over a time horizon of a maximum of 20 years for a given scenario. For six distinct replacement strategies, regression metamodels were specified to describe t...

  7. 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.

  8. Hydro-Quebec : positioning and strategic planning

    International Nuclear Information System (INIS)

    Lanoue, R.

    1998-01-01

    Hydro-Quebec's corporate concerns for 1998-2002 were highlighted. The Corporation's strategic plan envisages that within the next decade, the utility will boost sales by 25 per cent with an investment of $13.2 billion in new generation projects. The electric utility plans to build on past experience and maintain its electricity rates and service quality. Sustaining environmental quality while developing into a world class enterprise remains a major objective of the utility. Research and development will also continue to be an integral part of the utility's operations. Tabs., figs

  9. US Strategic Plan: two years on

    International Nuclear Information System (INIS)

    Anon.

    1992-01-01

    In the two years since it issued its Strategic Plan for Building New Nuclear Power Plants, the US nuclear power industry says significant progress has been achieved. The plan's major points call for completing the engineering for advanced reactor designs over the next five years; identifying suitable sites for new nuclear plants; achieving stable regulatory conditions so investors can be assured of earning a fair return on financing for new plants; improving the performance of existing nuclear plants; resolving the waste problems; and improving public acceptance of nuclear power. (author)

  10. Garden State Parkway Corridor : ITS early deployment planning study : strategic deployment plan

    Science.gov (United States)

    1997-12-01

    This Strategic Deployment Plan describes ways of improving travel within the Garden : State Parkway Corridor using intelligent transportation systems (ITS) and without : constructing additional roadway lanes. Travel improvements will be possible with...

  11. 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...

  12. An analytical framework for strategic delta planning : negotiating consent for long-term sustainable delta development

    NARCIS (Netherlands)

    Seijger, C.; Douven, W; Hermans, L.M.; Evers, J.; Phi, H. L.; Brunner, J.; Pols, L.; Ligtvoet, W.; Koole, S.; Slager, K.; Vermoolen, M.S.; Hasan, S.; Hoang, V. T M; van Halsema, G

    2016-01-01

    Sectoral planning on water, agriculture and urban development has not been able to prevent increased flood risks and environmental degradation in many deltas. Governments conceive strategic delta planning as a promising planning approach and develop strategic delta plans. Such plans are linked to

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

    International Nuclear Information System (INIS)

    Marchetti, John A.; Betschart, James F.; Suffern, J. Samuel

    1992-01-01

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

  14. Use of information systems in Air Force medical treatment facilities in strategic planning and decision-making.

    Science.gov (United States)

    Yap, Glenn A; Platonova, Elena A; Musa, Philip F

    2006-02-01

    An exploratory study used Ansoff's strategic planning model as a framework to assess perceived effectiveness of information systems in supporting strategic business plan development at Air Force medical treatment facilities (MTFs). Results showed information systems were most effective in supporting historical trend analysis, strategic business plans appeared to be a balance of operational and strategic plans, and facilities perceived a greater need for new clinical, vice administrative, information systems to support strategic planning processes. Administrators believed information systems should not be developed at the local level and perceived information systems have the greatest impact on improving clinical quality outcomes, followed by ability to deliver cost effective care and finally, ability to increase market share.

  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. 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.

  17. Developing Strategic Marketing Plan for International Tourism Industry

    OpenAIRE

    Zhang, Mingmo

    2013-01-01

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

  18. 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...

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

    Science.gov (United States)

    Oneill, John W.; Gordon-Winkler, Lyn

    1992-01-01

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

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

    Science.gov (United States)

    Oneill, John W.; Gordon-Winkler, Lyn

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

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

    Science.gov (United States)

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

    2015-10-01

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

  2. 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.

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

    Science.gov (United States)

    Chang, Rang-Seng

    1992-05-01

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

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

    International Nuclear Information System (INIS)

    1999-01-01

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

  5. Decomposition of the Strategic Plan for Restructuring a Machine-Building Enterprise in View of Continuity of the Plans for Adjacent Periods

    Directory of Open Access Journals (Sweden)

    Kozyr-Chepurna Mariia A.

    2017-09-01

    Full Text Available The aim of the article is to practically approve the authors’ multi-level hierarchical approach to the strategic planning of industrial enterprise restructuring using the example of solving the problem of disaggregating the strategic plan for restructuring a machine-building enterprise of the electrical industry providing for organization of production of railroad freight cars at the enterprise. Besides, there demonstrated the effectiveness of the mechanisms of coordinating the plans for adjacent hierarchical and time periods included in the corresponding mathematical support. In the course of the practical approval, different variants of formulating the problem of decomposing the strategic plan into plans of lower hierarchical levels differing in terms of coordination of the plans of adjacent hierarchical levels and adjacent planning periods are considered, and the solutions of corresponding optimal planning problems are analyzed. It is shown that the developed methodological approach, which is based on the methods of statistical optimization, demonstrates quite satisfactory performance characteristics in solving the problem of coordinating the plans of adjacent time periods in the mode of sliding planning in the process of decomposition of the strategic plan into lower-level plans.

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

    Directory of Open Access Journals (Sweden)

    Maksin Marija

    2010-01-01

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

  7. The strategic plan for combating antimicrobial resistance in Gulf Cooperation Council States.

    Science.gov (United States)

    Balkhy, Hanan H; Assiri, Abdullah M; Mousa, Haifa Al; Al-Abri, Seif S; Al-Katheeri, Huda; Alansari, Huda; Abdulrazzaq, Najiba M; Aidara-Kane, Awa; Pittet, Didier

    2016-01-01

    The Gulf Cooperation Council Center for Infection Control (GCC-IC) has placed the emergence of antimicrobial resistance (AMR) on the top of its agenda for the past four years. The board members have developed the initial draft for the GCC strategic plan for combating AMR in 2014. The strategic plan stems from the WHO mandate to combat AMR at all levels. The need for engaging a large number of stakeholders has prompted the GCC-IC to engage a wider core of professionals in finalizing the plan. A multi-disciplinary group of more than 40 experts were then identified. And a workshop was conducted in Riyadh January 2015 and included, for the first time, representation of relevant ministries and agencies as well as international experts in the field. Participants worked over a period of two and a half days in different groups. International experts shared the global experiences and challenges in addressing human, food, animal, and environmental aspects of controlling AMR. Participants were then divided into 4 groups each to address the human, animal, microbiological and diagnostic, or the environmental aspect of AMR. At the end of the workshop, the strategic plan was revised and endorsed by all participants. The GCC-IC board members then approved it as the strategic plan for AMR. The document produced here is the first GCC strategic plan addressing AMR, which shall be adopted by GCC countries to develop country-based plans and related key performance indicators (KPIs). It is now the role of each country to identify the body that will be accountable for implementing the plan at the country level. Copyright © 2016 King Saud Bin Abdulaziz University for Health Sciences. Published by Elsevier Ltd. All rights reserved.

  8. The paradox of strategic environmental assessment

    Energy Technology Data Exchange (ETDEWEB)

    Bidstrup, Morten, E-mail: bidstrup@plan.aau.dk; Hansen, Anne Merrild, E-mail: merrild@plan.aau.dk

    2014-07-01

    Strategic Environmental Assessment (SEA) is a tool that can facilitate sustainable development and improve decision-making by introducing environmental concern early in planning processes. However, various international studies conclude that current planning practice is not taking full advantage of the tool, and we therefore define the paradox of SEA as the methodological ambiguity of non-strategic SEA. This article explores causality through at three-step case study on aggregates extraction planning in Denmark, which consists of a document analysis; a questionnaire survey and follow-up communication with key planners. Though the environmental reports on one hand largely lack strategic considerations, practitioners express an inherent will for strategy and reveal that their SEAs in fact have been an integrated part of the planning process. Institutional context is found to be the most significant barrier for a strategy and this suggests that non-strategic planning setups can prove more important than non-strategic planning in SEA practice. Planners may try to execute strategy within the confinements of SEA-restricted planning contexts; however, such efforts can be overlooked if evaluated by a narrow criterion for strategy formation. Consequently, the paradox may also spark from challenged documentation. These findings contribute to the common understanding of SEA quality; however, further research is needed on how to communicate and influence the strategic options which arguably remain inside non-strategic planning realities. - Highlights: • International studies conclude that SEAs are not strategic. = The paradox of SEA. • Even on the highest managerial level, some contexts do not leave room for strategy. • Non-strategic SEA can derive from challenged documentation. • Descriptive and emergent strategy formation can, in practice, be deemed non-strategic.

  9. The paradox of strategic environmental assessment

    International Nuclear Information System (INIS)

    Bidstrup, Morten; Hansen, Anne Merrild

    2014-01-01

    Strategic Environmental Assessment (SEA) is a tool that can facilitate sustainable development and improve decision-making by introducing environmental concern early in planning processes. However, various international studies conclude that current planning practice is not taking full advantage of the tool, and we therefore define the paradox of SEA as the methodological ambiguity of non-strategic SEA. This article explores causality through at three-step case study on aggregates extraction planning in Denmark, which consists of a document analysis; a questionnaire survey and follow-up communication with key planners. Though the environmental reports on one hand largely lack strategic considerations, practitioners express an inherent will for strategy and reveal that their SEAs in fact have been an integrated part of the planning process. Institutional context is found to be the most significant barrier for a strategy and this suggests that non-strategic planning setups can prove more important than non-strategic planning in SEA practice. Planners may try to execute strategy within the confinements of SEA-restricted planning contexts; however, such efforts can be overlooked if evaluated by a narrow criterion for strategy formation. Consequently, the paradox may also spark from challenged documentation. These findings contribute to the common understanding of SEA quality; however, further research is needed on how to communicate and influence the strategic options which arguably remain inside non-strategic planning realities. - Highlights: • International studies conclude that SEAs are not strategic. = The paradox of SEA. • Even on the highest managerial level, some contexts do not leave room for strategy. • Non-strategic SEA can derive from challenged documentation. • Descriptive and emergent strategy formation can, in practice, be deemed non-strategic

  10. 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…

  11. 77 FR 70483 - Request for Comments (RFC)-Federal Cybersecurity Research and Development Strategic Plan

    Science.gov (United States)

    2012-11-26

    ... received by December 19, 2012. SUMMARY: This Request For Comments (RFC) is issued by the Cyber Security and... plan was developed under the leadership of the Cyber Security and Information Assurance Research and... strategic plan, the strategic plan's impact in orienting private sector cybersecurity research and...

  12. 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.

  13. 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…

  14. 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.

  15. Strategic planning features of subsurface management in Kemerovo Oblast

    Science.gov (United States)

    Romanyuk, V.; Grinkevich, A.; Akhmadeev, K.; Pozdeeva, G.

    2016-09-01

    The article discusses the strategic planning features of regional development based on the production and subsurface management in Kemerovo Oblast. The modern approach - SWOT analysis was applied to assess the regional development strategy. The estimation of regional development plan implementation was given for the foreseeable future.

  16. The investigation of the national views for the strategic plan 2005-2009 of OECD/NEA

    International Nuclear Information System (INIS)

    Ko, H. S.; Ryu, J. S.; Lee, K. S.; Yang, M. H.

