scholarly journals Guidelines for planning and monitoring corporate biodiversity performance

2021 ◽  
Author(s):  
Peter J. Stephenson ◽  
Giulia Carbone
Keyword(s):  
Strategic Planning ◽  
Goal Setting ◽  
Strategic Plan ◽  
Management Approach ◽  
Biodiversity Data ◽  
Indicator Development ◽  
Goals And Objectives ◽  
Corporate Level ◽  
Internal Capacity

These Guidelines offer an approach for developing a corporate-level biodiversity strategic plan, including measurable goals and objectives and a set of core linked indicators, that will allow companies to measure their biodiversity performance across their operations. The Guidelines can be used by any company in any sector that has impacts and dependencies on biodiversity, whether large or small, national or multinational. They are aimed at sustainability teams, managers and other company staff whose roles include strategic planning and reporting related to biodiversity. The focus is on a full-cycle, results-based management approach (not just risk analyses, goal setting or indicator development), since assessing pressures on biodiversity, and planning and developing measurable goals, are key prerequisites for monitoring. They also explain how, by choosing and using appropriate core indicators and building internal capacity and partnerships, companies can aggregate and use biodiversity data at the corporate level in a meaningful way.

scholarly journals Summary of the 2002 CAG Strategic Planning Survey

2004 ◽  
Vol 18 (1) ◽  
pp. 55-56
Author(s):  
Philip M Sherman ◽  
Sandra M Daniels ◽  
Richard N Fedorak
Keyword(s):  
Strategic Planning ◽  
Strategic Plan ◽  
Governing Board ◽  
Fall Meeting ◽  
Cover Letter ◽  
Subsequent Issue ◽  
The Past ◽  
Canadian Association ◽  
Goals And Objectives ◽  
Cag A

In thisJournal, we have recently highlighted the progress of the Canadian Association of Gastroenterology (CAG) in meeting the goals and objectives outlined in the first Strategic Plan developed in 1993 (1). In September 2002, a Strategic Planning survey was mailed to all members of the CAG (a copy of the cover letter and survey are present for viewing on the CAG Web site www.cag-acg.org/whatsnew/strat_plann_surv.htm. The results of the responses to this survey were collated and presented to the Past Presidents of the CAG at a retreat held during the summer of 2003. These findings were then employed to develop a Strategic Plan for the CAG to guide its progress and development over the next five to ten years. A subsequent issue of this Journal will include a presentation of the CAG 2004 Strategic Plan, which was finalized and approved by the CAG Governing Board during the annual fall meeting in October 2003.

scholarly journals Strategic planning in financial institutions

1982 ◽  
Vol 13 (2) ◽  
pp. 53-60
Author(s):  
Kenneth C. Krogh
Keyword(s):  
Strategic Planning ◽  
Financial Institutions ◽  
Mission Statement ◽  
Strategic Plan ◽  
Action Planning ◽  
Continuous Evaluation ◽  
Evaluation Of Performance ◽  
Strategic Plans ◽  
Planning Cycle ◽  
Goals And Objectives

The article outlines an approach to strategic planning for financial institutions in which functional strategic plans are first developed for each business unit or unique area of service in the organization. The bank's overall strategic plan is then developed by approving or modifying individual plans so that resources are channelled into areas offering the greatest potential for achievement of the bank's goals. The strategic planning cycle for each line of business should include eight planning elements: mission statement; internal analysis including the unit's strengths and weaknesses; external analysis which includes opportunities and threats in the environment; goals and objectives; strategies for action; management review action; planning for implementation; and continuous evaluation of performance of both people and products in terms of the strategic plan and stated objectives. Several models are shown to illustrate the process.

UNIFICATION OF STANDS SELECTION FOR FINAL FELLING IN STRATEGIC AND TACTICAL PLANNING

2015 ◽  
Author(s):  
Ainārs GRĪNVALDS
Keyword(s):  
Strategic Planning ◽  
Net Present Value ◽  
Strategic Plan ◽  
Regression Function ◽  
Tactical Planning ◽  
Present Value ◽  
Black Alder ◽  
Value Maximization ◽  
Annual Changes ◽  
Selection For

The stand selection for cutting in tactical planning should be done according to the same principles like in strategic planning – to maximize net present value. The simple way of how to transfer the net present value maximization principle from strategic planning to tactical planning was created in Sweden. The method is based on annual changes in the net present value by postponing final felling. Forest inventory data and forestry modelling system was used for calculation of changes in net present value for pine, spruce, birch, aspen and black alder stands. And changes in net present value were described by regression function with factors from stand parameters. The regression function allows calculating annual changes in net present value for each stand. And stands with higher decrease in net present value have higher cutting priority. Stands selected for the final felling in strategic plan were compared with the stands selected in tactical plan with two methods, first, by using annual changes in the net present value, second, by traditional planning principles. Stands selected by annual changes in the net present value were similar to stands that were selected for cutting in strategic plan, but stands selected by traditional planning principles – not.

