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Sample records for strategic planning process

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

    OpenAIRE

    Hasnanywati Hassan

    2010-01-01

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

  2. Process-based Strategic Planning

    CERN Document Server

    Grunig, Rudolf; Clark, Anthony

    2011-01-01

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

  3. 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.

  4. A prioritization methodology to strategic planning process

    International Nuclear Information System (INIS)

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

  5. 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…

  6. 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…

  7. The Strategic Sport Marketing Planning Process

    Directory of Open Access Journals (Sweden)

    Alexandru Lucian Mihai

    2013-05-01

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

  8. 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. 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.

  10. Strategic Planning and Quality Assurance in the Bologna Process

    Science.gov (United States)

    Kettunen, Juha; Kantola, Mauri

    2007-01-01

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

  11. Strategic Marketing Planning Audit

    OpenAIRE

    Violeta Radulescu

    2012-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Engi, D.; Glicken, J.

    1995-05-01

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

  13. 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…

  14. No Free Lunch: A Condensed Strategic Planning Process

    Science.gov (United States)

    Kohrmann, Patrick C., II

    2008-01-01

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

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

    Science.gov (United States)

    McPhaden, Michael; Finn, Carol; McEntee, Chris

    2012-10-01

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

  16. 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 guide. (MLW)

  17. Strategic navigation’ in collaborative innovation planning processes

    DEFF Research Database (Denmark)

    Hansen, Jesper Rohr

    2013-01-01

    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......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...... actors needs to collaborate in order to pool resources and come up with innovative solutions. This paper argues that collaborative innovation leadership as a research field struggles with the same dilemma between control and self-organization as contemporary planning theory. The theoretical discussion...

  18. 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…

  19. 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…

  20. Guidelines for strategic planning

    Energy Technology Data Exchange (ETDEWEB)

    1991-07-01

    Strategic planning needs to be done as one of the integral steps in fulfilling our overall Departmental mission. The role of strategic planning is to assure that the longer term destinations, goals, and objectives which the programs and activities of the Department are striving towards are the best we can envision today so that our courses can then be set to move in those directions. Strategic planning will assist the Secretary, Deputy Secretary, and Under Secretary in setting the long-term directions and policies for the Department and in making final decisions on near-term priorities and resource allocations. It will assist program developers and implementors by providing the necessary guidance for multi-year program plans and budgets. It is one of the essential steps in the secretary's Strategic Planning Initiative. The operational planning most of us are so familiar with deals with how to get things done and with the resources needed (people, money, facilities, time) to carry out tasks. Operating plans like budgets, capital line item projects, R D budgets, project proposals, etc., are vital to the mission of the Department. They deal, however, with how to carry out programs to achieve some objective or budget assumption. Strategic planning deals with the prior question of what it is that should be attempted. It deals with what objectives the many programs and activities of the Department of Department should be striving toward. The purpose of this document is to provide guidance to those organizations and personnel starting the process for the first time as well as those who have prepared strategic plans in the past and now wish to review and update them. This guideline should not be constructed as a rigid, restrictive or confining rulebook. Each organization is encouraged to develop such enhancements as they think may be useful in their planning. The steps outlined in this document represent a very simplified approach to strategic planning. 9 refs.

  1. 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…

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

    Science.gov (United States)

    Gray, Gerald J.; Ellefson, Paul V.

    1991-01-01

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

  3. 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’....

  4. 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…

  5. 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…

  6. EMSL Strategic Plan 2008

    Energy Technology Data Exchange (ETDEWEB)

    Campbell, Allison A.

    2008-08-15

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

  7. Tourism and Strategic Planning

    DEFF Research Database (Denmark)

    Pasgaard, Jens Christian

    2012-01-01

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

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

    NARCIS (Netherlands)

    Hildebrand, L.

    2014-01-01

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

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

    OpenAIRE

    Linda Hildebrand

    2014-01-01

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

  10. Strategic market planning for hospitals.

    Science.gov (United States)

    Zallocco, R L; Joseph, W B; Doremus, H

    1984-01-01

    The application of strategic market planning to hospital management is discussed, along with features of the strategic marketing management process. A portfolio analysis tool, the McKinsey/G.E. Business Screen, is presented and, using a large urban hospital as an example, discussed in detail relative to hospital administration. Finally, strategic implications of the portfolio analysis are examined.

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

    OpenAIRE

    2014-01-01

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

  12. Sandia Strategic Plan 1997

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1997-12-01

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

  13. Institutional Assessment, Planning, and Institutional Change: An Integrated Institutional Assessment and Strategic Planning Process for Community Colleges.

    Science.gov (United States)

    Leas, David; Lillibridge, Fred

    In 1992, Alamogordo Branch Community College (ABCC), a branch campus of New Mexico State University, developed and implemented the Institutional Assessment and Strategic Planning (IASP) process, an integrated process designed to assess both student academic achievement and institutional effectiveness. Each year, the IASP process begins when…

  14. 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. PMID:22902108

  15. DCOI Strategic Plan

    Data.gov (United States)

    General Services Administration — Under the Data Center Optimization Initiative (DCOI), covered agencies are required to post DCOI Strategic Plans and updates to their FITARA milestones publicly on...

  16. 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.

  17. 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

  18. The neoliberalisation of strategic spatial planning

    DEFF Research Database (Denmark)

    Olesen, Kristian

    2014-01-01

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

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

    OpenAIRE

    FLORIN TUDOR IONESCU

    2011-01-01

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

  20. NMSU-Alamogordo Institutional Assessment and Strategic Planning (IASP) Process: A Handbook. (Version 1.1).

    Science.gov (United States)

    Lillibridge, Fred; And Others

    New Mexico State University-Alamogordo's (NMSU-A) Institutional Assessment and Strategic Planning (IASP) process is designed to identify what the institution is doing, what the community is doing that may affect NMSU-A, how well NMSU-A is achieving its mission and purposes, and what the college should do in the future. The IASP is an integrated…

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

    Science.gov (United States)

    Lomax, Lynn A.

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

  2. The Relationship between Strategic Information Systems Planning Situational Factors, Process Configuration and Success

    NARCIS (Netherlands)

    Silvius, Gilbert; Stoop, Jeroen

    2013-01-01

    This paper reports a study into the relationship between the configuration of the process of Strategic Information Systems Planning (SISP) and the success of SISP. SISP is an important activity in the alignment of information technology systems and services to business requirements. However, despite

  3. Agent-based analysis and simulation of meta-reasoning processes in strategic naval planning

    NARCIS (Netherlands)

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

    2009-01-01

    This paper presents analysis and simulation of meta-reasoning processes based on an agent-based meta-level architecture for strategic reasoning in naval planning. The architecture was designed as a generic agent model and instantiated with decision knowledge acquired from naval domain experts and wa

  4. 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.

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

    Directory of Open Access Journals (Sweden)

    O.I. Karyy

    2015-03-01

    Full Text Available The aim of the article. The aim of the article is to select the optimal level of citizens participation in city development strategic planning and to suggest the role that citizens can play in the development of public services for them. The paper analyzes the advantages and disadvantages of citizens participation into the designing of a strategic plan for city development, as well as determines the desired level of such participation and identifies a new role that can be played by the inhabitants in the of process of the city development strategic plan creation. There were done the survey of employees of local self-governments from 107 cities of all Ukraine’s regions, conducted through questionnaires and focus groups. Results of surveys and discussions are compared with current theories of local development and marketing managing. The results of the analysis shows that the current level of informational technologies development in Ukraine, social and political situation in small and middle cities create opportunities to transform citizens from passive observers into prosumers. Urban development must ensure «civilized society» for their residents that is one which demonstrates rather high level of welfare, culture, education and technological development. The concept of «civilization» declare the ability to make decisions concerning the person’s present and future and community, of which he or she is a member. If city residents can not influence the actions of local authorities, to participate directly in local government, it cannot be said that they live in a civilized society. In modern scientific literature and journalism instead of the term «civilized society» in this sense is often used the term «civil society». Political scientists and sociologists actively explore issues of converting the inhabitants of European cities in conscious socially active citizens, with their distinct social position. Of course, increasing social

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

    International Nuclear Information System (INIS)

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

  7. 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…

  8. Strategic Planning for Educational Reform and Improvement.

    Science.gov (United States)

    D'Amico, Joseph J.

    This paper applies the strategic planning process to the task of school renewal and improvement. After outlining the basic elements of stratgic planning (planning-to-plan phase, research, writing a mission statement, forecasting, contingency planning, and development of the strategic plan), the paper focuses on using this model to restructure…

  9. 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.

  10. Strategic management or strategic planning for defense?

    OpenAIRE

    Tritten, James John; Roberts, Nancy Charlotte

    1989-01-01

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

  11. 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.

  12. A Strategic Planning Workbook.

    Science.gov (United States)

    Austin, William

    This workbook outlines the Salem Community College's (New Jersey) Strategic Planning Initiative (SPI), which will enable the college to enter the 21st Century as an active agent in the educational advancement of the Salem community. SPI will allow college faculty, staff, students, and the local community to reflect on the vitality of the college…

  13. Information System of Scenario Strategic Planning

    OpenAIRE

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

    2009-01-01

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

  14. Strategic planning and republicanism

    Directory of Open Access Journals (Sweden)

    Mazza Luigi

    2010-01-01

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

  15. Entrepreneurial Spirit in Strategic Planning.

    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)

  16. STRATEGIC PLANNING UNDER UNCERTAINTY: BUILDING THE METAMODEL

    OpenAIRE

    Dobrović, Željko

    2001-01-01

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

  17. Guam Strategic Energy Plan

    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. 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…

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

    OpenAIRE

    Bawah, Peter

    2013-01-01

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

  20. Collaborative Strategic Planning in Higher Education

    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.…

  1. 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)

  2. Strategic marketing planning in the sport

    OpenAIRE

    THANOS KRIEMADIS; CHRISTOS TERZOUDIS

    2007-01-01

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

  3. Strategic marketing planning in library

    OpenAIRE

    Karmen Štular-Sotošek

    2000-01-01

    The article is based on the idea that every library can design instruments for creating events and managing the important resources of today's world, especially to manage the changes. This process can only be successful if libraries use adequate marketing methods. Strategic marketing planning starts with the analysis of library's mission, its objectives, goals and corporate culture. By analysing the public environment, the competitive environment and the macro environment, libraries recognise...

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

    Directory of Open Access Journals (Sweden)

    José Alirio Rondón

    2010-04-01

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

  5. 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…

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

    International Nuclear Information System (INIS)

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

  7. 7 CFR 25.202 - Strategic plan.

    Science.gov (United States)

    2010-01-01

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

  8. Strategic planning for Galaxy Pod Hostel

    OpenAIRE

    Anton Ívar Róbertsson 1985; Mikael Ingason 1995

    2016-01-01

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

  9. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    OpenAIRE

    Nicoleta, BELU; Alina, VOICULEȚ

    2014-01-01

    The strategic planning of human resources is an ongoing process closely connected to the mission, vision and goals of an organization. The need for strategic planning arises from the dynamism of social and economic life, with a proactive approach in any type of organization. The role of strategic planning of human resources is to "ensure the right man in the right place at the right time", as a human resource is the only one with a creative and innovative effect. Thus, there is a synergistic ...

  10. 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.

  11. Strategic planning for the board.

    Science.gov (United States)

    Davies, A

    1991-04-01

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

  12. ANSTO strategic plan 1988-1993

    International Nuclear Information System (INIS)

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

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

    Science.gov (United States)

    Thornton, Bill; Perreault, George

    2002-01-01

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

  14. Final Draft Strategic Marketing Plan.

    Energy Technology Data Exchange (ETDEWEB)

    United States. Bonneville Power Administration.