    2004-01-01

    OECD/NEA has been developing the Strategic Plan of 2005-2009 which will be used as the guidelines of NEA activities for this period. Korean government is of the view that national interests in the cooperation with OECD/NEA become important and are needed to be reflected to this Strategic Plan. We has prepared and suggested Korean proposal for the Strategic Plan of OECD/NEA

  17. 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…

  18. Visions, Strategic Planning, and Quality--More than Hype.

    Science.gov (United States)

    Kaufman, Roger

    1996-01-01

    Discusses the need to shift from the old models for organizational development to the new methods of quality management and continuous improvement, visions and visioning, and strategic planning, despite inappropriate criticisms they receive. (AEF)

  19. 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...

  20. 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.

  1. STRATEGIC ALLIANCE AND STRATEGIC PLANNING EFFECT TO COMPANY PERFORMANCE IN CREATING COMPETITIVE ADVANTAGE (STUDY CASE AT INDOFOOD CBP SUKSES MAKMUR COMPANY - FOOD SEASONING DIVISION )

    OpenAIRE

    Ardiyanto, Yan

    2016-01-01

    This research head for analyze the effect of inter variable to answered set problems how is strategic alliance and strategic planning to improve company performance for create competitive advantage. This research gives theoritic and managerial implication concern pace which have to take by PT. Indofood CBP Sukses Makmur Food Seasoning Division to improve their company performance for create competitive advantage which got from product strategic alliance and strategic planning. Population in t...

  2. Texas strategic action plan for motorcycles : 2013-2018.

    Science.gov (United States)

    2013-06-01

    The Texas Strategic Action Plan for Motorcycles: 2013-2018 provides an integrated : approach to identify implementable strategies and action steps to make the : road environment and infrastructure safer for motorcyclists and other powered : two- and ...

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

    Science.gov (United States)

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

    2008-01-01

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

  4. Synchronous method and engineering tool for the strategic factory planning

    OpenAIRE

    Abdul Rahman, O.; Jaeger, J.; Constantinescu, C.

    2011-01-01

    This paper presents the approach to combine two reference methods and engineering tools, for "Factory Performance and Investment Planning«as well as "Value Added Ideal Production Network Planning". The resulted synchronous method aims to support factories in the strategic planning as well as in the network planning. The corresponding engineering tool is employed for assessment planning, sales planning, capacity planning and production costs planning under the consideration of dynamic and stoc...

  5. 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...

  6. Economic Modeling as a Component of Academic Strategic Planning.

    Science.gov (United States)

    MacKinnon, Joyce; Sothmann, Mark; Johnson, James

    2001-01-01

    Computer-based economic modeling was used to enable a school of allied health to define outcomes, identify associated costs, develop cost and revenue models, and create a financial planning system. As a strategic planning tool, it assisted realistic budgeting and improved efficiency and effectiveness. (Contains 18 references.) (SK)

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

    Science.gov (United States)

    1991-01-01

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

  8. 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 ...

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

    Science.gov (United States)

    Groff, Warren H.

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

  10. Emotional intelligence in strategic plan

    OpenAIRE

    Mulet Arasa, David

    2017-01-01

    Treball Final de Grau en Administració d'Empreses. Codi: AE1049. Curs acadèmic: 2016/2017. Given that there is high labor competitiveness, encouraged by globalization, companies must use all the resources they have as effectively as possible. One of these resources is the human factor, from the point of view of Emotional Intelligence and the competencies raised by Goleman (2008). On the other hand, it has the strategic plan, the framework where all the procedures and objectives...

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

    Science.gov (United States)

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

    2005-01-01

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

  12. 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...

  13. Cognitive styles, user acceptance and commitment to strategic plans in public organizations: an empirical analysis

    NARCIS (Netherlands)

    B.R.J. George (Bert); S. Desmidt (Sebastian); E. Cools (Eva); A. Prinzie (Anita)

    2017-01-01

    textabstractGiven the lack of insights into the micro-determinants of strategic planning (SP) in public organizations, this study uses information-processing theory and self-efficacy theory to investigate individual-level predictors of commitment to strategic plans among planning team members

  14. Environment factors to achieve strategic objectives in companies

    Directory of Open Access Journals (Sweden)

    Guga, L.

    2010-12-01

    Full Text Available Strategic management begins with an evaluation of the organization’s mission, goals, and strategy. This is followed by situation analysis (sometimes called SWOT analysis which examines opportunities and threats in the external environment as well as strengths and weaknesses within the organization. Situation analysis leads to the formulation of explicit strategic plans, which then must be implemented.This planning usually takes place in for-profit business organizations and pertains to competitive actions on the market. Although some companies hire strategic planning experts, the responsibility for strategic planning rests with line managers. Seniors executives of companies want middle and lower-level line managers to think strategically. Strategic thinking means to take the long-term view and to see the big picture, including the organization and the competitive environment and consider how they fit together. Understanding the strategy concept, the levels of strategy, and strategy formulations versus implementation is an important start towards strategic thinking.

  15. Enabling strategic projects: assessment of key instruments for national spatial planning

    NARCIS (Netherlands)

    Savini, F.; Salet, W.; Majoor, S.

    2010-01-01

    This research focuses on the instruments and tools which national planning agencies have at their disposal to intervene and get involved in strategic projects. The research examines how strategic national visions are translated into interventions in local projects across the Dutch territory. This

  16. Conceptions of Marketing Management and Strategic Planning at the Market of Cellular Communication Services

    Directory of Open Access Journals (Sweden)

    Marina Vladimirovna Perevoznikova

    2015-12-01

    Full Text Available The article is devoted to the study and analysis of marketing management and strategic planning of the companies working in the field of cellular communication services. The article represented the concept of marketing management and strategic planning, and their importance in the business development. Objectives and tasks of marketing management in the telecommunications are considered. Тhe conceptions of marketing management and the advisability of their use in the market of cellular communication are described. Relationship of marketing management and strategic planning at activities of the organization are determined. The stages of strategic planning and types of global and corporate development strategies of companies in the telecommunication market are analyzed. The application features of the marketing management concepts and development strategies in the telecommunications sector are considered. The evaluation criteria and mobile operators performance indicators (data are formed. The conclusions about the role of the effective marketing management and strategic planning in the activities of mobile operators are formulated, that allows keeping marginality and high level of business profitability, creating competitive advantages in the conditions of highly competitive market, forming effective purchasing, sales activities and promotional activities, determining the correct tactics of behavior at the market.

  17. Upgrading geometry conceptual understanding and strategic competence through implementing rigorous mathematical thinking (RMT)

    Science.gov (United States)

    Nugraheni, Z.; Budiyono, B.; Slamet, I.

    2018-03-01

    To reach higher order thinking skill, needed to be mastered the conceptual understanding and strategic competence as they are two basic parts of high order thinking skill (HOTS). RMT is a unique realization of the cognitive conceptual construction approach based on Feurstein with his theory of Mediated Learning Experience (MLE) and Vygotsky’s sociocultural theory. This was quasi-experimental research which compared the experimental class that was given Rigorous Mathematical Thinking (RMT) as learning method and the control class that was given Direct Learning (DL) as the conventional learning activity. This study examined whether there was different effect of two learning model toward conceptual understanding and strategic competence of Junior High School Students. The data was analyzed by using Multivariate Analysis of Variance (MANOVA) and obtained a significant difference between experimental and control class when considered jointly on the mathematics conceptual understanding and strategic competence (shown by Wilk’s Λ = 0.84). Further, by independent t-test is known that there was significant difference between two classes both on mathematical conceptual understanding and strategic competence. By this result is known that Rigorous Mathematical Thinking (RMT) had positive impact toward Mathematics conceptual understanding and strategic competence.

  18. 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.

  19. FORMATION OF FINANCIAL SECURITY OF THE ENTERPRISE BASED ON STRATEGIC PLANNING

    Directory of Open Access Journals (Sweden)

    Nadiya Rushchyshyn

    2017-09-01

    Full Text Available The purpose of the study is to improve ways of forming financial security of the enterprise based onstrategic planning. The subject of the research: formation of financial security of the enterprise on the basis of strategicplanning. The methodological background of the research is a set of theoretical and general scientific methods:analysis and synthesis, theoretical and logical generalization, grouping, abstraction, and others. The paper providesa general description of the core approaches defining the concept of “financial security of the enterprise”. Functionalgoals of financial security of the enterprise are outlined, namely: ensuring financial stability and independence;achievement of high competitiveness in the market of goods, works, services; ensuring high efficiency of financialand economic activity; ensuring high liquidity of assets, and increasing the market value of the enterprise; supportfor the appropriate level of business activity and image; formation of information security and commercialsecrets; efficient organization of security of share capital and assets of the enterprise. The scheme of organizationof financial security organization is considered based on strategic planning. It is determined that the strategicplanning results in strategic plan (strategy for ensuring the financial security of the enterprise. Such a strategyshould be consistent with both financial and the company’s overall strategies, as well as main goals and objectives.For the most effective implementation of the chosen financial security strategy at the enterprise, it is expedientto develop and implement a system of plans covering all aspects of the strategic planning process, including thetarget program, strategic, tactical, calendar, and individual plans. The system of plans should specify: the purpose ofchanges in the functioning of internal systems of the enterprise; terms of making changes; the work that needs tobe done to make changes; their

  20. Developing a vision and strategic action plan for future community-based residency training.

    Science.gov (United States)

    Skelton, Jann B; Owen, James A

    2016-01-01

    The Community Pharmacy Residency Program (CPRP) Planning Committee convened to develop a vision and a strategic action plan for the advancement of community pharmacy residency training. Aligned with the profession's efforts to achieve provider status and expand access to care, the Future Vision and Action Plan for Community-based Residency Training will provide guidance, direction, and a strategic action plan for community-based residency training to ensure that the future needs of community-based pharmacist practitioners are met. National thought leaders, selected because of their leadership in pharmacy practice, academia, and residency training, served on the planning committee. The committee conducted a series of conference calls and an in-person strategic planning meeting held on January 13-14, 2015. Outcomes from the discussions were supplemented with related information from the literature. Results of a survey of CPRP directors and preceptors also informed the planning process. The vision and strategic action plan for community-based residency training is intended to advance training to meet the emerging needs of patients in communities that are served by the pharmacy profession. The group anticipated the advanced skills required of pharmacists serving as community-based pharmacist practitioners and the likely education, training and competencies required by future residency graduates in order to deliver these services. The vision reflects a transformation of community residency training, from CPRPs to community-based residency training, and embodies the concept that residency training should be primarily focused on training the individual pharmacist practitioner based on the needs of patients served within the community, and not on the physical location where pharmacy services are provided. The development of a vision statement, core values statements, and strategic action plan will provide support, guidance, and direction to the profession of pharmacy to

  1. Carlsbad Area Office strategic plan

    International Nuclear Information System (INIS)

    1995-10-01

    This edition of the Carlsbad Area Office Strategic Plan captures the U.S. Department of Energy's new focus, and supercedes the edition issued previously in 1995. This revision reflects a revised strategy designed to demonstrate compliance with environmental regulations earlier than the previous course of action; and a focus on the selected combination of scientific investigations, engineered alternatives, and waste acceptance criteria for supporting the compliance applications. An overview of operations and historical aspects of the Waste Isolation Pilot Plant near Carlsbad, New Mexico is presented

  2. STRATEGIC PLANNING AND HIGH PERFORMANCE HUMAN RESOURCE MANAGEMENT PRACTICES IN PAKISTANI SMES

    Directory of Open Access Journals (Sweden)

    Abdul RAZIQ

    2014-10-01

    Full Text Available This study is concerned with the relationship between Strategic Planning and High Performance Human Resource Management Practices (HPHRMP. The study was conducted in the context of Small & Medium-size Enterprises (SMEs in the service and manufacturing sector in Pakistani. The primary data was collected through a survey of HPHRMP and as such the study is quantitative in nature. The target population of the study consisted of SMEs operating in the city of Karachi, Pakistan. Stratified random sampling method was applied to collect data from 357 SMEs. An independent-sample t-test test was employed to see whether group means of Strategic Planning are significantly different in relation to prevalence of HPHRMP. The overall results were mixed and partially supportive of a positive relationship between Strategic Planning and the adoption of HPHRMP.

