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Sample records for technology strategic planning

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

    International Nuclear Information System (INIS)

    2010-07-01

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

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

    International Nuclear Information System (INIS)

    1993-11-01

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

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

    Directory of Open Access Journals (Sweden)

    Leonardus Hardjo

    2013-10-01

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

  4. Towards a European Energy Technology Policy - The European Strategic Energy Technology Plan (Set-Plan)

    International Nuclear Information System (INIS)

    Mercier, A.; Petric, H.; Peteves, E.

    2008-01-01

    The transition to a low carbon economy will take decades and affect the entire economy. There is a timely opportunity for investment in energy infrastructure. However, decisions to invest in technologies that are fully aligned with policy and society priorities do not necessarily come naturally, although it will profoundly affect the level of sustainability of the European energy system for decades to come. Technology development needs to be accelerated and prioritized at the highest level of the European policy agenda. This is the essence of the European Strategic Energy Technology Plan (SET-Plan). The SET-Plan makes concrete proposals for action to establish an energy technology policy for Europe, with a new mind-set for planning and working together and to foster science for transforming energy technologies to achieve EU energy and climate change goals for 2020, and to contribute to the worldwide transition to a low carbon economy by 2050. This paper gives an overview of the SET-Plan initiative and highlights its latest developments. It emphasises the importance of information in support of decision-making for investing in the development of low carbon technologies and shows the first results of the technology mapping undertaken by the newly established Information System of the SET-Plan (SETIS).(author)

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

    Science.gov (United States)

    ,

    2006-01-01

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

  6. 78 FR 69462 - National Nanotechnology Initiative Strategic Plan; National Science and Technology Council...

    Science.gov (United States)

    2013-11-19

    ... OFFICE OF SCIENCE AND TECHNOLOGY POLICY OFFICE National Nanotechnology Initiative Strategic Plan; National Science and Technology Council; National Nanotechnology Coordination Office AGENCY: Executive... Science, Engineering, and Technology Subcommittee requests public comments on the draft 2014 National...

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

    Science.gov (United States)

    VanSciver, James H.

    1994-01-01

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

  8. Safeguards Technology Strategic Planning Pentachart

    International Nuclear Information System (INIS)

    Carroll, C. J.

    2017-01-01

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

  9. INFORMATION SYSTEM STRATEGIC PLANNING WITH ENTERPRISE ARCHITECTURE PLANNING

    Directory of Open Access Journals (Sweden)

    Lola Yorita Astri

    2013-05-01

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

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

    International Nuclear Information System (INIS)

    2002-06-01

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

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

    Directory of Open Access Journals (Sweden)

    V. V. Gromov

    2015-01-01

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

  12. 78 FR 18674 - Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan...

    Science.gov (United States)

    2013-03-27

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

  13. CNES Strategic Plan 2001-2005

    Science.gov (United States)

    Janichewski, S.; Ben Aı̈m, H.

    2004-04-01

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

  14. Strategic planning for marketers.

    Science.gov (United States)

    Wilson, I

    1978-12-01

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

  15. NASA strategic plan

    Science.gov (United States)

    1994-01-01

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

  16. 11. Strategic planning.

    Science.gov (United States)

    2014-05-01

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

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

    International Nuclear Information System (INIS)

    Cooley, J.

    2015-01-01

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

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

    Science.gov (United States)

    Agnew, Robert

    2004-01-01

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

  19. Science and Technology Business Area Strategic Plan

    National Research Council Canada - National Science Library

    Paul, Richard

    2000-01-01

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

  20. ANSTO strategic plan 1988-1993

    International Nuclear Information System (INIS)

    1988-12-01

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

  1. Strategic plan for the development of core technologies for the Korean advanced nuclear power reactor for export

    International Nuclear Information System (INIS)

    Moon, Joo Hyun; Cho, Young Ho

    2010-01-01

    With the soaring oil price and worsening global warming, nuclear power has attracted considerable attention on a global scale and a new large market of nuclear power plants (NPPs) is expected. The Korean government aims to export up to 10 NPPs by 2012, based on the successful export of 2 NPPs to the UAE in 2009. It is also going to develop a follow-up model of the Advanced Power Reactor (APR) 1400, and join the world's NPP market under the banner of Korea's original reactor type. For this, it promulgated the strategic plan, NuTech 2012, a technology development plan intended for the early acquisition of core technologies for the Korean advanced NPP design and domestic production of the main components in NPP. This paper introduces the strategic plan of NuTech 2012. (orig.)

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

    Science.gov (United States)

    Begun, J; Heatwole, K B

    1999-01-01

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

  3. On strategic spatial planning

    Directory of Open Access Journals (Sweden)

    Tošić Branka

    2014-01-01

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

  4. Implementing Educational Technology in Higher Education: A Strategic Approach

    Directory of Open Access Journals (Sweden)

    Cynthia C. Roberts

    2008-01-01

    Full Text Available Although the move toward implementing technology in higher education is driven by an increasing number of competitors as well as student demand, there is still considerable resistance to embracing it. Adoption of technology requires more that merely installing a product. This paper outlines a framework for a strategic change process that can be utilized by educators for the purpose of the selection as well as successful implementation of educational technologies within their setting, in particular, online course management systems. The four steps of this process include strategic analysis, strategy making, strategic plan design, and strategic plan implementation. The choice to embrace a new system and the extent and speed of its implementation depends upon internal factors such as resources, organizational culture, faculty readiness, anticipated degree of resistance, and the degree of variance from the status quo. A case from the author’s experience provides one example of how the use of distance learning technology was strategically implemented.

  5. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    Science.gov (United States)

    Baaki, John; Moseley, James L.

    2011-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Leonardo Varella

    2013-10-01

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

  7. Strategic planning for neuroradiologists.

    Science.gov (United States)

    Berlin, Jonathan W; Lexa, Frank J

    2012-08-01

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

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

    Science.gov (United States)

    Strong, Bart

    2005-01-01

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

  9. NASA Technology Plan 1998

    Science.gov (United States)

    1998-01-01

    This NASA Strategic Plan describes an ambitious, exciting vision for the Agency across all its Strategic Enterprises that addresses a series of fundamental questions of science and research. This vision is so challenging that it literally depends on the success of an aggressive, cutting-edge advanced technology development program. The objective of this plan is to describe the NASA-wide technology program in a manner that provides not only the content of ongoing and planned activities, but also the rationale and justification for these activities in the context of NASA's future needs. The scope of this plan is Agencywide, and it includes technology investments to support all major space and aeronautics program areas, but particular emphasis is placed on longer term strategic technology efforts that will have broad impact across the spectrum of NASA activities and perhaps beyond. Our goal is to broaden the understanding of NASA technology programs and to encourage greater participation from outside the Agency. By relating technology goals to anticipated mission needs, we hope to stimulate additional innovative approaches to technology challenges and promote more cooperative programs with partners outside NASA who share common goals. We also believe that this will increase the transfer of NASA-sponsored technology into nonaerospace applications, resulting in an even greater return on the investment in NASA.

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

    DEFF Research Database (Denmark)

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

    2012-01-01

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

  11. The neoliberalisation of strategic spatial planning

    DEFF Research Database (Denmark)

    Olesen, Kristian

    2014-01-01

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

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

    Science.gov (United States)

    Lexa, Frank J

    2008-02-01

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

  13. Strategic Plan for Light Water Reactor Research and Development

    International Nuclear Information System (INIS)

    2004-01-01

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

  14. A new methodology for strategic planning using technological maps and detection of emerging research fronts applied to radiopharmacy

    International Nuclear Information System (INIS)

    Didio, Robert Joseph

    2011-01-01

    This research aims the development of a new methodology to support the strategic planning, using the process of elaboration of technological maps (TRM - Technological Roadmaps), associated with application of the detection process of emerging fronts of research in databases of scientific publications and patents. The innovation introduced in this research is the customization of the process of TRM to the radiopharmacy and, specifically, its association to the technique of detection of emerging fronts of research, in order to prove results and to establish a new and very useful methodology to the strategic planning of this area of businesses. The business unit DIRF - Diretoria de Radiofarmacia - of IPEN CNEN/SP was used as base of the study and implementation of this methodology presented in this work. (author)

  15. 7 CFR 25.202 - Strategic plan.

    Science.gov (United States)

    2010-01-01

    ... contributed to the planning process; (3) Identify the amount of State, local, and private resources that will... 7 Agriculture 1 2010-01-01 2010-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the...

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

    Science.gov (United States)

    Gelinas, Marc A

    2003-01-01

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

  17. Strategic Planning and Financial Management

    Science.gov (United States)

    Conneely, James F.

    2010-01-01

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

  18. Guam Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Conrad, M. D.

    2013-07-01

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

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

    Science.gov (United States)

    Jaana, Mirou; Teitelbaum, Mari; Roffey, Tyson

    2014-07-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1998-12-31

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

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

    International Nuclear Information System (INIS)

    1998-01-01

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

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

    International Nuclear Information System (INIS)

    2000-04-01

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

  3. Strategic planning of developing automatic optical inspection (AOI) technologies in Taiwan

    International Nuclear Information System (INIS)

    Fan, K C; Hsu, C

    2005-01-01

    In most domestic hi-tech industries in Taiwan, the automatic optical inspection (AOI) equipment is mostly imported. In view of the required specifications, AOI consists of the integration of mechanical-electrical-optical-information technologies. In the past two decades, traditional industries have lost their competitiveness due to the low profit rate. It is possible to promote a new AOI industry in Taiwan through the integration of its strong background in mechatronic technology in positioning stages with the optical image processing techniques. The market requirements are huge not only in domestic need but also in global need. This is the main reason to promote the AOI research for the coming years in Taiwan. Focused industrial applications will be in IC, PCB, LCD, communication, and MEMS parts. This paper will analyze the domestic and global AOI equipment market, summarize the necessary fish bone technology diagrams, survey the actual industrial needs, and propose the strategic plan to be promoted in Taiwan

  4. Strategic planning of developing automatic optical inspection (AOI) technologies in Taiwan

    Science.gov (United States)

    Fan, K. C.; Hsu, C.

    2005-01-01

    In most domestic hi-tech industries in Taiwan, the automatic optical inspection (AOI) equipment is mostly imported. In view of the required specifications, AOI consists of the integration of mechanical-electrical-optical-information technologies. In the past two decades, traditional industries have lost their competitiveness due to the low profit rate. It is possible to promote a new AOI industry in Taiwan through the integration of its strong background in mechatronic technology in positioning stages with the optical image processing techniques. The market requirements are huge not only in domestic need but also in global need. This is the main reason to promote the AOI research for the coming years in Taiwan. Focused industrial applications will be in IC, PCB, LCD, communication, and MEMS parts. This paper will analyze the domestic and global AOI equipment market, summarize the necessary fish bone technology diagrams, survey the actual industrial needs, and propose the strategic plan to be promoted in Taiwan.

  5. Design and application of mathematical model for strategic planning of technology transfer in Iran's packaging industries company (I.P.I.C)

    International Nuclear Information System (INIS)

    Aliahmadi, A.

    2001-01-01

    Selecting right strategies for technology transfer and R and D projects is vital for developing countries. A number of researchers have di sussed the problem and applied different techniques, such as Engineering Economics Analysis, Ranking Methods, Goal Programming, Integer Programming and Analytical Hierarchy Process, to this problem. They haven't discussed the problems of developing countries in their models from a strategic planning point of view. In this paper the model of Moore and Ghand-Foruch is used and developed to improve the strategic planning for technology acquisition in developing countries. The proposed model consists of two phases, in which the first phase deals with calculating the utility of different strategies, policies and programs by considering critical, quantitative and qualitative factors. The second phase optimizes the total utility of strategic planning by using Mixed Integer Linear Programming while considering the constraints on budget, manpower, time etc. At the end, the result of application of the model in an Iranian industry (Iran's Packaging Industries Company) is discussed

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

    Science.gov (United States)

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

  7. AECB strategic plan 1999

    International Nuclear Information System (INIS)

    1999-03-01

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

  8. Using Model to Plan of Strategic Objectives

    OpenAIRE

    Terezie Bartusková; Jitka Baňařová; Zuzana Kusněřová

    2012-01-01

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

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

    Science.gov (United States)

    Litos, D M

    1985-03-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2003-04-24

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

  11. 2016 Federal Cybersecurity Research and Development Strategic Plan

    Data.gov (United States)

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

  12. 12 CFR 228.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

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

  13. 23 CFR 1335.6 - Strategic plan.

    Science.gov (United States)

    2010-04-01

    ... 23 Highways 1 2010-04-01 2010-04-01 false Strategic plan. 1335.6 Section 1335.6 Highways NATIONAL... § 1335.6 Strategic plan. A strategic plan shall— (a) Be a multi-year plan that identifies and prioritizes... performance-based measures by which progress toward those goals will be determined; and (c) Be submitted to...

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

    Science.gov (United States)

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

  15. A Handbook for Strategic Planning

    Science.gov (United States)

    1994-01-01

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

  16. The analysis of strategic planning in transport

    OpenAIRE

    Išoraitė, Margarita

    2006-01-01

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

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

    Science.gov (United States)

    1998-05-01

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

  18. Strategic planning decisions in the high tech industry

    CERN Document Server

    Daim, Tugrul; Beyhan, Berna; Basoglu, Nuri

    2013-01-01

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

  19. Collaborative Strategic Planning: Myth or Reality?

    Science.gov (United States)

    Mbugua, Flora; Rarieya, Jane F. A.

    2014-01-01

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

  20. STRATEGICAL ALIGNMENT OF THE INFORMATION TECHNOLOGY TO SMALL SOFTWARE’S COMPANY BUSINESS

    Directory of Open Access Journals (Sweden)

    Érika Suzuki

    2006-06-01

    Full Text Available Currently with the technological innovations, the high investment of the companies with the modernization, the search for intelligent solutions, the high competitiveness of the market in general, they together are the tools, solutions and products required by companies that want to stand out in the competitive market, however, the fast adoption of these solutions could cause a disordered growth of sectors, purchases and acquisitions of unnecessary resources, on the other hand, with a strategical planning the majority of these problems could be eliminated. Small software’s companies have great difficulty in adopting a methodology that can be applied to its reality. Following this point of view, the present paper proposes a model that offers a pratical strategical planning to companies that focus the Information Technology in a simplified and understandable way, making visible the benefits, problems, solutions and the learning that a strategical planning can offer, considering also aspects such as cost, time and formalization degree was important, because the biggest problems to small software companies are their small budget to implement a strategical planning and their expectation for a short answer time. Key-words: Planning, alignment, information technology.

  1. GAO Strategic Plan 2007-2012

    National Research Council Canada - National Science Library

    2007-01-01

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

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

    Science.gov (United States)

    Leepson, Evan

    2003-01-01

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

  3. Strategic planning processes and hospital financial performance.

    Science.gov (United States)

    Kaissi, Amer A; Begun, James W

    2008-01-01

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

  4. Strategic Planning for Higher Education.

    Science.gov (United States)

    Kotler, Philip; Murphy, Patrick E.

    1981-01-01

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

  5. Strategic planning and managerial control

    OpenAIRE

    Mihaela Ghicajanu

    2004-01-01

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

  6. Strategic planning: today's hot buttons.

    Science.gov (United States)

    Bohlmann, R C

    1998-01-01

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

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

    International Nuclear Information System (INIS)

    2001-01-01

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

  8. 13 CFR 313.6 - Strategic Plans.

    Science.gov (United States)

    2010-01-01

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

  9. Strategic Planning and Online Learning

    Science.gov (United States)

    McLaughlin-Graham, Karen; Berge, Zane L.

    2005-01-01

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

  10. Evidence development and publication planning: strategic process.

    Science.gov (United States)

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

    2009-11-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    None,

    1997-09-01

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

  12. 24 CFR 91.415 - Strategic plan.

