Enceladus and Titan: emerging worlds of the Solar System

Some of the major discoveries of the recent Cassini-Huygens mission have put Titan and Enceladus firmly on the Solar System map. The mission has revolutionised our view of Solar System satellites, arguably matching their scientific importance with that of their host planet. While Cassini-Huygens has made big surprises in revealing Titan’s organically rich environment and Enceladus’ cryovolcanism, the mission’s success naturally leads us to further probe these findings. We advocate the acknowledgement of Titan and Enceladus science as highly relevant to ESA’s long-term roadmap, as logical follow-on to Cassini-Huygens. In this White Paper, we will outline important science questions regarding these satellites and identify the science themes we recommend ESA cover during the Voyage 2050 planning cycle. Addressing these science themes would make major advancements to the present knowledge we have about the Solar System, its formation, evolution, and likelihood that other habitable environments exist outside the Earth’s biosphere.

Lessons Learnt: Changes in the Methodology of the Entrepreneurial Discovery Process in Defining the Priorities of Hungarian Smart Specialisation Strategies

This study shows how one of the fundamental methods of designing and implementing the Smart Specialisation Strategy (S3), the Entrepreneurial Discovery Process (EDP), was applied in the period of 2014–2020 and how, taking accrued experience into account, it has been adjusted in the new planning cycle in Hungarian practice. Based on Hungarian strategies and other policy documents, international and Hungarian literature, the study shows that although the involvement of relevant actors in strategic planning and prioritising was achieved in both cycles, the nature of the actors’ participation differed fundamentally in the two periods. We found that learning from the experience of planning the S3 for 2014–2020, the design of the 2021–2027 strategy required improving the focus of priorities, validating priorities and creating an institutional system capable of making EDP continuous during the cycle 2021–2027, in line with the European Commission’s expectations. We concluded that a well-functioning EDP methodology is an essential part of the substantive realisation of an S3 that can be dynamically shaped according to the challenges.

Updating strategy for a high-tech world: constant change from the bottom up and the outside in

Purpose The purpose of this study is as follows: update the 1983 survey to determine the strategic practices being used in 2020, draw conclusions on major organizational changes since the original 1984 study and recommend how leaders could use these findings to plan for strategic change. Design/methodology/approach This research updates an earlier study to learn how strategic planning and foresight are changing to cope with today’s high-tech world. The first author’s 1983 General Motors survey of “Strategic Planning in the Fortune 500” was updated by surveying 68 managers from 40 organizations to assess the current state-of-the-art. Results outline the leading edge of strategic practices today, illustrated by comments – from the respondents. Findings show a striking change from the earlier survey. Where strategic planning was formerly restricted to a top management function, respondents strongly think it should now include all units across the organization to form a bottom-up system. They also think it should extend to active participation from employees, customers, suppliers and other outside stakeholders. The main conclusion is that leaders should be developing the sophisticated systems that have been anticipated for many years but have rarely been practiced – strategic change from “the bottom up and the outside in.” Findings These results provide a rough assessment of the current state-of-the-art in strategic foresight. Research limitations/implications This study is limited because the sample was not randomly selected to provide a rigorous study that permits accurate statements for a well-defined population and the sample size is modest. Practical implications The first conclusion affirms that the strategic planning cycle remains the primary theoretical framework guiding strategy. However, the planning cycle is increasingly elaborated by new practices summarized in the second two conclusions described above. As noted, the need for strategic change now cuts across all organizational functions and levels. With massive change a constant, there is a move to decentralize strategy to agile units able to move quickly and hierarchical structures are being replaced with adaptive systems and innovative cultures. Managers are also broadening their methods to facilitate planning with stakeholders. Sound sources of information are considered a must and include direct communication with diverse and dissenting voices. Social implications While bottom-up systems and stakeholder management have been discussed endlessly, the time seems right to move these powerful concepts from the leading edge that remains marginalized and into the mainstream of strategic foresight and management practice. Scholars and researchers should evaluate the level of participation in these models, their effectiveness and possible improvements. Strategic managers should start implementing these changes carefully, rather than introducing emerging technologies, advanced products and other organizational changes. Originality/value This study replicates a landmark survey of Strategic Planning in the Fortune 500. Results show that organizations should now implement crucial changes to operate from the bottom up and the outside in.

Sustainable and Resilient Management of Underwater Cultural Heritage (UCH) in Remote Mediterranean Islands: A Methodological Framework

The impacts of mass tourism and COVID-19 crisis demonstrate the need for healthy, peaceful, and authentic recreation options, giving prominence to emerging destinations, such as remote Mediterranean islands. These, although endowed with exquisite land and underwater cultural heritage (UCH), are confronted with insularity drawbacks. However, the exceptional land and especially UCH, and the alternative tourism forms these can sustain, e.g., diving tourism, are highly acknowledged. The focus of this paper is on the power of participation and participatory planning in pursuing UCH preservation and sustainable management as a means for heritage-led local development in remote insular regions. Towards this end, the linkages between participation and (U)CH management from a policy perspective—i.e., the global and European policy scenery—and a conceptual one—cultural heritage cycle vs. planning cycle—are firstly explored. These, coupled with the potential offered by ICT-enabled participation, establish a framework for respective participatory cultural planning studies. This framework is validated in Leros Island, Greece, based on previous research conducted in this distinguishable insular territory and WWII battlefield scenery. The policy and conceptual considerations of this work, enriched by Leros evidence-based results, set the ground for featuring new, qualitative and extrovert, human-centric and heritage-led, developmental trails in remote insular communities.

