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The Relationship between Firms' Strategic Orientations and Strategic Planning Process
Directory of Open Access Journals (Sweden)
Full Text Available The study examines the quantity surveying (QS firms' strategic orientation and its relation to strategic planningprocess. The strategic orientations based on Miles and Snow typology were used to identify the strategicorientation for QS firms. The strategic planning process that includes the efforts of strategic planning, degree ofinvolvement in strategic planning and formality were also determined. The declined period in Malaysianconstruction industry from year 2001 to 2005 has been determined. The research aims to establish the strategicorientations of QS firms and the strategic planning process carried out by QS firms in terms of processes, degree ofinvolvement and formality. The strategic planning process is examined using qualitative and quantitative data tothirty four QS firms in Malaysia. Spearman's rank correlation was used to test the hypotheses. The research is partof the doctoral research. The study concludes that there are significant correlations between the QS firms' strategicorientation (Prospector and Defender and efforts in strategic planning process during declined period. The QSfirms' strategic orientation also correlated with the degree of involvement of top management and senior quantitysurveyors in all three stages of strategic planning. In addition, formalized strategic planning depends on theDefender strategic orientation.
Hasnanywati Hassan
Strategic planning and the budgeting process
International Nuclear Information System (INIS)
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
OCRWM's evolving strategic planning process and the 1990 plan
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
A prioritization methodology to strategic planning process
In the process of formulation of a Strategic Plan, there is always a step that deals with choices among different options and strategies. To do that a prioritization methodology has to be applied in order to achieve the higher needs identified along the analysis and evaluation of problems. To assign priorities within a set of needs/problems of a strategic nature and identified within various areas of activity or different sectors, it is proposed a methodology that envisage the use of specific attributes for which a graded scale of values is established for each need/problem, which, at the end of the process, allows a quantitative comparison among them. The methodology presented in this paper was developed following an approach that has been used in many areas over the last 20 years by various public and private institutions, and also by international organizations involved in promotion and development work. (author)
Building a team through a strategic planning process.
Science.gov (United States)
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. PMID:24896577
Albert, Debra; Priganc, Dave
The Strategic Sport Marketing Planning Process
Full Text Available In many segments of the sport industry, sport marketers are pressured to increase their product sales to generate increased revenues for their organizations. This pressure poses a challenge. Because sport marketers are involved in persuading consumers to buy, they run the risk of exaggerating or misrepresenting their products in an effort to sell them. Today, and in the future, sport marketers should recognize this risk and monitor their marketing strategies to ensure that they communicate honest images and messages about their products that are consistent with the core values of their organizations. A marketing program is not delivered in isolation of the organization-wide planning process. In normal circumstances, the marketing planning process must reflect the overall plans for the organization.
Alexandru Lucian Mihai
Strategic Marketing Planning Audit
Full Text Available Market-oriented strategic planning is the process of defining and maintaining a viable relationship between objectives, training of personnel and resources of an organization, on the one hand and market conditions, on the other hand. Strategic marketing planning is an integral part of the strategic planning process of the organization. For successful marketing organization to obtain a competitive advantage, but also to measure the effectiveness of marketing actions the company is required to conduct a periodic audit marketing aimed at strategic marketing planning company. This article aims to present the ways to achieve audit strategic planning of the company.
Violeta Radulescu
11. Strategic planning.
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. PMID:24785808
Strategic Planning and the Marketing Process: Library Applications.
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…
Wood, Elizabeth J.
Putting ecology in environmental remediation: The strategic planning process
Traditional ecological studies have been conducted on many sites impacted by hazardous wastes. Yet in many cases, the information obtained has had limited value in the selection of remediation options. This paper discusses the importance of developing an ecological risk-based strategic plan to fulfill the scientific and social needs demanded in the remediation and restoration of hazardous waste sites. Ecological issues need to be considered seriously at the earliest phases of the scoping process. The decisions regarding selection of assessment endpoints and data quality objectives must be incorporated from the start to insure that cost-efficient and useful measurements are used. It is too late to develop effective ecological studies after the engineering decisions have been made. Strategic planning that integrates ecological concerns will minimize the frustration and the cost associated with clean up of hazardous waste sites and maximize the likelihood of successful site restoration
Strategic Planning and Quality Assurance in the Bologna Process
Strategic planning and quality management have been developed independently of each other, but they meet in practice in many kinds of organisations. Strategic planning and quality assurance integrate different aspects of higher education institutions (HEIs) to ensure high-quality educational outcomes. This paper investigates the role of these two…
Kettunen, Juha; Kantola, Mauri
Strategic Outsourcing Plan and the Structure of Outsourcing Process
Digital Repository Infrastructure Vision for European Research (DRIVER)
Companies often treat outsourcing as de facto solution, without careful evaluation and understanding the true strategic rationals for pursuing it. Outsourcing brings in companies' business significant structural changes, which require a cohesive master plan, i.e. a strategic outsourcing plan. If a company starts outsourcing initiative, steps for success are: knowledge, planning, sourcing and execution. The success is primarily dependent on explicit planning and identification of all possibl...
A Collaborative, Ongoing University Strategic Planning Framework: Process, Landmines, and Lessons
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…
Hill, Susan E. Kogler; Thomas, Edward G.; Keller, Lawrence F.
The vital issues process: Strategic planning for a changing world
Energy Technology Data Exchange (ETDEWEB)
The Vital Issues process (VIp) is a strategic planning tool initially developed by Sandia National Laboratories (SNL) for the Office of Foreign Intelligence (OFI)* of the US Department of Energy (DOE). It was further developed and refined through its application to a variety of strategic purposes for a range of public and semipublic organizations. The VIp provides a structured mechanism for assisting organizations in accomplishing specified objectives by identifying and prioritizing a portfolio of strategic issues, programmatic areas, or responses to a specified problem. It employs day-long panel meetings in a specified format to elicit a broad range of perspectives on a particular issue in a nonconfrontational manner and to facilitate the interaction and synthesis of diverse viewpoints on a specific topic. The VIp is unique in its incorporation of two primary approaches in each panel session: a qualitative or transactional segment, which entails the synthesis of the alternatives through negotiations or discussion, and a quantitative or net benefit maximization segment, an analytical approach, which involves prioritization of the alternatives using pairwise comparisons. This combination of facilitated group discussion and quantitative ranking provides input to strategic management decisions in the form of stakeholder-defined and -prioritized items as well as information on potential barriers to the implementation of policies and programs. This is the final volume in the series Identifying Vital Issues: New Intelligence Strategies for a New World, a three-volume set that gives an accounting of the VIp as implemented for OFI. This volume provides an in-depth description of the methodology used in the VIp.
Engi, D.; Glicken, J.
Strategic plan
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 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.
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
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&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.
Strategic Planning for Results
CERN Document Server
Sandra Nelson, senior editor of the Results Series, focuses on the essential steps to draft a results-driven, strategic planning process that libraries can complete over the course of four months, regardless of organizational structure or size. Reflecting on the current planning environment for public libraries, Nelson makes the case for strategic rather than long-term planning and includes a wealth of information about understanding and managing the change process.
Nelson, Sandra
No Free Lunch: A Condensed Strategic Planning Process
Most people picture "strategic planning" as endless meetings spent doing SWOT (strengths, weaknesses, opportunities, and threats) analyses, crafting vision and mission statements, and developing goals and action plans. Few look forward to the experience or reflect back on it with pleasure. In this article, the author describes how he and his…
Kohrmann, Patrick C., II
NSF OIG Strategic Plan -- November 1998
... Our Strategic Plan is designed to complement the Foundation?s Strategic Plan and to enhance the ... of our Strategic Plan, we determined where our organization stood when we began the planning process ...
Integrating Strategic Planning Concepts into the Negotiating Process.
The purchase of a new telecommunications system at Vanderbilt University is described. By understanding conditions in which buyers generally obtain leverage over sellers in industries, it was possible to improve negotiating power. Strategic-planning concepts developed by Michael Porter in his book "Competitive Strategy" were used as a guide. (MLW)
Winer, Toby R.; Winer, Russell S.
Strategic Planning and Financial Management
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…
Conneely, James F.
The analysis of strategic planning in transport
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.
Connecting the Dots--From Planning to Implementation: Translating Commitments into Action in a Strategic Planning Process
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…
Mieso, Rob Roba
An evaluation of a process of strategic planning in the Missionary Society of St. Columban
This study is an evaluation of a process of strategic planning in the Missionary Society of St. Columban. Four Regions of the Society, Korea, Fiji, Chile and Britain were taken as a representative sample. The documentation from their planning processes was analysed and 108 members were surveyed by questionnaire. The study found that strategic planning could be profitably used by an international missionary organization and that it could help the Society improve: its sense of direction and uni...
Connolly, Noel
Introduction to Strategic Planning in Student Affairs: A Model for Process and Elements of a Plan
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…
Ellis, Shannon E.
EMSL Strategic Plan 2008
This Strategic Plan is EMSL's template for achieving our vision of simultaneous excellence in all aspects of our mission as a national scientific user facility. It reflects our understanding of the long-term stewardship we must work toward to meet the scientific challenges of the Department of Energy and the nation. During the next decade, we will implement the strategies contained in this Plan, working closely with the scientific community, our advisory committees, DOE's Office of Biological and Environmental Research, and other key stakeholders. This Strategic Plan is fully aligned with the strategic plans of DOE and its Office of Science. We recognize that shifts in science and technology, national priorities, and resources made available through the Federal budget process create planning uncertainties and, ultimately, a highly dynamic planning environment. Accordingly, this Strategic Plan should be viewed as a living document for which we will continually evaluate changing needs and opportunities posed by our stakeholders (i.e., DOE, users, staff, advisory committees), work closely with them to understand and respond to those changes, and align our strategy accordingly.
Campbell, Allison A.
Strategic Planning Summary Report.
In 1989 the Peel (Mississauga, Ontario) Board of Education launched its strategic planning process. The board surveyed or gained the direct involvement of large numbers of students, staff, and parents to determine what direction the school system needed to take to maintain its level of quality. Through its efforts the board concluded that the…
Peel Board of Education, Mississauga (Ontario).
University Strategic Planning in Cameroon
Full Text Available This article argues that the global, regional, and local realities can complement rather than contradict each other in the process of strategic planning for universities in Sub-Saharan Africa (SSA. Using the case of the University of Buea in Cameroon, it attempts to use the global trends of polarisation in knowledge production capacity as an input or tool for identifying strategic choice in the process of strategic planning in institutions. The national policy background is used to highlight the context and inherent role of the central government in the process of institutional strategic planning.
Terfot Augustine Ngwana
Sandia Strategic Plan 1997
Sandia embarked on its first exercise in corporate strategic planning during the winter of 1989. The results of that effort were disseminated with the publication of Strategic Plan 1990. Four years later Sandia conducted their second major planning effort and published Strategic Plan 1994. Sandia`s 1994 planning effort linked very clearly to the Department of Energy`s first strategic plan, Fueling a Competitive Economy. It benefited as well from the leadership of Lockheed Martin Corporation, the management and operating contractor. Lockheed Martin`s corporate success is founded on visionary strategic planning and annual operational planning driven by customer requirements and technology opportunities. In 1996 Sandia conducted another major planning effort that resulted in the development of eight long-term Strategic Objectives. Strategic Plan 1997 differs from its predecessors in that the robust elements of previous efforts have been integrated into one comprehensive body. The changes implemented so far have helped establish a living strategic plan with a stronger business focus and with clear deployment throughout Sandia. The concept of a personal line of sight for all employees to this strategic plan and its objectives, goals, and annual milestones is becoming a reality.
Regional planning guideline review : using MOLAND as part of the strategic environmental assessment process
The urban fabric of the Greater Dublin Area (GDA) has expanded rapidly over the past 20 years. In an effort to coordinate development across the region the "Strategic Planning Guidelines for the Greater Dublin Area" were introduced in 1999. These were updated in 2004 as the "Regional Planning Guidelines: Greater Dublin Area 2004-2016" and are currently in the process of another review to become the "Regional Planning Guidelines: Greater Dublin Area 2010-2022". As part of the revie...
Brennan, Michael; Shahumyan, Harutyun; Walsh, Cormac; Carty, John; Williams, Brendan; Convery, Sheila
Military Personnel: Oversight Process Needed to Help Maintain Momentum of DOD's Strategic Human Capital Planning.
The Department of Defense (DOD) has, in the past, lacked a strategic approach to human capital management. In April 2002, DOD issued two human capital strategic plans for military personnel. One plan addresses military personnel management and policies; t...
Human Capital Strategic Plan.
This Human Capital Strategic Plan constitutes the framework for managing the National Science Foundations (NSFs) human capital system through 2012 and builds upon the strength and commitment of NSFs workforce to fulfill the Foundations mission. This Plan,...
A Strategic Plan Is Just the Beginning
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.…
Wilson, E. B.
75 FR 80850 - Development of Strategic Plan 2011-2015
...performance measures into its strategic planning efforts. In addition...suggestions for other strategic planning models and guidance...LSC embarks on its planning process. LSC anticipates publishing a draft Strategic Plan for...
77 FR 35410 - Fogarty International Center 2013 Strategic Plan
...parties. The goal of this strategic planning process is to identify...training. The existing FIC strategic plan can be viewed at...gov/About/Pages/Strategic-Plan.aspx. DATES...International Science Policy, Planning and Evaluation,...
Strategic Planning: What's so Strategic about It?
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…
Strong, Bart
Textile and clothing supply chain management : use of planning-link in the strategic planning process
In the current business world setting, the strategic directions are important not only for individual entities in the chain, but the complete chain itself should be considered for analysis. This helps developing competitive advantages and retaining them. This article presents a methodology for analyzing a supply chain and describes how entities in the chain can be improved to materialize the available and potential opportunities. The use of Planning-Link for mapping the cause and effect relat...
Hussain, Deedar; Figueiredo, Manuel; Tereso, Anabela Pereira; Ferreira, Fernando
Use of the decision quality process for strategic planning in the Duri Field, Indonesia
Strategic planning and rigorous decision analysis applications will be primary management tools for upstream companies in the 1990's. Merging the long term focus of a strategic planning process with the probabilistic output of decision analysis techniques can yield insightful views of the potential successes and failures of a business plan. Even with these insights, comparing and deciding among a group of alternatives will remain a difficult task. In addition to uncertainties, business partners do not always share common value measures. Marketers want more barrels to sell, field supervisors like low operating cost strategies, and stockholders like cashflow. This environment complicates the managers' ability to choose between available options. The Decision Quality Process, a combination of classical decision analysis techniques coupled with Quality Improvement (QI) principles, bridges this gap. The process allows managers to develop and decide between different long term strategic plans, explicitly accounting for uncertainties, unknowns, and differing value measures. Three teams consisting of engineers, geologists, front line managers, and the highest levels of management within Caltex Pacific Indonesia, Texaco, and Chevron, spent 18 months developing and evaluating a multitude of development scenarios for the Duri Field. More than 200,000 cases of economics were run to support the evaluation. The result was a significant increase in expected value for the field regardless of the value measure used
C-C1-01: A Strategic Plan for Developing Natural Language Processing Capacity at HMORN Sites
For the specific purpose of crafting a strategic plan for developing scientific and technical capacity for applying natural language processing (NLP) techniques to clinical text in HMO Research Network (HMORN) sites we convened a working conference in Seattle, December 17–18, 2008. Expert consultation in the strategic planning process was provided by six NLP experts from three institutions considered national leaders in the development and application of NLP technologies: the Mayo Clinic, t...
Carrell, David; Immanuel, Virginia
Strategic Planning Fundamentals for Small Business
Strategy is about creating a plan to differentiate your business from the competition and to gain a competitive advantage. This book is about the fundamentals of strategic planning for the small business owner and his or her leadership team. Strategic planning is an essential process for every size business. While large businesses may have more resources and time to devote to strategic planning, small businesses have the advantage of being close to their stakeholders and the ability to move quickly.
May, Gary
Assessment and Strategic Planning.
Maintains that a professionally conducted assessment, both quantitative and qualitative, is the beginning of successful strategic planning. Discusses assessment standards and identifies future assessment models for music education. Considers the use of quantitative and qualitative assessments and addresses what should occur during a three-year…
LeCroy, Hoyt
A Strategic Planning Workbook.
This workbook outlines the Salem Community College's (New Jersey) Strategic Planning Initiative (SPI), which will enable the college to enter the 21st Century as an active agent in the educational advancement of the Salem community. SPI will allow college faculty, staff, students, and the local community to reflect on the vitality of the college…
Austin, William
ACNW - 1998 strategic plan
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
Strategic Planning in Portuguese Higher Education Institutions
A national study on strategic planning in Portuguese higher education was conducted. The presidents or rectors of 61 public and private higher education institutions in Portugal responded regarding their knowledge of and involvement in strategic planning. The questionnaire addressed whether or not the institutions were using a planning process,…
Machado, Maria de Lourdes; Taylor, James S.; Farhangmehr, Minoo; Wilkinson, Robert B.
Strategic planning and republicanism
Full Text Available The paper develops two main linked themes: (i strategic planning reveals in practice limits that are hard to overcome; (ii a complete planning system is efficacy only in the framework of a republican political, social and government culture. It is argued that the growing disappointment associated to strategic planning practices, may be due to excessive expectations, and the difficulties encountered by strategic planning are traced to three main issues: (a the relationship between politics and planning; (b the relationship between government and governance; and (c the relationship between space and socioeconomic development. Some authors recently supported an idea of development as consisting in the qualitative evolution of forms of social rationality and argued that a reflection about the relationships between physical transformations and visions of development could be a way of testing innovations. But such strong demands might be satisfied only if we manage to make a 'new social and territorial pact for development', recreating a social fabric imbued with shared values. The re-creation of a social fabric imbued with shared values requires a rich conception of the political community and the possibility that the moral purposes of the community may be incorporated by the state. All this is missing today. Outside a republican scheme planning activities are principally instruments for legitimising vested interests and facilitating their investments, and the resolution of the conflicts that arise between the planning decisions of the various levels of government becomes at least impracticable. A complete planning system can be practised if can be referred to the authority and syntheses expressed in and by statehood, which suggests that in a democratic system planning is republican by necessity rather than by choice.
Mazza Luigi
Applying Mixed Methods Techniques in Strategic Planning
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…
Voorhees, Richard A.
Guam Strategic Energy Plan
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.
Conrad, M. D.
The Strategic Planning Process and Current Practices: A Comparative Empirical Study of UMW Toyota Motor and Chemical Company of Malaysia
Full Text Available This article focuses on the strategic planning process and its best practices that is suggested by the literature and also applied by companies. The two cases studied in this paper are two prominent, non-competing companies operating in Malaysia namely UMW Toyota Sdn. Bhd. and the Chemical Company of Malaysia-Fertilizers Division (CCMFD. Applying a comparative qualitative case study research methodology, the major objective of the study is to investigate in depth the different aspects, processes and practices employed by these well-known companies for their strategic planning processes. Using the grounding theory as a framework of analysis, the research findings revealed common as well as distinctive strategic planning practices between the companies under the study. The output of this project is a set of best practices to strategic planning that are followed by UMW Toyota as well as CCMFD. In the light of the findings of this research and also referring to the literature, some recommendations are made for the best practice of strategic planning process in companies.
Gholamreza Zandi
Collaborative Strategic Planning in Higher Education
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.…
Sanaghan, Patrick
78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018
...for Planning and Evaluation, Strategic Planning Team, Attn: Strategic Plan...is provided as part of the strategic planning process under the Government...objectives and strategies. The strategic planning consultation process is...
Strategic Planning for Higher Education.
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)
Kotler, Philip; Murphy, Patrick E.
7 CFR 25.202 - Strategic plan.
...Principles of strategic plan. The strategic plan included in the application...following four key principles: (1) Strategic vision for change, which identifies what the community will become and a strategic map for revitalization....
Strategic marketing planning in the sport
Full Text Available The business sector has long recognized the contribution of marketing planning in the financial success. The sport sector has begun to recognize the usefulness of strategicmarketing planning as well. Many sport researchers have argued that without the improvement of strategic marketing planning activities, sport will not survive to the competitive environment of the entertainment industry. The purposes of this study are to: (a examine the strategic marketing planning process, and (b propose a strategic marketing planning process for the sport sector and analyze its various elements. If the sport managers follow the proposed strategic marketing planning process, they will be able to handle the complicated sport business environment and deliver higheconomic benefits.
Strategic Planning Is an Oxymoron
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…
Bassett, Patrick F.
For the specific purpose of crafting a strategic plan for developing scientific and technical capacity for applying natural language processing (NLP) techniques to clinical text in HMO Research Network (HMORN) sites we convened a working conference in Seattle, December 17–18, 2008. Expert consultation in the strategic planning process was provided by six NLP experts from three institutions considered national leaders in the development and application of NLP technologies: the Mayo Clinic, the University of Pittsburgh Medical Center, and Vanderbilt University. Conference participants included representatives of five HMORN sites, Northwestern University, and the University of Washington. Specific aims of the conference were: To develop a strategic plan for acquiring natural language processing capacity including, potentially, development of in-house capacity, subcontracting NLP tasks to one or more external collaborators/contractors, some combination of these approaches, or none at all; and To educate investigators and technical staff about the processes of developing, testing, and applying NLP algorithms for extracting data from clinical text in the context of typical HMORN-style research programs. Traditional conference presentations addressed "What is natural language processing," "Illustrations of potential NLP projects," "Considerations when developing and applying NLP algorithms," and "Comprehensive, large-scale information extraction systems." A round-table-style discussion sessions focused on issues of human capital requirements for NLP projects, subcontracting NLP tasks to outside entities, multi-site collaboration on NLP projects, and a strategic plan for developing NLP capacity. This presentation summarizes the strategic planning products of the conference, currently in draft form and undergoing edits by a working group of the expert consultants and conference participants. Preliminarily, the strategic plan recommends incremental development of NLP capacity in HMORN-like sites through sequential execution of thoughtfully-selected small-scale NLP and NLP-like projects that represent key technical aspects of what can become a mature program of NLP capacity within 3–5 years. Initially, small-scale projects would be conducted in close collaboration with outside informatics experts to provide scientific and technical guidance to the immediate project and to assure fidelity with a longer-term locally-adapted strategic plan.
Strategic Planning Effectiveness in Public Transit Agencies.
The objective of this research is to measure the effectiveness of strategic planning models in public transit agencies. It seeks to support two principal areas. The first is an identification of organizational contextual, design, process, and top manageme...
I. O. Ugboro K. Obeng
Waste minimization and the goal of an environmentally benign plutonium processing facility: A strategic plan
To maintain capabilities in nuclear weapons technologies, the Department of Energy (DOE) has to maintain a plutonium processing facility that meets all the current and emerging standards of environmental regulations. A strategic goal to transform the Plutonium Processing Facility at Los Alamos into an environmentally benign operation is identified. A variety of technologies and systems necessary to meet this goal are identified. Two initiatives now in early stages of implementation are described in some detail. A highly motivated and trained work force and a systems approach to waste minimization and pollution prevention are necessary to maintain technical capabilities, to comply with regulations, and to meet the strategic goal
24 CFR 598.215 - What are the purpose and content of the strategic plan?
...performance in implementing the strategic plan, and the process it will...amend as appropriate. (5) Strategic planning process documentation: A...developable sites, and to prepare the Strategic Plan. The documentation...
ANSTO strategic plan 1988-1993
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
Strategic alignment of manufacturing processes in a Balanced Scorecard-based compensation plan: a theory illustration case
The present paper integrates the operations management and the management control literature in order to focus on the issue of strategic alignment in a BSC-based compensation plan. The specific objectives for this paper are twofold. First, the study offers a theoretical foundation for the thesis that alignment of manufacturing processes with business strategy will result in higher organizational performance. Second, a case study at a Belgian manufacturing division of a Danish corporate compan...
This article focuses on the strategic planning process and its best practices that is suggested by the literature and also applied by companies. The two cases studied in this paper are two prominent, non-competing companies operating in Malaysia namely UMW Toyota Sdn. Bhd. and the Chemical Company of Malaysia-Fertilizers Division (CCMFD). Applying a comparative qualitative case study research methodology, the major objective of the study is to investigate in depth the different aspects, proce...
Gholamreza Zandi; Muhamed Sulaiman; Hala Mohammad Al Atiyat; Babak Naysary
75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan
...Notice of availability of the ODS Strategic Plan for 2010-2014...Institutes of Health (NIH) has completed a strategic planning process resulting in the development of the ODS Strategic Plan for 2010-2014, entitled...
75 FR 47606 - Strategic Plan for Consumer Education via Cooperative Agreement (U18)
...PFSE for funding in support of strategic planning for consumer education. PFSE...national food safety education strategic plan that addresses changes...funds will support a facilitated strategic planning process to determine...
78 FR 71704 - Request for Comments on Draft SBA Strategic Plan for FY 2014-2018
...about-sba/sba_performance/strategic_planning. DATES: Submit comments...public input as part of the strategic planning process under the Government...about-sba/sba_performance/strategic_planning. Jonathan I. Carver,...
National Nanotechnology Initiative Strategic Plan.
This document is the strategic plan for the NNI. It describes the NNI vision and goals and the strategies by which these goals are to be achieved. The plan includes a description of the NNI investment strategy and the program component areas called for by...
Strategic long term planning in mining
Scientific Electronic Library Online (English)
Full Text Available SciELO South Africa | Language: English Abstract in english The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to dr [...] ive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.
G.L., Smith.
Strategic Planning - NCI OSPA Website
OSPA guides the NCI Divisions, Offices, and Centers (DOCs) in developing goals and strategies that will collectively help NCI achieve its vision. OSPA begins this process by educating NCI staff about the purpose, value, and process of strategic panning.
â??Strategic navigationâ?? in collaborative innovation planning processes : Analysing leadership emergence in the urban fringe
DEFF Research Database (Denmark)
Todayâ??s planning dilemmas for the urban fringe in western cities can be perceived of as a struggle between self-organization and control. This is pertinent in times of austerity. Public planning authorities are dependent on cross-sector collaboration in order to enhance the urban development of city areas in the urban fringes, such as brown field and suburbs. Urban planning needs to develop practices of â??strategic navigationâ?? (Jean Hillier) in order to come up with new type of responses for this type of dilemma. These practices of navigation emerge in uncertain environments, in which several actors needs to collaborate in order to pool resources and come up with innovative solutions. This paper argues that collaborative innovation leadership as a research field struggles with the same dilemma between control and self-organization as contemporary planning theory. The theoretical discussion leads to the formulation of an analytical model that can be used in future studies of leadership emergence in the urban fringe.
Hansen, Jesper Rohr
Today`s business world recognizes the importance of strategy and strategic management .Normally any strategic process has three distinct stages which are analysis, formulation of plans and implementation, a strategy is significantly influenced by environmental change. In this study the focus is formulating strategy and fit this on the Product life cycle (PLC) phases to advance successfully in market competition. Managers need to formulate a marketing strategy that generates a competitive adva...
Soltani, Solmaz
Strategic marketing planning in library
Full Text Available The article is based on the idea that every library can design instruments for creating events and managing the important resources of today's world, especially to manage the changes. This process can only be successful if libraries use adequate marketing methods. Strategic marketing planning starts with the analysis of library's mission, its objectives, goals and corporate culture. By analysing the public environment, the competitive environment and the macro environment, libraries recognise their opportunities and threats. These analyses are the foundations for library definitions: What does the library represent?, What does it aspire to? Which goals does it want to reach? What kind of marketing strategy will it use for its target market?
Karmen Štular-Sotošek
Integrated Strategic Planning in a Learning-Centered Community College
In learning-centered community colleges, planning, like all processes, must measurably improve learning and learner performance. This article shares Valencia Community College's approach to revising its strategic planning process based on the Organizational Elements Model to: 1) focus strategic planning on learning results that add value for…
Kelley, Susan; Kaufman, Roger
Strategic Planning for Technological Change
Strategic planning can become downright treacherous if one's institution depends heavily on technology, because technology changes course frequently. Technological change is somewhat predictable, and doing nothing is not an option. A number of complex factors hasten technological change. Limits on performance, breakthrough technology, market…
Strategic planning for remediation projects
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
Strategic School Planning in Jordan
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…
Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi
Transforming Student Affairs Strategic Planning into Tangible Results
The Division of Student Affairs at the University of Michigan has engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, bringing together the guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a…
Taylor, Simone Himbeault; Matney, Malinda M.