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

    Science.gov (United States)

    Driscoll, Deborah P.

    2010-01-01

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

  4. 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.

  5. 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...

  6. Analysis of financial cost models of strategic planning

    Directory of Open Access Journals (Sweden)

    Vorobev Aleksei Viacheslavovich

    2013-11-01

    Full Text Available This article analyzes the cost of financial models for strategic planning. Shows the strengths and weaknesses of the model, economic value added EVA (Economic Value Added. Necessity of further development of methods for determining financial policy priorities.

  7. Study on mid and long-term strategic plan formulation for newly-constructed NPP

    International Nuclear Information System (INIS)

    Song Lin

    2014-01-01

    Mid and Long-term strategic plan plays a key role for the management of a newly constructed nuclear power company. Among others, process, goals, and risk management, are the primary concerns during plan preparing. The article analyzed these three areas for Fuqing NPP, including the formulating process for the plan, the mid and long-term goal setting of the company, the major risk analysis and countermeasure selection therefore. Through that solutions and suggestions for strategic plan formulation were concluded for newly-constructed NPP. (author)

  8. THE SIGNIFICANCE OF MANAGEMENT INFORMATION SYSTEMS FOR ENHANCING STRATEGIC AND TACTICAL PLANNING

    Directory of Open Access Journals (Sweden)

    Akram Jalal Karim

    2011-08-01

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

  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. 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. PMID:23303997

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

    Directory of Open Access Journals (Sweden)

    Iuliana CETINĂ

    2010-12-01

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

  12. 78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018

    Science.gov (United States)

    2013-09-10

    ... strategic planning consultation process is an opportunity for the Department to refine and strengthen the... and Human Services, Office of the Assistant Secretary for Planning and Evaluation, Strategic Planning... planning process under the Government Performance and Results Modernization Act of 2010 (GPRA-MA) (Pub. L...

  13. Implementing Strategic Environmental Assessment of spatial planning tools

    International Nuclear Information System (INIS)

    De Montis, Andrea

    2013-01-01

    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. 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.

  15. Strategic Planning And Performance Of Commercial Banks In Nigeria

    Directory of Open Access Journals (Sweden)

    Hope Ngozi Nzewi

    2015-05-01

    Full Text Available Abstract This study explored the relationship between strategic planning and performance of commercial banks in Nigeria. Specifically it determined the nature of relationship that existed between total assets and profit after tax of the selected banks. Exploratory research design was employed.Secondary data were sourced from the Nigerian Exchange Fact Book 2011 to 2013. Linear regression and Pearson bivariate correlation analytical techniques were used. Findings revealed that there is a weak positive relationship between the total assets and profit after tax of the selected commercial banks. The policy implication is that any meaningful profitability of the commercial banks in Nigeria must ensure proper institution and comprehensive execution of the strategic planning processes by the various managers of the selected commercial banks.

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

    Science.gov (United States)

    Blackburn, J. F.

    1990-06-01

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

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

    International Nuclear Information System (INIS)

    1995-06-01

    This report provides information about the use of an integrated strategic plan, strategy, and life-cycle baseline in the long range planning and risk process employed by the environmental restoration program at the Oak Ridge National Laboratory (ORNL). Long-range planning is essential because the ER Program encompasses hundreds of sites; will last several decades; and requires complex technology, management, and policy. Long-range planning allows a focused, cost-effective approach to identify and meet Program objectives. This is accomplished through a strategic plan, a strategy, and a life-cycle baseline. This long-range methodology is illustrated below

  18. Training and plant performance: a strategic planning partnership

    International Nuclear Information System (INIS)

    Coe, R.P.

    1987-01-01

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

  19. A Lesson Plan Incorporating Collaborative Strategic Reading

    Institute of Scientific and Technical Information of China (English)

    陈江萍

    2017-01-01

    This essay is going to have an in-depth analysis of the Collaborative Strategic Reading, a four-step reading comprehen-sion strategy popular in the Western classrooms. It will start with some brief introduction about this instructional approach in company with its theoretical rationale and research evidence for its effectiveness of improving learners 'reading competence. Fo-cused on the previewing skill, the first step of the reading instruction, a modified lesson plan is designed in the Chinese high school setting, followed by justification of the major elements of the plan, and some practical implications.

  20. A Lesson Plan Incorporating Collaborative Strategic Reading

    Institute of Scientific and Technical Information of China (English)

    陈江萍

    2017-01-01

    This essay is going to have an in-depth analysis of the Collaborative Strategic Reading, a four-step reading comprehen?sion strategy popular in the Western classrooms. It will start with some brief introduction about this instructional approach in company with its theoretical rationale and research evidence for its effectiveness of improving learners 'reading competence. Fo?cused on the previewing skill, the first step of the reading instruction, a modified lesson plan is designed in the Chinese high school setting, followed by justification of the major elements of the plan, and some practical implications.

  1. Strategic planning by the palliative care steering committee of the Middle East Cancer Consortium.

    Science.gov (United States)

    Moore, Shannon Y; Pirrello, Rosene D; Christianson, Sonya K; Ferris, Frank D

    2011-04-01

    High quality comprehensive palliative care is a critical need for millions of patients and families, but remains only a dream in many parts of the world. The failure to do a strategic planning process is one obstacle to advancing education and pain prevention and relief. The Middle Eastern Cancer Consortium Steering Committee attendees completed an initial strategic planning process and identified "developmental steps" to advance palliative care. Underscoring the multi-disciplinary nature of comprehensive palliative care, discipline-specific planning was done (adult and pediatric cancer and medicine, pharmacy, nursing) in a separate process from country-specific planning. Delineating the layers of intersection and differences between disciplines and countries was very powerful. Finding the common strengths and weaknesses in the status quo creates the potential for a more powerful regional response to the palliative care needs. Implementing and refining these preliminary strategic plans will augment and align the efforts to advance palliative care education and pain management in the Middle East. The dream to prevent and relieve suffering for millions of patients with advanced disease will become reality with a powerful strategic planning process well implemented.

  2. 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.

  3. A suitable 'GPS' for SME's: the strategic planning and organizational learning nexus

    OpenAIRE

    Baltar, Fabiola

    2013-01-01

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

  4. Strategic Energy Management Plan for the Santa Ynez Band of Chumash Indians

    Energy Technology Data Exchange (ETDEWEB)

    Davenport, Lars [Santa Ynez Band of Chumash Indians, Santa Ynez, CA (United States); Smythe, Louisa [Santa Ynez Band of Chumash Indians, Santa Ynez, CA (United States); Sarquilla, Lindsey [Santa Ynez Band of Chumash Indians, Santa Ynez, CA (United States); Ferguson, Kelly [Santa Ynez Band of Chumash Indians, Santa Ynez, CA (United States)

    2015-03-27

    This plan outlines the Santa Ynez Band of Chumash Indians’ comprehensive energy management strategy including an assessment of current practices, a commitment to improving energy performance and reducing overall energy use, and recommended actions to achieve these goals. Vision Statement The primary objective of the Strategic Energy Management Plan is to implement energy efficiency, energy security, conservation, education, and renewable energy projects that align with the economic goals and cultural values of the community to improve the health and welfare of the tribe. The intended outcomes of implementing the energy plan include job creation, capacity building, and reduced energy costs for tribal community members, and tribal operations. By encouraging energy independence and local power production the plan will promote self-sufficiency. Mission & Objectives The Strategic Energy Plan will provide information and suggestions to guide tribal decision-making and provide a foundation for effective management of energy resources within the Santa Ynez Band of Chumash Indians (SYBCI) community. The objectives of developing this plan include; Assess current energy demand and costs of all tribal enterprises, offices, and facilities; Provide a baseline assessment of the SYBCI’s energy resources so that future progress can be clearly and consistently measured, and current usage better understood; Project future energy demand; Establish a system for centralized, ongoing tracking and analysis of tribal energy data that is applicable across sectors, facilities, and activities; Develop a unifying vision that is consistent with the tribe’s long-term cultural, social, environmental, and economic goals; Identify and evaluate the potential of opportunities for development of long-term, cost effective energy sources, such as renewable energy, energy efficiency and conservation, and other feasible supply- and demand-side options; and Build the SYBCI’s capacity for

  5. 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

  6. Strategic plan for the National Mapping Divison of the U.S. Geological Survey

    Science.gov (United States)

    ,

    1997-01-01

    The National Mapping Division (NMD) has developed this comprehensive strategic plan to chart its course over the next decade. To meet the challenge of the future, the NMD is changing its program emphasis, methods of responding to customer need and business practices. The NMD Strategic Plan identifies the new direction for the Division through a series of goals and actions for managers to use in formulating plans, establishing program emphasis, and determining resource needs and allocations into the next century.

  7. STRATEGIC PLANNING DIMENSIONS IN SMALL AND MEDIUM ENTERPRISES (SMEs IN SOUTH AFRICA: THEIR RELATIVE IMPORTANCE AND VARIATIONS IN SELECTED DEMOGRAPHIC VARIABLES.

    Directory of Open Access Journals (Sweden)

    MAXWELL SANDADA

    2015-02-01

    Full Text Available The purpose of the study was to evaluate the strategic dimensions of SMEs and how each dimension is rated by owners and managers of SMEs. The other objective of the study was to ascertain if differences in strategic planning practices existed with respect to demographic variables namely gender, age and position in the organization. It was found that the main dimensions of strategic planning are mission and vision, environmental scanning, employee participation in the strategic planning process, time horizon of strategic planning, implementation incentives, evaluation and control, formality of strategic planning and source of information about the environment. It was also found that mission and vision, formality of strategic planning and evaluation and control were the most valued factors. No significant statistical difference existed among owners and managers of different age, gender and positions in strategic planning practices. The value of the study is that it offers various dimensions of strategic planning that SMEs can implement to be competitive and sustainable.

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

    International Nuclear Information System (INIS)

    Sprecher, W.M.; Katz, J.; Redmond, R.J.

