Why Consultations? The public participation in water management and local spatial planning in two Polish cases

Despite many novelties in participation: participatory budgeting, citizens jury, deliberatice poll etc. the engagement of different stakeholders’ groups in the decision making processes concerning detailed planning issues (local spatial management plans, water management plans, the preservation management plans of the Natura 2000 sites) is usually based on the organization of open discussion meetings. The study looks at the social consultations regarding acceptance of local spatial management plans managed by Poznań City Hall and consultations concerning the preparation of water management plans managed by Regional Water Management Board in Poznań. The comparative analysis served to exhibit similarities and differences between the processes in terms of legal conditions, the organization of meetings, the length and the scale of the process and the actors engaged

A Guide to Evaluating Marine Spatial Plans

Marine spatial plans are being developed in over 40 countries around the world, to distribute human activities in marine areas more sustainably and achieve ecological, social, and economic objectives. Monitoring and evaluation are often considered only after a plan has been developed. This guide will help marine planners and managers, monitor and evaluate the success of marine plans in achieving real results and outcomes. This report emphasizes the importance of early integration of monitoring and evaluation in the planning process, the importance of measurable and specific objectives, clear management actions, relevant indicators and targets, and involvement of stakeholders throughout the planning process.

TOURISM DEVELOPMENT PLANNING IN SELECTED EU COUNTRIES

Tourism development planning is now part of the regional policies of all Member States of the European Union. Strategic plans at national or regional level are specific instruments of regional management, which contain results of the planning process and ensure the development of tourism in the selected region. The paper analyzes the representatives of these plans from Great Britain, Germany, the Czech Republic, Slovakia, Romania and Bulgaria. It evaluates their contents and form of processing according to suggested united methodology respecting main principles of current quality management. The paper tests the process of evaluation on a selected sample, compares different approaches to planning and identifies the best transferable practices as the first step of creating the complex system for evaluation and quality improvement of regional planning in tourism.regional management, tourism, strategic documents, evaluation.

A Critique of the Use of the Balanced Scorecard in Multi-Enterprise Family Farm Businesses

Business strategy is very important to small and medium family businesses as many are both fragile and vulnerable; strategy provides a solid foundation for survival. Various studies have identified that businesses that engage in strategic management outperform those that do not. Despite this knowledge the uptake of many aspects of strategic management by farm businesses has been slow. Although the development of business plans is now common there is often a disconnect between monitoring and strategy. The Balanced Scorecard (BSC) was applied to case study farms during both the planning process and as they implemented and controlled their strategic choices to determine areas of difference that restrict or enhance it as a management tool for both family and farming businesses. The BSC was immediately applicable in the strategic management process for those businesses with current business plans. It could be used to test the degree of balance between the goals already identified in their plans. It was able to be used to critique the control measures they had in place and to determine how well they could be used to derive the causal chain from the operational level to family goals. In some instances either outcome or driver measures were recognized as being missing, in others the wiring within the balanced scorecard revealed some strategic measures without linkages.Farm Management,

The quality of district plans and their implementation: Towards environmental quality

Since inception of the Resource Management Act 1991 (RMA) the issue of sustainable management has dominated planning practice in New Zealand. Over the past decade, councils have wrestled with converting the concept of sustainable management into policy and practice. Implicit to the requirement that district councils develop plans for managing the environmental effects of the use and development of natural and physical resources is the assumption that good quality plans will result in improved environmental quality. The key question to be addressed in this paper is: Do good plans matter? Measuring the quality of plan implementation is a complex task, and little, if any, attempt has been made in councils to do it. The PUCM research is the first in New Zealand to attempt a quantitative analysis of the links between the quality of plans produced under the RMA and the quality of plan implementation. The purpose of this paper is to describe the methodology that we adopted for the research and to present some preliminary results from studying the implementation of plans through the resource consent process. Overall, we are trying to determine: how best to measure the quality of plan implementation and the effect that district plan quality has on implementation quality; and what factors influence the relationship between plan quality and implementation quality. This paper is structured into three main parts. The first is a description of the methodological approach taken to conduct the research. In the second part, the key preliminary results are presented. Finally the findings and the implications for achieving good environmental outcomes are discussed

Reforming Project Management: The Role of Planning, Execution and Controlling

In this paper, we focus on the need for reforming the role of plans, execution (or action) and control in project management. We argue that the present style of project management, as described in the Guide to the Project Management Body of Knowledge (PMBOK Guide) of PMI, is based on two underlying theories in this regard: management-as-planning (for planning and execution) and the thermostat model (for control). Unfortunately, both theories can be shown to be heroically simplistic and insufficient from the point of view of project management reality. In consequence, the practice of project management suffers from three shortcomings. The vague interface between planning and execution is the cause for two of them. First, the role of planning is not realistically defined, and short term planning (that is critical from the point of view of execution) is customarily poorly carried out or simply neglected. Secondly, there is no systematic way of managing execution, i.e. taking into account the actual conditions of the real world as higher level plans are translated into short term plans and then into action. Thirdly, control is too narrowly seen as measuring and taking corrective action, rather than as a process of learning. These arguments are justified by empirical data and theoretical discussion

The mission operations planning assistant

The Mission Operations Planning Assistant (MOPA) is a knowledge-based system developed to support the planning and scheduling of instrument activities on the Upper Atmospheric Research Satellite (UARS). The MOPA system represents and maintains instrument plans at two levels of abstraction in order to keep plans comprehensible to both UARS Prinicpal Investigators and Command Management personnel. The hierarchical representation of plans also allows MOPA to automatically create detailed instrument activity plans from which spacecraft command loads may be generated. The MOPA system was developed on a Symbolics 3640 computer using the ZETALISP and ART languages. MOPA's features include a textual and graphical interface for plan inspection and modification, recognition of instrument operational constraint violations during the planning process, and consistency maintenance between the different planning levels. This paper describes the current MOPA system

Toward Better Outcomes for Natural Resource Management Decisions - The Potential of Public Deliberation

The type of public participation or community consultation process used by communities to resolve natural resource management issues will have a major impact on the types of decisions which result. A familiar process is the "expert" model where expertise is delivered to the community rather than reflecting a true collaborative learning process with community members. An alternative is deliberation, a community-based process where community members engage incollaborative learning and find courses of action valuable to the community as a whole, and not those which represent just a few interests. This paper discusses two case studies - the development of Water Sharing Plans by River Management Committees in New South Wales, Australia, and concern over potential intensive livestock operations in Saline County, Missouri, USA - and compares how the different processes were used to resolve natural resource management issues.Resource /Energy Economics and Policy,

Nutrient Management Planning in Iowa

Nutrient management planning in Iowa can be a complex process. The degree of planning is dependent on the need for one or more different types of management plans to serve the different requirements of state agencies. While the objectives of the plans are the same, sound nutrient management and resource protection, the methods of planning are quite different. Producers, their technical advisors, and agency staff are often confused as to what regulations must be met and what practices must be employed to meet the various goals of required and voluntary plans. The goal of this workshop is to present two types of nutrient plans used in Iowa and document differences and similarities in the nutrient management plans