Collaborative Strategic Planning: Myth or Reality?
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…
Mbugua, Flora; Rarieya, Jane F. A.
Information technology strategic planning: art or science?
It had been almost a decade since the hospitals that make up the Daughters of Charity Health System (DCHS) had engaged in a formal information technology strategic planning process. In the summer of 2002, as the health system re-formed, there was a unique opportunity to introduce a planning process that reflected the governance style of the new health system. DCHS embarked on this journey, with the CIO initiating and formally sponsoring the information technology strategic planning process in a dynamic and collaborative manner The system sought to develop a plan tailored to encompass both enterprise-wide and local requirements; to develop a governance model to engage the members of the local health ministries in plan development, both now and in the future; and to conduct the process in a manner that reflected the values of the Daughters of Charity. The DCHS CIO outlined a premise that the CIO would guide and be continuously involved in the development of this tailored process, in conjunction with an external resource. Together, there would be joint responsibility for introducing a flexible information technology strategic planning methodology; providing an education on the current state of healthcare IT, including future trends and success factors; facilitating support to tap into existing internal talent; cultivating a collaborative process to support both current requirements and future vision; and developing a well-functioning governance structure that would enable the plan to evolve and reflect user community requirements. This article highlights the planning process, including the lessons learned, the benchmarking during and in post-planning, and finally, but most importantly, the unexpected benefit that resulted from this planning process. PMID:16045082
Hutsell, Richard; Mancini-Newell, Lulcy
Environmental Education Strategic Plan
This document is designed to guide the Environmental Education and Development Branch (EM-522) of the EM Office of Technology (OTD) Development, Technology Integration and Environmental Education Division (EM-52) in planning and executing its program through EM staff, Operations Offices, National Laboratories, contractors, and others.
Strategic Planning for Cross Border Waste Management
...Planning for Cross Border Waste Management...lack of cross border waste management strategic planning. It used existing...planning. It used existing waste management plans, future waste trends by...
Strategic Planning to Enhance Teaching and Learning with Technology
Seminaries across North America are continuing to expand their use of technology for theological education. This article explores eight issues surrounding the strategic planning process when it comes to technology. These have to do with the obstacles to fresh thinking, the current best practices in strategic planning processes, detailed…
Delamarter, Steve
Full Text Available 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.
Strategic Planning in Public Universities: A Developing Country Perspective
Full Text Available This paper presents the results of an empirical study on strategic planning in three public universities in Ghana. It assesses strategy development, the implementation process, the main challenges to strategic planning in public universities, and what their success factors are. Findings indicate that the nature, form, and sophistication of information and communication technology use influenced successful implementation of strategic plans for two public universities. Other results suggested that members of staff perceived strategic planning to be the responsibility of top management; thus, there is little ownership and commitment by academic and other stakeholders.
Daniel Ofori
Chemical Biological Defense Program Strategic Plan.
The purpose of this strategic plan is to focus and guide our actions in the Chemical and Biological Defense Program (CBDP). Our immediate responsibility is to develop, deliver, and support the systems that provide strategic resilience - systems flexible e...
Strategic planning for exploration management
The book begins with a review of the changes now taking place in the petroleum industry, and follows with an overview of strategic planning (what it is, why it often fails, how to make it work, etc.). The authors then review the traditional exploration strategies by illustrating traditional views of explorationists, landmen, and operations managers. The next section involves a review of the factual data available - wells, discoveries, production, etc. The value of competitor analyses and the assessment of social risks is stressed. Social risks involve any potential delay or expense that can be caused by either government or local groups. The next two sections deal with numerous aspects of strategic analysis. Formulas and modeling concepts dominate this portion of the book. There is an excellent chapter on avoiding pitfalls in planning. It contains a good discussion of the planner's role and the manager's role in avoiding mistakes in risk analysis, strategic analysis, and communication. Conclusions in the book deal with scenario generations and with setting attainable objectives and goals. Each chapter is followed by useful references, and there are three appendices. Two appendices deal with available data. (Appendix A - the Petroleum Data System of the University of Oklahoma; Appendix B - various data bases of Petroleum Information, Inc.). The third appendix is an expansion of ideas on the managing of social risks.
Quick, A.N.; Buck, N.A.
CNES Strategic Plan 2001-2005
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 baseline from which to build on CNES's vision; shared ambition, defining the agency's objectives and strategic focus; applying lines of action at each of the agency's four space centres through specifically targeted action plans at centre and process level; setting up of a monitoring and oversight structure; definition of a communication strategy to support management of change, designed to keep all CNES personnel informed about the plan and the process behind it.
Janichewski, S.; Ben A??m, H.
Strategic Planning and Small Firm Growth: An Empirical Examination
Full Text Available Strategic thinking is important for small firms in the time of global competition, technological change and increased dynamics in markets. Even if many entrepreneurs do not formulate business plans, the strategic planning and systematic decision-making can be considered a key determinant of survival and success of small firms. The paper examines the relationship between strategic planning and small firm growth in terms of empirical analyses that include various strategic planning elements, which have not been given enough attention in past research. Seven hypotheses on the relationship between strategic planning and growth are developed and empirically tested by using data collected via questionnaire from 114 Slovenian smaller firms. The study has practical implications. Entrepreneurs need to be aware that strategic planning practices, processes and techniques can be beneficial for growth of the firm. In order to enable their firms to grow, entrepreneurs may like to consider exactly formulating vision and strategy, incorporating the elements of internationalization and networking in the firm vision, focusing on growth, profit, and market, among strategic analysis techniques paying special attention to analysis of market and competition, and exactly formulating generic business strategies. All these strategic planning efforts need to be reinforced by practices that follow the key growth and market orientations, and have company-wide support. The key implication of this study for research is that the assessment of the relationship between strategic planning and small firm growth needs to be done across various elements or dimensions.
Branka Skrt
Carlsbad Area Office strategic plan
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
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.
Institutional strategic planning. The role of the materiel management department.
The author discusses the components of the strategic planning process, how the process is managed, and how the materiel management department can incorporate its goals and objectives into the overall organizational mission. PMID:10106491
Martinetto, D L
Full Text Available Public management offers a variety of answers to public organizations that are willing to undertake a reform process. The ways in which the administrative activity can be made more effective are multiple, from contracting out and performance measurement to public marketing and quality management. One of the most important tools that public institutions can use is strategic planning.
C?lin HIN?EA
Strategic Planning Formulation by using Reinforcement Learning
Full Text Available This study considers the similarities between strategic planning and reinforcement learning, then formulates the strategic planning to a reinforcement learning problem and solves it by using reinforcement learning methods. Increasing the environmental cataclysm and variations in today's world enforce all organizations such as universities, to have a strategic thought to increasing the effect answering time to their environmental needs, resource wasting reduction, leading the organization to a clear and executable direction and problem determination in On the other hand internal and external views., computers have a key role in today's life. We try to relate between these two subjects. We use recommended method to computerize the strategic planning design for Noshahr-Chaloos Islamic Azad Universi of the university placed in compositional ty of Iran. The results show that the general strategic positionstrategies. Also the results present using intelligent methods to computerize the strategic planning have a very good future, although it is on beginning of its long path.
Naghi, R. Seyedaghaee
Waste Isolation Pilot Plant Strategic Plan
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
Complex Strategic Choices : Applying Systemic Planning for Strategic Decision Making
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 coherent and flexible approach named systemic planning. The inclusion of both the theoretical and practical aspects of systemic planning makes this book a key resource for researchers and students in the field of planning and decision analysis as well as practitioners dealing with strategic analysis and decision making. More broadly, Complex Strategic Choices acts as guide for professionals and students involved in complex planning tasks across several fields such as business and engineering.
Leleur, Steen
Advanced Rural Transportation Systems (ARTS): Strategic Plan.
This Strategic Plan has been developed for the Advanced Rural Transportation Systems (ARTS) portion of the ITS Program. The plan focuses on the Federal Government's role in developing rural ITS options and prudently managing emerging ITS technologies with...
Cypress College Strategic Plan, 2000-2004.
This document outlines Cypress College's Strategic Plan to be used to guide decision-making and resource allocation for the years 2000 through 2004. The Strategic Plan begins with the Cypress College Vision Statement: building a college-wide learning community for student success. The Mission Statement states that Cypress College is committed to…
Cypress Coll., CA.
State Strategic Planning. Policy Issues Paper.
Strategic planning is a technique that has been developed to help managers and leaders address the need for organizational transformation in response to societal change. Its elements include external environmental scanning, internal capacity analysis, participation and involvement, mission and strategic goals, implementation/linkage plans, and…
McCune, Shirley D.
Why Every Department Needs a Strategic Plan.
Believes that university departments should use a business model in developing a strategic plan. Describes how to create this type of strategic plan that includes three steps: (1) developing the vision and goals; (2) marketing and evaluating the competition; and (3) using feedback and revising. (CMK)
Nelson, Elizabeth McGhee
Transportation technology program: Strategic plan
The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.
Community Engagement and Strategic Planning: Making the Commitment Real
Embedding community engagement into the fabric of the university requires a well articulated strategic vision. This article shares lessons learned by the president of a comprehensive research university, focusing primarily on two case studies, both urban institutions. The article discusses two strategic planning processes-one at the University of…
Zimpher, Nancy L.
Developing and executing a strategic plan.
Because of the historic economic crisis, the past 18 months--2008 and the first half of 2009--have been challenging for many plastic surgery practices. Prior to the economic crisis in 2008, many practices enjoyed success with little synchronization between financial and productivity results, practice goals, and strategic planning. Now, suddenly, there is a great deal of interest in the alignment of budgets and financial reporting, marketing return on investment (ROI), staff accountability, and overhead management. The process of developing a business plan can serve to bring clarity and objectivity to the assessment of practice goals and market dynamics. The business planning process also provides assurance of more efficient use of the practice's human and capital resources. Ultimately, the process will bring order, discipline, and focus to practice stakeholders, thus increasing the likelihood of meeting or exceeding practice goals. The process: (1) defining the mission of the practice; (2) completing a competitive analysis for your market; (3) completing an assessment of your current environment; (4) completing an assessment of the financial health of your practice; (5) preparation of a SWOT (strengths, weakness, opportunity, threat) analysis; and (6) a translation of your mission statement into specific long-term goals and short-term performance objectives. The outcome of completing these tasks should be an actionable plan that will serve as a guide or road map for the practice. A well-articulated plan will solidify staff confidence, continue the advancement of a strong business foundation, and provide clear navigation through this new economic landscape in a way that preserves your ability to provide the care you have devoted yourselves to deliver. Today's needs, and yesterday's lessons, dictate that a well-documented strategic action plan be undertaken. PMID:20127597
Morley, Glenn
Purdue Extended Campus: Transparency, Accountability, and Assessment in Strategic Planning
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…
Cunningham, Robin; Eddy, Michael; Pagano, Mark; Ncube, Lisa
77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan
...SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan AGENCY: National Transportation Safety Board...gov/doclib/agency_reports/Strategic-Plan_2013-2016.pdf. DATES: Parties should submit comments on or before...
Integrating Risk Management and Strategic Planning
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…
Achampong, Francis K.
Planning Tool for Strategic Evaluation of Facility Plans - 13570
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)
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)
77 FR 15142 - Updated Nuclear Regulatory Commission Fiscal Years 2008-2013 Strategic Plan
...along with the updated strategic plan. During the review process...the existing FY 2008-2013 strategic plan that was published in...there have been no substantial changes in the agency's mission...NRC is issuing an updated strategic plan. The updated...
Improvements to Strategic Planning and Implementation through Enhanced Correlation with Decision-Making Frameworks
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…
McCready, John W.
7 CFR 25.204 - Evaluation of the strategic plan.
...effectiveness. The effectiveness of the strategic plan will be determined...which may include: (a) Strategic vision for change â(1) Goals and coordinated... The extent to which the strategic plan reflects a...
24 CFR 597.201 - Evaluating the strategic plan.
...coordinating programs to implement the strategic plan; and (4) Permanent...their commitments. (d) Strategic vision for change â(1) Goals and coordinated... The extent to which the strategic plan reflects a...
Linking Strategic Planning and Graduate Education.
Strategic planning provides an effective means for universities to strengthen institutional quality and respond to societal needs while addressing the issues of economic decline, changing student demographics, fluctuating funding patterns, varying employment opportunities, and increased need for accountability. (MSE)
Tack, Martha Wingard; Heberlein, Garrett T.
Strategic Planning with Family Physicians: A Case Study
Family physicians at Sunnybrook Medical Centre were engaged in a strategic planning process to develop a practice philosophy, mission statement, short-term goals, and plan for future programming. Numerous issues were identified in relation to the need for planning, the successful involvement of family physicians in the planning process, and the traditional relationship between physicians and managers which, in the past, has inhibited productive collaboration. Strategies were developed to over...
Fried, Bruce; Nelson, Wendy
strategic plan for Haier's global brand building
Abstract This thesis aims at finding a correct and valid global branding strategy for Haier, a Chinese home-appliance and digital company, to build up a world-class brand. In my thesis, I will mainly focus on two parts of theories, globalisation strategy and brand management. The globalisation strategy makes us to understand the importance of strategic plans and steps in implementing globalisation and teaches us how to make an effective and efficient global strategic planning. Brand ...
Lu, Yidan
Strategic Planning and Strategic Thinking Clothed in STRATEGO
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…
Baaki, John; Moseley, James L.
FY 2001 Hanford Waste Management Strategic Plan
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 technologies, be responsive to the customer, and improve control over unknowns through contingency planning; (2) redefine major tasks that must be performed and integrate the relationship of tasks to balance RL operations, Office of River Protection, and off-site customers; (3) enhance readiness to meet all future waste treatment/processing and disposal needs for the Hanford mission; (4) support and justify out-year budget requests; and (5) provide a logical basis for restructuring waste management regulatory commitments and develop more effective tools for meeting those commitments
Papo D'Anjo - International strategic implementation plan to Brazil
The objective of my work is to help a Portuguese company, Papo D'Anjo, to achieve its strategic goals by elaborating an International Strategic Implementation Plan to enter into Brazil. In order to succeed in this Strategic Plan I have studied the history of the company, the way it is organized, it production process, its revenues and market distribution. I did a SWOT and a TOWS analysis. Regarding the chosen market, Brazil, I did a PEST analysis to better understand it and I also condu...
Pipa, Toma?s Manuel Macedo Lousada Loureiro
Transformational Assessment: A Simplified Model of Strategic Planning
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.…
Bardwell, Rebecca
Strategic planning for research reactors. Guidance for reactor managers
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
Integrated resource strategic planning in China
Many governments around the world are focusing on emissions reduction through energy efficiency improvements, particularly on the demand side. Although Integrated Resource Planning (IRP), which considers both supply-side and demand-side options, had been a useful tool in the planning process for the power industry, its effectiveness has been challenged recently with the restructuring of the power sector that has occurred in China and elsewhere around the world. The paper proposes Integrated Resource Strategic Planning (IRSP) as an alternative to IRP in a deregulated power sector. IRSP takes the resource planning process one step further to the national level. In this paper, the authors demonstrate the tremendous potential for efficiency improvements on both the supply and demand sides of the power sector in China with IRSP. The results show that between 2009 and 2020, the potential for electricity savings will reach about 1228.5 TWh, and the potential reduction in carbon dioxide (CO2) emissions will be about 1020.5 million tons. Another important finding of this study is that the current market-based pricing system in China should be improved to provide sufficient incentives for pursuing energy savings on the demand side.
Information Technology Management (ITM) Strategic Plan, Supporting National Defense, (ITM Strategic Plan), Version 1.0.
The Information Technology Management (ITM) Strategic Plan provides overall Department of Defense (DoD) guidance for managing its information resources. The Plan establishes the DoD shared vision for ITM, top goals and objectives, measures of performance,...
Strategic Team AI Path Plans: Probabilistic Pathfinding
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.
Narendra S. Chaudhari
Institutional Research's Role in Strategic Planning
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…
Economic scenarios for GRI strategic planning. Occasional pub
To develop an expanded strategic planning process, GRI has evaluated a range of economic forecasts that consider the effects of various economic assumptions on the energy sector. Ten alternative scenarios prepared by five organizations are compared with the scenario used in GRI's 1981 planning cycle and with a more recent and detailed analysis based on the Hudson-Jorgenson energy model. The key variables that affect GRI's strategic planning are the rate of growth in GNP, the rate of growth in energy consumption related to GNP growth, and the general level of energy prices controlled largely by the world oil price.
Darrow, K.G.
Integrating Environmental Considerations into Transportation Planning through Strategic Environmental Assessment
Full Text Available The present article analyzes the concept of strategic environmental assessment (SEA and its role in the development of local transportation strategies and plans, investigating how SEA acts as an effective tool to integrate environmental issues into transportation planning. The paper provides with useful advice for local authorities on how to comply with the European and national legislation requirements in the environmental permitting process for transportation plans. At the same time, it points out useful information for practitioners in the field of the strategic environmental assessment in the elaboration of the Environmental Report, as the key factor in SEA procedure.
Ana-Maria CORPADE
Organizations' Use of Strategic Planning Tools and Techniques in the Sultanate of Oman
Full Text Available This study on the use of strategic planning tools and techniques in the Sultanate of Oman aims to contribute to theresearch on strategic planning processes. Currently, only a few research studies have been conducted on strategicplanning in developing countries, especially in the Middle East. Almost no evidence of such research exists tounderstand the extent of the use of strategic planning tools and techniques in the Sultanate of Oman. The studyused a questionnaire to ask about 14 strategic planning tools and techniques. Twenty organizations in Oman thathave a written strategic plan comprised the sample population. The data were collected from heads ofdepartments and sections, directors, managers, and advisors directly involved in the strategic planning process.The analysis shows that the most commonly used strategic planning tools employed by organizations in Oman arebenchmarking, followed by stakeholders analysis and then strengths, weaknesses, opportunities, and threats(SWOT analysis, while the Delphi technique, experience curve, Porter's five forces, and what-if analysistechniques were the least commonly used. Considering the segmentation of organizations, one can see that thefinancial sector and business groups use the tools most frequently whereas the single- and family-ownershipgroups have limited use of strategic planning tools. On average, almost 30% of the organizations in Oman never orvery rarely uses strategic planning tools. This paper provides an understanding of strategic planning in Oman andsupplies the missing links in the previous studies conducted on strategic planning.
James Rajasekar
Towards a Strategic Plan: Summary of APS Strategic Planning Meeting
This article is on pages 113 and 116-120 of the PDF file. This article presents a summary of the APS five year stratigic plan based on membership surveys, financial analysis and observations compiled by an independent consulting firm. The plan contains 12 topics which reflect the direction and improvements APS leadership wishes to see occur.
The Methodology for Strategic Plan Implementation
Full Text Available SciELO Mexico | Language: English Abstract in spanish El objetivo de este artículo es proponer la metodología para la implementación de planes estratégicos en organizaciones, a través de la prevención y, en su caso, de la definición y solución de los problemas que afectan frecuentemente los procesos de implementación con muchas manifestaciones y nociva [...] s consecuencias. Dos tipos de estos problemas, organizacionales y funcionales, han sido identificados a través de la elaboración del concepto de implementación bajo el enfoque sistémico y paradigma cibernético. El consecuente análisis de cada uno de ellos ha permitido desarrollar una metodología para su prevención, identificación y solución con el fin de asegurar el eficaz y eficiente proceso de la implementación. Esta metodología consiste en la realización de cinco procedimientos consecuenciales que fueron validados con resultados positivos obtenidos a través de su aplicación virtual a los diferentes casos de manifestaciones con sus consecuencias negativas ocurridas durante implementaciones de planes estratégicos descritos en la bibliografía. Abstract in english The objective of this paper is to propose the methodology for the implementation of strategic plans in organizations through the prevention and, in its case, the definition and solution of the problems that frequently affect the implementation processes with many negative manifestations and harmful [...] consequences. By elaborating the concept of implementation under the systems approach and cybernetic paradigm, two types of these problems have been identified: the organizational and the functional ones. The consequent analysis of each kind of them has permitted the development of a methodology for their prevention, identification and solution to assure an effective and efficient implementation process. This methodology consists in realizing five subsequent procedures, which were validated with positive results obtained through their virtual application to the different cases of manifestations with the negative consequences that had occurred during strategic plans implementations described in literature.
Rojas-Arce, J.; Gelman, O.; Suárez-Rocha, J..
Strategic Information Systems Planning: An Empirical Evaluation of Its Dimensions
Full Text Available SciELO Chile | Language: English Abstract in english Strategic management of Information Technology (IT) has long been regarded as a critical component of business performance. This study addresses two objectives. Firstly we investigate the practice and effectiveness of Strategic Information Systems Planning (SISP) as a function of strategic managemen [...] t in 29 large Australian organizations. Secondly we review these results through a theoretical lens established by Segars et al. (1998) who identified six dimensions that provide a structured approach to reviewing the SISP process. Our results show that SISP was widely used in these 29 organizations in aspects such as planning associated with strategic IS investment and application, and whilst the theoretical review generally supported the literature, some amendments are required to the participation and focus dimensions suggested by Segars et al. (1998). Such results have implications for both practitioners and researchers.
Carla L, Wilkin; Narciso, Cerpa.
Full Text Available Strategic management of Information Technology (IT has long been regarded as a critical component of business performance. This study addresses two objectives. Firstly we investigate the practice and effectiveness of Strategic Information Systems Planning (SISP as a function of strategic management in 29 large Australian organizations. Secondly we review these results through a theoretical lens established by Segars et al. (1998 who identified six dimensions that provide a structured approach to reviewing the SISP process. Our results show that SISP was widely used in these 29 organizations in aspects such as planning associated with strategic IS investment and application, and whilst the theoretical review generally supported the literature, some amendments are required to the participation and focus dimensions suggested by Segars et al. (1998. Such results have implications for both practitioners and researchers.
Carla Wilkin
Strategic Planning: An Imperative Procedure for Educational Leaders to Employ
Strategic planning is a process that educational leaders must utilize to allow the organization to make its vision come into fruition. Bryson asserts that leaders must be masterful in this process to allow the organization to " . . . fulfill (its) mission, meet (its) mandates, and satisfy (its) constituents in the years ahead" (Bryson 1995, pg.…
Cloud, Michelle
Full Text Available This action research study examines the organizational development intervention (ODI impact of a strategic management planning process (SMPP on motivation, satisfaction, engagement and innovative behaviors as well as its impact on the relationship of motivation, satisfaction, and engagement with innovative behaviors in a SME firm. This study provides clear evidence that SMPP can also change or improve behavior of people in the organization and indicates that there are some influence on motivation, satisfaction, engagement and innovative behaviors. The results further indicate that the introduction of SMPP strengthen relationships between motivation and innovative behaviors, satisfaction and innovative behaviors, and engagement and innovative behaviors.
Sawat KENGCHON
'Action 2016': AREVA's strategic action plan
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
Strategic Positioning in Tactical Scenario Planning
CERN Multimedia
Capability planning problems are pervasive throughout many areas of human interest with prominent examples found in defense and security. Planning provides a unique context for optimization that has not been explored in great detail and involves a number of interesting challenges which are distinct from traditional optimization research. Planning problems demand solutions that can satisfy a number of competing objectives on multiple scales related to robustness, adaptiveness, risk, etc. The scenario method is a key approach for planning. Scenarios can be defined for long-term as well as short-term plans. This paper introduces computational scenario-based planning problems and proposes ways to accommodate strategic positioning within the tactical planning domain. We demonstrate the methodology in a resource planning problem that is solved with a multi-objective evolutionary algorithm. Our discussion and results highlight the fact that scenario-based planning is naturally framed within a multi-objective setting...
Whitacre, James M; Sarker, Ruhul; Bender, Axel; Baker, Stephen; 10.1145/1389095.1389293
Final Report for the Soboba Strategic Tribal Energy Planning Project
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.
Miller, Kim [EPA Specialist
Thames Estuary 2100 Plan strategic environmental assessment
The TE2100 Plan sets out the strategic direction for managing flood risk in the Thames estuary to the end of the century and beyond. It sets out how we will continue to protect 1.25 million people and Ł200 billion worth of property from tidal flood risk.
Strategic energy planning in Southern China
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.
Bogach, S.; Ding, G.; Sabourin, J. [Bogach and Associates Ltd. (Canada)
Planning for an ageing population: strategic considerations
LENUS (Irish Health Repository)
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\
O'Shea, Dr Eamon
ANSTO strategic plan 1996/1997-1999/2000
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
Preventing Dust Collection: Transforming Student Affairs Strategic Planning into Tangible Results
The Division of Student Affairs at the University of Michigan in Ann Arbor engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, uniting a guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a group…
How to rescue strategic planning in energy
Argues that energy companies are making a mistake by withdrawing from strategic planning in favor of a more tactical approach in response to lower oil prices. Points out that disenchantment with strategy largely reflects the poor record of energy price forecasters over the past decade. Proposes that good planning will require an in-depth understanding of markets and competitors, more creative approaches, and flexibility. Discusses the role of the corporate planner.
Sawhill, J.C.
Quidgest internationalization strategic plan to Brazil
An International Strategic Plan to Brazil is the subject of this work project. The author studies the prospect of the Portuguese company Quidgest increasing its international presence. Quidgest is a software consultant that develops Enterprise Resource Planning (ERP) systems. After an extensive analysis focused on Brazil's economy, business conjecture and its ERP market potential, the major conclusion drawn was the fact that the company should send its operations to Brazil, mainly to the st...
Ramos, Maria Do Rosa?rio Pinto Mesquita Ortiga?o
Impact of Strategic Planning on Financial Performance of Companies in Turkey
Full Text Available Strategic planning is important for strategic management of companies. The purpose of this study is to explore the impact of strategic planning on financial performance of major industrial enterprises of Turkey. Our findings show that many domestic and foreign firms in our sample have a strategic process in place. It is an annual process and considered a very important organizational activity. This paper is one of the few studies to examine the strategic planning process in a sample of firms from a transitional economy. It can be considered a longitudinal study because it examines a set of institutions to identify changes in their performance over time, as they incorporate the use of strategic tools in a dynamic competitive environment. The findings of this study provide a contribution to our understanding of the nature and practice of strategic planning in Turkish companies and possibilities of correlations between their efforts and performance.
Alev M Efendioglu
Strategic planning for power system restorations
This paper considers the power system restoration planning problem (PSRPP) for disaster recovery, a fundamental problem faced by all populated areas. PSRPPs are complex stochastic optimization problems that combine resource allocation, warehouse location, and vehicle routing considerations. Furthermore, electrical power systems are complex systems whose behavior can only be determined by physics simulations. Moreover, these problems must be solved under tight runtime constraints to be practical in real-world disaster situations. This work is three fold: (1) it formalizes the specification of PSRPPs; (2) introduces a simple optimization-simulation hybridization necessary for solving PSRPPs; and (3) presents a complete restoration algorithm that utilizes the strengths of mixed integer programming, constraint programming, and large neighborhood search. This paper studied a novel problem in the field of humanitarian logistics, the Power System Restoration Problem (PSRPP). The PSRPP models the strategic planning process for post disaster power system recovery. The paper proposed a multi-stage stochastic hybrid optimization algorithm that yields high quality solutions to real-world benchmarks provided by Los Alamos National Laboratory (LANL). The algorithm uses a variety of technologies, including MIP, constraint programming, and large neighborhood search, to exploit the structure of each individual optimization subproblem. The experimental results on hurricane disaster benchmarks indicate that the algorithm is practical from a computational standpoint and produce significant improvements over existing relief delivery procedures.
Bent, Russell W [Los Alamos National Laboratory; Van Hententyck, Pascal [BROWN UNIV.; Coffrin, Carleton [BROWN UNIV.
Data-Driven Planning: Using Assessment in Strategic Planning
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…
Bresciani, Marilee J.
Strategic Marketing Plan for Sparkle International English School
The objectives of this research work are to learn how to make a strategic marketing plan and design a strategic marketing plan for the Sparkle International English School. The strategic marketing plan is developed in order to help the Sparkle International English School to develop its business.