    1992-01-01

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

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

    OpenAIRE

    Thomas H. Naylor; Francis Tapon

    1982-01-01

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

  11. 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…

  12. Business owner and manager’s attitudes towards financial decision-making and strategic planning: Evidence from Croatian SMEs

    Directory of Open Access Journals (Sweden)

    Marina Klačmer Čalopa

    2017-01-01

    Full Text Available The main goal of the paper was to explore the attitude of business owners and managers in the small and medium sized companies (SMEs in Croatia toward financial decision-making and strategic planning. In addition, it is attempted to identify managers’ styles and entrepreneurial skills, as well as the level of their financial knowledge. Data was gathered using online questionnaire method and analyzed with standard tools of descriptive statistics. The research sample consisted of 106 respondents from SMEs in Croatia (14% response rate. Research results reveal that business owners and managers are concerned about financial results but, unfortunately, do not influence the financial decision-making in all of its stages. The study could contribute to a better understanding of attitudes of Croatian SMEs business owners and managers toward financial decision-making and strategic planning.

  13. Foundation for the Future. 2013-2015 Strategic Plan. FY13 Organizational Performance Plan

    Science.gov (United States)

    2013-01-01

    Strengths, Weaknesses, Opportunities, and Threats ( SWOT ) Analysis 192013–2015 Strategic Plan tr t ic l The Planning, Policy, and Leadership Support (PPLS...and public cloud mix Conduct government/private market survey to determine future cloud strategy Implement future cloud strategy  Thin Client...Systems Acquisition Reform Act of 2009, National Security Strategy , and the Digital Government Strategy • Department of Defense, as set forth in the

  14. Using the laws and the regularities of public administration in the state strategic planning

    Directory of Open Access Journals (Sweden)

    O. L. Yevmieshkina

    2016-03-01

    Full Text Available The article researches the use of laws of public administration in the state strategic planning; defined a methodological basis of state strategic planning. State strategic planning as a function of public administration exists in accordance with its laws and regularities. Author established the use of public administration laws as: unity socio-economic system, required diversity, system integrity, unity techniques and basic functions of social management at all levels of public administration: central, sectorial, regional. At the public administration level this laws as a rule us in working and realization of state strategy, state, region and sectorial program, which directed to improve of political, economic and social process. State strategic planning as a function of public administration exists in accordance with its laws. The law in our research is considered as objective, substantive, necessary, sustainable relationship between events. The most essential feature of law is reflecting the objective state of affairs, objective relations between things, items and phenomenon’s. The other difficult sign of law is necessity as relation, which inevitably revealed in the development process of different things. Law category with regularity category is relation. Regularity is wider category then the law. The state strategic planning is an integrated, systematic process due to the action and use laws and regularities of public administration. That improves the efficiency of public administration.

  15. 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

  16. 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

  17. 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…

  18. 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.

  19. 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

  20. 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'…

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

    Science.gov (United States)

    Martin, Christopher J.

    2012-01-01

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

  2. 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

  3. Strategic Planning for Health Care Cost Controls in a Constantly Changing Environment.

    Science.gov (United States)

    Hembree, William E

    2015-01-01

    Health care cost increases are showing a resurgence. Despite recent years' comparatively modest increases, the projections for 2015 cost increases range from 6.6% to 7%--three to four times larger than 2015's expected underlying inflation. This resurgence is just one of many rapidly changing external and internal challenges health plan sponsors must overcome (and this resurgence advances the date when the majority of employers will trigger the "Cadillac tax"). What's needed is a planning approach that is effective in overcoming all known and yet-to-be-discovered challenges, not just affordability. This article provides detailed guidance in adopting six proven strategic planning steps. Following these steps will proactively and effectively create a flexible strategic plan for the present and future of employers' health plans that will withstand all internal and external challenges.

  4. 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...

  5. 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 important contribution to policy dialogue in the region. The work also allowed the ...

  6. Making Strategic Planning Work in Local Government: An Empirical Study of Success And Failure

    Directory of Open Access Journals (Sweden)

    Ángel IGLESIAS

    2015-10-01

    Full Text Available Since the 1990s, local governments all over Europe have launched reforms to improve local democracy, public management and efficiency in the provision of local services. Some of these reforms are inspired by what previously has worked in private management and some of them have also a macro-level approach, whose main aim is to introduce institutional reforms and reorganizations to ensure contextual problem solving by strengthening governance within the local public sector. In this context, Strategic Planning in public organizations has attracted interest among academic researchers and practitioners as an instrument for dealing with a complex environment and for the achievement of higher performance and the attainment of greater democracy. But the decision on how to introduce Strategic Planning might follow a different rationale. The hypothesis maintained in this paper is that those that are based in an endogenous rationale are more likely to succeed. To test our hypothesis this paper draws on a comparative empirical analysis concerning the design and implementation of a Strategic Planning process within two Spanish city governments: one considered to have been a failure and the other a success. Focusing on the way in which the use of Strategic Planning has to face the trade-offs between urban and economic development and democracy, the paper explores how this formal mechanism of citizen´s and business’ participation serves to establish relational processes to reinvigorate local economic development, democracy and administrative modernization only when a strong political and administrative leadership is put into motion. Overall, the study yields evidence consistent with the notion that a successful Strategic Planning at the local level has to take into account not only institutional issues, but also the communal, social and political resources that frame the deliberations propelled by the Strategic Planning process.

  7. Analysis of Nursing Clinical Decision Support Requests and Strategic Plan in a Large Academic Health System.

    Science.gov (United States)

    Whalen, Kimberly; Bavuso, Karen; Bouyer-Ferullo, Sharon; Goldsmith, Denise; Fairbanks, Amanda; Gesner, Emily; Lagor, Charles; Collins, Sarah

    2016-01-01

    To understand requests for nursing Clinical Decision Support (CDS) interventions at a large integrated health system undergoing vendor-based EHR implementation. In addition, to establish a process to guide both short-term implementation and long-term strategic goals to meet nursing CDS needs. We conducted an environmental scan to understand current state of nursing CDS over three months. The environmental scan consisted of a literature review and an analysis of CDS requests received from across our health system. We identified existing high priority CDS and paper-based tools used in nursing practice at our health system that guide decision-making. A total of 46 nursing CDS requests were received. Fifty-six percent (n=26) were specific to a clinical specialty; 22 percent (n=10) were focused on facilitating clinical consults in the inpatient setting. "Risk Assessments/Risk Reduction/Promotion of Healthy Habits" (n=23) was the most requested High Priority Category received for nursing CDS. A continuum of types of nursing CDS needs emerged using the Data-Information-Knowledge-Wisdom Conceptual Framework: 1) facilitating data capture, 2) meeting information needs, 3) guiding knowledge-based decision making, and 4) exposing analytics for wisdom-based clinical interpretation by the nurse. Identifying and prioritizing paper-based tools that can be modified into electronic CDS is a challenge. CDS strategy is an evolving process that relies on close collaboration and engagement with clinical sites for short-term implementation and should be incorporated into a long-term strategic plan that can be optimized and achieved overtime. The Data-Information-Knowledge-Wisdom Conceptual Framework in conjunction with the High Priority Categories established may be a useful tool to guide a strategic approach for meeting short-term nursing CDS needs and aligning with the organizational strategic plan.

  8. FY 2001 Hanford Waste Management Strategic Plan

    International Nuclear Information System (INIS)

    COLLINS, M.S.

    2001-01-01

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

  9. A New Strategic Marketing Plan for a Hotel

    OpenAIRE

    Nazarova, Elizaveta

    2014-01-01

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

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

    International Nuclear Information System (INIS)

    Lanadio, E.; Motawi, A.; Rizzuto, R.; Cappiello, A.; Micotti, M.

    2008-01-01

    The entry into force of part II of D. Lgs. 152/2006 establishing the procedures for strategic environmental assessment for plans and programs. The application of legislation to the development plan of the electric network of the National Transmission System verify testing conducted by Terna with ministries and authorities with environmental competences [it

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

    Science.gov (United States)

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

    2013-01-01

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

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

    Science.gov (United States)

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

    2014-09-01

    Advanced warning of potential new opportunities and threats related to biodiversity allows decision-makers to act strategically to maximize benefits or minimize costs. Strategic foresight explores possible futures, their consequences for decisions, and the actions that promote more desirable futures. Foresight tools, such as horizon scanning and scenario planning, are increasingly used by governments and business for long-term strategic planning and capacity building. These tools are now being applied in ecology, although generally not as part of a comprehensive foresight strategy. We highlight several ways foresight could play a more significant role in environmental decisions by: monitoring existing problems, highlighting emerging threats, identifying promising new opportunities, testing the resilience of policies, and defining a research agenda. Copyright © 2014 Elsevier Ltd. All rights reserved.

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

    OpenAIRE

    Caescu Stefan Claudiu; Ploesteanu Mara Gabriela; Constantinescu Mihaela

    2012-01-01

    Strategic marketing planning requires that the marketing objectives strategies for a specific product-market configuration be in full correlation with the directions and the resources allocated at the corporate level or at the strategic business unit one. Such a correlation is more than necessary under the current market conditions, when the economic crisis affects both consumer behavior and corporate decisions. This article focuses on the particularities of strategic marketing planning in sp...

  14. Case Studies on Newly-emerging Long- and Medium-term Strategic Planning and Its Reference to Beijing

    Institute of Scientific and Technical Information of China (English)

    2011-01-01

    Responding to the significant impacts brought by social, political, economic and environmental changes, some countries, regions and cities in the world have introduced new forms of long- and medium-term strategic planning since 2000, so as to promote the sustainable development of the cities or regions through a higher-level thoughts and a wider-perspective exploration. Taking America 2050, Future Ruhr 2030, New York 2030 and some other long- and medium-term strategic plans as examples, the paper analyzes the evolution of long- and medium-term strategic planning from the aspects of plan-making methods, analyzing techniques, research contents development trends etc. at the state, regional, and city levels. Based on international experience, this paper puts forward the necessity for Beijing to launch a new long-term strategic planning study "Beijing 2049." The innovation, challenges and development direction of "Beijing 2049" is also expounded in the paper.

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

    International Nuclear Information System (INIS)

    2002-06-01

    The final report of strategic planning describes the uses and applications of the Nuclear Technology, situation, tendencies so much at international level as national, institutional organization of the Nuclear Sector in the Uruguay, assignment of the DNTN, nuclear politics of the Uruguay, development of the Net or Nuclear Sector and model proposed for Uruguay, general conclusions and Strategic Plan

  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. Linking customer satisfaction, quality, and strategic planning

    OpenAIRE

    Reis, Dayr; Peña, Leticia

    2000-01-01

    By acknowledging and dissecting the interconnected roles of customer satisfaction, quality, and strategic planning, this paper provides an analytical framework for creating a customer-driven organization and culture. It shows how quality starts and ends with the customer. Companies that are achieving long-term continuous improvement in quality tailored to customer satisfaction possess lasting characteristics such as customer orientation, customer consciousness, and customer responsiveness. In...

  18. Geospatial analysis platform: Supporting strategic spatial analysis and planning

    CSIR Research Space (South Africa)

    Naude, A

    2008-11-01

    Full Text Available Whilst there have been rapid advances in satellite imagery and related fine resolution mapping and web-based interfaces (e.g. Google Earth), the development of capabilities for strategic spatial analysis and planning support has lagged behind...

  19. Hydro-Quebec strategic plan 2006-2010

    International Nuclear Information System (INIS)

    2006-01-01

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

  20. 76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting

    Science.gov (United States)

    2011-03-21

    ... Power Pool Strategic Planning Committee Meeting The Federal Energy Regulatory Commission hereby gives notice that members of its staff may attend the meeting of the Southwest Power Pool, Inc. (SPP) Strategic Planning Committee (SPC), as noted below. Their attendance is part of the Commission's ongoing outreach...

