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Sweeping changes across the commercial and government landscapes are driving major transformation initiatives.
Strategic Planning and Development—BruckEdwards provides our customers with critical planning, development and implementation of business and IT strategies to help our clients address near-term, mid-term, and long-term goals and objectives. Policy Analysis and Regulatory Development—BruckEdwards provides policy analysis and regulatory development consulting services to help U.S.
Budgetary Cost Planning—BruckEdwards provides budgetary cost planning services to help our clients make buy versus build decisions. Capital Planning and Development— BruckEdwards provides capital planning consulting to assist our customers in determining whether a long term investment is worth pursuing. Technical Innovation—BruckEdwards provides strategic consulting on emerging technology to help our clients adopt new innovative IT models and services that facilitate trust, mobility, economic efficiency, and operational effectiveness. UK businesses looking to improve performance and manage future challenges need to improve their strategic workforce planning, according to a poll by the Corporate Research Forum and KPMG. The research found that although workforce planning was actively used in organisations, it was not linked to the overall strategic business plan. The research also reveals that HR departments aren’t segmenting workforces thoroughly enough.
KPMG associate partner David Knight believes one of the biggest issues that business will face in the coming years is the management of human capital.
Allowing employees to learn and gain specialist qualifications while they work is highly beneficial for businesses and staff, according to QHotels group resourcing manager Lisa Redding.
Youa€™ll be joining the 130,000 Smart Insights members from 80 countries who trust our advice to Plan, Manage and Optimize their marketing. We created RACE to help digital marketers plan and manage their activities in a more structured way since we found that many don't have a marketing strategy.
To explain and fully define 'What Is Digital Marketing?' we created this popular Digital StrategyA infographic in 2012 and updated in 2015 as shown below. Use our new interactive benchmarking tool to review the capability of your business across each area of the RACE planning framework. The RACE mnemonic summarises the key online marketing activities that need to be managed as part of digital marketing. There is also an initial phase of PLAN involving creating the overall digital strategy, objective setting and plan, so sometimes members call it PRACE, but we prefer RACE Planning for simplicity. We have defined four steps of engagement across the customer lifecycle, since in online marketing there is a major challenge in gaining interaction, participation with prospects and creating those all-important Leads after the initial customer touchpoint.
These interactions, covered in the Act step can take place over several channels and touchpoints such as web, mobile, social media and email contacts, so these leads need separate management from final conversion to online or offline sale through techniques like retargeting and assisted selling. RACE consists of these four steps or online marketing activities designed to help brands engage their customers throughout the customer lifecycle. We created the RACE Planning system to help give a simple framework to help small and large businesses alike take best advantage of the opportunities available from digital marketing. In our research, we have foundA that, shockingly, many businesses don't have a digital marketing strategy. RACE is a practical framework to help manage and improve results from your digital marketing.
In our 2011 Marketing manifesto we explained that we believe growing business through digital marketing should be based on a sound evaluation and optimisation process using digital analytics showing which marketing activities are effective and which aren't. Here's an example of our recommended measures in a simpler summary of RACE KPIs which could form a dashboard - the best dashboards show not only volume and how they change through time, but also the quality of visits and the value generated. Many of these KPIs be created from Google Analytics although it needs to beA customisedA for each business to record goal value or revenue per visit.
All of our guidance on Smart Insights from our blog posts to detailed guides and templates are structured according to RACE. Of course, there are many more online marketing activities which are covered in our full sitemap of hub pages.
Digital marketing today is not just about your website, and in fact it never has been, partnering with other sites and "swimming with the fishes" has always been important. But today, the popularity of participation in social media with web users means that how to reach, interact, convert and maintain ongoing engagement of customers through social networks is vital to the success of a brand. Digital channels always work best when they're integrated with other channels, so remember that where appropriate, digital channels should be combined with the traditional offline media and channels. We devised RACE since we wanted to develop our own approach for improving digital marketing and we feel Step 2 is more about initial interactions with a brand and in step 4, customer engagement is a longer-term process. Through 15 years of advising marketers through my books and training I've found that, after time has passed, all that often remains from the course as a takeaway is a framework on which to hang future actions. I’m on my early stages with marketing and would very much appreciate your advice on where to start with digital marketing.
One of my goals in pursuing this training is to be able to apply for certain roles that I can’t get access to at the moment due to my lack of experience in the field. Secondly, I would like to acquire knowledge that I will be able to effectively implement on my career, a hands on approach so as to speak.