Yuan, Xiao
Strategic Planning in Public Organization: The Case of a Tax Administration in a Developing Country
Full Text Available Strategic planning is the most important and fundamental step in moving organizations to become more performance-oriented. An effective strategic planning system requires the strategic planning process to be linked with other management processes in an organization. This study investigates the strategic planning process to see how it is linked to other critical decision-making processes in a tax administration. Such study, specifically for tax administrations in developing countries is lacking in the literature. Data for this study was collected through interviews with tax officials of the Royal Malaysian Customs (RMC which administers the indirect taxes. On the overall, the results reveal that the practices of the strategic planning system at RMC are similar to those of the international revenue bodies. However, some elements in the strategic planning process are inconsistent with the international practices and needed improvements. These are the areas related to stakeholders' involvement in the strategic planning process, evaluation process of the strategic plan, resources issues, and performance measurement activities. Reflecting on the problems faced by RMC in achieving its strategic goals and objectives, the main issues are related to the lack of resources and lack of commitment from the tax employees.
Dr. Muzainah Mansor
Framework Model for Strategic Plan Using Dynamic Workflow
Full Text Available This paper presents a first application trial of designing a strategic plan depending on dynamic workflow. When designing such strategic plan, it is important to study carefully the organization types. The significant difference of this proposed model from previous studies is that these studies concentrate on day-to-day work while this model is applicable for long-term time strategic plan. The proposed strategic plan is analyzed against different planning parameters and showed that it is considered as a core work for different organizations instead of being a marginal work as in the traditional strategic plans. The proposed strategic planning helps planers to adjust human resources involved in that plan. Also this strategic plan is applied successfully in Free Zone Company in Jordan which is related to products with free tax.
Ziad Mohammad Abu-Hamour
The Pitfalls of Strategic Planning
Superintendents across the country have shared their frustration with planning initiatives that consume valuable chunks of time and energy without yielding a viable tool to drive improvement and accountability. In this article, the authors provide an example that reflects the actual experience of a school district whose identity they are shielding…
Cox, Sharon W.; Bastress, Robert L.
The emergence of community strategic planning in New South Wales, Australia: Influences, challenges and opportunities
Full Text Available This paper investigates the emergence of community strategic planning in the New South Wales (NSW local government sector, against the backdrop of a series of broad influences ranging from increased interest in participatory democracy through to sustainable infrastructure provision. It provides an understanding of how community strategic planning has evolved over the past few decades to embody these influences. The paper concludes with reflections on some common challenges and opportunities experienced by local councils in NSW that have undertaken voluntary community strategic planning or are in the process of developing community strategic plans. Given underlying similarities in the emergence of participatory long-term strategic planning in local government around the world, many of the experiences associated with the preparation of community strategic plans in the NSW context are likely to be of relevance to those undertaking similar processes in other jurisdictions.
Jason Prior
Corporate strategic plan for safeguards and security
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
Full Text Available The objective of this paper is to analyze the transformation processes in strategy formulation inrelation to the evolution of the organization. It is determined that strategic thinking and strategyformulation has been a unique privilege of top management until the 70's when the context wascharacterized by being more or less stable, in which the comparative advantages were sufficient toachieve the organization's success starting from the role of traditional management.However, when the competitive environment changes due to the turbulence phenomena, with morecomplexity and turbulence, top management of organizations must respond to increasing demandsimposed by the new social and economic conditions. And through a continuous process of innovationof all activities of the business to search for sustainable competitive advantages founded on intangibleelements, specifically on the "knowledge" which is internalized in all the members of the organization.Thus, although strategic formulation is still faculty of top management, in some way it is influenced byother members of the organization.
Strategic planning decisions in the high tech industry
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...
Daim, Tugrul; Beyhan, Berna; Basoglu, Nuri
Strategic planning of the regional environmental policy
Full Text Available The article justifies the necessity of introduction of management of regional development of strategic planning. It focuses on importance of the complex work on creation of regulatory and legal, organisational and educational grounds of these activity and also availability of social and material motivation for this activity to become necessary, mandatory and sensitive. The article is devoted to theoretical, methodological and applied issues of formation and realisation of the regional environmental policy. It justifies theoretical essence of the "regional environmental policy" notion. It offers priority directions of the regional ecological policy. It shows that strategic planning of the regional development is based on assessment of competitive advantages and shortcomings of a region and also opportunities and threats with respect to its further development and is considered as one of the most prospective and efficient mechanisms of realisation of the long-term regional environmental policy under conditions of global integration.
Chernyhivska Anna V.
A faculty created strategic plan for excellence in nursing education.
Strategic planning for nursing education, when seen through a faculty lens creates a deeper, more meaningful critical analysis of effective program development. New strategies are required for academic institutions to transform their curricula to meet the needs of a dynamic healthcare and changing global environment to provide quality education for students. In this article, an evidence-informed process is presented that was progressively co-created by the faculty and facilitators. Seminal business frameworks, leadership development philosophies, and innovative interventions enabled faculty to become engaged and developed as they created a strategic plan for a future-driven nursing program. Phase One presents the process of developing a strategic plan for excellence in nursing education by leveraging faculty potential and preparing for an upcoming accreditation. In Phase Two, four team members from Phase One continue as part of Phase Two team serving as the collective memory for this initial work. This method of strategic planning encouraged faculty engagement and leadership and laid the groundwork for a positive culture change among nursing faculty. PMID:24516007
Evans, Connie Joan; Francis Shackell, Eileen; Jean Kerr-Wilson, Selma; Joan Doyle, Glynda; McCutcheon, Jodie Anita; Budz, Bernice
In the era of globalization organizations productivity achievement not only determined by existing manpower skill, ability, age and experience mix but also adding value to company competitiveness. What you have to day never be guarantee for tomorrow. Because we live in uncertain and ever changing environment that always need care and seeing unforeseen future events. Globalization, cultural, demographic, social structure changes, technological dynamisms make strategic human resource planning i...
Merging strategic and tactical planning in dynamic and uncertain environments
This paper presents a new approach to planning in dynamic and uncertain environments. Planning is viewed as a process in which an agent`s long term goals are transformed into short term tasks and objectives, given the agent`s strategy and the context of planning. The developed model allows for a dynamic balance between long term strategic planning and short term tactical planning. The notion of a strategy hierarchy is introduced to explicitly represent the process of strategy formulation and refinement. A combination of rules and plan scripts is used. Rules are used for representing domain knowledge and reasoning about strategic choices. Plan scripts are used for representing specific tasks and objectives. The uncertainty calculi of RUM/PRIMO (2), (6) are used for supporting reasoning under uncertainty. In the proposed model, it is also possible to achieve a seamless integration of case-based reasoning into the planning process. These ideas have been implemented in a system called MARS, which plans in the financial domain of mergers and acquisitions. 63 refs.
Bonissone, P.P.; Dutta, S.; Wood, N.C. [General Electric CRD, Schenectady, NY (United States)
Strategic marketing plan for a hotel
The aim of this thesis was to form a strategic marketing plan for Hotel X, a small privately owned hotel in Helsinki. The theoretical part of this thesis presents tourism and marketing from the hospitality industry's point of view; what challenges the accommodation providers face when marketing their products and what kind of plans can be formed in order to keep their marketing actions up to date. In the research a qualitative method was used and the data was collected using semi-structured...
Karppinen, Maarit
Tough Times: Strategic Planning as a War Canoe
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…
Seymour, Daniel
Venturing into unknown territory: Strategic spatial planning in post-communist cities
Full Text Available Recent planning practice in post-communist cities indicates a growing interest in strategic spatial planning. In their search for new planning paradigms and more flexible approaches to city planning, municipalities in post-communist cities have embraced strategic planning as a way to involve residents, the business community and various stakeholders in defining a vision for the future. Drawing on the experience of six capital cities – Prague, St Petersburg, Vilnius, Sofia, Budapest and Riga – this article outlines the essential characteristics of the process (planning and the product (a strategic plan. It establishes clear links between the strategic development process, its institutional framework and the hierarchical structure of goals, objectives and actions. Using a framework for strategic spatial planning in the context of rapid economic, social and governance change, the study evaluates the results of the process, focusing on "what" and "how" in the complex reality of planning. The framework applies the traditional strategic planning model, which establishes relationships between past, present and future to design alternative strategies for plan implementation, but in a much more unstable and unpredictable institutional environment. The research highlights the responsiveness of strategic planning to transition imperatives and its ability to define contextually appropriate multidimensional strategies for the spatial development of post-communist cities.
Sasha Tsenkova
Living the Plan: Strategic Planning Aligned with Practice and Assessment
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…
Sullivan, Timothy M.; Richardson, Emily C.
Strategic Planning for Emergencies: Lessons Learned from Katrina
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)
Strategic Planning in Municipal Government: the Case of City of Ottawa
Full Text Available Strategic Planning is a very popular decision-making framework and process for public management. However, theoretically the relationship between 'strategic planning' and 'strategic management' has been extremely debated as these two concepts have been appeared in some literature interchangeably. The paper is an attempt to see the real relationship between 'strategic planning' and 'strategic management'. Methods: The paper has been written on the basis of qualitative method. The City of Ottawa has been considered as a case to see how the city authority treats strategic planning and strategic management in practice. In fact, the article outlines the theoretical and practical relationship of these two important concepts at municipal level. Results: It appears that strategic planning is an inevitable element of strategic management, which generally appears after strategic formulation. Therefore, strategic planning and strategic management are not the same , though the two terms have been used interchangeably in many literatures. Conclusion: The emergent urbanization and globalization have resulted in municipal governments moving towards strategic planning. The process of strategic planning is multi-layered and complex. The planning should be tied to strategic management to achieve strategic goals and objectives. Key words: City of Ottawa, Municipal Government, Strategic Analysis, Strategic Management, Strategic Planning Résumé Objectif : La planification stratégique est un cadre populaire de la prise de décision et un processus du management public. Néanmoins, la relation entre la « planification stratégique » et le « management stratégique » a déjŕ été discuté profondément, car les deux concepts sont apparus interchangeablement dans des documents. L'article présent tente d'éclairer la relation entre la « planification stratégique » et le « management stratégique ». Méthodes : L'article présent est accompli sur la base de la méthode qualitative. La ville d'Ottawa est considérée comme un exemple pour étudier comment l'autorité municipale procčde ŕ la «planification stratégique » et au « management stratégique » dans la pratique. En fait, l'article présent résume la relation théorique et pratique entre les deux concepts au niveau municipal. Résultat : Il semble que la planification stratégique est un élément inévitable du management stratégique, qui apparaît généralement aprčs la formulation stratégique. Ainsi, la planification stratégique et le management stratégique ne sont pas la męme chose, bien que ces deux concepts sont utilisés interchangeablement dans certains documents. Conclusion : L'urbanisation et la globalisation émergentes font que le gouvernement municipal se tourne vers la planification stratégique. Le processus de la planification stratégique est complexe et de multi-ordres. La planification doit s'attacher au management stratégique pour réaliser les buts et objectives stratégiques Mots-Clés: ville d'Ottawa, gouvernement municipal, analyse stratégique, management stratégique, planification stratégique
S.M. Humayun KABIR
The State of Strategic Planning: A Survey of Selected Research Universities.
Despite the complexity and elusiveness of strategic planning by research universities, factors correlated with satisfaction in planning include presence of president or chief executive, presence of centralization and decentralization elements in the planning process, presence of a permanent planning committee, linkage of planning to budgeting, use…
Tan, David L.
Eastern Band of Cherokee Strategic Energy Plan
The Eastern Band of Cherokee Indians was awarded a grant under the U.S. Department of Energy Tribal Energy Program (TEP) to develop a Tribal Strategic Energy Plan (SEP). The grant, awarded under the "First Steps" phase of the TEP, supported the development of a SEP that integrates with the Tribe's plans for economic development, preservation of natural resources and the environment, and perpetuation of Tribal heritage and culture. The Tribe formed an Energy Committee consisting of members from various departments within the Tribal government. This committee, together with its consultant, the South Carolina Institute for Energy Studies, performed the following activities: • Develop the Tribe's energy goals and objectives • Establish the Tribe's current energy usage • Identify available renewable energy and energy efficiency options • Assess the available options versus the goals and objectives • Create an action plan for the selected options
Souther Carolina Institute of energy Studies-Robert Leitner
Improved SWOT approach for conducting strategic planning in the construction industry
Strength, weakness, opportunity, and threat (SWOT) analysis has been in use since the 1960s as a tool to assist strategic planning in various types of enterprises including those in the construction industry. While still widely used, the approach has called for improvements to make it more helpful in strategic management. The project described in this paper aimed to study whether the process to convert a SWOT analysis into a strategic plan could be assisted with some simple rationally quantit...
Strategic Plan for Autism Spectrum Disorder Research, 2010.
In developing the 2010 Strategic Plan for ASD Research, the Interagency Autism Coordinating Committee (IACC) updated the previous Plan to highlight the most pressing research needs and opportunities for the field today. The Plan, which must be annually up...
23 CFR 450.306 - Scope of the metropolitan transportation planning process.
...metropolitan transportation planning process. (h) The metropolitan transportation planning process should be consistent with the Strategic Highway Safety Plan...In developing proposed simplified planning procedures,...
Full Text Available In the era of globalization organizations productivity achievement not only determined by existing manpower skill, ability, age and experience mix but also adding value to company competitiveness. What you have to day never be guarantee for tomorrow. Because we live in uncertain and ever changing environment that always need care and seeing unforeseen future events. Globalization, cultural, demographic, social structure changes, technological dynamisms make strategic human resource planning imperative. Just failing to address potential threats in the markets or service place can jeopardizing the validity of your business, failing to anticipate personnel need can impact on overall business or services. HR planning is one way to buffer future environment uncertainties. But this complex activity never happen in vacuum or sterile environment therefore immediate and urgent strategic concern for enabling factors such as organizational culture, building good HR posture through HR architecture and using appropriate measurement tool for instance balanced scorecard is mandatory to gain value from it. Investments in HR technologies are corner stone for proactive planning in HR and that will change the total direction of your organization to boost on competitive world.
ANSTO Strategic Plan 2000/2001 - 2004/2005
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
Integration of strategic, financial plans vital to success.
Without financial planning, healthcare administrators have no way of knowing if their strategies are realistic. Strategic and financial planning must work together at every level of healthcare management, from organization-wide efforts to individual programs. Administrators can use such techniques as product line management, flexible budgeting, and portfolio management to incorporate strategic and financial planning into daily operations. PMID:10302969
Folger, J C
Fiscal years 1994--1998 Information Technology Strategic Plan
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
The objectives of this research work are to learn how to make a strategic marketing plan and design a strategic marketing plan for the Sparkle International English School. The strategic marketing plan is developed in order to help the Sparkle International English School to develop its business. I studied previous research and literature on the concept of internal analysis, external analysis, and SWOT analysis for the theoretical discussions of this research work. This research work als...
Applying Ad Hoc Institutional Research Findings to College Strategic Planning
Environmental scanning, enrollment forecasting, budget analyses, and institutional effectiveness assessment are examples of the explicit contributions institutional research offices make to campus strategic planning.
Clagett, Craig A.
Full Text Available In the global economic crisis and recession, strategic planning is a necessity. New business environment manifests a new approach to strategic planning and strategic thinking defines the activities with the organizational aspects of the movements in the region has the greatest influence firm size. The financial plan, the deficit of financial assets is a condition that requires new forms of adjustment to market conditions. The recession and the Serbian go hand in hand and the lack of funds, the impact of economic crisis and economic recession are conditions that require urgent and strategic action planning.
Ana Anufrijev
75 FR 43929 - National Weather Service (NWS) Strategic Plan, 2011-2020
...National Weather Service's (NWS) Strategic Plan (the Plan) for 2011-2020...from NOAA's Next Generation Strategic Plan and is the result of a collaborative...National Weather Service, Strategic Planning and Policy (W/SP),...
Full Text Available In public services, the political component of the marketing environment has a major importance, as all decisions adopted within central administration influence both the objectives and measures implemented by units of local government and other public service providers. Any discontinuity in the activity of such entities might result in neglecting the real needs of citizens and slowing the reform process in the public sector. Therefore, all initiatives of public organizations must have a unitary goal and integrate harmoniously within a single process. A tool from the management-marketing literature that both contributes to this purpose and leads to an increased customer satisfaction and organizational performance is strategic marketing planning. This paper presents, firstly, requirements and particularities of this process in the public sector, focusing on the need for bottom-up planning, meaning from the functional levels of public service organizations, to the corporate level, where strategic decisions are taken. To achieve this goal, there should be included in the planning process the clients and other audiences, which can provide useful information about the services they want, the quality or the accessibility thereof, and news about the services they need in the future. There are also mentioned the factors that can influence the quality of strategic marketing planning in public services domain: the importance of marketing within the organization, marketing knowledge of employees in marketing departments and/or of management personnel, the efficiency of activities within the organization, and the manager's marketing vision. In the final part of the paper there are presented the stages of the conceptual model of strategic marketing planning in public services field: (1 accepting the idea of bottom-up planning, (2 avoid or eliminate discrepancies between measures taken at high levels and executions carried out at operational levels, (3 formation of work teams, setting tasks of members and appointment of a coordinator, (4 data collection, (5 establishment of strategic alternatives, based on information gathered from the market, (6 choosing the optimal strategy, which will lead to achieving the objectives set in an earlier phase and (7 establish and implement marketing programs.
Ionescu Florin Tudor
BC Hydro's business plan: a summary of BC Hydro's strategic business plan and performance measures
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
NANA Strategic Energy Plan & Energy Options Analysis
NANA Strategic Energy Plan summary NRC, as an Alaska Native Corporation, has committed to addressing the energy needs for its shareholders. The project framework calls for implicit involvement of the IRA Councils in the Steering Committee. Tribal Members, from the NRC to individual communities, will be involved in development of the NANA Energy Plan. NRC, as the lead tribal entity, will serve as the project director of the proposed effort. The NRC team has communicated with various governmental and policy stakeholders via meetings and discussions, including Denali Commission, Alaska Energy Authority, and other governmental stakeholders. Work sessions have been initiated with the Alaska Village Electric Cooperative, the NW Arctic Borough, and Kotzebue Electric Association. The NRC Strategic Energy Plan (SEP) Steering committee met monthly through April and May and weekly starting in June 2008 in preparation of the energy summit that was held from July 29-31, 2008. During preparations for the energy summit and afterwards, there was follow through and development of project concepts for consideration. The NANA regional energy summit was held from July 29-31, 2008, and brought together people from all communities of the Northwest Arctic Borough. The effort was planned in conjunction with the Alaska Energy Authority's state-wide energy planning efforts. Over $80,000 in cash contributions was collected from various donors to assist with travel from communities and to develop the summit project. Available funding resources have been identified and requirements reviewed, including the Denali Commission, U.S. Dept. of Agriculture, and the Alaska Energy Authority. A component of the overall plan will be a discussion of energy funding and financing. There are current project concepts submitted, or are ready for submittal, in the region for the following areas: • Wind-diesel in Deering, Buckland, Noorik, and Kiana areas; potential development around Red Dog mine. • Biomass Feasibility analysis in the upper Kobuk; • Run of the river hydroelectric development for the Upper Kobuk; • Solar photovoltaic (PV) power demonstration projects for Noatak, Ambler, Selawik, Kiana, and Noorvik; • Heat Recovery for several communities; In September 2008, the NRC team participated at the Alaska Rural Energy Conference in Girdwood, Alaska In November 2008, the NRC team gave a presentation on the NANA regional energy plans at a DOE Tribal Energy Program conference in Denver, Colorado. In January 2009, the final SEP report was submitted to NRC.
Jay Hermanson; Brian Yanity
Investigating the Strengths and Weaknesses of Bojnurd Islamic Azad University in Order to Strategic Planning by Fuzzy Hierarchy Analysis (Analytic Hierarchy Process
Full Text Available A large part of country's economy in the new era is based on knowledge and intellectual activities produced in universities. In recent years, the concepts related to strategic management have been issued in the universities of our country and some of them have attempted to exploit strategic management benefits in order to manage their activities more efficiently. Nowadays, increasing growth of organizations and competition for gaining more market share has doubled the necessity of appropriate strategic plans. Generally, grand strategies are threefold: aggressive strategies, defensive strategies and stability strategies. This research investigate inner environment (strengths and weaknesses of Bojnourd Islamic Azad University, using SWOT analysis. In rating inner factors Fuzzy hierarchy analysis was used in which factor's weight was calculated by hierarchy analysis and using QSB software. The results showed that in strategic planning strengths were more important that weaknesses. In weaknesses set, lack of scientific - research in most training departments and in strengths set the existence of rather young and efficient faculty had the first priority and rank.
Azam Batyari
Commonwealth of the Northern Mariana Islands Strategic Energy Plan.
This document serves as a starting point for energy planning and builds upon various prior resource assessments. This strategic energy plan addresses a range of energy options focusing on energy efficiency and renewable energy technologies, policies, and ...
J. E. Ness M. D. Conrad
Strategic planning approach to nuclear training
Detroit Edison Company's Nuclear Training group used an organizational planning process that yielded significant results in 1984. At the heart of the process was a concept called the Driving Force which served as the basis for the development of goals, objectives, and action plants. A key ingredient of the success of the planning process was the total, voluntary participation by all members of the organization
Dynamic Strategic Planning in a Professional Knowledge-Based Organization
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…
Olivarius, Niels de Fine; Kousgaard, Marius Brostrom; Reventlow, Susanne; Quelle, Dan Grevelund; Tulinius, Charlotte
The Strategic Plan of the Nuclear Energy Agency, 1999
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.)
Strategic Planning and Organisational Effectiveness in Jordanian Hotels
Full Text Available The tourism sector in Jordan is the second largest private sector employer and the second highest producer offoreign exchange. This sector, however, has been affected by many external factors in the Middle East, such aswars, turmoil and, most recently, the Arab Spring. Given the changing environment in which these hotels aredoing business, they require a high ability for adaptation in order to grow and compete. Despite this, littleresearch has been undertaken in this area. This research, therefore, aims to identify and examine thecharacteristics of strategic planning systems in Jordanian hotels and their relationship with organizationaleffectiveness.In order to achieve this aim, a questionnaire is developed after reviewing the literature related to strategicplanning and its effectiveness in both developed and emerging markets. The empirical research is undertaken viaa survey of all four- and five-star hotels operating around Jordan's most popular tourist attractions: Amman, theDead Sea, Petra and Aqaba. A total of 138 questionnaires were handed to the entire target population of 46hotels. This questionnaire yielded an 80.4% per cent response rate.The main findings of this research are: the mean time horizon for strategic planning is 5.4 years; topmanagement and boards of directors have less participation in strategic planning processes than outsideconsultants; internal scanning is used less frequently than external scanning; some important strategy analysistools are used less frequently than traditional ones; and the areas of research and development and technologyare rarely covered. However, strategic planning is found to be positively and significantly related toorganisational effectiveness.
Jehad Aldehayyat
Strategic planning of treatment for hyperthyroid disease
Strategic planning of treatment of hyperthyroid disease must correspond to the pathophysiological mechanism of elevation of thyroid hormone serum concentration, i.e. excess stimulation, autonomous thyroid function, destruction induced hyperthyoroxinemia. In cases of excess stimulation one should go to extremes to save the essentially 'normal' thyroid gland and life-long antithyroid drug treatment confronts with total ablation of the thyroid gland in non remitting disease. Size and quantity of regions of autonomously functioning follicles/cells will be the determinant of therapeutic strategy in cases of autonomous thyroid function. Selective surgery confronts with radioiodine treatment aiming at 'restitutio ad integrum'. In destruction induced hyperthyroxinemia antiintlammatory and symptomatic measures may help to bridge the time to the return of normal hormone concentrations. Based on these considerations a detailed therapeutic strategy for hyperthyroid disease can be designed. (author)
Task 7.1 - Strategic Planning
Energy industry decisions on resources, utilization technologies, and environmental control measures are made in reference to changing patterns of fuel cost and availability, emerging technological choices, externality impacts, and governmental policies, statutes, and regulations. The Energy & Environmental Research Center (EERC) has endeavored to maintain a highly relevant research focus through activities dating back to the benchmark 1980 Low-Rank Coal Study, 1983 defederalization plans, and the 1991 comprehensive white paper on energy policy and technologies. Work was completed in FY94 on an energy and environmental profile for selected East Central European nations and more recently on a series of in-house white papers dealing with key environmental issues including global warming. Task 7.0 continues a limited effort devoted to strategic studies under the base Cooperative Agreement. The objective of this activity is to understand the potentialities, limitations, and status of competing energy technologies in terms of scientific basis, state of development, technical barriers, cost, efficiency, policy treatment, and environmental performance for the purpose of planning and evaluating research activities under the Cooperative Agreement. This work is to provide guidance in planning the broad outline for future research under the Cooperative Agreement in keeping with industry needs and national goals. This is being accomplished through the combination of directed studies, under Activity 1, Technical Assessment, and under Activity 2, Technical Oversight.
Daniel J. Daly; Evertt A. Sondreal
The Study of Strategic Industrial Planning for Using Model SWOT
Full Text Available Organizations to maintain and achieve optimal growth and development and increase its competitiveness need to be a comprehensive and coherent plan for the mission and goals of the strategic plan. The purpose of this study is providing strategic planning and optimal strategies for using SWOT. The company is investigating the territory south of the oil industry. The questionnaire has been used as a research tool containing the questions is 138. Research data from interviews with managers, experts in the oil industry and the research and study reports on the oil companies have been mining industry in South. Reliability and validity of research instruments was calculated. Research question 2 and 4 is a side question. Study hypothesis is lacking. This type of research, application and type of data collected from research - is a descriptive case study. The analysis has three steps. First of all documentation, interviews with industry experts and company south of the industrial oil-test, Study was a list of environmental threats and opportunities and is produced by the company's strengths and weaknesses. In the second stage of the screening process was all the above factors and opportunities and threats and identify key strengths and weaknesses has. In the third stage using the key strategic factors and SWOT models identify are the best strategies companies. The research findings showed that the key axis that includes consumers, supply chain, control costs, competitive intelligence, manpower and operational efficiency. Companies to improve competitiveness should be a good strategy. In this regard, appropriate strategies to identify, develop, and were proposed. For future research, design an expert system for strategic management with respect to the above points, and value chain analysis to identify areas of valuable and remove the waste processes is proposed.
Mohammad Ali Abdolvand
78 FR 47003 - Draft National Spatial Data Infrastructure Strategic Plan; Comment Request
...DEPARTMENT OF THE INTERIOR U.S. Geological Survey Draft National Spatial Data Infrastructure Strategic Plan; Comment Request AGENCY...public comments on the draft strategic plan for the National Spatial Data Infrastructure (NSDI). The draft strategic plan,...
76 FR 60934 - U.S. Global Change Research Program Strategic Plan Public Comment Period
...FOUNDATION U.S. Global Change Research Program Strategic Plan Public Comment...on the U.S. Global Change Research Program Strategic Plan. DATES: Public...frame the U.S. Global Change Research Program Strategic Plan: [[Page...
76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management
...execution of the department's strategic plan. In carrying out this...the Director, Office of Strategic Planning and Management...multifaceted organizational change program. 3. Oversee the...Redelegate The Director, Office of Strategic Planning, is authorized...
76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management
...Director, Office of Strategic Planning and Management...within the Office of Strategic Planning and Management...Director of the Office of Strategic Planning and Management...Division Director--Change Management; (3)...
76 FR 61402 - Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan
...Regulatory Commission Fiscal Year 2012-2016 Strategic Plan AGENCY: Nuclear Regulatory...Nuclear Regulatory Commission, FY 2012-2016 Strategic Plan,'' dated September 2011. The NRC's draft FY 2012-2016 strategic plan describes the...
Microsoft Word - Nat PD Init Strategic Plan Work in Progress 090310
Creator: Microsoft Word Nat PD Init Strategic Plan Work in Progress 090310 ... Title: Microsoft Word Nat PD Init Strategic Plan Work in Progress 090310 ...Nat PD Init Strategic Plan Work in Progress 200210 2
75 FR 47346 - Draft Strategic Plan for FY 2010-2015
...DEPARTMENT OF THE TREASURY Draft Strategic Plan for FY 2010-2015 AGENCY...anticipates posting the final strategic plan for FY 2010-2015 on our...Martin R. Melone, Director, Strategic Planning and Performance...