    1994-02-01

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

  15. 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. PMID:21320657

  16. 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.

  17. 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.

  18. 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…

  19. Strategically Planning to Change

    Science.gov (United States)

    Atkins, Kemal

    2010-01-01

    Higher education, like the private sector, is searching for innovative ways to respond to demographic shifts, globalization, greater accountability, and new technologies. New organizational models are needed to meet these challenges. In a rapidly changing world, the development of such models can occur through effective strategic analysis and…

  20. A NEW METHODOLOGY ON STRATEGIC PLANNING

    Directory of Open Access Journals (Sweden)

    Hakan Bütüner

    2014-07-01

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

  1. 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?

  2. Place Branding and Strategic Spatial Planning Instrument

    OpenAIRE

    da Silva Oliveira, Eduardo

    2013-01-01

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

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

    OpenAIRE

    Giselly Rizzatti; Mauricio Fernandes Pereira; Heloisa Cristina Martins Amaral

    2012-01-01

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

  4. System of strategic planning of enterprises activity

    OpenAIRE

    Тригоб’юк, Сергій Сергійович

    2012-01-01

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

  5. 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...

  6. 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...

  7. Strategic planning effectiveness comparative analysis of the Macedonian context

    Directory of Open Access Journals (Sweden)

    Bobek Šuklev

    2012-01-01

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

  8. Differentiating Bona Fide Strategic Planning from Other Planning.

    Science.gov (United States)

    Meredith, Mark; And Others

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

  9. Strategic Planning in U.S. Municipalities

    Directory of Open Access Journals (Sweden)

    James VAN RAVENSWAY

    2015-12-01

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

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

    Science.gov (United States)

    Kelley, Susan; Kaufman, Roger

    2007-01-01

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

  11. Strategic marketing planning

    OpenAIRE

    Plechatý, Josef

    2014-01-01

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

  12. 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…

  13. Environmental Education Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    None

    1991-12-01

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

  14. 78 FR 71704 - Request for Comments on Draft SBA Strategic Plan for FY 2014-2018

    Science.gov (United States)

    2013-11-29

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

  15. 13 CFR 313.6 - Strategic Plans.

    Science.gov (United States)

    2010-01-01

    .... EDA shall evaluate the Strategic Plan based on the following minimum requirements: (1) An analysis of... 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...

  16. 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…

  17. 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…

  18. 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. PMID:10621138

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

    Directory of Open Access Journals (Sweden)

    Giselly Rizzatti

    2012-09-01

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

  20. 24 CFR 91.415 - Strategic plan.

    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...

  1. Characteristics of Useful and Practical Organizational Strategic Plans

    Science.gov (United States)

    Kaufman, Roger

    2014-01-01

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

  2. 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

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

    Energy Technology Data Exchange (ETDEWEB)

    Terrados, J.; Almonacid, G.; Hontoria, L. [Research Group IDEA, Polytechnics School, Campus Las Lagunillas, Edificio A3, University of Jaen, 23071 Jaen (Spain)

    2007-08-15

    Strategic planning processes, which are commonly used as a tool for region development and territorial structuring, can be harnessed by politicians and public administrations, at the local level, to redesign the regional energy system and encourage renewable energy development and environmental preservation. In this sense, the province of Jaen, a southern Spanish region whose economy is mainly based on olive agriculture, has carried out its strategic plan aiming at a major socioeconomic development. Under the leadership of the provincial government and the University of Jaen, main provincial institutions joined to propose the elaboration of a participatory strategic plan for the whole province. Here, the elaboration of the energy part of the plan, which was directly focused on the exploitation of renewable resources, mainly solar and biomass energy, and which highlights the effectiveness of techniques from business management applied to a sustainable energy model design is presented. Renewable Energy development during the first years of plan execution is presented, and the impact of additional issues is discussed. It is concluded that, although multicriteria decision-making technologies (MCDA) are extensively used in energy planning, a different approach can be utilized to incorporate techniques from strategic analysis. Furthermore, SWOT (strengths, weaknesses, opportunities and threats) analysis has proved to be an effective tool and has constituted a suitable baseline to diagnose current problems and to sketch future action lines. (author)

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

    OpenAIRE

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

    2010-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Branka Skrt

    2004-09-01

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

  6. SPRE and the NMSU-A Integrated Assessment and Strategic Planning (IASP) Process: What We've Learned and Where We're Going.

    Science.gov (United States)

    Twomey, Janine L.; And Others

    In September 1994, the New Mexico Commission on Higher Education issued standards for the State Postsecondary Reporting Entity (SPRE). To comply with these standards, New Mexico State University-Alamogordo (NMSU-A) decided to use its integrated Assessment and Strategic Planning (IASP) process, developed during a pre-accreditation self-study in…

  7. 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…

  8. A NEW METHODOLOGY ON STRATEGIC PLANNING

    OpenAIRE

    Hakan Bütüner

    2014-01-01

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

  9. The impact of DRG reimbursement on strategic planning.

    Science.gov (United States)

    Zuckerman, A M

    1984-01-01

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

  10. 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

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

    OpenAIRE

    Alev M. Efendioglu; Tugba Karabulut

    2010-01-01

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

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

    Science.gov (United States)

    2011-03-10

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

  13. 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.

  14. Waste Isolation Pilot Plant Strategic Plan

    International Nuclear Information System (INIS)

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

  15. 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.

  16. 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.

  17. Transportation technology program: Strategic plan

    Science.gov (United States)

    1991-01-01

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

  18. 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.

  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. Maintenance Process Strategic Analysis

    Science.gov (United States)

    Jasiulewicz-Kaczmarek, M.; Stachowiak, A.

    2016-08-01

    The performance and competitiveness of manufacturing companies is dependent on the availability, reliability and productivity of their production facilities. Low productivity, downtime, and poor machine performance is often linked to inadequate plant maintenance, which in turn can lead to reduced production levels, increasing costs, lost market opportunities, and lower profits. These pressures have given firms worldwide the motivation to explore and embrace proactive maintenance strategies over the traditional reactive firefighting methods. The traditional view of maintenance has shifted into one of an overall view that encompasses Overall Equipment Efficiency, Stakeholders Management and Life Cycle assessment. From practical point of view it requires changes in approach to maintenance represented by managers and changes in actions performed within maintenance area. Managers have to understand that maintenance is not only about repairs and conservations of machines and devices, but also actions striving for more efficient resources management and care for safety and health of employees. The purpose of the work is to present strategic analysis based on SWOT analysis to identify the opportunities and strengths of maintenance process, to benefit from them as much as possible, as well as to identify weaknesses and threats, so that they could be eliminated or minimized.

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

    Science.gov (United States)

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

    2013-05-01

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

  2. Developing and executing a strategic plan.

    Science.gov (United States)

    Morley, Glenn

    2010-02-01

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

  3. 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.

  4. 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...

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

    Science.gov (United States)

    Lilly, Edward R.

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

  6. Space life sciences strategic plan

    Science.gov (United States)

    Nicogossian, Arnauld E.

    1992-01-01

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

  7. The Strategic Process in Organisations

    DEFF Research Database (Denmark)

    Sørensen, Lene; Vidal, Rene Victor Valqui

    1999-01-01

    Organisational strategy development is often conceptualised through methodological frameworks. In this paper strategy development is seen as a strategic process characterised by inherent contradictions between actors, OR methods and the problem situation. The paper presents the dimensions...

  8. Institutional Response through Strategic Planning.

    Science.gov (United States)

    Anderson, Robert A., Jr.

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

  9. 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...

  10. 7 CFR 25.204 - Evaluation of the strategic plan.

    Science.gov (United States)

    2010-01-01

    ... development—(1) Consolidated planning. The extent to which the plan is part of a larger strategic community... 7 Agriculture 1 2010-01-01 2010-01-01 false Evaluation of the strategic plan. 25.204 Section 25... COMMUNITIES Nomination Procedure § 25.204 Evaluation of the strategic plan. The strategic plan will...

  11. 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…

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

    OpenAIRE

    PISTOL , Gheorghe

    2010-01-01

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

  13. 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…

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

    OpenAIRE

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

    2006-01-01

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

  15. 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....

  16. FY 2001 Hanford Waste Management Strategic Plan

    International Nuclear Information System (INIS)

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

  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. strategic plan for Haier's global brand building

    OpenAIRE

    Lu, Yidan

    2009-01-01

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

  19. Strategic Planning with Family Physicians: A Case Study

    OpenAIRE

    Fried, Bruce; Nelson, Wendy

    1987-01-01

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

  20. 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…

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

    Directory of Open Access Journals (Sweden)

    Gizem CENGİZ GÖKÇE

    2015-07-01

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

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

    OpenAIRE

    Pipa, Tomás Manuel Macedo Lousada Loureiro

    2011-01-01

    A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics The objective of my work is to help a Portuguese company, Papo D'Anjo, to achieve its strategic goals by elaborating an International Strategic Implementation Plan to enter into Brazil. In order to succeed in this Strategic Plan I have studied the history of the company, the way it is organized, it production process, its revenues and mar...

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

    International Nuclear Information System (INIS)

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

  4. 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.…

  5. 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.

  6. Design of a management support system for hospital strategic planning.

    Science.gov (United States)

    Applegate, L M; Mason, R O; Thorpe, D

    1986-02-01

    Recent changes in the health care industry that foster competition are drastically affecting hospital planning and marketing activities. Increased price competition, the development of less costly alternative health care delivery systems and providers, and the shift to prospective average-cost reimbursement for Medicare beneficiaries are major factors promoting a new emphasis on strategic hospital planning. Hospital information systems do not currently support the sophisticated data-collection and analysis requirements that will be needed to implement strategic planning activities. New data must be collected and old data must be analyzed and stored in new ways. New hospital information systems designs are needed to cope with the change in the economic structure of the health care industry and its effects on hospital information needs. This paper proposes a system design for a management support system that will assist hospital administrators and planners in analyzing internal organizational data and external industry data to develop strategic planning objectives, strategies, and business plans. Analysis of the structure and process of hospital strategic planning was performed to identify the information needs of hospital planners. A prototype system is currently being implemented at the University of Arizona. The system provides an integrating framework for data base management systems, executive information systems, model management systems, and dialogue management systems. Objective analytical models and subjective strategic planning models are available to assist with idea structuring and decision processing. PMID:3522794

  7. Strategic Planning for Literacy Education in Afghanistan.

    Science.gov (United States)

    Means, Harrison J.; Henry, Doris A.

    1993-01-01

    After crisis conditions abated, directors of a U.S. Agency for International Development/University of Nebraska at Omaha joint project resolved to implement strategic planning for literacy education (including curriculum development, teacher education, and assessment) in Afghanistan. This article describes the rigors of educational planning in a…

  8. 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…

  9. Strategic Planning for School Success.

    Science.gov (United States)

    Herman, Jerry J.