Lastly, timing and investment are another topic to consider, based on these items, would you recommend IDM or Squared? A brand new marketing is and marketing engineering accessible since makes all the choices that are other seem like the laugh they’re. Currently using this to develop a plan for a new client and finding it incredibly helpful to nail down the right strategy in a logical way. Just writing a placement research project and wondering if you have ever published this framework?
For me, Masters Digital Courses work best for more senior professionals who already have good experience in managing Digital and want to gain a more senior position.
I’m assuming your asking about engaging with Twitter+-Facebook+-Linked-In plus your own blog or community. So you have to develop a compelling proposition for each social media channel (“online value proposition (OVP) I call it in the textbooks) which best fits the channel and the type of person who uses it.
At a practical level, you ideally need a run-of-site panel (not just on the home page) explaining your proposition for each or a more general reason to engage and with a clear link to each.
Long-term success is seldom the result of huge changes or massive programs.  It comes more from small steps taken every day and repeated over time. When you commit to improving something every day, you will develop a powerful habit, a winning perspective, and you will begin to slowly but surely improve your credit union.  And that is what will lead to long term success for you and your team. This entry was posted on Tuesday, November 2nd, 2010 at 9:07 am and is filed under Culture. Improve decision making, strategic thinking and leadership in your credit union with tips and articles from the CU Strategy Blog. Mark brought value to our organization through his ability to design solutions geared to results. Mark gets the team to do the work that is critical for developing a specific strategy for their organizations. Taylor made our leaders think about and act on developing and mentoring employees for great performance. Content from our sponsor Please note: The Wall Street Journal News Department was not involved in the creation of the content below. Deloitte’s Insights for CFOs provides financial executives a customized resource to help them address the strategic, operational and regulatory issues they face in managing their finance organizations and careers, with top-line digests, research, perspectives and technical analyses. Deloitte LLP CEO Cathy Engelbert discusses top-of-mind issues facing CFOs and other senior executives, such as disruption, transformation and shareholder activism, as well as cyber and data protection. As Global Chief Risk Officer (CRO) of Allianz SE since 2008, Thomas Wilson has witnessed turbulent market events as well as a number of substantial new regulatory requirements.
What does it take to be a transformational CFO, one who is a partner to the CEO and leads finance to drive value in the business?
CFOs Seek to Improve Finance’s Strategic Planning CapabilitiesCFOs’ expanding role as strategists is prompting them to seek improvement in finance’s strategic planning capabilities, while also shaping how they want to be perceived by their CEOs, peers and finance teams, according to Deloitte’s latest CFO Signals™ survey.
The survey found that finance is spending a growing portion of time influencing business strategy and operational priorities. For more than a year, finance organizations have had to place significant focus on providing information and tools for business decisions, and this responsibility is cited most often by CFOs as a top-three challenge for their finance organizations. CFOs’ expanding role as strategists appears to be having an impact when it comes to how they want to be perceived within their organization, according to the survey. More than half of CFOs cited major change initiatives among their top-three job stresses last quarter, nearly the same percentage as in the third quarter. More than one-third of CFOs named strategic ambiguity as a top-three career stress in last quarter’s CFO Signals survey, up slightly from 32% in the third-quarter 2012 survey and 19% in the second-quarter 2012 survey. Each quarterly CFO Signals report analyzes CFOs’ opinions in five areas: CFO career, finance organization, company, industry and economy.
This publication contains general information only and Deloitte LLP and its subsidiaries ("Deloitte") are not, by means of this publication, rendering accounting, business, financial, investment, legal, tax or other professional advice or services. Plus, The Morning Ledger — your daily email that sets the day's financial news agenda.
To return to your original WSJ experience, remove CFO Journal from your WSJ Digital subscription. This report describes a strategic planning process and outcomes addressing issues related to agriculture and water use in the South Valley, Bernalillo County, New Mexico. The project's strategic planning work was carried out in two stages: a pre-planning and a planning stage. This situation is particularly acute in the Albuquerque, NM, metropolitan area, located in the arid Southwest, where both arable land and water are scarce.
This paper describes and documents the development and implementation of a planning process involving South Valley residents, New Mexico State University (NMSU) staff, and other stakeholders to prepare for the future of the South Valley agricultural community. Urban development within agricultural communities can disrupt existing social, community, environmental, and ecological patterns, and impose a variety of costs on people, wildlife, water, air, and soil quality (Heimlich and Anderson, 2001).
Land cover change data for the South Valley illustrate the shift in land use in the southern Albuquerque metro area, with the urbanized landscape increasing and agricultural and desert land areas decreasing over the last few decades.