76 FR 64327 - Office of Oceanic and Atmospheric Research Draft Strategic Plan
...will provide guidance and strategic direction for program and laboratory planning. DATES: Public comments...request a copy of the draft strategic plan and instructions...INFORMATION CONTACT: The NOAA Strategic Planning Team at...
Strategic stories: how 3M is rewriting business planning.
Virtually all business plans are written as a list of bullet points. Despite the skill or knowledge of their authors, these plans usually aren't anything more than lists of "good things to do." For example: Increase sales by 10%. Reduce distribution costs by 5%. Develop a synergistic vision for traditional products. Rarely do these lists reflect deep thought or inspire commitment. Worse, they don't specify critical relationships between the points, and they can't demonstrate how the goals will be achieved. 3M executive Gordon Shaw began looking for a more coherent and compelling way to present business plans. He found it in the form of strategic stories. Telling stories was already a habit of mind at 3M. Stories about the advent of Post-it Notes and the invention of masking tape help define 3M's identity. They're part of the way people at 3M explain themselves to their customers and to one another. Shaw and his coauthors examine how business plans can be transformed into strategic narratives. By painting a picture of the market, the competition, and the strategy needed to beat the competition, these narratives can fill in the spaces around the bullet points for those who will approve and those who will implement the strategy. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can mobilize an entire organization. PMID:10179653
Shaw, G; Brown, R; Bromiley, P
Strategic planning as a regional development policy mechanism: European context
Full Text Available The increasing interest in a strategic approach to space arrangement at all levels, and particularly on the intra and interregional level, as well as the changes in the area of spatial and regional planning, are some of the basic characteristics of theoretical and practical activities and efforts undertaken and realized in the field of organization and arrangement of space in the European Union during recent decades. Strategic planning gained importance in the framework of those changes, particularly owing to the growth of the environmental complex and sustainable growth planning, but also because of the need for a higher security of markets and states. Strategic spatial planning can be defined as a quite diverse planning activity. It is considered that 'new' strategic planning will not represent a return to comprehensive planning, but will rather be a combination of traditional and new approaches to planning of sustainable development where an integrative role will be progressively assumed by spatial and regional plans and programs. Apart from a review of the development of strategic planning, this paper considers the importance and role of strategic planning as a mechanism of regional development and 'new' regional politics, based on the contemporary development of critical thinking and practical experiences in the European Union.
Vasilevska Ljiljana
Strategic planning in transition : contested rationalities and spatial logics in 21st century Danish planning experiments
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 â??strategic spatial planningâ??. The practice of â??strategic spatial planningâ?? in Denmark has undergone a concerted reorientation in the recent years as a consequence of an emerging neoliberal agenda promoting a growth-oriented planning approach emphasising a new spatial logic of growth centres in the major cities and urban regions. The analysis, of the three planning episodes, at different subnational scales, highlights how this new style of â??strategic spatial planningâ?? with its associated spatial logics is continuously challenged by a persistent regulatory, top-down rationality of â??strategic spatial planningâ??, 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 â??strategic spatial planningâ??.
Olesen, Kristian; Richardson, Tim
Strategic Planning as a management tool in local government
Full Text Available Local councillors and public managers have to face a recurrent problem: with scarce resources they have to be responsive to the citizen's demands and other actors in the local arena, combining the delivery of efficient local services with democratic quality. Using qualitative data, this article analyses a process of strategic planning in a local government to ascertain to what extent such a process contributes to conciliate the demands of more local democracy and better provision of public services with the participation of both citizens and local economic actors. Evidence provided by this case is positive although more comparative research is needed.
Ángel Iglesias Alonso
Practice proved that strategic planning is a necessary process for insurance companies. This process can help companies to adapt more easily to environmental changes. The strategic planning of the activity of an insurance company cannot be realized without a careful analysis of the evolution of the market and without studying the company's market position. A classic model used in the portfolio analysis is the Boston Consulting Group model. In this paper we have used the model for studying the...
Petrescu Marian; Petrescu Eva Cristina; Ioncica Diana; Bicajanu Vasile
The Complexity Paradigm: Implications for Information Systems and their Strategic Planning
Full Text Available The complexity framework was employed to analyse Information Systems and the strategic planning process associated with them. We provided an overview of the theories of complexity and their significance. The salient features of strategic planning for information systems were discussed and the need for a new paradigm, viz. complexity was pointed out. The concept of Class of a Complex System was introduced and a model for analysing complexity was given. The implications of the complexity model in the context of strategic planning were considered and a few actions, which draw upon the Complex Adaptive Systems (CAS approach, were suggested for information system planners.
Indranil Mukherjee
Training and plant performance: a strategic planning partnership
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
Strategic plan for the development of IAEA safeguards equipment
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)
Opportunities for Strategic Change. Commodity Futures Trading Commission Strategic Plan 2000-2005.
Since the last submission of the Strategic Plan in 1997, the Commission's strategic goals have not changed; during this time, there were no changes to the Commodity Exchange Act (CEA). Accordingly, the Commission's mission continues to be to foster the ec...
A critical analysis of a credit union's strategic plan
Coast Capital Savings (CCS) is the second largest credit union in Canada. CCS has a 10-year strategic plan to grow to one million members, $20 billion in assets, and to have operations in all ten provinces in Canada by the year 2012. CCS plans to achieve this growth in two ways: 1) organically, with innovative products and services, and 2) through mergers and acquisitions. This paper analyzes the five-year progress of the strategic plan, since 2002, and offers strategic alternatives and recom...
Klug, William
Strategic assessment of transport infrastructure Plans on European integration. Application for the Spanish Strategic Transport and Infrastructure Plan 2005-2020
Traditional transport infrastructure assessment methodologies rarely include the full range of strategic benefits for the transportation system. One of these benefits is the contribution to cross-border integration. However, this is a key issue in strategic planning and decision-making processes, as its inclusion may increase the probability of large-scale transport infrastructure projects being funded. This paper presents a methodology for the measurement of the contribution of Transport Inf...
Draft Strategic Laboratory Missions Plan. Volume II
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.
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
Strategic Plan of the Oregon Community Colleges for Distance Learning.
Developed jointly by Oregon's 17 community college presidents and the state Office of Community College Services, this strategic plan is designed to establish a common vision, define strategic directions, and identify implementation strategies for the coordinated delivery of distance learning (DL) services throughout Oregon's community colleges.…
Baker, Ron
Strategic Planning and Retention within the Community College Setting
Challenging economic conditions, changing student demographics, and heightened levels of accountability require community colleges to address student retention strategically. A historical summary of the community college serves as the platform for the argument for the use of strategic planning as a tool to address both internal and external…
Walters, Evon Washington; McKay, Shaun
Analysis of the Quality of Strategic Marketing Planning in Trading Companies in Bosnia and Herzegovina
The main aim of this paper is the analysis of features of strategic marketing planning and the assessment of the quality of this process in business practice of trading companies in Bosnia and Herzegovina (BiH). The method used in assessing the quality of the creation of marketing plans in trading companies was the multivariate analysis (method of discriminant analysis). Among other things it has been established that marketing management of trading companies does not create marketing strateg...
Beriz Civic
The influence of consumer capital to the formation corporate strategic planning system of confectionery enterprises
The aim of the article. In this paper we have identified the factors of consumer capital, which are accounted in the process of strategic planning on the confectionery enterprises.The results of the analysis. For consumer capital growth it is necessary to consider the features of consumer needs in the strategic planning of the company. A behavior is characterized by the volume and frequency of purchases.Consumer capital is often understood as capital of relations. In this sense, it includes c...
Ibragimov, E. E.
The complexity framework was employed to analyse Information Systems and the strategic planning process associated with them. We provided an overview of the theories of complexity and their significance. The salient features of strategic planning for information systems were discussed and the need for a new paradigm, viz. complexity was pointed out. The concept of Class of a Complex System was introduced and a model for analysing complexity was given. The implications of the complexity model ...
78 FR 69412 - Draft FY 2014-2018 EPA Strategic Plan; Availability
...Draft FY 2014-2018 EPA Strategic Plan reflects the Administrator's...The Plan presents five strategic goals to accelerate protection...achieving its results. The five strategic goals are: Addressing Climate Change and Improving Air...
75 FR 34736 - Draft FY 2011-2015 EPA Strategic Plan
...Financial Officer email@example.com...public docket without change and may be made...Plan presents five strategic goals to accelerate...works. The five strategic goals are: Taking Action on Climate Change and Improving...
Strategic plan for Hanford Site Environmental Restoration Information Management
This strategic plan addresses information management for the Environmental Restoration (ER) Program at the Hanford Site. This Program leads the cleanup of the Hanford Site's soil, groundwater, buried waste, and the decontamination and decommissioning of facilities. The vision that drives this strategic plan is to ensure that quality information is available to the people who need it, when they need it, at a convenient location, in a usable form, and at an acceptable cost. Although investments are being made in managing the vast amounts of information, which include data, records and documents associated with the Hanford Site's production history and new cleanup mission, it is widely recognized that efforts to date have not accomplished the vision. Effective information management involves more than the compilation of massive amounts of electronic and non-electronic information. It also involves integrating information management into business processes that support user's needs and decisionmaking. Only then can information management complement and enable environmental restoration priorities and practices, help identify environmental restoration requirements, and enable communication within the Environmental Restoration Program and between the Program and its stakeholders. Successfully accomplishing the Hanford Site mission requires an integrated approach to information management that crosses organizational boundaries, streamlines existing systems, and builds new systems that support the needs of the future. This plan outlines that approach
78 FR 79460 - Notification of GSA Strategic Plan
...Strategic Plan; and Annual Performance Reports, which evaluate an...success in achieving the annual performance measures. The Draft FY 2014-2018...programs and presents the key performance indicators by which GSA will hold...
Strategic Plan for Astronomy in the Netherlands 2011-2020
Strategic Plan for Astronomy in the Netherlands 2011 - 2020, written by the Netherlands Committee for Astronomy (NCA), on behalf of the excellence research school in astronomy NOVA, (combining the university astronomy institutes of the universities of Amsterdam, Groningen, Leiden and Nijmegen), the NWO division of Physical Sciences, the Netherlands Institute for Radio Astronomy ASTRON and the Netherlands Institute for Space Research SRON. The Strategic plan outlines the scientific priorities for Dutch astronomy in the next decade; the instrumentation effort required to address these priorities, and the connection between astronomical instrumentation and technology development and fundamental technological R&D; the financial contours needed to realise the priorities; and the role of Dutch astronomy in education and outreach. The Strategic Plan also includes a retrospective on the achievements since the last Strategic Plan (2000) and a forward look beyond 2020.
Groot, P J; Stark, R
76 FR 31973 - Draft WaterSMART Strategic Implementation Plan
...Strategic Implementation Plan) identifies activities that will be undertaken to secure and...change impacts the earth and people's livelihoods and well being. Water shortage and...The Colorado River Basin Pilot. The activities identified within the draft...
Full Text Available PT. Venturium System Indonesia is a company engaged in IT solutions which serves IT solution for their customers from banking firms in Indonesia. This purpose of this research is to develop a Strategic IT planning for PT. Venturium System Indonesia in accordance with the strategic plan. The applied research method is a framework for IT Strategic Planning of John Ward and Joe Peppard and Enterprise Architecture documentation from Scott A. Bernard. This research uses SWOT analysis and IT Balanced Scorecard to analyze the requirements of IT at PT. Venturium System Indonesia. Results of the analysis are proposed as Information System applications, such as: Knowledge Management System Application, Automatic File Transfer and E-Report which are parts of the IT strategic plan on PT. Venturium System Indonesia. Results of the analysis also generate some policies requirements to be applied by PT. Venturium System Indonesia.
Lola Oktavia
ORD Strategic Action Plan for Information Management / Information Technology 2011
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....
Full Text Available The paper emphasizes the efforts of Romanian authorities to implement program budgeting. Based on the first results, authorities decided to establish a link between strategic planning and budgeting, as a condition for implementing multi-annual budgeting.
D#259;nule#539;iu Dan-Constantin
Full Text Available Purpose - The study sought to carry out a comparative evaluation of strategic planning in public universities in Ghana and to examine the flexibility of the resulting strategic plans in the face of emerging challenges.Methodology - It adopted a multi-stage and stratified sampling method to select three public universities in Ghana; using a self-administered questionnaire. In all 150 questionnaire were administered and 100 were received for analysis, giving a return rate of about 66%. Findings – the results indicate that the nature, form, and sophistication of information and communication technology (ICT use influenced successful implementation of strategic plans for two public universities. Other results suggested that members of staff perceived strategic planning to be the responsibility of top management; thus, there is little ownership and commitment by academic and other stakeholders.
Local niche planning and its strategic implications for implementation of energy-efficient technology
It is widely recognised that the world is facing climate challenges that necessitate transitions towards more energy-efficient buildings. A key challenge is that visions of energy efficient buildings in policies often fail to become aligned with existing local practices. In order to overcome such a gap between policy visions and their implementation in practice specific forms of strategic work is needed, according to new transformative ideas in spatial planning. The aim of this paper is to characterize the transformative capacities of this kind of strategic work at the spatial scale of the town in order to assess how such activities engage with sustainable transitions. The theoretical contribution of the paper is to compare strategic work performed in transformative forms of spatial planning with the strategic work intended in strategic niche management, which represent a change-management process for enabling transitions. The study outlines the proactive spatial planning of a Danish local authority in order to illustrate how the strategic work performed in this kind of local development project represents a special form of niche management that is able to create room for innovation and challenge existing socio-technical regimes in the building sector, but still different to typical strategic niche management processes. Based on this empirical study, the paper challenges the narrow focus on niches around technology development processes in strategic niche management by pointing towards niche planning in local development projects as another relevant context for niche management. However, as discussed in the paper, this assumes a more strategic form of planning than is often practised today, where more emphasis is put on how planning can contribute to promoting sustainable transitions.
Quitzau, Maj-Britt; Hoffmann, Birgitte
Strategic Planning under Severe Constraints in a State College
This paper examines the difficulties of strategic planning under severe constraints in a state college. Constraints include the planning models available, the governance structure of the college and other externalities, and a not-for-profit model of constraints by Newman and Wallender. After presenting the planning challenges, we discuss…
Geisler, Jerry L.; Gilliard, Debbie J.
The increasing interest in a strategic approach to space arrangement at all levels, and particularly on the intra and interregional level, as well as the changes in the area of spatial and regional planning, are some of the basic characteristics of theoretical and practical activities and efforts undertaken and realized in the field of organization and arrangement of space in the European Union during recent decades. Strategic planning gained importance in the framework of those changes...
Vasilevska Ljiljana; Vasi? Milanka
Strategic Marketing Plan for Silver Lining Creation Ry
The Aim of this study was to develop a strategic marketing plan for case organization, Silver Lining Creation Ry (SLC) which is a not-for-profit social media organization based in Finland but works in global prospects. It seems that practicing strategic marketing planning enhances the ability of NPOs to sustain, reach the resources and achieve the objectives. Thus, this study helps SLC for a long run and improves the performance to reach the resources. The study literatures were based on the ...
Poudel, Dinesh
A Foresight based Framework for E-government Strategic Planning
Full Text Available To implement e-government successfully, it is important to have appropriate strategies. According to this, at first, different models of e-government are reviewed and the important parameters and key issues for e-government strategic planning are extracted. Secondly, as foresight is a suitable tool to determine appropriate strategies, different foresight frameworks are reviewed. Finally, a conceptual framework for e-government strategic planning based on foresight concept is presented.
Kolsoom Abbasi Shahkooh
cceptance and Use of Strategic Processes in Developing Countries
Full Text Available Problem statement: The concept of strategy has become a major process in for-profit and not-for-profit organizations. These organizations have used the process to understand issues which they cannot control but have a significant impact on their success and use their limited resources and competencies to improve their competitive positions. The process was used in developed economies and primarily by businesses with large scale operations. The purpose of this study is to extend the previous findings by examining the nature and practice of strategic planning in a different environmental context, that of the developing transitional economy of Turkey. Approach: The literature review was conducted to explore the usage of strategic processes in developing countries. The research which includes 71 companies was also conducted. Our research sample was drawn from the Istanbul Chamber of Industry database which listed the top 500 manufacturing firms. The frequency distribution analyses were conducted to the data. Results: Our results clearly showed that the managerial skills and competitive processes used by the domestic organizations are evolving and will create significant competitive challenges for the new entrants into these transitory environments. The foreign owned firms adopt a broader and deeper repertoire of tools and techniques of strategic planning than do local firms. Conclusion: Even though the findings showed a significant increase in the importance and use of strategic tools and processes in Turkey, a transitional economy, they also showed that there are continuing major differences in the use of these same tools and processes between competing firms from a transitional economy Vs a developed economy. By identifying and documenting the levels of strategic process and the types of strategic tools employed by the companies in differing stages of transitory economies, we can develop a roadmap and incorporate this knowledge to educate and prepare the managerial talents in these economies.
Alev M. Efendioglu
The need for a top-down Safeguards Strategy to focus departmental objectives was recognized by the Programme Performance Appraisal System performed on the Equipment Development Project in 1999. The Department of Safeguards prepared, at the end of 2000, Safeguards Strategic Objectives 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 programme. The present paper describes the strategic directions that the IAEA will followed 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; and main development directions for specific equipment type areas. The paper will not describe the detailed plans which are prepared, based on the strategic plan, on a biannual basis, but it will illustrate the concept and approach which was used and the connection with other equipment management activities and documents. 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
Strategic Planning in Universities from Pará, Brazil. Contributions to the Achievement of Institutional Objectives
Full Text Available This article aims to show to what extent strategic planning performed by Brazilian universities from the State of Pará has contributed, whether positively or negatively, to achieve institutional objectives. The research can be classified as explanatory with features of a qualitative multi-case study because it seeks to explain casual relationship between strategic planning and institutional objectives. Managers at strategic and tactical levels were interviewed and the data collection was conducted through interviews, questionnaires and documentary research. Cross-analysis is used to explain cause-effect relationships, as well as to validate the conclusions drawn from the confrontation with the theoretical framework. It was found that University A has nearly performed all the strategic planning process steps; however, it does not positively contribute to the achievement of institutional objectives since some weaknesses were identified. On the other hand, despite having followed the same process with minor differences, University B has been able to achieve the institutional objectives.
Tatiane Santana
Strategic Financial Planning in the System of Managing a Trading Company ?????????????? ?????????? ???????????? ? ??????? ?????????? ???????????? ????????
Full Text Available The article justifies increase of the role of strategic financial planning in trading companies under modern economic conditions, which form new challenges for traditional management systems. On the basis of analysis of existing approaches to organisation of strategic financial planning the article formulates author's own vision of its content and structure of a strategic financial plan on the basis of integration of concepts of the balanced scorecard (BSC and economic value added (EVA, which, according to the author, could be taken as a basis of organisation of strategic financial planning in a trading company of any format and provides a number of advantages, namely: allows integration of a strategic financial plan and the process of its development into a uniform strategic process in a company; converts it into an effective tool of finance management (it formalises and specifies the financial strategy, informs about its main directions and brings its provisions to executors, allows formation of a system of personnel motivation, facilitates realisation of a strategic financial plan; integration of BSC and EVA concepts facilitates increase of effectiveness of company activity, since it integrates main provisions of strategic and value-oriented management. In this arrangement the EVA concept, apart from financial components, is supplemented with the prospect of "competence", within the framework of which goals, indicators and programmes of improvement of business processes are substantiated and the balanced scorecard gets a clear orientation at formation of value; the specified approach could be effectively realised upon the principles of process management.? ?????? ?????????????? ??????????? ???? ??????????????? ??????????? ???????????? ?? ???????????? ???????? ? ??????????? ???????? ??????????????, ??????? ????????? ????? ?????? ??? ???????????? ?????? ??????????. ?? ?????? ??????? ???????????? ???????? ? ??????????? ??????????????? ??????????? ???????????? ? ?????? ?????????????? ????????? ??????? ??? ?????????? ? ????????? ??????????????? ??????????? ????? ?? ???? ?????????? ????????? ???????????????? ??????? ??????????? (BSC ? ????????????? ??????????? ???????? (EVA, ???????, ?? ?????? ??????, ????? ???? ????? ?? ?????? ??????????? ??????????????? ??????????? ???????????? ?? ??????????? ???????? ?????? ??????? ? ???? ??? ???????????, ? ??????: ????????? ????????????? ?????????????? ?????????? ???? ? ??????? ??? ?????????? ? ????? ?????????????? ??????? ?? ???????????; ?????????? ??? ? ??????????? ?????????? ?????????? ????????? (?? ??????????? ? ?????????????? ?????????? ?????????, ??????????? ? ?? ???????? ???????????? ? ??????? ?? ????????? ?? ?????????? ????????????, ????????? ??????????? ??????? ????????? ?????????, ???????????? ?????????? ??????????????? ??????????? ?????; ?????????? ????????? BSC ? EVA ???????????? ????????? ???????????????? ???????????? ???????????, ??? ??? ??????????? ???????? ?????
Sytnyk Ganna V.
From Reactionary to Responsive: Applying the Internal Environmental Scan Protocol to Lifelong Learning Strategic Planning and Operational Model Selection
This study describes and implements a necessary preliminary strategic planning procedure, the Internal Environmental Scanning (IES), and discusses its relevance to strategic planning and university-sponsored lifelong learning program model selection. Employing a qualitative research methodology, a proposed lifelong learning-centric IES process…
Downing, David L.
Contemporary trends in global competition, rapid technological developments and increased use of management information systems and the Internet, developments in planning and control and management thinking, and changing demographics are putting pressures
Grigore Ana-Maria; Bagu Constantin; Radu Catalina
Strategic plan for Hanford site information management
The Hanford Site missions are to clean up the Site, to provide scientific knowledge and technology to meet global needs, and to partner in the economic diversification of the region. To achieve these long-term missions and increase confidence in the quality of the Site`s decision making process, a dramatically different information management culture is required, consistent with US Department of Energy (DOE) mandates on increased safety, productivity, and openness at its sites. This plan presents a vision and six strategies that will move the Site toward an information management culture that will support the Site missions and address the mandates of DOE.
The Hanford Site missions are to clean up the Site, to provide scientific knowledge and technology to meet global needs, and to partner in the economic diversification of the region. To achieve these long-term missions and increase confidence in the quality of the Site's decision making process, a dramatically different information management culture is required, consistent with US Department of Energy (DOE) mandates on increased safety, productivity, and openness at its sites. This plan presents a vision and six strategies that will move the Site toward an information management culture that will support the Site missions and address the mandates of DOE
Integrated resource strategic planning and power demand-side management
Integrated Resource Strategic Planning and Power Demand-Side Management elaborates two important methods - Integrated Resource Strategic Planning (IRSP) and Demand Side Management (DSM) - in terms of methodology modeling, case studies and lessons learned. This book introduces a prospective and realistic theory of the IRSP method and includes typical best practices of DSM for energy conservation and emission reduction in different countries. It can help energy providers and governmental decision-makers formulate policies and make plans for energy conservation and emission reduction, and can hel
Hu, Zhaoguang; Wen, Quan
NASA ATP Force Measurement Technology Capability Strategic Plan
The Aeronautics Test Program (ATP) within the National Aeronautics and Space Administration (NASA) Aeronautics Research Mission Directorate (ARMD) initiated a strategic planning effort to re-vitalize the force measurement capability within NASA. The team responsible for developing the plan included members from three NASA Centers (Langley, Ames and Glenn) as well as members from the Air Force s Arnold Engineering and Development Center (AEDC). After visiting and discussing force measurement needs and current capabilities at each participating facility as well as selected force measurement companies, a strategic plan was developed to guide future NASA investments. This paper will provide the details of the strategic plan and include asset management, organization and technology research and development investment priorities as well as efforts to date.
Rhew, Ray D.
The Information Management Strategic Plan for the Environmental Monitoring and Assessment Program (EMAP) describes how EMAP information will be managed from field sampling through the delivery of products to the user. his plan cuts across the entire EMAP program and explains the ...
5 CFR 410.202 - Integrating employee training and development with agency strategic plans.
...SERVICE REGULATIONS TRAINING Planning for Training § 410.202 Integrating...training and development with agency strategic plans. (a) Agencies shall...and development in agency strategic planning to ensure that: (1)...
75 FR 80054 - Input for a Strategic Plan for Federal Youth Policy
...Secretary Input for a Strategic Plan for Federal Youth...Assistant Secretary for Planning and Evaluation, DHHS...the development of a strategic plan for Federal youth...Assistant Secretary for Planning and Evaluation, U...clearly reference ``Strategic Plan for Federal...
Developing Strategic Marketing Plan for International Tourism Industry
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 mar...
Zhang, Mingmo
Strategic Plans in Higher Education: Planning to Survive and Prosper in the New Economy
In the era of globalization, many schools have recognized strategic planning as the key factor to enhance their organizational performance. To survive and prosper in this hyper-competitive environment, institutional leaders are to implement strategic planning to help match all activities of the school to its environment and to its resource…
Luu, Hung Nguyen Quoc
Model and Practice of Strategic Policy Process in Indonesia: Case Study Strategic Management in Indonesian Central Government (2009-2012
Full Text Available Since 1998, the Indonesian government had introduced an approach for Strategic Management under Government Regulation No. 108/200 the government has not evaluated experiences with this strategy. However, in 2009, the administration of President Yudhoyono introduced a new approach entitled Rencana Pembangunan Jangka Menengah (RPJMD –Medium Term Development Planning. The interesting question regards the compliance of government with this strategic plan. In other words, is the implementation of the strategic plan proceeding? In this paper, both writers investigate experiences with the attempt to introduce the model and practice of Strategic Management in the Indonesian public sector, particularly the aspects of process and tools. The Research method used in this research is historical and descriptive using the casual loop model of system dynamics method. The study found that the model of strategic planning applied by the government was a linear process model a linked to key success factors of leadership, professional coordination among governmental units, and monitoring of the complete process and its instruments: planning, implementation and evaluation.
Achmad Nurmandi
75 FR 37405 - Notice of Public Review and Comment Period on NOAA's Next Generation Strategic Plan (NGSP)
...NOAA's Next Generation Strategic Plan (NGSP) AGENCY...NOAA's Next Generation Strategic Plan (Plan) sets the...ranging from climate change, severe weather, and... Email comments to strategic.planning@noaa...ability to anticipate changes in the Earth's...
Strategic Planning: Contextual Factors that Facilitated and/or Challenged the Implementation of Strategic Planning in Two Nonprofit Organizations
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,…
Masilamony, Davadhasan
Automatic and strategic processes in advertising effects
Two kinds of cognitive processes can be distinguished: Automatic processes, which are mostly subconscious, are learned and changed very slowly, and are not subject to the capacity limitations of working memory, and strategic processes, which are conscious, are subject to capacity limitations, and can easily be adapted to situational circumstances. Both the perception of advertising and the way advertising influences brand evaluation involves both processes. Automatic processes govern the recognition of advertising stimuli, the relevance decision which determines further higher-level processing, the retrieval of information, and provide a heuristic for brand evaluation. Strategic processes govern learning and inference formation. T relative importance of both types of processes will depend on product involvement. The distinction of these two types of processes leads to some conclusions which are at variance with current notions about advertising effects. For example, the att span problem will be relevant only for strategic processes, not for automatic processes, a certain amount of learning can occur with very little conscious effort, and advertising's effect on brand evaluation may be more stable for low than for hig involvement products. Udgivelsesdato: OCT
Grunert, Klaus G.
Strategic Marketing Management Process of Amway Corporation
The purpose of this thesis was analyzing case company- Amway Corporation?s stra-tegic marketing management process focusing on Chinese market. Amway Corpora-tion is the largest direct selling company around the world. An important part of this study is trying to find and give recommendations to the case company on how to im-prove their marketing management strategy.