    1993-01-01

    Strategic planners concerned with such matters as high-achieving students, high-performing teachers, broad-based community support, and a two-way involvement with the community must analyze the strengths, weaknesses, opportunities, and threats existing in the school's internal and external environment. A sample SWOT analysis is included. (MLH)

  10. 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

  11. Natural gas strategic plan and program crosscut plans

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1995-06-01

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

  12. Strategic Planning Improves Manufacturing Performance

    OpenAIRE

    JS Armstrong

    2004-01-01

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

  13. Strategic planning a practical guide for competitive success

    CERN Document Server

    Abraham, Stanley C

    2011-01-01

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

  14. A strategic planning methodology for aircraft redesign

    Science.gov (United States)

    Romli, Fairuz Izzuddin

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

  15. Developing a strategic plan for a neonatal nurse practitioner service.

    Science.gov (United States)

    Lee, Laurie A; Jones, Luann R

    2004-10-01

    Neonatal nurse practitioners (NNPs) have been in practice for over 3 decades. More recently, NNPs have begun to take ownership for building their group practice models. The purpose of this article is to present a detailed case study demonstrating how one NNP group used a 4-phase strategic planning process to turn a crisis into an opportunity. The article describes data obtained during the strategic planning process from an informal national survey of NNP managers that focused on key benchmarks, such as role definition, responsibilities, protected nonclinical time, NNP salary and benefits, and educational and professional development support. Using the strategic planning process, the group defined mutually agreed upon minimum safe staffing levels for NNPs, interns, residents and neonatologists in their setting. Based on the data generated, the group successfully justified additional NNP positions and organizational support for 10% protected nonclinical time. A sample operational budget, comparison of 3 staffing scenarios, and a timeline are also provided.

  16. Strategic MArketing Plan Applied To Commercial Bank

    OpenAIRE

    Nguyen, Dinh Van

    2016-01-01

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

  17. 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.

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

    DEFF Research Database (Denmark)

    Galland, Daniel; Elinbaum, Pablo

    2015-01-01

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

  19. Strategic planning for post-disaster temporary housing.

    Science.gov (United States)

    Johnson, Cassidy

    2007-12-01

    Temporary housing programmes suffer from excessively high cost, late delivery, poor location, improper unit designs and other inherent issues. These issues can be attributed in part to a prevalence of ad hoc tactical planning, rather than pre-disaster strategic planning, for reconstruction undertaken by governments and non-governmental organisations (NGOs) in the chaotic post-disaster environment. An analysis of the process and outcomes from six case studies of temporary housing programmes after disasters in Turkey and Colombia in 1999, Japan in 1995, Greece in 1986, Mexico in 1985, and Italy in 1976 yields information about the extent to which strategic planning is employed in temporary housing programmes, as well as common issues in temporary housing. Based on an understanding of these common issues, this paper proposes a framework for strategic planning for temporary housing that identifies organisational designs and available resources for temporary housing before the disaster, but allows modifications to fit the specific post-disaster situation.

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

    International Nuclear Information System (INIS)

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

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

    Science.gov (United States)

    Hambright, Grant; Diamantes, Thomas

    2004-01-01

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

  2. 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…

  3. 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.

  4. 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\

  5. IMPROVEMENT OF STRATEGIC PLANNING IN COMMERCE RETAILERS

    Directory of Open Access Journals (Sweden)

    Gayduk V. I.

    2014-03-01

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

  6. Environmental Scanning Is Vital to Strategic Planning.

    Science.gov (United States)

    Poole, Molly Linda

    1991-01-01

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

  7. Place Branding and Strategic Spatial Planning Instrument

    NARCIS (Netherlands)

    da Silva Oliveira, Eduardo

    2013-01-01

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

  8. Strategic petroleum reserve planning and modeling

    Energy Technology Data Exchange (ETDEWEB)

    Leiby, P.N.

    1996-06-01

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

  9. Strategic plan for improved economic performance

    International Nuclear Information System (INIS)

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

  10. Towards capturing strategic planning in EA

    NARCIS (Netherlands)

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

    2015-01-01

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

  11. Aligning enterprise architecture with strategic planning

    NARCIS (Netherlands)

    Azevedo, Carlos L.B.; Sinderen, van Marten; Ferreira Pires, Luis; Almeida, João Paolo A.

    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. Stra

  12. Chemistry and Materials Science Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

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

    2004-04-21

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

  13. Communication satellites: Guidelines for a strategic plan

    Science.gov (United States)

    1987-01-01

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

  14. Quidgest internationalization strategic plan to Brazil

    OpenAIRE

    Ramos, Maria do Rosário Pinto de Mesquita Ortigão

    2012-01-01

    A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics An International Strategic Plan to Brazil is the subject of this work project. The author studies the prospect of the Portuguese company Quidgest increasing its international presence. Quidgest is a software consultant that develops Enterprise Resource Planning (ERP) systems. After an extensive analysis focused on Brazil’s economy, business ...

  15. 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.

  16. Managing Strategic and Long-Range Planning via a Proactive, User-Friendly Planning Document.

    Science.gov (United States)

    Dailey, Anne Louise; And Others

    1991-01-01

    A computerized method for managing institutional information to use in creating college planning documents is described. Development of the database, manipulation of the data for reporting, uses in strategic and long-range planning, and the model's implications for improvement of planning processes are discussed. (MSE)

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

    International Nuclear Information System (INIS)

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

  18. 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

  19. 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.

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

    Directory of Open Access Journals (Sweden)

    Giuseppe Ioppolo

    2016-02-01

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

  1. Strategic planning for power system restorations

    Energy Technology Data Exchange (ETDEWEB)

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

    2010-10-12

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

  2. 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

  3. The Pitfalls of Strategic Planning

    Science.gov (United States)

    Cox, Sharon W.; Bastress, Robert L.

    2011-01-01

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

  4. 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.

  5. 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…

  6. 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…

  7. 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.

  8. 75 FR 80850 - Development of Strategic Plan 2011-2015

    Science.gov (United States)

    2010-12-23

    .../LSCStrategicDirections20062010.pdf . LSC is now undertaking an effort to develop a new Strategic Plan for the... regarding whether and how LSC may incorporate performance measures into its strategic planning efforts. In... welcomes comments on GPRA as a model for LSC as well as suggestions for other strategic planning models...

  9. 75 FR 38850 - NNI Strategic Plan 2010; Request for Information

    Science.gov (United States)

    2010-07-06

    ... TECHNOLOGY POLICY NNI Strategic Plan 2010; Request for Information ACTION: Notice. SUMMARY: The purpose of... nanotechnology stakeholder community for specific input for the next NNI Strategic Plan to be published in December 2010. This RFI refers to the NNI Goals identified from the 2007 Strategic Plan (...

  10. 24 CFR 597.201 - Evaluating the strategic plan.

    Science.gov (United States)

    2010-04-01

    ... 24 Housing and Urban Development 3 2010-04-01 2010-04-01 false Evaluating the strategic plan. 597... Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF...: ROUND ONE DESIGNATIONS Nomination Procedure § 597.201 Evaluating the strategic plan. The strategic...

  11. Corporate strategic plan for safeguards and security

    International Nuclear Information System (INIS)

    Department of Energy (DOE) safeguards and security (S and S) is a team effort, consisting of Field, National Laboratories, Program Office, and Headquarters units cooperating to support the Department's diverse security needs. As an integral part of the nation's security structure, the DOE S and S Program regularly supports and works in cooperation with other US Government agencies and private industry to improve the national security posture. Thus, inter- and intra-agency partnerships play an invaluable role in the continuing efforts to integrate and implement improved ways of doing business. Their Corporate Strategic Plan provides a road map to guide, track, and provide feedback for the incorporation and implementation of S and S activities within DOE. Part 1 Planning Framework, describes those overarching factors which influence the planning endeavors. Part 2, Strategic Perspective, outlines where the S and S Program has been and how they will move to the future through core competencies, changing cultural thinking, and implementing their strategies. Part 3, Strategic and Operational Integration, details critical focus areas, strategies, and success indicators designed to enhance inter-agency S and S integration and promote cooperation with external agencies. This Plan will be reviewed annually to ensure it remains supportive and fully-engaged with the nation's and international security environments

  12. 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.

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

    Science.gov (United States)

    2012-09-05

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

  14. 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.

  15. Micmac Strategic Energy Planning Initiative

    Energy Technology Data Exchange (ETDEWEB)

    Fred Corey

    2007-02-02

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

  16. 77 FR 25577 - General Provisions; Operating and Strategic Business Planning

    Science.gov (United States)

    2012-05-01

    ...-AC66 General Provisions; Operating and Strategic Business Planning AGENCY: Farm Credit Administration... operational and strategic business plan (business plan or plan) to include, among other things, outreach... succession planning; and develops strategies and actions to strive for diversity and inclusion within...

  17. Strategic planning for transportation under the NWPA

    International Nuclear Information System (INIS)

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

  18. A Study of Process Model in Library Strategic Planning%图书馆战略规划流程模型研究

    Institute of Scientific and Technical Information of China (English)

    柯平; 陈昊琳; 陆晓红

    2011-01-01

    Library strategic planning activities are management activities which are involved with the issue of organization development.The activities depend on rational process design and suitable strategic content which meet the situation of library now.This pape%图书馆战略规划制定活动是围绕组织发展问题而展开的系统管理活动,依赖于合理的流程设计与符合图书馆时代特点的战略内容的结合。本文参考已有关于战略规划程序的研究结果,在调研数据的支持下,依照图书馆机构特点与战略管理理论,提出了包含准备、分析、制定发布三个阶段在内的战略规划流程模型,并从时间发展角度提出周期演进模式,以期为图书馆战略规划制定提供参考。

  19. Strategic marketing plan for a hotel

    OpenAIRE

    Karppinen, Maarit

    2011-01-01

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

  20. 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…

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

    OpenAIRE

    Rolando Juan Soliz Estrada; Martinho Isnard Ribeiro de Almeida

    2008-01-01

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

  2. 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…

  3. 76 FR 30280 - General Provisions; Operating and Strategic Business Planning

    Science.gov (United States)

    2011-05-25

    ... 12 CFR Part 618 RIN 3052-AC66 General Provisions; Operating and Strategic Business Planning AGENCY... (FCS or System) institution to adopt an operational and strategic business plan (business plan) to... succession planning; and Ensure that each System institution considers how it will further the objective...

  4. 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.

  5. Strategic Planning for Emergencies: Lessons Learned from Katrina

    International Nuclear Information System (INIS)

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

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

    Directory of Open Access Journals (Sweden)

    Sasha Tsenkova

    2011-01-01

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

  7. Eastern Band of Cherokee Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Souther Carolina Institute of energy Studies-Robert Leitner

    2009-01-30

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

  8. 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…

  9. 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.

  10. Developing a strategic marketing plan for hospitals.

    Science.gov (United States)

    Dychtwald, K; Zitter, M

    1988-09-01

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

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

    Directory of Open Access Journals (Sweden)

    Luiz Rodolfo Simões Alves

    2014-12-01

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

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

    International Nuclear Information System (INIS)

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

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

    OpenAIRE

    Lu, W.

    2010-01-01

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

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

    International Nuclear Information System (INIS)

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

  15. Strategic Marketing Plan for Sparkle International English School

    OpenAIRE

    Yuan, Xiao

    2013-01-01

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

  16. 2014 Zero Waste Strategic Plan Executive Summary.

    Energy Technology Data Exchange (ETDEWEB)

    Wrons, Ralph J.

    2016-05-01

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

  17. 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.

  18. STRATEGIC PLANNING IN THE GLOBAL ECONOMIC CRISIS AND RECESSION

    Directory of Open Access Journals (Sweden)

    Ana Anufrijev

    2013-12-01

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

  19. A methodology for strategic planning at the university

    Directory of Open Access Journals (Sweden)

    Adolfo Núñez Fernández

    2014-07-01

    Full Text Available The paper describes a methodology for strategic planning in colleges of education. Theoretical methods were extensively used in the construction of the framework and in evaluating prior approaches to this object, including the models of strategic planning in higher education. The method of systematization of experiences was used in formulating theoretical generalizations. The most outstanding result is the suggested methodology together with the definition of a new planning stage: strategic perspective, grouping prospective elements for guiding strategic planning design in the context of educational institution.