  1. 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

  2. Factors Influencing Laboratory Information System Effectiveness Through Strategic Planning in Shiraz Teaching Hospitals.

    Science.gov (United States)

    Bahador, Fateme; Sharifian, Roxana; Farhadi, Payam; Jafari, Abdosaleh; Nematolahi, Mohtram; Shokrpour, Nasrin

    This study aimed to develop and test a research model that examined 7effective factors on the effectiveness of laboratory information system (LIS) through strategic planning. This research was carried out on total laboratory staff, information technology staff, and laboratory managers in Shiraz (a city in the south of Iran) teaching hospitals by structural equation modeling approach in 2015. The results revealed that there was no significant positive relationship between decisions based on cost-benefit analysis and LIS functionality with LIS effectiveness, but there was a significant positive relationship between other factors and LIS effectiveness. As expected, high levels of strategic information system planning result in increasing LIS effectiveness. The results also showed that the relationship between cost-benefit analysis, LIS functionality, end-user involvement, and information technology-business alignment with strategic information system planning was significant and positive.

  3. Strategic IS Planning Practices: A Case of Medium Manufacturing Company in Malaysia

    Directory of Open Access Journals (Sweden)

    Raja Mohd. Ali Raja Haslinda

    2017-01-01

    Full Text Available Deployment of Information Technology/Information Systems (IT/IS has been recognized as one of the potential means to supply information for timely business decision making. Despite growing importance of IT/IS in business, Small Medium Enterprises (SMEs embrace constant challenges to deploy IS effectively, and thus, hardly to optimize the IT/IS strategic values. In such situation, IS planning is getting paramount to promote more effective IT/IS management of the firms. This study reports IS planning practices of a manufacturing-based SME. The face to face interview has been carried out to explore IS planning activities in a chosen firm. The qualitative analysis suggests that the selected company did undergo the four phases of strategic IS planning process namely, planning, analysing, selection, and implementation. The owner act as the champion of the strategic IS planning process. Further, the owner and the employees plays an important role as a decision maker. Specifically, the owner decides mainly on acquiring a new technology related to the firm’s core business process whereas the users responsible on the selection of relevant application (s to be used in their respective departments. Apart from that, the owner also plays a role as a researcher for the new technology acquired whilst the users provide an input on the applications to be acquired.

  4. 78 FR 79460 - Notification of GSA Strategic Plan

    Science.gov (United States)

    2013-12-30

    ...] Notification of GSA Strategic Plan AGENCY: Office of the Chief Financial Officer, U.S. General Services..., Office of the Chief Financial Officer, 1800 F Street NW., Washington, DC 20405. FOR FURTHER INFORMATION... Officer, Office of the Chief Financial Officer. [FR Doc. 2013-31168 Filed 12-27-13; 8:45 am] BILLING CODE...

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

    International Nuclear Information System (INIS)

    1993-11-01

    A team of senior managers from across the US Nuclear Regulatory Commission (NRC), working with the Office of Information Resources Management (IRM), has completed an NRC Strategic Information Technology (IT) Plan. The Plan addresses three major areas: (1) IT Program Management, (2) IT Infrastructure, and (3) Information and Applications Management. Key recommendations call for accelerating the replacement of Agency workstations, implementing a new document management system, applying business process reengineering to selected Agency work processes, and establishing an Information Technology Council to advise the Director of IRM

  6. Framework of Strategic Learning: The PDCA Cycle

    Directory of Open Access Journals (Sweden)

    Michał Pietrzak

    2015-06-01

    Full Text Available Nowadays, strategic planning has to be permanent process and organizational learning should support it. Researchers in theories of organizational learning attempt to understand processes, which lead to changes in organizational knowledge, as well as the effects of learning on organizational performance. In traditional approach, the strategy is viewed as one shot event. However, in contemporary turbulent environment this could not be still valid. There is a need of elastic strategic management, which employs organizational learning process. The crucial element of such process is information acquisition, which allows refining the initial version of strategic plan. In this article authors discuss the PDCA cycle as a framework of strategic learning process, including both single-loop and double loop learning. Authors proposed the ideas for further research in area of organizational learning and strategic management.

  7. Planning documents: a business planning strategy.

    Science.gov (United States)

    Kaehrle, P A

    2000-06-01

    Strategic planning and business plan development are essential nursing management skills in today's competitive, fast paced, continually changing health care environment. Even in times of great uncertainty, nurse managers need to plan and forecast for the future. A well-written business plan allows nurse managers to communicate their expertise and proactively contribute to the programmatic decisions and changes occurring within their patient population or service area. This article presents the use of planning documents as a practical, strategic business planning strategy. Although the model addresses orthopedic services specifically, nurse managers can gain an understanding and working knowledge of planning concepts that can be applied to all patient populations.

  8. 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.

  9. ORD Strategic Action Plan for Information Management / Information Technology 2011

    Science.gov (United States)

    ORD's Strategic Action Plan for IM/IT (2011) was collaboratively developed with input from ORD research and administrative personnel. It identifies actions necessary to support ORD's priority IM and IT needs.

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

    International Nuclear Information System (INIS)

    2000-01-01

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

  11. Strategic facility planning improves capital decision making.

    Science.gov (United States)

    Reeve, J R

    2001-03-01

    A large, Midwestern IDS undertook a strategic facility-planning process to evaluate its facility portfolio and determine how best to allocate future investments in facility development. The IDS assembled a facility-planning team, which initiated the planning process with a market analysis to determine future market demands and identify service areas that warranted facility expansion. The team then analyzed each of the IDS's facilities from the perspective of uniform capacity measurements, highest and best use compared with needs, building condition and investment-worthiness, and facility growth and site development opportunities. Based on results of the analysis, the strategy adopted entailed, in part, shifting some space from inpatient care to ambulatory care services and demolishing and replacing the 11 percent of facilities deemed to be in the worst condition.

  12. Genetics of traffic assignment models for strategic transport planning

    NARCIS (Netherlands)

    Bliemer, M.C.J.; Raadsen, M.P.H.; Brederode, L.J.N.; Bell, M.G.H.; Wismans, Luc Johannes Josephus; Smith, M.J.

    2016-01-01

    This paper presents a review and classification of traffic assignment models for strategic transport planning purposes by using concepts analogous to genetics in biology. Traffic assignment models share the same theoretical framework (DNA), but differ in capability (genes). We argue that all traffic

  13. Information system for strategic planning the university sustainable development

    International Nuclear Information System (INIS)

    Drevs, Yu.G.

    2013-01-01

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

  14. STRATEGIC PLANNING AS A SUPPORTING TOOL TO DETERMINE MILITARY CAPABILITIES

    Directory of Open Access Journals (Sweden)

    DAVID VILLACIS PAZOS

    2017-09-01

    Full Text Available Planning by scenarios, also called prospective, is of great value in high turbulent and volatile environments, as is today, because it permits to visualize the future from a spectrum of possibilities. That visualization is strategic information that provides a competitive edge and facilitates the identification of possible threats in each scenario and in front of those threats determines the required capacities needed. Therefore, prospective planning is an indispensable tool for decision making and determining military capacities. The scenario spectrum could consider an infinite number; however, for a strategic analysis it is basic to visualize at least three options: an optimist, a pessimist, and a tendency. To determine the military capacities, it is a required minimum to consider the traditional and non-traditional threats, as well as “foreseeable” and “feasible” capacities. The present article provides a global vision of prospective planning and its relationship with determining military capacities.

  15. Putting ecology in environmental remediation: The strategic planning process

    International Nuclear Information System (INIS)

    Kapustka, L.A.; Williams, B.A.

    1991-01-01

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

  16. 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.

  17. Developing the Military Health System Balanced Scorecard: The Strategic Planning Process

    National Research Council Canada - National Science Library

    Priest, Christopher

    2003-01-01

    .... While the Balanced Scorecard approach provides a valid theoretical construct for strategic-planning, political, financial, legal, and organizational relationships significantly impact effective implementation...

  18. Multi-actor involvement for integrating ecosystem services in strategic environmental assessment of spatial plans

    International Nuclear Information System (INIS)

    Rozas-Vásquez, Daniel; Fürst, Christine; Geneletti, Davide; Muñoz, Francisco

    2017-01-01

    Integrating an ecosystem services (ES) approach into Strategic Environmental Assessment (SEA) of spatial plans potentially enhances the consideration of the value of nature in decision making and policy processes. However, there is increasing concern about the institutional context and a lack of a common understanding of SEA and ecosystem services for adopting them as an integrated framework. This paper addresses this concern by analysing the current understanding and network relations in a multi-actor arrangement as a first step towards a successful integration of ES in SEA and spatial planning. Our analysis focuses on a case study in Chile, where we administered a questionnaire survey to some of the main actors involved in the spatial planning process. The questionnaire focused on issues such as network relations among actors and on conceptual understanding, perceptions and challenges for integrating ES in SEA and spatial planning, knowledge on methodological approaches, and the connections and gaps in the science-policy interface. Our findings suggest that a common understanding of SEA and especially of ES in a context of multiple actors is still at an initial stage in Chile. Additionally, the lack of institutional guidelines and methodological support is considered the main challenge for integration. We conclude that preconditions exist in Chile for integrating ES in SEA for spatial planning, but they strongly depend on appropriate governance schemes that promote a close science-policy interaction, as well as collaborative work and learning. - Highlights: • Linking ecosystem services in SEA is an effective framework for sustainability. • Multi-actor understanding and networks in ecosystem services and SEA were analyzed. • Understanding of SEA and especially of ES is still in an initial stage in Chile. • A lack of institutional guidelines is one of the key challenges for this link.

  19. Multi-actor involvement for integrating ecosystem services in strategic environmental assessment of spatial plans

    Energy Technology Data Exchange (ETDEWEB)

    Rozas-Vásquez, Daniel, E-mail: danielrozas@gmail.com [Center for Development Research, Dept. Ecology and Natural Resources Management, University of Bonn, Walter Flex Str. 3, 53113 Bonn (Germany); Laboratorio de Planificación Territorial, Universidad Católica de Temuco, Rudecindo ortega, 02950 Temuco (Chile); Fürst, Christine [Martin Luther University Halle-Wittenberg, Dept. Natural Sciences III, Institute for Geosciences and Geography, Von Seckendorff-Platz 4, 06120 Halle-Saale (Germany); Geneletti, Davide [University of Trento, Department of Civil, Environmental and Mechanical Engineering, via Mesiano, 77, Trento 38123 (Italy); Muñoz, Francisco [Laboratorio de Planificación Territorial, Universidad Católica de Temuco, Rudecindo ortega, 02950 Temuco (Chile)

    2017-01-15

    Integrating an ecosystem services (ES) approach into Strategic Environmental Assessment (SEA) of spatial plans potentially enhances the consideration of the value of nature in decision making and policy processes. However, there is increasing concern about the institutional context and a lack of a common understanding of SEA and ecosystem services for adopting them as an integrated framework. This paper addresses this concern by analysing the current understanding and network relations in a multi-actor arrangement as a first step towards a successful integration of ES in SEA and spatial planning. Our analysis focuses on a case study in Chile, where we administered a questionnaire survey to some of the main actors involved in the spatial planning process. The questionnaire focused on issues such as network relations among actors and on conceptual understanding, perceptions and challenges for integrating ES in SEA and spatial planning, knowledge on methodological approaches, and the connections and gaps in the science-policy interface. Our findings suggest that a common understanding of SEA and especially of ES in a context of multiple actors is still at an initial stage in Chile. Additionally, the lack of institutional guidelines and methodological support is considered the main challenge for integration. We conclude that preconditions exist in Chile for integrating ES in SEA for spatial planning, but they strongly depend on appropriate governance schemes that promote a close science-policy interaction, as well as collaborative work and learning. - Highlights: • Linking ecosystem services in SEA is an effective framework for sustainability. • Multi-actor understanding and networks in ecosystem services and SEA were analyzed. • Understanding of SEA and especially of ES is still in an initial stage in Chile. • A lack of institutional guidelines is one of the key challenges for this link.

