Planning Tools and Strategies that Assist Technology Investment – The City of Phoenix Water Services Department IT Strategic Planning Process and Tools

2004 ◽  
Vol 2004 (2) ◽  
pp. 763-767
Author(s):  
Barbara Kellogg ◽  
Thomas Arn ◽  
Davis Harris
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Water Services ◽  
Strategic Planning Process ◽  
Technology Investment ◽  
Planning Tools ◽  
It Strategic Planning ◽  
The City

Developing leveraging strategies for pre-Games training for mega-events in non-host cities

2017 ◽  
Vol 35 (6) ◽  
pp. 740-755 ◽  
Author(s):  
Sheranne Fairley ◽  
Donna M. Kelly
Keyword(s):  
Strategic Planning ◽  
Local Community ◽  
Planning Process ◽  
Gold Coast ◽  
Content Type ◽  
Strategic Planning Process ◽  
Mega Events ◽  
Commonwealth Games ◽  
The City

Purpose The purpose of this paper is to explore how non-host cities strategically plan to leverage pre-Games training for the 2018 Gold Coast Commonwealth Games to maximize benefits to the city. Design/methodology/approach Eight semi-structured interviews were conducted with key tourism and government stakeholders involved in developing leveraging strategies for pre-Games training in a non-host city. Interviews were conducted a little over 18 months before the 2018 Gold Coast Commonwealth Games. Findings A model of the strategic planning of leveraging pre-Games training is presented. Pre-Games training was positioned as a leverageable resource. The non-host city was well positioned to host pre-Games training given its existing sport focus and facilities and its proximity to the host city and its similar climate. Opportunities, objectives, means, and considerations were constantly developed. The city strategically targeted teams to maximize the use of the training facilities and make the most of the value of well-known athletes, while being cautious of overcrowding. The teams had to be secured before strategies were devised to achieve other opportunities and objectives. Short-term benefits included generating tourism through visiting teams and entourages and integrating visiting teams into the local community through education and sport programming. Long-term benefits included building the destination’s capacity and reputation as a place for elite training camps and tourism. Practical implications Understanding how to develop strategies to leverage pre-Games training can inform those responsible for developing and implementing pre-Games training strategies and lead to maximizing the benefits to a city or region. Originality/value Limited research has examined the strategic planning process used to develop tactics to leverage mega-events. This study provides insight into the strategic planning process of non-host cities to increase short- and long-term benefits by leveraging pre-Games training.

scholarly journals Serious Gaming for the Strategic Planning Process

2014 ◽  
Author(s):  
Adina Aldea ◽  
Maria-Eugenia Iacob ◽  
Jos van Hillegersberg ◽  
Dick Quartel ◽  
Henry Franken
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Serious Gaming ◽  
Strategic Planning Process

scholarly journals University Community Engagement and the Strategic Planning Process

2018 ◽  
Vol 13 (1) ◽  
pp. 4-17 ◽  
Author(s):  
Laura Newton Miller
Keyword(s):  
Strategic Planning ◽  
Qualitative Methods ◽  
Quantitative Methods ◽  
Planning Process ◽  
Strategic Plan ◽  
User Experience Design ◽  
Strategic Planning Process ◽  
Research Libraries ◽  
The University ◽  
University Community

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

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