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

    Directory of Open Access Journals (Sweden)

    Azam Batyari

    2013-04-01

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

  1. 2010 Strategic national plan of Science Technology and Innovation PENCTI

    International Nuclear Information System (INIS)

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

  2. 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.

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

    Directory of Open Access Journals (Sweden)

    Ionescu Florin Tudor

    2012-12-01

    Full Text Available In public services, the political component of the marketing environment has a major importance, as all decisions adopted within central administration influence both the objectives and measures implemented by units of local government and other public service providers. Any discontinuity in the activity of such entities might result in neglecting the real needs of citizens and slowing the reform process in the public sector. Therefore, all initiatives of public organizations must have a unitary goal and integrate harmoniously within a single process. A tool from the management-marketing literature that both contributes to this purpose and leads to an increased customer satisfaction and organizational performance is strategic marketing planning. This paper presents, firstly, requirements and particularities of this process in the public sector, focusing on the need for bottom-up planning, meaning from the functional levels of public service organizations, to the corporate level, where strategic decisions are taken. To achieve this goal, there should be included in the planning process the clients and other audiences, which can provide useful information about the services they want, the quality or the accessibility thereof, and news about the services they need in the future. There are also mentioned the factors that can influence the quality of strategic marketing planning in public services domain: the importance of marketing within the organization, marketing knowledge of employees in marketing departments and/or of management personnel, the efficiency of activities within the organization, and the manager’s marketing vision. In the final part of the paper there are presented the stages of the conceptual model of strategic marketing planning in public services field: (1 accepting the idea of bottom-up planning, (2 avoid or eliminate discrepancies between measures taken at high levels and executions carried out at operational

  4. 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.

  5. Strategic Planning, Operational Planning, and Measures of Effectiveness: An Integrated Model.

    Science.gov (United States)

    Donsky, Aaron P.

    While various paradigms exist for planning in two-year colleges, from master planning to quality circles, three major elements invariably appear in planning activities: strategic or formal planning, operational planning, and effectiveness measures. Strategic planning attempts to systematically assess an institution's relationship with its external…

  6. 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.

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

    DEFF Research Database (Denmark)

    Olesen, Kristian

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

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

    International Nuclear Information System (INIS)

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

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

    DEFF Research Database (Denmark)

    Olesen, Kristian

    be used as vehicles for neoliberal transformations of strategic spatial planning. In 2006, the Danish Ministry of the Environment published a national planning report articulating a ’New Map of Denmark’ consisting of two urban regions. The urban regions were promoted by the ministry as new appropriate...... the Ministry of the Environment, administrative regions, and municipalities. The aim of these processes was to prepare informal and voluntary spatial frameworks and overall urban structures for the two regions, turning these into ‘soft spaces’ of strategic spatial planning. The paper demonstrates how the state...... of strategic spatial planning....

  10. Strategic Planning in the Turkish Public Sector

    Directory of Open Access Journals (Sweden)

    Yüksel DEMIRKAYA

    2015-12-01

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

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

    DEFF Research Database (Denmark)

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

    2012-01-01

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

  12. 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 i

  13. 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…

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

    Science.gov (United States)

    Groff, Warren H.

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

  15. 76 FR 31973 - Draft WaterSMART Strategic Implementation Plan

    Science.gov (United States)

    2011-06-02

    ... From the Federal Register Online via the Government Publishing Office DEPARTMENT OF THE INTERIOR Draft WaterSMART Strategic Implementation Plan AGENCY: Office of the Assistant Secretary for Water and...SMART (Sustain and Manage America's Resources for Tomorrow) Strategic Implementation Plan...

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

    NARCIS (Netherlands)

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

    2011-01-01

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

  17. Does Strategic Planning Enhance or Impede Innovation and Firm Performance?

    NARCIS (Netherlands)

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

    2011-01-01

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

  18. 77 FR 35410 - Fogarty International Center 2013 Strategic Plan

    Science.gov (United States)

    2012-06-13

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

  19. 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…

  20. 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…

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

    Directory of Open Access Journals (Sweden)

    Mohammad Ali Abdolvand

    2012-01-01

    Full Text Available Organizations to maintain and achieve optimal growth and development and increase its competitiveness need to be a comprehensive and coherent plan for the mission and goals of the strategic plan. The purpose of this study is providing strategic planning and optimal strategies for using SWOT. The company is investigating the territory south of the oil industry. The questionnaire has been used as a research tool containing the questions is 138. Research data from interviews with managers, experts in the oil industry and the research and study reports on the oil companies have been mining industry in South. Reliability and validity of research instruments was calculated. Research question 2 and 4 is a side question. Study hypothesis is lacking. This type of research, application and type of data collected from research - is a descriptive case study. The analysis has three steps. First of all documentation, interviews with industry experts and company south of the industrial oil-test, Study was a list of environmental threats and opportunities and is produced by the company's strengths and weaknesses. In the second stage of the screening process was all the above factors and opportunities and threats and identify key strengths and weaknesses has. In the third stage using the key strategic factors and SWOT models identify are the best strategies companies. The research findings showed that the key axis that includes consumers, supply chain, control costs, competitive intelligence, manpower and operational efficiency. Companies to improve competitiveness should be a good strategy. In this regard, appropriate strategies to identify, develop, and were proposed. For future research, design an expert system for strategic management with respect to the above points, and value chain analysis to identify areas of valuable and remove the waste processes is proposed.

  2. Strategic Planning as a management tool in local government

    Directory of Open Access Journals (Sweden)

    Ángel Iglesias Alonso

    2010-05-01

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

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

    Directory of Open Access Journals (Sweden)

    Vasilevska Ljiljana

    2009-01-01

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

  4. 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.

  5. Strategic Marketing Management Process of Amway Corporation

    OpenAIRE

    Zhong, Yi

    2011-01-01

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

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

    OpenAIRE

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

    2011-01-01

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

  7. 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...

  8. 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...

  9. THE ROLE OF STRATEGIC PLANNING IN MODERN ORGANIZATIONS

    OpenAIRE

    Marilen Pirtea; Cristina Nicolescu; Claudiu Botoc

    2009-01-01

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

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

    CERN Document Server

    Bryson, John M; Alston, Farnum K

    2011-01-01

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

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

    OpenAIRE

    Keys, Frances Alexandra, (Thesis)

    2001-01-01

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

  12. Consumer research and strategic planning for hospitals: a second opinion.

    Science.gov (United States)

    Muller, A

    1984-01-01

    Strategic planning based on a market orientation requires close attention to consumers' needs and preferences. Therefore, consumer research is a prerequisite for strategic planning. However, problems and limitations have been pointed out in business fields which have had over 30 years' experience with consumer research. These shortcomings also apply to consumer research in healthcare. Several examples are presented to illustrate this point. Some recommendations follow which should make consumer research more useful for strategic planning. Yet, the importance of consumer research should not be overestimated.

  13. Draft Strategic Laboratory Missions Plan. Volume II

    International Nuclear Information System (INIS)

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

  14. Draft Strategic Laboratory Missions Plan. Volume II

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-03-01

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

  15. 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

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

    OpenAIRE

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

    2012-01-01

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

  17. cceptance and Use of Strategic Processes in Developing Countries

    Directory of Open Access Journals (Sweden)

    Alev M. Efendioglu

    2009-01-01

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

  18. 24 CFR 598.215 - What are the purpose and content of the strategic plan?

    Science.gov (United States)

    2010-04-01

    ... the strategic plan? 598.215 Section 598.215 Housing and Urban Development Regulations Relating to Housing and Urban Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND... strategic plan? (a) Principles of strategic plan. The strategic plan, which accompanies the application...

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

    Science.gov (United States)

    Washington State Board of Education, 2011

    2011-01-01

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

  20. 12 CFR 917.5 - Strategic business plan.

    Science.gov (United States)

    2010-01-01

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

  1. 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.

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

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    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.

  3. THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    Radu Catalina

    2009-05-01

    Full Text Available Contemporary trends in global competition, rapid technological developments and increased use of management information systems and the Internet, developments in planning and control and management thinking, and changing demographics are putting pressures

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

    OpenAIRE

    Sen, Hakan

    2016-01-01

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

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

    OpenAIRE

    E.E. Ibragimov

    2013-01-01

    The aim of the article. In this paper we have identified the factors of consumer capital, which are accounted in the process of strategic planning on the confectionery enterprises.The results of the analysis. For consumer capital growth it is necessary to consider the features of consumer needs in the strategic planning of the company. A behavior is characterized by the volume and frequency of purchases.Consumer capital is often understood as capital of relations. In this sense, it includes c...

  6. Process simulation and parametric modeling for strategic project management

    CERN Document Server

    Morales, Peter J

    2013-01-01

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

  7. Strategic plan for Hanford Site Environmental Restoration Information Management

    Energy Technology Data Exchange (ETDEWEB)

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

    1994-06-01

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

  8. Strategic plan for Hanford Site Environmental Restoration Information Management

    International Nuclear Information System (INIS)

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

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

    Science.gov (United States)

    Gantt, Laura T

    2010-01-01

    While simulation laboratories for clinical nursing education are predicted to grow, budget cuts may threaten these programs. One of the ways to develop a new lab, as well as to keep an existing one on track, is to develop and regularly update a strategic plan. The process of planning not only helps keep the lab faculty and staff apprised of the challenges to be faced, but it also helps to keep senior level management engaged by reason of the need for their input and approval of the plan. The strategic planning documents drafted by those who supervised the development of the new building and Concepts Integration Labs (CILs) helped guide and orient faculty and other personnel hired to implement the plan and fulfill the vision. As the CILs strategic plan was formalized, the draft plans, including the SWOT analysis, were reviewed to provide historical perspective, stimulate discussion, and to make sure old or potential mistakes were not repeated. PMID:21158251

  10. 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.

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

    CERN Document Server

    Groot, P J; Stark, R

    2012-01-01

    Strategic Plan for Astronomy in the Netherlands 2011 - 2020, written by the Netherlands Committee for Astronomy (NCA), on behalf of the excellence research school in astronomy NOVA, (combining the university astronomy institutes of the universities of Amsterdam, Groningen, Leiden and Nijmegen), the NWO division of Physical Sciences, the Netherlands Institute for Radio Astronomy ASTRON and the Netherlands Institute for Space Research SRON. The Strategic plan outlines the scientific priorities for Dutch astronomy in the next decade; the instrumentation effort required to address these priorities, and the connection between astronomical instrumentation and technology development and fundamental technological R&D; the financial contours needed to realise the priorities; and the role of Dutch astronomy in education and outreach. The Strategic Plan also includes a retrospective on the achievements since the last Strategic Plan (2000) and a forward look beyond 2020.

  12. Developing strategic plans for effective utilization of research reactors

    Energy Technology Data Exchange (ETDEWEB)

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

    2015-12-15

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

  13. INFORMATION TECHNOLOGY STRATEGIC PLANNING AT PT. VENTURIUM SYSTEM

    Directory of Open Access Journals (Sweden)

    Lola Oktavia

    2013-01-01

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

  14. 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...

  15. 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.

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

    Directory of Open Access Journals (Sweden)

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

    2009-05-01

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

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

    International Nuclear Information System (INIS)

    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

  18. 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…

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

    OpenAIRE

    Vasilevska Ljiljana; Vasić Milanka

    2009-01-01

    The increasing interest in a strategic approach to space arrangement at all levels, and particularly on the intra and interregional level, as well as the changes in the area of spatial and regional planning, are some of the basic characteristics of theoretical and practical activities and efforts undertaken and realized in the field of organization and arrangement of space in the European Union during recent decades. Strategic planning gained importance in the framework of those changes...

