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Sample records for strategic planning process

  1. Process-based Strategic Planning

    Grunig, Rudolf; Clark, Anthony

    2011-01-01

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

  2. Strategic planning processes and hospital financial performance.

    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.

  3. Strategic Planning as a Perceptual Process,

    1981-03-01

    Like any complex human endeavor, the sort of broad scope or long range organizational planning often referred to as strategic planning can be viewed...might be of use to planners and managers concerned with broad scope strategic planning .

  4. Strategic Planning for a Communication Department: Process and Promise.

    Konsky, Catherine

    1999-01-01

    Discusses advantages of creating a strategic plan, steps for the strategic-planning process, and application of the strategic-planning process. Suggests that communication departments should develop a strategic plan and use it as a guide in collectively pursuing initiatives related to teaching, research, and service as well as in advocating for…

  5. Strategic Planning Process at the National Technical Information Service,

    funding, and advances in automation, have dictated the need for information services to have a strong commitment to strategic planning . This paper...describes these trends and outlines the strategic planning process at the National Technical Information Service (NTIS). Initially resisted, strategic ... planning has become an important component of the agency management system. In recent years the planning system has been linked with performance plans of

  6. A Strategic Planning Process for NATO for the 1990s

    1992-06-01

    This thesis deals with the possible shifts in NATO’s strategy for the rest of the 1990s. It uses a strategic planning model to explore these possible...shift’s in strategy. Strategic planning is a systematic process of defining the mission and the objectives and creating action plans, policies and...resource allocations to achieve them. Every organization should initiate strategic planning in order to address the evolving needs of its stakeholders

  7. A Strategic Planning Process Model for Distance Education

    Pisel, Kenneth P.

    2008-01-01

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

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

    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…

  9. Building a team through a strategic planning process.

    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.

  10. The Strategic Sport Marketing Planning Process

    Alexandru Lucian Mihai

    2013-05-01

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

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

    Wood, Elizabeth J.

    1983-01-01

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

  12. 11. Strategic planning.

    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.

  13. Strategic Planning and Quality Assurance in the Bologna Process

    Kettunen, Juha; Kantola, Mauri

    2007-01-01

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

  14. Strategic Marketing Planning Audit

    Violeta Radulescu

    2012-01-01

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

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

    2007-11-02

    strategic visioning and strategic planning processes together to achieve military mission objectives. It focuses on our current National and Military...dissimilar and similar organizations to work together through the strategic planning process to achieve common objectives. Finally, a case study will be

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

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

    2009-01-01

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

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

    Engi, D.; Glicken, J.

    1995-05-01

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

  18. No Free Lunch: A Condensed Strategic Planning Process

    Kohrmann, Patrick C., II

    2008-01-01

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

  19. No Free Lunch: A Condensed Strategic Planning Process

    Kohrmann, Patrick C., II

    2008-01-01

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

  20. Business value of IT: the strategic planning process.

    Gunasekaran, Suresh; Garets, David E

    2003-01-01

    Too often, the vocabulary of IT justification is disconnected from the dominant business issues of the enterprise. The described framework for IT strategic planning can be used not only to align IT investments with business objectives, but also to provide clarity to enterprise business IT strategy.

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

    Mieso, Rob Roba

    2010-01-01

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

  2. Strategic Planning and Financial Management

    Conneely, James F.

    2010-01-01

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

  3. Case Studies in Strategic Planning

    1990-03-06

    Contains developed case studies in strategic planning on The Navy General Board, Joint Service War Planning 1919 to 1941, Navy Strategic Planning , NASA...in Strategic Planning NPS-56-88-031-PR of September 1988. Strategic planning , Strategic Management.

  4. A Handbook for Strategic Planning

    1994-01-01

    This handbook was written for Department of the Navy (DON) commanding officers, TQL coordinators, and strategic planning facilitators in response to...questions about the strategic planning process and how it should be conducted within the DON. It is not intended to teach the intricacies of strategic ... planning , but is provided to answer process questions. While every question cannot be anticipated, the handbook details one way to do strategic

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

    Ellis, Shannon E.

    2010-01-01

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

  6. Guidelines for strategic planning

    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.

  7. Strategic planning in transition

    Olesen, Kristian; Richardson, Tim

    2012-01-01

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

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

    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…

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

    Robinson, Deborah J.

    2012-01-01

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

  10. EMSL Strategic Plan 2008

    Campbell, Allison A.

    2008-08-15

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

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

    Hildebrand, L.

    2014-01-01

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

  12. Strategic market planning for hospitals.

    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.

  13. Sandia Strategic Plan 1997

    NONE

    1997-12-01

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

  14. The neoliberalisation of strategic spatial planning

    Olesen, Kristian

    2014-01-01

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

  15. DCOI Strategic Plan

    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.

    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

    Tošić Branka

    2014-01-01

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

  18. Tourism and Strategic Planning

    Pasgaard, Jens Christian

    2012-01-01

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

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

    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

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

    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

  1. Strategic navigation’ in collaborative innovation planning processes

    Hansen, Jesper Rohr

    2013-01-01

    Today’s planning dilemmas for the urban fringe in western cities can be perceived of as a struggle between self-organization and control. This is pertinent in times of austerity. Public planning authorities are dependent on cross-sector collaboration in order to enhance the urban development...

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

    FLORIN TUDOR IONESCU

    2011-01-01

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

  3. Improved Strategic Planning

    1966-04-08

    to analyze the difficulties of providing improved strategic planning needed for more orderly progress in human affairs. This analysis consists of an...identification of important conceptual difficulties which stand in the way of improving strategic planning . This thesis concludes that it is necessary

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

    I. S. Gusev

    2015-01-01

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

  5. Strategic Planning for Educational Reform and Improvement.

    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…

  6. A Strategic Science and Technology Planning and Development Process Model

    2005-02-01

    developed process model to the research and technology initiatives of the U.S. Army Tank-Automotive Research, Development and Engineering Center...action teams were formed (under change management sponsorship of a champion) to formulate and implement an improved process model considered essential

  7. Strategic planning in healthcare organizations.

    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.

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

    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

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

    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 Planning: What's so Strategic about It?

    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…

  11. Developing a strategic marketing plan.

    Zipin, M L

    1989-06-01

    Strategic planning is essential to the survival of today's hospital. Whether the hospital is an academic medical center, a community hospital or some other type of organization, the key to success is a thorough market planning process. The four-phase process described here focuses on an academic medical center, but it is equally applicable to other types of hospitals.

  12. The IAU Strategic Plan

    Miley, George

    2016-10-01

    I shall review the content of the IAU Strategic Plan (SP) to use astronomy as a tool for stimulating development globally during the decade 2010 - 2020. Considerable progress has been made in its implementation since the last General Assembly.

  13. Engineering Forum Strategic Plan

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

  14. Adaptive Airport Strategic Planning

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

    2010-01-01

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

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

    Vorobyev Alexey Vyacheslavovich

    2012-01-01

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

  16. Strategic planning for marketers.

    Wilson, I

    1978-12-01

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

  17. Moving Beyond Strategic Planning to Strategic Thinking.

    Wolverton, Mimi; Gmelch, Walter

    1999-01-01

    Examines a moderately sized Washington school district's efforts to move beyond strategic planning as a segregated activity toward thinking strategically about long-term plans to govern both tactical operations and the district's future. Top management grew to recognize the legitimacy of multiple external and internal constituent claims. (25…

  18. The impact of strategic planning process variation on superior organizational performance in nonprofit human service organizations providing mental health services

    Singh, Karun Krishna

    This research investigated the question: What is the impact of strategic planning process variation on superior organizational performance in nonprofit human service organizations providing mental health services? The study employed a retrospective, cross-sectional, comparison group design using a combination of survey data, unobtrusive agency backup data, and follow-up in-person interview data. The sample was comprised of two main groups of organizations, those that were doing strategic planning and those that were not engaged in strategic planning. Responses were obtained from the chief executive officers of 306 of the 380 randomly selected organizations resulting in a response rate of 81%. Hypotheses were tested using multiple and logistic regression procedures. The major finding of this study was that complete strategic planning is highly correlated with superior organizational performance. The implications of the findings for administration, policy, research, and the social work profession are discussed.

  19. A Strategic Planning Workbook.

    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…

  20. USAF Strategic Master Plan

    2015-05-01

    Strategic Posture Annex (SPA). The Strategic Posture Annex provides direction on where and how the Air Force will pursue the mid- and far-term development ...command and control . ● Adaptive Organizations through new and more agile structures and processes. Development and Education An agile Air... control lifecycle costs and reliably deliver timely, suitable solutions to the warfighter.  Use experimentation for agile capability development . Meeting

  1. Entrepreneurial Spirit in Strategic Planning.

    Riggs, Donald E.

    1987-01-01

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

  2. Strategic planning and republicanism

    Mazza Luigi

    2010-01-01

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

  3. Applying Mixed Methods Techniques in Strategic Planning

    Voorhees, Richard A.

    2008-01-01

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

  4. Guam Strategic Energy Plan

    Conrad, M. D.

    2013-07-01

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

  5. Managing Uncertainty: Thinking and Planning Strategically.

    Lorenzo, Albert L.

    1993-01-01

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

  6. Collaborative Strategic Planning in Higher Education

    Sanaghan, Patrick

    2009-01-01

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

  7. Typology and Characteristics of Strategic Planning

    Barbu Andreea Mihaela

    2012-01-01

    The process of strategic planning has been addressed by many authors in the international specialty literature, aspects as planning’s typology, stages or advantages for companies having been analysed and described in various management - marketing scientific articles or books. The present paper tries to define the concepts of strategic planning, long-term planning, and marketing planning, by highlighting their content and the differences between them, in terms of time or level of implementing...

  8. Strategic marketing planning in the sport

    THANOS KRIEMADIS; CHRISTOS TERZOUDIS

    2007-01-01

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

  9. Strategic Planning for Higher Education.

    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)

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

    Zanotti, Francesco

    2012-01-01

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

  11. STRATEGIC PLANNING AT SPORTS ORGANIZATIONS

    Radovan Ilić

    2013-10-01

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

  12. NASA Space Sciences Strategic Planning

    Crane, Philippe

    2004-01-01

    The purpose of strategic planning roadmap is to:Fulfill the strategic planning requirements; Provide a guide to the science community in presenting research requests to NASA; Inform and inspire; Focus investments in technology and research for future missions; and Provide the scientific and technical justification for augmentation requests.

  13. Strategic Planning Is an Oxymoron

    Bassett, Patrick F.

    2012-01-01

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

  14. 7 CFR 25.202 - Strategic plan.

    2010-01-01

    ... 7 Agriculture 1 2010-01-01 2010-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... 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...

  15. Strategic planning for Galaxy Pod Hostel

    Anton Ívar Róbertsson 1985; Mikael Ingason 1995

    2016-01-01

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

  16. STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

    Cezar VASILESCU

    2013-10-01

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

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

    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…

  18. Charting the Nation’s Course: Strategic Planning Processes in the 1952-53 "New Look" and the 1996-97 Quadrennial Defense Review

    2007-11-02

    step in the study defines several alternative methods for conducting strategic planning , including how using those methods could influence the outcome...This study analyzes how the processes used in the national security planning influence the results. It begins by discussing the nature of strategic ... planning for national security, eventually defining it as a disciplined effort involving the allocation of resources to programmed activities aimed at

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

    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.

  20. Final Draft Strategic Marketing Plan.

    United States. Bonneville Power Administration.

    1994-02-01

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

  1. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    Nicoleta, BELU

    2014-11-01

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

  2. Strategic Audit and Marketing Plan

    Wright, Lianna S.

    2013-01-01

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

  3. A NEW METHODOLOGY ON STRATEGIC PLANNING

    Hakan Bütüner

    2014-07-01

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

  4. Information Technology Strategic Plan 2009-2013

    2009-01-01

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

  5. Place Branding and Strategic Spatial Planning Instrument

    da Silva Oliveira, Eduardo

    2013-01-01

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

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

    MacNeil, Dixie; Luzius, Kim; Dunkin, Sonya

    2010-01-01

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

  7. Technology Planning: Thinking Strategically for Planning.

    Westbrook, Kathleen C.