    Science.gov (United States)

    2010-04-01

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

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

    Science.gov (United States)

    Chang, Rang-Seng

    1992-05-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    McGinnis and Associates LLC

    2008-08-01

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

  15. Strategic Planning for Computer-Based Educational Technology.

    Science.gov (United States)

    Bozeman, William C.

    1984-01-01

    Offers educational practitioners direction for the development of a master plan for the implementation and application of computer-based educational technology by briefly examining computers in education, discussing organizational change from a theoretical perspective, and presenting an overview of the planning strategy known as the planning and…

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

    Science.gov (United States)

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

    1992-01-01

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

  17. 12 CFR 563e.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

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

  18. NASA Astrophysics Funds Strategic Technology Development

    Science.gov (United States)

    Seery, Bernard D.; Ganel, Opher; Pham, Bruce

    2016-01-01

    The COR and PCOS Program Offices (POs) reside at the NASA Goddard Space Flight Center (GSFC), serving as the NASA Astrophysics Division's implementation arm for matters relating to the two programs. One aspect of the PO's activities is managing the COR and PCOS Strategic Astrophysics Technology (SAT) program, helping mature technologies to enable and enhance future astrophysics missions. For example, the SAT program is expected to fund key technology developments needed to close gaps identified by Science and Technology Definition Teams (STDTs) planned to study several large mission concept studies in preparation for the 2020 Decadal Survey.The POs are guided by the National Research Council's "New Worlds, New Horizons in Astronomy and Astrophysics" Decadal Survey report, NASA's Astrophysics Implementation Plan, and the visionary Astrophysics Roadmap, "Enduring Quests, Daring Visions." Strategic goals include dark energy, gravitational waves, and X-ray observatories. Future missions pursuing these goals include, e.g., US participation in ESA's Euclid, Athena, and L3 missions; Inflation probe; and a large UV/Optical/IR (LUVOIR) telescope.To date, 65 COR and 71 PCOS SAT proposals have been received, of which 15 COR and 22 PCOS projects were funded. Notable successes include maturation of a new far-IR detector, later adopted by the SOFIA HAWC instrument; maturation of the H4RG near-IR detector, adopted by WFIRST; development of an antenna-coupled transition-edge superconducting bolometer, a technology deployed by BICEP2/BICEP3/Keck to measure polarization in the CMB signal; advanced UV reflective coatings implemented on the optics of GOLD and ICON, two heliophysics Explorers; and finally, the REXIS instrument on OSIRIS-REx is incorporating CCDs with directly deposited optical blocking filters developed by another SAT-funded project.We discuss our technology development process, with community input and strategic prioritization informing calls for SAT proposals and

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

    Science.gov (United States)

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

    2010-07-01

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

  20. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    Directory of Open Access Journals (Sweden)

    Nicoleta, BELU

    2014-11-01

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

  1. Strategic planning in healthcare organizations.

    Science.gov (United States)

    Rodríguez Perera, Francisco de Paula; Peiró, Manel

    2012-08-01

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

  2. The Neoliberalisation of Strategic Spatial Planning

    DEFF Research Database (Denmark)

    Olesen, Kristian

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

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

    Directory of Open Access Journals (Sweden)

    Raja Mohd. Ali Raja Haslinda

    2017-01-01

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

  4. Building on a national health information technology strategic plan for long-term and post-acute care: comments by the Long Term Post Acute Care Health Information Technology Collaborative.

    Science.gov (United States)

    Alexander, Gregory L; Alwan, Majd; Batshon, Lynne; Bloom, Shawn M; Brennan, Richard D; Derr, John F; Dougherty, Michelle; Gruhn, Peter; Kirby, Annessa; Manard, Barbara; Raiford, Robin; Serio, Ingrid Johnson

    2011-07-01

    The LTPAC (Long Term Post Acute Care) Health Information Technology (HIT) Collaborative consists of an alliance of long-term services and post-acute care stakeholders. Members of the collaborative are actively promoting HIT innovations in long-term care settings because IT adoption for health care institutions in the United States has become a high priority. One method used to actively promote HIT is providing expert comments on important documents addressing HIT adoption. Recently, the Office of the National Coordinator for HIT released a draft of the Federal Health Information Technology Strategic Plan 2011-2015 for public comment. The following brief is intended to inform about recommendations and comments made by the Collaborative on the strategic plan. Copyright 2011, SLACK Incorporated.

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

    International Nuclear Information System (INIS)

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

    1991-01-01

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

  6. Strategic Planning in Irish Quantity Surveying Pracitces

    OpenAIRE

    Murphy, Roisin

    2011-01-01

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

  7. A Strategic Plan Is Just the Beginning

    Science.gov (United States)

    Wilson, E. B.

    2009-01-01

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

  8. Transformational Assessment: A Simplified Model of Strategic Planning

    Science.gov (United States)

    Bardwell, Rebecca

    2008-01-01

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

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

    Science.gov (United States)

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

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

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

    NARCIS (Netherlands)

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

    2009-01-01

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

  11. Tourism and Strategic Planning

    DEFF Research Database (Denmark)

    Pasgaard, Jens Christian

    2012-01-01

    the potential of ‘the extraordinary’ tourism-dominated space. As highlighted in the introduction, this report does not present any systematic analysis of strategic planning processes; neither does it provide any unequivocal conclusions. Rather, the report presents a collection of so-called ‘detours......The main purpose of this report is to explore and unfold the complexity of the tourism phenomenon in order to qualify the general discussion of tourism-related planning challenges. Throughout the report I aim to demonstrate the strategic potential of tourism in a wider sense and more specifically......’ – a collection of theoretical discussions and case studies with the aim to inspire future strategic planning. Due to the complexity and heterogeneity of the phenomenon I use a non-linear and non-chronological report format with the ambition to create a new type of overview. In this regard the report is intended...

  12. An analytical framework for strategic delta planning

    NARCIS (Netherlands)

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

    2017-01-01

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

  13. Nuclear power - strategic planning for the next generation

    International Nuclear Information System (INIS)

    Turner, K.H.

    1989-01-01

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

  14. Strategic Planning Is an Oxymoron

    Science.gov (United States)

    Bassett, Patrick F.

    2012-01-01

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

  15. Strategic planning for remediation projects

    International Nuclear Information System (INIS)

    Tapp, J.W.

    1995-01-01

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

  16. Consider the Four-Legged Stool as You Plan for Information Technology.

    Science.gov (United States)

    Baltzer, Jan A.

    2000-01-01

    Discusses the need for strategic planning in libraries for the use of information technology that will add value to the library and better serve the users. Explains a model for developing information technology strategic plans that includes vision statements, goals and strategies, and an implementation timeline. (LRW)

  17. Healthcare's Future: Strategic Investment in Technology.

    Science.gov (United States)

    Franklin, Michael A

    2018-01-01

    Recent and rapid advances in the implementation of technology have greatly affected the quality and efficiency of healthcare delivery in the United States. Simultaneously, diverse generational pressures-including the consumerism of millennials and unsustainable growth in the costs of care for baby boomers-have accelerated a revolution in healthcare delivery that was marked in 2010 by the passage of the Affordable Care Act.Against this backdrop, Maryland and the Centers for Medicare & Medicaid Services entered into a partnership in 2014 to modernize the Maryland All-Payer Model. Under this architecture, each Maryland hospital negotiates a global budget revenue agreement with the state's rate-setting agency, limiting the hospital's annual revenue to the budgetary cap established by the state.At Atlantic General Hospital (AGH), leaders had established a disciplined strategic planning process in which the board of trustees, medical staff, and administration annually agree on goals and initiatives to achieve the objectives set forth in its five-year strategic plans. This article describes two initiatives to improve care using technology. In 2006, AGH introduced a service guarantee in the emergency room (ER); the ER 30-Minute Promise assures patients that they will be placed in a bed or receive care within 30 minutes of arrival in the ER. In 2007, several independent hospitals in the state formed Maryland eCare to jointly contract for intensive care unit (ICU) physician coverage via telemedicine. This technology allows clinical staff to continuously monitor ICU patients remotely. The positive results of the ER 30-Minute Promise and Maryland eCare program show that technological advances in an independent, small, rural hospital can make a significant impact on its ability to maintain independence. AGH's strategic investments prepared the organization well for the transition in 2014 to a value-based payment system.

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

    Science.gov (United States)

    Augustyniak, Lisa J.

    2015-01-01

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

  19. STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Cezar VASILESCU

    2013-10-01

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

  20. Strategic Human Resource Planning in Academia

    Science.gov (United States)

    Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

    2009-01-01

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

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

    International Nuclear Information System (INIS)

    1995-06-01

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

  2. Implementing successful strategic plans: a simple formula.

    Science.gov (United States)

    Blondeau, Whitney; Blondeau, Benoit

    2015-01-01

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

  3. Strategic planning in transition

    DEFF Research Database (Denmark)

    Olesen, Kristian; Richardson, Tim

    2012-01-01

    In this paper, we analyse how contested transitions in planning rationalities and spatial logics have shaped the processes and outputs of recent episodes of Danish ‘strategic spatial planning’. The practice of ‘strategic spatial planning’ in Denmark has undergone a concerted reorientation...... style of ‘strategic spatial planning’ with its associated spatial logics is continuously challenged by a persistent regulatory, top-down rationality of ‘strategic spatial planning’, rooted in spatial Keynesianism, which has long characterised the Danish approach. The findings reveal the emergence...... of a particularly Danish approach, retaining strong regulatory aspects. However this approach does not sit easily within the current neoliberal political climate, raising concerns of an emerging crisis of ‘strategic spatial planning’....

  4. Vision 21: The NASA strategic plan

    Science.gov (United States)

    1992-01-01

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

  5. Strategic planning of the National Direction of Nuclear Technology: period 2002-2005 last report; Planificacion estrategica de la Direccion Nacional de Tecnologia Nuclear: periodo 2002-2005 informe final

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2002-06-01

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

  6. Strategic Planning towards a World-Class University

    Science.gov (United States)

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

    2018-02-01

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

  7. NERSC Strategic Implementation Plan 2002-2006

    Energy Technology Data Exchange (ETDEWEB)

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

    2002-09-01

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

  8. 12 CFR 917.5 - Strategic business plan.

    Science.gov (United States)

    2010-01-01

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

  9. Strategic planning for pain practice growth.

    Science.gov (United States)

    Van Horn, L M

    2000-01-01

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

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

    Science.gov (United States)

    Urbanski, Joanne; Baskel, Maureen; Martelli, Mary

    2011-01-01

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

  11. Samish Indian Nation Long-Term Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Christine Woodward; B. Beckley; K. Hagen

    2005-06-30

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

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

    National Research Council Canada - National Science Library

    Reeder, Melanie

    1998-01-01

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

  13. Collaborative Strategic Planning in Higher Education

    Science.gov (United States)

    Sanaghan, Patrick

    2009-01-01

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

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

    Science.gov (United States)

    Pacey, Lucille

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

  15. A case study of strategic planning IFB

    Directory of Open Access Journals (Sweden)

    Pedro Henrique Rodrigues de Camargo Dias

    2018-03-01

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

  16. Strategic plan

    International Nuclear Information System (INIS)

    1993-01-01

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

  17. Strategic planning as used by chief executive officers.

    Science.gov (United States)

    Boissoneau, R; Belton, P; Schwahn, B

    1992-01-01

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

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

    Science.gov (United States)

    Begun, James W; Kaissi, Amer A

    2005-01-01

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

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

    Science.gov (United States)

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

    2011-01-01

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

  20. 75 FR 67149 - Request for Public Comment on the Draft 2010 National Nanotechnology Initiative Strategic Plan

    Science.gov (United States)

    2010-11-01

    ... Nanotechnology Initiative Strategic Plan AGENCY: White House Office of Science and Technology Policy. ACTION... Technology Policy and the Nanoscale Science, Engineering, and Technology [[Page 67150

  1. 75 FR 80850 - Development of Strategic Plan 2011-2015

    Science.gov (United States)

    2010-12-23

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

  2. Langley Research Center Strategic Plan for Education

    Science.gov (United States)

    Proctor, Sandra B.

    1994-01-01

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

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

    International Nuclear Information System (INIS)

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

    2011-01-01

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

  4. 78 FR 56271 - FY 2014-2020 Draft VA Strategic Plan

    Science.gov (United States)

    2013-09-12

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

  5. Building a team through a strategic planning process.

    Science.gov (United States)

    Albert, Debra; Priganc, Dave

    2014-01-01

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

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

    International Nuclear Information System (INIS)

    2001-04-01

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

  7. Commonwealth of the Northern Mariana Islands Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

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

    2013-07-01

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

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

    Science.gov (United States)

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

    2018-06-11

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

  9. Installation Strategic Planning Guidebook

    Science.gov (United States)

    2012-05-01

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

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

    Science.gov (United States)

    Shoemaker, Lorie K; Fischer, Brenda

    2011-03-01

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

  11. A Technology Plan for Enabling Commercial Space Business

    Science.gov (United States)

    Lyles, Garry M.

    1997-01-01

    The National Aeronautics and Space Administration's (NASA) Advanced Space Transportation Program is a customer driven, focused technology program that supports the NASA Strategic Plan and considers future commercial space business projections. The initial cycle of the Advanced Space Transportation Program implementation planning was conducted from December 1995 through February 1996 and represented increased NASA emphasis on broad base technology development with the goal of dramatic reductions in the cost of space transportation. The second planning cycle, conducted in January and February 1997, updated the program implementation plan based on changes in the external environment, increased maturity of advanced concept studies, and current technology assessments. The program has taken a business-like approach to technology development with a balanced portfolio of near, medium, and long-term strategic targets. Strategic targets are influenced by Earth science, space science, and exploration objectives as well as commercial space markets. Commercial space markets include those that would be enhanced by lower cost transportation as well as potential markets resulting in major increases in space business induced by reductions in transportation cost. The program plan addresses earth-to-orbit space launch, earth orbit operations and deep space systems. It also addresses all critical transportation system elements; including structures, thermal protection systems, propulsion, avionics, and operations. As these technologies are matured, integrated technology flight experiments such as the X-33 and X-34 flight demonstrator programs support near-term (one to five years) development or operational decisions. The Advanced Space Transportation Program and the flight demonstrator programs combine business planning, ground-based technology demonstrations and flight demonstrations that will permit industry and NASA to commit to revolutionary new space transportation systems

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

    Science.gov (United States)

    2012-06-13

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

  13. Naval Medical Research and Development Strategic Plan

    Science.gov (United States)

    2008-03-01

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

  14. MnDOT Library strategic plan : final report.

    Science.gov (United States)

    2017-06-01

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

  15. University Community Engagement and the Strategic Planning Process

    Directory of Open Access Journals (Sweden)

    Laura Newton Miller

    2018-03-01

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

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

    Data.gov (United States)

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

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

    Science.gov (United States)

    Wood, Elizabeth J.

    1983-01-01

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

  18. FY 2001 Hanford Waste Management Strategic Plan

    International Nuclear Information System (INIS)

    COLLINS, M.S.

    2001-01-01

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

  19. Developing Strategic Planning for the Retail Market.

    Science.gov (United States)

    Greenawalt, Richard A.

    1983-01-01

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

  20. Macrofoundation for Strategic Technology Management

    DEFF Research Database (Denmark)

    Pedersen, Jørgen Lindgaard

    1995-01-01

    Neoclassical mainstream economics has no perspective on strategic technology management issues. Market failure economics (externalities etc.)can be of some use to analyze problems of relevance in strategic management problems with technology as a part. Environment, inequality and democratic...... deficits are important problems today...