A previous study of South Valley residents' attitudes found that they believe agriculture and the ecosystem are inextricably linked, and that they (small-scale agricultural producers) are an integral part of the ecosystem and serve as producers of ecosystem goods and services ranging from the provisioning of food, fiber, and fresh water to the regulation of processes that affect air quality, climate, erosion control, and human diseases (Wang, 2007). Nationwide, mixed traditional and urbanized land uses have gained momentum in the last few years with the advent of the local food movement in response to concerns about food security, food quality, and the environmental impact of distant industrial food production.
Democratic, stakeholder-driven planning processes have been successful in numerous applications, and were recently used in the South Valley. The search conference (SC) is the application of open systems theory (OST) to the process of strategic planning.
A search conference is designed to help teams, organizations, or communities improve the way they address and solve problems and plan for the future. Potential search conference participants were selected through a South Valley community referencing process conducted between 2009 and 2012. The initial community referencing contacts were recommended by local Cooperative Extension Service personnel or were individuals who had had earlier interaction with New Mexico State University. After initial contacts were identified, they nominated other community residents involved in agricultural and water issues who were less visible or not as broadly well known throughout the South Valley. After potential strategic planning participants were identified through the iterative community referencing process, they were invited to participate in the formal search conference.
Tacit knowledge is knowledge resulting from individuals' unmediated perceiving of the world around them or picking up of information that has not been made explicit.
The tacitness of knowledge about the environment rests on an individual's acquaintance with that environment. Knowledge internal to and originating from the South Valley is critical if the diverse cultural ties and interests are to converge through activities and actions designed to improve local agricultural sustainability.
The external assessment conducted during the South Valley search conference workshop elicited knowledge about the realities and conditions of agriculture and water use issues from global and regional perspectives.
Next, the workshop's local South Valley assessment process was prompted with the following question presented to the search conference participants: In terms of agriculture and water use, what have you seen happen in the Southwestern region of the United States in the last five to seven years that struck you as novel and significant?
Again, the search conference participants were divided into two smaller groups to address the most probable future and most desirable future of the South Valley. Most Probable Future: If things continue in the ways you have seen them happen, what is the most probable future of the Southwest in the year 2017?
Most Desirable Future: If things could be the way you want them to be, what is the most desirable future of the Southwest in the year 2017? The next stage of the search conference workshop was an internal assessment focusing on historical events that lead to the current (2012) agriculture and water use situation in the South Valley. Immediately after the historical internal assessment workshop session, agriculture and water issues in the South Valley were characterized by the participants in the form of a modified SWOT (strengths, weaknesses, opportunities, and threats identification) analysis as represented in Figure 1 and Table 6. The modified SWOT analysis is essential because the subsequent steps in the process of strategic planning derive from the issues identified during the SWOT analysis. Core competencies are resources and capabilities that are rare (possessed by few, or lacking by competitors), cannot be imitated, or are too costly for others to imitate. This stage of the search conference workshop involved participants developing a projection of the "business as usual" scenario (most probable future) for agriculture and water use in the South Valley. Four small groups worked in parallel at the search conference workshop to develop the 2017 most probable future for South Valley agriculture. The most probable future scenario informs decision- and policymakers about what can happen should current circumstances continue in the South Valley. The next step in the planning process was developing the 2017 most desirable future for agriculture and water use in the South Valley. After consolidation of desirable future statements, barriers to achieving the desirable future were identified.
Develop a flexible irrigation water delivery schedule accounting for both crop and system needs. Develop a collaborative production and marketing system that respects and supports independent farming attitudes and freedom.
Qualitative data from the October 2012 South Valley agriculture and water use search conference are summarized in Figure 2. The "Californication" of the South Valley can only worsen the lack of appreciation for agriculture.
The MRGCD has improved the region's overall water delivery systems; however, water use efficiency in the region appears to be relatively low. There appears to be limited competence in the South Valley to deal with the ever-changing conditions of agriculture and water use in the Albuquerque metropolitan area. Probability of choice—the probability that such choice can be successful is very low.
Strategies are maladaptive when they actually lessen the opportunity for learning and the probability of reducing uncertainty under ever-changing conditions (Emery, 1977; Alvarez, 1999). The internal sources of South Valley maladaptive strategies can be more specifically identified with the "Discard" or existing weaknesses list, as well as the barriers to achieving the 2017 South Valley agriculture and water use strategic goals.
Analysis of the qualitative data from the search conference workshop indicates that there is a strong lack of connection between human resources within the South Valley.