  20. Three-Year Strategic Plan for New Mexico State University-Alamogordo, 1993-1996.

    Science.gov (United States)

    Lillibridge, Fred, Ed.

    This report, emanating from New Mexico State University-Alamogordo's (NMSU-A) Institutional Assessment and Strategic Planning (IASP) process, presents information pertinent to NMSU-A's planning process for 1993-1996. Following a brief introduction and the IASP Committee cover memo, the report highlights seven high-priority institutional issues:…

  1. 75 FR 34736 - Draft FY 2011-2015 EPA Strategic Plan

    Science.gov (United States)

    2010-06-18

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

  2. Automatic and strategic processes in advertising effects

    DEFF Research Database (Denmark)

    Grunert, Klaus G.

    1996-01-01

    are at variance with current notions about advertising effects. For example, the att span problem will be relevant only for strategic processes, not for automatic processes, a certain amount of learning can occur with very little conscious effort, and advertising's effect on brand evaluation may be more stable......Two kinds of cognitive processes can be distinguished: Automatic processes, which are mostly subconscious, are learned and changed very slowly, and are not subject to the capacity limitations of working memory, and strategic processes, which are conscious, are subject to capacity limitations......, and can easily be adapted to situational circumstances. Both the perception of advertising and the way advertising influences brand evaluation involves both processes. Automatic processes govern the recognition of advertising stimuli, the relevance decision which determines further higher-level processing...

  3. 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. PMID:27584888

  4. 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.

  5. 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.

  6. Strategic plan for Hanford site information management

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1994-09-01

    The Hanford Site missions are to clean up the Site, to provide scientific knowledge and technology to meet global needs, and to partner in the economic diversification of the region. To achieve these long-term missions and increase confidence in the quality of the Site`s decision making process, a dramatically different information management culture is required, consistent with US Department of Energy (DOE) mandates on increased safety, productivity, and openness at its sites. This plan presents a vision and six strategies that will move the Site toward an information management culture that will support the Site missions and address the mandates of DOE.

  7. A hybrid TOPSIS-BSC method for strategic planning

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Shojaee

    2012-09-01

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

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

    International Nuclear Information System (INIS)

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

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

    CERN Document Server

    Hu, Zhaoguang; Wen, Quan

    2013-01-01

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

  10. NASA ATP Force Measurement Technology Capability Strategic Plan

    Science.gov (United States)

    Rhew, Ray D.

    2008-01-01

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

  11. Maintaining Diversity: Strategic Plans as a Basis for Funding.

    Science.gov (United States)

    Pratt, John; Locke, Michael

    1994-01-01

    The feasibility of a university funding system for the United Kingdom that allocates resources based on institutional strategic plans is discussed. The plan is proposed as an alternative to current policy, which encourages uniformity rather than the institutional diversity mandated by the government. (MSE)

  12. Strategic Planning: A Catalyst for Shared Governance and Leadership Development.

    Science.gov (United States)

    Phelan, Daniel J.; And Others

    Lack of strategic planning by colleges and universities has inhibited higher education's ability to respond to the changing global environment. A majority of institutions plan from year to year, with crisis management becoming the norm. Because the external environment is evaluated infrequently, the institution does not have the broad view…

  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

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

  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. Strategic-Decision Quality in Public Organizations: An Information Processing Perspective.

    NARCIS (Netherlands)

    B.R.J. George (Bert); S. Desmidt (Sebastian)

    2016-01-01

    textabstractThis study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision mak

  17. 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.

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

    OpenAIRE

    OPRESCU, Alina Elena

    2014-01-01

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

  19. 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.

  20. 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...

  1. 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,…

  2. 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.

  3. Tools and techniques for AIS Strategic Planning

    OpenAIRE

    Monod, Emmanuel; Watson, Richard

    2003-01-01

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

  4. Strategic Marketing Plan: Proposal for a Theoretical Analysis

    OpenAIRE

    Gustavo Barbieri Lima; Dirceu Tornavoi Carvalho

    2011-01-01

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

  5. Strategic Marketing Planning in International Schools

    Science.gov (United States)

    Bunnell, Tristan

    2005-01-01

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

  6. Strategic analysis of a data processing company

    OpenAIRE

    Chen, George C. M.

    2005-01-01

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

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

    OpenAIRE

    Salinas O., Jose

    2014-01-01

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

  8. Strategic Positioning in Tactical Scenario Planning

    OpenAIRE

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

    2009-01-01

    Capability planning problems are pervasive throughout many areas of human interest with prominent examples found in defense and security. Planning provides a unique context for optimization that has not been explored in great detail and involves a number of interesting challenges which are distinct from traditional optimization research. Planning problems demand solutions that can satisfy a number of competing objectives on multiple scales related to robustness, adaptiveness, risk, etc. The s...

  9. 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.

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

    International Nuclear Information System (INIS)

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

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

    OpenAIRE

    Covvey, H. D.

    1987-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Olaveson, B.

    2007-09-17

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

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

    Directory of Open Access Journals (Sweden)

    Lúcio Melre da Silva

    2014-10-01

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

  14. 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.

  15. Strategic continuity planning: the first critical step.

    Science.gov (United States)

    Smith, Jack

    2013-01-01

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

  16. Strategic continuity planning: the first critical step.

    Science.gov (United States)

    Smith, Jack

    2013-01-01

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

  17. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    POP Zenovia Cristiana

    2013-07-01

    Full Text Available For developing economies the development of enterprises should be a strategic goal, this way of thinking may become viable only as a result of a combination of judicious analysis based on specific local economic aspects and a set of actions to correct any slippage or amplify existing development trends taken by the managers. A better leadership would unequivocally lead to a better strategy but sometimes the lack of information, first about the external environment, continuously undergoing quick and radical changes, the political problems and the complexity of the implementation of the strategy or the costs that it implies are not taken into consideration. Therefore managers have two options: to establish strategies, which would lead to the achievement of the objectives; evaluate them on the basis of economic efficiency or to identify an already existent strategy and to adapt it to the environment changes in which the enterprise carries on its activity. This paper aims at discussing and explaining from a theoretical perspective, the evolution and the advantages and disadvantages of the strategic management process, in order to convey the managers a modality to achieve competitiveness and evaluate the position of the firm. In the first section, we explain the the necessity of strategic management process. In the second section we present the different evolution stages. The third section presents our conclusions regarding the advantages and disadvantages of the strategic management process, fundamental for the strategy success. The financial crisis did affect the Romanian economy and Romanian enterprises early in 2009 registering an impact of the crisis identified in the need of the managers to rethink their strategies, to improve their management skills and perspectives on the role of the employees after the crisis. In this paper we try to underline the evolution stages of the strategic management process with its own characteristics by which both

  18. Strategic maintenance plan for Cernavoda steam generators

    International Nuclear Information System (INIS)

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

  19. Strategic considerations in planning a counterevacuation

    International Nuclear Information System (INIS)

    The Soviet Union has highly developed plans to evacuate their population centers in a nuclear confrontation. Their plans include construction of expedient shelters in the outlying areas and continued operation of their essential industry by commuting workers. If they should successfully implement their plan, a subsequent nuclear exchange with the United States would cost them far fewer casualties than they suffered in World War II. Without a corresponding evacuation, the US could lose from 50 to 70 percent of its population. This asymmetry in vulnerability, if allowed to persist, would seriously weaken the bargaining position of the US President. To restore the balance, a great reduction in vulnerability can be achieved most economically by planning a US counterevacuation as a response to a Soviet evacuation. Russian historical experience with murderous invaders, most recently in World War II, has made authoritarian defense measures involving civilians and property in peacetime quite acceptable in their culture. In the US, widescale use of private property and civilian participation in defense activity are not feasible until the development of a grave crisis. Hence US evacuation plans must differ in several important respects from the Soviet plans. However, this preliminary study indicates that the US has ample material resources to move and shelter its population at least as effectively as the Soviet Union. Perhaps the most critical disadvantage of the US is in morale, as evidenced by the widespread misconception that effective survival measures are not possible

  20. An Eye Toward the Future: Strategic Planning and Continuing Education.

    Science.gov (United States)

    Vicere, Albert A.

    1985-01-01

    Strategic planning, a logical framework for organizing, staffing, leading, and controlling the work of an organization, spans three philosophies: "satisficing, optimizing, and adaptivizing." While higher education's traditional orientation is satisficing, continuing education agencies can lead the movement toward adaptivization of strategic…

  1. Greenways as Strategic Landscape Planning: theory and application

    NARCIS (Netherlands)

    Ahern, J.F.

    2002-01-01

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

  2. Summary of the 2002 CAG Strategic Planning Survey

    Directory of Open Access Journals (Sweden)

    Philip M Sherman

    2004-01-01

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

  3. Genetics of traffic assignment models for strategic transport planning

    NARCIS (Netherlands)

    Bliemer, M.C.J.; Raadsen, M.; Brederode, L.; Bell, M.; Wismans, L.J.J.; Smith, M.

    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

  4. Lessons from Recessions: Connecticut's Experience Shows Need for Strategic Planning.

    Science.gov (United States)

    Anderes, Thomas K.

    1993-01-01

    Fiscal crisis in New England has been greater than that of early 1980s; colleges and universities should heed lessons. Presents guidelines extracted from study on organizations that effectively managed cutbacks in programs. Effective strategic planning was based on 8 preconditions that define system's capabilities to identify and react to decline…

  5. Strategic plans provide lasting solutions to rural crisis.

    Science.gov (United States)

    Folger, J C

    1990-04-01

    Strapped for money and time, many rural hospitals could be tempted by temporary fixes to their financial struggles. Strategic planning helps develop a broader, long-range blueprint for survival. Its steps include making financial evaluations of services; undertaking market and patient origin studies; assessing competitors; involving community leaders; and defining possibilities for joint projects and facility mergers.

  6. 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.

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

    Science.gov (United States)

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

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

  8. The Dean as Manager: Strategic Planning for the Library School.

    Science.gov (United States)

    Carrigan, Dennis

    1988-01-01

    Examination of the importance of management in library schools discusses two problem areas in the library school environment--the parent university and society beyond the university. The need for strategic planning which includes an assessment of the environment is emphasized. (Six references) (MES)

  9. Information system for strategic planning the university sustainable development

    International Nuclear Information System (INIS)

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

  10. 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…

  11. 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…

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

    Science.gov (United States)

    Scigliano, John A.

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

  13. 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.

  14. 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...

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

    Energy Technology Data Exchange (ETDEWEB)

    Bechtel Nevada

    2003-09-01

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

  16. 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.

  17. Innovation in creating a strategic plan for research within an academic community.

    Science.gov (United States)

    Best, Kaitlin M; Jarrín, Olga; Buttenheim, Alison M; Bowles, Kathryn H; Curley, Martha A Q

    2015-01-01

    Strategic planning for research priorities in schools of nursing requires consensus building and engagement of key stakeholders. However, traditional approaches to strategic planning using work groups and committees sometimes result in low rates of faculty participation and fail to engage other important stakeholders. The purpose of this article is to describe the unique low-cost, high-yield processes that contributed to the rapid development of our school's strategic research plan over the course of 1 month. Using the name recognition of the National Collegiate Athletic Association's annual basketball tournament, we were able to encourage high levels of participation by faculty, doctoral students, and postdoctoral fellows in not only developing a consensus around eight broad lines of inquiry but also offering tangible recommendations for accomplishing those goals within the next 5 years. Other schools of nursing seeking to evaluate their research enterprise and align their science with national priorities could easily replicate this approach. PMID:26187085

  18. Differential effects of strategic planning on community change in two urban neighborhood coalitions.

    Science.gov (United States)

    Watson-Thompson, Jomella; Fawcett, Stephen B; Schultz, Jerry A

    2008-09-01

    Community coalitions represent a promising approach for addressing the interrelated and multiply- determined issues affecting urban neighborhoods of concentrated poverty. The literature suggests a number of community processes that may affect coalition efforts to change and improve communities. This study uses an interrupted time-series design to examine the effects of a strategic planning intervention on community change in two urban neighborhoods in the Kansas City metropolitan area. Results showed that strategic planning was associated with increased rates of community change in the two urban neighborhood coalitions. Under appropriate conditions, such as the presence of consistent leadership, strategic planning may be a particularly effective mechanism for stimulating community change and addressing locally-determined goals in urban neighborhoods.