  1. Tough Times: Strategic Planning as a War Canoe

    Science.gov (United States)

    Seymour, Daniel

    2011-01-01

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

  2. 75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan

    Science.gov (United States)

    2010-03-01

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

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

    OpenAIRE

    Vorobyev Alexey Vyacheslavovich

    2012-01-01

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

  4. Integrating financial and strategic planning.

    Science.gov (United States)

    Pivnicny, V C

    1989-09-01

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

  5. ENTERPRISE RESOURCE STRATEGIC PLANNING: TARGET CHOICE TECHNIQUES

    Directory of Open Access Journals (Sweden)

    A. S. Lankin

    2011-01-01

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

  6. Strategic planning in an academic radiation medicine program.

    Science.gov (United States)

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

    2017-12-01

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

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

    Science.gov (United States)

    Baker, Michael E.

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

  8. Strategic Planning and Management in Defense Systems Acquisition

    Science.gov (United States)

    2014-04-30

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

  9. Applying Mixed Methods Techniques in Strategic Planning

    Science.gov (United States)

    Voorhees, Richard A.

    2008-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Vorobyev Alexey Vyacheslavovich

    2012-09-01

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

  11. STRATEGIC ENVIRONMENT ASSESSMENT ON LAND-USE PLANNING-A Case Study of Changchun Economic and Technological Zone

    Institute of Scientific and Technical Information of China (English)

    2002-01-01

    The study centers on the necessity, the workflow and the synthetically integrated methods (Principal Component Analysis(PCA), AndyticalHierarchyProcess(AHP) andFuzzy ComprerhensiveEvaluation(FCE)) of strategic environment assessment (SEA) on land-use planning. The whole article includes three main parts: firstly, some attributedatabase, graphic-base and the spatial transform matrix, which reflect the change of regional land-use pattern, can be obtained by GIS technique; secondly, adopting fitting method of trend-surface analysis will convert environment monitoringdata from scattered spots to regular control spots, based on which we can perform regional environment impact assessment; finally, Changchun Economic and Technological Developmen Zone is chosen as a case study on land-use planning.Through those efforts the results may be obtained as follows: 1 ) according to transform matrix, the possibility of transformation from one land-use to another can be obtained after the planning is carried out; 2) environment quality would changeas a result of the change of land-nsc pattern; 3) the SEA on land-use plan is an effective tool to make land-use patternmore reasonable.

  12. Command, Control, Communication, Computers and Information Technology (C4&IT). Strategic Plan, FY2008 - 2012

    National Research Council Canada - National Science Library

    2008-01-01

    ...&IT)/CG-6, Chief Information Officer (CIO), for the Coast Guard publishes this C4&IT Strategic Plan. The purpose of this plan is to provide a unifying strategy to better integrate and synchronize Coast Guard C4...

  13. Strategic Planning: Shaping Future Success

    Science.gov (United States)

    2016-09-01

    fielding, the PM may also be planning for future increments , sustainment and other long-term ef- forts. Strategic planning can help the PM position these...introduced the Planning, Programming, and Budgeting System (PPBS) to the DoD. Prior to that, the DoD’s budget - ing focused on areas such as overhead

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

    Directory of Open Access Journals (Sweden)

    Gheorghe PISTOL

    2010-06-01

    Full Text Available The paper aims to highlight the strategic planning role and place in bank marketing, define the concepts of strategic planning and marketing planning and the tactical planning, marketing plan and marketing program. In this context, the author emphasize the strategic marketing planning process and its implementation stages (defining the specific mission, environmental analysis, formulation of objectives, strategies, action plans and programs, implementation, testing, overhaul and performance evaluation. Also, are reviewed organizational and decision levels specific for the strategic planning, higher organizational level, strategic unit level and operational level and the criteria considered in formulating objectives: acceptability, flexibility, motivating character, clarity, feasibility and compatibility.

  15. Strategic thinking as a tool for technological innovation in smes

    Directory of Open Access Journals (Sweden)

    Darcy Luz Mendoza

    2016-11-01

    Full Text Available The present study aims to design strategies that allow smes to watch from one strategic thinking technological innovation, in order to meet the financial core objective to grow and be competitive in the market. The article illustrates how smes can get enterprise development from a planned technological innovation from its institutional philosophy, it imposes a challenge for these companies, the establishment of an action plan and building articulated development scenarios involve and benefit all stakeholders generating competitive advantages. The study was conducted using a survey of 95 businesses in La Guajira department, having as strategy exposed by Daft (2005 who finds that competitive strategy is about being different, select a number of different activities that other been selected to offer a unique mix of value. The research results suggest that smes do not have a department that demonstrates technological structure that have made a process for the development and successful commercialization of new or improved products, either that these companies think the strategies from its institutional philosophy, putting into practice the strategic thinking.

  16. Hydro-Quebec strategic plan 2006-2010

    International Nuclear Information System (INIS)

    2006-01-01

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

  17. The SRS analytical laboratories strategic plan

    International Nuclear Information System (INIS)

    Hiland, D.E.

    1993-01-01

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

  18. Strategic planning among the oil and gas major

    International Nuclear Information System (INIS)

    Grant, R.M.

    1998-01-01

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

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

    International Nuclear Information System (INIS)

    Collins, J. W.

    2002-01-01

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

  20. Strategic planning in an academic radiation medicine program

    Science.gov (United States)

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

    2017-01-01

    Background In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Methods Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. Results The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. Conclusions The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations. PMID:29270061

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

    Science.gov (United States)

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

    2013-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Cambridge Concord Associates

    2011-02-15

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

  3. Strategic Planning in U.S. Municipalities

    Directory of Open Access Journals (Sweden)

    James VAN RAVENSWAY

    2015-12-01

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

  4. Strategic plan for the development of IAEA safeguards equipment

    International Nuclear Information System (INIS)

    Khlebnikov, N.

    2001-01-01

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

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

    Science.gov (United States)

    Finger, Glenn; Smart, Vicky

    2013-01-01

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

  6. Developing strategic plans for effective utilization of research reactors

    International Nuclear Information System (INIS)

    Ridikas, Danas

    2015-01-01

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

  7. Developing strategic plans for effective utilization of research reactors

    Energy Technology Data Exchange (ETDEWEB)

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

    2015-12-15

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

  8. Strategic planning and the budgeting process

    International Nuclear Information System (INIS)

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

    1993-01-01

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

  9. Coal Power Systems strategic multi-year program plans

    Energy Technology Data Exchange (ETDEWEB)

    None

    2001-02-01

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

  10. Relationship between innovativeness and strategic planning: Empirical research

    Directory of Open Access Journals (Sweden)

    Mamula Tatjana

    2015-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Evgeniy Moiseevich Bukhvald

    2016-12-01

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

  12. Technology Alignment and Portfolio Prioritization (TAPP): Advanced Methods in Strategic Analysis, Technology Forecasting and Long Term Planning for Human Exploration and Operations, Advanced Exploration Systems and Advanced Concepts

    Science.gov (United States)

    Funaro, Gregory V.; Alexander, Reginald A.

    2015-01-01

    The Advanced Concepts Office (ACO) at NASA, Marshall Space Flight Center is expanding its current technology assessment methodologies. ACO is developing a framework called TAPP that uses a variety of methods, such as association mining and rule learning from data mining, structure development using a Technological Innovation System (TIS), and social network modeling to measure structural relationships. The role of ACO is to 1) produce a broad spectrum of ideas and alternatives for a variety of NASA's missions, 2) determine mission architecture feasibility and appropriateness to NASA's strategic plans, and 3) define a project in enough detail to establish an initial baseline capable of meeting mission objectives ACO's role supports the decision­-making process associated with the maturation of concepts for traveling through, living in, and understanding space. ACO performs concept studies and technology assessments to determine the degree of alignment between mission objectives and new technologies. The first step in technology assessment is to identify the current technology maturity in terms of a technology readiness level (TRL). The second step is to determine the difficulty associated with advancing a technology from one state to the next state. NASA has used TRLs since 1970 and ACO formalized them in 1995. The DoD, ESA, Oil & Gas, and DoE have adopted TRLs as a means to assess technology maturity. However, "with the emergence of more complex systems and system of systems, it has been increasingly recognized that TRL assessments have limitations, especially when considering [the] integration of complex systems." When performing the second step in a technology assessment, NASA requires that an Advancement Degree of Difficulty (AD2) method be utilized. NASA has used and developed or used a variety of methods to perform this step: Expert Opinion or Delphi Approach, Value Engineering or Value Stream, Analytical Hierarchy Process (AHP), Technique for the Order of

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

    Directory of Open Access Journals (Sweden)

    Md. Ashiq Ur Rahman

    2016-06-01

    Full Text Available Planning is a crucial element for any development initiative. Planning entails choice making in pursuit of stated goals e.g. improving living conditions for individuals and societies. Planning initiatives are employed within social systems that are governed by institution, and planning intervenes with and may reconfigure these institutions resulting in social change. This paper discusses how urban sustainability can be achieved through strategic action in urban development by analysing the planning process of Khulna city, Bangladesh. This paper reviews different scholarly articles to draw a conceptual framework for identifying the interface of strategic planning, components of strategic action planning and urban sustainability. Based on this conceptual framework this paper identifies the scope of achieving urban sustainability through analysing the current planning practice of Khulna city, Bangladesh. This paper identifies that though the Khulna city plan adopted the approach of strategic planning but it failed to comply with its theoretical notion to achieve the issues related to urban sustainability. Analysis reveals that in terms of social attribute that recognizes the interest of different group of people the exiting planning packages is not sustainable. Similar phenomenon have been observed in terms of recognition of gender and marginalized people in planning, equitable provision of income and employment generation, peoples’ participation in planning and polices for ensuring equitable access to infrastructure services. Therefore the existing planning package of Khulna city failed to achieve the issues of urban sustainability through its adapted strategic planning approach.

  14. Integrating Risk Management and Strategic Planning

    Science.gov (United States)

    Achampong, Francis K.

    2010-01-01

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

  15. 76 FR 13197 - National Institute of Environmental Health Sciences Strategic Planning

    Science.gov (United States)

    2011-03-10

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

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

    International Nuclear Information System (INIS)

    None

    2001-01-01

    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)

  17. The strategic planning of health management information systems.

    Science.gov (United States)

    Smith, J

    1995-01-01

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

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

    Directory of Open Access Journals (Sweden)

    O. Y. Shinkarenko

    2015-06-01

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

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

    Science.gov (United States)

    Bresciani, Marilee J.

    2010-01-01

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

  20. Strategic planning for organizational effectiveness during dynamic change.

    Science.gov (United States)

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

    2013-01-01

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

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

    Science.gov (United States)

    Barreto, Cristiane Gomes; Drummond, José Augusto L

    2017-09-15

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

  2. New technology planning and approval: critical factors for success.

    Science.gov (United States)

    Haselkorn, Ateret; Rosenstein, Alan H; Rao, Anil K; Van Zuiden, Michele; Coye, Molly J

    2007-01-01

    The steady evolution of technology, with the associated increased costs, is a major factor affecting health care delivery. In the face of limited capital resources, it is important for hospitals to integrate technology management with the strategic plan, mission, and resource availability of the organization. Experiences in technology management have shown that having a well-organized, consistent approach to technology planning, assessment, committee membership, approval, evaluation, implementation, and monitoring are key factors necessary to ensure a successful program. We examined the results of a survey that assessed the structure, processes, and cultural support behind hospital committees for new technology planning and approval.

  3. A Strategic Planning Process Model for Distance Education

    Science.gov (United States)

    Pisel, Kenneth P.

    2008-01-01

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

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

    Science.gov (United States)

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

    2005-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2007-09-01

    Full Text Available Strategic management is a technique which has as structuring basis the Strategic Administration and the Strategic Planning, adding to its improvement the administrative perspective of organization changes. However, the organization change models developed in the last years have been elaborated aiming the managing of general organization changes, and do not have a specific approach to the managing and improvement of Strategic Planning and the Changes caused by them, it means they are not models which focus directly on the Strategic Management. This work had as objectives to develop a Model of Strategic Administration and a Model of Organizational Change, which associated turn efficient and effective the Organizations’ Administration. In order to develop this work were used concepts and approaches preconized by qualitative research. As results, the two Models are presented, as well as their validation in an organization with lucrative objectives.

  6. U.S. Department of Transportation strategic plan

    Science.gov (United States)

    2010-01-01

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

  7. 76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan

    Science.gov (United States)

    2011-03-11

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

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

    Directory of Open Access Journals (Sweden)

    Fera Tri Wulandari

    2016-01-01

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

  9. ICT Strategic Planning for Mazandaran Province

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Shojaie

    2012-02-01

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

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

    Institute of Scientific and Technical Information of China (English)

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

    2012-01-01

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

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

    Institute of Scientific and Technical Information of China (English)

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

    2012-01-01

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

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

    Science.gov (United States)

    Lega, Federico; Longo, Francesco; Rotolo, Andrea

    2013-01-04

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

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

    Science.gov (United States)

    2013-01-01

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

  14. Strategic Audit and Marketing Plan

    Science.gov (United States)

    Wright, Lianna S.

    2013-01-01

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

  15. ACNW - 1998 strategic plan

    International Nuclear Information System (INIS)

    1998-01-01

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

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

    Science.gov (United States)

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

    2013-01-01

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

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

    Science.gov (United States)

    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.

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

    OpenAIRE

    Johnsen, Åge

    2014-01-01

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

  19. Download Strategic Plan: Investing in Solutions

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

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

  20. 77 FR 15142 - Updated Nuclear Regulatory Commission Fiscal Years 2008-2013 Strategic Plan

    Science.gov (United States)

    2012-03-14

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

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

    Directory of Open Access Journals (Sweden)

    Bogomolova Irina Viktorovna

    2014-12-01

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

  2. An Empirical Investigation of Strategic Planning in QS Practices

    OpenAIRE

    Murphy, Roisin

    2012-01-01

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

  3. QUALITY FUNCTION DEPLOYMENT AS A STRATEGIC PLANNING TOOL

    OpenAIRE

    DEVRİM İÇTENBAŞ, Burcu; ERYILMAZ, Hande

    2011-01-01

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

  4. Futuring, Strategic Planning and Shared Awareness: An Ohio University Libraries' Case Study

    Science.gov (United States)

    Staley, David J.; Seaman, Scott; Theodore-Shusta, Eileen

    2012-01-01

    A critical component of strategic planning is creating a shared-awareness among library staff of the potential societal, political, economic and technological changes that will influence how future users will create and consume scholarly materials, what will be expected of library services, and how facilities will be used. The ACRL Futuring…

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

    Science.gov (United States)

    Herman, Jerry J.

    1989-01-01

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

  6. Strategic Team AI Path Plans: Probabilistic Pathfinding

    Directory of Open Access Journals (Sweden)

    Tng C. H. John

    2008-01-01

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

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

    Science.gov (United States)

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

    2014-09-28

    Strategic planning has been presented as an important management practice. However, evidence of its deployment in healthcare systems in low-income and middle-income countries (LMICs) is limited. This study investigated the strategic management process in Iranian hospitals. The present study was accomplished in 24 teaching hospitals in Tehran, Iran from September 2012 to March 2013. The data collection instrument was a questionnaire including 130 items. This questionnaire measured the situation of formulation, implementation, and evaluation of strategic plan as well as the requirements, facilitators, and its benefits in the studied hospitals. All the investigated hospitals had a strategic plan. The obtained percentages for the items "the rate of the compliance to requirements" and "the quantity of planning facilitators" (68.75%), attention to the stakeholder participation in the planning (55.74%), attention to the planning components (62.22%), the status of evaluating strategic plan (59.94%) and the benefits of strategic planning for hospitals (65.15%) were in the medium limit. However, the status of implementation of the strategic plan (53.71%) was found to be weak. Significant statistical correlations were observed between the incentive for developing strategic plan and status of evaluating phase (P=0.04), and between status of implementation phase and having a documented strategic plan (P=0.03). According to the results, it seems that absence of appropriate internal incentive for formulating and implementing strategies led more hospitals to start formulation strategic planning in accordance with the legal requirements of Ministry of Health. Consequently, even though all the investigated hospital had the documented strategic plan, the plan has not been implemented efficiently and valid evaluation of results is yet to be achieved.