Technologically biased strategies are in direct opposition to active adaptive strategies that strive to develop human resources without subordination to institutions or technologies. It is important to note that despite the array of problems identified with the way MRGCD works, strategic planning workshop participants see the institution as logically managing water resources in the region. At the external level, both the global and task environments bring more light to the lack of strategies that embrace the ideal of humanity. Numerous studies have demonstrated the effectiveness and power of the search conference (Wang, 2007).
An October 2012 search conference held in New Mexico's South Valley elicited extensive tacit knowledge from the workshop participants, and developed a framework or a roadmap for achieving the most desirable future for South Valley agriculture and agricultural water use. 2 The land classification data in Table 1 were created using remote sensing analysis of Landsat 5 Thematic Mapper satellite images. This research was supported by Agriculture and Food Research Initiative Competitive Grant 2009-55618-05094, from the United States Department of Agriculture National Institute of Food and Agriculture.
Improving the lives of New Mexicans, the nation, and the world through research, teaching and extension. This section focuses on opportunities for integrating operations, safety, and multimodal planning at the statewide level. There are a number of required documents as part of the transportation planning process, including the SLRTP, SHSP, and STIP. The SLRTP sets the direction for investments and should be a focus for DOTs that wish to integrate operations, safety, and multimodal planning. Develop goals and objectives that relate to operations and safety in order to fully integrate these considerations into statewide priority setting-These goals and objectives should draw from goals and priorities developed in the SHSP, as well as efforts being undertaken to develop goals and priorities for system management and operations. Develop operations and safety performance measures-Performance measures can be used as part of the SLRTP process to help track progress in meeting objectives and to prioritize investments.
Monitor system performance and evaluate implemented strategies-Tracking performance measures for the transportation system will help to identify trends and analyze the effectiveness of investments in meeting objectives.
There are a range of statewide plans that State DOTs develop outside of the SLRTP (see appendix A for a list). Strategic Highway Safety Plans-The SHSP is a statewide-coordinated safety plan that provides a comprehensive framework for reducing highway fatalities and serious injuries on all public roads, and is required to be developed in each State.
The STIP is the programming document for the State DOT, and identifies the projects to be implemented in order to reach the vision for the State's transportation system and services. As noted above, these opportunities are linked and may be considered steps in an overall approach to integration.
At a minimum, a statewide plan that seeks to integrate operations, safety, and multimodal planning should reflect the importance of operations and safety within the goals in the SLRTP. Can increase multimodal integration if goals and objectives are written in ways that emphasize multimodal considerations. Planning staff working collaboratively with staff from operations and safety are essential to establishing goals and objectives. Establish a working group with representatives from safety, operations, transit, and planning to discuss development of the SLRTP and the overall planning process. Utilize the working group to develop specific, measurable objectives in relation to the goals.
Ensure that the established goals and objectives (including the operations and safety-focused ones) reflect the overall State vision.
The Oregon DOT's Oregon Transportation Plan , updated in 2006, is the overarching policy document among a series of plans that together form the State transportation system plan. Techniques that reduce peak period travel to help shift traffic volumes away from the peak period and improve traffic flow.
Advanced traveler information devices, incident management, speed management, improvements to signaling systems, and other technologies to extend the efficiency, safety and capacity of transportation systems. Evaluating the benefits of constructing tolled express lanes for purposes of ensuring consistent trip reliability in congested corridors. The Michigan DOT's (MDOT) SLRTP, MI Transportation Plan Moving Michigan Forward: 2005-2030 State Long-Range Transportation Plan, adopted June 2007, directly supports efficient and effective operations. Prioritized: Capacity improvements will be needed, but the first priority will be physical or technological improvements to enhance efficiency, mobility, and access. Coordinated: All transportation providers will work together to address the system's needs holistically. One of the plan's goals is: to improve the efficiency and effectiveness of the transportation system and transportation services and expand MDOT's coordination and collaboration with partners.
Reduce the number of fatalities and injuries in traffic accidents involving heavy-duty trucks.
Improve the training and professional capacity of traffic signal operations and maintenance staff through stewardship of regional training programs.
Provide the capability to monitor transit vehicle location using an Automated Vehicle Location System.
Ensure that reliable, multimodal, real-time traveler information is disseminated consistently throughout the region. Coordinate planned projects to facilitate improved traffic flow through construction zones and minimize traffic impacts. Incorporating performance measures into the SLRTP serves an important function for communicating and coordinating between a DOT's decisionmakers, policymakers, and the public and for assessing progress toward achieving the goals and objectives outlined in the SLRTP.
Help in communicating agency work with the public and other stakeholders, including the benefits of investment. Provide an internal accounting system that allows the agency to gauge where resources (staffing and financial) are most needed. Create an opportunity for improved data, data collection, and estimation procedures when there is strong reliance on this information.