    1993-01-01

    Sound educational planning is essential in an era faced with declining resources, increasing accountability demands, and reluctance to fund higher taxation requests. Planners are seriously challenged by shift from an industrial to a paperless, technological society. This article compares long-range and strategic planning approaches, describes…

  8. Strategic marketing planning in library

    Karmen Štular-Sotošek

    2000-01-01

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

  9. Strategic planning effectiveness comparative analysis of the Macedonian context

    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

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

    Kelley, Susan; Kaufman, Roger

    2007-01-01

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

  11. Strategic Planning in U.S. Municipalities

    James VAN RAVENSWAY

    2015-12-01

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

  12. Strategic School Planning in Jordan

    Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi

    2012-01-01

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

  13. Strategic Planning and Army Installation Management.

    1996-01-01

    program. The U.S. Army has adopted the Malcolm Baldrige National Quality Award criteria for use in the ACOE program. Strategic planning is one of the...seven pillars of the Baldrige criteria. The Army has recognized that strategic planning is the key to the future. Strategic planning is the key to...and utilization of strategic planning . This paper examines through case study analysis several civilian communities and lessons learned through their

  14. 13 CFR 313.6 - Strategic Plans.

    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...

  15. Collaborative Strategic Planning: Myth or Reality?

    Mbugua, Flora; Rarieya, Jane F. A.

    2014-01-01

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

  16. Environmental Education Strategic Plan

    None

    1991-12-01

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

  17. CINT 2020 Strategic Plan

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

    2014-12-01

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

  18. 2011 Army Strategic Planning Guidance

    2011-03-25

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

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

    Giselly Rizzatti

    2012-09-01

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

  20. Characteristics of Useful and Practical Organizational Strategic Plans

    Kaufman, Roger

    2014-01-01

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

  1. 24 CFR 91.415 - Strategic plan.

    2010-04-01

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

  2. Strategic level proton therapy patient admission planning: a Markov decision process modeling approach.

    Gedik, Ridvan; Zhang, Shengfan; Rainwater, Chase

    2016-01-25

    A relatively new consideration in proton therapy planning is the requirement that the mix of patients treated from different categories satisfy desired mix percentages. Deviations from these percentages and their impacts on operational capabilities are of particular interest to healthcare planners. In this study, we investigate intelligent ways of admitting patients to a proton therapy facility that maximize the total expected number of treatment sessions (fractions) delivered to patients in a planning period with stochastic patient arrivals and penalize the deviation from the patient mix restrictions. We propose a Markov Decision Process (MDP) model that provides very useful insights in determining the best patient admission policies in the case of an unexpected opening in the facility (i.e., no-shows, appointment cancellations, etc.). In order to overcome the curse of dimensionality for larger and more realistic instances, we propose an aggregate MDP model that is able to approximate optimal patient admission policies using the worded weight aggregation technique. Our models are applicable to healthcare treatment facilities throughout the United States, but are motivated by collaboration with the University of Florida Proton Therapy Institute (UFPTI).

  3. Integration of treatment innovation planning and implementation: strategic process models and organizational challenges.

    Lehman, Wayne E K; Simpson, D Dwayne; Knight, Danica K; Flynn, Patrick M

    2011-06-01

    Sustained and effective use of evidence-based practices in substance abuse treatment services faces both clinical and contextual challenges. Implementation approaches are reviewed that rely on variations of plan-do-study-act (PDSA) cycles, but most emphasize conceptual identification of core components for system change strategies. A two-phase procedural approach is therefore presented based on the integration of Texas Christian University (TCU) models and related resources for improving treatment process and program change. Phase 1 focuses on the dynamics of clinical services, including stages of client recovery (cross-linked with targeted assessments and interventions), as the foundations for identifying and planning appropriate innovations to improve efficiency and effectiveness. Phase 2 shifts to the operational and organizational dynamics involved in implementing and sustaining innovations (including the stages of training, adoption, implementation, and practice). A comprehensive system of TCU assessments and interventions for client and program-level needs and functioning are summarized as well, with descriptions and guidelines for applications in practical settings.

  4. Some Methods for Scenario Analysis in Defence Strategic Planning

    Scenarios are an important tool in the strategic planning process, and are increasingly used in both the Defence and business world. This paper...illustrated with small examples. We also demonstrate a single, flexible approach to combining these methods using a typical Defence strategic planning problem

  5. Strategic financial planning: a balance sheet perspective.

    Cleverley, W O

    1987-02-01

    This paper presents an easily comprehended approach to the strategic financial planning process. It utilizes a balance sheet approach that focuses attention on three key business policy decisions: asset growth rates, debt policy, and equity growth policy. Because the approach taken here does not get involved with the numerous assumptions and projections involved in a typical funds flow approach to financial planning, it is easier to understand and use by both boards and top management. A financial plan is defined as a bridge between two balance sheets.

  6. Strategic Planning with Critical Success Factors and Future Scenarios: An Integrated Strategic Planning Framework

    2010-11-01

    This report explores the value of enhancing typical strategic planning techniques with the critical success factor (CSF) method and scenario planning...It synthesizes documented theory and research in strategic planning , CSFs, and future scenarios. It proposes an enhanced, integrated information...framework for strategic planning that can help organizations understand the broad range of interrelated elements that influence strategy development

  7. The impact of DRG reimbursement on strategic planning.

    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.

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

    Fera Tri Wulandari

    2016-01-01

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

  9. Strategic Human Resource Planning in Academia

    Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

    2009-01-01

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

  10. Some theoretical aspects of strategic planning under present-day business conditions

    Протасова, Лариса Валеріївна

    2016-01-01

    The models of strategic planning process recommended by national and foreign scholars have been considered. The main stages of the process of strategic planning of enterprise’s activity and development have been determined.

  11. Strategic Planning and NRC Decadal Survey Experience

    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.

  12. [From national strategic plans to operational implementation: opportunities and risks].

    Etchepare, M

    2013-01-01

    Currently, all countries in Africa are - to various degrees - involved in reform and planning programs, either because they chose to or at the behest of international institutions working with them. Here we present an operational definition of a strategic plan and then analyze the factors that promote and constrain the planning process and the implementation of the plan thus developed.

  13. NERSC Strategic Implementation Plan 2002-2006

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

    2002-09-01

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

  14. Role of strategic planning in engineering management

    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.

  15. Developing Strategic Planning for the Retail Market.

    Greenawalt, Richard A.

    1983-01-01

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

  16. Strategic Plan: July 2010 to June 2013

    California State Library, 2010

    2010-01-01

    On June 15-16, 2010, California State Librarian Stacey A. Aldrich, initiated a strategic planning summit in Sacramento, California. The purpose of the summit was to build the future pathways for the California State Library (CSL)--one of California's oldest cultural institutions. This was accomplished by developing a CSL strategic plan (values,…

  17. A Theory of Naval Strategic Planning

    1988-06-01

    This study proposes a theory of naval strategic planning for programming. It identifies and describes those factors which should influence how the...requirements. The resultant concepts can then be further developed as required by the organization’s overall needs. Strategic planning is first and foremost a

  18. ICT Strategic Planning for Mazandaran Province

    Mohammad Reza Shojaie

    2012-02-01

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

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

    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.

  20. Developing and executing a strategic plan.

    Morley, Glenn

    2010-02-01

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

  1. Maintenance Process Strategic Analysis

    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.

  2. The Neoliberalisation of Strategic Spatial Planning

    Olesen, Kristian

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

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

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

    2011-01-01

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

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

    McCready, John W.

    2010-01-01

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

  5. Integrating Risk Management and Strategic Planning

    Achampong, Francis K.

    2010-01-01

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

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

    Leleur, Steen

    2012-01-01

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

  7. Formulating New Directions with Strategic Marketing Planning.

    Crompton, John L.

    1983-01-01

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

  8. The Strategic Process in Organisations

    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...

  9. Transformational Assessment: A Simplified Model of Strategic Planning

    Bardwell, Rebecca

    2008-01-01

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

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

    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...

  11. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    Baaki, John; Moseley, James L.

    2011-01-01

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

  12. 国内外图书馆的战略规划发展历程%Strategic Planning Development Process of Domestic and Foreign Library

    赵益民

    2011-01-01

    Library strategic planning development process involves the academic study,professional education,practice,and many other aspects.Domestic and foreign libraries have gone through the strategic planning stages including pre-strategic planning,initial devel%图书馆的战略规划发展历程涉及学术研讨、专业教育、实践运作等诸多方面,国内外图书馆经历了前战略规划、初期发展、深入发展,以及战略探索和创新发展等阶段。在管理实践、理论研究和规划文本层面,图书馆的战略规划历程表现出鲜明的公共服务特征,国内外图书馆之间存在着一定的发展差距。在应对时代需求,促进策略变革,提升管理水平,增进价值认同等方面,图书馆的战略规划体现出丰富的社会意义。

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

    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.

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

    Gizem CENGİZ GÖKÇE

    2015-07-01

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

  15. Strategic Team AI Path Plans: Probabilistic Pathfinding

    Tng C. H. John

    2008-01-01

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

  16. Strategic Planning for Literacy Education in Afghanistan.

    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…

  17. Institutional Research's Role in Strategic Planning

    Voorhees, Richard A.

    2008-01-01

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

  18. DSN model for use in strategic planning

    Kelly, K. C.; Lin, C. Y.; Mckenzie, M.

    1981-01-01

    A System Dynamics Model of the DSN to support strategic planning for the Network is addressed. Applications for the model are described, as well as the foundations of system dynamics and the methodology used to develop the model. Activities to date and plans for future work are also discussed.

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

    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

  20. Natural gas strategic plan and program crosscut plans

    NONE

    1995-06-01

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

  1. Strategic Planning for School Success.

    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)

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

    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.

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

    Mahmoud Reza Esmaili

    2014-01-01

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

  4. Does enhancing consciousness for strategic planning processes support the effectiveness of problem-based learning concepts in biomedical education?

    Arling V.

    2015-09-01

    Full Text Available Interdisciplinary skills gain increasing importance in university and professional contexts. To support these interdisciplinary skills, problem-based learning (PBL is regularly used in a course for biomedical education. In this study, we investigated whether enhancing consciousness for planning processes can support the effectiveness of PBL concepts in an intervention-control group design. Results indicated clear evidence for this: planning skills were associated with better PBL performance. Concluding, self-reflection of planning skills is useful to increase outcome performance of students in PBL courses.

  5. A strategic planning methodology for aircraft redesign

    Romli, Fairuz Izzuddin

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

  6. Strategic planning for post-disaster temporary housing.

    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.

  7. Using VE to Strategically Plan Our Future

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

    2009-06-01

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

  8. Strategic planning as a tool for change.

    1996-06-01

    Oxfam UK/I offices were asked to report on their gender work for the first time during country strategic planning sessions in 1992. In order to insure that gender issues become a cornerstone in strategic planning, the political will to make this change must be present, knowledge of what is involved in gender relations must be available, and the organizational capacity must support such a move. All of the Oxfam staff must have a clear understanding of how to adapt strategies within specific contexts from a gender perspective.

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

    Baker, Michael E.

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

  10. Auditing Your Educational Strategic Plan: Making a Good Thing Better.

    Kaufman, Roger; Grise, Philip

    Every organization needs a plan for achieving its objectives; however, strategic plans are often developed for the wrong reasons. This book presents self-help tools for school leaders interested in assessing the efficacy of their school's strategic plan. Chapter 1 explains why it is important to review educational strategic plans. Chapter 2…

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

    Miller, Kim [EPA Specialist

    2013-09-17

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

  12. Strategic planning in media organizations of Iran

    Ali Akbar Farhangi

    2012-04-01

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

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

    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.

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

    NONE

    1998-12-31

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

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

    Mueller, Robin Alison

    2015-01-01

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

  16. Strategic petroleum reserve planning and modeling

    Leiby, P.N.