  8. Strategic Planning for Emergencies: Lessons Learned from Katrina

    International Nuclear Information System (INIS)

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

    2007-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2016-07-01

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

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

    International Nuclear Information System (INIS)

    1996-09-01

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

  11. The importance of socially responsible strategic planning

    Science.gov (United States)

    Štrukelj, Tjaša

    2017-10-01

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

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

    Science.gov (United States)

    2011-07-01

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

  13. Chapter 5. The strategic plans of the Company

    International Nuclear Information System (INIS)

    1998-01-01

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

  14. Chapter 5. The strategic plans of the Company

    International Nuclear Information System (INIS)

    1997-01-01

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

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

    Science.gov (United States)

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

    1987-01-01

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

  16. Personal strategic planning

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2011-01-01

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

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

    International Nuclear Information System (INIS)

    LeClerc, S.

    1997-01-01

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

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

    Science.gov (United States)

    Marandi, James H. R.

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

  19. Institutional Research's Role in Strategic Planning

    Science.gov (United States)

    Voorhees, Richard A.

    2008-01-01

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

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

    Science.gov (United States)

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

    2015-01-01

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

  1. 42 CFR 457.710 - State plan requirements: Strategic objectives and performance goals.

    Science.gov (United States)

    2010-10-01

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

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

    Science.gov (United States)

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

    2010-01-01

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

  3. Strategic Planning for Research Reactors

    International Nuclear Information System (INIS)

    2017-01-01

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

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

    CERN Document Server

    Leleur, Steen

    2012-01-01

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

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

    Science.gov (United States)

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

    2017-01-01

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

  6. Strategic plan creates a blueprint for budgeting.

    Science.gov (United States)

    Cook, D

    1990-05-01

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

  7. FY16-20 Strategic Plan.

    Energy Technology Data Exchange (ETDEWEB)

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

    2015-07-01

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

  8. The Driving Forces for the Practice of Strategic Planning in SMEs: Evidence from Harare Metropolitan Province, Zimbabwe

    Directory of Open Access Journals (Sweden)

    Maxwell Sandada

    2016-08-01

    Full Text Available Despite Zimbabwe sharing with the rest of the world, the notion that SMEs are the impeccable engines to economic revival, growth and development, many of the nation`s SMEs are plagued with high failure rates. Previous studies carried out in most foreign countries suggested that the high failure rate of SMEs was attributable to lack of strategic planning among a host of other factors. Against this backdrop, the purpose of this study was to examine the driving forces for the practice of strategic planning in SMEs. A quantitative cross sectional study was conducted among active SMEs who are registered with the Ministry of Small and Medium Enterprises and Cooperative Development in Zimbabwe. The study revealed that globalisation, business ownership motivations, environmental dynamism and innovation & technological advancement have a positive and statistically significant influence on the adoption or practice of strategic planning among SMEs. The study has important implications for the practice and implementation of strategic planning among SMEs especially in the context of a developing country such as Zimbabwe.

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

    Directory of Open Access Journals (Sweden)

    Matei ȘTEFAN

    2013-10-01

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

  10. The Need for Strategic Planning for Nuclear Power Plant I and C Upgrades

    International Nuclear Information System (INIS)

    Hill, J. Douglas; Moore, Paul

    2002-01-01

    Nuclear power plants rely on Instrumentation and Control (I and C) systems for control, monitoring and protection of the plant. The original, analog designs used in most nuclear plants have become or soon will be obsolete, forcing plants to turn to digital technology. Many factors affect the design of replacement equipment, including long-term and short-term economics, regulatory issues, and the way the plant operates on a day-to-day basis. The first step to all modernization projects should involve strategic planning, to ensure that the overall long and short-term goals of the plant are met. Strategic planning starts with a thorough evaluation of the existing plant control systems, the available options, and the benefits and consequences of these options. (authors)

  11. FY16 Strategic Themes.

    Energy Technology Data Exchange (ETDEWEB)

    Leland, Robert W. [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States)

    2017-03-01

    I am pleased to present this summary of the Division 1000 Science and Technology Strategic Plan. This plan was created with considerable participation from all levels of management in Division 1000, and is intended to chart our course as we strive to contribute our very best in service of the greater Laboratory strategy. The plan is characterized by four strategic themes: Mission Engagement, Bold Outcomes, Collaborative Environment, and the Safety Imperative. Each theme is accompanied by a brief vision statement, several goals, and planned actions to support those goals throughout FY16. I want to be clear that this is not a strategy to be pursued in tension with the Laboratory strategic plan. Rather, it is intended to describe “how” we intend to show up for the “what” described in Sandia’s Strategic Plan. I welcome your feedback and look forward to our dialogue about these strategic themes. Please join me as we move forward to implement the plan in the coming year.

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

    Directory of Open Access Journals (Sweden)

    Alina Elena OPRESCU

    2014-03-01

    Full Text Available Any approach that involves the use of strategic resources of an organisation requires a responsible approach, a behaviour that enables it to properly integrate itself into the dynamic of the business environment. This articles addresses in a synthetic manner, the issues of specific integration efforts for customers’ segmentation in the strategic marketing planning. The essential activity for any organisation wishing to optimise its response to the market, the customer segmentation will fully benefit from the framework provided by the strategic marketing planning. Being a sequential process, it not only allows time optimisation of the entire marketing activity but it also leads to accuracy of the strategic planning and its stages.

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

    Science.gov (United States)

    Newhouse, John J

    2010-11-01

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

  14. Strategic analysis of companies offering technology services to farmers for mobile applications media

    Directory of Open Access Journals (Sweden)

    Rodrigo da Silva Riquena

    2016-03-01

    Full Text Available The use of smart-phones and tablets is increasing the farming community before these fact companies that offer products and services to this sector are mobilizing to be active in this new reality. However, companies that operate in the rural market, not only have the aim of helping farmers in providing services through mobile technology applications, it was necessary to identify the strategic performance of these companies as a market opportunity in selling their products in the agricultural sector. Therefore, this article aimed to identify the strategic planning of technology companies to provide services through applications to farmers. The methodological approach used is a qualitative approach with the exploratory and descriptive aim of the use of content analysis of the websites of those companies studied. This study concluded that companies by offering technology services to farmers, use these services strategically to your advantage without the knowledge of the real needs of farmers.

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

    Science.gov (United States)

    Harrison, Donald L

    2007-01-01

    To assess the impact of formal education program participation on the attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning. Cross-sectional study. United States; June 4-July 30, 2004. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Strategic planning formal education program participation. Comprehensiveness of strategic planning. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Only 124 (23.5%) respondents indicated that they participated in a formal strategic planning education program. However, of the 141 (26.85%) respondents who indicated that they had conducted strategic planning for their community pharmacy, 111 (89.5%) had participated in a formal strategic planning education program. A significant association was detected between formal education program participation and the conducting of strategic planning (Pstrategic planning based on program participation (Pstrategic planning rating than those respondents who did not participate in an educational program (Pstrategic planning education program participation and the conducting of strategic planning by owner/managers of independent community pharmacies, and those participating in such programs have significantly different attitudes and perceptions toward the conducting of strategic planning and have a significantly higher comprehensiveness of strategic planning rating.

  16. Strategic alliances in engineering, technology and development

    International Nuclear Information System (INIS)

    Jazrawi, W.

    1991-01-01

    The role of strategic alliances in the development of heavy oil resources, both mineable and in-situ, is discussed. A strategic alliance is defined as a custom designed, long term collaborative working arrangement between two parties to pool, exchange, and integrate their resources to maximize mutual gain. A combination of one or more of the following success factors is seen as contributing to the unlocking of static heavy oil resources: sufficiently high and sustained crude oil prices; strategic intent to pursue heavy oil development regardless of short-term setbacks or economic downturns; technology breakthroughs that can reduce bitumen supply and upgrading costs; and strategic alliances. An idealized model for strategic alliances designed to help develop heavy oil resources is illustrated. The advantages and pitfalls involved in strategic alliances are listed along with the characteristics of viable contract agreements for such alliances. Some examples of strategic alliances in engineering and technology development are presented from Alberta experience. 2 figs., 1 tab

  17. Formulating New Directions with Strategic Marketing Planning.

    Science.gov (United States)

    Crompton, John L.

    1983-01-01

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

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

    Science.gov (United States)

    2013-03-01

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

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

    NARCIS (Netherlands)

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

    2011-01-01

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

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

    NARCIS (Netherlands)

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

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

  1. Strategic Planning and NRC Decadal Survey Experience

    Science.gov (United States)

    Lautenbacher, C. C., Jr.

    2015-12-01

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

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

    Directory of Open Access Journals (Sweden)

    R. A. Kadyrov

    2014-01-01

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

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

    Science.gov (United States)

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

    1993-01-01

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

  4. Entrepreneurial Spirit in Strategic Planning.

    Science.gov (United States)

    Riggs, Donald E.

    1987-01-01

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

  5. Strategic Planning and Values in Secondary School

    Directory of Open Access Journals (Sweden)

    Damjana Gruden

    2012-06-01

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

  6. User-Focused Strategic Services for Technological University Libraries.

    Science.gov (United States)

    Townley, Charles T.

    This paper describes the New Mexico State University (NMSU) Library's strategic plan to develop its services amid an atmosphere of change. A summary of the following components of the strategic plan is given: vision; mission; values; and goals. The revised organizational functions are then illustrated, as well as the role of the selector-liaison…

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

    African Journals Online (AJOL)

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

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

    Science.gov (United States)

    Marshall, Timothy J.

    2010-01-01

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

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

    Directory of Open Access Journals (Sweden)

    André Luís Specht

    2017-06-01

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

  10. The International Space Life Sciences Strategic Planning Working Group

    Science.gov (United States)

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

    1993-01-01

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

  11. Corporate strategic plan for safeguards and security

    International Nuclear Information System (INIS)

    1997-06-01

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

  12. ASFMRA Chapter Strategic Planning: Iowa Chapter Case Study

    OpenAIRE

    Trede, Larry

    2006-01-01

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

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

    Science.gov (United States)

    Ellis, Shannon E.

    2010-01-01

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

  14. A Framework for the Strategic Management of Science & Technology Parks

    Directory of Open Access Journals (Sweden)

    Juliane Ribeiro

    2016-12-01

    Full Text Available Science and technology parks (STPs have been playing an increasingly influential role in the stimulation and growth of the knowledge economy. However, the spread of STPs faces relevant challenges, such as the development of robust performance management systems, able to demonstrate results and indicate improvement opportunities. Thereby, this paper proposes a theoretical model of performance management, which combines premises of the Service-Dominant Logic (S-D Logic, the Balanced Scorecard (BSC and the General Hierarchical Model (GHM. Based on a multiple-case exploratory and qualitative study, relevant information about the strategic planning and management of these projects were extracted and paved the way for the construction of a performance hierarchical model composed of five perspectives, according to the BSC. Considering the outcomes, it is expected that the proposed model provide useful insights for the consolidation of a framework for the strategic management of science and technology parks.

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

    Directory of Open Access Journals (Sweden)

    Călin Emilian HINȚEA

    2015-12-01

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

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

    Science.gov (United States)

    Zhang, Anfu

    2014-01-01

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

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

    Science.gov (United States)

    Masilamony, Davadhasan

    2010-01-01

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

  18. Strategic R and D Planning for an Energy Future in an Interdependent World

    Energy Technology Data Exchange (ETDEWEB)

    Schainker, R.B.; Gellings, C.; Rosinski, S.

    2007-07-01

    This paper presents a summary of key results of a comprehensive analysis of technology R and D needs for the U.S. electric utility industry. It focuses on the impacts of the world-wide interdependencies for the price of gas/oil fuel and the costs for environmental emissions as drivers to define four 'what-if' scenarios that act as a basis to define key R and D topics U.S. electric utilities need to address. This paper is based on past work the U.S. Electric Power Research Institute performed on a technology roadmap, which is a high-level document that provides guidance on strategic technology planning over the next 40-50 years for the electricity industry. However, critical uncertainties over this timeframe - such as fuel prices, the economy, the environment, technology advances, and regulatory policies - complicate effective identification and development of R and D priorities. To address these uncertainties and to develop a nearer-term technology-oriented action plan, EPRI undertook an Electric Power Industry Technology Scenarios project that uses scenario planning to explicitly incorporate uncertainty and focuses on a 20-year planning horizon. (auth)

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

    Directory of Open Access Journals (Sweden)

    Richard Fedorak

    2003-01-01

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

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

    OpenAIRE

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

    2016-01-01

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

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

    Science.gov (United States)

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

    2009-01-01

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

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

    Science.gov (United States)

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

    2015-01-01

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

  3. The strategic economic plan and the role of independent power in economic development

    International Nuclear Information System (INIS)

    House, D.

    1993-01-01

    Independent power production (IPP) in Newfoundland was examined within the context of the province's Strategic Economic Plan. Provisions of the Plan were summarized, with special reference to the promotion of alternative energy technologies and government efforts to amend regulations to facilitate development of alternative energy sources by independent producers. IPP was considered to be an ideal tool for regional economic development and diversification, assuming that environmental concerns were carefully considered and addressed. Some of the benefits ascribed to IPP included strengthening the private sector, creating new small business opportunities, improving competitiveness, promoting regional development, contributing to import substitution and enhance the province's technology and knowledge base

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

    Science.gov (United States)

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

    2008-12-01

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

  5. FY17 Strategic Themes.

    Energy Technology Data Exchange (ETDEWEB)

    Leland, Robert W. [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States)

    2017-03-01

    I am pleased to present this summary of the FY17 Division 1000 Science and Technology Strategic Plan. As this plan represents a continuation of the work we started last year, the four strategic themes (Mission Engagement, Bold Outcomes, Collaborative Environment, and Safety Imperative) remain the same, along with many of the goals. You will see most of the changes in the actions listed for each goal: We completed some actions, modified others, and added a few new ones. As I’ve stated previously, this is not a strategy to be pursued in tension with the Laboratory strategic plan. The Division 1000 strategic plan is intended to chart our course as we strive to contribute our very best in service of the greater Laboratory strategy. I welcome your feedback and look forward to our dialogue about these strategic themes. Please join me as we move forward to implement the plan in the coming months.

  6. Jicarilla Apache Utility Authority Renewable Energy and Energy Efficiency Strategic Planning

    Energy Technology Data Exchange (ETDEWEB)

    Rabago, K.R.

    2008-06-28

    The purpose of this Strategic Plan Report is to provide an introduction and in-depth analysis of the issues and opportunities, resources, and technologies of energy efficiency and renewable energy that have potential beneficial application for the people of the Jicarilla Apache Nation and surrounding communities. The Report seeks to draw on the best available information that existed at the time of writing, and where necessary, draws on new research to assess this potential. This study provides a strategic assessment of opportunities for maximizing the potential for electrical energy efficiency and renewable energy development by the Jicarilla Apache Nation. The report analyzes electricity use on the Jicarilla Apache Reservation in buildings. The report also assesses particular resources and technologies in detail, including energy efficiency, solar, wind, geothermal, biomass, and small hydropower. The closing sections set out the elements of a multi-year, multi-phase strategy for development of resources to the maximum benefit of the Nation.

  7. Encouraging environmentally strategic technologies

    International Nuclear Information System (INIS)

    Heaton, G.R.

