Lessons Learned from Planning and Management Practices on the Safeguarding and Revitalisation of Minor Historic Centres in Eastern Europe   countries

2016 ◽  
pp. 53-58
Author(s):  
Josefina López Galdeano
Keyword(s):  
Eastern Europe ◽  
Management Practices ◽  
Lessons Learned ◽  
Planning And Management

Forest Management In Mongolia – A Review Of Challenges And Lessons Learned With Special Reference To Degradation And Deforestation

2019 ◽  
Vol 12 (3) ◽  
pp. 133-166 ◽  
Author(s):  
Alexander Gradel ◽  
Gerelbaatar Sukhbaatar ◽  
Daniel Karthe ◽  
Hoduck Kang
Keyword(s):  
Forest Management ◽  
Land Management ◽  
Management Practices ◽  
Forest Health ◽  
Hydrological Regime ◽  
Lessons Learned ◽  
Ecosystem Functions ◽  
Special Focus ◽  
Driven System ◽  
The Status

The natural conditions, climate change and socio-economic challenges related to the transformation from a socialistic society towards a market-driven system make the implementation of sustainable land management practices in Mongolia especially complicated. Forests play an important role in land management. In addition to providing resources and ecosystem functions, Mongolian forests protect against land degradation.We conducted a literature review of the status of forest management in Mongolia and lessons learned, with special consideration to halting deforestation and degradation. We grouped our review into seven challenges relevant to developing regionally adapted forest management systems that both safeguard forest health and consider socio-economic needs. In our review, we found that current forest management in Mongolia is not always sustainable, and that some practices lack scientific grounding. An overwhelming number of sources noticed a decrease in forest area and quality during the last decades, although afforestation initiatives are reported to have increased. We found that they have had, with few exceptions, only limited success. During our review, however, we found a number of case studies that presented or proposed promising approaches to (re-)establishing and managing forests. These studies are further supported by a body of literature that examines how forest administration, and local participation can be modified to better support sustainable forestry. Based on our review, we conclude that it is necessary to integrate capacity development and forest research into holistic initiatives. A special focus should be given to the linkages between vegetation cover and the hydrological regime.

Europe's Growth Champion

2018 ◽  
Author(s):  
Marcin Piatkowski
Keyword(s):  
Eastern Europe ◽  
Central And Eastern Europe ◽  
High Income ◽  
Lessons Learned ◽  
The West ◽  
Success Stories ◽  
Catch Up ◽  
Inclusive Society ◽  
First Time ◽  
Global Growth

The book is about one of the biggest economic success stories that one has hardly ever heard about. It is about a perennially backward, poor, and peripheral country, which over the last twenty-five years has unexpectedly become Europe’s and a global growth champion and joined the ranks of high-income countries during the life of just one generation. It is about the lessons learned from its remarkable experience for other countries in the world, the conditions that keep countries poor, and challenges that countries need face to grow and become high-income. It is also about a new growth model that this country—Poland—and its peers in Central and Eastern Europe and elsewhere need to adopt to continue to grow and catch up with the West for the first time ever. The book emphasizes the importance of the fundamental sources of growth—institutions, culture, ideas, and leaders—in economic development. It argues that a shift from an extractive society, where the few rule for the benefit of the few, to an inclusive society, where many rule for the benefit of many, was the key to Poland’s success. It asserts that a newly emerged inclusive society will support further convergence of Poland and Central and Eastern Europe with the West and help sustain the region’s Golden Age, but moving to the core of the European economy will require further reforms and changes in Poland’s developmental DNA.

scholarly journals The effects of stakeholder’s engagement and communication management on projects success

2018 ◽  
Vol 162 ◽  
pp. 02037 ◽  
Author(s):  
Israa Fadhil Alqaisi
Keyword(s):  
Lessons Learned ◽  
Decision Makers ◽  
Communication Management ◽  
Planning And Management ◽  
The Creation ◽  
Proactive Planning ◽  
Project Objectives ◽  
Suitable Environment

Managing stakeholders’ expectations and interests is key to a project’s success. So, identifying stakeholders at the beginning of the projects, recognizing and managing their needs and expectations will contribute to the creation of a suitable environment and be catalyst for success. This can be achieved through the establishment of appropriate and timely communication that meets the requirements of stakeholders. This includes providing the decision makers with the required data and receiving feedback to ensure alignment among project objectives and stakeholders expectations. This paper mentions one of the projects which neglected the proactive planning and management of stakeholder’s requirements that causes waste in time and resources and many issues that appear as a result of poor planning, and the lessons learned from it.

Post-Communism's First Decade: A Primer for Non-Specialists

2003 ◽  
Vol 36 (2) ◽  
pp. 417-437 ◽  
Author(s):  
Barbara J. Falk
Keyword(s):  
Eastern Europe ◽  
Large Scale ◽  
Central And Eastern Europe ◽  
Lessons Learned ◽  
Grand Narrative ◽  
Social Experimentation ◽  
Political Economic

This article examines the lessons "learned" and the legacies inherent in the downfall of authoritarian communism in central and eastern Europe in view of post-communism's first decade. It is argued that the events of 1989-1991 were revolutionary in dramatically and unexpectedly establishing new regimes and ushering in simultaneous and multilateral (political, economic, social, national) change. Furthermore, 1989-1991 represents a rejection of "grand narrative" large-scale social experimentation in political arrangements in favour of hybridism and incrementalism. Ten key maxims are introduced as a means of analyzing this historical rupture and understanding the variety of experiences across the region.