    1996-06-01

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

  17. Place Branding and Strategic Spatial Planning Instrument

    da Silva Oliveira, Eduardo

    2013-01-01

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

  18. Decision Support for Collaborative Airport Strategic Planning

    Wijnen, R.A.A.

    2013-01-01

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

  19. Planning for an ageing population: strategic considerations

    O'Shea, Dr Eamon

    2005-01-01

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

  20. Towards capturing strategic planning in EA

    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

  1. Aligning enterprise architecture with strategic planning

    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

  2. IMPROVEMENT OF STRATEGIC PLANNING IN COMMERCE RETAILERS

    Gayduk V. I.

    2014-03-01

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

  3. Quidgest internationalization strategic plan to Brazil

    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 ...

  4. SSC San Diego Strategic Plan. Revision 3

    2001-11-01

    OMB control number. 1. REPORT DATE NOV 2001 2. REPORT TYPE 3. DATES COVERED - 4. TITLE AND SUBTITLE SSC San Diego Strategic Plan. Rev 3 5a...Business Improvement Group ( CBIG ), will be composed of the team members listed above, and will be responsible for monitoring the planning and...implementation of these objectives. The CBIG will charter sub-groups as necessary. Improve Corporate IT infrastructure Much of the SSC San Diego IT service

  5. Chemistry and Materials Science Strategic Plan

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

    2004-04-21

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

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

    Giuseppe Ioppolo

    2016-02-01

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

  7. Strategic Planning Implementation in Indonesia’s Transmigration Plan.

    1984-06-01

    replaced the Hinduism of the :ndonesians. (Now 90 7,ercent of Indonesia are moslem) excekt for the Balinese, some Javanese , and some Chinese. Currently...block number) I Transmigration, Indonesia , Strategic Planning,"Indon ia s e- velopment Plan, Presidential Decree, t N ASe- Migration, Strategy, Racial...84 5 LIST OF TABLES I. Pcpulation Density of Indonesia in 1978 and 1980 .. ....... ....... ...... *,2 II. Distribution

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

    Bresciani, Marilee J.

    2010-01-01

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

  9. Strategic planning for power system restorations

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

    2010-10-12

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

  10. 78 FR 79460 - Notification of GSA Strategic Plan

    2013-12-30

    ... ADMINISTRATION Notification of GSA Strategic Plan AGENCY: Office of the Chief Financial Officer, U.S. General... announcing the availability of the Draft FY 2014-2018 GSA Strategic Plan for public review and comment, as... Act of 2010. The agency anticipates the final Strategic Plan will be submitted to Congress with...

  11. 1997 U.S. Department of Energy Strategic Plan

    None,

    1997-09-01

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

  12. FY16-20 Strategic Plan.

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

    2015-07-01

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

  13. The emergence of community strategic planning in New South Wales, Australia: Influences, challenges and opportunities

    Jason Prior

    2010-12-01

    Full Text Available This paper investigates the emergence of community strategic planning in the New South Wales (NSW local government sector, against the backdrop of a series of broad influences ranging from increased interest in participatory democracy through to sustainable infrastructure provision. It provides an understanding of how community strategic planning has evolved over the past few decades to embody these influences. The paper concludes with reflections on some common challenges and opportunities experienced by local councils in NSW that have undertaken voluntary community strategic planning or are in the process of developing community strategic plans. Given underlying similarities in the emergence of participatory long-term strategic planning in local government around the world, many of the experiences associated with the preparation of community strategic plans in the NSW context are likely to be of relevance to those undertaking similar processes in other jurisdictions.

  14. The Pitfalls of Strategic Planning

    Cox, Sharon W.; Bastress, Robert L.

    2011-01-01

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

  15. Strategic planning for organizational effectiveness during dynamic change.

    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.

  16. Capitalizing strategic planning costs to recognize future value.

    Meeting, D T; Luecke, R W

    1995-04-01

    As healthcare organizations devote more resources to strategic planning, financial managers should consider capitalizing, rather than expensing, planning costs. Traditionally, healthcare organizations have absorbed these costs in the year a plan is developed. However, a strategic plan may be viewed as an intangible asset that provides the organization with future benefits. Therefore, its costs can be amortized over the plan's life.

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

    Călin HINȚEA

    2008-02-01

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

  18. Strategic business planning linking strategy with financial reality.

    Bachrodt, Andrew K; Smyth, J Patrick

    2004-11-01

    To succeed in today's complex and often adverse business environment, a healthcare organization's strategic direction must be calculated, focused, and financially sustainable. Strategic business planning is an essential tool to help organizations focus strategic choices within the financial realities of their environment. An effective strategic business planning cycle includes conducting an assessment, identifying business objectives, developing strategy, conducting an impact analysis, and developing an implementation plan.

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

    McGinnis and Associates LLC

    2008-08-01

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

  20. Keeping strategic thinking in strategic planning: macro-environmental analysis in a state department of public health.

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

    1992-07-01

    This paper examined the tendency of strategic decision makers in public health to allow their strategic planning process to degenerate into short-term, operational management. The temptation is great in light of pressing current problems. However, the danger of not thinking strategically about the future and of failing to attempt to position the organization in such a way as to take advantage of its strengths and minimize the adverse consequences of its weaknesses can be catastrophic. An attempt is made to illustrate how one state department of public health attempted to ensure that strategic thinking remained a part of its strategic planning process. The process was built around the energizing of the expertise present in the department and the mobilization of resources under the direction of the State Health Officer. The process is ongoing and is constantly fine tuned. However, the procedure utilized can be adapted easily to the unique circumstances facing most public health organizations.

  1. Antarctica and the strategic plan for biodiversity

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

    2017-01-01

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

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

    2013-03-01

    preparedness have created an opportunity to rethink the collaborative approach to strategic planning . This thesis considers the role that collaborative...strategic management and collaborative frameworks may play in strengthening strategic planning at the federal level through a policy options analysis

  3. Micmac Strategic Energy Planning Initiative

    Fred Corey

    2007-02-02

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

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

    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。

  5. Tough Times: Strategic Planning as a War Canoe

    Seymour, Daniel

    2011-01-01

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

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

    Sullivan, Timothy M.; Richardson, Emily C.

    2011-01-01

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

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

    Bogomolova Irina Viktorovna

    2014-12-01

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

  8. Evaluating Courses of Actions at the Strategic Planning Level

    2013-03-01

    Like almost all real life problems, Strategic planning is a good example of a problem with more than one objective. One of the most important steps...of strategic planning is to generate and evaluate the courses of actions (COA) which can fulfill the mission and vision of the organization. This is a...tool to assess COAs. A general model is created to select the best COA for strategic planning such as air force operation planning. To validate the

  9. Strategic Planning for Sustainability in Canadian Higher Education

    Andrew Bieler; Marcia McKenzie

    2017-01-01

    This paper reviews representations of sustainability in the strategic plans of Canadian higher education institutions (HEIs). A content analysis of the strategic plans of 50 HEIs was undertaken to determine the extent to which sustainability is included as a significant policy priority in the plans, including across the five domains of governance, education, campus operations, research, and community outreach. We found 41 strategic plans with some discussion of sustainability, and identified ...

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

    2010-08-06

    ... application from PFSE for funding in support of strategic planning for consumer education. PFSE, begun in May... capacity of the organization. The funds will support a facilitated strategic planning process to determine... a DUNS number to begin your registration. This database is a government- wide warehouse...

  11. High Level Overview Document for the MNE 5 Multinational Interagency Strategic Planning (MNISP) Activity

    2009-03-12

    The Multinational Interagency Strategic Planning (MNISP) focus area sought to provide a solution to the difficulties of multinational interagency...guidance. The proposed process is described in a document called the Strategic Planning Guide (SPG), which was written for the use of civil and military

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

    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…

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

    Tahmasebi, Farhad; Pearce, Robert

    2016-01-01

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

  14. The NABIR Strategic Plan 2001

    Various

    2001-10-22

    For more than 50 years, the U.S. created a vast network of more than 113 facilities for research, development, and testing of nuclear materials. As a result of these activities, subsurface contamination has been identified at over 7,000 discrete sites across the U.S. Department of Energy (DOE) complex. With the end of the Cold War threat, the DOE has shifted its emphasis to remediation, decommissioning, and decontamination of the immense volumes of contaminated groundwater, sediments, and structures at its sites. DOE is currently responsible for remediating 1.7 trillion gallons of contaminated groundwater, an amount equal to approximately four times the daily U.S. water consumption, and 40 million cubic meters of contaminated soil, enough to fill approximately 17 professional sports stadiums. It is estimated that more than 60% of DOE facilities have groundwater contaminated with metals or radionuclides. The only contaminant that appears more often than metal and radionuclide contaminants in groundwater is chlorinated hydrocarbons. More than 50% of all soil and sediments at DOE facilities are contaminated with metal and radionuclides, the contaminants found with the highest frequency in soil at all DOE waste sites. Indeed, while virtually all of the contaminants found at industrial sites nationwide can also be found at DOE sites, many of the metals and especially the radionuclides found on DOE sites are unique to those sites. Current technology for treatment of groundwater contaminated with metals and/or radionuclides is ''pump and treat,'' followed by disposal or reinjection of treated water. This process can be costly and inefficient due to the difficulty of completely removing the contaminated groundwater and sorption of contaminants on mineral surfaces. DOE's Office of Environmental Management (EM), which is responsible for the cleanup, has stated that advances in science and technology are critical for DOE to reduce costs and

  15. Eastern Band of Cherokee Strategic Energy Plan

    Souther Carolina Institute of energy Studies-Robert Leitner

    2009-01-30

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

  16. Developing a strategic marketing plan for hospitals.

    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.

  17. Strategic Spatial Planning as Persuasive Storytelling

    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.......The paper analyses how the spatial vision of the Loop City for the Øresund Region has played an important persuasive role in legitimizing and mobilizing local and national political support for a light rail project along the outer ring road in the Greater Copenhagen Area. The paper discusses...

  18. Strategic Marketing Plan for Sparkle International English School

    Yuan, Xiao

    2013-01-01

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

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

    Nestor, Olha

    2016-01-01

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

  20. Integral management from a strategic planning model perspective

    Román Muñoz, Olga Herminda; Arbeláez Ordóñez, Gonzalo; Patiño Vargas, César Augusto

    2015-01-01

    This article is the product of the research results of the project “Organizational climate of food processing companies in Cali,” which seeks to implement competitive strategies that added to the experience in business consulting of the authors allow, first, to design a strategic planning model that provides a holistic view of management by involving internal conditions and external pressures; secondly, to visualize the company as a complex whole with multiple interactions and influences and,...

  1. STRATEGIC PLANNING IN THE GLOBAL ECONOMIC CRISIS AND RECESSION

    Ana Anufrijev

    2013-12-01

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

  2. SWIM: FUTURISTIC FRAMEWORK FOR STRATEGIC MANAGEMENT PROCESS

    Rajendran Muthuveloo

    2014-01-01

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

  3. 2014 Zero Waste Strategic Plan Executive Summary.

    Wrons, Ralph J.

    2016-05-01

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

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

    Azam Batyari

    2013-04-01

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

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

    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

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

    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 workforce planning for a multihospital, integrated delivery system.

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

    2012-01-01

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

  8. NANA Strategic Energy Plan & Energy Options Analysis

    Jay Hermanson; Brian Yanity

    2008-12-31

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

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

    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

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

    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

  11. 76 FR 31973 - Draft WaterSMART Strategic Implementation Plan

    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... Strategic Implementation Plan) identifies activities that will be undertaken to secure and stretch...

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

    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...

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

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

    2011-01-01

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

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

    Zhang, Anfu

    2014-01-01

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

  15. Improving Strategic Planning at the Department of Defense

    2008-01-01

    California 90407-2138 TEL 310.393.0411 FAX 310.393.4818 © RAND 2008 www.rand.org Improving Strategic Planning at the Department of Defense T he...DATE 2008 2. REPORT TYPE 3. DATES COVERED 00-00-2008 to 00-00-2008 4. TITLE AND SUBTITLE Improving Strategic Planning at the Department of

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

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

    2010-01-01

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

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

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

    2015-01-01

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

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

    Newhouse, John J

    2010-11-01

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

  19. IT strategic planning: what healthcare CFOs should know.

    Davis, Deb; Adams, Jim

    2007-11-01

    The following recommendations can strengthen your strategic IT planning: Recognize how differently your organization may have to operate during the planning horizon. Make your organization's longer-term plan and strategic vision detailed enough to frame its IT strategy. Frame the planning effort with financial guardrails. Make "IT speak" the language of your organization's IT strategy development. Adopt only those new technologies with true business value. Ensure that your technology strategy is based on open standards.