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

    Directory of Open Access Journals (Sweden)

    Gayduk V. I.

    2014-04-01

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

  20. Individualized strategic planning for faculty development in medical schools

    Directory of Open Access Journals (Sweden)

    Goutham Rao

    2013-02-01

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

  1. MaROS Strategic Relay Planning and Coordination Interfaces

    Science.gov (United States)

    Allard, Daniel A.

    2010-01-01

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

  2. USING THE BSC FOR STRATEGIC PLANNING OF IT (INFORMATION TECHNOLOGY IN BRAZILIAN ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Adriano Olímpio Tonelli

    2014-10-01

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

  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. Radiological Protection Institute of Ireland Strategic Plan 2011 to 2013

    International Nuclear Information System (INIS)

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

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

    Directory of Open Access Journals (Sweden)

    Amra Abadžić

    2012-11-01

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

  6. 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

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

    Directory of Open Access Journals (Sweden)

    OROIAN I.

    2008-12-01

    Full Text Available Even strategic environmental assessment (SEA is a concept which must be implemented at national level,no official regulations concerning the implementation nor adequate knowledge of this problem exist. The briefpresentation of this concept is the aim of this study. By definition, SEA is a process aiming to supply the takinginto consideration of the impact upon the environment when developmental sugestions at policy, planprogramme or project levels are elaborated, before the final decision connected to their promotion. The processof SEA implementation and its seven stages (framing, domain definition, P/P evaluation, performing theEnvironmental Report, consultation with authories and public, taking decision and monitoring are presented inthis paper. The advantages of using this approach are also emphasized: acheiving sustainable management fromthe environmental point of view, improvement of the quality of the policy, plan or programme elaborationprocess, increase of the efficiency and efficacy of the decisonal process, stregthening of the leading system andinstitutional efficiency, strengthening of the EIA process for projects, facilitation of the transfrontaliercooperation.

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

    Science.gov (United States)

    Coonan, Patrick R

    2005-01-01

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

  9. Achieving Aeronautics Leadership: Aeronautics Strategic Enterprise Plan

    Science.gov (United States)

    1995-01-01

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

  10. Thai Strategic Plan for Spent Fuel Management

    International Nuclear Information System (INIS)

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

  11. Positioning as a Strategic Marketing Planning Tool

    OpenAIRE

    Lhotáková, Markéta

    2001-01-01

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

  12. 75 FR 47346 - Draft Strategic Plan for FY 2010-2015

    Science.gov (United States)

    2010-08-05

    ... be viewed at http://www.ustreas.gov/offices/management/budget/strategic-plan/ . DATES: Written..., 2010. Martin R. Melone, Director, Strategic Planning and Performance Management, United States... Draft Strategic Plan for FY 2010-2015 AGENCY: United States Department of the Treasury. ACTION:...

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

    Directory of Open Access Journals (Sweden)

    K Bidad

    2009-12-01

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

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

    OpenAIRE

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

    2009-01-01

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

  15. 78 FR 45934 - The National Institute of Dental and Craniofacial Research (NIDCR) Strategic Plan Request for...

    Science.gov (United States)

    2013-07-30

    ... (NIDCR) Strategic Plan Request for Comments SUMMARY: NIDCR is developing a new strategic plan to guide... http://www.nidcr.nih.gov/NewsAndFeatures/Announcements/GiveUsYourIdeasforNIDCRsNextStrategicPlan or..., Acting Director, Office of Science Policy and Analysis, National Institute of Dental and...

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

    Science.gov (United States)

    Schenk, Joseph A.; Schaid, Julie A.

    2002-01-01

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

  17. 78 FR 18674 - Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan...

    Science.gov (United States)

    2013-03-27

    ..., Development and Technology Strategic Plan (2013-2018) AGENCY: Research and Innovative Technology.... Department of Transportation, Research, Development and Technology Strategic Plan FY 2013-2018. The new five-year strategic plan will guide the Department's research, development, and technology activities...

  18. 76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan

    Science.gov (United States)

    2011-10-18

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

  19. 76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

    Science.gov (United States)

    2011-07-01

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

  20. 75 FR 8137 - Coordination and Strategic Planning of the Federal Effort Against Intellectual Property...

    Science.gov (United States)

    2010-02-23

    ... BUDGET Coordination and Strategic Planning of the Federal Effort Against Intellectual Property... Joint Strategic Plan AGENCY: Office of Management and Budget, Executive Office of the President. ACTION...: The Joint Strategic Plan. The IPEC is currently working with the interagency advisory committee...

  1. 76 FR 17419 - Federal Health IT Strategic Plan: 2011-2015 Open Comment Period

    Science.gov (United States)

    2011-03-29

    ... HUMAN SERVICES Federal Health IT Strategic Plan: 2011-2015 Open Comment Period AGENCY: Office of the... the Federal Health IT Strategic Plan (developed June 3, 2008) in consultation with other appropriate... the Federal Health IT Strategic Plan is open through Friday, April 22 at 11:59 p.m. (Eastern)....

  2. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    Science.gov (United States)

    2011-07-01

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

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

    NARCIS (Netherlands)

    F. Steinberg (Florian)

    2002-01-01

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

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

    NARCIS (Netherlands)

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

    2010-01-01

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

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

    Science.gov (United States)

    Elysee, Gerald

    2012-01-01

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

  6. Strategic plans and long-range plans: is there a difference?

    OpenAIRE

    Pacios Lozano, Ana Reyes

    2004-01-01

    An analysis of both form and content differences between the plans named “strategic” and those named “long-range”. Planning theory is checked against the planning reports available on the Web pages of 65 public and university libraries. The goal is to see whether the differences that some theorists observe between strategic and long-range planning actually exist on plans published with those names. Publicado

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

    Energy Technology Data Exchange (ETDEWEB)

    Liberali, R.

    2010-07-01

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

  8. A methodology for comprehensive strategic planning and program prioritization

    Science.gov (United States)

    Raczynski, Christopher Michael

    2008-10-01

    This process developed in this work, Strategy Optimization for the Allocation of Resources (SOAR), is a strategic planning methodology based off Integrated Product and Process Development and systems engineering techniques. Utilizing a top down approach, the process starts with the creation of the organization vision and its measures of effectiveness. These measures are prioritized based on their application to external world scenarios which will frame the future. The programs which will be used to accomplish this vision are identified by decomposing the problem. Information is gathered on the programs as to the application, cost, schedule, risk, and other pertinent information. The relationships between the levels of the hierarchy are mapped utilizing subject matter experts. These connections are then utilized to determine the overall benefit of the programs to the vision of the organization. Through a Multi-Objective Genetic Algorithm a tradespace of potential program portfolios can be created amongst which the decision maker can allocate resources. The information and portfolios are presented to the decision maker through the use of a Decision Support System which collects and visualizes all the data in a single location. This methodology was tested utilizing a science and technology planning exercise conducted by the United States Navy. A thorough decomposition was defined and technology programs identified which had the potential to provide benefit to the vision. The prioritization of the top level capabilities was performed through the use of a rank ordering scheme and a previous naval application was used to demonstrate a cumulative voting scheme. Voting was performed utilizing the Nominal Group Technique to capture the relationships between the levels of the hierarchy. Interrelationships between the technologies were identified and a MOGA was utilized to optimize portfolios with respect to these constraints and information was placed in a DSS. This

  9. Strategic Marketing Plan: Proposal for a Theoretical Analysis

    Directory of Open Access Journals (Sweden)

    Gustavo Barbieri Lima

    2011-12-01

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

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

    Directory of Open Access Journals (Sweden)

    Vladimir Dyadik

    2014-10-01

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

  11. 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.

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

    International Nuclear Information System (INIS)

    The U.S. Nuclear Regulatory Commission (NRC) has established a clear strategic direction that will enable the NRC to carry out its mission and achieve the results expected by its primary customers, the collective interests of the American public. The Commission believes that this mission must be the foundation for making decisions about what activities the agency should perform. Thus, the Commission's programmatic decisions will not be fee-driven but will be based on their contributions to public health and safety. This strategic plan establishes a strategic framework that will guide future decision-making and will help the NRC continue to meet its responsibility for protecting public health and safety, promoting the common defense and security, and protecting the environment. Meeting these responsibilities requires the collective efforts of the NRC and its licensees, since the regulatory oversight of licensees is the responsibility of the NRC and the safe and secure use of nuclear materials for civilian purposes is the responsibility of NRC licensees. Finally, the development and implementation of the strategic plan will meet the requirements of the Government Performance and Results Act

  13. 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.

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

    Directory of Open Access Journals (Sweden)

    ADRIANO DIAS DE CARVALHO1

    2010-06-01

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

  15. 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

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

    Science.gov (United States)

    Spiegel, Allen M; Alving, Barbara M

    2005-07-01

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

  17. A Literature Overview on Strategic Information Systems Planning

    OpenAIRE

    Teubner, Rolf Alexander; Mocker, Martin

    2012-01-01

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

  18. Information systems strategic planning for Kosovo Peace keeping force

    OpenAIRE

    Altinsoy, Nuh.

    2001-01-01

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

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

    OpenAIRE

    Björk, Mikael

    2011-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Brown, E.

    2011-01-01

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

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

    OpenAIRE

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

    1998-01-01

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

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

    OpenAIRE

    Matei ȘTEFAN

    2013-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Kleeder José Bracho Pérez

    2013-10-01

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

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

    OpenAIRE

    De Necker, Adele

    2011-01-01

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

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

    Science.gov (United States)

    Drenkard, K N

    2001-01-01

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

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

    International Nuclear Information System (INIS)

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

  7. 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.

  8. 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.

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

    Directory of Open Access Journals (Sweden)

    Chiara Bragagnolo

    2012-08-01

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

  10. The necessity for physician involvement in strategic planning in healthcare organizations.

    Science.gov (United States)

    Schwartz, Richard W; Cohn, Kenneth H

    2002-09-01

    Strategic planning is necessary in health care organizations to meet the constraints of a lean economy, rapidly changing technologies, and an unprecedented need to provide quality services at affordable prices. It offers a structure for assessing core strengths and environmental conditions and an innovative approach to enhance revenue and minimize costs. During the planning process, organizations define their mission, identify direction, develop a unified approach, prioritize long- and short-term goals, assign accountability, and allocate financial resources. Effective strategic planning is a continuous process and becomes an integral part of an organization's culture. Implementation is a part of strategy formulation, because future insights arise from current operating experiences. Success depends on buy-in from stakeholders, including physicians, nurses, and managers. The invested effort can offer the rewards of management that is proactive rather than crisis driven.

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

    Science.gov (United States)

    2010-03-01

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

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

    CERN Document Server

    Bryson, John M

    2011-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Smith, P.R.; Sarfaty, R.

    1993-05-01

    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.