Zhong, Yi
Strategic plan: A tool to improve IPP project earnings
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
Forestry Canada: Strategic plan for bioenergy research, 1992-1997
Bioenergy research at Forestry Canada includes all aspects of production and growth of forest biomass for energy. Forestry Canada has conducted research in these areas since 1978, primarily through the ENFOR (Energy from the Forest) program funded through the interdepartmental Panel on Energy Research and Development (PERD). A previous strategic plan provided direction for bioenergy research from 1987 to 1992. Between 1992 and 1997, the primary research emphasis will be on environmental impacts of biomass harvesting. Priority will also be given to intensive silviculture to improve biomass productivity. Economics studies will be given a broader, nationwide perspective. Technology transfer will be accomplished through reviews of achievements and via workshops and demonstrations. These activities will be undertaken within the context of the PERD process for funding of proposals. The work will be implemented through Forestry Canada's ENFOR program, which focuses on contract research and development, and through participation in international collaborative research under the Bioenergy Agreement of the International Energy Agency
Strategic investment plan fiscal year 1992
This report, on Phase II of the Strategic Environmental Research and Development Program, is submitted in compliance with Senate Report 102-395, accompanying H.R. 5620, Supplemental Appropriations, Transfers, and Rescissions Bill, 1992. It includes project descriptions and funding and is divided into three subject areas; (1) Remote Sensing; (2) Installation Restoration and Waste Management; (3) and Energy. The individual research projects were reviewed and selected by the SERDP Council to fit an overall funding target of $24.6 million.
Airport planning in Brazil: discussions on contributions of strategic prospective [paper in Portuguese
Full Text Available This paper takes up the airpot planning as a public policy problem, placing it in the context of relations between the agents involved or interested in the planning process. The aim is to present references from the field of strategic prospective that can be useful for Brazilian airport planning process. Such an important element of the infrastructure in a region, decisions regarding airport development impact several stakeholders, thus contributions of strategic prospective shown to be appropriate. Based on bibliographic review and analysis of airport planning in Brazilian context, the paper reinforces the complex nature of airport planning and the conclusions support the need to analyse the relantionship between the stakeholders and support the applicability of prospective methods for the context of national airport planning, particularly the MACTOR.
George Christian Linhares
Creating a strategic plan for configuration management using computer aided software engineering (CASE) tools
This paper provides guidance in the definition, documentation, measurement, enhancement of processes, and validation of a strategic plan for configuration management (CM). The approach and methodology used in establishing a strategic plan is the same for any enterprise, including the Department of Energy (DOE), commercial nuclear plants, the Department of Defense (DOD), or large industrial complexes. The principles and techniques presented are used world wide by some of the largest corporations. The authors used industry knowledge and the areas of their current employment to illustrate and provide examples. Developing a strategic configuration and information management plan for DOE Idaho Field Office (DOE-ID) facilities is discussed in this paper. A good knowledge of CM principles is the key to successful strategic planning. This paper will describe and define CM elements, and discuss how CM integrates the facility's physical configuration, design basis, and documentation. The strategic plan does not need the support of a computer aided software engineering (CASE) tool. However, the use of the CASE tool provides a methodology for consistency in approach, graphics, and database capability combined to form an encyclopedia and a method of presentation that is easily understood and aids the process of reengineering. CASE tools have much more capability than those stated above. Some examples are supporting a joint application development group (JAD) to prepare a software functional specification document and, if necessary, provide the capability to automatically generate software application code. This paper briefly discusses characteristics and capabilities of two CASE tools that use different methodologies to generate similar deliverables
Strategic Planning at The State's Education Instutitions Serving "Open And Distance Education", Which Are of Nonprofit Concern
Full Text Available In conventional education process, there have always been certain obstacles throughout the human history. From that point of view, "Open and Distance Education" are the ones which are much more sensitive to quality and to the dissemination of knowledge to society as well as having certain advantages in getting over matters rather than in-class processes. In our country, for public institutions, the vitality of "strategic planning" has recently been recognized and established as a legal substructure. Besides, organizations and educational institutions of the government, which legally offers "Open and Distance Education" without any profit concern, are also responsible for creating a strategic guide-line. A process established by Bryson for public institutions, "A Ten-Step Strategic Planning Process" could be used in those strategic planning of the educational institutions of the government, which are of nonprofit concern, to ease strategic thought and organizational momentum by their administrators in on attendant, careful, and logical way.
Ali Riza ERDEM
Method for measuring the alignment between information technology strategic planning and actions of information technology governance
Full Text Available SciELO Brazil | Language: English Abstract in english The purpose of this research is to present a method for measuring the degree of alignment between Strategic Planning and Information Technology Management practices and Information Technology Governance. A survey of IT governance maturity at the High Courts and the Supreme Court was carried out in o [...] rder to reach this aim. The Attribute Table of the COBIT 4.1 was used both as a model for maturity analysis as for the degree of alignment of IT strategic plans of these bodies with the IT Strategic Planning established by the National Judiciary Council (CNJ). It was assessed the maturity of thirty four processes, according to six attributes, in the four COBIT domains. The proposed method, named COMPLAN-GTI, allows the linking of the guidelines of the strategic planning to the COBIT processes. The field research above mentioned shows that the alignment between the planning established by the CNJ and those established by the High Courts and Supreme Court is around 68%, leading to the conclusion that the policies and actions established by the National Council of Justice for the Judiciary are being followed. The application of the method is also used to confirm whether the management practices and the IT Governance are consistent with the strategic plan established by the organization. It was observed in the research carried out in the Courts that the average convergence between PETIs and management practices and Governance lies around 70%, leading to the conclusion that the strategic plans exerted influence on the action planning of these organizations.
Silva, Lúcio Melre da; Souza Neto, Joăo.
INL-Site Idaho Completion Project Long Term Stewardship Strategic Plan
This Strategic Plan provides a brief historical overview of ICP long-term stewardship at the INL Site and the major goals and strategies that will drive the continued implementation of long-term stewardship in the future. The specific activities and processes that will be required to implement these goals should be outlined within an implementation plan and within implementing procedures and work plans.
Olaveson, B.
Community Greening: How To Develop A Strategic Energy Plan, Energy Efficiency & Renewable Energy (EERE) (Brochure)
This guide provides an overview of strategic electricity planning for communities, using a step-by-step approach to develop the plan. This method has a high chance of success, because it is based on stakeholder buy-in and political commitment. Not all communities will need to follow all steps, but the process is designed to incorporate all parties, maximize solution-based thinking, and develop a plan that can be carried out by community leaders.
Antecedents and Performance Outcomes of Strategic Planning in Nigerian Public Universities
Full Text Available This study examined the organizational and environmental antecedents and performance outcomes of strategic planning practices in 46 federal and state owned universities in Nigeria. We used a multiple – informant survey research method to obtain information on the extent to which the strategic planning practices of the respondent universities conform with established normative criteria of vision and mission development, external environmental analysis, setting of long-term objectives, the development of action plans and implementation guidelines, and the existence of a planning and budget department. The results of the Pearson correlation tests show the universities whose planning practices approximate the ideal strategic planning model respond to external environmental pressure better than those whose practices are distant from the ideal model of strategic planning. The first category of universities also performed better on several indices of performance including goal driven and attainment behavior, priorities setting, fund allocation, external fund acquisition, internal revenue generation, as well as innovation and staff commitment among others. Furthermore, the study found that the size and complexity of a university, the amount of environmental pressure, the rate of internal growth and resource munificence positively and significantly correlated to and are the key factors influencing the strategic planning effort of a university. The study concludes that the use of strategic planning is becoming increasingly recognized by Nigerian public universities and is a response to the shift in the forces in the environment within which the universities are operating. The universities that have adopted this management paradigm appear to be getting value for their efforts enabling them in particular to redefine their vision and mission and to align themselves with the realities of their changed environment and improve their resource allocation process.
Ade Oyedijo
From strategic planning to strategy implementation in the hotel industry in South Africa
This study was initiated due to the need to address process of moving from strategic planning to strategy implementation within the South African hotel industry. The idea of strategy implementation might seem straightforward: namely that the strategy is formulated and then implemented. However, transforming strategies into action is a far more complex and difficult task. Numerous impeders hamper this process.
Full Text Available Strategy is one of the fundamental parts of an organization, market and business. It integrates all business and organization's activity. It develops marketing environment and other related issuers in business. This paper aims to study on strategy, strategic planning and marketing.
Mohammad Reza Noruzi
Organizational improvement process by the strategic model of "Palanga international Aiport"
The aim of the thesis was to formulate State Enterprise (Lith. "V?") "Tarptautinis Palangos oro uostas" (Engl. "International Palanga Airport") development strategy. The theoretical part analyzes characteristics of activity planning in an organization and characteristics of factors which affect organizational process. To determine strategic development quality questionnaire survey was conducted. During it employees' opinion about strategic management level of the orga...
Computer-aided waste management strategic planning and analysis
A computational model called WASTE-MGMT has been developed to assist in the evaluation of alternative waste management approaches in a complex setting involving multiple sites, waste streams, and processing options. The model provides the quantities and characteristics of wastes processed at any facility or shipped between any two sites as well as environmental emissions at any facility within the waste management system. The model input is defined by three types of fundamental waste management data: (1) waste inventories and characteristics at the point of generation; (2) treatment, storage, and disposal facility characteristics; and (3) definitions of alternative management approaches. The model has been successfully used in the preparation of the US Department of Energy (DOE) Environmental Management Programmatic.Environmental Impact Statement (EM PEIS). Certain improvements are either being implemented or planned that would extend the usefulness and applicability of the WASTE-MGMT model beyond the EM PEIS and info the. strategic planning for management of wastes under the responsibility of DOE or other agencies.
Avci, H.I.; Kotek, T.J.; Koebnick, B.L.
Developing a heart institute: the execution of a strategic plan.
The Heart Institute at Cincinnati Children's Hospital Medical Center was chartered in July 2008 with the purpose of integrating clinical cardiovascular medicine with basic science research to foster innovations in care of patients with congenital heart problems. The initial administrative steering committee included representation from a basic scientist, a cardiologist, and a cardiothoracic surgeon and was charged with the development of a strategic plan for the evolution of the Institute over a five-year horizon. Using structured focus groups and staff interviews, the vision, mission, and goals were identified and refined. An integrated implementation plan addressing recruitment, capitalization, infrastructure, and market opportunities was created and executed. The preliminary results demonstrated clinical outcome improvements, increased scientific and academic productivity, and financial sustainability. All of the goals identified in the initial planning sequence were achieved within the five-year time frame, prompting an early evaluation and revision of the strategic plan. PMID:23866651
Krawczeski, Catherine D; McDonald, Mark B
Seneca Nation of Indians Strategic Energy Resource Planning.
By awarding the Seneca Nation of Indians with a First Steps grant, the Department of Energy enabled us to establish a solid footing for the Seneca Strategic Energy Plan. The Nation now has a clearly defined vision and objectives for its energy program, an...
G. C. Paradis
El Centro College Strategic Plan, 2000-2005.
This is the 2000-2005 strategic plan at El Centro College (Texas). It discusses the college's mission, vision, and core values, and provides information on goals and success indicators. Goals include: (1) preparing students for careers and for transfer to four-year institutions; (2) providing quality continuing/workforce education to enrich…
El Centro Coll., Dallas, TX.
University of Hawaii Community Colleges Strategic Plan, 2002-2010.
This strategic plan for the University of Hawaii Community Colleges (UHCC) addresses the following issues: (1) Philosophy; (2) Mission; (3) State-Wide Reach; (4) Board of Regents Statement on UHCC Mission; and (5) Organization. UHCC consists of seven campuses, four on Oahu, and one each on the islands of Maui, Kauai, and Hawaii. Each campus offers…
Hawaii Univ., Honolulu. Community Coll. System.
Increasing Effectiveness of Strategic Planning Seminars through Learning Style
This research tests the effectiveness of taking learning style variables from the Kolb learning model in designing strategic planning seminars. We observe in our research that the participants in the seminar--school principals--positively judge the effectiveness of the seminar. The research also tests the seminar's effectiveness in terms of the…
Yildirim, Nail
Information system for strategic planning the university sustainable development
Issues of designing the information system which helps the University principal's office to take decisions as concerns the strategic planning are discussed. The importance of having the University simulation model is emphasized; model representation in terms of system dynamics is given
Carlsbad Area Office strategic plan, March 1995. Revision 1
This edition of the Carlsbad Area Office Strategic Plan captures the US Department of Energy's (DOE's) new focus, and supersedes the edition issued previously (DOE, 1993a). This revision reflects: a revised strategy designed to demonstrate compliance with environmental regulations earlier than the previous course of action; and a focus on establishment of standardized transuranic waste characterization and acceptance criteria for disposal facilities
76 FR 38267 - The Federal Motor Carrier Safety Administration's 2011-2016 Strategic Plan: Raising the Safety Bar
...Carrier Safety Administration's 2011-2016 Strategic Plan: Raising the Safety Bar...Motor Carrier Safety Administration 2011-2016 Strategic Plan: Raising the Safety Bar...Motor Carrier Safety Administration 2011-2016 Strategic Plan: Raising the Safety...
Commonwealth of the Northern Mariana Islands Strategic Energy Plan
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.
Conrad, M. D.; Ness, J. E.
Strategic planning for sustainable spatial, landscape and tourism development in Serbia
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.
Maksin Marija
77 FR 35718 - LSC Strategic Plan 2012-2016; Request for Comments
...LEGAL SERVICES CORPORATION LSC Strategic Plan 2012-2016; Request for...SUMMARY: The Legal Services Corporation (``LSC'' or ``Corporation'') Board of Directors...is soliciting public comment on the LSC Board's draft strategic plan for...
76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting
...Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting The Federal Energy Regulatory...meeting of the Southwest Power Pool, Inc. (SPP) Strategic Planning Committee (SPC), as noted below. Their...
Strategic analysis of a data processing company
This paper contains a strategic analysis of a data processing company that provides outsourced payroll services to employers in Canada. For the purpose of confidentiality, the name of this company is disguised as ABC Canada. This company is in a mature industry, which is characterized by slow growth and narrowing of product differentiation as new entrants are able to penetrate the market at lower cost due to the advancement in information technology. The growth of this industry in the last fo...
Chen, George C. M.
Full Text Available Under the central notion that every strategy is always a theory, necessarily a strategy is based on speculations about the expected performance of a system in its environment and, as such, those conjectures should be exposed to refutations with the purpose of enhancing its effectiveness and efficiency in achieving its goals. This succession of conjectures and refutations is at the core of the strategic thinking methodology as a learning process and, therefore, as the Competitive Development thrust.
Alberto, Levy
Strategic considerations in planning a counterevacuation
The Soviet Union has highly developed plans to evacuate their population centers in a nuclear confrontation. Their plans include construction of expedient shelters in the outlying areas and continued operation of their essential industry by commuting workers. If they should successfully implement their plan, a subsequent nuclear exchange with the United States would cost them far fewer casualties than they suffered in World War II. Without a corresponding evacuation, the US could lose from 50 to 70 percent of its population. This asymmetry in vulnerability, if allowed to persist, would seriously weaken the bargaining position of the US President. To restore the balance, a great reduction in vulnerability can be achieved most economically by planning a US counterevacuation as a response to a Soviet evacuation. Russian historical experience with murderous invaders, most recently in World War II, has made authoritarian defense measures involving civilians and property in peacetime quite acceptable in their culture. In the US, widescale use of private property and civilian participation in defense activity are not feasible until the development of a grave crisis. Hence US evacuation plans must differ in several important respects from the Soviet plans. However, this preliminary study indicates that the US has ample material resources to move and shelter its population at least as effectively as the Soviet Union. Perhaps the most critical disadvantage of the US is in morale, as evidenced by the widespread misconception that effective survival measures are not possible
A influęncia da liderança, cultura, estrutura e comunicaçăo organizacional no processo de implantaçăo do planejamento estratégico / The influence of leadership, culture, structure and organizational communication in the implementation process of strategic planning
Full Text Available SciELO Brazil | Language: Portuguese Abstract in portuguese O presente artigo tem o objetivo de avaliar como os fatores organizacionais, estrutura, liderança, cultura e comunicaçăo influenciam no processo de implantaçăo do Planejamento Estratégico, através de um estudo de caso. O embasamento teórico que norteou a pesquisa utilizou-se dos discursos sobre o Pl [...] anejamento Estratégico, com foco no seu processo de implantaçăo, assim como o que foi publicado sobre cultura, estrutura, liderança e comunicaçăo e o envolvimento desses temas com o Planejamento Estratégico. Tais referenciais auxiliaram no entendimento desses conceitos no campo de estudo. A pesquisa se caracteriza como um estudo de caso único, com enfoque qualitativo, em que foram utilizados como instrumentos de coleta de dados: análise documental, entrevistas semiestruturadas em profundidade, questionário e observaçăo sistemática; os dados foram analisados de forma qualitativa. A empresa analisada foi a Santa Luzia Laboratório Médico, devido a sua relevância na área em que atua. Por meio dos dados coletados, pode-se observar que para uma empresa implantar seu Planejamento Estratégico de forma eficaz, é preciso que tal planejamento esteja alinhado com sua cultura e integrado a sua estrutura, além de contar com uma comunicaçăo eficaz e com a presença na organizaçăo de uma liderança envolvida no processo; esses aspectos foram citados na teoria e encontrados no estudo empírico. Pode-se concluir que, apesar de estarem integrados entre si, os fatores organizacionais estudados - estrutura, cultura, liderança e comunicaçăo - atingiram o processo do Planejamento Estratégico na empresa analisada em diferentes intensidades, tanto no que tange ŕ contribuiçăo para sua efetiva implantaçăo, quanto no que diz respeito a determinadas limitaçőes. Abstract in english This article aims to evaluate how factors organizational structure, leadership, culture and communication influence the implementation process of strategic planning, through a case study. The theoretical framework that guided the research used discourse on strategic planning, focusing on its deploym [...] ent process, as well as posted on culture, structure, leadership and communication and involvement with strategic planning, such references helped in understanding these concepts in the field -work. The research is characterized as a single case study with qualitative approach, where they were used as instruments of data collection: document analysis, semi-structured in-depth questionnaire and systematic observation, data were analyzed qualitatively. The company analyzed was the Santa Luzia Medical Laboratory, for their relevance in the area in which it operates. Through the data collected, it can be seen that for a company to deploy its strategic planning effectively, the latter must be aligned with its culture and its integrated structure, and rely on effective communication and the presence in the organization of leadership involved in the process, those aspects that were mentioned in the theory and found in the empirical study. It can be concluded that although they are integrated, the organizational factors studied - structure, culture, leadership and communication - has reached the strategic planning process in the company analyzed with different intensities, both in terms contribution to its effective implementation, as in with respect to certain limitations.
Kich, Juliane Ines Di Francesco; Pereira, Maurício Fernandes.
Full Text Available The paper starts from the premise that local development policy could be seen as a tool for effective management and usage of comparative and competitive advantages in space and time. By applying the centralized administrative model in managing society andeconomy, Bosnia and Herzegovina is not capable of handling efficient development at national, regional and local level. We believethat there is a need to change the model of social and economic development, taking into consideration that so far negative effects of the erroneously applied strategies and development policies have reached unexpected limits. Strategic planning is an instrumentwhich the managers of local communities may use to make optimum decisions and their implementation. Models of strategic planningrepresent the need of local community for internationalization and attracting foreign investors, but also the appropriate public sectorsupport offered to the businesses in a particular community in order to conduct their activities in a more efficient way. Priority aims and their actual application to development of local communities are determined by strategic planning and models of strategic planning. Webelieve that an appropriately adjusted model of strategic planning provides an advantage for local communities in innovative andcooperative approaches to the problems of local government units, with the tendency for defining priority areas and sectors, whiledifferent levels of government, scientific and development institutions at local and other levels and civil sectors should be involved in solving these problems. In this paper, we focused on the presentation of models of strategic planning from the practice worldwide, as an efficient means for the implementation ofstrategic planning processes and using its positive characteristics in order to improve efficiency and effectiveness of local communities. As an example of balance between acceptance and feasibility, we showed the methodology for integrated planning oflocal development, which the local communities in Bosnia and Herzegovina seek to adopt and implement.
Amra Abadži?
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 marketing planning instrument, where we can find, under correct understanding and application, objectives and market and penetration strategies as product, price, distribution and promotion strategies.
Popescu Andrei
Strategic Planning in a Health Leadership Sector: A Report from UNESCO Chair in Health Education, Iran
"nStrategic planning defines the formal decision of a company for its future. Like all organizations, health care sectors need to prepare their strategic planning and act according to it. UNESCO chair in health education as a leader health sector, describes the course and steps for preparing its strategic planning based on SWOT analysis technique.
Bidad, K.; Farzadi, F.; Pourpak, Z.; Moin, M.
Full Text Available "nStrategic planning defines the formal decision of a company for its future. Like all organizations, health care sectors need to prepare their strategic planning and act according to it. UNESCO chair in health education as a leader health sector, describes the course and steps for preparing its strategic planning based on SWOT analysis technique.
K Bidad
Strategic plan for the geothermal energy program
Geothermal energy (natural heat in the Earth`s crust) represents a truly enormous amount of energy. The heat content of domestic geothermal resources is estimated to be 70,000,000 quads, equivalent to a 750,000-year supply of energy for the entire Nation at current rates of consumption. World geothermal resources (exclusive of resources under the oceans) may be as much as 20 times larger than those of the US. While industry has focused on hydrothermal resources (those containing hot water and/or steam), the long-term future of geothermal energy lies in developing technology to enable use of the full range of geothermal resources. In the foreseeable future, heat may be extracted directly from very hot rocks or from molten rocks, if suitable technology can be developed. The US Department of Energy`s Office of Geothermal Technologies (OGT) endorses a vision of the future in which geothermal energy will be the preferred alternative to polluting energy sources. The mission of the Program is to work in partnership with US industry to establish geothermal energy as a sustainable, environmentally sound, economically competitive contributor to the US and world energy supply. In executing its mission and achieving its long-term vision for geothermal energy, the Program has identified five strategic goals: electric power generation; direct use applications and geothermal heat pumps; international geothermal development; science and technology; and future geothermal resources. This report discusses the objectives of these five goals.
Rural Community Input to School District Strategic Planning: An Action Research Model Using Focus Groups
A rural superintendent used action research principles in conducting a series of focus groups with community members, students, and staff. The focus group data informed strategic planning. At the end of a carefully designed process, district administrators found more agreement among residents than they had expected. Community members were grateful…
Winand, Brent L.; Edlefson, Carla
Strategic Planning in E-Learning Collaborations: A Recipe for Optimizing Success.
Discusses how to create quality electronic learning initiatives in higher education involving multiple partners. Topics include the strategic planning process; technology; needs assessment; marketing and competition; the need for qualified staff; the redefinition of teaching and learning and the role of faculty; and the rapid pace for decision…
Hezel, Richard T.; Dominguez, Paula Szulc
Strategic Planning and Accountability in Irish Education
This article considers the impact of the New Public Management culture on Irish education and calls for a debate in relation to the prevailing bureaucratic model of accountability. The influence of the Lisbon Agenda (2000) on education planning is identified and the 2005/7 Education Strategy Statement is analysed using the relevant OECD framework.…
Gleeson, Jim; O Donnabhain, Diarmaid
Antecedentes del proceso de planeación estratégica como fundamentos para el logro de un desarrollo endógeno sustentable desde la universidad / Precedents of the strategic planning process as fundamentals for the achievement of an endogenous sustainable development from the university
Full Text Available SciELO Cuba | Language: Spanish Abstract in spanish En el artículo se realizó una revisión de los modelos de planificación estratégica en sentido general, pero que son aplicados en los momentos actuales en el ámbito de las instituciones de educación superior. El modelo globalizador, el cual es el básico en la mayor parte de los ejercicios de planific [...] ación; el modelo sectorial, que tiene un importante arraigo en el sector educativo latinoamericano, y el modelo situacional, cuya noción básica consiste en que planificar es una acción de todos los actores. Igualmente se describen otros como el denominado complejo, el cual va cobrando interés en los estudiosos del tema; pues aunque esta línea de pensamiento posee sus ángulos de interés en el campo específico de la planificación estratégica, en el ámbito universitario aún le queda camino por recorrer para el logro de una mayor profundización en la temática, de manera que ella pueda ser aplicada al proceso formativo universitario. Abstract in english In the article, a general revision of the strategic planning models that are applied to the present times in the field of high education institutions was made. The models are: the globalizing model, which is the basic in the most part of the planning exercises; the sectorial model, which is very wel [...] l established in the Latin-American educational sector; and the situational model, the basic notion of which consists on the fact that planning is an action that correspond to all the actors. The model known as complex was described as well. This model has become important among the specialists in the subject because, although this line of thinking has established its angles of interest in the specific field of strategic planning, it still has a long way to run, in the university field, for getting a greatest deepening in the theme, in a way that it could be applied to the university formative process.
Jorge, Clímaco Cańarte.
The Impact of Strategic Planning Activities on Private Sector Organizations Performance in Sudan: An Empirical Research
Full Text Available Private sector organizations of 21st century face local and international challenges resulted from the revolution ofinformation, technological development, globalization, market liberalization and knowledge explosion, thereforestrategic planning in private sector became an urgent necessity. The aims of this study, is an attempt to study theimpact of strategic planning activities on private sector organizations in Sudan. The study comprises fourvariables of strategic planning process indicators. Those indicators represent each a component of strategicplanning process and were obtained from inclusive review of the literature of strategic planning which aremission statement, implementation, internal &external analysis and control and evaluation. Organizationalperformance is measured by productivity and turnover dynamic. Data (N= 60 for this study were collectedthrough questionnaires which were accompanied by a letter expressing the research project and promisingrespondents of the privacy of their answers. Those participants were managers of ten private sectorsorganizations in Sudan-Khartoum state. Statistical tools such as Spearman's Rank Correlation was used to testhypotheses and achieve the objectives, and the statistical package for social science was used to coordinate thedata, thus the research is descriptive and as a result quantitative methods have been used. The result confirmsthat all four variables of strategic planning activities are positively correlated with organizational performance inSudanese private sector organizations.
Gaafar Mohamed Abdalkrim
Mission to Planet Earth. Strategic enterprise plan, 1995-2000
Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.
Nuclear power - strategic planning for the next generation
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
Strategic plan: Fiscal year 1997-Fiscal Year 2002
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.
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
Full Text Available The main aim of this paper is the analysis of features of strategic marketing planning and the assessment of the quality of this process in business practice of trading companies in Bosnia and Herzegovina (BiH. The method used in assessing the quality of the creation of marketing plans in trading companies was the multivariate analysis (method of discriminant analysis. Among other things it has been established that marketing management of trading companies does not create marketing strategies on a formalized and systematic basis. It has also been established that the possibilities for improving business profitability and timely perception of the occurrence of unexpected business processes are the two determinants that have the strongest effect on marketing managers in trading companies and their preparedness to formalize their process of strategic marketing planning and establish it on a systematic approach.
An Overview of the NASA Aeronautics Test Program Strategic Plan
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 portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.
Marshall, Timothy J.
A literature overview on strategic information systems planning
Strategic Information Systems Planning (SISP) has been among the highest ranked issues on management agendas for many years. As such, SISP should be a major concern for researchers as well. However, SISP does not play that important of a role in the academic discussion, at least in Germany. Leading German textbooks on Information Management devote only small sections to strategy themes. Moreover, the recommendations given for conducting SISP in these textbooks are mainly normative and hardly ...
Teubner, Rolf Alexander; Mocker, Martin
Strategic planning for public health practice using macroenvironmental analysis.
Macroenvironmental analysis is the initial stage in comprehensive strategic planning. The authors examine the benefits of this type of analysis when applied to public health organizations and present a series of questions that should be answered prior to committing resources to scanning, monitoring, forecasting, and assessing components of the macroenvironment. Using illustrations from the public and private sectors, each question is examined with reference to specific challenges facing publi...
Human Movement Data for Malaria Control and Elimination Strategic Planning
Recent increases in funding for malaria control have led to the reduction in transmission in many malaria endemic countries, prompting the national control programmes of 36 malaria endemic countries to set elimination targets. Accounting for human population movement (HPM) in planning for control, elimination and post-elimination surveillance is important, as evidenced by previous elimination attempts that were undermined by the reintroduction of malaria through HPM. Strategic control and eli...
Human movement data for malaria control and elimination strategic planning
USGS Information Technology Strategic Plan: Fiscal Years 2007-2011
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 for the USGS outlines key information technology (IT) strategic goals and objectives that will support the Bureau's science mission, while also aligning with the Department of the Interior (DOI) IT Strategic Plan and the DOI Government Performance and Results Act (GPRA) Strategic Plan.
Geological Survey (U.S.)