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

    Mohammad Ali Abdolvand

    2012-01-01

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

  1. Using multi-disciplinary strategic master facilities planning for organizations experiencing programmatic re-direction

    Heubach, J.G.; Weimer, W.C.; Bruce, W.A.

    1993-12-01

    Facility master planning is critical to the future productivity of a laboratory and the quality of worklife for the laboratory staff. For organizations undergoing programmatic re-direction, a master facility planning approach linked to the organization`s strategic planning process is even more important. Major changes in an organization such as programmatic re-direction can significantly impact a broad range of variables which exceed the expertise of traditional planning teams, e.g., capacity variability, work team organization, organizational culture, and work process simplification. By expanding the diversity of the participants of the planning team, there is a greater likelihood that a research organization`s scientific, organizational, economic, and employees` needs can be meshed in the strategic plan and facility plan. Recent recommendations from facility planners suggest drawing from diverse fields in building multi-disciplinary planning teams: Architecture, engineering, natural science, social psychology, and strategic planning (Gibson,1993). For organizations undergoing significant operational or culture change, the master facility planning team should also include members with expertise in organizational effectiveness, industrial engineering, human resources, and environmental psychology. A recent planning and design project provides an example which illustrates the use of an expanded multi-disciplinary team engaged in planning laboratory renovations for a research organization undergoing programmatic re-direction. The purpose of the proposed poster session is to present a multi-disciplinary master facility planning process linked to an organization`s strategic planning process or organizational strategies.

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

    Shaw, G; Brown, R; Bromiley, P

    1998-01-01

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

  3. Strategic planning for the International Space Station

    Griner, Carolyn S.

    1990-01-01

    The concept for utilization and operations planning for the International Space Station Freedom was developed in a NASA Space Station Operations Task Force in 1986. Since that time the concept has been further refined to definitize the process and products required to integrate the needs of the international user community with the operational capabilities of the Station in its evolving configuration. The keystone to the process is the development of individual plans by the partners, with the parameters and formats common to the degree that electronic communications techniques can be effectively utilized, while maintaining the proper level and location of configuration control. The integration, evaluation, and verification of the integrated plan, called the Consolidated Operations and Utilization Plan (COUP), is being tested in a multilateral environment to prove out the parameters, interfaces, and process details necessary to produce the first COUP for Space Station in 1991. This paper will describe the concept, process, and the status of the multilateral test case.

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

    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.

  5. Time planning and Cost Management in Strategic Alliances

    Ana-Maria Giurea

    2016-03-01

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

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

    Bryson, John M; Alston, Farnum K

    2011-01-01

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

  7. Strategic planning decisions in the high tech industry

    Daim, Tugrul; Beyhan, Berna; Basoglu, Nuri

    2013-01-01

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

  8. JGI Computing 5-Year Strategic Plan

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

    2008-10-01

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

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

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

    2012-01-01

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

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

    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)...

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

    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.

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

    Gantt, Laura T

    2010-01-01

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

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

    2002-01-01

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

  14. Draft Strategic Laboratory Missions Plan. Volume II

    NONE

    1996-03-01

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

  15. 75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan

    2010-03-01

    ... Knowledge and Understanding of Dietary Supplements. The strategic plan is available in pdf format on the ODS Web site: http://ods.od.nih.gov/pubs/strategicplan/StrategicPlan2010-2014.pdf . The ODS strategic...

  16. Strategic plan for Hanford Site Environmental Restoration Information Management

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

    1994-06-01

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

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

    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.

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

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

    2009-05-01

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

  19. 2016 Federal Cybersecurity Research and Development Strategic Plan

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

  20. Developing strategic plans for effective utilization of research reactors

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

    2015-12-15

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

  1. INFORMATION TECHNOLOGY STRATEGIC PLANNING AT PT. VENTURIUM SYSTEM

    Lola Oktavia

    2013-01-01

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

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

    Groot, P J; Stark, R

    2012-01-01

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

  3. Features of strategic planning environmental marketing in agrosphere

    I. Voronecka

    2012-01-01

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

  4. Process simulation and parametric modeling for strategic project management

    Morales, Peter J

    2013-01-01

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

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

    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…

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

    1993-07-01

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

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

    Vasilevska Ljiljana; Vasić Milanka

    2009-01-01

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

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

    Groot, P. J. (Paul J.); Kuijken, K.; Stark, R.

    2012-01-01

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

  9. 75 FR 34736 - Draft FY 2011-2015 EPA Strategic Plan

    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....

  10. Strategic Planning and Management in Defense Systems Acquisition

    2014-04-30

    somewhere in the middle on the usefulness reports, included scenario planning, Balanced Scorecard , use of process consultants, and use of industry...Program analysis/assessment  Needs assessment  Mission/strategy mapping  SWOT analyses  Root cause analyses  Balanced Scorecard  Stakeholder...bäÉîÉåíÜ=^ååì~ä=^Åèìáëáíáçå= oÉëÉ~êÅÜ=póãéçëáìã= qÜìêëÇ~ó=pÉëëáçåë= sçäìãÉ=ff= = Strategic Planning and Management in Defense Systems Acquisition

  11. THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

    Radu Catalina

    2009-05-01

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

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

    Wadsworth, Barbara; Felton, Fiona; Linus, Rita

    2016-01-01

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

  13. The Strategic Plan for Tourism Development in Italy

    Silvia ANGELONI

    2013-06-01

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

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

    Crump, Kelvin

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

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

    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

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

    George, Bert; 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 making and (b) decision makers contribute to strategic-decision quality by exchanging information during decision making. These assumptions are tested upon 55 Flemish pupil guidance centers. Rational ...

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

    Hu, Zhaoguang; Wen, Quan

    2013-01-01

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

  18. NASA ATP Force Measurement Technology Capability Strategic Plan

    Rhew, Ray D.

    2008-01-01

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

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

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

    2016-01-01

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

  20. 78 FR 5481 - Quagga Mussel Strategic Planning Meeting

    2013-01-25

    ... February 2010 Quagga--Zebra Mussel Action Plan for Western U.S. Waters. The U.S. Fish and Wildlife Service... Fish and Wildlife Service Quagga Mussel Strategic Planning Meeting AGENCY: Fish and Wildlife Service... INFORMATION: Background In FY12, Congress directed the U.S. Fish and Wildlife Service to spend...

  1. Strategic Planning and Market-Driven Management for Career Centers.

    Chonko, Lawrence B.; Burley, Elizabeth

    1992-01-01

    Asserts that, when university career center pursues a strategic plan and becomes market driven, it is not only perceived to be a quality organization, it is one. Explains philosophy of market-driven management, marketing concept, and implementation of market-driven career planning and placement center. (NB)

  2. Strategic planning features of subsurface management in Kemerovo Oblast

    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.

  3. Strategic Planning for Academic Research: A Canadian Perspective

    Sa, Creso M.; Tamtik, Merli

    2012-01-01

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

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

    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)

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

    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…

  6. Strategic plan for Hanford site information management

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

    Claudia E. Tuclea

    2014-11-01

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

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

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

  9. Developing Strategic Marketing Plan for International Tourism Industry

    Zhang, Mingmo

    2013-01-01

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

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

    OPRESCU, Alina Elena

    2014-01-01

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

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

    Masilamony, Davadhasan

    2010-01-01

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

  12. Strategic Plan for Light Water Reactor Research and Development

    None

    2004-02-01

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

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

    Vieira, Jose M P

    2011-03-01

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

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

    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.

  15. Long Range Strategic Planning. An Applied Model.

    1983-06-01

    should be long term analysis aimed at efficient stewardship of this nation’s finite resources. Strategic relationships , however, are "as much psycho...South Africa. "Oi’.r forefathers believed, and we still believe today, that God himself made the diversity of peoples on earth ... Interracial ...the Koeberg nuclear power stations. The relationship between the South African decisions .’>.’; to pursue an enrichment capability, build light

  16. DSTO Strategic Plan 2013-2018

    2013-04-01

    proofi ng Defence , we are developing world-class capabilities in signifi cant strategic areas such as the cyber domain and hypersonics . Our newest role...insecure networks such as the internet • Led the world in hypersonic scram jet technology (HIFiRE) • Developed an active missile decoy for protecting...saved lives and enhanced the operational capability and eff ectiveness of the Australian Defence Force in both its off ensive and defensive capacities

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

    Shirey, Maria R

    2013-02-01

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

  18. Strategic Marketing Planning in International Schools

    Bunnell, Tristan

    2005-01-01

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

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

    2010-02-01

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

  20. Automatic and strategic processes in advertising effects

    Grunert, Klaus G.

    1996-01-01

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

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

    Iuliana CETINĂ

    2010-12-01

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

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

    Leepson, Evan

    2003-01-01

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

  3. 12 CFR 25.27 - Strategic plan.

    2010-01-01

    ... amount and innovativeness, complexity, and responsiveness of the bank's qualified investments; and (iii... the extent and innovativeness of the bank's community development services. (h) Plan amendment....

  4. 12 CFR 345.27 - Strategic plan.

    2010-01-01

    ... amount and innovativeness, complexity, and responsiveness of the bank's qualified investments; and (iii... the extent and innovativeness of the bank's community development services. (h) Plan amendment....

  5. 12 CFR 228.27 - Strategic plan.

    2010-01-01

    ... amount and innovativeness, complexity, and responsiveness of the bank's qualified investments; and (iii... the extent and innovativeness of the bank's community development services. (h) Plan amendment....

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

    Maksin Marija

    2010-01-01

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

  7. Strategic continuity planning: the first critical step.

    Smith, Jack

    2013-01-01

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

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

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

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

  9. Greenways as Strategic Landscape Planning: theory and application

    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

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

    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)

  11. 2016-2020 Strategic Plan and Implementing Framework

    None

    2015-11-01

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

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

    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…

  13. Strategic plans provide lasting solutions to rural crisis.

    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.

  14. Summary of the 2002 CAG Strategic Planning Survey

    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.

  15. Strategic Planning: An Increasing Priority for Colleges and Universities.

    Toll, John S.

    1982-01-01

    Suggests that higher education needs to change rapidly, to shift resources, to innovate, and to improve professional education and research, while at the same time facing lower enrollment levels for traditional freshmen. Planning needs to be long-range, increasingly comprehensive, and strategic. (MLW)

  16. Strategic Information Systems Planning in Malaysian Public Universities

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

    2007-01-01

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

  17. Genetics of traffic assignment models for strategic transport planning

    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

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

    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…

  19. Increasing Effectiveness of Strategic Planning Seminars through Learning Style

    Yildirim, Nail

    2010-01-01

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

  20. Strategic business planning and development for competitive health care systems.

    Nauert, Roger C

    2005-01-01

    The health care industry has undergone enormous evolutionary changes in recent years. Competitive transitions have accelerated the compelling need for aggressive strategic business planning and dynamic system development. Success is driven by organizational commitments to farsighted market analyses, timely action, and effective management.

  1. Strategic Enterprise Resource Planning for Global Supply Chain Competitiveness

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

    2011-01-01

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

  2. Commonwealth of the Northern Mariana Islands Strategic Energy Plan

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

    2013-07-01

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

  3. Strategic marketing planning for heritage tourism: A conceptual model and empirical findings from two emerging heritage regions

    McCamley, Claire; Gilmore, Audrey

    2016-01-01

    This paper examines the process of strategic marketing planning for heritage tourism; an inherently complex and fragmented system, requiring a coordinated approach among a range of stakeholders. A conceptual model, detailing key stakeholders and specific strategic functions, as well as a prescribed method of coordination, is presented. Two regions were investigated using a qualitative methodology, which examined five strategic documents and consisted of depth interviews with 11 key informants...