  14. 42 CFR 457.710 - State plan requirements: Strategic objectives and performance goals.

    Science.gov (United States)

    2010-10-01

    ... performance goals. 457.710 Section 457.710 Public Health CENTERS FOR MEDICARE & MEDICAID SERVICES, DEPARTMENT...) ALLOTMENTS AND GRANTS TO STATES Strategic Planning, Reporting, and Evaluation § 457.710 State plan requirements: Strategic objectives and performance goals. (a) Plan description. A State plan must include...

  15. 76 FR 55056 - Toy Safety Standard: Strategic Outreach and Education Plan

    Science.gov (United States)

    2011-09-06

    ... COMMISSION Toy Safety Standard: Strategic Outreach and Education Plan AGENCY: U.S. Consumer Product Safety... our outreach and education plan. We intend to make information on our plan and on the toy safety... ``we'') is announcing the development of a strategic outreach and education plan to help the...

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

    International Nuclear Information System (INIS)

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

  17. Strategic Management: General Concepts

    OpenAIRE

    Shahram Tofighi

    2010-01-01

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

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

    International Nuclear Information System (INIS)

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

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

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-09-01

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

  20. Strategic Facilities Planning: A Focus On Health Care

    Directory of Open Access Journals (Sweden)

    Ellen D. Hoadley

    2011-01-01

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

  1. Research Planning Process

    Science.gov (United States)

    Lofton, Rodney

    2010-01-01

    This presentation describes the process used to collect, review, integrate, and assess research requirements desired to be a part of research and payload activities conducted on the ISS. The presentation provides a description of: where the requirements originate, to whom they are submitted, how they are integrated into a requirements plan, and how that integrated plan is formulated and approved. It is hoped that from completing the review of this presentation, one will get an understanding of the planning process that formulates payload requirements into an integrated plan used for specifying research activities to take place on the ISS.

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

    OpenAIRE

    Iuliana CETINĂ; Ionel DUNITRU; Violeta RĂDULESCU

    2010-01-01

    During the strategic planning activity process, a very important step is to conduct internal and external audit. Marketing audit is not an isolated process within the organization; it is a component of the management audit assessing the impact of environmental factors on all activities of the organization. Marketing Audit is considered by many authors only an analysis of internal and external environment of the organization. In the development and substantiat...

  3. 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.

  4. 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.

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

    Directory of Open Access Journals (Sweden)

    MIHAELA VRABETE

    2008-01-01

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

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

    Science.gov (United States)

    Garza Mitchell, Regina L.; Maldonado, Cesar

    2015-01-01

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

  7. Strategic Energy Planning in the Öresund Region

    DEFF Research Database (Denmark)

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

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

  8. 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

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

    OpenAIRE

    Robert A Burgelman

    1983-01-01

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

  10. Automated process planning system

    Science.gov (United States)

    Mann, W.

    1978-01-01

    Program helps process engineers set up manufacturing plans for machined parts. System allows one to develop and store library of similar parts characteristics, as related to particular facility. Information is then used in interactive system to help develop manufacturing plans that meet required standards.

  11. 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

    . The literature reveals the lack of a dynamic theory of e-business strategy. The current paper proposes an e-business strategy conceptualized as a dynamic interaction-based process, in which several organizational components co-create the e-business strategic framework of the company. The process is based...... to explain how companies could strategize in the field of ICT and e-business. Strategic information systems planning (SISP) is an example of this application of strategic planning in the field of e-business. The prominence of SISP within the corporate IS strategy literature has been dramatic, but today...... there exist other different understandings of how strategies are emerging. However, e-business strategic literature is still dominated by the planning e-business approaches. The question therefore remains: Is it still optimal to build a static, programmed analytical information plan, or must the e...

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

    Energy Technology Data Exchange (ETDEWEB)

    Casey, Leslie A. [DOE/NNSA

    2004-09-01

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

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

    OpenAIRE

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

    2012-01-01

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

  14. S&T strategic planning in light of world development

    Institute of Scientific and Technical Information of China (English)

    2009-01-01

    @@ CAS has recently completed a research project on China's S&T strategic planning.More than 300 experts from various S&T disciplines worked diligently for more than a year to produce a blueprint of China's S&T innovation roadmap towards 2050.It covers energy,water resources,mineral resources,marine resources,oil and gas,population and health,agriculture,ecoenvironment,biomass resources,regional development,space,information,advanced manufacturing,advanced materials,nano-science,big science facilities,crossdisciplinary and frontier research,and national security.

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

    Science.gov (United States)

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

  16. [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.

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

    Directory of Open Access Journals (Sweden)

    Elaheh Enteshari Najaf Abadi

    2012-07-01

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

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

    Science.gov (United States)

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

    2011-07-01

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

  19. 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. PMID:27443061

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

    Energy Technology Data Exchange (ETDEWEB)

    1993-11-01

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

  1. 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…

  2. 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 the…

  3. 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.

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

    OpenAIRE

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

    1983-01-01

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

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

    OpenAIRE

    Popescu Andrei; Ionescu Florin Tudor; Curmei Catalin Valeriu

    2011-01-01

    The main purpose of the present paper is to identify the framework and the necessary conditions for the small and medium sized enterprises (SMEs) to be able to adopt the strategic marketing planning. Also, the paper aims to underline the importance of the strategic marketing planning and the manner in which the SMEs can adopt, implement and operationalize the strategic marketing planning instruments, whose correct understanding and usage ensure the capacity to generate competitive advantage, ...

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

    OpenAIRE

    Wei, Peng; Zhong, Xiaonan; Wu, Yunxia

    2011-01-01

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

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

    OpenAIRE

    Peter Marshall; Judy McKay

    2004-01-01

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

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

    International Nuclear Information System (INIS)

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

  9. Cassini science planning process

    Science.gov (United States)

    Paczkowski, Brian G.; Ray, Trina L.

    2004-01-01

    The mission design for Cassini-Huygens calls for a four-year orbital survey of the Saturnian system and the descent into the Titan atmosphere and eventual soft-landing of the Huygens probe. The Cassini orbiter tour consists of 76 orbits around Saturn with 44 close Titan flybys and 8 targeted icy satellite flybys. The Cassini orbiter spacecraft carries twelve scientific instruments that will perform a wide range of observations on a multitude of designated targets. The science opportunities, frequency of encounters, the length of the Tour, and the use of distributed operations pose significant challenges for developing the science plan for the orbiter mission. The Cassini Science Planning Process is the process used to develop and integrate the science and engineering plan that incorporates an acceptable level of science required to meet the primary mission objectives far the orbiter. The bulk of the integrated science and engineering plan will be developed prior to Saturn Orbit Insertion (Sol). The Science Planning Process consists of three elements: 1) the creation of the Tour Atlas, which identifies the science opportunities in the tour, 2) the development of the Science Operations Plan (SOP), which is the conflict-free timeline of all science observations and engineering activities, a constraint-checked spacecraft pointing profile, and data volume allocations to the science instruments, and 3) an Aftermarket and SOP Update process, which is used to update the SOP while in tour with the latest information on spacecraft performance, science opportunities, and ephemerides. This paper will discuss the various elements of the Science Planning Process used on the Cassini Mission to integrate, implement, and adapt the science and engineering activity plans for Tour.

  10. Hydro-Quebec strategic plan 2006-2010

    International Nuclear Information System (INIS)

    Hydro-Quebec produces, transmits and distributes electricity through the use of renewable energy sources, particularly hydroelectricity. It also conducts research in energy related fields. This document listed the strategic plan for Hydro-Quebec's 4 main divisions: Hydro-Quebec Production, Hydro-Quebec TransEnergie, Hydro-Quebec Distribution and Hydro-Quebec Energy Society of Bay James. The 2006 to 2010 strategic plan continues to focus on 3 main priorities: energy efficiency; complementary development of hydroelectricity and wind power; and, technological innovation. Hydro-Quebec's objectives also include strengthening the security of Quebec's energy supply and making use of energy as a lever for economic development. The plan for Hydro-Quebec Production calls for accelerating the development of major hydroelectric projects and promoting other renewable forms of energy such as wind power and ensuring the efficiency and reliability of the generating fleet. The utility's objective is to reach 4.7 TWh in energy savings by 2010 and to work toward a target of 8 TWh by 2015. The plan also involves a portfolio of hydroelectric projects totaling 5,400 MW. The plan includes complementary development and integration of 4,000 MW of windpower by 2015. The plan for Hydro-Quebec TransEnergie calls for system reliability and becoming a world benchmark for quality and reliability in wind power integration and deployment of new technologies to enhance performance. The plan for Hydro-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

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

    Directory of Open Access Journals (Sweden)

    Masoud Rahmani

    2013-08-01

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

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

    OpenAIRE

    Sasha Tsenkova

    2011-01-01

    Recent planning practice in post-communist cities indicates a growing interest in strategic spatial planning. In their search for new planning paradigms and more flexible approaches to city planning, municipalities in post-communist cities have embraced strategic planning as a way to involve residents, the business community and various stakeholders in defining a vision for the future. Drawing on the experience of six capital cities – Prague, St Petersburg, Vilnius, Sofia, Budapest and Riga –...

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

    Science.gov (United States)

    Smessaert, A H

    1992-10-01

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

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

    Science.gov (United States)

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

    2012-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Pindolia Deepa K

    2012-06-01

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

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

    Science.gov (United States)

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

    2012-06-18

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

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

    Directory of Open Access Journals (Sweden)

    A. D. Murzin

    2014-09-01

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

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

    Directory of Open Access Journals (Sweden)

    Markovych, Iryna Bohdanivna

    2012-11-01

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

  19. Bridging the gap between individual-level risk for HIV and structural determinants: using root cause analysis in strategic planning.

    Science.gov (United States)

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

    2012-01-01

    HIV prevention efforts have expanded beyond individual-level interventions to address structural determinants of risk. Coalitions have been an important vehicle for addressing similar intractable and deeply rooted health-related issues. A root cause analysis process may aid coalitions in identifying fundamental, structural-level contributors to risk and in identifying appropriate solutions. For this article, strategic plans for 13 coalitions were analyzed both before and after a root cause analysis approach was applied to determine the coalitions' strategic plans potential impact and comprehensiveness. After root cause analysis, strategic plans trended toward targeting policies and practices rather than on single agency programmatic changes. Plans expanded to target multiple sectors and several changes within sectors to penetrate deeply into a sector or system. Findings suggest that root cause analysis may be a viable tool to assist coalitions in identifying structural determinants and possible solutions for HIV risk.

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

    NARCIS (Netherlands)

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

    2013-01-01

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

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

    Science.gov (United States)

    Billings, J Andrew; Bernacki, Rachelle

    2014-04-01

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

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

    Institute of Scientific and Technical Information of China (English)

    2010-01-01

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

  3. 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...

  4. 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...

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

    Directory of Open Access Journals (Sweden)

    Thoidou Elisavet

    2013-01-01

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

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

    CERN Document Server

    Lengert, Maryline

    2011-01-01

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

  7. Strategic planning and entrepreneurism in academic health centers.

    Science.gov (United States)

    Smith, C T

    1988-01-01

    This article examines the academic medical center as a mature component of the industry, whose complex mission can be reconciled with the public's changing needs in an era of cost containment through the use of increasingly businesslike strategic planning. New dimensions in academic health center missions (as a result of changing public mandates) emphasize the need to identify the most appropriate settings for both the delivery of patient care and physician education. Strategies to meet these new demands, reflecting a market-oriented approach, such as diversification through corporate reorganization and joint ventures are delineated. Legal, tax, and regulatory problems that develop as a result of not-for-profit hospital engagement in unrelated business activity are also reviewed.