  20. 78 FR 15960 - Request for Information on the FY 2013-2018 Strategic Plan for the Office of Disease Prevention

    Science.gov (United States)

    2013-03-13

    ... Office has embarked on an extensive planning process to develop a strategic plan for FY 2013-2018... the FY 2013-2018 Strategic Plan for the Office of Disease Prevention SUMMARY: The purpose of this Request for Information (RFI) is to seek broad public input on the Fiscal Year (FY) 2013-2018 Strategic...

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

    International Nuclear Information System (INIS)

    Smith, P.R.; Sarfaty, R.

    1993-01-01

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

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

    Science.gov (United States)

    Vermoolen, Myrthe; Hermans, Leon

    2016-04-01

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

  3. Advantages of combined application of SEA with ESIA in strategic planning for sustainable territorial development of tourism destinations

    Directory of Open Access Journals (Sweden)

    Nenković-Riznić Marina

    2015-01-01

    Full Text Available Whereas standard SEA (Strategic Environmental Assessment and EIA (Environmental Impact Assessment methodologies aim to assess the impacts of certain activities solely on environmental quality, new tendencies in spatial and environmental planning are directed towards the application of environmental social impact assessment (ESIA, which implies assessment of the impacts on the quality of life, as well as on natural and cultural heritage. In the ESIA procedure, identification and assessment of direct, indirect and cumulative effects of tourism-related and other different activities are of key importance. The paper presents two case studies of ecologically vulnerable tourism destinations to explore whether the application of SEA/ESIA to strategic planning helps control, minimize or avoid negative effects of tourism; in addition, the case studies are analysed to check the efficiency of SEA/ESIA as instruments for coordination between spatial and tourism planning for sustainable territorial development of tourism destinations. The results/findings of the analysed case studies show that the application of combined SEA and adapted ESIA methods contributes to better understanding of the specific problems related to sustainable territorial development of tourism destinations, and provides support to the planning options and solutions aimed at addressing these problems n a more ecologically and socially justifiable manner. [Projekat Ministarstva nauke Republike Srbije, br. TR36036: Sustainable development of the Danube area in Serbia i br. III47014: The Role and Implementation of the National Spatial Plan and Regional Development Documents in Renewal of Strategic Research, Thinking and Governance in Serbia

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

    International Nuclear Information System (INIS)

    1996-01-01

    This report covers the work performed in support of the Office of New Production Reactors during the 9 month period from January through September 1990. Because of the rapid pace of program activities during this time period, the emphasis on work performed shifted from the strategic planning emphasis toward supporting initiatives requiring a more immediate consideration and response. Consequently, the work performed has concentrated on researching and helping identify and resolve those issues considered to be of most immediate concern. Even though they are strongly interrelated, they can be separated into two broad categories as follows: The first category encompasses program internal concerns. Included are issues associated with the current demand for accelerating staff growth, satisfying the immediate need for appropriate skill and experience levels, team building efforts necessary to assure the development of an effective operating organization, ability of people and organizations to satisfactorily understand and execute their assigned roles and responsibilities, and the general facilitation of inter/intra organization communications and working relationships. The second category encompasses program execution concerns. These include those efforts required in development of realistic execution plans and implementation of appropriate control mechanisms which provide for effective forecasting, planning, managing, and controlling of on-going (or soon to be) program substantive activities according to the master integrated schedule and budget

  5. The Teratology Society 2007 strategic planning session: a desire to inspire.

    Science.gov (United States)

    2008-05-01

    On April 18-20, 2007, the Teratology Society held its third strategic planning session (SPS) in San Diego, CA. The purpose of this session was to build on the successful work generated by the previous strategic plans [Nashville, TN 2002 and Cincinnati, OH 1997] and importantly, to provide a path forward to inspire the Society, create deeper connections with members that speak to their individual passion for the science of teratology and to increase the Society's visibility within the larger scientific community. The following summary report provides an overview of the session's pre-work, objective, and discussions. A total of 24 attendees were present at the session. The group included representation from Council, various committees and different members constituencies. This plan and the activities subsequent to the session will provide a path forward for our Society for the next five years.

  6. 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

  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. A strategic approach for Water Safety Plans implementation in Portugal.

    Science.gov (United States)

    Vieira, Jose M P

    2011-03-01

    Effective risk assessment and risk management approaches in public drinking water systems can benefit from a systematic process for hazards identification and effective management control based on the Water Safety Plan (WSP) concept. Good results from WSP development and implementation in a small number of Portuguese water utilities have shown that a more ambitious nationwide strategic approach to disseminate this methodology is needed. However, the establishment of strategic frameworks for systematic and organic scaling-up of WSP implementation at a national level requires major constraints to be overcome: lack of legislation and policies and the need for appropriate monitoring tools. This study presents a framework to inform future policy making by understanding the key constraints and needs related to institutional, organizational and research issues for WSP development and implementation in Portugal. This methodological contribution for WSP implementation can be replicated at a global scale. National health authorities and the Regulator may promote changes in legislation and policies. Independent global monitoring and benchmarking are adequate tools for measuring the progress over time and for comparing the performance of water utilities. Water utilities self-assessment must include performance improvement, operational monitoring and verification. Research and education and resources dissemination ensure knowledge acquisition and transfer.

  9. Strategic navigation’ in collaborative innovation planning processes

    DEFF Research Database (Denmark)

    Hansen, Jesper Rohr

    2013-01-01

    Today’s planning dilemmas for the urban fringe in western cities can be perceived of as a struggle between self-organization and control. This is pertinent in times of austerity. Public planning authorities are dependent on cross-sector collaboration in order to enhance the urban development...... leads to the formulation of an analytical model that can be used in future studies of leadership emergence in the urban fringe....... of city areas in the urban fringes, such as brown field and suburbs. Urban planning needs to develop practices of ‘strategic navigation’ (Jean Hillier) in order to come up with new type of responses for this type of dilemma. These practices of navigation emerge in uncertain environments, in which several...

  10. Strategic and integrated planning for healthy, connected cities: Chattanooga case study.

    Science.gov (United States)

    Elwell Bostrom, Holly; Shulaker, Bianca; Rippon, Jasmin; Wood, Rick

    2017-02-01

    The United States is facing unprecedented health challenges - such as obesity and cardiovascular disease - many of which are related to a lack of or insufficient physical activity. Maintaining or creating parks and other public recreation facilities that promote physical activity is particularly important for combating these. This brief describes a strategic planning initiative, known as "Healthy, Connected Chattanooga." The City of Chattanooga, Tennessee, partnered with The Trust for Public Land, a national nonprofit organization, to analyze the city for physical activity opportunities and identify areas where interventions were of highest need. Interventions include the creation of new parks and the activation of existing ones through the installation of fitness facilities known as Fitness Zones®. Maps and an on-line decision-support tool (web portal) were developed between 2013 and 2015, and are being used by the city to make strategic investment decisions. The decision-support analysis described in this brief has engaged a wide variety of stakeholders, opened the door to a broader base of funding sources for health-related interventions, and provided evidence for discussions about equity, access to resources, and prioritization of future projects. This brief presents a framework for integrating scientific models with community and social metrics, enabling more complete and accurate understanding of cities and the identification of more equitable, strategic, and investable solutions to current and pressing challenges. Copyright © 2016 Elsevier Inc. All rights reserved.

  11. 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.

  12. The process of strategic planning in ministries of Lithuania

    OpenAIRE

    Kaselis, Mindaugas; Gritėnaitė, Gintarė

    2011-01-01

    Straipsnyje analizuojama Lietuvos Respublikos ministerijų strateginio planavimo būklė. Identifikuojami ministerijų veiklos planų neatitikimai reikalavimams, nustatoma institucinės struktūros įtaka strateginiam planavimui, įvardinamos skirtinguose strateginio planavimo etapuose išryškėjančios problemos, įvertinamaekonominio sunkmečio įtaka ministerijų strateginiam planavimui. The idea of this article is to present strategic planning at the level of Ministries of Lithuania. The conditions of...

  13. 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.

  14. 78 FR 18674 - Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan...

    Science.gov (United States)

    2013-03-27

    ... and strategic process to cover the years 2013-2018, and responds to feedback from the National... administrations. Two cross-modal bodies participated in the process: the RD&T Planning Team Council (composed of...-0002] Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan...

  15. Asian Security Challenges-Planning in the Face of Strategic Uncertainties. Volume 2. Appendices

    Science.gov (United States)

    1994-10-01

    marketing franchises and sharing core competencies where it makes sense to do so. Finally, they take a swipe at traditional strategic planning, criticizing...Richard P. "How Much Does Industry Matter?" Strategic Management Journal, no. 12 (1991), pp. 167-85 (UNCLASSIFIED). "Theory, Strategy and Entrepreneurship

  16. Dynamic Integrated Resource Strategic Planning Model: A Case Study of China’s Power Sector Planning into 2050

    Directory of Open Access Journals (Sweden)

    Yan Xu

    2017-07-01

    Full Text Available This paper proposes a Dynamic Integrated Resource Strategic Planning (DIRSP model based on a semi-Markov decision-making process. Considering the policy transfer probability matrix, we discuss the influence of different policy portfolios and input intensity on the timing and scale of low-carbon transition during the power planning process. In addition, we discuss various planning scenarios from a socio-technical system transition perspective. Scenarios are compiled to compare the pathways of power planning in China during 2015–2050 under different policies, including a typical reproduction pathway with unchanged policy that maintains the original coal-dominated technology pathway, a de-alignment/re-alignment pathway where renewable energy power technologies develop from niches to mainstream while the planning time for peak coal power moves ahead in 10–20 years due to subsidies to renewable and carbon tax policy, and the substitution and reconfiguration pathways in which renewable energy technologies compete with coal power in parallel, in which coal power will peak by 2020 while wind power and solar power will realize large-scale development by 2020 and 2030, respectively. Case study on power planning in China indicates that the methodology proposed in our study can enhance our understanding on the low-carbon transition process and the interaction between energy policy and transition pathway.

  17. 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?

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

    Science.gov (United States)

    2000-04-21

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

  19. A prioritization methodology to strategic planning process

    International Nuclear Information System (INIS)

    Rondinelli Junior, Francisco; Cherif, Hadj Slimane

    2009-01-01

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

  20. 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…

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

    International Nuclear Information System (INIS)

    1996-09-01

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

  2. Using a Strategic Plan to Promote Technology in Rural School Districts.

    Science.gov (United States)

    VanSciver, James H.