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

    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.

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

    Tahmasebi, Farhad; Pearce, Robert

    2016-01-01

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

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

    Kevin Kostelnik; Keith Perry

    2007-07-01

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

  7. Strategic maintenance plan for Cernavoda steam generators

    Cicerone, T. [CNE-PROD, Cernavoda (Romania); Dhar, D.; VandenBerg, J.P. [Babcock and Wilcox (Canada)

    2002-07-01

    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)

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

    Popescu Andrei

    2011-07-01

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

  9. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

    POP Zenovia Cristiana

    2013-07-01

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

  10. Individualized strategic planning for faculty development in medical schools

    Goutham Rao

    2013-02-01

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

  11. MaROS Strategic Relay Planning and Coordination Interfaces

    Allard, Daniel A.

    2010-01-01

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

  12. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    2011-07-01

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

  13. 78 FR 45934 - The National Institute of Dental and Craniofacial Research (NIDCR) Strategic Plan Request for...

    2013-07-30

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

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

    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...

  15. 75 FR 47346 - Draft Strategic Plan for FY 2010-2015

    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:...

  16. 76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan

    2011-10-18

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

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

    2011-07-01

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

  18. 76 FR 17419 - Federal Health IT Strategic Plan: 2011-2015 Open Comment Period

    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)....

  19. 78 FR 71704 - Request for Comments on Draft SBA Strategic Plan for FY 2014-2018

    2013-11-29

    ...: Request for Comments on Draft SBA Strategic Plan for FY2014- 2018. SUMMARY: The Small Business... plan is available on SBA's Web site at http://www.sba.gov/about-sba/sba_performance/strategic_planning... Business Administration, Office of Performance Management & Chief Financial Officer, Attn: Strategic...

  20. Building Futurism into the Institution's Strategic Planning and Human Resource Development Model.

    Groff, Warren H.

    A process for building futurism into the institution's strategic planning and human resource development model is described. It is an attempt to assist faculty and staff to understand the future and the formulation and revision of professional goals in relation to an image of the future. A conceptual framework about the changing nature of human…

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

    Elysee, Gerald

    2012-01-01

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

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

    F. Steinberg (Florian)

    2002-01-01

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

  3. 76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan

    2011-03-11

    ... programmatic goals. The balanced scorecard approach monitors the Department's internal management processes and...'s new balanced scorecard. A balanced scorecard ``balances'' or equally emphasizes programmatic and... Department's senior leadership to develop a balanced scorecard to deploy and execute this Strategic Plan....

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

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

    2012-01-01

    -management process for enabling transitions. The study outlines the proactive spatial planning of a Danish local authority in order to illustrate how the strategic work performed in this kind of local development project represents a special form of niche management that is able to create room for innovation...

  5. The Five-Year Strategic Plan for Pilots, Demonstration Research and Evaluations, July 2000-June 2005.

    Van Horn, Carl; Fichtner, Aaron; Altman, Jennifer; Whittaker, Julie

    This report contains the strategic vision for the Department of Labor (DOL)/Employment and Training Administration's research efforts for the next five years. Section I discusses the scope of the research plan and the development process. Section II is a review of literature concerning functioning of the labor market and identification of areas…

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

    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.

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

    OROIAN I.

    2008-12-01

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

  8. Strategic Planning and Accountability in Irish Education

    Gleeson, Jim; O Donnabhain, Diarmaid

    2009-01-01

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

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

    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)

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

    Vladimir Dyadik

    2014-10-01

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

  11. Applied Mineralogy: A Critical Review and 5-Year Plan for Its Strategic Use within Teck

    Nichola Ann McKay

    2015-01-01

    A strategic business case analysis and five-year plan are presented here for the Teck Applied Mineralogy group in Trail, British Columbia. Applied mineralogy is a key technical competency for Teck Resources that adds value in the fields of process mineralogy supporting optimization at the mining operations, and in ore characterization supporting evaluation of greenfield and brownfield properties. This 2016-2020 business plan for the applied mineralogy group is cognisant of the current mining ...

  12. A methodology for comprehensive strategic planning and program prioritization

    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

  13. Positioning as a Strategic Marketing Planning Tool

    Lhotáková, Markéta

    2001-01-01

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

  14. Strategic Marketing Plan: Proposal for a Theoretical Analysis

    Gustavo Barbieri Lima

    2011-12-01

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

  15. Quinault Indian Nation Comprehensive Biomass Strategic Planning Project

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

    2015-03-31

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

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

    1995-05-01

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

  17. Strategic Planning for Sustainability in Canadian Higher Education

    Andrew Bieler

    2017-01-01

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

  18. Dynamic Aspects of the Strategic Planning of Information Systems

    Marko Hell

    2013-06-01

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

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

    Raja Mohd. Ali Raja Haslinda

    2017-01-01

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

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

    Blackburn, J. F.

    1990-06-01

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

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

    Marshall, Timothy J.

    2010-01-01

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

  2. Strategic Planning for Technological Innovation in Canadian Post Secondary Education

    Denise Stockley

    2004-06-01

    Full Text Available In this study, institution-wide strategic plans that were available online were examined in detail to determine how educational technology was referred to in these documents. Based on this data and the literature, a schedule of principles for supporting the implementation of educational technology in post-secondary teaching was developed. Institutions that are formatively evaluating local efforts to understand and improve technologically supported instruction can use this checklist diagnostically.

  3. Initial Integrated Strategic Sustainability Plan for Fort Leonard Wood

    2012-05-01

    and tar - geted areas for action plan development. The strategic challenges for FLW are presented below. 3.5.1 Caring for Military, Civilians and...objectives will provide PAIO with information on scheduled activities, progress in accomplishing activities and meeting tar - gets, and documentation...viable sources, options: biomass , geo-thermal, gas-fired (nonrenewable), waste to energy, solar. (COMPLETED) USACE study 0

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

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

    2014-12-01

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

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

    Kleeder José Bracho Pérez

    2013-10-01

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

  6. A Different Approach to Strategic Planning Using Appreciative Inquiry

    Jason Openo

    2016-08-01

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

  7. ICSU celebrates 75 years with a new Strategic Plan

    Thomas Rosswall; Carthage Smith

    2006-01-01

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

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

    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.

  9. THE STRATEGIC DIAGNOSIS ANALYSIS - AN ESSENTIAL STAGE OF STRATEGIC MANAGEMENT PROCESS IN SMALL AND MEDIUM ENTERPRISES

    Vladimir-Codrin IONESCU; Horea COROIU

    2010-01-01

    The strategic diagnosis analysis aims to assess the potential of small and medium enterprises by evaluating their inner resources and the business environment within which these enterprises perform their activity. As a first stage in the strategic management process, the strategic diagnosis analysis ensures the premises for founding, elaborating and operationalizing a competitive managerial strategy. In this context, the paper presents the conceptual criteria which are essential for thematica...

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

    Bryson, John M

    2011-01-01

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

  11. The Wetland and Aquatic Research Center strategic science plan

    ,

    2017-02-02

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

  12. Research Planning Process

    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.

  13. Final Report - Development of a Strategic Energy Plan

    Maracas, Kate; Hooks, Todd

    2006-11-30

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

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

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

    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.

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

    Ivang, Reimer

    2013-01-01

    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......-business strategic process adapt to changes in the planning environment and internal changes within the organization? E-business strategy, because of increased uncertainty and environmental complexity, must encourage interaction between key stakeholders that implement and use the e-business technology...... on group-learning processes where the strategy emerges though the processes of action and reflection. These experience-based group-learning processes help organize the process of business strategizing so that improvisational and dynamic competences can emerge....

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

    Tatiane Santana

    2013-08-01

    Full Text Available This article aims to show to what extent strategic planning performed by Brazilian universities from the State of Pará has contributed, whether positively or negatively, to achieve institutional objectives. The research can be classified as explanatory with features of a qualitative multi-case study because it seeks to explain casual relationship between strategic planning and institutional objectives. Managers at strategic and tactical levels were interviewed and the data collection was conducted through interviews, questionnaires and documentary research. Cross-analysis is used to explain cause-effect relationships, as well as to validate the conclusions drawn from the confrontation with the theoretical framework. It was found that University A has nearly performed all the strategic planning process steps; however, it does not positively contribute to the achievement of institutional objectives since some weaknesses were identified. On the other hand, despite having followed the same process with minor differences, University B has been able to achieve the institutional objectives.

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

    Oneill, John W.; Gordon-Winkler, Lyn

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

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

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

    2015-10-01

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

  20. Automated process planning system

    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.

  1. Strategic Facilities Planning: A Focus On Health Care

    Ellen D. Hoadley

    2011-01-01

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

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

    MIHAELA VRABETE

    2008-01-01

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

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

    Vermoolen, Myrthe; Hermans, Leon

    2016-04-01

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

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

    Beech, A J

    2001-11-01

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

  5. Meshing human resources planning with strategic business planning: a model approach.

    Baird, L; Meshoulam, I; DeGive, G

    1983-01-01

    Many people are touting the need to take a strategic approach to human resources management--but this is more easily said than done, point out authors Lloyd Baird, associate professor of management at the School of Management and the Human Resources Policy Institute at Boston University; Ilan Meshoulam, personnel executive at Digital Equipment Corporation; and Ghislaine DeGive, Boston University. Obviously, people cannot be moved around as easily or as speedily as can other resources to help move a company to a strategically identified future position. Thus a great deal of planning is required. The authors present an integrative human resources strategic planning model that focuses on four elements: the environment, the organization's culture, the corporate mission statement, and overall corporate strategy. Each part of the model is thoroughly discussed, and checklist questions are included to help the individual manager develop and implement human resources management plans for his or her own organization.

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

    MAXWELL SANDADA

    2015-02-01

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

  7. Strategic Energy Planning in the Öresund Region

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

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

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

    Garza Mitchell, Regina L.; Maldonado, Cesar

    2015-01-01

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

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

    Elaheh Enteshari Najaf Abadi

    2012-07-01

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

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

    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.

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

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

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

    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.

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

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

    2008-01-01

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

  14. 75 FR 69085 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    2010-11-10

    ... public that will inform the development of a strategic plan for federal youth policy. DATES: November 18... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant Secretary for Planning and Evaluation, DHHS. ACTION:...

  15. 75 FR 60756 - Public Meeting to Solicit Input for a Strategic Plan for Federal Youth Policy

    2010-10-01

    ... public that will inform the ] development of a strategic plan for federal youth policy. DATES: October 14... HUMAN SERVICES Office of the Secretary Public Meeting to Solicit Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant Secretary for Planning and Evaluation, DHHS. ACTION:...

  16. 75 FR 48690 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    2010-08-11

    ... public that will inform the development of a strategic plan for federal youth policy. DATES: August 24... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant Secretary for Planning and Evaluation, DHHS. ACTION:...

  17. 75 FR 69084 - Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy

    2010-11-10

    ... public that will inform the development of a strategic plan for Federal youth policy. DATES: November 12... HUMAN SERVICES Office of the Secretary Public Meeting To Solicit Input for a Strategic Plan for Federal Youth Policy AGENCY: Office of the Assistant Secretary for Planning and Evaluation, DHHS. ACTION:...

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

    Tromp, Sherrie A.; Ruben, Brent D.

    2010-01-01

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

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

    Tromp, Sherrie A.; Ruben, Brent D.

    2010-01-01

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

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

    1993-11-01

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

  1. Cassini science planning process

    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.

  2. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    2012-09-05

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

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

    Wu, Fan

    2013-01-01

    ABSTRACT Wu, Fan 2012. Strategic Marketing Plan for Golden Crown Wedding Store. Case: Golden Crown Wedding Store, China. Bachelor’s Thesis. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 39. Appendices 1- 2. The objective of this thesis is to build a strategic marketing plan for the Golden Crown Wedding Store. The strategic marketing plan and the analysis of the situation of the market are the main part of the thesis. This thesis will help the case company to ...