    1994-01-01

    Having moved beyond its initial absorption with controlling new technology, environmental policy today must focus more strongly on promoting the development and adoption of new technologies. World Resource Institute's (WRI) ongoing study of 'environmentally strategic technology' is addressed to this fundamental policy issue. The study proposes criteria for identifying such technology, offers a specific list, suggests the kinds of public policy changes necessary to encourage their development and finally presents a comparison of critical technology lists (from the White House, the European Community, Japan and the US Department of Defense). (TEC)

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

    NARCIS (Netherlands)

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

    2001-01-01

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

  9. 76 FR 61402 - Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan

    Science.gov (United States)

    2011-10-04

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

  10. Crafting successful strategic technology alliances

    NARCIS (Netherlands)

    Duysters, G.M.; Kok, G.; Vaandrager, M.

    1999-01-01

    Despite the trend towards an increasing use of strategic technology alliances, mortality rates of cooperative agreements have always been extremely high. In this paper we argue that rapid economic and technological developments have overthrown traditional thinking about alliances and that firms

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

    Science.gov (United States)

    2012-09-05

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

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

    Science.gov (United States)

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

    2015-01-01

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

  13. ORGANIZATIONAL AND METHODIC SUPPORT TO COMMERCIAL BANK STRATEGIC PLANNING

    Directory of Open Access Journals (Sweden)

    N. G. Korostyliov

    2011-01-01

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

  14. Using VE to Strategically Plan Our Future

    Energy Technology Data Exchange (ETDEWEB)

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

    2009-06-01

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

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

    African Journals Online (AJOL)

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

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

    African Journals Online (AJOL)

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

  17. Kentucky's highway incident management strategic plan.

    Science.gov (United States)

    2005-06-01

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

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

    Science.gov (United States)

    D.L. Peterson; M.C. Johnson

    2007-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Duane Hanson; Brent Dixon; Gretchen Matthern

    2003-07-01

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

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

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

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

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

    Science.gov (United States)

    Jayasuriya, R; Sim, A B

    1998-01-01

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

  2. From Server to Desktop: Capital and Institutional Planning for Client/Server Technology.

    Science.gov (United States)

    Mullig, Richard M.; Frey, Keith W.

    1994-01-01

    Beginning with a request for an enhanced system for decision/strategic planning support, the University of Chicago's biological sciences division has developed a range of administrative client/server tools, instituted a capital replacement plan for desktop technology, and created a planning and staffing approach enabling rapid introduction of new…

  3. Strategic School Planning in Jordan

    Science.gov (United States)

    Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi

    2012-01-01

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

  4. Strategic backdrop analysis for fossil fuel planning. Task 1. Default Case. Report 468-117-07/01

    Energy Technology Data Exchange (ETDEWEB)

    1980-06-01

    This report presents data describing a default case analysis performed using the strategic backdrop analytical framework developed to facilitate fossil fuel planning within the DOE. Target years are 1985 and 2025. Residential, commercial, and industrial energy demands are forecast as well as the impacts of energy technology implementation and market penetration using a set of energy technology assumptions. (DMC)

  5. Strategic backdrop analysis for fossil fuel planning. Task 1. Default Case. Report 468-117-07/02

    Energy Technology Data Exchange (ETDEWEB)

    1980-06-01

    This report presents data describing a default case analysis performed using the strategic backdrop analytical framework developed to facilitate fossil fuel planning within the DOE. Target years are 1985, 2000, and 2025. Residential, commercial, and industrial energy demands and impacts of energy technology implementation and market penetration are forecast using a set of energy technology assumptions. (DMC)

  6. Waste Isolation Pilot Plant Strategic Plan

    International Nuclear Information System (INIS)

    1993-03-01

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

  7. The Perceptions of the Automotive Supply Industry Related to Information Technology Utilization and Creating Barriers to Competitive Market Entry: A Case Study of the Implications for Strategic Planning

    Science.gov (United States)

    Cargal, Joseph L.

    2010-01-01

    The purpose of this study was to examine information technology/systems strategy related factors in the automotive supply industry based on responses to the Strategic Planning and Business Performance Survey provided to automotive suppliers. This population produces supplies to the automotive industry with products valued at hundreds of billions…

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

    Directory of Open Access Journals (Sweden)

    Mohammad Mahdavi Mazdeh

    2011-04-01

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

  9. Strategic planning in media organizations of Iran

    Directory of Open Access Journals (Sweden)

    Ali Akbar Farhangi

    2012-04-01

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

  10. 76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan

    Science.gov (United States)

    2011-10-18

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

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

    OpenAIRE

    Hepperle, Clemens;Mörtl, Markus;Lindemann, Udo

    2017-01-01

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

  12. Quinault Indian Nation Comprehensive Biomass Strategic Planning Project

    Energy Technology Data Exchange (ETDEWEB)

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

    2015-03-31

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

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

    Science.gov (United States)

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

    Science.gov (United States)

    Mueller, Robin Alison

    2015-01-01

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

  15. Strategic Spatial Planning as Persuasive Storytelling

    DEFF Research Database (Denmark)

    Olesen, Kristian

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

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

    Science.gov (United States)

    Masembe, Ishak Kamaradi

    2016-12-31

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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2013-07-01

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

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

    International Nuclear Information System (INIS)

    Magoulas, Virginia; Cercy, Michael; Hall, Irin

    2013-01-01

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

  19. Consultancy on Strategic Information Planning.

    Science.gov (United States)

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

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

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

    Science.gov (United States)

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

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

    Science.gov (United States)

    McCready, John W.

    2010-01-01

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

  2. Antarctica and the strategic plan for biodiversity

    Science.gov (United States)

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

    2017-01-01

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

  3. Antarctica and the strategic plan for biodiversity.

    Directory of Open Access Journals (Sweden)

    Steven L Chown

    2017-03-01

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

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

    Science.gov (United States)

    Mieso, Rob Roba

    2010-01-01

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

  5. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    Science.gov (United States)

    2011-07-01

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

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

    Science.gov (United States)

    Owen, Susan M

    2011-01-01

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

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

    OpenAIRE

    Mohammad Ali Abdolvand; Amin Asadollahi

    2012-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Yan Xu

    2017-07-01

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

  9. Aligning enterprise architecture with strategic planning

    NARCIS (Netherlands)

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

    2015-01-01

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

  10. Strategic governance and planning as fractal

    OpenAIRE

    Dobrucka, Lucia

    2012-01-01

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

  11. Strategic Planning For The Fire Service

    Science.gov (United States)

    2016-03-01

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

  12. Developing IT Strategic Planning Using Mobile Enterprise Architecture In The Academic Process of Atma Jaya Makassar University

    Directory of Open Access Journals (Sweden)

    Astrid Lestari Tungadi

    2017-03-01

    Full Text Available The purpose of this research was to examine the feasibility of the development of mobile enterprise strategic plan, analyze the academic process and the utilization of information technology (IT, and generate documentation IT strategic planning by implementing Mobile Enterprise Architecture in the academic process of Atma Jaya University in Makassar. Data were taken from distributing questionnaires to 297 respondents and conducting interviews to 18 respondents. Data were examined using SWOT analysis, the incorporation of academic scorecard analysis and IT balanced scorecard analysis, financial analysis, as well as analytic hierarchy process (AHP. SWOT analysis results indicate that case study is in a weak position, which possibly never take advantage of opportunities since the weakness of the stand or the power is not enough to work on it. In addition, the results of the performance analysis of the utilization of information technology using the Balanced Scorecard analysis show that the average performance is sufficient. The result of documentation of IT strategic planning was analyzed with financial analysis indicating the feasibility of implementation because it provides benefits for university of 141,32%. Furthermore, Analytic Hierarchy Process (AHP to determine the priority of IT strategy proposals shows that the main priority is to develop portal for student and lecturer.

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

    International Nuclear Information System (INIS)

    1997-09-01

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

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

    International Nuclear Information System (INIS)

    Royen, J.

    1999-01-01

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

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

    Science.gov (United States)

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

    2016-01-01

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

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

    International Nuclear Information System (INIS)

    2011-06-01

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

  17. DSTO Strategic Plan 2013-2018

    Science.gov (United States)

    2013-04-01

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

  18. SSC San Diego Strategic Plan. Revision 2

    National Research Council Canada - National Science Library

    2000-01-01

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

  19. Materials for the WIIN Strategic Plan

    Science.gov (United States)

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

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

    Science.gov (United States)

    2016-12-01

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

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

    Science.gov (United States)

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

    2015-01-01

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

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

    DEFF Research Database (Denmark)

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

    2011-01-01

    need for better coordination of municipal energy planning activities at the central level. It is suggested that the role of municipalities as energy planning authorities needs to be outlined more clearly in, e.g., strategic energy planning which integrates savings, efficiency and renewable energy...... vision. The paper outlines a basic division of tasks between the central and the local level within such a strategic energy planning system.......Denmark’s future energy system is to be entirely based on renewable energy sources. Municipalities will play an important role as local energy planning authorities in terms of adopting and refining this vision in different local contexts. Based on a review of 11 municipal energy plans, this paper...

  3. Critical Metals in Strategic Low-carbon Energy Technologies

    Science.gov (United States)

    Moss, R. L.

    2012-04-01

    Due to the rapid growth in demand for certain materials, compounded by political risks associated with the geographical concentration of the supply of them, shortages of materials could be a potential bottleneck to the deployment of low-carbon energy technologies. Consequently, an assessment has been carried out to ascertain whether such shortages could jeopardise the objectives of the EU's Strategic Energy Technology Plan (SET-Plan), especially in the six low-carbon energy technologies of SET-Plan, namely: nuclear, solar, wind, bioenergy, carbon capture and storage (CCS) and electricity grids. The assessment identified 14 metals for which the deployment of the six technologies will require 1% or more (and in some cases, much more) of current world supply per annum between 2020 and 2030. Following a more critical examination, based on the likelihood of rapid future global demand growth, limitations to expanding supply in the short to medium term, and the concentration of supply and political risks associated with key suppliers, 5 of the 14 metals were pinpointed to be at high risk, namely: the rare earth metals neodymium and dysprosium (for wind technology), and the by-products (from the processing of other metals) indium, tellurium and gallium (for photovoltaic technologies). In addition, the work has explored potential mitigation strategies, ranging from expanding European output, increasing recycling and reuse to reducing waste and finding substitutes for these metals in their main applications. Furthermore, recommendations are provided which include closely working with the EU's Raw Materials Initiative; supporting efforts to ensure reliable supply of ore concentrates at competitive prices; promoting R&D and demonstration projects on new lower cost separation processes; and promoting the further development of recycling technologies and increasing end-of-life collection

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

    Directory of Open Access Journals (Sweden)

    Pedro Henrique Rodrigues de Camargo Dias

    2017-08-01

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

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

    Science.gov (United States)

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

    1996-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Fatemeh Mahdavirad

    2016-06-01

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

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

    Science.gov (United States)

    Gantt, Laura T

    2010-01-01

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

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

    International Nuclear Information System (INIS)

    2017-01-01

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

  9. Strategic technology alliance termination : an empirical investigation

    NARCIS (Netherlands)

    Sadowski, B.M.; Duysters, G.M.

    2008-01-01

    There is growing consensus that overall alliance termination rates are high. However, despite this track record of termination and despite unsurpassed growth rates of strategic technology alliances, little is known about the reasons for their termination. Typically strategic alliances have been

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

    Science.gov (United States)

    Shriver, S J

    1993-01-01

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

  11. Strategic planning for health care management information systems.

    Science.gov (United States)

    Rosenberger, H R; Kaiser, K M

    1985-01-01

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

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

    Science.gov (United States)

    Harshvardhan, D.; Harbor, J. M.

    2003-12-01

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

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

    Science.gov (United States)

    Bombelli, Alessandro

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

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

    Science.gov (United States)

    2016-01-01

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

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

    National Research Council Canada - National Science Library

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

    2007-01-01

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

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

    NARCIS (Netherlands)

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

    2011-01-01

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

  17. Using IT to improve quality at NewYork-Presybterian Hospital: a requirements-driven strategic planning process.

    Science.gov (United States)

    Kuperman, Gilad J; Boyer, Aurelia; Cole, Curt; Forman, Bruce; Stetson, Peter D; Cooper, Mary

    2006-01-01

    At NewYork-Presbyterian Hospital, we are committed to the delivery of high quality care. We have implemented a strategic planning process to determine the information technology initiatives that will best help us improve quality. The process began with the creation of a Clinical Quality and IT Committee. The Committee identified 2 high priority goals that would enable demonstrably high quality care: 1) excellence at data warehousing, and 2) optimal use of automated clinical documentation to capture encounter-related quality and safety data. For each high priority goal, a working group was created to develop specific recommendations. The Data Warehousing subgroup has recommended the implementation of an architecture management process and an improved ability for users to get access to aggregate data. The Structured Documentation subgroup is establishing recommendations for a documentation template creation process. The strategic planning process at times is slow, but assures that the organization is focusing on the information technology activities most likely to lead to improved quality.

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

    OpenAIRE

    Mahdavirad, Fatemeh

    2016-01-01

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

  19. Draft Strategic Laboratory Missions Plan. Volume II

    International Nuclear Information System (INIS)

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

  20. Draft Strategic Laboratory Missions Plan. Volume II

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-03-01

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

  1. 42 CFR 495.332 - State Medicaid health information technology (HIT) plan requirements.

    Science.gov (United States)

    2010-10-01

    ... and strategic plan for the next 5 years. (2) A description of how the State Medicaid HIT plan will be... processes that enable improved program administration for the Medicaid enterprise; (ii) Includes business... used certified EHR technology during the EHR reporting period, and that they have adopted, implemented...

  2. Strategic Planning for Management Information Systems.

    Science.gov (United States)

    Ein-Dor, Phillip; Segev, Eli

    1978-01-01

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

  3. Strategic and tactiocal planning for managing national park resources

    Science.gov (United States)

    Daniel L. Schmoldt; David L. Peterson

    2001-01-01

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

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

    Science.gov (United States)

    Baleghizadeh, Sasan; Shahri, Mohammad Naseh Nasrollahi

    2017-01-01

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

  5. IMPORTANCE OF STRATEGIC INFORMATIONS FOR PLANNING IN BASKETBALL

    Directory of Open Access Journals (Sweden)

    Pavle Rubin

    2009-11-01

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

  6. Incorporating enterprise strategic plans into enterprise architecture

    NARCIS (Netherlands)

    Lins Borges Azevedo, Carlos

    2017-01-01

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

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

    OpenAIRE

    FLORIN TUDOR IONESCU

    2011-01-01

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

  8. Advanced Education and Technology Business Plan, 2009-12. Highlights

    Science.gov (United States)

    Alberta Advanced Education and Technology, 2009

    2009-01-01

    Advanced Education and Technology provides strategic leadership for the development of the next generation economy in Alberta through the provision of accessible, affordable and quality learning opportunities for all Albertans and support for a dynamic and integrated innovation system. This paper provides the highlights of the business plan of the…

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

    Science.gov (United States)

    Shriver, S J

    1993-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Hassan ABBAR

    2016-11-01

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

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

    Science.gov (United States)

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

    2002-01-01

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

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

    NARCIS (Netherlands)

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

    2005-01-01

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

  13. Final Report - Development of a Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Maracas, Kate; Hooks, Todd

    2006-11-30

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

  14. Strategic relevance and accountability expectations: new perspectives for health care information technology design.

    Science.gov (United States)

    Tan, J K; Modrow, R E

    1999-05-01

    In this article, we discuss the traditional systems analysis perspective on end-user information requirements analysis and extend it to merge with the new accountability expectations perspective to guide the future planning and design of health organization information systems. Underlying the strategic relevance of health care information technology (HCIT) are three critical questions: (1) What is the ideal HCIT model for the health organization in terms of achieving strategic expertise and competitive advantage? Specifically, how does this model link industry performance standards with organizational performance and accountability expectations? (2) How should the limitations of past HCIT models be reconciled to the benefits presented by the superior arrangement of the ideal model in the context of changing accountability expectations? (3) How should alternative HCIT solutions be evaluated in light of evidence-based accountability and organizational performance benchmarking? Insights into these questions will ensure that health care managers, HCIT practitioners and researchers can continue to focus on the most critical issues in harnessing today's fast-paced changing technologies for evolving strategically relevant, performance-based health organization systems.