    1994-01-01

    About six years ago, a rural Delaware school district formed a community/staff long-range planning committee to craft a strategic plan that would identify school system values and reallocate resources. As vision and mission statements emerged, technology evolved as a major value, with three goals related to funding and accessibility. Collaborative…

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

  4. 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.

  5. Implementation Of Strategic Management

    African Journals Online (AJOL)

    Administrator

    Creativity and innovation is the new game plan inherent in strategic .... The diagram below is a simplified operational model of strategic management, ..... Bryson (1995) outlines four benefits of strategic (planning) Management in his ... champions, good strategic planning teams, enough slack to handle potentially disruptive.

  6. 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.

  7. Influence of specific obsessive-compulsive symptom dimensions on strategic planning in patients with obsessive-compulsive disorder.

    Science.gov (United States)

    Pinto, Paula Sanders Pereira; Iego, Sandro; Nunes, Samantha; Menezes, Hemanny; Mastrorosa, Rosana Sávio; Oliveira, Irismar Reis de; Rosário, Maria Conceição do

    2011-03-01

    This study investigates obsessive-compulsive disorder patients in terms of strategic planning and its association with specific obsessive-compulsive symptom dimensions. We evaluated 32 obsessive-compulsive disorder patients. Strategic planning was assessed by the Rey-Osterrieth Complex Figure Test, and the obsessive-compulsive dimensions were assessed by the Dimensional Yale-Brown Obsessive-Compulsive Scale. In the statistical analyses, the level of significance was set at 5%. We employed linear regression, including age, intelligence quotient, number of comorbidities, the Yale-Brown Obsessive-Compulsive Scale score, and the Dimensional Yale-Brown Obsessive-Compulsive Scale. The Dimensional Yale-Brown Obsessive-Compulsive Scale "worst-ever" score correlated significantly with the planning score on the copy portion of the Rey-Osterrieth Complex Figure Test (r = 0.4, p = 0.04) and was the only variable to show a significant association after linear regression (β = 0.55, t = 2.1, p = 0.04). Compulsive hoarding correlated positively with strategic planning (r = 0.44, p = 0.03). None of the remaining symptom dimensions presented any significant correlations with strategic planning. We found the severity of obsessive-compulsive symptoms to be associated with strategic planning. In addition, there was a significant positive association between the planning score on the copy portion of the Rey-Osterrieth Complex Figure Test copy score and the hoarding dimension score on the Dimensional Yale-Brown Obsessive-Compulsive Scale. Our results underscore the idea that obsessive-compulsive disorder is a heterogeneous disorder and suggest that the hoarding dimension has a specific neuropsychological profile. Therefore, it is important to assess the peculiarities of each obsessive-compulsive symptom dimension.

  8. 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.

  9. 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…

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

    Directory of Open Access Journals (Sweden)

    Inna NOVAK

    2015-07-01

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

  11. An Analysis of the Mission and Vision Statements on the Strategic Plans of Higher Education Institutions

    Science.gov (United States)

    Ozdem, Guven

    2011-01-01

    This study aimed to analyze the mission and vision statements on the strategic plans of higher education institutions. The sample of the study consisted of 72 public universities. Strategic plans of the universities were accessed over the internet, and the data collected were analyzed using content analysis. The findings show that statements on…

  12. Cum se construiește profilul strategic al unei comunități

    Directory of Open Access Journals (Sweden)

    Călin Emilian HINȚEA

    2015-12-01

    Full Text Available The article presents a particular methodology of strategic planning: building a strategic profile of the community. This model is the result of years of research and applied planning in local communities and tries to help all interested parties to understand and use the strategy.

  13. Does the Strategic Planning of Local Development Result from the Motives Indicated in Literature? Contemporary Motivation of Polish Small Towns’ Authorities for Strategic Planning of Local Development

    Directory of Open Access Journals (Sweden)

    Andrzej SZTANDO

    2017-06-01

    Full Text Available The international literature offers a numberof motives which should incline local authoritiestoward strategic planning of local development;it also emphasizes that they should be stronglymotivated to do that. Meanwhile, their actualmotivation for such planning can remain low anddominated by motives so far unrecognized in theliterature. The article presents research confi rmingthis assumption, conducted in 2014 amongthe authorities of Polish small towns.The results reveal that the general motivationfor strategic planning of local developmentamong 37.7% of the authorities of Polish smalltowns is low. It also disclosed that the motivefor obtaining means from the EU funds (so farunrecognized in literature was and is motivatingstrongly at least 68.6% of these authorities forthe discussed planning and, moreover, that it is ashort-lived motive. The article indicates that thissituation may also refer to other local authorities,not just the Polish ones. It also indicates that itis an unintended effect of the dependence ofmunicipal development projects’ support by themeans from the EU funds on including them inthe local development strategy. The fi nal part ofthe article presents recommendations of actionsto rectify such an unfavorable situation and forfurther studies of planning motives followed bylocal authorities.

  14. MANAGING SUSTAINABLE DEVELOPMENT OF MEAT PROCESSING PLANTS AS PART OF THE MECHANISM OF STRATEGIC PLANNING

    Directory of Open Access Journals (Sweden)

    I. S. Gusev

    2015-01-01

    Full Text Available Studies have proven that, at present one of the priority research areas as part of the Development Strategy of the Food Processing Industry of the Russian Federation until 2020 is to develop effective mechanisms for sustainable socio-economic development of industrial enterprises. This article investigated the logic of strategic planning within the framework of sustainable economic growth, analyzed the structure of strategic planning, study the subject of strategic planning in the management of sustainable development of enterprises, justified the basic principles of strategic planning for the effective management of sustainable development of industrial enterprises, as well as the complex of organizational tactical activities of operational management strategy for sustainable development of the enterprise. The observation revealed that currently there was a high need for the framework of the branch, departmental and state programs implemented in industrial management of scientific and methodological approaches of strategic planning. Studies have shown that these approaches in its conceptual entity should be based on the growth potential of the sustainable development of meat processing plants in space and time in order to achieve high competitive advantages. Conducted a systematic analysis of industry conditions proved that the problem of sustainable operation and development of meat processing enterprises as a problem of management and control is relatively new, unexplored and highly relevant. On the contrary, it is the basis of modern management strategy and management is a concept and methodology of the so-called adaptive enterprise development under the action of various external and internal factors, risks that may threaten its economic stability and sustainability.

  15. Standard format and content for a licensee physical security plan for the protection of special nuclear material of moderate or low strategic significance - January 1980

    International Nuclear Information System (INIS)

    Anon.

    1981-01-01

    This guide describes the information required in the physical security plan submitted as part of an application for a license to possess, use, or transport special nuclear material (SNM) of moderate strategic significance or 10 kg or more of SNM of low strategic significance and recommends a standard format for presenting the information in an orderly arrangement. This standards format will thus serve as an aid to uniformity and completeness in the preparation and review of the physical protection plan of the license application. This document can also be used as guidance by licensees possessing or transporting less than 10 kg of SNM of low strategic significance in understanding the intent and implementing the requirements of paragraphs 73.67(a), 73.67(f), and 73.67(g) of 10 CRF Part 73

  16. ICSU celebrates 75 years with a new Strategic Plan

    Institute of Scientific and Technical Information of China (English)

    Thomas Rosswall; Carthage Smith

    2006-01-01

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

  17. Understanding the Strategic Decisions Women Make in Farming Families

    Science.gov (United States)

    Farmar-Bowers, Quentin

    2010-01-01

    Decision-systems theory (DST) was developed from in-depth interviews with farming families and provides an interpretation of the processes farming families use in making strategic decisions in regard to the family members, the farm and the businesses the farming family run. Understanding the nature and justifications used for different decisions…

  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. Guidebook in using Cost Benefit Analysis and strategic environmental assessment for environmental planning in China

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2011-07-01

    Environmental planning in China may benefit from greater use of Cost Benefit Analysis (CBA) and Strategic Environmental Assessment (SEA) methodologies. We provide guidance on using these methodologies. Part I and II show the principles behind the methodologies as well as their theoretical structure. Part III demonstrates the methodologies in action in a range of different good practice examples. The case studies and theoretical expositions are intended to teach by way of example as well as by understanding the principles, and to help planners use the methodologies as correctly as possible.(auth)

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

    International Nuclear Information System (INIS)

    Collins, J. W.

    2002-01-01

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

  1. 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...

  2. PRACTICAL MODEL OF STRATEGIC MARKETING PLAN FOR MICRO AND SMALL TRANSFORMATION COMPANIES IN LAGOS DE MORENO, JALISCO

    Directory of Open Access Journals (Sweden)

    Edith Ariadna Lozano-González

    2017-07-01

    Full Text Available A plan is designed to increase reaction capacity and leads the manager to a more in-depth knowledge of the company's own reality. The strategic marketing plan has as its fundamental purpose to express clearly and systematically the variables chosen by the company, these variants must be translated into decisions and programs of actions. The designed model is pragmatic, simple and adaptable for micro and small transformation companies that initiate in the strategic marketing planning, with the purpose of habituating them in planning and to increase the reaction capacity that favors their commercial life. This model is based on a documentary research that collects and analyzes the different processes of strategic marketing planning by different authors, developing a methodology for the micro and small entrepreneur. The model is a sheet that describes the points on which a micro and small transformation company identifies opportunity areas based on information feedback generated from the internal microenvironment and external macroenvironment. The sheet is a design inspired by the CANVAS business model that covers six areas that reflects the logic of a strategic planning process based on the marketing mix.

  3. Healthcare Strategic Planning as Part of National and Regional Development in the Israeli Galilee: A Case Study of the Planning Process.

    Science.gov (United States)

    Peled, Ronit; Schenirer, Jerry

    2009-10-01

    This article describes a systematic process of geographic and strategic planning for healthcare services as a part of a regional development plan in the Israeli Galilee. The planning process consisted of three stages: (a) assessment of needs, demand and existing resources; (b) prioritisation of initiatives; and (c) scheduling of theoretical priorities. For many years the region has suffered from inequities and inequalities regarding the availability and accessibility of a regional healthcare system, resulting in high mortality and morbidity rates and low quality of life. The aim of the healthcare strategic plan was to suggest initiatives and actions to be taken in order to improve healthcare provision and the health and wellbeing of local residents.

  4. 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…

  5. Can Strategic Spatial Planning Contribute to Land Degradation Reduction in Urban Regions? State of the Art and Future Research

    Directory of Open Access Journals (Sweden)

    Eduardo Oliveira

    2018-03-01

    Full Text Available Land degradation is becoming a serious environmental issue threatening fertile agricultural soils and other natural resources. There are many driving forces behind land degradation. The expansion of artificial surfaces due to various economic activities, such as housing, industry, and transport infrastructure, known as soil sealing, constitutes one of the most intensive forms of land degradation in urban regions. Measures to halt and reverse land degradation require both strong land-use management policies, as well as effective spatial planning mechanisms. In this regard, strategic spatial planning has been increasingly practised in many urban regions worldwide, as a means to achieve sustainable land-use patterns and to guide the location of development and physical infrastructures. It is reasonable, therefore, to expect that strategic spatial planning can counteract the outlined undesired land degradation effects, specifically those resulting from soil sealing. In this paper, we review strategic spatial planning literature published between 1992 and 2017. The focus is on the phenomena causing land degradation that are addressed by strategic spatial planning literature, as well as on the mechanisms describing the role of strategic spatial planning in land degradation reduction. Results show that sustainable development and environmental concerns have become core objectives of strategic planning in recent years, yet references to the drivers of land degradation are rare. The mechanisms that exist are mainly intended to address environmental issues in general, and are not aimed at reducing particular forms of land degradation. The paper concludes by sketching future research directions, intended to support strategic spatial planning and land-use policymaking related to coping with the global phenomenon of land degradation.