Steps to Developing the New Orleans Strategic Energy Plan (Presentation)
This presentation was given by NREL's Elizabeth Doris (Brown) to the New Orleans City Council in January 2008. NREL was funded by DOE to provide technical assistance to New Orleans after Hurricanes Katrina and Rita. The presentation provides an overview of strategic energy planning, case studies, and suggested next steps for implementing energy efficiency and renewable energy into the city's rebuilding efforts.
Brown, E.
Full Text Available This study examined the status of planning within the various types of higher education institutions in Portugal. Higher education in Portugal is a binary system with university and non- university sectors. The university sector integrates public and private universities and the Catholic university. The nonuniversity sector integrates public polytechnic institutes and other establishments, the latter being private institutions. A survey methodology was used to measure perceptions from rectors and presidents within the entire system. Results suggest that institutional planning in Portuguese higher education is in its beginning phases, but there is a desire to expand that participation. While public institutions appear to be most active in attempting to establish such a process, many are doing less than strategic planning. The authors report details of the findings and make recommendations for advancing strategic planning within the system of Portuguese higher education.
Maria de Lourdes Machado
Creating a future worth experiencing: nursing strategic planning in an integrated healthcare delivery system.
The application of a strategic planning methodology for the discipline of nursing is described in use by a large, nonprofit integrated healthcare system. The methodology uses a transformational leadership assessment tool, quality planning methods, and large group intervention to engage nurses in the implementation of strategies. Based on systems theory, the methodology outlined by the author has application at any level in an organization, from an entire delivery network, to a patient care unit. The author discusses getting started on a strategic planning journey, tools that are useful in the process, integrating already existing business plans into the strategies for nursing, preliminary measures to monitor progress, and lessons learned along the journey. PMID:11519266
Drenkard, K N
Environmental Restoration and Waste Management: Strategic plan
The Brookhaven National Laboratory (BNL) site is currently divided into five major areas, Operable Units (OUs), and several Areas of Concern (AOCs), which are the focus of investigation and clean-up. The primary environmental concern is groundwater contamination and a major emphasis of the restoration activities is focused on this medium. Each year, BNL generates 60 tons of hazardous waste and 7,000 to 8,000 cubic feet of radioactive waste that result from research activities. These wastes are collected at a central location, packaged and shipped off site for disposal. The operations for Hazardous and Radioactive Waste Management are conducted in compliance with EPA and DOE regulations. BNL has continued to actively pursue means by which these wastes may be minimized. Activities in both the remediation and waste management arenas are intimately connected with the future vision of BNL. The long-range goal for remediation in conjunction with vigorous monitoring of BNL's activities is to restore the site and maintain strong environmental controls. The goals of the waste minimization program include activities to find environmentally safe alternatives to materials currently in use. By careful planning, BNL will minimize the amount of all waste, including sanitary, that is generated on site
76 FR 55056 - Toy Safety Standard: Strategic Outreach and Education Plan
...CPSC-2011-0058] Toy Safety Standard: Strategic Outreach and Education Plan...announcing the development of a strategic outreach and education plan...received may be posted, without change, including any personal identifiers...is important to engage in a strategic outreach and education...
Strategic Planning as a Tool for Managing Nigeria's Tertiary Education for National Economic Development
Full Text Available This review focused on strategic planning as a tool for managing Nigeria's tertiary education for national economic development. The sole aim of this study was to highlight the major or basic challenges of managing tertiary education in Nigeria. Education in this study was considered as a process that assists in the provision of suitable skills, training for economic, social, cultural and political responsibility. Strategic planning was viewed as the overall planning that facilitates the good management of a process that has a long term effect. The challenges of funding, institutional unrest and staffing were identified as some of the factors hindering the growth of Nigeria's tertiary education. It was hence recommended that tertiary education should be properly and adequately funded by both the government and the private sector in order to enhance it productivity in terms of the quality of skilled labour release into the Nigerian economy.
Odiba, I. A.
Final Report - Development of a Strategic Energy Plan
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.
Maracas, Kate; Hooks, Todd
Implementing Strategic Environmental Assessment of spatial planning tools
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
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.
De Montis, Andrea, E-mail: email@example.com
Creating Your Strategic Plan A Workbook for Public and Nonprofit Organizations
Creating Your Strategic Plan is the best-selling companion workbook to Bryson's landmark book, Strategic Planning for Public and Nonprofit Organizations. Whether used with the main text or by itself, this thoroughly revised third edition provides a step-by-step guide to putting strategic planning to work in public and nonprofit organizations. The workbook contains new and revised worksheets and additional material on readiness assessment, teamwork, stakeholder analysis, visioning, strategic issue identification, and implementation. Creating Your Strategic Plan covers each of the ten key steps
Bryson, John M
Integrated resource strategic planning and case study in California
This paper discussed the use of integrated resource strategic planning (IRSP) as a means of reducing greenhouse gas (GHG) emissions. Integrated resource planning (IRP) is used to plan for supply- and demand-side resources in the electric power industry. However, its effectiveness has been diminished by the restructuring of the power sector throughout the world. Selection and investment in generating facilities are now determined by unregulated market forces. By contrast, IRSP provides a low carbon electricity model for national resource planning. The tool can be used to determine key barriers and measures for energy efficiency and emissions reductions. Demand side management (DSM) practices for reducing primary energy demand were also discussed. A case study of IRSP in California was used to demonstrate the method's ability to promote energy efficiency. 16 refs., 5 tabs.
This paper provides guidance in the definition, documentation, measurement, enhancement of processes, and validation of a strategic plan for configuration management (CM). The approach and methodology used in establishing a strategic plan is the same for any enterprise, including the Department of Energy (DOE), commercial nuclear plants, the Department of Defense (DOD), or large industrial complexes. The principles and techniques presented are used world wide by some of the largest corporations. The authors used industry knowledge and the areas of their current employment to illustrate and provide examples. Developing a strategic configuration and information management plan for DOE Idaho Field Office (DOE-ID) facilities is discussed in this paper. A good knowledge of CM principles is the key to successful strategic planning. This paper will describe and define CM elements, and discuss how CM integrates the facility`s physical configuration, design basis, and documentation. The strategic plan does not need the support of a computer aided software engineering (CASE) tool. However, the use of the CASE tool provides a methodology for consistency in approach, graphics, and database capability combined to form an encyclopedia and a method of presentation that is easily understood and aids the process of reengineering. CASE tools have much more capability than those stated above. Some examples are supporting a joint application development group (JAD) to prepare a software functional specification document and, if necessary, provide the capability to automatically generate software application code. This paper briefly discusses characteristics and capabilities of two CASE tools that use different methodologies to generate similar deliverables.
Smith, P.R.; Sarfaty, R.
This study was initiated due to the need to address process of moving from strategic planning to strategy implementation within the South African hotel industry. The idea of strategy implementation might seem straightforward: namely that the strategy is formulated and then implemented. However, transforming strategies into action is a far more complex and difficult task. Numerous impeders hamper this process. The main deliverable of the investigation was to develop a conceptual and practical ...
The Romania 2030 Spatial Development Strategic Concept – A Trigger for the Reform in Spatial Planning
Full Text Available The changing of the economic, social and political system in Romania brought the need of a significant shift in spatial planning paradigm. Between 1990 and 2005 it became clear gradually that the spatial plans, as they were conceived, are not anymore able to really support a structured approached of spatial development. The main problems identified are: the lack of strategic dimension of spatial (territorial development plans; the modest cooperation among sectoral ministries and other national relevant bodies in order to organize and integrate national public investments programs at the national scale; the lack of awareness of sectoral and territorial actors regarding their potential and responsibilities in territorial development; the lack of core technical and legal tools in territorial planning. Few consequences of the above situation are: the lack of the vision for Romania's territorial development at the national level and as a state member of the EU; there are no in place yet national policies, based on intersectoral cooperation, that could be implemented by sectoral policies, and could provide background for national public investments programs, for strategic documents that substantiate the use of EU funds; very few institutions use the spatial plans as instruments in the process of planning specific issues with territorial impact and relevance.In 2005, the former Ministry Delegate for Spatial Planning, Public Works and Constructions (within the Ministry of Transport, Constructions and Tourism, currently Ministry of Development, Public Works and Housing (MDPWH, initiated a process of the reform in spatial planning.The paper presents: a the reform process and design, its components and main directions for action, and b the strategic document which takes the role of trigger of the reform process, relevant steps in its development and current stage of elaboration.
Nuclear power: a strategic option in the Philippine energy plan
Background: The energy sector continues to play a vital role as the Philippines moves ahead in realizing its vision of becoming a newly industrialized economy by the turn of the century. To keep pace with the country's accelerated economic growth towards the fulfilment of the Philippines 2000 vision, the energy sector has firmed up plans and programs based on sound and mandated policies as spelled out clearly under the Department of Energy Act of 1992 or Republic Act 7638. Philippine energy plan, 1996-2025: This paper presents nuclear power as a strategic option in meeting long-term energy requirements of the country under the Philippine energy Plan drawn by the Department of Energy (DOE)
Strategic Energy Planning in the Ă?resund Region
In this project the municipalitiesâ?? role in the transition to a renewable energy system is studied. For the study municipalities in Sweden and Denmark located in the Ă?resund Region have been chosen as cases. A number of interviews have been carried out to give the perspective of municipal planning on the national goals and direction of development and the municipalitiesâ?? role and potential to act in this context. The results contain a number of policy recommendations to improve the municipalitiesâ?? ability to do strategic energy planning (SEP) e.g. in Sweden to have more ambitious goals and in Denmark to have requirements of doing SEP. A number of areas with potential knowledge transfer have also been identified. For example to use the Swedish experience with environmental assessment of energy plans in Denmark or to use the Danish experience with a progression in time in the building energy codes in Sweden.
Lund, Rasmus Søgaard; Sperling, Karl
Implementing change in the facilities planning process
In the post-Cold War climate of reduced budgets at the national laboratories, the Sites Planning Department at Sandia National Laboratories was faced with the problem of securing funding for capital construction projects in a very competitive environment. The Department of Energy (DOE), felt that requests for new facilities were not always well coordinated with its mission needs. The Sites Planning Department needed to revolutionize the way they were doing business. To be successful in obtaining approval and funding for future facilities, they recognized the need to concentrate their efforts on project proposals that tap strategic programs at DOE. The authors developed a series of new processes to identify, evaluate, prioritize, and develop line item project proposals to request approval and obtain funding. A matrixed group of sites and facilities directors was formed to establish criteria and make preliminary recommendations to upper management. Matrixed working groups were also established at the staff level to develop and prepare projects for the prioritization process. Ultimately, similar processes will be applied to all project types, and a prioritized plan generated for each. These plans will become the blueprint for an overarching strategic site plan. What started as a means of increasing success in obtaining approval and funding of capital projects has launched a whole new approach to project development that permits incorporation of facilities planning into overall corporate strategic planning.
Williams, J.L. [Sandia National Labs., Albuquerque, NM (United States). Sites Planning Dept.
The Dynamics of Strategic Capability
Full Text Available The strategic capability concept and its integration into the strategic planning process in international business have not been sufficiently explored as its conflicting definitions indicate. Moreover international managers may not be aware of the need for strategic capability because, the strategic capability paradigm for international business has not been sufficiently conceptualized and explored. Therefore this paper reviews how the business environment influences strategic capability, explains the elements of strategic capability, how strategic capability is integrated into the strategic planning, and gives some suggestions for future research on the strategic capability paradigm as it pertains to international businesses.
Jokull Johannesson
Roadmapping - A Tool for Strategic Planning and Leveraging R and D completed by other Agencies
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
Radiology in 2030: A Guide for Strategic Planning
Imaging science and technology are major contributors to the discovery of new knowledge in diagnosis and treatment of disease. Given such rapid past advances, is it not likely the future rate of progress will be at least as great? As part of the strategic plan is to estimate future change, it is necessary to have a vision for what will happen in radiology in next 20 years. There are several questions that we should find answer for them: 1. Which type of information clinicians will request fro...
[Strategic planning: an important economic action for German hospitals].
In medical systems, economic issues and means of action are in the course of dwindling human (physicians and nurses) and financial resources are more important. For this reason, physicians must understand basic economic principles. Only in this way, there may be medical autonomy from social systems and hospital administrators. The current work is an approach to present a model for strategic planning of an anesthesia department. For this, a "strengths", "weaknesses", "opportunities", and "threats" (SWOT) analysis is used. This display is an example of an exemplary anaesthetic department. PMID:22161910
Wiese, Christoph H R; Zink, Wolfgang; Russo, Sebastian G
Nuclear Explosion Monitoring Research and Engineering Program - Strategic Plan
The Department of Energy (DOE)/National Nuclear Security Administration (NNSA) Nuclear Explosion Monitoring Research and Engineering (NEM R&E) Program is dedicated to providing knowledge, technical expertise, and products to US agencies responsible for monitoring nuclear explosions in all environments and is successful in turning scientific breakthroughs into tools for use by operational monitoring agencies. To effectively address the rapidly evolving state of affairs, the NNSA NEM R&E program is structured around three program elements described within this strategic plan: Integration of New Monitoring Assets, Advanced Event Characterization, and Next-Generation Monitoring Systems. How the Program fits into the National effort and historical accomplishments are also addressed.
Casey, Leslie A. [DOE/NNSA
Weakness of strategic spatial planning in Slovenia : Nemo? strateškega prostorskega planiranja v Sloveniji
Full Text Available Strategic spatial planning can be defined as a quite diverse planning activity. According to A. Faludi and W. Salet (2000 three approaches can be distinguished today: (1 institutional approach, (2 communicative or 'discoursive' approach, and (3 interactive approachto planning. In Slovenia, formalised beginnings can be observed in the 60ties of the previous century. The context of strategic spatial planning has changed substantially with the introduction of explicitconservation requirements. Spatial plans have lost their strategic nature provided by legislation. The reason for the change was the concept of intrinsic values that has been introduced by certain planning actors. Such a concept abolishes the feasibility of a societal discourse and obviousness of reconciliation in order to draw out a strategic spatial plan. Many attempts done in Slovenia since the 70ties in order to use strategic planning in practice have failed.
Janez Maruši?
Popes in the Pizza: Analyzing Activity Reports to Create and Sustain a Strategic Plan
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…
Sweet, Charlie; Blythe, Hal; Keeley, E. J.; Forsyth, Ben
Competitor analysis and strategic marketing planning in a HVAC company : Case company: LVI-Kallio Oy
This Bachelors Thesis was conducted as a case study for LVI-Kallio Oy. The aim of the study was to conduct a competitor analysis and an industry analysis of the HVAC industry and with the help of those, compile a marketing plan for the case company. The case company was recently established company with a very limited amount of previous research. The theoretical part of thesis examined the process of strategic marketing planning. Each part of the process was studied using theories and models,...
Lehtonen, Heidi; Sipila?, Liisa
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, ...
Curmei Catalin Valeriu; Ionescu Florin Tudor; Popescu Andrei
The strategic plan for the Committee on the Safety of Nuclear Installations
Following the request from the NEA that all the committees should develop Strategic Plans and the report of the Effectiveness Review Group (ERG) on the effectiveness of CSNI's activities, CSNI created a Strategic Planning Group to review their working processes. In developing a five year rolling Strategic Plan, the Group has considered the need for more top-down direction by CSNI, stricter control on time limited Task Groups and improved communications including timely review and publication of reports. The Strategic Planning Group, after reviewing the current work structure of CSNI and the current technical issues as laid out in the SESAR series of reports and the CNRA report on Regulatory Effectiveness, have made the following recommendations. The basic elements of the CSNI will continue to be the Principal Working Groups, which will be known in future simply as Working Groups. The number of Working Groups and their areas of expertise will be reviewed periodically when the strategic plan undergoes a review. It is recommended that this Plan be reviewed every five years. In order to provide better top-down direction by the CSNI, it is recommended that a small Programme Review Group (PRG) be created. The PRG will assist the CSNI Bureau to review proposals from the Working Groups, and enable the review of major reports to ensure high quality. To ensure timely management of projects and reviews of proposals and reports it is recommended that CSNI have a second full meeting in early summer. It is recommended that Special Expert Groups (SEGs) be created reporting directly to CSNI. These Groups would deal with issues that cut across the disciplines of more than one Working Group and be assigned clear time-limited mandates. The creation of SEGs on Fuel Safety Margins and on Human and Organisational Factors is proposed at this time. Restructuring of the five Principal Working Groups into four Working Groups is recommended. This would be accomplished by merging the former PWG2 and PWG4 into a single Working Group and re-assigning some of their work to the new SEG on Fuel Safety Margins. It is also recommended that the former Working Group on Fuel Cycle Safety be incorporated into the Working Group on Operational Experience (former PWG1). Criteria for measuring the priority and success of CSNI projects have been developed. It is also proposed that CSNI review the overall effectiveness of this new Strategic Plan two to three years after its implementation to ensure that the desired level of efficiency, control and direction has been achieved. (authors)
78 FR 56271 - FY 2014-2020 Draft VA Strategic Plan
...expectations. VA's FY 2014-2020 strategic goals are to: (1) Empower...and Integrated Support. The strategic goals are statements of what...advance our mission and address changes and opportunities. VA's...be included in the updated Strategic Plan; however, VA will...
Screening of Industrial Development Policies, Plans and Programs of Strategic Environmental Assessment in the Industrial Sector of Iran
The present investigation deals with the quality of capacity building and institutional strengthening of Strategic Environmental Assessment (SEA) in the industrial sector as well as determining the environmental strategies for industrial sustainable development in Iran. The leading aim of this paper has been to systematize the environmental considerations in industrial development strategies, policies, plans and programs in the highest strategic decision making processes and to ensure environ...
Nouri, J.; Maghsoudlou Kamali, B.
Strategic Planning for Tourism Development by SWOT Method (Case Study: Shiraz City
Full Text Available Extended abstract1- Introduction Nowadays, tourism as a dynamic industry and unique characteristics includes an important part of economic activities and production in the developed and developing countries. This industry covers all the phenomena and relationships resulting from the interaction of tourists, suppliers and vendors of tourism products, governments and host communities, in the process of attracting and welcoming of tourists. Results and achievements of the tourism industry involve considerable results such as aspects of employment and its impact on development and economic -social functions mentioned in a region or country. For the city of Shiraz that has numerous cultural attractions and historical and natural potential, development of tourism industry can be very helpful. 2- MethodologyThe methodology of this research was based on descriptive-analytical methods. For collecting information and data required, documentation and field studies such as interviews and using these data, the attractions, facilities, services and tourism situation in region has been investigated. Then, the SWOT analysis matrix was used for data analysis and presentation of tourism development strategies in the Shiraz city.3- DiscussionThe Shiraz city due to good weather and having historical and unique civilization sites is one of tourism centers in national and international levels. These city due to Persepolis neighborhood, each year hosts a large number of domestic and foreign tourists. Moreover, Shiraz has valuable natural potential. But so far, this city failed to their real position in tourism field, especially in terms of attracting tourists and the number of tourists to achieve stability coefficient. In this paper, SWOT strategic planning process has been used for analyzing the functioning of tourism in Shiraz. A four-stage process of strategic planning including: first, external (opportunities and threats and internal (strengths and weaknesses factors evaluation matrix; second, analysis of strategic factors; third, external and internal matrix and matrix of quantitative strategic planning and finally, appropriate strategies for development of tourism in the city of Shiraz, has designed and presented. Moreover, after consideration of relevant information, the major external and internal factors were identified in the matrix were evaluated. Number of external factors determined to be 19. From this amount, 9 factors cause tourism opportunities of Shiraz and 10 threatened it. Firstly, the factors that led to the opportunity and then those that threaten the Shiraz tourism sector are located in the matrix. Number of domestic factors also determined to be 22 including the strengths and weaknesses of tourism in Shiraz. So that, firstly 11 strength factors and then 11 weakness factors of tourism are placed in the matrix, then using the expert viewpoints and comments of those interviewed, individual affecting factors were heightened. Finally, by adjusting the strategic planning and internal and external factors that are the base in the strategies planning, the SWOT matrix was extracted and accordingly, quantitative strategic planning, appropriate strategies and priorities matrices of tourism development are identified.4- ConclusionIn the present study, using strategic planning process, the abilities and functions of tourism and develop these functions, the action and determine strategies to provide practical solutions for Shiraz tourism development. In this process, with assessment capabilities and opportunities of Shiraz tourism, findings indicate that tourism planning strategies acceptable in this city, conservative strategies would be planned in first priority and second priority planning aggressive strategies. Thus, first WO primary strategies and then SO strategies were selected in the SWOT matrix priorities. In fact WO2 conservative strategy with 6.16 scores represents the best strategy on tourism development will be considered in Shiraz. To achieve this, the strategy to familiarize hotels and travel agencie
Z. Hadiani
Towards a New Understanding of the e-Business Strategic Process: The Rise of a Dynamic Interaction-Based Approach
In the early 1970s, strategic planning was introduced onto the corporate management scene and since then it has been a dominating conceptual frame for understanding and designing various strategies in the corporate world. Nearly a decade later, strategic planning has been used by various scholars to explain how companies could strategize in the field of ICT and e-business. Strategic information systems planning (SISP) is an example of this application of strategic planning in the field of e-business. The prominence of SISP within the corporate IS strategy literature has been dramatic, but today there exist other different understandings of how strategies are emerging. However, e-business strategic literature is still dominated by the planning e-business approaches. The question therefore remains: Is it still optimal to build a static, programmed analytical information plan, or must the e-business strategic process adapt to changes in the planning environment and internal changes within the organization? E-business strategy, because of increased uncertainty and environmental complexity, must encourage interaction between key stakeholders that implement and use the e-business technology. The literature reveals the lack of a dynamic theory of e-business strategy. The current paper proposes an e-business strategy conceptualized as a dynamic interaction-based process, in which several organizational components co-create the e-business strategic framework of the company. The process is based on group-learning processes where the strategy emerges though the processes of action and reflection. These experience-based group-learning processes help organize the process of business strategizing so that improvisational and dynamic competences can emerge.
Ivang, Reimer
Strategic Formulation Processes: An Institutional Perspective
My research addresses the question of' 'how does the institutional context impact on the individual t'raming of' strategic issuesT These early stages of' decision making represent an important area of study, setting the t'Oundations t'Or the latter stages of decision-making. I show that although both the problem formulation and strategic issue diagnosis literatures have increased our understanding of these formative stages, neither has adequately addressed how 'Institutional fo...
Dudley, Paul
A deployment process for strategic measurement systems
Explicitly linking software-related activities to an organization's higher-level goals has been shown to be critical for organizational success. GQM+Strategies provides mechanisms for explicitly linking goals and strategies, based on goaloriented strategic measurement systems. Deploying such strategic measurement systems in an organization is highly challenging. Experience has shown that a clear deployment strategy is needed for achieving sustainable success. In particular, an adequate deploy...
Kowalczyk, Martin; Barthel, Henning; Mu?nch, Ju?rgen; Heidrich, Jens; Trendowicz, Adam
Full Text Available Abstract Recent increases in funding for malaria control have led to the reduction in transmission in many malaria endemic countries, prompting the national control programmes of 36 malaria endemic countries to set elimination targets. Accounting for human population movement (HPM in planning for control, elimination and post-elimination surveillance is important, as evidenced by previous elimination attempts that were undermined by the reintroduction of malaria through HPM. Strategic control and elimination planning, therefore, requires quantitative information on HPM patterns and the translation of these into parasite dispersion. HPM patterns and the risk of malaria vary substantially across spatial and temporal scales, demographic and socioeconomic sub-groups, and motivation for travel, so multiple data sets are likely required for quantification of movement. While existing studies based on mobile phone call record data combined with malaria transmission maps have begun to address within-country HPM patterns, other aspects remain poorly quantified despite their importance in accurately gauging malaria movement patterns and building control and detection strategies, such as cross-border HPM, demographic and socioeconomic stratification of HPM patterns, forms of transport, personal malaria protection and other factors that modify malaria risk. A wealth of data exist to aid filling these gaps, which, when combined with spatial data on transport infrastructure, traffic and malaria transmission, can answer relevant questions to guide strategic planning. This review aims to (i discuss relevant types of HPM across spatial and temporal scales, (ii document where datasets exist to quantify HPM, (iii highlight where data gaps remain and (iv briefly put forward methods for integrating these datasets in a Geographic Information System (GIS framework for analysing and modelling human population and Plasmodium falciparum malaria infection movements.
Pindolia Deepa K
Payoffs for applying QFD techniques in the SPSG strategic planning support effort for ETO transportation and propulsion systems
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.
Bray, James
STRATEGIC MARKETING PLANNING IN SPORTS – A PERSPECTIVE OF QUALITY OF LIFE IMPROVEMENT
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...
Constantinescu Mihaela; Caescu Stefan Claudiu; Ploesteanu Mara Gabriela
CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan
The CH2M Hill Hanford Group, Inc., Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project
Strategic targeting of advance care planning interventions: the Goldilocks phenomenon.
Strategically selecting patients for discussions and documentation about limiting life-sustaining treatments-choosing the right time along the end-of-life trajectory for such an intervention and identifying patients at high risk of facing end-of-life decisions-can have a profound impact on the value of advance care planning (ACP) efforts. Timing is important because the completion of an advance directive (AD) too far from or too close to the time of death can lead to end-of-life decisions that do not optimally reflect the patient's values, goals, and preferences: a poorly chosen target patient population that is unlikely to need an AD in the near future may lead to patients making unrealistic, hypothetical choices, while assessing preferences in the emergency department or hospital in the face of a calamity is notoriously inadequate. Because much of the currently studied ACP efforts have led to a disappointingly small proportion of patients eventually benefitting from an AD, careful targeting of the intervention should also improve the efficacy of such projects. A key to optimal timing and strategic selection of target patients for an ACP program is prognostication, and we briefly highlight prognostication tools and studies that may point us toward high-value AD interventions. PMID:24493203
Billings, J Andrew; Bernacki, Rachelle
76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan
...110228173-1173-01] RIN 0605-XA34 Department of Commerce FY 2011-2016 Strategic Plan AGENCY: Department of Commerce. ACTION: Request...the Department is inviting comments on its draft FY 2011-2016 Strategic Plan to comply with the Government Performance...
An Analysis of the Mission and Vision Statements on the Strategic Plans of Higher Education Institutions
This study aimed to analyze the mission and vision statements on the strategic plans of higher education institutions. The sample of the study consisted of 72 public universities. Strategic plans of the universities were accessed over the internet, and the data collected were analyzed using content analysis. The findings show that statements on…
Ozdem, Guven
Practice and Use of Strategic Planning Systems in Public Transit Organizations.
This study investigates the practice and use of strategic planning systems in public transit organizations. The objective is to determine the extent to which the practice and use of strategic planning comply with the characteristics of a well-designed and...
Assessing and Cultivating Support for Strategic Planning: Searching for Best Practices in a Reform Environment
This study examines the similarities and differences in faculty and administrator perspectives on strategic planning in Kentucky, a state in the United States undergoing extensive reform of its public, postsecondary system. The findings suggest that three variables are critical to faculty and administrative support for strategic planning…
Welsh, John F.; Nunez, William J.; Petrosko, Joseph
Strategic Plan for a Scientific Cloud Computing infrastructure for Europe
Here we present the vision, concept and direction for forming a European Industrial Strategy for a Scientific Cloud Computing Infrastructure to be implemented by 2020. This will be the framework for decisions and for securing support and approval in establishing, initially, an R&D European Cloud Computing Infrastructure that serves the need of European Research Area (ERA ) and Space Agencies. This Cloud Infrastructure will have the potential beyond this initial user base to evolve to provide similar services to a broad range of customers including government and SMEs. We explain how this plan aims to support the broader strategic goals of our organisations and identify the benefits to be realised by adopting an industrial Cloud Computing model. We also outline the prerequisites and commitment needed to achieve these objectives.
Lengert, Maryline
Methodology development to support NPR strategic planning. Final report
This report covers the work performed in support of the Office of New Production Reactors during the 9 month period from January through September 1990. Because of the rapid pace of program activities during this time period, the emphasis on work performed shifted from the strategic planning emphasis toward supporting initiatives requiring a more immediate consideration and response. Consequently, the work performed has concentrated on researching and helping identify and resolve those issues considered to be of most immediate concern. Even though they are strongly interrelated, they can be separated into two broad categories as follows: The first category encompasses program internal concerns. Included are issues associated with the current demand for accelerating staff growth, satisfying the immediate need for appropriate skill and experience levels, team building efforts necessary to assure the development of an effective operating organization, ability of people and organizations to satisfactorily understand and execute their assigned roles and responsibilities, and the general facilitation of inter/intra organization communications and working relationships. The second category encompasses program execution concerns. These include those efforts required in development of realistic execution plans and implementation of appropriate control mechanisms which provide for effective forecasting, planning, managing, and controlling of on-going (or soon to be) program substantive activities according to the master integrated schedule and budget.