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

    Science.gov (United States)

    Shirey, Maria R

    2013-02-01

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

  16. A Planning Process Addresses an Organizational and Support Crisis in Information Technology.

    Science.gov (United States)

    Nelson, Keith R.; Davenport, Richard W.

    1996-01-01

    An institutionwide strategic planning effort at Central Michigan University, in response to a need for rapid and significant changes in its information technology infrastructure, is outlined. The effort resulted in a matrix governance structure for information technology that acknowledges the value of both distributed support and a strong central…

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

    Directory of Open Access Journals (Sweden)

    Kuharskaya Natalia O.

    2018-01-01

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

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

    Science.gov (United States)

    Sullivan, Timothy M.; Richardson, Emily C.

    2011-01-01

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

  19. No Free Lunch: A Condensed Strategic Planning Process

    Science.gov (United States)

    Kohrmann, Patrick C., II

    2008-01-01

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

  20. Integrating Adult Learning and Technologies for Effective Education: Strategic Approaches

    Science.gov (United States)

    Wang, Victor C. X.

    2010-01-01

    As adult learners and educators pioneer the use of technology in the new century, attention has been focused on developing strategic approaches to effectively integrate adult learning and technology in different learning environments. "Integrating Adult Learning and Technologies for Effective Education: Strategic Approaches" provides innovative…

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

    Energy Technology Data Exchange (ETDEWEB)

    Miller, Kim [EPA Specialist

    2013-09-17

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

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

    Institute of Scientific and Technical Information of China (English)

    2002-01-01

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

  3. 77 FR 37283 - General Provisions; Operating and Strategic Business Planning; Effective Date

    Science.gov (United States)

    2012-06-21

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

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

    OpenAIRE

    Constantinescu Mihaela; Caescu Stefan Claudiu; Ploesteanu Mara Gabriela

    2012-01-01

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

  5. Implementing Knowledge Management as a Strategic Initiative

    National Research Council Canada - National Science Library

    DiGiacomo, Joseph

    2003-01-01

    ... are: leadership, organization, technology and leaning. Knowledge management was one of five strategic initiatives in the overall strategic plan, which was developed using Kaplan and Norton's Balanced Scorecard methodology...

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

    Science.gov (United States)

    1996-07-24

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

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

    International Nuclear Information System (INIS)

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

    2011-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2001-10-31

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

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

    Science.gov (United States)

    Cooper, Harry A.

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

  10. Strategic Planning for Academic Research: A Canadian Perspective

    Science.gov (United States)

    Sa, Creso M.; Tamtik, Merli

    2012-01-01

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

  11. 78 FR 5481 - Quagga Mussel Strategic Planning Meeting

    Science.gov (United States)

    2013-01-25

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

  12. Novel Heuristics for Cell Radius Determination in WCDMA Systems and Their Application to Strategic Planning Studies

    Directory of Open Access Journals (Sweden)

    G. Esteve-Asensio

    2009-01-01

    Full Text Available We propose and compare three novel heuristics for the calculation of the optimal cell radius in mobile networks based on Wideband Code Division Multiple Access (WCDMA technology. The proposed heuristics solve the problem of the load assignment and cellular radius calculation. We have tested our approaches with experiments in multiservices scenarios showing that the proposed heuristics maximize the cell radius, providing the optimum load factor assignment. The main application of these algorithms is strategic planning studies, where an estimation of the number of Nodes B of the mobile operator, at a national level, is required for economic analysis. In this case due to the large number of different scenarios considered (cities, towns, and open areas other methods than simulation need to be considered. As far as we know, there is no other similar method in the literature and therefore these heuristics may represent a novelty in strategic network planning studies. The proposed heuristics are implemented in a strategic planning software tool and an example of their application for a case in Spain is presented. The proposed heuristics are used for telecommunications regulatory studies in several countries.

  13. Strategic planning as a competitive differential: A case study of the Sealed Sources Production Laboratory

    International Nuclear Information System (INIS)

    Vieira, Imário; Nascimento, Fernando C.; Calvo, Wilson A. Parejo

    2017-01-01

    Strategic planning has always been and continues to be one of the most important management tools for decision making. Amidst the uncertainties of the 21"s"t century, public, private and third sector organizations are steadily struggling to improve their strategic plans by using more effective results management tools such as BSC-Balanced Scorecard. Nuclear research institutes and research centers around the world have been using more and more these types of tools in their strategic planning and management. The objective of this article was to recommend the use the BSC as a strategic tool for decision making for the Sealed Sources Production Laboratory located in the Radiation Technology Center, at Nuclear and Energy Research Institute (IPEN/CNEN-SP), in Sao Paulo, Brazil. The methodology used in this academic article was a case study, which considered the object of the study, the Sealed Sources Production Laboratory, from January 2014 to August 2016. Among the main results obtained with this study can be cited: the improvement of the information flow, the visualization and proposition to change the periodicity of analysis of the results, among others. In view of the expected results, it was possible to conclude that this study may be of value to the Sealed Sources Production Laboratory for Industrial Radiography and Industrial Process Control and also to other research centers, as it will allow and contribute with an additional management support tool. (author)

  14. Strategic planning as a competitive differential: A case study of the Sealed Sources Production Laboratory

    Energy Technology Data Exchange (ETDEWEB)

    Vieira, Imário; Nascimento, Fernando C.; Calvo, Wilson A. Parejo, E-mail: imariovieira@yahoo.com, E-mail: wapcalvo@ipen.br, E-mail: fcodelo@gmail.com [Instituto de Pesquisas Energeticas e Nucleares (IPEN/CNEN-SP), Sao Paulo, SP (Brazil); Faculdade SENAI de Tecnologia Ambiental, Sao Bernardo do Campo, SP (Brazil)

    2017-11-01

    Strategic planning has always been and continues to be one of the most important management tools for decision making. Amidst the uncertainties of the 21{sup st} century, public, private and third sector organizations are steadily struggling to improve their strategic plans by using more effective results management tools such as BSC-Balanced Scorecard. Nuclear research institutes and research centers around the world have been using more and more these types of tools in their strategic planning and management. The objective of this article was to recommend the use the BSC as a strategic tool for decision making for the Sealed Sources Production Laboratory located in the Radiation Technology Center, at Nuclear and Energy Research Institute (IPEN/CNEN-SP), in Sao Paulo, Brazil. The methodology used in this academic article was a case study, which considered the object of the study, the Sealed Sources Production Laboratory, from January 2014 to August 2016. Among the main results obtained with this study can be cited: the improvement of the information flow, the visualization and proposition to change the periodicity of analysis of the results, among others. In view of the expected results, it was possible to conclude that this study may be of value to the Sealed Sources Production Laboratory for Industrial Radiography and Industrial Process Control and also to other research centers, as it will allow and contribute with an additional management support tool. (author)

  15. Student Affairs Assessment, Strategic Planning, and Accreditation

    Science.gov (United States)

    Fallucca, Amber

    2017-01-01

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

  16. Jicarilla Apache Utility Authority. Strategic Plan for Energy Efficiency and Renewable Energy Development

    International Nuclear Information System (INIS)

    Rabago, K.R.

    2008-01-01

    The purpose of this Strategic Plan Report is to provide an introduction and in-depth analysis of the issues and opportunities, resources, and technologies of energy efficiency and renewable energy that have potential beneficial application for the people of the Jicarilla Apache Nation and surrounding communities. The Report seeks to draw on the best available information that existed at the time of writing, and where necessary, draws on new research to assess this potential. This study provides a strategic assessment of opportunities for maximizing the potential for electrical energy efficiency and renewable energy development by the Jicarilla Apache Nation. The report analyzes electricity use on the Jicarilla Apache Reservation in buildings. The report also assesses particular resources and technologies in detail, including energy efficiency, solar, wind, geothermal, biomass, and small hydropower. The closing sections set out the elements of a multi-year, multi-phase strategy for development of resources to the maximum benefit of the Nation

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

    Directory of Open Access Journals (Sweden)

    Dyogo Felype Neis

    2017-01-01

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

  18. 2011 Army Strategic Planning Guidance

    Science.gov (United States)

    2011-03-25

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

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

    Science.gov (United States)

    2010-07-09

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

  20. Coal Corporation of Victoria strategic plan

    Energy Technology Data Exchange (ETDEWEB)

    1987-01-01

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

  1. Planning for an ageing population: strategic considerations

    LENUS (Irish Health Repository)

    O'Shea, Dr Eamon

    2005-01-01

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

  2. THE EFFECT OF ENTREPRENEURSHIP ORIENTATION, INFORMATION TECHNOLOGY, STRATEGIC PLANNING TO COMPETITIVE ADVANTAGES WITH BUSINESS PERFORMANCE AS INTERVENING VARIABLES: EMPIRICAL STUDY FOOD PROCESSING SMES IN NORTH SULAWESI.

    OpenAIRE

    Billy Josef Anis; Budiman Christiananta; Lena Ellitan.

    2018-01-01

    This study aims to examine the influence of Entrepreneurship Orientation, Information Technology, Strategic Planning, to Business Performance and Competitive Advantage of micro and small entrepreneurs of food processing industry in North Sulawesi. In the case of the existence of micro and small entrepreneurs in this area, especially the processed food processing industry being studied, micro and small entrepreneurs are expected to build their ability to compete more and give quality value to ...

  3. Developing a Strategic Plan for NASA JSC's Technology Investments

    Science.gov (United States)

    Stecklein, Jonette M.

    2012-01-01

    Human space exploration has always been heavily influenced by goals to achieve a specific mission on a specific schedule. This approach drove rapid technology development, the rapidity of which adds risks as well as provides a major driver for costs. The National Aeronautics and Space Administration (NASA) is now approaching the extension of human presence throughout the solar system by balancing a proactive yet less schedule-driven development of technology with opportunistic scheduling of missions as the needed technologies are realized. This approach should provide cost effective, low risk technology development that will enable efficient and effective manned spaceflight missions. As a first step, the NASA Human Spaceflight Architecture Team (HAT) has identified a suite of critical technologies needed to support future manned missions across a range of destinations, including in cislunar space, near earth asteroid visits, lunar exploration, Mars space, and Mars exploration. The challenge now is to develop a strategy and plan for technology development that efficiently enables these missions over a reasonable time period, without increasing technology development costs unnecessarily due to schedule pressure, and subsequently mitigating development and mission risks. NASA fs Johnson Space Center (JSC), as the nation's primary center for human exploration, is addressing this challenge through an innovative approach allocating Internal Research and Development funding to projects that have been prioritized using four focus criteria, with appropriate importance weighting. These four focus criteria are the Human Space Flight Technology Needs, JSC Core Technology Competencies, Commercialization Potential, and Partnership Potential. The inherent coupling in these focus criteria have been captured in a database and have provided an initial prioritization for allocation of technology development research funding. This paper will describe this process and this database

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

    Science.gov (United States)

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

    2015-02-26

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

  5. Study on the knowledge management of strategic alliances in high technology enterprises

    Institute of Scientific and Technical Information of China (English)

    TANG Yu; WANG Hong-qi; WANG Shan-shan

    2005-01-01

    With the development of knowledge economy, the competition between high technology enterprises has gradually evolved into the competition of core competence based on knowledge, because high technology enterprises are typical knowledge-based enterprises. Few enterprises, especially for high technology firms, have all of the knowledge they need to compete effectively in the marketplace both at home and abroad, so more and more high technology companies are taking the advantage of strategic alliances to get their complementary knowledge. Since knowledge is the source of an enterprise' s competitiveness, knowledge management has become the most important means for enterprises to gain competitive advantage. There has been an increased growth in the literature on strategic alliances in recent decades. But what is less discussed in the existing literature on strategic alliances is the issue of knowledge management of strategic alliances in high technology enterprises. Based on the characteristics of strategic alliances in high technology enterprises, and in line with the implication and the goal of knowledge management, this study tries to delve into this issue. The paper analyzes the key factors relevant to the knowledge management of strategic alliances in high technology enterprises and proposes guide lines on the process and measures that should be taken in the knowledge management of strategic alliances in high technology enterprises.

  6. Strategic energy planning in Southern China

    Energy Technology Data Exchange (ETDEWEB)

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

    1995-12-31

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

  7. KSC Education Technology Research and Development Plan

    Science.gov (United States)

    Odell, Michael R. L.

    2003-01-01

    Educational technology is facilitating new approaches to teaching and learning science, technology, engineering, and mathematics (STEM) education. Cognitive research is beginning to inform educators about how students learn providing a basis for design of more effective learning environments incorporating technology. At the same time, access to computers, the Internet and other technology tools are becoming common features in K-20 classrooms. Encouraged by these developments, STEM educators are transforming traditional STEM education into active learning environments that hold the promise of enhancing learning. This document illustrates the use of technology in STEM education today, identifies possible areas of development, links this development to the NASA Strategic Plan, and makes recommendations for the Kennedy Space Center (KSC) Education Office for consideration in the research, development, and design of new educational technologies and applications.

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

    DEFF Research Database (Denmark)

    Galland, Daniel; Elinbaum, Pablo

    2015-01-01

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

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

    OpenAIRE

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

    1995-01-01

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

  10. Hydro-Quebec : positioning and strategic planning

    International Nuclear Information System (INIS)

    Lanoue, R.

    1998-01-01

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

  11. US Strategic Plan: two years on

    International Nuclear Information System (INIS)

    Anon.

    1992-01-01

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

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

    Science.gov (United States)

    1997-12-01

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

  13. A new methodology for strategic planning using technological maps and detection of emerging research fronts applied to radiopharmacy; Uma nova metodologia para planejamento estrategico utilizando mapas tecnologicos e deteccao de frentes emergentes de pesquisa aplicada a radiofarmacia

    Energy Technology Data Exchange (ETDEWEB)

    Didio, Robert Joseph

    2011-07-01

    This research aims the development of a new methodology to support the strategic planning, using the process of elaboration of technological maps (TRM - Technological Roadmaps), associated with application of the detection process of emerging fronts of research in databases of scientific publications and patents. The innovation introduced in this research is the customization of the process of TRM to the radiopharmacy and, specifically, its association to the technique of detection of emerging fronts of research, in order to prove results and to establish a new and very useful methodology to the strategic planning of this area of businesses. The business unit DIRF - Diretoria de Radiofarmacia - of IPEN CNEN/SP was used as base of the study and implementation of this methodology presented in this work. (author)

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

    NARCIS (Netherlands)

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

    2016-01-01

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

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

    International Nuclear Information System (INIS)

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

    1992-01-01

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

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

    Science.gov (United States)

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

    2006-02-01

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

  17. Strategic planning for transportation under the NWPA

    International Nuclear Information System (INIS)

    Larson, D.; Miernyk, J.