  6. Strategic Plan for the Spanish Academy of Dermatology and Venerology (AEDV): FuturAEDV 2013-2017.

    Science.gov (United States)

    Ribera Pibernat, M; Moreno Jiménez, J C; Valcuende Cavero, F; Soto de Delás, J; Vázquez Veiga, H; Lázaro Ochaíta, P; Giménez Arnau, A

    2014-09-01

    The Spanish Academy of Dermatology and Venereology (AEDV) has decided that a Strategic Plan is needed to help the association adapt to new circumstances and anticipate future developments. 1) To position the AEDV as a medical association that can exert an influence in everything related to dermatology. 2) To contribute to the development of the specialty, strengthening the prestige and reputation of dermatology and dermatologists. 3) To establish a model for operating and strategic thinking that can be handed on to successive Boards of Directors and will enable the Academy to identify future challenges. The approach used to develop the Strategic Plan was as follows: analysis of trends in the health care system; assessment of the current situation of AEDV and of dermatology in general through an internal analysis based on surveys and interviews with academics; analysis of strengths, weaknesses, opportunities, and threats; preparation of a mission statement; and identification, development, and implementation of a strategy map prioritizing strategic lines of action. The strategy map set out 16 general goals grouped into 4 main topics (achieving the vision, internal and external customers, internal processes, and innovation) and detailed in an action plan with 19 initiatives, each with specific actions. The plan will be monitored by the Strategic Plan Monitoring Committee, which is made up of the members of the Standing Committee and the chairs of the 9 Technical Committees responsible for implementing the initiatives. The Functional Plan should guide the management of AEDV until 2017, and its implementation will enable the association to contribute to the development and prestige of the specialty and position itself as a reference in terms of its functional model. Copyright © 2014 Elsevier España, S.L.U. y AEDV. All rights reserved.

  7. TECHNOLOGICAL ELEMENTS OF THE SYSTEM OF STRATEGIC PLANNING AS TOOLS FOR PROVIDING THE ECONOMIC DEVELOPMENT OF THE SERVICES SPHERE

    Directory of Open Access Journals (Sweden)

    V. V. Gromov

    2015-01-01

    Full Text Available Topicality article is to determine the composition of the technological elements of the strategic planning system, the interaction of which is aimed at achieving the planned economic results in the changing factors influence macro microenvironments on the activities of institutions and economic activities of services. The articles structurally is made on the basis of respect for the logical sequence of interactions of technological elements of strategic planning and combat their negative factors of external and internal environment. Active interaction of technological elements of strategic planning tools is to ensure long-term development planning authorities of economic entities, economic activities service sector for sustainable economic growth. Contribution of the author in the scope of this article is to generalize the definition of the target composition and installation of technological elements of strategic planning and development institutions and industry components of the service sector.

  8. A tool for enhancing strategic health planning: a modeled use of the International Classification of Functioning, Disability and Health.

    Science.gov (United States)

    Sinclair, Lisa Bundara; Fox, Michael H; Betts, Donald R

    2013-01-01

    This article describes use of the International Classification of Functioning, Disability and Health (ICF) as a tool for strategic planning. The ICF is the international classification system for factors that influence health, including Body Structures, Body Functions, Activities and Participation and Environmental Factors. An overview of strategic planning and the ICF are provided. Selected ICF concepts and nomenclature are used to demonstrate its utility in helping develop a classic planning framework, objectives, measures and actions. Some issues and resolutions for applying the ICF are described. Applying the ICF for strategic health planning is an innovative approach that fosters the inclusion of social ecological health determinants and broad populations. If employed from the onset of planning, the ICF can help public health organizations systematically conceptualize, organize and communicate a strategic health plan. Published 2012. This article is a US Government work and is in the public domain in the USA.

  9. The specifics of marketing in strategic planning of election campaigns in Ukraine

    Directory of Open Access Journals (Sweden)

    O. Y. Shinkarenko

    2015-06-01

    Full Text Available The article considers a number of issues related to common approaches to strategic planning of election campaigns and its specificity in the conditions of modern Ukraine. Examines the role of strategic planning in the process of organizing and conducting election campaigns, various types of strategies used. Provides information on the types of strategies that were used by Ukrainian political parties and blocs in the election period of 2014 to the Verkhovna Rada.In the article the analysis of some (the problem is very wide, to talk about the possibility completely to solve it within a short studies key aspects of strategic planning of election campaigns. And, on the other hand, examples of the use of such approaches in recent election campaigns to be implemented in Ukraine. Strategic planning of election campaigns stands as the most important aspect of their organization, which defines the content of the campaign, we have what you need to send a potential electorate to vote a certain way. The development strategy of the campaign is a necessary stage of its organization, requires the use of experienced creative professionals and a number of methods and technologies designed to achieve the desired candidate or political party participating in the election result. Distinguish the different types and varieties of election campaign strategies, which vary according to the type of elections, the resources, the order of candidates on the configuration of the election campaign, used substantive and technological approaches, as well as the rhythm of the implementation of the election campaign. Determined that in parliamentary elections in 2014, all parties entered the Parliament, including the Opposition bloc, has used various strategies that in some way determined their electoral success.

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

    Science.gov (United States)

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

    2005-01-01

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

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

    International Nuclear Information System (INIS)

    Bale, Catherine S.E.; Foxon, Timothy J.; Hannon, Matthew J.; Gale, William F.

    2012-01-01

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

  12. Unmanned Aerial Systems: Air Force and Army Should Improve Strategic Human Capital Planning for Pilot Workforces

    Science.gov (United States)

    2017-01-01

    the best UAS pilot candidates, including by conducting additional research and testing a tool that measures multitasking ability, a competency...UNMANNED AERIAL SYSTEMS Air Force and Army Should Improve Strategic Human Capital Planning for Pilot Workforces...Should Improve Strategic Human Capital Planning for Pilot Workforces What GAO Found The Air Force and the Army have not fully applied four of the five

  13. SEA for strategic grid planning in South Africa: Enabling the efficient and effective roll out of strategic electricity transmission infrastructure

    CSIR Research Space (South Africa)

    Fischer, TD

    2016-05-01

    Full Text Available | Resilience and Sustainability 36th Annual Conference of the International Association for Impact Assessment 11 - 14 May 2016 | Nagoya Congress Center | Aichi-Nagoya | Japan | www.iaia.org SEA FOR STRATEGIC GRID PLANNING IN SOUTH AFRICA: Enabling... the efficient and effective roll out of strategic electricity transmission infrastructure Abstract ID: 409 Authors: Marshall Mabin(1) , Paul Lochner and Dee Fischer Council for Scientific and Industrial Research (CSIR), PO Box 320 Stellenbosch 7599 South...

  14. Product-market differentiation: a strategic planning model for community hospitals.

    Science.gov (United States)

    Milch, R A

    1980-01-01

    Community hospitals would seem to have every reason to identify and capitalize on their product-market strengths. The strategic marketing/planning model provides a framework for rational analysis of the community hospital dilemma and for developing sensible solutions to the complex problems of accelerating hospital price-inflation.

  15. Understanding Excellence through an Examination of Shared Vision, Leadership Behaviors, Strategic Planning, and the Use of Data at Three Award-Winning Two-Year Institutions

    Science.gov (United States)

    Kish, Deborah Lynn Rose

    2016-01-01

    This study explored the interplay of a community college's vision, its leaders' behaviors, strategic planning, and the use of data that contributed to an organizational culture that led to the improvement of student success. The researcher used a grounded theory approach to delve into the relationships and connections between these four…

  16. The strategic plan of the Nuclear Energy Agency 2017-2022

    International Nuclear Information System (INIS)

    2017-01-01

    The Nuclear Energy Agency (NEA) is an intergovernmental agency which operates under the framework of the Organisation for Economic Co-operation and Development (OECD). It facilitates co-operation among countries with advanced nuclear technology infrastructures to seek excellence in nuclear safety, technology, science, related environmental and economic matters and law. The 2017-2022 NEA Strategic Plan sets out the Agency's mission statement, general strategies and priorities, outlines NEA activities sector by sector, and describes the governance of the Agency and its interactions with external stakeholders, including those within the OECD family. The NEA is a centre of excellence, capable of meeting new challenges and adapting to circumstances by providing expert analyses and recommendations in a timely manner to its member countries and other interested stakeholders. Its mission over the six-year period is to assist its member countries in maintaining and further developing, through international co-operation, the scientific, technological and legal bases required for a safe, environmentally sound and economical use of nuclear energy for peaceful purposes. It strives to provide authoritative assessments and to forge common understandings on key issues as input to government decisions on nuclear energy policy and to broader OECD policy analyses in areas such as energy, education and the development of long-term sustainable economic growth. To fulfil its mission, the Agency will serve as a forum for sharing and analysing information and experience among member countries, foster international co-operation in the nuclear field, help member countries to pool and maintain their technical expertise and human infrastructure, and support nuclear activities by providing member countries with nuclear policy analyses. The NEA's specific goals are defined on a sector-by-sector basis in the following areas, with nuclear safety constituting a leading priority: Nuclear safety

  17. Air Force Strategic Planning: Past, Present, and Future

    Science.gov (United States)

    2017-01-01

    Raphael S. Cohen Air Force Strategic Planning Past, Present, and Future C O R P O R A T I O N Limited Print and Electronic Distribution Rights This... intelligence , surveillance, and reconnaissance QDR Quadrennial Defense Review TAC Tactical Air Command UAV unmanned aerial vehicles 1 1...Ithaca, N.Y.: Cornell University Press, 2000, p. 258. 5 U.S. Government Printing Office, Army Air Forces Field Manual: Employment of Aviation of the

  18. Strategic plan for Hanford Site Environmental Restoration Information Management

    International Nuclear Information System (INIS)

    Cowley, P.J.; Beck, J.E.; Gephart, R.E.

    1994-06-01

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

  19. Strategic market segmentation

    Directory of Open Access Journals (Sweden)

    Maričić Branko R.

    2015-01-01

    Full Text Available Strategic planning of marketing activities is the basis of business success in modern business environment. Customers are not homogenous in their preferences and expectations. Formulating an adequate marketing strategy, focused on realization of company's strategic objectives, requires segmented approach to the market that appreciates differences in expectations and preferences of customers. One of significant activities in strategic planning of marketing activities is market segmentation. Strategic planning imposes a need to plan marketing activities according to strategically important segments on the long term basis. At the same time, there is a need to revise and adapt marketing activities on the short term basis. There are number of criteria based on which market segmentation is performed. The paper will consider effectiveness and efficiency of different market segmentation criteria based on empirical research of customer expectations and preferences. The analysis will include traditional criteria and criteria based on behavioral model. The research implications will be analyzed from the perspective of selection of the most adequate market segmentation criteria in strategic planning of marketing activities.

  20. 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.