This report covers the work performed in support of the Office of New Production Reactors during the 9 month period from January through September 1990. Because of the rapid pace of program activities during this time period, the emphasis on work performed shifted from the strategic planning emphasis toward supporting initiatives requiring a more immediate consideration and response. Consequently, the work performed has concentrated on researching and helping identify and resolve those issues considered to be of most immediate concern. Even though they are strongly interrelated, they can be separated into two broad categories as follows: The first category encompasses program internal concerns. Included are issues associated with the current demand for accelerating staff growth, satisfying the immediate need for appropriate skill and experience levels, team building efforts necessary to assure the development of an effective operating organization, ability of people and organizations to satisfactorily understand and execute their assigned roles and responsibilities, and the general facilitation of inter/intra organization communications and working relationships. The second category encompasses program execution concerns. These include those efforts required in development of realistic execution plans and implementation of appropriate control mechanisms which provide for effective forecasting, planning, managing, and controlling of on-going (or soon to be) program substantive activities according to the master integrated schedule and budget
DOE Biomass Power Program: Strategic Plan 1996-2015
Canada Institute for Scientific and Technical Information (Canada)
In a world of rapidly changing requirements for power production, there is a need for long-range planning to help assure that new approaches and new technologies are available to keep pace with society's need for new power alternatives. Advanced biomass power options include competitive, highly efficient technologies that also offer important environmental advantages, particularly in reducing greenhouse gas emissions and acid rain precursors. This strategic plan establishes a vision for biomass power development over the next 20 years (1996-2015), and sets a framework for the U.S. Department of Energy's (DOE) Biomass Power Program (BPP) to help achieve this vision and meet the challenges that lie ahead. In 1991, DOE formed the National BPP to help establish a sustainable option to contribute to the 600 gigawatts of new electric generating capacity projected to be needed globally over the next 10 years. The BPP has identified seven strategic goals that are contained within four primary program areas: (1) facilitate the commercialization and widespread production of environmentally acceptable biomass fuel supplies for power plants; (2) facilitate the commercialization of advanced and high-efficiency biomass power conversion technologies integrated with dedicated feedstock supply systems; (3) improve the capability of the ecosystem to provide goods and services, including biomass electricity, by following the highest standards of environmental performance consistent with the social and economic goals of society; (4) facilitate establishing biomass power infrastructure as an economically credible and attractive option; (5) reduce fuel supplier risks associated with biomass energy supply and energy crop production; (6) address financial and investment hurdles for domestic and international markets; and (7) improve public understanding of the technical, economic, and environmental attributes of biomass power.
Strategic planning model for Startups: A case study of Iranian packaging industry
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".
Mohammad Mahdavi Mazdeh
Technical Targets - A Tool to Support Strategic Planning in the Subsurface Contaminants Focus Area
The Subsurface Contaminants Focus Area (SCFA) is supported by a lead laboratory consisting of technical representatives from DOE laboratories across the country. This broadly representative scientific group has developed and implemented a process to define Technical Targets to assist the SCFA in strategic planning and in managing their environmental research and development portfolio. At an initial meeting in Golden Colorado, an initial set of Technical Targets was identified using a rapid consensus based technical triage process. Thirteen Technical Targets were identified and described. Vital scientific and technical objectives were generated for each target. The targets generally fall into one of the following five strategic investment categories: Enhancing Environmental Stewardship, Eliminating Contaminant Sources, Isolating Contaminants, Controlling Contaminant Plumes, Enabling DOEs CleanUp Efforts. The resulting targets and the detail they comprise on what is, and what is not, needed to meet Environmental Management needs provide a comprehensive technically-based framework to assist in prioritizing future work and in managing the SCFA program
Principles and components of a strategic EPM process relevant to the peri-urban interface (PUI)
In the first instance the concern of this paper is with inquiring, as stated in the title of the paper, into principles and components of a strategic environmental planning and management (EPM) process relevant to the PUI. The research focuses attention in particular on the problems and needs of the poor living at the interface.
Atkinson, Adrian
Strategic planning of an integrated program for state oversight agreements
Among the barrage of agreements faced by federal facilities are the State Oversight Agreements (known as Agreements in Principle in many states). These agreements between the Department of Energy (DOE) and the states fund the states to conduct independent environmental monitoring and oversight which requires plans, studies, inventories, models, and reports from DOE and its management and operating contractors. Many states have signed such agreements, including Tennessee, Kentucky, Washington, Idaho, Colorado, California, and Florida. This type of oversight agreement originated in Colorado as a result of environmental concerns at the Rocky Flats Plant. The 5-year State Oversight Agreements for Tennessee and Kentucky became effective on May 13, 1991, and fund these states nearly $21 million and $7 million, respectively. Implementation of these open-quotes comprehensive and integratedclose quotes agreements is particularly complex in Tennessee where the DOE Oak Ridge Reservation houses three installations with distinctly different missions. The program development and strategic planning required for coordinating and integrating a program of this magnitude is discussed. Included are the organizational structure and interfaces required to define and coordinate program elements across plants and to also effectively negotiate scope and schedules with the state. The planned Program Management Plan, which will contain implementation and procedural guidelines, and the management control system for detailed tracking of activities and costs are outlined. Additionally, issues inherent in the nature of the agreements and implementation of a program of this magnitude are discussed. Finally, a comparison of the agreements for Tennessee, Kentucky, Colorado, and Idaho is made to gain a better understanding of the similarities and differences in State Oversight Agreements to aid in implementation of these agreements
Urban planning for the strategic spatial development of Ljubljana
Full Text Available In the introduction, previous town planning practices in Ljubljana and recent spatial documents of the Municipality of Ljubljana (ML are presented. In the central part of the paper, the basic chapters of the Strategic spatial plan of the ML are analysed and some important parts emphasised. The plan is based on contemporary principles of urban design and the sustainable development. We have stressed the importance of the qualitative upgrading of existing urbanised areas, the renewal of degraded areas and the amelioration of dispersed building. The new housing construction is planned only when that is necessary for the development of the municipality. The improvements of social and economic infrastructures are envisaged as well. The concept of spatial organisation has been developed in three characteristic areas of the ML: the compact city, the suburbia, and the hilly hinterland. In the compactly city a central radiocentric model has been preserved. New building is stimulated along radially city thoroughfares with green wedges between them. In the suburbia, the network of local centres is linked to the thoroughfares at traffic nodal points. A rational use of land is emphasized by decentralised concentration model. In the hilly hinterland new housing construction is mainly directed to existing settlements for preserving quality landscape features. As significant structural elements of the city we emphasise open public and green areas. In the chapter of land use, special attention is paid to housing construction, the central areas and industrial activities. We also give some basic guidelines for traffic development. The last chapter presents the guidelines for urban and architectural design. Characteristic areas, the connecting structures and large landscape structures are defined as basic elements of the city structure identity.
Mojca Šašek Divjak
Consequences of Strategic Choices within an e-Procurement Implementation Process -From an Actor Network Perspective
In recent years, many companies have changed their IT strategy from developing systems in-house to implementing integrated software solutions. Along with the implementation of large Management Information Systems (MIS) such as Enterprise Resource Planning (ERP) systems, several strategic choices have to be made in order to ensure the success of the implementation in terms of the technical aspects, the business model and the organisation. This article deals with three strategic choices made by the management in the case company, a large European medical company, regarding the process of implementing an e-Procurement system - more specifically, an Enterprise Buyer Professional (EBP) module in SAP R/3 for commercial purchasing. These strategic choices are (1) outsourcing the electronic catalogue of the EBP system to an electronic market place, (2) constituting a change management group for the implementation, and (3) allying with an external partner in the implementation process. The strategic choices are the basis of a qualitative analysis using an Actor Network Theory (ANT) perspective where focus is on three aspects: Delegation, black box and enrolment. In this regard, strategies for delegating tasks to the EBP system, strategies for establishing the EBP system as a black box and, finally, strategies for enrolling external partners in the implementation process in the case company are analysed. Through these concepts of ANT, the article demonstrates how strategic choices influence the implementation process and which initiatives are made to put the strategic choices of the implementation into effect.
Krag, Lotte; Thomsen, Mette
Control in gazelle organizations : Research on management systems, enterprise resource planning systems and strategic planning
Abstract Background - Not all companies choose or are able to grow, especially not in an unstable economic climate. However, fast growing organizations (gazelles) have managed to grow with a significant pace. As researchers claim control to be one factor in developing an organization, this lead the authors to question whether these gazelle organizations perceive control systems to contribute to their rapid growth. Purpose - The authors wish to investigate whether strategic planning, enterpris...
Rosengren, Alexandra; Standoft, Andrea
Strategic planning models in public and non-profit sport organizations
Full Text Available Strategic planning is widely used by organisations, as itis an integral part of strategy. The present study tackles thetopic of strategic planning as it is developed by public andnon-profit organizations and provides an extensive review ofliterature in the area of the development and role of strategic planning within strategic management and the way it is adopted by public and non-profit organizations. For the purposes of this paper, five models of strategic planning have been discussed with the belief that they describe better the models that can be approached and developed by public and non-profit organizations in the area of sport. This article aims at partly contributing to the theoretical discussion concerning the ability of organizations to integrate and deploy strategic planning. For this study we examined a non-profitsport organization in British Columbia, Canada. The authorspropose that public and non-profit sport organizations shoulddevelop their own model of strategic planning, which mayhelp them to think and act strategically.
Coal Power Systems strategic multi-year program plans
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).
75 FR 82377 - NOAA's Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015
...b). The draft OER STRATEGIC PLAN describes the vision...regulations.gov without change. All Personal Identifying...copies of the draft OER Strategic Plan and Public Law...ocean. The draft OER STRATEGIC PLAN describes how NOAA...remedies. Suggested changes will be...
75 FR 15686 - NOAA'S Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015
76 FR 66734 - National Institute on Deafness and Other Communication Disorders Draft 2012-2016 Strategic Plan
...Other Communication Disorders Draft 2012-2016 Strategic Plan AGENCY: National Institute...requesting public comment on the draft 2012-2016 NIDCD Strategic Plan. The NIDCD supports...human communication. The draft 2012-2016 NIDCD Strategic Plan has been...
For developing economies the development of enterprises should be a strategic goal, this way of thinking may become viable only as a result of a combination of judicious analysis based on specific local economic aspects and a set of actions to correct any slippage or amplify existing development trends taken by the managers. A better leadership would unequivocally lead to a better strategy but sometimes the lack of information, first about the external environment, continuously undergoing qui...
Pop, Zenovia Cristiana; Borza, Anca
A Competitive Intelligence Model Where Strategic Planning is Not Usual: Surety Sector in Mexico
Full Text Available Nowadays, the importance of the strategy for an enterprise becomes evident by verifying the changes that characterize its environment. Changes in legislation and regulation models and a greater market fragmentation are clear examples of the threats that lead the change. At the same time, the opportunities that the environment offers through the reduction of entrance barriers and a strong possibility of investment extension have increased. In order to be able to survive in an increasingly competitive environment, organizations must adapt their products to the market. For this to happen, it is necessary that the organization develops a retrieval, analysis and information interpretation process with strategic value about the industry and the competitors in it, which is transmitted to those in charge of the organization at the right time. The objective of this study was to develop a competitive intelligence model in an environment where strategic planning is not common and structural conditions are adverse. The research took place in the surety bond industry in Mexico, and the model obtained allows the surety companies with little strategic planning to know and identify their specific information requirements in order to lead competitiveness in a better way and the quality of their products and services at the same time. The outcome of this study demonstrates that competitive intelligence must suit the enterprise's activity thus overcoming the barriers offered to this practice by the environment.
Héctor Montiel Campos
Decoupling the use and meaning of strategic plans in public healthcare
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 similar topics to different stakeholders, although they use different language to answer to the different expectations of each stakeholder. Therefore, strategic planning and plans seem to be driven by neo-institutional approaches, as they are means to build consensus and negotiate ground for strategic actions, rather than means to identify strategic choices and priorities.
New Strategic Plan Takes the ALS into the Future
A new strategic plan is in place to upgrade the ALS so it can continue to address fundamental questions, such as size-dependent and dimensional-confinement phenomena at the nanoscale; correlation and complexity in physical, biological, and environmental systems; and temporal evolution, assembly, dynamics and ultrafast phenomena. Moreover, the growing number of ALS users (now exceeding 2,000 per year) requires increased attention. Accordingly, our plan concentrates on projects that will continue to make it possible for ALS users to address grand scientific and technological challenges with incisive world-class tools and quality user support. Our highest priority is to begin top-off operation, in which electrons are injected into the storage ring at intervals of approximately 1 minute. The combination of top-off and concurrent development of small-gap in-vacuum undulators and superconducting undulators will allow an increase in brightness from eight to more than 100 times, depending on the specific undulators and photon energy range. As part of our core mission in the VUV and soft x-ray regions, we plan to exploit these accelerator developments to extend our capabilities for high spatial and temporal resolution and utilize the remarkable coherence properties of the ALS in a new generation of beamlines. Ranked by priority, several proposed beamlines will follow completion of five new beamlines already under construction or funded. The intellectual excitement of the ALS has been a powerful tool in the recruitment and retention of outstanding staff, but additional sustained efforts are required to increase diversity both in gender and in under represented groups. To this end, we intend to expand the ALS Doctoral Fellowship Program by giving special emphasis to under represented groups. We also envision a distinguished postdoctoral fellowship program with the same emphasis, to increase and diversify our pool of candidates for beamline scientist positions
Strategic planning for information management: what are the deliverables?
This paper describes the deliverables framework developed by Vanderbilt University Medical Center (VUMC) in its IAIMS planning process. The key deliverables include: visions for the future; mission, goals, and objectives for the information management function; critical functions for IAIMS; categorized projects; priority recommendations; and a straw man project sequence reflecting dependencies. The paper also discusses how the plan will be used and how it interacts with direction-setting for the Medical Center. PMID:8563398
Olsen, A J; Stead, W W
Strategic IT Planning, Evaluation and Benefits Management: the basis for effective IT governance
Full Text Available This paper reports on the results of an empirical study into the integration of strategic information systems planning and business-IT alignment, IT evaluation, and the proactive management of business benefits in large organisations, and to consider the linkages evident between these processes. An argument is developed which suggests that at the heart of good IT governance practice is an integrated cycle of building a business case, alignment and prioritisation of IT investments with business objectives and imperatives, evaluation, system acquisition, and post implementation proactive benefits realisation.
Peter Marshall
Our future: making the right moves - Strategic Discussion Plan: discussion paper
On April 1, 1999 TransLink assumed responsibility for the regional transportation system in West-Vancouver-Surrey, BC, Canada, and is now responsible for the Major Road Network, the regional transit system (Coast Mountain, SeaBus, SkyTrain, handyDART, West Vancouver Municipal Transit and West Coast Express) and the Albion Ferry. Programs managed by TransLink include the regional trip reduction service and AirCare. The GVTA Act requires that TransLink develop a Strategic Transportation Plan no later than September 30, 2000. After section 1, section 2 provides some context for the transportation system today, and reviews what priorities were identified in previous plans, as well as discussing the major issues facing TransLink. Section 3 describes some of the specific issues and opportunities which need to be considered. Section 4 covers some specific options for the 2000 Program Plan, and no matter what future course is chosen decisions for the next 12-18 months need to be made. Section 5 offers some insight into how the TransLink Strategic Transportation Plan process could develop scenarios and offers concepts on the type of trade-offs which will be necessary in developing a future. Section 6 includes information on three alternate futures, which represent some but not all of the range of possible futures which could be possible. The 3 paths are: (1) continue with existing plans, (2) rise to a level of transit expansion that is close to meeting the needs of the LRSP, and (3) restrain spending to both transit and roads. Section 7 summarizes some of the key issues in the form of questions that may be considered in providing input to the planning process.
Soft Spaces as Vehicles for Neoliberal Transformations of Strategic Spatial Planning?
In the planning literature, there has recently been much discussion on the new â??soft spaces with fuzzy boundariesâ?? perceived to emerge in British spatial planning. So far critical reflections on the implications of the increasing amount of spatial strategy-making being done in soft spaces have focused on the lack of transparency and potential democratic deficits of contemporary spatial planning. Limited critical attention has been paid to how policy agendas are being shaped and reshaped in soft spaces, and how these agendas seek to influence formal planning arenas. These questions seem to be particularly relevant within the current neoliberal political climate characterising many European countries, including social welfare states such as Denmark. In addition, limited attention has been paid to how the concepts of â??soft spacesâ?? and â??fuzzy boundariesâ?? correspond to contemporary European strategic spatial planning practices. This paper seeks to broaden the soft space debate in a European context by offeringan account of the emergence of soft spaces in Danish spatial planning. The paper analyses how spatial strategy-making is carried out at the scale of two new soft spaces emerging in Danish spatial planning at subnational scales. In these soft spaces, the paper explores how policy agendas are being shaped and reshaped, and how these agendas seek to influence formal planning arenas. The central argument running through this paper is that soft spaces in neoliberal political climates might be used as vehicles for neoliberal transformations of strategic spatial planning. In 2006, the Danish Ministry of the Environment published a national planning report articulating a â??New Map of Denmarkâ?? consisting of two urban regions. The urban regions were promoted by the ministry as new appropriate scales for, on the one hand, managing pressing spatial issues such as urban sprawl and congestion, and on the other hand, promoting economic growth and international competitiveness. In 2008, new multi-level collaborative processes were initiated at the scale of these urban regions, involving the Ministry of the Environment, administrative regions, and municipalities. The aim of these processes was to prepare informal and voluntary spatial frameworks and overall urban structures for the two regions, turning these into â??soft spacesâ?? of strategic spatial planning. The paper demonstrates how the stateâ??s ambitions of introducing overall spatial frameworks at the scale of urban regions were downscaled during the processes, as the political climate within the ministry changed as a liberal Minister of the Environment was appointed. At the same time, the municipalities, who primarily perceived the soft spaces as cross-municipal platforms for transport infrastructure lobbying, were successful in reshaping the agenda-setting in the soft spaces towards policy agendas of investments in transport infrastructures and economic development. The lessons from the Danish experiences with soft spaces suggest a need to pay critical attention to how policy agendas are being shaped and reshaped in soft spaces in concordance with transformations in politics. The evidence from Denmark suggests that the flexible nature of soft spaces allows agenda-setting in them to be reshaped to support policy agendas of powerful actors or reflect transformations in politics. In the current neoliberal political climate characterising many European countries at the moment, there is a risk that agenda-setting in soft spaces are reshaped to promote neoliberal policy agendas, turning soft spaces into vehicles for neoliberal transformations of strategic spatial planning.
Olesen, Kristian
How strategic dynamics complicate the framing of alternatives in strategic environmental assessment : The case of the Danish natural gas planning
Unpredictable and complex developments challenge the application of strategic environmental assessment (SEA), for example, in terms of timing, prediction and relevance of assessments. In particular, multi-actor and unstructured strategic-level decision-making processes often seem to be characterised by unpredictable and complex changes. Despite the apparent implications, explorative investigations about how unpredictability influences SEA application in practice are rare. This article aims to...
Lyhne, Ivar
ICT Strategic Planning in Malaysia Public Research Institute
Full Text Available ICT Strategic Planning (ICTSP is important to an ICT manager because their wisdom in managing ICTSP implementation is being use as one of their performance indicators. Although there are many benefits for implementing ICTSP, ICT managers are still facing problems in coping with the development of ICTSP in their organization. Research Institute has unique characteristics that need to be look deeper to maximize the impact of their ICTSP implementation. This paper presents the comparison of research institutes characteristics against business organizations and institutes of higher learning. A survey questionnaire was sent to the Heads of IT in IPA. The results of the status study of ICTSP development and implementation in Malaysian Public Research Institute and Government Agencies (IPA provide a better understanding of their requirements. The finding of the study showed that one of IPAs ICTSP aim is to promote innovation in their organization since they are a dynamic and innovative organization. The research also revealed that even though IPA had experienced in ICTSP development and implementation, they were still facing several problems in developing and implementing ICTSP using existing methodologies. The problem is related to the level of easiness and completeness of methodology used and the comprehensiveness of blueprint produce to gain the requested budget from the sponsor. In addition, the research also suggested that there is a need to customize the existing ICTSP methodology to fulfill research institutes unique characteristics and to maximize ICTSP impact to promote innovation in the organization.
I. S. Ishak
University Strategic Planning and the Foresight/Futures Approach: An Irish Case Study
The contemporary university operates within a global context characterized by ever-increasing uncertainty and complexity. Strategic planning must, therefore, be cognizant of future trends and how those trends will affect the university by creating both threats and opportunities. Our hypothesis is that an approach we refer to as "strategic…
Munck, Ronaldo; McConnell, Gordon
Strategic Planning in 2005-2007: Not Your Daddy's Big Thick Binder!
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…
Burnham, Peter F.
Strategic Program Planning Lessons Learned in Developing the LTS S&T Roadmap
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.
Duane Hanson; Brent Dixon; Gretchen Matthern
Strategic Program Planning Lessons Learned In Developing The Long-Term Stewardship Science and Technology Roadmap
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.
Dixon, B.W.; Hanson, D.J.; Matthern, G.E.
How Colleges Can Keep Strategic Plans on Course in a Stormy Economy
This article provides suggestions on how colleges can keep strategic plans on course in a stormy economy. These are: (1) Move quickly; (2) Develop contingencies; (3) Be flexible; (4) Make hard choices; and (5) Recognize opportunities.
Fain, Paul
Overview of planning process at FFTF [Fast Flux Test Facility
The planning process at the Fast Flux Test Facility (FFTF) is controlled through a hierarchy of documents ranging from a ten-year strategic plan to a weekly schedule. Within the hierarchy are a Near-Term (three-year) Operating Plan, a Cycle (six-month) Plan, and an Outage/Operating Phase Schedule. Coordination of the planning process is accomplished by a dedicated preparation team that also provides an overview of the formal planning timetable which identifies key action items required to be completed before an outage/operating phase can begin
Salem Community College's 1999-2002 Strategic Plan Authoring & Implementation Strategy.
This document outlines the Strategic Planning Initiative (SPI) for New Jersey's Salem Community College. This is the first plan the college has authored in seven years. The report provides a theoretical framework for heterarchical planning, which allows for complexity and interrelations of structural analysis, and lateral decision making. The…
Salem Community Coll., Penns Grove, NJ.
Evolutionistic or revolutionary paths? A PACS maturity model for strategic situational planning.
PURPOSE: 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 ...
Proposal for a strategic planning for the replacement of products in stores based on sales forecast
This paper presents a proposal for strategic planning for the replacement of products in stores of a supermarket network. A quantitative method for forecasting time series is used for this, the Artificial Radial Basis Neural Networks (RBFs), and also a qualitative method to interpret the forecasting results and establish limits for each product stock for each store in the network. The purpose with this strategic planning is to reduce the levels of out-of-stock products (lack of products on th...
Cassius Tadeu Scarpin; Maria Teresinha Arns Steiner
Socio-economic development of the City of Odessa in the context of strategic planning as a form of management of development of meso-systems ?????????-????????????? ???????? ?. ?????? ? ??????? ??????????????? ???????????? ??? ????? ?????????? ????????? ??????????
Full Text Available The article studies specific features of the domestic practice of strategic planning of economic and social development of territories of the meso-level from the positions of regulation of the issue in the country's legislation. It shows shortcomings inherent in the domestic practice of composing strategies of economic and social development of territories in the context of the chaotic character of the process and personal initiative from the part of meso-systems and also non-observance generally accepted world practice of the project management during realisation of strategic plans. It shows, form the point of view of strategic planning as a form of state administration, prospects of economic and social development of the City of Odessa till the year 2022 as a result of symbiosis of the existing domestic methodological legislation and foreign practice of strategic planning at a local level.? ?????? ??????????? ??????????? ????????????? ???????? ??????????????? ???????????? ?????????????? ? ??????????? ???????? ?????????? ?????????? ? ??????? ????????????? ??????? ? ???????????????? ??????. ???????? ??????????, ???????????? ????????????? ???????? ??????????? ????????? ?????????????? ? ??????????? ???????? ?????????? ? ????????? ??????????? ???????? ? ?????? ?????????????? ?? ??????? ??????????, ? ????? ???????????? ???????????? ? ???? ???????? ?????????? ??????????? ?? ????? ?????????? ?????????????? ??????. ? ??????? ??????????????? ???????????? ??? ????? ???????????????? ?????????? ???????? ??????????? ?????????????? ? ??????????? ???????? ?. ?????? ?? 2022 ???? ??? ????????? ???????? ???????????? ?????????????? ????????????????? ???????????????? ? ?????????? ???????? ??????????????? ???????????? ?? ??????? ??????.
Smentyna Nataliia
Task-Induced Strategic Processing in L2 Text Comprehension
Strategic text processing was investigated for English as a foreign language learners who processed and recalled a text when they read for expression, for image, and for critique. The results indicated that, although the amount of content recall (i.e., products of comprehension) was similar, the relative contributions of second language (L2)…
Horiba, Yukie
Framing Operations and Performance Strategic Management System Design Process
The increasing competitive pressure resulting from operations activities and market globalization are forcing enterprises to reorient their strategies, operations systems and processes. Specifically, organizations are paying closer attention to the changing nature of operations systems performance, to the point where operations strategic management system used in enterprise performance evaluation becomes the main focusof redesign projects. This study explores the process rationali...
Edson Pinheiro Lima; Sergio Eduardo Gouve?a Costa, Da; Jannis Jan Angelis
The Strategic Planning (SWOT) Analysis Outcomes and Suggestions according to the Students and the Lecturers within the Distance Education System
In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the institutions' appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning,…
Yelken, Tugba Yanpar; Kilic, Figen; Ozdemir, Caner
Full Text Available Imaging science and technology are major contributors to the discovery of new knowledge in diagnosis and treatment of disease. Given such rapid past advances, is it not likely the future rate of progress will be at least as great? As part of the strategic plan is to estimate future change, it is necessary to have a vision for what will happen in radiology in next 20 years. There are several questions that we should find answer for them: 1. Which type of information clinicians will request from radiologists? 2. How will imaging devices of the future differ from those of the present? 3. What appearance might medical images of the future have? Only 30 years ago, radiologists depended heavily on plain radiographs, tomography, and catheter angiography.Presently, very high-resolution crosssectional imaging studies, four-dimensional sonography, and functional imaging techniques (such as brain activation studies and perfusion imaging are common place. Physicians in the future will increasingly seek clinical information that is physiological, and not solely anatomical, in nature.Functional and molecular imaging will be the area of great development in future. Broadly, multidisciplinary, molecular imaging incorporates methods and concepts from molecular and cell biology, imaging sciences, chemistry, highthroughput"nbiology (eg, genomics, proteomics, nanotechnology, pharmacology, and bioinformatics. It is through molecular imaging that radiology is expected"nto play a critical role in advancing molecular medicine and potentially revolutionize patient care and biomedical research. Other promising options will be minimally invasive image-guided therapy and interventional radiology The convergence of molecular imaging and interventional radiology benefits both fields. This lecture is an effort to explain a roadmap for future in the field of Radiology.