    1992-01-01

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

  18. Role of strategic planning in engineering management

    Science.gov (United States)

    Krishen, Kumar

    1993-01-01

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

  19. Developing and executing a strategic plan.

    Science.gov (United States)

    Morley, Glenn

    2010-02-01

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

  20. Developing Strategic Marketing Plan for International Tourism Industry

    OpenAIRE

    Zhang, Mingmo

    2013-01-01

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

  1. Analysis of Air Force Civil Engineering Strategic Planning

    National Research Council Canada - National Science Library

    Mondo, Francis

    2003-01-01

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

  2. The role of strategic information systems planning a typical Small or Medium-sized Enterprise

    Directory of Open Access Journals (Sweden)

    Nicky Meyer

    2013-12-01

    Full Text Available Little is known about how Strategic Information Systems Planning (SISP and small and medium-sized enterprises (SMEs are linked in a developing country. SISP has also been a concern for many in the Information Technology (IT industry and IT based businesses as a whole. This research seeks to address this shortcoming by exploring what constitutes a typical SME, what role Information Systems (ISs play in SMEs and what role SISP plays in SMEs. Consequently, a Delphi panel comprising a questionnaire in the first phase and an interview in the second phase was employed. Some correlation was found to exist with the literature, with the exception of the role of IS in SMEs, whether SISP is an on-going activity, and the fact that SISP can be outsourced. Some new facts were discovered, especially on the topic of outsourcing. Keywords: company strategy; strategic information systems planning; small and mediumsized enterprises; SME sustainability; stakeholders and management; Viewpoint Training and Consulting

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

    Science.gov (United States)

    Oneill, John W.; Gordon-Winkler, Lyn

    1992-01-01

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

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

    Science.gov (United States)

    Oneill, John W.; Gordon-Winkler, Lyn

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

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

    Science.gov (United States)

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

    2015-10-01

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

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

    Directory of Open Access Journals (Sweden)

    Valentyna Yakubiv

    2017-12-01

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

  7. Planning woody biomass logistics for energy production: A strategic decision model

    International Nuclear Information System (INIS)

    Frombo, F.; Robba, M.; Minciardi, R.; Sacile, R.; Rosso, F.

    2009-01-01

    One of the key factors on which the sustainable development of modern society should be based is the possibility to take advantage of renewable energies. Biomass resources are one of the most common and widespread resources in the world. Their use to produce energy has many advantages, such as the reduction of greenhouse emissions. This paper describes a GIS-based Environmental Decision Support System (EDSS) to define planning and management strategies for the optimal logistics for energy production from woody biomass, such as forest biomass, agricultural scraps and industrial and urban untreated wood residues. The EDSS is characterized by three main levels: the GIS, the database, and the optimization. The optimization module is divided in three sub-modules to face different kinds of decision problems: strategic planning, tactical planning, and operational management. The aim of this article is to describe the strategic planning level in detail. The decision variables are represented by plant capacity and harvested biomass in a specific forest parcel for each slope class, while the objective function is the sum of the costs related to plant installation and maintenance, biomass transportation and collection, minus the benefits coming from the energy sales at the current market price, including the renewable energy certificates. Moreover, the optimization problem is structured through a set of parameters and equations that are able to encompass different energy conversion technologies (pyrolysis, gasification or combustion) in the system. A case study on the Liguria Region (Savona Province) is presented and results are discussed. (author)

  8. DEPARTMENT OF ENERGY SOIL AND GROUNDWATER SCIENCE AND TECHNOLOGY NEEDS, PLANS AND INITIATIVES

    Energy Technology Data Exchange (ETDEWEB)

    Aylward, B; V. ADAMS, V; G. M. CHAMBERLAIN, G; T. L. STEWART, T

    2007-12-12

    This paper presents the process used by the Department of Energy (DOE) Environmental Management (EM) Program to collect and prioritize DOE soil and groundwater site science and technology needs, develop and document strategic plans within the EM Engineering and Technology Roadmap, and establish specific program and project initiatives for inclusion in the EM Multi-Year Program Plan. The paper also presents brief summaries of the goals and objectives for the established soil and groundwater initiatives.

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

    International Nuclear Information System (INIS)

    1999-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Kozyr-Chepurna Mariia A.

    2017-09-01

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

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

    Science.gov (United States)

    1991-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Maksin Marija

    2010-01-01

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

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

    Science.gov (United States)

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

    2016-01-01

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

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

    Science.gov (United States)

    Robinson, Deborah J.

    2012-01-01

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

  15. 77 FR 70483 - Request for Comments (RFC)-Federal Cybersecurity Research and Development Strategic Plan

    Science.gov (United States)

    2012-11-26

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

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

    Directory of Open Access Journals (Sweden)

    van Scheers Louise

    2016-01-01

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

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

    CERN Document Server

    Loshin, David

    2013-01-01

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

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

    Science.gov (United States)

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

    2017-01-01

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

  19. Group Innovation Ability of Agricultural Technological Innovation Strategic Alliance

    Institute of Scientific and Technical Information of China (English)

    Chishun; MA; Jintian; YU

    2013-01-01

    Agricultural technological innovation strategic alliance, as an important form of strategic alliance, has steadily strengthened the collaborative management among organizations and raised competitive power with the backing of improved group innovation ability. This article studies innovation ability from individual innovation ability to the group innovation ability. Firstly, basic connotation of group innovation ability is to be concluded through the comparison of individual and group innovation ability. Secondly, evaluation index system is to be established based on the influencing factors of the group innovation ability of agricultural technological innovation strategic alliance and evaluation is based on three dimensions, namely organization technological innovation ability, alliance collaborative innovation ability as well as innovation environment. Furthermore, basic methods for promoting the group innovation ability of alliance are to be proposed.

  20. Strategic planning features of subsurface management in Kemerovo Oblast

    Science.gov (United States)

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

    2016-09-01

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

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

    International Nuclear Information System (INIS)

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

    2004-01-01

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

  2. Evolution of strategic risks under future scenarios for improved utility master plans.

    Science.gov (United States)

    Luís, Ana; Lickorish, Fiona; Pollard, Simon

    2016-01-01

    Integrated, long-term risk management in the water sector is poorly developed. Whilst scenario planning has been applied to singular issues (e.g. climate change), it often misses a link to risk management because the likelihood of impacts in the long-term are frequently unaccounted for in these analyses. Here we apply the morphological approach to scenario development for a case study utility, Empresa Portuguesa das Águas Livres (EPAL). A baseline portfolio of strategic risks threatening the achievement of EPAL's corporate objectives was evolved through the lens of three future scenarios, 'water scarcity', 'financial resource scarcity' and 'strong economic growth', built on drivers such as climate, demographic, economic, regulatory and technological changes and validated through a set of expert workshops. The results represent how the baseline set of risks might develop over a 30 year period, allowing threats and opportunities to be identified and enabling strategies for master plans to be devised. We believe this to be the first combined use of risk and futures methods applied to a portfolio of strategic risks in the water utility sector. Copyright © 2015 Elsevier Ltd. All rights reserved.

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

    Science.gov (United States)

    Tromp, Sherrie A.; Ruben, Brent D.

    2010-01-01

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

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

    Science.gov (United States)

    Kaufman, Roger

    1996-01-01

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

  5. The role of strategic management on small business growth in Kosova

    Directory of Open Access Journals (Sweden)

    Enver Kutllovci, Ph.D

    2013-07-01

    Full Text Available Small and medium enterprises (SMEs are considered to be the engine of economic growth through employment generation, contribution to GDP, technological innovations and other aspects of economic and social development. SMEs are also important because they are key drivers of employment and economic growth. The growth of SMEs depends on ability of those firms to apply strategic planning. In that context, strategic planning is very important for small and medium enterpriese in the time of global competition, technological change and increased dynamics in markets. Even if many entrepreneurs do not formulate business plans, the strategic planning and systematic decision-making can be considered a key determinant of survival and success of small firms. The paper examines the relationship between strategic planning and small and medium enterprises (SME growth in terms of empirical analyses that include various strategic planning elements.The study has practical implications. Entrepreneurs need to be aware that strategic planning practices, processes and techniques can be beneficial for growth of the firm. In order to enable their firms to grow, entrepreneurs may like to consider exactly formulating strategy, focusing on growth, profit, and market, among strategic analysis techniques paying special attention to analysis of market and competition and exactly formulating generic business strategies The key implication of this study for research is that the assessment of the relationship between strategic planning and small firm growth needs to be done across various elements or dimensions.

  6. Learning in strategic technology alliances

    NARCIS (Netherlands)

    Schoenmakers, W.W.M.E.; Duysters, G.M.

    2006-01-01

    In this paper we examine the influence of strategic technology alliances on organisational learning. From an empirical perspective we examine the pre- and post-alliance knowledge bases of allying firms. We find that the pre-alliance knowledge base overlap of the allying firms has an inverted

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

    Science.gov (United States)

    Van Pelt, G C

    1990-01-01

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

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

    International Nuclear Information System (INIS)

    Sokolski, H.; Gilinsky, V.

    2015-01-01

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

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

    OpenAIRE

    Ardiyanto, Yan

    2016-01-01

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

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

    Science.gov (United States)

    2013-06-01

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

  11. National Security Technology Incubator Business Plan

    Energy Technology Data Exchange (ETDEWEB)

    None, None

    2007-12-31

    This document contains a business plan for the National Security Technology Incubator (NSTI), developed as part of the National Security Preparedness Project (NSPP) and performed under a Department of Energy (DOE)/National Nuclear Security Administration (NNSA) grant. This business plan describes key features of the NSTI, including the vision and mission, organizational structure and staffing, services, evaluation criteria, marketing strategies, client processes, a budget, incubator evaluation criteria, and a development schedule. The purpose of the NSPP is to promote national security technologies through business incubation, technology demonstration and validation, and workforce development. The NSTI will focus on serving businesses with national security technology applications by nurturing them through critical stages of early development. The vision of the NSTI is to be a successful incubator of technologies and private enterprise that assist the NNSA in meeting new challenges in national safety, security, and protection of the homeland. The NSTI is operated and managed by the Arrowhead Center, responsible for leading the economic development mission of New Mexico State University (NMSU). The Arrowhead Center will recruit business with applications for national security technologies recruited for the NSTI program. The Arrowhead Center and its strategic partners will provide business incubation services, including hands-on mentoring in general business matters, marketing, proposal writing, management, accounting, and finance. Additionally, networking opportunities and technology development assistance will be provided.

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

    Science.gov (United States)

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

    2008-01-01

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

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

    OpenAIRE

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

    2011-01-01

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

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

    Science.gov (United States)

    MacKinnon, Joyce; Sothmann, Mark; Johnson, James

    2001-01-01

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

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

    African Journals Online (AJOL)

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

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

    Science.gov (United States)

    Groff, Warren H.

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

  17. Emotional intelligence in strategic plan

    OpenAIRE

    Mulet Arasa, David

    2017-01-01

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

  18. Software development to support decommissioning and waste management strategic planning

    International Nuclear Information System (INIS)

    Williams, John; Warneford, Ian; Harrison, J.

    1997-01-01

    One of the components of the UKAEA's mission is to care for and, at the appropriate time, safely dismantle its radioactive facilities which are no longer in use. To assist in the development of an optimised strategy, AEA Technology was commissioned to produce decision support software. This paper describes the background to the development of the software, its key features and current status, and the lessons learnt during the development. The software, known as UKAEA SPS (Strategic Planning System), is a unique support software package that has been developed to assist in the planning of decommissioning and radioactive waste management. SPS models linked decommissioning and waste management strategies covering all of UKAEA's nuclear liabilities. It has been developed around the database package ACCESS, and runs on Pentium PCs; however, it has many of the features of project planning systems. Its principal outputs are costs, timings and utilisation data for the waste stores, processing facilities, transport and disposal operations displayed at any level of aggregation. This allows programme managers to see easily the effects of changing key parameters in a strategy under development. (author)

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

    Science.gov (United States)

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

    2005-01-01

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

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

    Science.gov (United States)

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

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

    NARCIS (Netherlands)

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

    2017-01-01

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

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

    NARCIS (Netherlands)

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

    2010-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Marina Vladimirovna Perevoznikova

    2015-12-01

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

  4. ANALYSIS AND PARTICULARITIES OF EXTERNAL FACTORS IMPACT ON ECONOMICAL RESULTS OF STRATEGIC OBJECTS PLANNING DEVELOPMENT

    Directory of Open Access Journals (Sweden)

    V. V. Gromov

    2015-01-01

    Full Text Available Summary. The relevance of the scientific problem described in the article are: to determine changes in economic performance, the effectiveness of the sectoral components of the service sector from the effects of environmental factors, which allows them to reach the planned long-term economic performance; management decision-making about structural and organizational changes, implementation of investment projects in the renovation and modernization of fixed capital, the creation of technology, process and product innovations directly connected with the impact analysis of such external factors as economic, socio-cultural, legal, political, innovative. The structure of the article is formed on the basis of presentation of the impact of specific groups of environmental factors on the competitiveness and economic performance of industry components of services based on the technology of strategic planning; complience of logical sequence of presentation of materials, establishing a causal relationship, the interaction of factors and elements of studied problems and objects. Features of external factors impact on the effectiveness of macro-economic entities, sectoral components of services are to the adequacy of the measures and strategies to counter the negative impact on the economic development of the objects of strategic development. Features of status changes and influence of internal factors on local and sectoral socio-economic systems dictate the need for a part of the available resources, the level of efficiency of the use of labor resources, fixed and current assets. The contribution of the author in a scientific perspective of this topic is to carry out a comprehensive analysis of the impact of the main groups of external factors on economic activities of the service sector development; identifying features of internal factors impact on the economic and innovative development of strategic planning objects.

  5. Time planning and Cost Management in Strategic Alliances

    Directory of Open Access Journals (Sweden)

    Ana-Maria Giurea

    2016-03-01

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

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

    Directory of Open Access Journals (Sweden)

    Nadiya Rushchyshyn

    2017-09-01

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

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

    Science.gov (United States)

    Skelton, Jann B; Owen, James A

    2016-01-01

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

  8. Carlsbad Area Office strategic plan

    International Nuclear Information System (INIS)

    1995-10-01

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

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

    Directory of Open Access Journals (Sweden)

    Abdul RAZIQ

    2014-10-01

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

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

    Science.gov (United States)

    Driscoll, Deborah P.

    2010-01-01

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

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

    Science.gov (United States)

    Flessa, Steffen

    2005-12-01

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

  12. Department of Defense Strategic Plan for Advanced Distributed Learning

    National Research Council Canada - National Science Library

    1999-01-01

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

  13. Natural Gas Strategic Plan and Multi-Year Program Crosscut Plan, FY 1994--1999

    Energy Technology Data Exchange (ETDEWEB)

    1993-12-01

    DOE has established a Natural Gas Coordinating Committee to ensure that all natural gas programs are conducted with a single strategic focus and without unnecessary duplication. This group prepared the FY 1993 update of the DOE Natural Gas Strategic Plan and Multi-Year Crosscut Program Plan (FY 1993-1998), which was first produced a year ago as a ``working draft`` for industry comment. This revised version incorporates these external comments and the results and recommendations of such developments as Order No. 636 of the Federal Energy Regulatory Commission (FERC), the FERC/DOE Natural Gas Deliverability Task Force Report; the National Petroleum Council`s 1992 natural gas study, The Potential for Natural Gas in the United States; relevant provisions of the EPACT, and new policy guidance from the Clinton Administration. The overall goal of the Natural Gas RD&D Program is to improve the Nation`s ability to supply, store, transport, distribute, and utilize gas in an economically efficient and environmentally beneficial manner. In support of DOE`s missions are programs that will: improve the confidence in the continued availability of a long-term gas supply (Resource and Extraction Area); provide more cost-effective and competitive means to use natural gas in both new and existing markets (Utilization Area); develop improved and less costly means of delivering and storing gas (Delivery and Storage Area); and develop and ensure availability of low cost environmental compliance technology, and reduce regulatory barriers to efficient market operations by promoting coordinated, efficient, and innovative Federal and State regulations (Environmental/Regulatory Impact Area). Each program area has its own unique mission that contributes to the goals and mission of the overall Natural Gas Program.