Analysis of Discharge Planning Implementation at Siloam Hospitals Balikpapan

This study aims to analyze the implementation of discharge planning at Siloam Hospitals Balikpapan in 2018. The type of research conducted is a mix method research. The sample of this study was taken with a total sampling of patients in the Inpatient Installation which was then observed on 260 medical record documents to determine the percentage of completeness of filling items and the timeliness of returning medical record files, then 7 (seven) informants. The results showed that the results showed that the implementation of discharge planning at the Siloam Hospital Balikpapan inpatient had not been running according to the standards set by the hospital, namely 100%. In the discharge planning implementation, the most influential factor is the human resource factor, seen from the discharge planning cycle implementation from the initial HR involvement to the end. It is recommended for hospital management that the parts that are still not appropriate (14.5%) to be evaluated further, so that the causal factors can be immediately corrected. For the implementation of communication, it is necessary to convey clearly and accurately related to the information provided so that it is easy to understand and run in accordance with policy objectives such as holding regular socialization so that health workers understand the outline of the purpose of implementing this discharge planning.

Considering Form and Function: A Commentary on the Review of the Early Years Learning Framework for Australia

An important milestone in early childhood education and care is reached in 2021 as Belonging, Being and Becoming: The Early Years Learning Framework for Australia is reviewed. The Early Years Learning Framework (EYLF) was groundbreaking. It has been influential in providing national guidelines around pedagogical principles, practice and learning outcomes for children. This commentary is intended to contribute to the wider conversation that is taking place this year. It proposes that a refined EYLF retains the focus on child-centredness and playful learning, and advocates for the structure of the revised document to include continua of learning and development. The provision of learning trajectories would assist early childhood educators to enact the planning cycle, meet National Quality Standard Quality Area 1, and thus potentially increase the learning outcomes for all children.

Evolution of Federal Oil Pollution Research Planning

ABSTRACT This paper describes the evolution of the Interagency Coordinating Committee on Oil Pollution Research (ICCOPR) Oil Pollution Research and Technology Plan (R&T Plan) to address changing oil pollution risks associated with advancements in the energy industry practices. The Oil Pollution Act of 1990 (OPA 90) Title VII required development of an R&T Plan to identify the resources needed for the government research programs. The 1992 R&T Plan and its 1997 revision marked a major advancement in how the United States (U.S.) planned its oil pollution research. The first two plans met the needs of their time but were outdated when the Deepwater Horizon oil spill in 2010 revealed a wide range of new research needed to address the risks associated with advancements in industry practices. ICCOPR responded to the new challenges by revising the Charter and establishing a six-year R&T Plan revision cycle. In September 2015, ICCOPR released the FY 2015–2021 R&T Plan, which established a new baseline plan for current and future planning. This paper describes the structured review process used to analyze more than 900 research needs identified since OPA 90 was enacted. The paper explains the new research classification process that established four Classes, 25 Standing Research Areas (SRAs), and 150 priority research needs in the R&T Plan. ICCOPR is working on the first revision in the new six-year planning cycle to cover the FY2022–2027 timeframe. The paper describes the factors being evaluated to update the list of priority needs. These factors include how well current priorities have been addressed and new or emerging oil pollution risks. An update on the status of addressing the priorities will be presented, including the number of SRAs addressed by ICCOPR agencies and others.

Alternative Approaches to Vocational Education and Training

In this paper, the author uses the planning cycle developed by Cedefop to compare Vocational Education and Training in England and Bulgaria. In the initial phase he uses reports from the EU, OECD and Cedefop to define the issues being faced in both countries. For the conceptualisation phase, the author focuses on the development of the National Qualifications Framework. Formal adoption is represented by the classification of individual vocational courses. The operational phase is interpreted as: the structure and organisation of schools; the curriculum framework; examples of vocational courses in schools and colleges; and work-based learning. Finally, a range of analytical strategies at: student; school; municipality; and national level are used to illustrate the monitoring, evaluation and impact phase.

Landscape ecological concepts in planning: review of recent developments

Context Landscape ecology as an interdisciplinary science has great potential to inform landscape planning, an integrated, collaborative practice on a regional scale. It is commonly assumed that landscape ecological concepts play a key role in this quest. Objectives The aim of the paper is to identify landscape ecological concepts that are currently receiving attention in the scientific literature, analyze the prevalence of these concepts and understand how these concepts can inform the steps of the planning processes, from goal establishment to monitoring. Methods We analyzed all empirical and overview papers that have been published in four key academic journals in the field of landscape ecology and landscape planning in the years 2015–2019 (n = 1918). Title, abstract and keywords of all papers were read in order to identify landscape ecological concepts. A keyword search was applied to identify the use of these and previously mentioned concepts in common steps of the planning cycle. Results The concepts Structure, Function, Change, Scale, Landscape as human experience, Land use, Landscape and ecosystem services, Green infrastructure, and Landscape resilience were prominently represented in the analyzed literature. Landscape ecological concepts were most often mentioned in context of the landscape analysis steps and least in context of goal establishment and monitoring. Conclusions The current literature spots landscape ecological concepts with great potential to support landscape planning. However, future studies need to address directly how these concepts can inform all steps in the planning process.