Sh. Akhlaghpoor
Full Text Available Practice proved that strategic planning is a necessary process for insurance companies. This process can help companies to adapt more easily to environmental changes. The strategic planning of the activity of an insurance company cannot be realized without a careful analysis of the evolution of the market and without studying the company's market position. A classic model used in the portfolio analysis is the Boston Consulting Group model. In this paper we have used the model for studying the activity of the leader of the Romanian insurance market. In 2009 Alliantz Tiriac had 17 types of insurance in the portfolio. Each class of insurance was considered a strategic business unit. We have studied the insurance portfolio by using secondary data from specialized publications, such as the Romanian Insurance Supervisory Commission. Using the data, we have calculated for Alliantz Tiriac, for each class of insurance, the relative market share. The company was leader on the market for five classes of insurance. The economic crisis had a severe impact on the evolution of the Romanian insurance market: from the 17 classes of insurance studied: nine had registered a decrease of the market, eight had registered an increase, but only for three of them the growth exceeded 10%. Using the relative market share and the market growth we have identified the "cash cows": there are five classes of insurance in this category, among which the "Insurance for land vehicles (CASCO" which represented more than half of the sales (55.82%; unfortunately, in the case of this insurance type there was a very significant decrease of the market in 2010 compared to 2009: -25.12%, the "question marks" – there are three classes of insurance in this category, and the "dogs". Due to the crisis, a large number of the company's products are in this category and there are no "star" products. This work was supported by CNCSIS – UEFISCSU, project number 915 / 2009 PNII – IDEI 1773/2008
Petrescu Marian
Full Text Available Strategic marketing planning requires that the marketing objectives strategies for a specific product-market configuration be in full correlation with the directions and the resources allocated at the corporate level or at the strategic business unit one. Such a correlation is more than necessary under the current market conditions, when the economic crisis affects both consumer behavior and corporate decisions. This article focuses on the particularities of strategic marketing planning in sport, given the fact that the vast majority of sports organizations in Romania, although very active on the reference market, do not have a marketing activity correlated with the medium and long term market needs. One of these needs refers to quality of life improvement, knowing that sport activities have positive influence on many dimensions of quality of life, such as health, education, social inclusion, relaxation and leisure. The improvement within the population participation in sport (both as an active participant and as a spectator, the increased duration of leisure and the development of private financing have led to the creation of a large market, where marketing plays a central role. Therefore the marketing management process must also be implemented within the sports organization, in order to make it easier in building and maintaining a relationship with the customer, especially if the organization wants a customer orientation strategy. Such an orientation includes identifying the current needs as well as the future ones in terms of target audience, to offer a series of sports products and services that bring their significant contribution to improving the quality of life. In this paper are highlighted the influences that consumer requirements concerning quality of life have on all components of marketing management process, starting with sports organization mission statement, up to establish strategies for the marketing mix (product, price, distribution and promotion.
Caescu Stefan Claudiu
Using strategic planning and organizational development principles for health promotion in an Alaska native community.
Health promotion aims to support people in their efforts to increase control over factors that impact health and well-being. This emphasis on empowerment and contextual influences allows for a more holistic conceptualization of health and approaches to promoting health that are anchored in principles of community development and systems change. Piciryaratgun Calritllerkaq (Healthy Living Through A Healthy Lifestyle) is a collaboration between a Yup'ik village in rural Alaska and researchers from the University of Alaska Fairbanks. The goal was to improve nutrition, increase exercise, and decrease stress. The project utilized elements of organization development and strategic planning to develop a local infrastructure and process and to promote local expertise. The project team developed goals, objectives, action, and evaluation plans that integrated local traditions, Yup'ik culture, and research. PMID:21271433
Lardon, Cecile; Soule, Susan; Kernak, Douglas; Lupie, Henry
Strategic Trajectories in the Offshoring and Offshore Outsourcing Process
In this paper we examine the offshoring and offshore outsourcing process and the strategic trajectories underlying it, including both the internal venturing and the external outsourcing process. We define and present various perspectives on the offshoring and offshore outsourcing process. We then proceed with three illustrative case studies and discussion, proposing that the decision to outsource has implications over and beyond the intended strategies. The paper approaches these issues from a strategy-as-practice perspective, and particularly addresses its concern for how micro-level activities shape organisational outcomes. It illustrates how standardised and/or non-core operations may gradually change their strategic scope through the actions of local decision makers, producing a self-reinforcing decision cycle. We conclude that the process, and particularly the agency exercised by middle management throughout the company, deserves a more significant space in future investigations of strategic trajectories, if the activities in the distributed network is to bring strategic advantages over and beyond short-term cost reductions.
Slepniov, Dmitrij; Sørensen, Brian Vejrum
The electronic patient record: a strategic planning framework.
Sunnybrook Health Science Center (Sunnybrook) is a multifacility academic teaching center. In May 1994, Sunnybrook struck an electronic patient record taskforce to develop a strategic plan for the implementation of a comprehensive, facility wide electronic patient record (EPR). The taskforce sought to create a conceptual framework which provides context and integrates decision-making related to the comprehensive electronic patient record. The EPR is very much broader in scope than the traditional paper-based record. It is not restricted to simply reporting individual patient data. By the Institute of Medicine's definition, the electronic patient record resides in a system specifically designed to support users through availability of complete and accurate data, practitioner reminders and alerts, clinical decision support systems, links to bodies of medical knowledge, and other aids [1]. It is a comprehensive resource for patient care. The taskforce proposed a three domain model for determining how the EPR affects Sunnybrook. The EPR enables Sunnybrook to have a high performance team structure (domain 1), to function as an integrated organization (domain 2), and to reach out and develop new relationships with external organizations to become an extended enterprise (domain 3) [2]. Domain 1: Sunnybrook's high performance teams or patient service units' (PSUs) are decentralized, autonomous operating units that provide care to patients grouped by 'like' diagnosis and resource needs. The EPR must provide functions and applications which promote patient focused care, such as cross functional charting and care maps, group scheduling, clinical email, and a range of enabling technologies for multiskilled workers. Domain 2: In the integrated organization domain, the EPR should facilitate closer linkages between the arrangement of PSUs into clinical teams and with other facilities within the center in order to provide a longitudinal record that covers a continuum of care. Domain 3: In the inter-enterprise domain, the EPR must allow for patient information to be exchanged with external providers including referring doctors, laboratories, and other hospitals via community health information networks (CHINs). Sunnybrook will prioritize the development of first domain functionality within the corporate constraints imposed by the integrated organization domain. Inter-enterprise computing will be less of a priority until Sunnybrook has developed a critical mass of the electronic patient record internally. The three domain description is a useful model for describing the relationship between the electronic patient record enabling technologies and the Sunnybrook organizational structures. The taskforce has used this model to determine EPR development guidelines and implementation priorities. PMID:8591177
Gordon, D B; Marafioti, S; Carter, M; Kunov, H; Dolan, A
A Modeling Framework for the Planning of Strategic Supply Chain Viewed from Complex Network
Full Text Available Based on the theory of complex network, this paper focuses on the planning of logistics nodes for strategic supply chain. I propose a practical mathematical modeling framework that simultaneously captures many practical aspects but still understated in the existing literatures of network planning problems. Moreover, capacity expansion and reduction sce-narios are also analyzed as well as modular capacity shifts for the fluctuation of demands. So this paper is of impor-tance for the research of network planning in strategic supply chain systems.
Jiangbo Zheng
The significance of management information systems for enhancing strategic and tactical planning
Full Text Available SciELO Brazil | Language: English Abstract in english 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 exami [...] ned 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.
Karim, Akram Jalal.
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
Akram Jalal Karim
Towards Local Government Strategic Planning in Vietnam: Systemic Governance Interventions for Sustainability
Full Text Available Strategic planning has been widely applied internationally in both the public and private sectors. It has been criticized for using a top down approach and for not drawing on the insights and lived experiences of the people and for not supporting two – way communication. This article is based on an analysis of strategic planning in three local government case studies in Vietnam. The research is based on original empirical research for a PhD degree. It develops an argument for a more participatory approach based on two –way communication and a consideration of many domains of knowledge to be considered to support governance decisions. This approach is called systemic governance and participatory planning for decision making. This article is based on empirical research. It explores the extent to which strategic planning has been applied in Vietnam.
Mai Tuyet Thi Vu
A new model for strategic planning in energy decision-making
In this paper, based upon a systematic approach and analysis, a new model for strategic planning in energy decision-making was developed. According to the model, the following key parameters were considered and analysed as integrated systems: the value systems of the parties involved in the decision making process; the economical systems of environment; the socio-political systems of environment; the technological systems of environment; the organisational systems of the parties in the decision making process; the potential and available resources to society; the information systems available to society. The lack of appropriate financial and human resources makes the task of allocating scarce resources for a new energy systems development more difficult. (N.C.)
Mansouri, M.M. [Iran Univ. of Science and Technology, Teheran (Iran, Islamic Republic of)
The CH2M HILL Hanford Group, Inc. (CHG), Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project waste tank farm
78 FR 72873 - Availability of 2014-2018 Draft Strategic Plan and Request for Public Comment
...Department of Energy, Office of the...2014-2018 Strategic Plan can be accessed at http://energy.gov/about-us...security of the United States; promoting scientific...employees at the 17 national laboratories that...DOE science, energy, and national...Climate Action Plan to mitigate...
The "Business Plan", first step towards strategic thinking in SMEs
Cet article montre les raisons pour lesquelles le "plan d'affaires" ou "Business Plan" demandé ordinairement aux créateurs d'entreprise doit ętre considéré comme le premier plan vers une démarche de réflexion stratégique réussie, notamment dans les PME.
Strategic energy planning within local authorities in the UK: A study of the city of Leeds
This paper considers the development of a strategic energy body in a local authority in the UK and looks at the perceived need for, and possible roles of, such a body. Historically, energy provision and management has not usually been a strategic priority for UK local authorities. Yet energy considerations are implicit in key local authority responsibilities such as transport, waste management, planning, and the provision of housing services. In addition, recent UK central government policies support the move to localism and provide incentives for low-carbon energy generation. A study was undertaken to assess the potential (including both the perceived benefits and actual capacity to deliver) for Leeds City Council to develop a strategic body to execute delivery of city-level energy decision-making. We examine the perceived benefits to a range of main stakeholders, using data drawn from interviews with managers responsible for low-carbon and renewable energy projects across the city. Through participant observation we explore the capacity of a local authority to deliver a strategic energy body, and we briefly examine the possible forms of delivery. We conclude with recommendations for national policy that would enable the development of strategic energy bodies across local governments in the UK. - Highlights: ? Strategic energy planning is currently not a priority for UK local authorities. ? We present an empirical study of strategic energy planning in local authorities. ? Results from stakeholder interviews suggest support for a strategic energy body. ? We identify the capacity barriers to implementing a strategic energy body. ? We make recommendations for ways forward and support needed from national policy.
Strategic Planning and Business Performance of Micro, Small and Medium-Sized Enterprises
Full Text Available This paper deals with issues of strategic management, particularly strategic planning and its beneficial effect on the overall performance of businesses. It is based on empirical results of the original research study called Adaptability of Enterprises to Contemporary Economic Conditions in Years 2007-2012 performed via questionnaire survey in three rounds during years 2011, 2012 and 2013. The analyses presented in the paper were conducted on the second round sample of 677 organizations operating mostly in the SME sector in the Czech and Slovak Republic. The interdependence between the level of strategic planning (existence of strategy in the form of written document and its extent and enterprise performance criteria (turnover, costs, profit, EVA, investments, period of arranged contracts is examined with the use of four hypotheses. The results are commented and discussed. The outcome is the apparent positive impact of full strategic document on the performance criteria of the businesses.
Skokan Karel
75 FR 47859 - Availability of SBA Draft Strategic Plan for Fiscal Years 2011-2016 and Request for Public Comment
...Availability of SBA Draft Strategic Plan for Fiscal Years 2011- 2016 and Request for Public Comment AGENCY: U.S. Small Business...ADDRESSES: To access the draft strategic plan for the FY 2011 to FY 2016 planning period, go to...
Developing a Strategic Marketing Plan in the French Market : Case: A Chinese company in the French Stevia Market
ABSTRACT: ChenYuren 2011. Developing a Strategic Marketing Plan in the French Market. Case: A Chinese company in the French Stevia market. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 54. Appendices 2. The objective of the thesis is to develop a strategic marketing plan for a Chinese case company in the French Stevia market. The elements of this strategic marketing plan and the analyses of the French Stevia market are the major parts of the thesis. This strate...
Chen, Yuren
Strategic planning and marketing research for older, inner-city health care facilities: a case study.
Numerous health care facilities, located in downtown metropolitan areas, now find themselves surrounded by a decaying inner-city environment. Consumers may perceive these facilities as "old," and catering to an "urban poor" consumer. These same consumers may, therefore, prefer to patronize more modern facilities located in suburban areas. This paper presents a case study of such a health care facility and how strategic planning and marketing research were conducted in order to identify market opportunities and new strategic directions. PMID:10122747
Wood, V R; Robertson, K R
A Practical Guide to Strategic Enrollment Management Planning
Over the past decade, strategic enrollment management (SEM) has become a major force in the organization and practice of higher education. With limited financial resources for financial aid, institutions must balance the need to attract and admit a freshman class that fits well with the institution and also provide the necessary financial support…
Wilkinson, R. B.; Taylor, James S.; Peterson, Ange; Machado-Taylor, Maria de Lourdes
Full Text Available Most South African organisations were historically part of a closed competitive system with little global competition and a relatively stable economy (Manning: 18, Sunter: 32. Since the political transformation, the globalisation of the world economy, the decline of world economic fundamentals and specific challenges in the South African scenario such as GEAR and employment equity, the whole playingfield has changed. With these changes, new challenges ', appear. A significant challenge for organisations within this scenario is to think, plan and manage strategically. In order to do so, the organisation must understand its relationship with its environment and establish innovative new strategies to manipulate; interact with; and ultimately survive in the environment. The legacy of the past has, in many organisations, implanted an operational short-term focus because the planning horizon was stable. It was sufficient to construct annual plans rather than strategies. These plans were typically internally focused rather than driven by the external environment. Strategic planning in this environment tended to be a form of team building through which the various members of the organisation 's management team discussed and documented the problems of the day. A case study is presented of the development of a strategic management process for a large South African Mining company. The authors believe that the approach is a new and different way of addressing a problem that exists in many organisations - the establishment of a process of strategic thinking, whilst at the same time ensuring that a formal process of strategic planning is followed in order to prompt the management of the organisation for strategic action. The lessons that were drawn from this process are applicable to a larger audience due to the homogenous nature of the management style of a large number of South African organisations.
C.M. Moll
Full Text Available The increasing competitive pressure resulting from operations activities and market globalization are forcing enterprises to reorient their strategies, operations systems and processes. Specifically, organizations are paying closer attention to the changing nature of operations systems performance, to the point where operations strategic management system used in enterprise performance evaluation becomes the main focusof redesign projects. This study explores the process rationality behind operations strategy management systems design, taking into account a content definition established by a structural specification of the management system and the integration of life cycle and implementation models. This research proposes a framework that represents reconciliation between research and practice, contributing to the development and test of practicalsolutions for operations strategic management system design, implementation and management. The main result is a synthesis of three frameworks that each addresses the design process in different levels: the performance management system life cycle model; the process approach for guiding design and implementation issues; and recommendations that synthesizes the design task. The study also discusses methodological choices in approaching the design, implementation and use of an operations strategic managementsystem. Doing so, the study develops the discussion on structural and process aspects ofstrategic performance measurement system design.
Edson Pinheiro Lima
Strategic lessons in high-level waste management planning
This presentation discusses some issues in the planning and execution of high-level waste (HLW) disposal. The topics are (1) Initial considerations, (2) Issues in structuring a programme, (3) Disposal concepts, (4) Geological environments, (5) Site selection and characterisation, (6) Waste transport, (7) Performance assessment methodology and application, (8) Some key issues. The options for spent fuel management can give rise to a variety of different wastes. The quantity of waste arising will affect the volume of rock required for deposition, both with respect to rock integrity and requirements for heat dissipation. A repository must not be considered in isolation from the rest of the waste management programme. The repository development plan should be supported by a schedule of activities and related funding mechanisms, implying a long-term commitment in policy terms, and should include a corresponding legal and regulatory framework. The idea that disposed waste might be retrieved by future generations for processing under new technology is discussed. Safeguards requirements on fissile material within spent fuel or any other wastes imply indefinite control. Disposal concepts include the geological environment and the engineered barrier system within it. Site selection involves several steps: regional-scale characterisation, local characterisation, hydrological studies, etc. Key issues are retrieval vs. safeguards, optimisation of repository design, reducing long programme timescales, international collaboration
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 sustai...
Maksin Marija; Miliji? Saša
Role of the NHA in strategic planning for the hydrogen economy. An international initiative
The NHA, in conjunction with the U.S. Department of Energy, is defining the path to a hydrogen energy industry. The NHA has produced a draft document titled Strategic Planning for the Hydrogen Economy: The Hydrogen Commercialization Plan, which was officially adopted by the membership at the 8th Annual U.S. Hydrogen Meeting, in March 1997. Much of this paper is based on the objectives of the plan, and describes existing activities which support these objectives. 5 refs.
Mauro, R.L.; Miller, K.I. [The National Hydrogen Association, Washington, DC (United States)
Enriching enterprise resource planning systems for strategic advantage: a semiotic motivated approach
Enterprise Resource Planning is often endorsed as a means to facilitate strategic advantage for businesses. The scarcity of resources is the method by which some businesses maintain their position. However, the ubiquitous trend towards the adoption of Enterprise Resourcing Planning systems coupled with market saturation makes the promise of advantage less compelling. Reported in this paper is a proposed solution based upon semiotic theory that takes a typical Enterprise Resource Planning de...
Benfell, Adrian James; Williams, Roy; Liu, Kecheng
Information Technology as the Main Competence in the Design of the Strategic Planning of Logistics Platforms
Full Text Available SciELO Chile | Language: English Abstract in english 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.
Varella, Leonardo; Buss Gonçalves, Mirian.
Effective Attributes of Successful Strategic Information Systems Planning for Public Organizations in Middle East-Preliminary Study
Full Text Available Rapid changes in information technology and business environment challenge the ability of organizations to undertake strategic planning for information systems and information technologies. Strategic information systems planning requires experienced human resources and growing heavy investments. Strategic information systems planning has turned into one of the top issues currently facing top management. Organizations are seeking ways to improve strategic information systems planning. This preliminary study was an attempt to identify effective attributes that may contribute to Strategic information systems planning success in state organizations in Middle East countries. The key attributes that may affect Strategic information systems planning success were identified by reviewing earlier research studies. Confirmatory factor analysis and fitness test were performed on the study conceptual model by applying constructive formulation modeling technique and using LISREL software and the results indicated fitness of the conceptual model. Identified attributes were grouped into three classifications: (1 General organizational attributes including change management and information systems maturity; (2 Interactive organizational attributes including top management participation and commitment and chief executive officer and chief information officer relationship and (3 Strategic information technology/information systems planning dimensions comprising of environmental assessment and strategic alignment. Three primary hypotheses and six secondary hypotheses of this preliminary Study will be examined the significance of the relationship between independent variables (effective attributes and strategic information systems planning.
Hossein Nezakati
Strategic planning of developing automatic optical inspection (AOI) technologies in Taiwan
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
Full Text Available In recent years, strategic planning has become one of the subjects that many institutions work on to ensure the intuitions' appropriate management based on realistic results. Therefore, this planning has to be taken into account and should provide planning direction on the bases of its results. Basically, the manager of strategic planning, leadership and strategic thinking and to act to help planners designed the tools, processes and concepts is a group. At the same time, the organization of the development and effective strategies will help to place. The purpose of this research is to provide SWOT (Strengths, Weaknesses, Opportunities and Threats analysis and to present new suggestions based on the opinions of students in the distance education system. In this work, we have applied Survey Method. The study group has consisted of 70 students and 11 instructors of Mersin Vocational School of Higher Education (MVSHE. All the data was surveyed during the spring semester of 2009. In the development of the questionnaire, a relevant literature has been investigated. Also, expert opinion has also been provided for the survey materials and survey articles. The questionnaire is finalized according to the expert's opinion. The questionnaire was applied in the internet environment to both the students and the instructors. The outcomes of the survey have been evaluated quantatively along the direction of the survey's fundamental question: "What are your views on strategic planning (SWOT of distance education?" The suggestions have been made about the distance learning education based on the findings of the survey.
Tugba Yanpar YELKEN
The Implementation of Strategic Planning for Information System in Educational Foundation
Full Text Available In a competitive business environment, The Educational Foundation may decides two strategic business policies related to information system (IS and information technology (IT implementation. These are, optimization of IS/ IT implementation for increasing services quality and its utilization as a core business competitiveness as a whole. However, a strategic planning for information system (SPIS is required to implement these business policies. SPIS is a process for determining required IS to support business strategy, so that thestrategy concentrates to identify required information and ensuring IS is aligned to business strategy. According to the Ward and Peppard's approach, some activities of SPIS are conducted by using four main phases such as initiation, assessing and understanding the current situation and interpreting business requirement, setting priorities for IS/ IT, and determining IS/ IT strategy. Some analysis, Politic-Economic-Social-Technology (PEST, Boston Consulting Groups (BCG, and Five Forces Porter are used to identify external business environment, SWOT analysis and Value Chain to identify internal business environment. The research resulting a recommendation for organizational development priorities which devided into two related matters, IT Unit establishment and computer based system development for financial, human resource, and infrastructure management.
Cepy Slamet
77 FR 25577 - General Provisions; Operating and Strategic Business Planning
...accomplishing the strategies and actions in...human capital and marketing plans, which...different type of marketing strategy. If institutions...required the marketing plan to include...relevant part, ``strategies and actions...
Strategic Aspects of Nuclear and Radiological Emergency Management. Planning for Effective Decision Making; Consequence Management and Transition to Recovery
The collective experience of the NEA Working Party on Nuclear Emergency Matters (WPNEM), and in particular, the experience from the International Nuclear Emergency Exercise (INEX) series, has shown that it is important to plan and to implement emergency response actions based on a guiding strategic vision. Within this context, Strategic Aspects of Nuclear and Radiological Emergency Management presents a framework of strategic planning elements to be considered by national emergency management authorities when establishing or enhancing processes for decision making, and when developing or implementing protection strategies. The focus is on nuclear or radiological emergency situations leading to complex preparedness and response conditions, involving multiple jurisdictions and significant international interfaces. The report is aimed at national emergency management authorities, international organisations and those who are seeking to improve the effectiveness of emergency management. Its goal is to provide insights into decision-making processes within existing emergency planning arrangements. It also highlights common areas of good practice in decision making. Specific areas for improvement, identified during the INEX-3 consequence management exercise, are included, particularly in support of decision making for countermeasures for consequence management and the transition to recovery. (authors)
One common way - The strategic and methodological influence on environmental planning across Europe
In the last decades the European Union exerted influence on precautionary environmental planning by the establishment of several Directives. The most relevant were the Habitat-Directive, the EIA-Directive, the SEA-Directive and the Water Framework Directive. Comparing these EU policies in the area of environmental precaution it becomes obvious that there is a lot of common ground. Thus, the conclusion seems likely that the European Union, in doing so, has intended to establish general planning concepts through introducing several methodological steps indicated by the regulations. The goal of this article is firstly to point out, which are the common planning principles, converted by methodological elements and secondly examine the consideration of these planning concepts by the implementation and application in the member states. In this context it is analysed whether the connections and divergences between the directives lead to significant differences in the implementation process. To this aim the directives are shortly introduced and significant steps of the processes regulated by them are outlined. In the second steps the national legal implementation in the Alpine states and its consequences for the practical application are discussed. The results show a heterogeneous application of the EU principles. Within the comparative view on the four directives influence and causalities between the national implementation and the practical application were identified, which can be simplified as four types. Since a coherent strategic and methodological concept for improving environmental precaution planning from part of the EU is noticeable, more unity and comparability within the implementation is desirable, particularly in areas with comparable habitats such as the alpine space. Beyond this the trade-off between the directives poses an important task for the future.
Strategic Planning for Open Learning. A Study of Capital Investment and Planning Strategies for Alternative Educational Delivery at Tea Tree Gully College of TAFE (SA) and Joondalup Campus (WA).
The planning and development phases of Tea Tree Gully College in South Australia and stage 1 of the design and construction of Joondalup Campus of North Metropolitan College in Western Australia were examined in two detailed case studies. Both are colleges of Technical and Further Education (TAFE). Strategic planning processes emerged as the most…
Goode, T. W.
Legislation strategic enterprises of machine building industry
Full Text Available The article explores the stages of strategic planning in Ukraine, determined its value for industry in general and engineering industry in particular. We consider the legislative framework that regulates the process of strategic planning at three levels: national, regional and sectoral.Found that the number of strategic documents of various levels increases and decreases the effectiveness of their implementation. The legal framework of strategic planning is not complete and is mostly declarative.
Kotovska, Iryna
Strategic marketing types: Evidence from the European meat processing industry
Executive summary 1. The discovery of a small number of generic strategies or competitive positions that would work equally well across product-markets, businesses and industries, would be an extremely important finding for business practicians. In particular the question of whether or why performance might differ between firms pursuing any strategy type has a strong academic and practical business interest. There is still a need to explore the basic question of whether generic types of mark strategies exist. Also there is a lack of empirical evidence which examines a wide range of strategic variables across a diverse set of environments (countries). 2. The overall aim of this paper is further to provide a profound understanding of the nature of strategy types based on data from the European meat industry. In particular, the study (1) identifies and clusters meat processors using similar marketing strategies, (2) places these clusters in a strategic typology in order to better understand their position in themarketplace, and (3) analyses these strategic marketing types in terms of performance outcomes and differences in corporate attitudes and goals. 3. The meat processing sector in Europe is a mature and relatively stable industry in which consolidation is a continuing process. In spite of the overall trends facing all meat processors, they are confronted by different strategic problems and challenges because of their differences, for example, in terms of product offerings, degrees of specialisation, vertical integration, international orientation, relationship with the retail sector etc. 4. Based on related literature, two main hypotheses1 are formulated regarding the relationship between strategic marketing types on the one hand and performance and corporate attitudes on the other hand. Integrating previous definitions and findings on key strategy dimensions, three main marketing strategy components are used in the analysis: Strategic focus/objective marketing targeting and marketing positioning. The variables are split up in the following main groups: Marketing strategy variables, Corporate attitude variables and Business performance variables. 5. A variety of multivariate analyses was used to explore the hypotheses. The cluster analysis resulted in a six-cluster solution being judged the most meaningful and interpretable. While cluster analyses always are subjective, several statistical tests such as MANOVA and ANOVA tests were used to evaluate the results. 6. The six groups were named as follows: Quality differentiated specialists (SMT1), Unfocused regionals (SMT2), Locals (SMT3), International innovative branders (SMT4), Unfocused followers (SMT5) and National private labellers (SMT6). From the description of the clusters it follows that in the European meat industry two strategy types (SMT 1 and 4) seem to be clearly focused because they generally represent a particular strategic orientation on one or a number of strate dimensions. In contrast, two strategy types (SMT2 and 5) may be characterised as unfocused with no apparent orientation. The strategic focus of SMT3 and 6 only partially show a clear and consistent pattern. 7. The conclusion of the study provides support for Hypothesis 1. Hypothesis 1A cannot be verified as the sample does not contain a cluster of firms having been able to successfully compete with a low cost strategy. On the other hand, Hypothesis 1B is supported by the results since the sample contains strategic marketing types that compete with a differentiation strategy. So, the successful differentiators of SMT1 and SMT4 perform better than businesses in the other clusters. Hypothesis 2 is only partly confirmed.
Strandskov, Jesper; Hundahl, Lone
Implementation of "The Ways of Knowing Through the Realms of Meaning" as a Conceptual Framework in Professional Learning Communities as they Impact/Influence Strategic Planning in Education
To move toward educational excellence leaders, teachers, and district administrators must be strategic in planning for instructional success. As this planning takes place, I believe that the concept of "Professional Learning Communities" (PLC) should occupy a large space in a school strategic plan for success. Strategic planning should be viewed…
Miller, Queinnise; Kritsonis, William A.
Strategic planning--issues for hospitals in the 1980s.
Five major issues that hospital administrators and strategic planners will face during this decade are outlined in this article. They include: health care costs, regulation, reimbursement, capitalization, and competition. Differences between investor-owned and not-for-profit systems are explored, as well as the extension of hospitals into the traditional medical practice. The author suggests that within the challenges to the health industry in the 1980s are numerous opportunities, particularly for hospitals and physicians, to form meaningful partnerships not only to survive but to succeed. This article is based in part on a presentation to the CAP Board of Governors on Nov. 12, 1982. PMID:10299323
Palmquist, L E
76 FR 13197 - National Institute of Environmental Health Sciences Strategic Planning
...Strategic Goals, and Implementation Strategies for the NIEHS. To begin the process, the instit