  14. Analysis of financial cost models of strategic planning

    Directory of Open Access Journals (Sweden)

    Vorobev Aleksei Viacheslavovich

    2013-11-01

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

  15. Advanced Education and Technology Business Plan, 2007-10

    Science.gov (United States)

    Alberta Enterprise and Advanced Education, 2007

    2007-01-01

    The Government of Alberta Strategic Business Plan addresses significant opportunities and challenges facing Alberta over the next three years and positions Alberta to make the most of its economic, social and natural advantages. It is a plan to strategically manage growth and plan for a sustainable and secure future. Advanced Education and…

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

    International Nuclear Information System (INIS)

    Song Lin

    2014-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Akram Jalal Karim

    2011-08-01

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

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

    Science.gov (United States)

    Higginbotham, Eve J; Church, Kathryn C

    2012-01-01

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

  19. Strategic Planning as a Tool for Achieving Alignment in Academic Health Centers

    Science.gov (United States)

    Higginbotham, Eve J.; Church, Kathryn C.

    2012-01-01

    After the passage of the Patient Protection and Affordable Care Act in March 2010, there is an urgent need for medical schools, teaching hospitals, and practice plans to work together seamlessly across a common mission. Although there is agreement that there should be greater coordination of initiatives and resources, there is little guidance in the literature to address the method to achieve the necessary transformation. Traditional approaches to strategic planning often engage a few leaders and produce a set of immeasurable initiatives. A nontraditional approach, consisting of a Whole-Scale (Dannemiller Tyson Associates, Ann Arbor, MI) engagement, appreciative inquiry, and a balanced scorecard can, more rapidly transform an academic health center. Using this nontraditional approach to strategic planning, increased organizational awareness was achieved in a single academic health center. Strategic planning can be an effective tool to achieve alignment, enhance accountability, and a first step in meeting the demands of the new landscape of healthcare. PMID:23303997

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

    Directory of Open Access Journals (Sweden)

    Iuliana CETINĂ

    2010-12-01

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

  1. 78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018

    Science.gov (United States)

    2013-09-10

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

  2. Implementing Strategic Environmental Assessment of spatial planning tools

    International Nuclear Information System (INIS)

    De Montis, Andrea

    2013-01-01

    After more than a decade from the publication of the European Directive 2001/42/CE (Directive) on Strategic Environmental Assessment (SEA), the design and construction of the interested spatial planning instruments has gone through a variety of changes and integrations in European and in world states. This inhomogeneous panorama can be explained with a pattern of institutional structures that have so far affected the implementation of the Directive. The aim of this paper is to investigate the level of implementation of the Directive in Italy by developing a comparative analysis of the quality of integration of SEA within the design of the spatial coordination plan of a set of Italian provinces. Italian practice is analyzed in the framework of a comparative study of worldwide SEA implementation within spatial and land use planning. The results reveal strengths and weaknesses in SEA implementation at the provincial level and, in particular, the emergence of critical areas of research concerning institutional context, public participation, monitoring, and observatory of the spatial transformations. -- Highlights: • This is a comparative analysis of SEA in strategic spatial planning in Italy. • The adhesion of Provinces to the study is remarkable. • SEA implementation and integration into spatial planning is still moderate. • Participation via consultations should be more widespread. • Monitoring and institution of observatories are still in an infancy stage

  3. Development of Strategic Technology Road map for Establishing Safety Infrastructure of Fusion Energy

    International Nuclear Information System (INIS)

    Han, B. S.; Cho, S. H.; Kam, S. C.; Kim, K. T.

    2009-01-01

    The Korean Government established an 'Act for the Promotion of Fusion Energy Development (APFED)' and formulated a 'Strategy Promotion Plan for Fusion Energy Development.' KINS has carried out a safety review of KSTAR (Korea Superconducting Tokamak Advanced Research), for which an application for use was received in 2002 and the license was issued in August 2007. With respect to the APFED, 'Atomic Energy Acts (AEAs)' shall apply in the fusion safety regulation. However the AEAs are not applicable because they aim for dealing with nuclear energy. In this regard, this study was planned to establish safety infrastructure for fusion energy and to develop technologies necessary for verifying the safety. The purpose of this study is to develop a 'Strategic Technology Roadmap (STR) for establishing safety infrastructure of the fusion energy', which displays the content and development schedule and strategy for developing the laws, safety goals and principles, and safety standards applicable for fusion safety regulation, and core technology required for safety regulation of fusion facilities

  4. 2016-2020 Strategic Plan and Implementing Framework

    Energy Technology Data Exchange (ETDEWEB)

    None

    2015-11-01

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

  5. STRATEGIC INFORMATION SYSTEMS PLANNING IN THE BANKING SECTOR—A PATH ANALYTIC MODEL STUDY IN THE INDIAN CONTEXT

    Directory of Open Access Journals (Sweden)

    A. M. Rawani

    2002-01-01

    Full Text Available This paper presents a path analytic model showing the cause and effect relationships among various Information Systems (IS planning variables for the banking sector in India. In recent years, there has been an increased awareness among banks of the potential of Information Technology (IT and the use of information systems. Strategic information system planning (SISP becomes an important issue in the use of IS strategically. In India, banks have now started realizing the importance of SISP. In this study, 11 IS planning variables for the banking sector in India are examined and the influence of one over the other is investigated using path analysis. Data for the study are collected from 52 banks operating in India. The results of the study indicate that top management involvement in IS planning greatly influences the whole planning exercise. Moreover, top management involvement is higher when they foresee greater future impact of IS. The study also highlights the need and importance of user training in the banking sector. Change in the focus and orientation of user-training will make the users competent to conceive with innovative IS applications.

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

    National Research Council Canada - National Science Library

    Shaw, Robert

    1999-01-01

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

  7. Strategic Planning And Performance Of Commercial Banks In Nigeria

    Directory of Open Access Journals (Sweden)

    Hope Ngozi Nzewi

    2015-05-01

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

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

    Science.gov (United States)

    Blackburn, J. F.

    1990-06-01

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

  9. Training and plant performance: a strategic planning partnership

    International Nuclear Information System (INIS)

    Coe, R.P.

    1987-01-01

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

  10. A hybrid TOPSIS-BSC method for strategic planning

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Shojaee

    2012-09-01

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

  11. A Lesson Plan Incorporating Collaborative Strategic Reading

    Institute of Scientific and Technical Information of China (English)

    陈江萍

    2017-01-01

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

  12. A Lesson Plan Incorporating Collaborative Strategic Reading

    Institute of Scientific and Technical Information of China (English)

    陈江萍

    2017-01-01

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

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

    Science.gov (United States)

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

    2011-04-01

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

  14. Strategic Planning, Key Tool for Brand Management in the New Advertising Context

    Directory of Open Access Journals (Sweden)

    Santiago Mayorga-Escalada

    2016-07-01

    Full Text Available New market conditions combined with continuous technological development in Communication, push brands to take decisions in order to ensure viability. This adaptation process makes corporations to rethink new methods of Advertising Communication. Consumers have also changed, they are well informed and discerning buyers, a fact that forces brands to build relevant relationships with their audiences letting brands to develop powerful positioning connections and create added value. These new conditions lead brands to professionalize their management practices, developing comprehensive strategic planning process to manage their brand image building through the marketing mix also called branding.

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

    Science.gov (United States)

    Menck, Herman R

    2012-01-01

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

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

    OpenAIRE

    Baltar, Fabiola

    2013-01-01

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

  17. Addressing Learning Disabilities with UDL and Technology: Strategic Reader

    Science.gov (United States)

    Hall, Tracey E.; Cohen, Nicole; Vue, Ge; Ganley, Patricia

    2015-01-01

    CAST created "Strategic Reader," a technology-based system blending Universal Design for Learning (UDL) and Curriculum-Based Measurement (CBM) in a digital learning environment to improve reading comprehension instruction. This experimental study evaluates the effectiveness of Strategic Reader using two treatment conditions for measuring…

  18. An Analysis of Knowledge Sharing Approaches for Emerging-technology-based Strategic Alliances in Electronic Industry

    Institute of Scientific and Technical Information of China (English)

    LIU Ju; LI Yong-jian

    2006-01-01

    Emerging technologies are now initiating new industries and transforming old ones with tremendous power. They are different games compared with established technologies with distinctive characteristics of knowledge management in knowledge-based and technological-innovation-based competition. How to obtain knowledge advantage and enhance competences by knowledge sharing for emerging-technology-based strategic alliances (ETBSA) is what we concern in this paper. On the basis of our previous work on emerging technologies'distinctive attributes, we counter the wide spread presumption that the primary purpose of strategic alliances is knowledge acquiring by means of learning. We offers new insight into the knowledge sharing approaches of ETBSAs - the knowledge integrating approach by which each member firm integrates its partner's complementary knowledge base into the products and services and maintains its own knowledge specialization at the same time. So that ETBSAs should plan and practice their knowledge sharing strategies from the angle of knowledge integrating rather than knowledge acquiring. A four-dimensional framework is developed to analyze the advantages and disadvantages of these two knowledge sharing approaches. Some cases in electronic industry are introduced to illustrate our point of view.

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

    Science.gov (United States)

    ,

    1997-01-01

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

  20. Linking Technology Capabilities to Marketing Requirements: Case of Indonesian Aircraft Industry

    Directory of Open Access Journals (Sweden)

    Yulianto Suharto

    2014-08-01

    Full Text Available Abstract. The relationship between strategic technology planning and the overall business strategy has been one of the growing fields that attract much interest both from academics and industrials point of view. The increasingly important role that technology plays in today’s business success is well established.Strategic technology planning activities--within a corporate level--are often implemented by applying integrated planning instrument, which allow firms to consider both technology-oriented and product-oriented aspects. This paper is an attempt to explore the role of strategic planning in the high tech industry using a specific case of aerospace industry in Indonesia.  In order to compete effectively inthe open global marketplace, the company must learn to integrate technology managementwith strategic planning. In other words, all top managers have to linktheir technology capabilities to marketing requirements.Keywords:  technology planning; business strategy; technology capability; marketing requirement; strategic mix 

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

    Directory of Open Access Journals (Sweden)

    MAXWELL SANDADA

    2015-02-01

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

  2. Institutional plan. FY 1998--2003

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1997-07-01

    This Institutional Plan for Argonne National Laboratory contains central elements of Argonne`s strategic plan. Chapter II of this document discusses the Laboratory`s mission and core competencies. Chapter III presents the Science and Technology Strategic Plan, which summarizes key features of the external environment, presents Argonne`s vision, and describes how the Laboratory`s strategic goals and objectives map onto and support DOE`s four business lines. The balance of the chapter comprises the science and technology area plans, organized by the four DOE business lines. Chapter IV describes the Laboratory`s ten major initiatives, which cover a broad spectrum of science and technology. Our proposal for an Exotic Beam Facility aims at, among other things, increased understanding of the processes of nuclear synthesis during and shortly after the Big Bang. Our Advanced Transportation Technology initiative involves working with US industry to develop cost-effective technologies to improve the fuel efficiency and reduce the emissions of transportation systems. The Laboratory`s plans for the future depend significantly on the success of its major initiatives. Chapter V presents our Operations and Infrastructure Strategic Plan. The main body of the chapter comprises strategic plans for human resources; environmental protection, safety, and health; site and facilities; and information management. The chapter concludes with a discussion of the business and management practices that Argonne is adopting to improve the quality and cost-effectiveness of its operations. The structure and content of this document depart from those of the Institutional Plan in previous years. Emphasis here is on directions for the future; coverage of ongoing activities is less detailed. We hope that this streamlined plan is more direct and accessible.

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

    International Nuclear Information System (INIS)

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

    1992-01-01

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

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

    Science.gov (United States)

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

    2014-01-01

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

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

    OpenAIRE

    Thomas H. Naylor; Francis Tapon

    1982-01-01

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

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

    Science.gov (United States)

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

    2006-01-01

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

  7. Strategic intelligence on emerging technologies: Scientometric overlay mapping

    NARCIS (Netherlands)

    Rotolo, D.; Rafols, I.; Hopkins, M.M.; Leydesdorff, L.

    This paper examines the use of scientometric overlay mapping as a tool of “strategic intelligence” to aid the governing of emerging technologies. We develop an integrative synthesis of different overlay mapping techniques and associated perspectives on technological emergence across geographical,

  8. Office of Inspector General Strategic Plan Fiscal Years 2009 through 2013

    Energy Technology Data Exchange (ETDEWEB)

    None

    2008-10-01

    The Department of Energy (Department) Organization Act created the Department in October 1977. That law brought together for the first time, not only most of the government's energy programs, but also science and technology programs and defense responsibilities that included the design, construction, and testing of nuclear weapons. Over its history, the Department has shifted its emphasis and focus as the energy and security needs of the Nation have changed. Today, the Department stands at the forefront of helping the Nation meet our energy, scientific, environmental, and national security goals. The responsibility of the Office of Inspector General (OIG) is to ensure that the Department is: Fulfilling its program and operational goals effectively; Using its resources efficiently in this pursuit; Operating within the scope of its legislative mandates; Meeting the President's Management Agenda; and, Addressing Departmental priorities established by the Secretary. The OIG accomplishes this by performing audits, investigations, and inspections of the Department's programs and operations seeking to uncover existing or potential weaknesses that could result in fraud, waste, and abuse. This strategic plan reflects the vision for how the organization will move forward in the 21st century to ensure the Department continues to serve the American public safely, effectively, and efficiently. Through its strategic planning efforts, the OIG will continue to play a critical role in assisting the Department's leadership and the Congress by identifying opportunities for improving management, program performance, and accountability. The OIG's strategic goal is to perform a robust review program that provides timely, relevant performance information and recommendations to improve the performance of the Department's programs and operations, facilitate positive change, and combat unlawful activities within the Department.

  9. Strategic rigidity and foresight for technology adoption among electric utilities

    International Nuclear Information System (INIS)

    Shah, Arsalan Nisar; Palacios, Miguel; Ruiz, Felipe

    2013-01-01

    The variation in the adoption of a technology as a major source of competitive advantage has been attributed to the wide-ranging strategic foresight and the integrative capability of a firm. These possible areas of competitive advantage can exist in the periphery of the firm's strategic vision and can get easily blurred as a result of rigidness and can permeate in the decision-making process of the firm. This article explores how electric utility firms with a renewable energy portfolio can become strategically rigid in terms of adoption of newer technologies. The reluctance or delay in the adoption of new technology can be characterized as strategic rigidness, brought upon as a result of a firm's core competence or core capability in the other, more conventional technology arrangement. This paper explores the implications of such rigidness on the performance of a firm and consequently on the energy eco-system. The paper substantiates the results by emphasizing the case of Iberdrola S.A., an incumbent firm as a wind energy developer and its adoption decision behavior. We illustrate that the very routines that create competitive advantage for firms in the electric utility industry are vulnerable as they might also develop as sources of competitive disadvantage, when firms confront environmental change and uncertainty. - Highlights: • Present a firm-level perspective on technology adoption behavior among electric utilities. • Firms with mature technology can become rigid towards newer technologies. • Case study analysis of a major electric utility firm. • Implications of ‘technology rigidness’ on the energy eco-system

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

    Science.gov (United States)

    2013-01-01

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

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

    Directory of Open Access Journals (Sweden)

    O. L. Yevmieshkina

    2016-03-01

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

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

    NARCIS (Netherlands)

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

    2017-01-01

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

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

    Science.gov (United States)

    Burnham, Peter F.

    2007-01-01

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

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

    Science.gov (United States)

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

    2012-01-01

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

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

    Science.gov (United States)

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

    2016-03-01

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

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

    Science.gov (United States)

    Myende, Phumlani E.; Bhengu, Thamsanqa

    2015-01-01

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

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

    Science.gov (United States)

    Martin, Christopher J.

    2012-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Popescu Andrei

    2011-07-01

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

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

    NARCIS (Netherlands)

    da Silva Oliveira, Eduardo

    2015-01-01

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

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

    Science.gov (United States)

    Hembree, William E

    2015-01-01

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