Ontario, Canada’s LTSP Experience: Forging Lasting Research Partnerships and the Adaptive Management Cycle in Action

2020 ◽  
Vol 118 (3) ◽  
pp. 337-351
Author(s):  
Dave M Morris ◽  
Rob L Fleming ◽  
Paul W Hazlett
Keyword(s):  
Adaptive Management ◽  
Management Practices ◽  
Forest Policy ◽  
Lessons Learned ◽  
Soil Productivity ◽  
Research Partnerships ◽  
Foliar Nutrition ◽  
Individual Tree ◽  
The North

Abstract In this paper, we summarize Ontario’s Long-term Soil Productivity (LTSP) experience focusing on our efforts to forge lasting research partnerships, highlight the approaches we feel were effective in getting emerging science into forest policy within an adaptive management (AM) framework, and describe the future direction of Ontario’s LTSP program as new policy issues are emerging as part of the continuous AM cycle. Fourteen installations were established on nutrient-poor, conifer-dominated sites, considered to be the most sensitive to increased biomass removals. From 1993 to 1995, all sites were clearcut-harvested, with replicated (three reps per site) biomass removal treatments that included: stem only, full-tree, and full-tree + forest floor removal. Routine (every 5 years) measurements have been carried out to track changes in soil carbon and nutrient levels, as well as stand- and individual-tree growth and development metrics and foliar nutrition. The published results from Ontario’s LTSP program, in combination with the North American-wide LTSP synthesis outputs, have suggested that these nutrient-poor, conifer-dominated sites are less sensitive to biomass (nutrient) removals than previously thought. The evidence provided through peer-reviewed publications, conference and workshop presentations, and field tours was substantive and led to a review and revision of the full-tree logging direction within Ontario’s guidelines. We conclude with a set of recommendations (lessons learned) for the successful delivery of any new long-term, interdisciplinary research projects examining the sustainability of forest-management practices.

Implementation of a strategic planning process oriented towards promoting business process management (BPM) at a clinical research centre (CRC)

2019 ◽  
Vol 25 (4) ◽  
pp. 707-737
Author(s):  
Victor Cattani Rentes ◽  
Silvia Inês Dallavalle de Pádua ◽  
Eduardo Barbosa Coelho ◽  
Monica Akissue de Camargo Teixeira Cintra ◽  
Gabriela Gimenez Faustino Ilana ◽  
...  
Keyword(s):  
Action Research ◽  
Strategic Planning ◽  
Clinical Research ◽  
Management Practices ◽  
Planning Process ◽  
Lessons Learned ◽  
Research Centre ◽  
Content Type ◽  
Strategic Planning Process ◽  
Process Oriented

Purpose This work explores the potential benefits of aligning the strategic planning process with a BPM program in a clinical research center (CRC). The purpose of this paper is to define a process for executing strategic planning oriented towards the promotion of a BPM program. Design/methodology/approach The method applied is action research. This allowed the solution of a practical problem and at the same time the proposition of a new approach to promote BPM in alignment with strategy, which was synthesized in the model presented. Findings The analysis and structuring of the strategic planning process, with the assessment of the as-is situation, were adequate as a preparation step for the first cycle of a BPM program in the CRC. Based on lessons learned along the research project, a model was proposed for the strategic planning process oriented towards promoting BPM. Research limitations/implications The model was conceived from a single application at a CRC, through a cycle of action research. This is one of the limitations of this work. The model was not yet sufficiently tested in other contexts. This represents opportunities for future research. Practical implications The evaluation step in the action research cycle revealed that the organization in focus was satisfied with the results. New management practices in the organizations in focus were implemented as a result of this work. Originality/value Process improvement initiatives are a novelty in the CRC context, and this work may serve as a reference for CRC managers seeking to improve overall performance. The proposed model in this work indicates that a BPM program should start with strategic planning. An initial assessment of the as-is situation of the organization in focus was performed based on the analysis of the undesirable effects in the organization’s management practices, using a technique of the Theory of Constraints. The use of this technique facilitated the identification of solutions to the root causes identified in the assessment. The level of the assessment was deeper in comparison to results obtained with traditional tools used in strategic planning processes. The assessment supports the definition of actions oriented to solving the majority of the management dysfunctions of the organization in focus.

Meeting the New Regulatory Requirements for Pipeline Control Room Management

2012 ◽  
Author(s):  
Max Kieba ◽  
Byron Coy
Keyword(s):  
Management Practices ◽  
Lessons Learned ◽  
Control Room ◽  
Roles And Responsibilities ◽  
Safety Requirements ◽  
Safety Regulations ◽  
Human Fatigue ◽  
And Function ◽  
And Control ◽  
The U.S

The U.S. Department of Transportation’s Pipeline and Hazardous Materials Safety Administration (PHMSA) has amended the U.S. pipeline safety regulations to prescribe safety requirements for controllers, control rooms, and Supervisory Control and Data Acquisition (SCADA) systems used to remotely monitor and control pipeline operations. The objective of Control Room Management (CRM) is to help assure the controllers will continue to be successful in maintaining pipeline integrity and safety, and help reduce the number and consequences of shortfalls in control room management practices and operator errors when remotely monitoring and controlling pipelines and responding to abnormal and emergency conditions. CRM helps to address this by prescribing safety requirements intended to verify that procedures, systems, and equipment are well thought out and function as intended. CRM also intends to help assure that pipeline operators are addressing human fatigue risks and other human factors inside the control room that could inhibit a controller’s ability to carry out the roles and responsibilities the operator has defined for the safe operation of the pipeline. This paper will go over the background and elements of the rule, additional guidance and resources that have been provided publically, and lessons learned through the development and roll out of the new requirements.

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