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

    Science.gov (United States)

    Austin, William J.

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

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

    International Nuclear Information System (INIS)

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

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

    Energy Technology Data Exchange (ETDEWEB)

    NELSON, R.L.

    2000-05-08

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

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

    International Nuclear Information System (INIS)

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

  12. 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.

  13. 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”.

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

    International Nuclear Information System (INIS)

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

  15. 77 FR 35718 - LSC Strategic Plan 2012-2016; Request for Comments

    Science.gov (United States)

    2012-06-14

    ... LSC Strategic Plan 2012-2016; Request for Comments AGENCY: Legal Services Corporation. ACTION: Request for comments. SUMMARY: The Legal Services Corporation (``LSC'' or ``Corporation'') Board of Directors (``Board'') is soliciting public comment on the LSC Board's draft strategic plan for 2012-2016. ]...

  16. 75 FR 52357 - Request for Comment: National Center for Complementary and Alternative Medicine Draft Strategic Plan

    Science.gov (United States)

    2010-08-25

    ... Alternative Medicine Draft Strategic Plan ACTION: Notice. SUMMARY: The National Center for Complementary and Alternative Medicine (NCCAM) is developing its third strategic plan and invites the public to provide comments... through the NCCAM Web site. Background: The National Center for Complementary and Alternative...

  17. 78 FR 65978 - Draft Revised Strategic Plan for FY 2014-2018

    Science.gov (United States)

    2013-11-04

    ... SAFETY BOARD Draft Revised Strategic Plan for FY 2014-2018 AGENCY: Defense Nuclear Facilities Safety Board. ACTION: Notice. SUMMARY: In accordance with Office of Management and Budget Circular No. A-11... potentially affected parties on its draft revised strategic plan. DNFSB will consider all comments received...

  18. 78 FR 4150 - Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance

    Science.gov (United States)

    2013-01-18

    ... HUMAN SERVICES Centers for Disease Control and Prevention Update of NIOSH Nanotechnology Strategic Plan...: Request for Information: Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance. SUMMARY... and Prevention (CDC) seeks comment on the types of hazard identification and risk management...

  19. 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…

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

    NARCIS (Netherlands)

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

    2005-01-01

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

  1. 76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting

    Science.gov (United States)

    2011-03-21

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

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

    OpenAIRE

    Costa, Jorge

    1997-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Mónica María Baquero Parra

    2011-06-01

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

  4. The Strategic Sport Marketing Planning Process

    OpenAIRE

    Alexandru Lucian Mihai

    2013-01-01

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

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

    Science.gov (United States)

    Shay, Kenneth; Hyduke, Barbara; Burris, James F

    2013-04-01

    The leaders of Geriatrics and Extended Care (GEC) in the Veterans Health Administration (VHA) undertook a strategic planning process that led to approval in 2009 of a multidisciplinary, evidence-guided strategic plan. This article reviews the four goals contained in that plan and describes VHA's progress in addressing them. The goals included transforming the healthcare system to a veteran-centric approach, achieving universal access to a panel of services, ensuring that the Veterans Affair's (VA) healthcare workforce was adequately prepared to manage the needs of the growing elderly veteran population, and integrating continuous improvement into all care enhancements. There has been substantial progress in addressing all four goals. All VHA health care has undergone an extensive transformation to patient-centered care, has enriched the services it can offer caregivers of dependent veterans, and has instituted models to better integrate VA and non-VA cares and services. A range of successful models of geriatric care described in the professional literature has been adapted to VA environments to gauge suitability for broader implementation. An executive-level task force developed a three-pronged approach for enhancing the VA's geriatric workforce. The VHA's performance measurement approaches increasingly include incentives to enhance the quality of management of vulnerable elderly adults in primary care. The GEC strategic plan was intended to serve as a road map for keeping VHA aligned with an ambitious but important long-term vision for GEC services. Although no discrete set of resources was appropriated for fulfillment of the plan's recommendations, this initial report reflects substantial progress in addressing most of its goals.

  6. Coal Power Systems strategic multi-year program plans

    Energy Technology Data Exchange (ETDEWEB)

    None

    2001-02-01

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

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

    OpenAIRE

    Rosengren, Alexandra; Standoft, Andrea

    2011-01-01

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

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

    Science.gov (United States)

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

    2011-01-01

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

  9. Strategic Plan of the Canadian Institutes of Health Research Institute of Nutrition, Metabolism, and Diabetes

    Directory of Open Access Journals (Sweden)

    Philip M Sherman

    2011-01-01

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

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

    Science.gov (United States)

    Rayburn, William; Grigsby, Kevin; Brubaker, Linda

    2016-04-01

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

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

    Science.gov (United States)

    Rayburn, William; Grigsby, Kevin; Brubaker, Linda

    2016-04-01

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

  12. New Strategic Plan Takes the ALS into the Future

    International Nuclear Information System (INIS)

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

  13. New Strategic Plan Takes the ALS into the Future

    Energy Technology Data Exchange (ETDEWEB)

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

    2006-08-12

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

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

    Directory of Open Access Journals (Sweden)

    E. Mafi

    2012-01-01

    and strategic planning and systemic planning displaced. Strategy means having central long term aims and thinking about their access methods. Strategic planning is a systematic planning method in making continuity among priority action by considering pros and cons (abilities and resources of organization and opportunities and threats (outer factors and affective cases on organization with essential procedure to reach organization mission. This study tries to reply three following questions:-. Where are we now?-. Where do we want to go?-. How do we reach that?Various models are introduced for strategic planning procedure, but their communal property is their cycling and planning process, at this manner that they begin from inner and outer periphery recognition and after underpinning the strategies lead to executive phase and all phases evaluate and feedback affects are checked. SWOT model in terms of date consequence is last model in underpinning strategic planning that is one of the most efficient among qualitative models. From this model᾿s point of view, an appropriate strategy makes strengths and opportunities extreme and weaknesses and threats at least. In executive phase of SWOT avoiding of weaknesses and threats is necessary and must consider the weaknesses as potential to making strength and threats as a power to making opportunity.2-2- Community DevelopmentOne of the negative effects of traditional comprehensive plans is gravitating toward totalism and incorporating the methods and solutions and for reaction to compensate this basic deficient, the strategic planning trends to planning and designing in small scales and human tangible subjects in community domain. Thus, nowadays urban planning and management attention assigned to lower and more objective levels of urban life, community is most appropriate base to access to urban sustainable development, cause ecologic relationships to general experiences and under community covenant and stakeholder moral

  15. 75 FR 39493 - United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015

    Science.gov (United States)

    2010-07-09

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

  16. 78 FR 66948 - Request for Information on the Office of Disease Prevention Draft Strategic Plan for Fiscal Years...

    Science.gov (United States)

    2013-11-07

    ... Draft Strategic Plan for Fiscal Years 2014-2018 SUMMARY: The purpose of this Request for Information (RFI) is to seek broad public input on the draft Strategic Plan for Fiscal Years (FY) 2014-2018 for the... the web- based form available at http://prevention.nih.gov/aboutus/strategic_plan/rfi.aspx ....

  17. A Strategic Plan of Academic Management System as Preparation for EAC Accreditation Visit--From UKM Perspective

    Science.gov (United States)

    Ab-Rahman, Mohammad Syuhaimi; Yusoff, Abdul Rahman Mohd; Abdul, Nasrul Amir; Hipni, Afiq

    2015-01-01

    Development of a robust platform is important to ensure that the engineering accreditation process can run smoothly, completely and the most important is to fulfill the criteria requirements. In case of Malaysia, the preparation for EAC (Engineering Accreditation Committee) assessment required a good strategic plan of academic management system…

  18. Organizational Development and Strategic Planning for the Millennium: A Blueprint toward Effective School Discipline, Safety, and Crisis Prevention.

    Science.gov (United States)

    Knoff, Howard M.

    2000-01-01

    Presents a blueprint from Project ACHIEVE toward effective school discipline, safety, and crisis prevention that provides an example of how school psychologists can expand their role using organizational and strategic planning principles and activities as well as to alert school psychologists as to a field-tested process that addresses the…

  19. 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.

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

    OpenAIRE

    2014-01-01

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

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

    DEFF Research Database (Denmark)

    Lyhne, Ivar

    2011-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Andrea De Montis

    2016-06-01

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

  3. 1994 U.S. Department of Energy Strategic Plan: Fueling a Competitive Economy

    Energy Technology Data Exchange (ETDEWEB)

    None,

    1994-04-01

    The Department of Energy has a rich heritage of meeting important national goals in the areas of energy, national security, science, and technology. The end of the Cold War, and the election of President Clinton, have given us a new national agenda. Through a comprehensive strategic planning process, we have determined that the Department must now unleash its extraordinary scientific and technical talent and resources on new and more sharply focused goals: fueling a competitive economy, improving the environment through waste management and pollution prevention, and reducing the nuclear danger.

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

    Directory of Open Access Journals (Sweden)

    Peter Marshall

    2004-05-01

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

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

    Science.gov (United States)

    1991-07-01

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

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

    Science.gov (United States)

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

    2008-06-01

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

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

    DEFF Research Database (Denmark)

    Strandskov, Jesper; Hundahl, Lone; Laursen, Christina

    Executive summary 1. The discovery of a small number of generic strategies or competitive positions that would work equally well across product-markets, businesses and industries, would be an extremely important finding for business practicians. In particular the question of whether or why...... marketing strategies, (2) places these clusters in a strategic typology in order to better understand their position in the marketplace, and (3) analyses these strategic marketing types in terms of performance outcomes and differences in corporate attitudes and goals. 3. The meat processing sector in Europe...... is a mature and relatively stable industry in which consolidation is a continuing process. In spite of the overall trends facing all meat processors, they are confronted by different strategic problems and challenges because of their differences, for example, in terms of product offerings, degrees...

  8. Strategic Program Planning Lessons Learned In Developing The Long-Term Stewardship Science and Technology Roadmap

    Energy Technology Data Exchange (ETDEWEB)

    Dixon, B.W.; Hanson, D.J.; Matthern, G.E.

    2003-04-24

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Duane Hanson; Brent Dixon; Gretchen Matthern

    2003-07-01

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

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

    Science.gov (United States)

    Behzadian, Kourosh; Kapelan, Zoran

    2015-09-15

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

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

    Data.gov (United States)

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

  12. The Global University for the Twenty-First Century. A Strategic Plan.

    Science.gov (United States)

    National Association of State Universities and Land Grant Colleges, Washington, DC.

    This strategic plan addresses the internationalization of activities of American colleges and universities offering programs in food, agricultural, and natural resources disciplines. Internationalization is enhanced by appropriate university roles in economic development, humanitarian assistance, augmentation of global food security, and…

  13. 78 FR 69462 - National Nanotechnology Initiative Strategic Plan; National Science and Technology Council...

    Science.gov (United States)

    2013-11-19

    ... revolution in technology and industry that benefits society. The combined, coordinated efforts of these... TECHNOLOGY POLICY OFFICE National Nanotechnology Initiative Strategic Plan; National Science and Technology... Science and Technology Policy. ] ACTION: Request for public comment. SUMMARY: The National Science...

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2007-11-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    None, None

    2010-09-01

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

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

    Data.gov (United States)

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

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

    Science.gov (United States)

    May, Susan A.

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

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

    International Nuclear Information System (INIS)

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

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

    OpenAIRE

    2012-01-01

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

  20. Radiology in 2030: A Guide for Strategic Planning

    Directory of Open Access Journals (Sweden)

    Sh. Akhlaghpoor

    2008-01-01

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