NHEP Strategic Communication Plan, Kellam, D

The New Hampshire Estuaries Project’s (NHEP) Strategic Communication Plan (SCP) facilitates the implementation of Action Plans related to public outreach and education (POE) and focuses resources on communication activities that strengthen the organization’s position in the resource management community. The plan begins with a situational audit that examines the history of the NHEP, its role in the natural resources management community and the target audiences identified in the NHEP Management Plan. Next, the SCP’s goals and objectives for the next three years are described. Finally, the SCP appendices include branding elements, program descriptions, Management Plan relevance to the SCP, and a draft of a survey to planning board members, conservation commissioners and regional planning commission staff

Facilitating Distinctive and Meaningful Change Within U.S. Law Schools (Part 2): Pursuing Successful Plan Implementation Through Better Resource Management

In Part 1 of this series, one of the current authors used institutional theory, behavioral economics, and psychology to explain why U.S. law schools have had difficulty evolving faster and better. The author then used institutional entrepreneurship to propose a seven-step, faculty-led, operational change process designed to overcome institutional isomorphism and to enable each law school to formulate a distinctive, meaningful, strategic plan. In Part 2, the current article addresses the typical implementation challenges to be expected within the context of existing law school governance. The article begins by discussing the Resource Based View of the firm and the role of resource management in achieving competitive advantages. These considerations lay the foundation for the critical role of faculty engagement and law school leadership in successful strategic plan implementation. Next, within this context, the article discusses four questions whose answers may foreshadow implementation problems. Lastly, the article discusses the results of several Monte Carlo Simulations. The simulations provide insight into the likely performance problems caused by faculty misaligned with, or disengaged from, their law school’s strategic goals. The results suggest that even minimal faculty misalignment can have a significant deleterious effect on the ability of a given law school to achieve any distinctive position. All told, the article concludes that U.S. law schools can successfully implement distinctive and meaningful strategic plans within existing shared governance structures. However, success will be difficult to achieve. It requires the full engagement and leadership by both the faculty and the Dean, sustained operational support for strategic change, and the active management of law school resources

Carrots and sticks: some ideas on how to create a successful institutional repository

In this article, we tackle the ubiquitous problems of slow adoption and low deposit rates often seen in recently created institutional repositories. The article begins with a brief description of the implementation process of RepositoriUM, the institutional repository of the University of Minho, and moves on to thoroughly describe the set of activities included in a strategic plan specially designed to undertake the previously outlined problems. Among those activities are the development of an adequate promotional plan, development of value-added services for authors, engagement in the international community and definition of a self-archiving mandate policy. The article also provides some figures on the results of the strategic plan and explores future initiatives being devised to further increase the adoption of the repository.Fundação para a Ciência e a Tecnologia (FCT)

From Vision to Action and Assessment: Creating an Open Educational Resources (OER) Strategic Plan and Measuring Its Impact

The implementation of OER initiatives in higher education institutions typically begins with setting up a vision and establishing goals for the project. This process entails developing a strategic plan to help guide institutions on how to start an OER initiative to gain buy-in and support from campus stakeholders. The strategic plan helps translate the vision into concrete actions that are attainable as well as measurable. Furthermore, while cost savings to students are what institutions commonly report to indicate the impact of OER, adoption and usage goes beyond cost savings calculations. This presentation will discuss the OER strategic planning process and tying it in with the assessment framework that institutions can use to measure success. Using the Cost, Outcomes, Usage, Perceptions (COUP) framework by the Open Education Research Group, participants will learn how to use this framework for developing an assessment plan that tracks not just how much students save but the impact of OER on student learning, retention, persistence, and overall student success

A Strategic Audit of Runza Restaurants

Runza is a well-known, Nebraskan restaurant. As Runza begins to expand, and a new generation of buyers approaches, it is important for Runza to examine the horizon and think critically about their future strategy. Runza will need to decide what their next steps will be to maintain a competitive advantage, and be successful for many more years to come. This strategic audit will look at the company’s background, business model, the internal and external environment, and company strengths and weaknesses. Then, several strategy alternatives are proposed, with the selection and implementation plan of the best strategic alternative

Facilitating Distinctive and Meaningful Change Within U.S. Law Schools (Part 2): Pursuing Successful Plan Implementation Through Better Resource Management

In Part 1 of this series, one of the current authors used institutional theory, behavioral economics, and psychology to explain why U.S. law schools have had difficulty evolving faster and better.1 The author then used institutional entrepreneurship to propose a seven-step,faculty-led, operational change process designed to overcome institutional isomorphism and to enable each law school to formulate a distinctive, meaningful, strategic plan. In Part 2, the current article addresses the typical implementation challenges to be expected within the context of existing law school governance. The article begins by discussing the Resource Based View of the firm and the role of resource management in achieving competitive advantages. These considerations lay the foundation for the critical role of faculty engagement and law school leadership in successful strategic plan implementation. Next, within this context, the article discusses four questions whose answers may foreshadow implementation problems. Lastly, the article discusses the results of several Monte Carlo Simulations. The simulations provide insight into the likely performance problems caused by faculty misaligned with, or disengaged from, their law school’s strategic goals. The results suggest that even minimal faculty misalignment can have a significant deleterious effect on the ability of a given law school to achieve any distinctive position. All told, the article concludes that U.S. law schools can successfully implement distinctive and meaningful strategic plans within existing shared governance structures. However, success will be difficult to achieve. It requires the full engagement and leadership by both the faculty and the Dean, sustained operational support for strategic change, and the active management of law school resources

Masterplan Teknologi Informasi dan Komunikasi (TIK) Kantor Pemerintah Desa

The village is the smallest part of the system of administrative governance in Indonesia,which is required to keep abreast of technological developments and improve its ability tomanage the administrative data the village population. Currently several villages in southernKalimantan, there are many uses conventional technologies in system administrationservices village population. It is very possible impact to village officials and villagers, wherefrequent human error, as well as a waste of time and cost. Therefore, it needs a system thatleads to e-Government to address any problems that occur.In the implementation of e-Government, the Government needed some kind of strategicplanning that is often referred to as the Master Plan for ICT as a base village government inimplementing Information Technology and communication. Preparation of Master Plan ICTto the village administration office is expected to be a guide or reference for the villagegovernment in determining policies, strategic plans, work programs of ICT, ICT developmentunit manager, user management, network infrastructure development, ICT infrastructure,and information systems management guidelinesThe preparation of the ICT master plan begins with identifying the current condition ofthe village so that it can be seen readiness of the village at the time of the master plan willbe applied, and then determine a strategic plan in ICT include information technologyinfrastructure, and management IC

Defense Logistics: Strategic Planning Weaknesses Leave Economy, Efficiency, and Effectiveness of Future Support Systems at Risk

A letter report issued by the General Accounting Office with an abstract that begins "The Department of Defense's (DOD) Logistics Strategic Plan is not comprehensive enough and does not provide an adequate overall logistics strategy to effectively guide the defense components' logistics plans. The military services, the Defense Logistics Agency, and the U.S. Transportation Command each developed separate logistics transformation and other implementation plans to support the Department-wide Logistics Strategic Plan. However, these plans also have weaknesses and are not likely to improve the overall economy, efficiency, and effectiveness of logistics activities.