Strategy Development. The context of strategy development
Strategy Development. The Department of Ecology is participating with EPA Region 10 and other Region 10 States in the development of a regional compliance assistance strategy. Tentatively, the initial DRAFT of the Compliance Assistance Strategy will be completed during 1998. Its completion will provide greater understanding of alternative methods of enforcement and will clear up many misconceptions concerning the role of alternative enforcement. Each Program will establish compliance assistance initiatives. The details and commitments of these initiatives will be described in individual program compliance assistance strategies. Reporting of compliance assistance results will take place during individual program mid-and year-end reviews. Additional information on Ecology programs aimed at compliance assistance is included in Section Three Compliance, II ALTERNATIVE METHODS TO ACHIEVE COMPLIANCE.
Strategy Development. The ATI develops a market aligned technology strategy by gathering and analysing information from Organisations and Projects in line with the Permitted Purposes, to validate the development of its strategy creation generated by its own research. A public document is published with refreshes as deemed required by the ATI and its board members but for the avoidance of doubt no Confidential Information will be shared externally by the ATI or shared with the ATI’s Advisory Structures.
Strategy Development. The Agency shall provide strategy development; this may include, but is not limited to:
Strategy Development. In strategy development phase, there are already some targets that support district level refurbishment. Owners, users and authorities have some needs to improve district. Activator is owners’ representative and responsible for strategy development phase. Upper level vision needs to be recognised and all actors needs to feel commitment about the vision in order to proceed and creating foundation of a successful project. When vision is clear strategies can be start to build. Strategy is the path how shared vision can be accomplished. Activator makes first preliminary studies for possibilities and challenges of the project. Level of detail for preliminary studies depends on nature of the project and user, owners and authorities. Preliminary studies need to be develop as far as it is required so that all project parties involved in this stage of the project feels commitment and are comfortable to move forward in the project. Outcomes of this phase are vision and preliminary targets, preliminary procurement strategy and preliminary budget or target cost. The process indicator for this phase is participation but it may not be very intensive. The key performance indicators for this phase are NZE and target ROI. Gentrification profile is created and evaluated how it will evolved after refurbishment.
Strategy Development. The PPO is responsible for the strategy and vision development and initiation of the project development. The PPO can invite other building owners and stakeholders to join the project either during the strategy and vision process phase or group refurbishment development phase. The invited owners have buildings at an appropriate distance or buildings that can contribute to the value development and valuation of the district. As the project owner, the PPO can select building owners according to the vision of the project and not necessarily all the building owners in the district. Also, the district area can be smaller than the district itself; However, the area can become a landmark of the district and the city. The strategy development phase starts the value development process. The value creation in the PPM can relate to intangible values such as image, valuation and brand of the district, and positive publicity. If the PPO is a business the intangible values can be more important on the long run than direct financial gains on the short run after the project finalisation. The strategy development phase delivers the strategy and vision and project targets. The PPO’s task is to find building owners who share the PPO’s vision for the development. The KPI’s for the process phase and the process procedure are NZE and Awareness raising. The authority’s role is important in this phase as the project targets are ready for municipal decision- making.
Strategy Development. Based on the risk analysis, the consultant will recommend short- and long-term mitigation strategies, including infrastructure improvements and community resilience initiatives.
Strategy Development. In addition to the mechanics of the preparation process, it is important to understand how the main strands of the strategy (such as Baseline Data, Consultation, and Waste Management Options) have evolved. This is best achieved by looking at each strand in turn.
Strategy Development. In developing the iAtlantic DECS, the following steps were followed to identify goals and audiences, develop a plan for engagement, and determine how to monitor the effectiveness of such activities. Process step Outcomes and actions
1. Define communication objectives/goals • Promote the project’s work to a range of audiences, from public to policymakers, so that: - iAtlantic’s aims, progress and results are clearly visible - The importance of and need for iAtlantic’s work is widely understood and appreciated - The impact of iAtlantic outcomes is fully maximised, with take-up of results by a broad range of stakeholders and end-users. • Ensure project partners are fully supported in their iAtlantic communication/dissemination activities
2. Identify key audiences & stakeholders Stakeholder mapping exercise in first 6 months of project has identified a) audiences for general project communications, and b) key stakeholders for more targeted engagement (section 2.1)
3. Identify best tools/channels/platforms to reach audiences and stakeholders Develop general project communication tools (branding, website, social media, project literature, magazine articles, etc) – section 2.2 Develop/plan specific products/engagements for specific audiences and stakeholders, including key messages for specific sectors/forums – section 2.3 Create clear guidance for project partners on how to use comms kit, and what their responsibilities/obligations are regarding dissemination of project results.
4. Determine timing of engagements/publications/events Strategy for general communications (section 3) Timetable for targeted engagement with stakeholders (section 3.2)
5. Monitor effectiveness of outreach activities Develop a series of key performance indicators (KPIs) for the various communications tools and activities (section 5)
2.1 Key audiences for communication and dissemination activities An appraisal of audiences for iAtlantic project communications was carried out at an early stage of project development, and is regularly revisited to ensure we are reaching all relevant targets. We have identified the following audience groups as principal targets for iAtlantic communication and dissemination activities: • iAtlantic research community (including associate partners, external committee members) • Scientific/research community beyond the iAtlantic partnership • Early career researchers in marine sciences – identified in addition to the general scientific community as they have spe...
Strategy Development. The Agency shall provide strategy development; this may include, but is not limited to:
a) provision of detailed reports and recommendations
b) marketing audits, competitor and context analysis c) target audience identification and analysis