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

    Wei, Peng; Zhong, Xiaonan; Wu, Yunxia

    2011-01-01

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

  5. Joint Strategic Planning System Insights: Chairmen Joint Chiefs of Staff 1990 to 2012

    2013-06-01

    In the leadership and management literature, we have learned from others who have used strategic planning to respond to the demands of the current...and future environment. This Letort Paper by Dr. Richard Meinhart builds upon his earlier doctorate work, Strategic Planning Through An Organizational...Lens, that examined what higher education leaders could learn from strategic planning by the Chairmen Joint Chiefs of Staff in the 1990s. Further, it

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

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

    2015-01-01

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

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

    Masoud Rahmani

    2013-08-01

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

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

    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.

  9. Using a concept map as a tool for strategic planning: The Healthy Brain Initiative.

    Anderson, Lynda A; Day, Kristine L; Vandenberg, Anna E

    2011-09-01

    Concept mapping is a tool to assist in strategic planning that allows planners to work through a sequence of phases to produce a conceptual framework. Although several studies describe how concept mapping is applied to various public health problems, the flexibility of the methods used in each phase of the process is often overlooked. If practitioners were more aware of the flexibility, more public health endeavors could benefit from using concept mapping as a tool for strategic planning. The objective of this article is to describe how the 6 concept-mapping phases originally outlined by William Trochim guided our strategic planning process and how we adjusted the specific methods in the first 2 phases to meet the specialized needs and requirements to create The Healthy Brain Initiative: A National Public Health Road Map to Maintaining Cognitive Health. In the first stage (phases 1 and 2 of concept mapping), we formed a steering committee, convened 4 work groups over a period of 3 months, and generated an initial set of 42 action items grounded in science. In the second stage (phases 3 and 4), we engaged stakeholders in sorting and rating the action items and constructed a series of concept maps. In the third and final stage (phases 5 and 6), we examined and refined the action items and generated a final concept map consisting of 44 action items. We then selected the top 10 action items, and in 2007, we published The Healthy Brain Initiative: A National Public Health Road Map to Maintaining Cognitive Health, which represents the strategic plan for The Healthy Brain Initiative.

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

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

    2013-01-01

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

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

    Markovych, Iryna Bohdanivna

    2012-11-01

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

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

    2010-01-01

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

  13. Payoffs for applying QFD techniques in the SPSG strategic planning support effort for ETO transportation and propulsion systems

    Bray, James

    1993-06-01

    The paper discusses the payoffs of using the process known as Quality Function Deployment (QFD), initiated by the Space Propulsion Synergy Group (SPSG) to ensure that the requirements and needs of the customer/user of space programs are properly addressed. Using the structured QFD approach, the SPSG provided valuable assessments to strategic planners, improved communication between the users and technologists, and gave users a voice in technology planning. The three key benefits derived from using QFD in the strategic planning process are: establishing focus on the customer, improving communications, and providing traceable rationale.

  14. A strategic endeavor in business planning--an oncology perspective.

    Eck, C

    2000-06-01

    Planning is imperative to provide direction for future growth. The purpose of writing a business plan is to cultivate, analyze, and refine ideas. Planning for academic health centers has become increasingly important because of the changes in financing and delivery of health care. Gathering data related to the current patients population as well as the projected future trends is necessary to establish a framework. Identifying the market and financial data and formulating the strategies needed to move forward are key elements of a business plan. The ultimate outcome of the process is to convince others that the vision is achievable and to ensure allocation of resources to carry out the plan.

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

    Sergey Mikhaylovich Lavlinskiy

    2013-09-01

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

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

    Pindolia Deepa K

    2012-06-01

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

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

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

    2012-06-18

    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.

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

    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.

  19. Strategic Planning for the Development of Ukrainian Agriculture in the Face of Climate Change

    Anna Ostapenko

    2016-01-01

    The essence of the “strategic planning” is explored and the peculiarities of strategic planning in the agricultural sector are defined. Global climate change as a factor stimulating the formation of new approaches to strategic planning of agricultural development is considered, and the impact of climate change on the agricultural sector of Ukraine is evaluated. A predictive model of changes in the parameters of agricultural production under expected climate change conditions is constructed, a...

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

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

    2006-01-01

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

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

    Martin, Christopher J.

    2012-01-01

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

  2. 78 FR 65978 - Draft Revised Strategic Plan for FY 2014-2018

    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...

  3. 78 FR 4150 - Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance

    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...

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

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

    2005-01-01

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

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

    Myende, Phumlani E.; Bhengu, Thamsanqa

    2015-01-01

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

  6. 76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting

    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...

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

    2016-03-01

    2016 Major Automated Information System Annual Report Integrated Strategic Planning and Analysis Network Increment 4 (ISPAN Inc 4) Defense...Baseline BY - Base Year CAE - Component Acquisition Executive CDD - Capability Development Document CPD - Capability Production Document DAE...Assigned: April 29, 2009 Program Information Program Name Integrated Strategic Planning and Analysis Network Increment 4 (ISPAN Inc 4) DoD

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

    Ozdem, Guven

    2011-01-01

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

  9. 77 FR 37283 - General Provisions; Operating and Strategic Business Planning; Effective Date

    2012-06-21

    ... From the Federal Register Online via the Government Publishing Office FARM CREDIT ADMINISTRATION 12 CFR Part 618 RIN 3052-AC66 General Provisions; Operating and Strategic Business Planning... Credit System institution to adopt an operational and strategic business plan to include, among...

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

    Inna NOVAK

    2015-07-01

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

  11. Indicators' role: How do they influence Strategic Environmental Assessment and Sustainable Planning - The Chinese experience.

    Gao, Jingjing; Christensen, Per; Kørnøv, Lone

    2017-03-14

    As an information carrier and communication medium, indicators provide useful decision-making assistance in setting process goals and effectively reaching the goals. The main focus of this article is to investigate indicators' role in influencing planning through Strategic Environmental Assessment (SEA) especially related to Chinese experiences. From the perspective of planning and decision-making theory, the influence on planning is studied as influence of planning structure and influence of planning actors. Such a conceptual framework is applied in order to demonstrate how the use of indicators can influence planning through a SEA process. The study holds two empirical levels. On a general level, based on an online survey, this article investigates SEA practitioners' experiences in using indicators. On a case level, two urban plans are selected to provide more detailed experiences. The case level investigation is based on a documentary study and individual interviews with SEA practitioners/planners. By exploring how indicators influence planning through the structure of and the actors within SEA, this study tries to provide an overview of indicators' role in SEA. The results indicate that indicators are perceived as a useful tool in the Chinese SEA system. By improving and simplifying the procedures of SEA, the indicators exert more structural influence on SEA and on plan making. On the other hand, indicators are also shown to have more influence through political actors than found among technical actors.

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

    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.

  13. A Questionnaire to Measure Children's Awareness of Strategic Reading Processes.

    Schmitt, Maribeth Cassidy

    1990-01-01

    Describes the Metacomprehension Strategy Index, a multiple-choice questionnaire, and its supporting validity and reliability data. Discusses how teachers can use and interpret this information to evaluate middle and upper elementary students' knowledge of strategic reading processes. (MG)

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

    Olesen, Kristian

    how the recently proposed vision of a Loop City for the Danish/Swedish Øresund Region has played an important role in legitimizing and building political support for a light railway connecting the outer suburbs of Copenhagen. It is not unusual for large investments in new transport infrastructures......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...... to be a key part of spatial visions. However, within the case of the cross-border Loop City vision, a specific light railway project in a local area is being framed as a key link and the main factor in the future competitiveness of the region. Drawing on interviews with key planners involved in the light...

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

    Lengert, Maryline

    2011-01-01

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

  16. Strategic planning and entrepreneurism in academic health centers.

    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.

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

    Mónica María Baquero Parra

    2011-06-01

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

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

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

    2001-10-31

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

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

    NONE

    1996-04-01

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

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

    Masembe, Ishak Kamaradi

    2016-12-31

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

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

    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.

  2. Investigating the effects of strategic planning on organizational performance (Being studied by the Customs of Islamic Republic of Iran

    Davood Feiz

    2016-03-01

    Full Text Available The strategic planning investigates the position of organization in the competitive environment. This process, in turn, can influence the performance of the organization as well. Thus, in this article the effect of strategic planning on organizational performance (financial and non-financial is investigated in Customs of Islamic Republic of Iran. The sample includes 155 managers and staff of Islamic Republic of Iran Customs in Tehran, among which a questionnaire has been distributed randomly.The results of structural equation modeling using LISREL software shows no significant relationship between strategic planning and financial performance, however, its relationship with non-financial performance is confirmed. In addition, the results reveal that there is a relationship between non-financial performance with high correlation and financial performance and influences that.

  3. Strategic Planning and Management in Defense Systems Acquisition

    2013-10-01

    usefulness reports, included scenario planning, Balanced Scorecard , use of process consultants, and use of industry experts/futurists. Respondents also...rated, but which fell somewhere in the middle on the usefulness reports, included scenario planning, Balanced Scorecard , use of process consultants, and...recommended were: • Program analysis/assessment • Needs assessment • Mission/strategy mapping • SWOT analyses • Root cause analyses • Balanced

  4. The Philippine Population Program strategic plan (1981-1985).

    1980-01-01

    The challenge of the population problem is to effectively mobilize the country's population for productive activity. Rather than simply concern with controlling numbers, emphasis is on human resource management, the structure of employment, labor productivity and income distribution. The long-term Philippine Development Plans reflect recognition of the dynamic interaction between fertility, productivity and welfare. Objectives of the 5-Year Philippine Development Plan 1978-1982, the 10-Year Plan 1978-1987, and the Long-Term Plan to year 2000 integrate population concerns and socioeconomic goals. These objectives include the following: promotion of social development and social justice; attainment of self-sufficiency in food and greater self-reliance in energy; increased development of lagging regions, especially rural areas; improvements of habitat through the development of human settlements and proper management of the environment; and maintenance of population growth at levels conducive to national welfare. Some population concerns that are directly relevant to welfare (in addition to those related to productivity) are distribution patterns of social goods and services, access to services by sectors of the population, and buying power of families. As a total population policy should establish closer linkages, operationally, between the demographic aspects and the productivity and welfare aspects of development, the mission of the National Population Program encompasses 3 areas: fertility; productivity; and welfare. Strategic policies include the following: abortion is unacceptable as a contraceptive method; the population program shall be non-coercive; and the program shall view individual and family welfare in the context and as the main objective of national socioeconomic programs.

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

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

    2011-01-01

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

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

    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.

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

    ELENA THEAKOU

    2007-01-01

    Full Text Available Strategic planning is widely used by organisations, as itis an integral part of strategy. The present study tackles thetopic of strategic planning as it is developed by public andnon-profit organizations and provides an extensive review ofliterature in the area of the development and role of strategic planning within strategic management and the way it is adopted by public and non-profit organizations. For the purposes of this paper, five models of strategic planning have been discussed with the belief that they describe better the models that can be approached and developed by public and non-profit organizations in the area of sport. This article aims at partly contributing to the theoretical discussion concerning the ability of organizations to integrate and deploy strategic planning. For this study we examined a non-profitsport organization in British Columbia, Canada. The authorspropose that public and non-profit sport organizations shoulddevelop their own model of strategic planning, which mayhelp them to think and act strategically.