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

scholarly journals A proposed strategy for the optimal use of databases and statistical data collection tools to enhance the strategic plan of the Islamic University: استراتيجية مقترحة للاستخدام الأمثل لقواعد البيانات وأدوات جمع البيانات الإحصائية لتعزيز الخطة الاستراتيجية للجامعة الإسلامية

2020 ◽  
Vol 4 (2) ◽  
Author(s):  
Tarek Mahmoud Emara, Ehab Ibrahim Mohamed Ibrahim
Keyword(s):  
Strategic Planning ◽  
Data Collection ◽  
Statistical Data ◽  
Strategic Plan ◽  
Vital Role ◽  
University Employees ◽  
Strategic Plans ◽  
The University ◽  
Future Plans

The databases and data collection tools are a fundamental pillar of strategic planning, especially in the higher education sector. The Islamic University has been interested in achieving ambitious strategic plans and at the same time designing databases and data collection tools to support the decision- making process. So that, this study aimed at presenting a proposed strategy for the optimal use of databases and statistical data collection tools to enhance the strategic plan of the Islamic University. The importance of this strategy is that it plays an essential role in promoting the university's current strategic plan and at the same time it will be an appropriate tool for designing the future plans of the university. The study relied on the descriptive and analytical statistical approach as a framework for the applied and field study. where we designed a strategy supportive of the strategic plan of the Islamic University, and has developed a set of hypotheses associated with the vital role of databases to promote the basic plan the strategy of the Islamic University, the feasibility of the proposed strategy and its benefit, and the extent of satisfaction of the beneficiaries of this strategy, and that exists compatibility in rai of employees of the Islamic University and the views of employers on the proposed strategic plan. The result of study appeared that the average of the opinions of university employees and employers about the proposed strategy and its benefit. The study recommended the necessity of applying the proposed strategy while expanding the integration of databases and data collection tools within the strategic planning requirements of the university and there are need to develop existing databases or create new rules to meet the strategic planning requirements.

scholarly journals Strategic Planning and Its Implications on SMEs in Bangladesh: An Empirical Study

2013 ◽  
Vol 2 (1) ◽  
pp. 47-60
Author(s):  
Md. Hafij Ullah ◽  
Faruk Bhuiyan
Keyword(s):  
Sustainable Development ◽  
Strategic Planning ◽  
Empirical Study ◽  
Strategic Plan ◽  
Direct Impact ◽  
Classification Code ◽  
Return On Sales ◽  
Vital Factor

Strategic plan is an important integral part and vital factor for long-tern success and sustainable development of any organization and also for SMEs. Without strategic plan an SME may journey towards an imaginary destination. The current study is an endeavor to highlight the present scenario of SMEs in Bangladesh, scope of strategic plan in SMEs, barriers to preparing strategic plan and ways to removal of the barriers and finally implications of strategic plan in SMES in Bangladesh.  The paper found that sustainable development of SMEs highly depends on the preparation and implementation of strategic plan in SMEs in Bangladesh and strategic plan has direct impact on the growth of number of employees, volume of capital and return on sales of SMEs. GEL Classification Code: O20; G32; M13

scholarly journals Perencanaan Strategik Pendirian Ma’had Aly Pondok Quran Bandung

2018 ◽  
Vol 3 (1) ◽  
pp. 173-193
Author(s):  
Rizka Dwi Seftiani ◽  
Siti Dieny Hafshoh ◽  
Irawan Irawan
Keyword(s):  
Action Research ◽  
Strategic Planning ◽  
Research Method ◽  
Swot Analysis ◽  
Strategic Plan ◽  
Master Plan ◽  
Contributing Factors ◽  
Kurt Lewin ◽  
Fact Finding ◽  
The Ideal

This research focuses on the process of strategic planning completion of the Ma'had Aly Pondok Quran establishment in Bandung Regency. This research uses Kurt Lewin model of action research method which consists of planning, acting and fact finding on the result of the action. The results of this study indicate that there are several efforts to meet the conditions that have been determined by the Minister of Religious Regulation 71/2015 on the establishment of Ma'had Aly Pondok Quran. The contributing factors of the succesful strategic planning are the results of the present and expected future conditions analysis, the results of Ma'had Aly SWOT analysis, the Master Plan Development Document (RIP)of Ma'had Aly Pondok Quran, Strategic Plan Cycles and Strategic Plan Matrix of the Ma'had Aly performance. These constitute as the guidelines for the realization of the ideal establishment of Ma'had Aly which is in accordance with the Guide of Establishment of Ma'had Aly as stated on the operational guidelines of the Ministry of Religious Affairs.  

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