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

    Leonardus Hardjo

    2013-10-01

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

  9. The Strategic Sport Marketing Planning Process

    Alexandru Lucian Mihai

    2013-01-01

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

  10. Strategic Planning to Conduct Joint Force Network Operations: A Content Analysis of NETOPS Organizations Strategic Plans

    2007-03-01

    text”, then content analysis is the methodology to use (Krippendorff, 2004, p. 25). Leedy and Ormrod (2005) defines content analysis as a “detailed...analyze qualitative data ( Leedy and Ormrod , 2005). Qualitative data interpretation tends to be more subjective in nature and may at times be...influenced by the researcher’s biases ( Leedy and Ormrod , 2005). Effort was put into the data collection process to eliminate researcher bias due to

  11. Where Is the Gap between Internationalisation Strategic Planning and Its Implementation? A Study of 16 Dutch Universities' Internationalisation Plans

    de Haan, Helen Haijing

    2014-01-01

    A dominant concern with internationalisation through the past decades has been the process of strategic transformation of universities. While strategic management has been perceived as a necessary and useful approach in the construction of internationalisation, many criticisms have been levelled against the application of strategic management in…

  12. Coal Power Systems strategic multi-year program plans

    None

    2001-02-01

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

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

    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…

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

    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…

  15. Achieving transformational change: using appreciative inquiry for strategic planning in a school of nursing.

    Harmon, Rebecca Bouterie; Fontaine, Dorrie; Plews-Ogan, Margaret; Williams, Anne

    2012-01-01

    To achieve transformational change, a transformational approach is needed. The Appreciative Inquiry (AI) summit is a method that has been used to achieve transformational change in business for at least 20 years, but this innovative alternative approach is unknown to nursing. At the University of Virginia School of Nursing, an AI Summit was designed to bring all staff, faculty, student representatives, and members of the community together to rewrite the school's strategic plan. New connections within the school, the university, and the community were made when 135 participants engaged in the appreciative, 4-step AI process of discovering, dreaming, designing, and creating the school's future. During the summit, 7 strategic teams formed to move the school toward the best possible future while building on the existing positive core. This article describes 10 steps needed to design an AI summit and implications for using this method at other schools of nursing.

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

    E. Mafi

    2012-01-01

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

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

    ,

    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.

  18. Strategic Vision: A Leader and a Process

    1991-05-20

    Thousand Years, A Vision of Man’s Future in the Universe. New York: Saturday Review Press/E. P. Dutton & Co., Inc., 1974. Burton, Daniel F ., Jr...34Economic Realities and Strategic Choices." In Vision for the 1990’s: U.S. Strategy and the Global Economy, ed. Daniel F . Burton, Jr., Victor Gotbaum, and...34U.S. Technology in an International Context." In Visions for the 1990’s: U.S. Strategy and the Global Economy, ed. Daniel F . Burton, Jr., Victor

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

    Lyhne, Ivar

    2011-01-01

    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......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...

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

    Rayburn, William; Grigsby, Kevin; Brubaker, Linda

    2016-04-01

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

  1. New Strategic Plan Takes the ALS into the Future

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

    2007-01-01

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

  2. New Strategic Plan Takes the ALS into the Future

    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.

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

    Andrea De Montis

    2016-06-01

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

  4. Strategic Trajectories in the Offshoring and Offshore Outsourcing Process

    Slepniov, Dmitrij; Sørensen, Brian Vejrum

    2006-01-01

    In this paper we examine the offshoring and offshore outsourcing process and the strategic trajectories underlying it, including both the internal venturing and the external outsourcing process. We define and present various perspectives on the offshoring and offshore outsourcing process. We...

  5. Aplikasi Strategic Planning dalam Perencanaan Pembangunan Kabupaten Fakfak Propinsi Irian Jaya

    Yeremias T Keban

    2015-12-01

    Full Text Available To date, there have been no regional development theories regarded as the most appropriate and valid in guiding and determining regional measures. Moreover, Indonesia has a very specific geographical, social, cultural and political backgrounds which could potentially complicate and constrain the development efforts. Such diversities and lack of valid regional theories require an innovative thought in regional development intervention. The application of Strategic Planning as an academic exercise in the context of regional development in Kabupaten Fakfak is an innovative alternative to overcome such complexities. Through the Strategic Planning approach, ten strategic sectors have been identified. Those sectors need to be incorporated into and developed in the Kabupaten longterm planning.

  6. 1994 U.S. Department of Energy Strategic Plan: Fueling a Competitive Economy

    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.

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

    Peter Marshall

    2004-05-01

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

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

    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.

  9. Electrophysiological Evidence for Late Maturation of Strategic Episodic Retrieval Processes

    Sprondel, Volker; Kipp, Kerstin H.; Mecklinger, Axel

    2012-01-01

    Improvement in source memory performance throughout development is thought to be mediated by strategic processes that facilitate the retrieval of task-relevant information. Using event-related potentials (ERPs), we examined developmental changes in these processes during adolescence. Adolescents (13-14 years) and adults (19-29 years) completed a…

  10. U.S. Climate Change Technology Program: Strategic Plan

    2006-09-01

    Australia, Brazil, Canada, China, Colombia, Ecuador , Germany, India, Italy, Japan, Mexico, Nigeria, Russia, South Korea, Ukraine, and the United Kingdom) and...the readily decomposable organic constituents of the waste stream through enhanced microbiological processes. The goal is to have three to five...2005a) describes an aggressive systems microbiology plan to accelerate the scientific discovery needed to support such developments. Basic research in

  11. ITS strategic test plan : revision 1.0.

    Franke, Brian Claude; Lorence, Leonard Joseph, Jr.; Crawford, Martin James (K-Tech Corporation, Albuquerque, NM); Cordova, Lisa A.; Kensek, Ronald Patrick; Laub, Thomas William

    2004-07-01

    This test plan describes the testing strategy for the ITS (Integrated-TIGER-Series) suite of codes. The processes and procedures for performing both verification and validation tests are described. ITS Version 5.0 was developed under the NNSA's ASC program and supports Sandia's stockpile stewardship mission.

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

    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.

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

    Duane Hanson; Brent Dixon; Gretchen Matthern

    2003-07-01

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

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

    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

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

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

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

    None, None

    2010-09-01

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

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

    Newkirk-Moore, Susan; Bracker, Jeffrey S.

    1998-01-01

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

  18. 75 FR 8137 - Coordination and Strategic Planning of the Federal Effort Against Intellectual Property...

    2010-02-23

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

  19. 76 FR 61402 - Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan

    2011-10-04

    ... construct and operate new nuclear power plants including small modular reactors, while continuing to ensure... From the Federal Register Online via the Government Publishing Office NUCLEAR REGULATORY COMMISSION Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan AGENCY:...

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

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

    2007-11-01

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

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

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

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

    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…

  3. Development of a strategic plan by the Mozambican Association of Obstetricians and Gynaecologists: direct and indirect effects.

    Osman, Nafissa B; Almeida, Maria L; Ustá, Momade B; Bique, Cassimo; David, Ernestina

    2014-10-01

    The Mozambican Association of Obstetricians and Gynaecologists (AMOG) received support from the FIGO Leadership in Obstetrics and Gynecology for Impact and Change (LOGIC) Initiative in Maternal and Newborn Health (MNH) to strengthen its organizational capacity and to assume leadership in MNH through the development of a strategic plan. The planning process involved identification of key stakeholders; analysis of strengths and weaknesses; stakeholder consultation; consultation with AMOG members; and ratification at the annual general meeting. The participatory process led to the development of vision and mission statements. Furthermore, core values and strategic goals were identified: (1) to contribute to the implementation of governmental plans for improving MNH; (2) to assume leadership in advancing the practice of obstetrics and gynecology through education and training; and (3) to continue to strengthen organizational capacity. Consequently, relationships among members were reinforced and the visibility and recognition of AMOG as a key stakeholder in MNH increased.

  4. A comparative analysis of strategic plans of forestry faculties in Turkey

    Seçil Yurdakul Erol; Gizem Şahin

    2016-01-01

    Strategic planning, with a future-focused approach, contributes to realizing to higher education institutes’ functions, such as directing change and being pioneer to society in a systematic and sustainable way. However, it is inevitable for higher education institutes to have different priorities and roles besides their joint functions. Strategic plans are effective tools in terms of explaining these differences and to make them perceived by related stakeholders. Thus a similar approach is va...

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

    Marina Vladimirovna Perevoznikova

    2015-01-01

    The article is devoted to the study and analysis of marketing management and strategic planning of the companies working in the field of cellular communication services. The article represented the concept of marketing management and strategic planning, and their importance in the business development. Objectives and tasks of marketing management in the telecommunications are considered. Тhe conceptions of marketing management and the advisability of their use in the market of cellular commun...

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

    Barron, E; Westermann, D A

    1995-04-01

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

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

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

    2012-01-01

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

  8. The infrastructure attitude to strategic planning of information technology in organizations

    Emad Rezaei

    2016-07-01

    Full Text Available The strategic planning means the future planning of an organization; in other words, it refers to the direction that the organization wants to move in that direction. Strategic planning of the information technology for any organization is an evidence that the organization’s information architecture in light of strategic considerations such as mission, objectives, and priorities of the organization becomes evident and it determines the necessary administration plan to achieve systems and forms the informational databases at the organizational level. To put differently, strategic planning of the information technology charter and the macro program in the field of information systems are generally considered as the information technology. Different approaches are used for planning. Now, the dominant approach for developing the long-term program or for ICT master plan of information technology is an approach of the organizational architecture or the information technology architecture. The purpose of this research is a preliminary introduction with an organizational architecture approach with the means of strategic planning of the information systems.

  9. Joining up health and planning: how Joint Strategic Needs Assessment (JSNA) can inform health and wellbeing strategies and spatial planning.

    Tomlinson, Paul; Hewitt, Stephen; Blackshaw, Neil

    2013-09-01

    There has been a welcome joining up of the rhetoric around health, the environment and land use or spatial planning in both the English public health white paper and the National Planning Policy Framework. However, this paper highlights a real concern that this is not being followed through into practical guidance needed by local authorities (LAs), health bodies and developers about how to deliver this at the local level. The role of Joint Strategic Needs Assessments (JSNAs) and Health and Wellbeing Strategies (HWSs) have the potential to provide a strong basis for integrated local policies for health improvement, to address the wider determinants of health and to reduce inequities. However, the draft JSNA guidance from the Department of Health falls short of providing a robust, comprehensive and practical guide to meeting these very significant challenges. The paper identifies some examples of good practice. It recommends that action should be taken to raise the standards of all JSNAs to meet the new challenges and that HWSs should be aligned spatially and temporally with local plans and other LA strategies. HWSs should also identify spatially targeted interventions that can be delivered through spatial planning or transport planning. Steps need to be taken to ensure that district councils are brought into the process.

  10. Radiology in 2030: A Guide for Strategic Planning

    Sh. Akhlaghpoor

    2008-01-01

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

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

    Caescu Stefan Claudiu

    2012-12-01

    Full Text Available Strategic marketing planning requires that the marketing objectives strategies for a specific product-market configuration be in full correlation with the directions and the resources allocated at the corporate level or at the strategic business unit one. Such a correlation is more than necessary under the current market conditions, when the economic crisis affects both consumer behavior and corporate decisions. This article focuses on the particularities of strategic marketing planning in sport, given the fact that the vast majority of sports organizations in Romania, although very active on the reference market, do not have a marketing activity correlated with the medium and long term market needs. One of these needs refers to quality of life improvement, knowing that sport activities have positive influence on many dimensions of quality of life, such as health, education, social inclusion, relaxation and leisure. The improvement within the population participation in sport (both as an active participant and as a spectator, the increased duration of leisure and the development of private financing have led to the creation of a large market, where marketing plays a central role. Therefore the marketing management process must also be implemented within the sports organization, in order to make it easier in building and maintaining a relationship with the customer, especially if the organization wants a customer orientation strategy. Such an orientation includes identifying the current needs as well as the future ones in terms of target audience, to offer a series of sports products and services that bring their significant contribution to improving the quality of life. In this paper are highlighted the influences that consumer requirements concerning quality of life have on all components of marketing management process, starting with sports organization mission statement, up to establish strategies for the marketing mix (product, price

  12. Measuring and managing risk improves strategic financial planning.

    Kleinmuntz, D N; Kleinmuntz, C E; Stephen, R G; Nordlund, D S

    1999-06-01

    Strategic financial risk assessment is a practical technique that can enable healthcare strategic decision makers to perform quantitative analyses of the financial risks associated with a given strategic initiative. The technique comprises six steps: (1) list risk factors that might significantly influence the outcomes, (2) establish best-guess estimates for assumptions regarding how each risk factor will affect its financial outcomes, (3) identify risk factors that are likely to have the greatest impact, (4) assign probabilities to assumptions, (5) determine potential scenarios associated with combined assumptions, and (6) determine the probability-weighted average of the potential scenarios.

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

    Conrad, Vera

    2008-08-15

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

  14. Implement balanced scorecard to translate strategic plan into actionable objectives.

    2004-09-01

    Faced with challenges ranging from declining reimbursement to staff shortages, health care organizations--integrated delivery systems, physician group practices, disease management providers, and others--increasingly are turning to general business models to map out step-by-step action plans for performance measurement and process improvement. Creating a "balanced scorecard" is an obvious starting point for assessing and improving clinical and financial performance.

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

    da Silva Oliveira, Eduardo

    2015-01-01

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

  16. Strategic Path Planning by Sequential Parametric Bayesian Decisions

    Baro Hyun

    2013-11-01

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

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

    Ilya V. Samarin

    2014-01-01

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

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

    Cassius Tadeu Scarpin

    2011-08-01

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

  19. Technology roadmapping: The integration of strategic and technology planning for competitiveness

    Bray, O.H.; Garcia, M.L.

    1997-04-01

    Technology roadmapping is a form of technology planning that can help organizations deal with an increasingly competitive environment. As a DOE laboratory with R&D as a major product, Sandia must do effective technology planning to identify and develop technologies required to meet its mission. Once technology enhancements or new technologies are identified, they may be developed internally or collaboratively with external partners. For either approach, technology roadmapping is an effective tool for technology planning and coordination, which fits within a broader set of planning activities. Potential benefits of roadmapping include identifying critical technologies and gaps, coordination of research activities, and improved marketing information. Roadmapping is particularly useful when investment decisions are not straightforward and for coordinating the development of multiple technologies, especially across multiple projects. This paper formalizes and documents the technology roadmapping process. It describes the process and shows how it fits within an overall strategic and technology planning process. The technology roadmapping process consists of three phases: preliminary activity, development of the roadmap, and followup activity. Preliminary activity includes: satisfy essential conditions, provide leadership/sponsorship, and define the scope and boundaries for the roadmap. Development of the technology roadmap includes: (1) Identify the {open_quotes}product{close_quotes} that will be the focus of the roadmap. (2) Identify the critical system requirements and their targets. (3) Specify the major technology areas. (4) Specify the technology drivers and their targets. (5) Identify technology alternatives and their time lines. (6) Recommend the technology alternatives that should be pursued. (7) Create the technology roadmap report. Follow-up activity includes: (1) Critique and validate the roadmap. (2) Develop an implementation plan. (3) Review and update.

  20. Priority Determination for Higher Education Strategic Planning Using Balanced Scorecard, FAHP and TOPSIS (Case study: XYZ University)

    Yudatama, Uky; Sarno, Riyanarto

    2016-01-01

    The process of strategic planning is needed by a higher education in some cases, especially in preparing to face the challenges and competition. The results of strategic planning will help the higher education to provide a framework for achieving a competitive advantage as well as determine the direction of future policy in accordance with the desired objectives. In recent decades, the Balanced Scorecard has been applied in the field of information technology as a very popular tool and is used extensively, because it is a model that can explain between information technologies with "Business Objectives" in a comprehensive manner. This study uses 4 perspectives in the Balanced Scorecard and 7 standards in higher education quality assessment as sub-criteria. Fuzzy AHP and Fuzzy TOPSIS are used to determine the priority as making strategic policy recommendations in a higher education. The final result of this research shows the score of Customer Perspective 0.35365 is higher than other perspective, while the score in Research and Student Affairs gains significant score when compared with the others, namely 0.69753948 is also higher. This means that both of them get very serious attention as a strategic planning basis for policy making.

  1. The impact of shared domain knowledge on strategic information systems planning and alignment

    Simla Maharaj

    2015-02-01

    Full Text Available Background: Lack of alignment or harmony between information technology (IT and business imperatives continues to plague organisations despite decades of research. Strategic information systems planning (SISP is the process of coordinating the relationship between IT and the business in order to steer alignment. Shared domain knowledge (SDK is a factor that is posited as important for improving both SISP and alignment, which is theorised to be the main outcome of SISP. Objectives: The aim of this article is to examine the impact of SDK on SISP and alignment. Method: Data were gathered from management consultants in a large, global IT organisation, through the use of a structured questionnaire, and analysed. Results: It was shown that SDK positively influences SISP characteristics and the alignment outcome. Specifically, it was found that high levels of rationality in SISP positively influenced the intellectual dimension of alignment, whilst IT manager participation in business planning influenced the social dimension of alignment. SDK was found to have a bearing on all of the SISP characteristics measured (i.e. rationality, adaptation, business planning-SISP integration and IT manager participation in business planning. SDK was also found to positively impact both the intellectual and social dimensions of alignment.Conclusion: The implications of the findings are that fostering a knowledge sharing environment in organisations will help improve alignment, as well as the formal processes designed to steer alignment such as SISP.

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

    C.M. Moll

    2012-01-01

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

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

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

    2016-01-01

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

  4. [The Strategic Plan for the development of Internal Medicine in Andalusia].

    Bernabeu-Wittel, M; García Morillo, S; Ollero, M; Hernández-Quero, J; González de la Puente, M A; Montero Pérez-Barquero, M; Díez, F; García-Alegría, J; Pujol, E; Sanromán, C; Cuello, J A

    2008-06-01

    The Strategic Plan for the Development of Internal Medicine in Andalusia arose from the need that the internal medicine doctors had to redefine the purpose and values of their specialty to cope with the numerous changes occurring in the health care area. The project was developed in three phases. First, the tendency of the health care system and current position of the specialty were analyzed. After, the internal and external opinions on the present-future of Internal Medicine were checked out. Finally, five strategic lines with their action plans were established. Specific objectives were defined within each line: results to be achieved, methodology according to action plan. After several years of collegial work in this initiative, very positive results have been achieved. We conclude that the Strategic Plan has been useful to better define the position of our specialty and to state which tools such as those mentioned are effective to cope with the new challenges that may occur in other groups.

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

    Higginbotham, Eve J; Church, Kathryn C

    2012-01-01

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

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

    Finger, Glenn; Smart, Vicky

    2013-01-01

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

  7. A Strategic Action Plan for Advancing Math and Science Education in New Mexico 2007-2010

    New Mexico Public Education Department, 2007

    2007-01-01

    This Strategic Action Plan for Advancing Math and Science Education is an initial outline of strategies, actions, measures of progress, resources needed, timelines, and responsible parties. The Plan focuses on these three main goals: (1) increasing student interest, participation, and achievement in math and science; (2) raising public support and…

  8. Planning as an Iterative Process

    Smith, David E.

    2012-01-01

    Activity planning for missions such as the Mars Exploration Rover mission presents many technical challenges, including oversubscription, consideration of time, concurrency, resources, preferences, and uncertainty. These challenges have all been addressed by the research community to varying degrees, but significant technical hurdles still remain. In addition, the integration of these capabilities into a single planning engine remains largely unaddressed. However, I argue that there is a deeper set of issues that needs to be considered namely the integration of planning into an iterative process that begins before the goals, objectives, and preferences are fully defined. This introduces a number of technical challenges for planning, including the ability to more naturally specify and utilize constraints on the planning process, the ability to generate multiple qualitatively different plans, and the ability to provide deep explanation of plans.

  9. San Diego's Capital Planning Process

    Lytton, Michael

    2009-01-01

    This article describes San Diego's capital planning process. As part of its capital planning process, the San Diego Unified School District has developed a systematic analysis of functional quality at each of its school sites. The advantage of this approach is that it seeks to develop and apply quantifiable metrics and standards for the more…

  10. 76 FR 22899 - Federal Health IT Strategic Plan: 2011-2015 Open Comment Period Extended Until Friday, May 6

    2011-04-25

    ... HUMAN SERVICES Federal Health IT Strategic Plan: 2011-2015 Open Comment Period Extended Until Friday...: Notice. SUMMARY: The Federal Health IT Strategic Plan: 2011-2015 (``the Plan'') ] was posted on the ONC... considered, you must submit your comment via the Federal Health IT Buzz Blog:...

  11. A Descriptive Case Study of Appreciative Inquiry as an Approach to Strategic Planning for Special Education in a Public School

    Ruhlman, Paul L., Jr.

    2014-01-01

    This study's purpose was to describe appreciative inquiry (AI) as an approach to strategic planning for special education in a public school. The study investigated four research questions. How do plans for special education emerge as participants engage in the four phases of AI during strategic planning for the future of special education in a…

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

    Chen, Yuren

    2011-01-01

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

  13. Depot Maintenance: Improved Strategic Planning Needed to Ensure That Army and Marine Corps Depots Can Meet Future Maintenance Requirements

    2009-09-01

    of Representatives DEPOT MAINTENANCE Improved Strategic Planning Needed to Ensure That Army and Marine Corps Depots Can Meet Future...Depot Maintenance. Improved Strategic Planning Needed to Ensure That Army and Marine Corps Depots Can Meet Future Maintenance Requirements 5a... Strategic Planning Needed to Ensure That Army and Marine Corps Depots Can Meet Future Maintenance Requirements Highlights of GAO-09-865, a report to

  14. Integration of strategic environmental assessment in spatial planning

    Kørnøv, Lone

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

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

    Skokan Karel

    2013-12-01

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

  16. STRATEGIC ENVIRONMENTAL ASSESSMENT FOR SUSTAINABLE DEVELOPMENT IN URBANIZATION PROCESS IN CHINA

    CHE Xiu-zhen; SHANG Jin-cheng

    2004-01-01

    This paper reviewed the development of Strategic Environmental Assessment (SEA) in China, expounded its functions and regional characteristics, and discussed the targets of SEA in the process of urbanization,and the main assessment indicators, procedures, techniques and methodologies of SEA. It concluded that SEA could be improved by the following recommendations: incorporating SEA in decision-making process, selecting experimental units for SEA trial run, and developing strategic evaluation tools and techniques. SEA can provide appropriate and up-to-date information on the impact of human activity on environment in the process of urbanization, and develop a plan of action targeting implementation of intervention for the rehabilitation and preservation of the ecological stability of a city. Therefore, SEA can be a supporting tool for decision-making toward achieving sustainable development.

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

    Marina Vladimirovna Perevoznikova

    2015-12-01

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

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

    Flávia de Araújo Silva

    2011-12-01

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

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

    Mteri, Hassan H.

    This thesis investigated the business processes required to translate corporate-level strategic plans into tactical and operational plans in the context of transportation asset management. The study also developed a framework for effective performance measure for departments of transportation. The thesis was based on a case study of transportation agencies in the U.S.A. and Canada. The scope is therefore limited or more directly applicable to transportation assets such as pavement, bridges and culverts. The goal was to address the problem of translating or managing strategic plans, especially in the context of the public sector responsible for operating transportation infrastructure. It was observed that many agencies have been successful in formulating good strategic plans but they have performed relatively poorly in translating such corporate-level strategic plans into operational activities. A questionnaire survey was designed and targeted about 30 state agencies that are currently active in transportation asset management. Twenty one (21) transportation agencies in the USA and Canada responded to the questionnaire. The analysis of the questionnaire data showed that there is a lack of a standard approach to managing corporate strategic plans in transportation agencies. The results also indicated that most transportation agencies operate in three organizational levels but there was no systematic approach of translating goal and objectives from high level to lower levels. Approaches in performance measurement were found to vary from agency to agency. A number of limitations were identified in the existing practice on performance measurements. Key weaknesses include the large number of measures in use (as many as 25 or more), and the disconnection between the measures used and the corporate goals and objectives. Lessons from the private sector were thoroughly reviewed in order to build the groundwork for adapting existing tools to the public sector. The existing

  20. 12 CFR 917.5 - Strategic business plan.

    2010-01-01

    ... Banks and Banking FEDERAL HOUSING FINANCE BOARD GOVERNANCE AND MANAGEMENT OF THE FEDERAL HOME LOAN BANKS POWERS AND RESPONSIBILITIES OF BANK BOARDS OF DIRECTORS AND SENIOR MANAGEMENT § 917.5 Strategic business...; (2) Discuss how the Bank will: (i) Address credit needs and market opportunities identified...