Expanding the traditional highway LOS, pavement condition, and other engineering-oriented performance measure to include multimodal measures, measures addressing nonrecurring delay, and specific safety issues can be difficult. Data and analysis capability limitations (coverage, quality, needs, accessibility, transfer between agencies) may limit use of performance measures. Operations, safety, and planning staff should work together to identify and develop performance measures to support goals and objectives. Operations and safety staff in particular can help identify data that can be used to support tracking the performance measures. Policymakers will assist in incorporating performance measures into statewide policy to help realize greater coordination among the various internal functions. Maintain or convene a multidisciplinary team of operations, safety, and planning staff focused on developing performance measures. Consider vision, goals, and objectives that have been established in order to select appropriate performance measures that relate to these objectives. Ensure that performance measures capture the impacts of operational or ITS strategies on system reliability and safety considerations such as incident management and road fatalities as well as planning objectives and system long-term needs. Clearly define and track roles and responsibilities of those involved in the performance measurement as well as the actual performance of the system. The New Hampshire DOT's transportation plan, A Framework for Transforming Transportation in New Hampshire 9 (public draft, May 2008) is built on a vision, goals, objectives, and strategies, which lead to performance measures that are used to assess progress. Meet and maintain system-specific level of service targets on the interstate highway and State roadway systems. Expand the emphasis on transportation systems and demand management measures in lieu of system expansion. A key initiative in the SLRTP is use of performance measurements to allow the DOT to track and communicate the effectiveness of policies, programs, and investments. Miles of roadway within a predefined area and time period where average travel times are congested (30% longer than unconstrained times). Measure of time during which more than 20% of the roadway sections in a predefined area are congested (see definition above). Vehicle delay in excess of recurring delay for the current time frame (time of day, day of week, day type). Average speed of vehicles measured in a single lane for a single direction of flow, at a specific location on the specified roadway.
Number of persons traversing a roadway section in a specified direction in a given unit of time (includes vehicle occupants, pedestrians, and bicyclists). Number of vehicles traversing a roadway section in a specified direction in a given unit of time. The average time required to travel from an origin to a destination on a trip that might include multiple modes of travel. National Cooperative Highway Research Program, Synthesis 311: Performance Measures of Operational Effectiveness for Highway Systems and Segments.
Once performance measures have been established, agencies should collect data and develop a tracking system to evaluate progress in relation to these measures. Data are a critical element of the analysis that serves as the foundation for safety and operations planning. Allows for a more data-driven approach to identifying system deficiencies and prioritizing specific projects and programs.
Provides an effective format for communicating an agency's progress in various areas to internal users as well as the public, and for evaluating the effectiveness of implemented strategies. Operations, safety, and planning staff should work together to identify data and develop system monitoring plans using established performance measures. Develop a working group to define data needed to support performance measures in planning applications and potential availability from operations and safety divisions.
Convene the working group to discuss evaluation criteria for each of the established performance measures as well as an appropriate schedule for performance measure evaluation.
Publicly or internally report on the status of established performance measures, as appropriate.
Since 2002, the Maryland DOT (MDOT) has published the Annual Attainment Report on Transportation System Performance.

VDOT completed the Data Business Plan for System Operations in June 2008 to support data operations within the maintenance and operations functional area, and to ensure that investments in data coincide with VDOT's business needs.
VDOT is also encouraging data stewardship as a way to improve accountability for data quality and data management and encourage collaboration among user groups, executives, information technology personnel, and other stakeholders related to data needs. This plan will ultimately integrate data collection as a business process integral to the operation of the VDOT business itself. The Washington State Department of Transportation (WSDOT) is a known leader in system performance measurement and transportation systems operations. The Gray Notebook presents articles in a way that makes the topics" relationship to the five Legislative policy goals-and WSDOT's own strategic goals clear. The system performance updates are rotated over four quarters based on data availability and relevant data cycles. Goals and objectives identified in the SLRTP, SHSP, and other planning documents should lead to development of policies, strategies, programs, and investments that support attainment of objectives. Goals, objectives, and performance measures assist in justifying and prioritizing projects. Provides for an avenue where projects that will result in system-wide improvements will receive funding priority, and result in a more effective use of available funds.
Need to better understand the impacts of operations and ITS strategies in relation to policy goals and objectives. Strategies, projects, and policies included in plans might not get funded or implemented; it is important to tie planning with fiscal programming. High-level decision makers typically determine statewide investment priorities based on recommendations and data presented by staff. Traditionally this consideration in the SLRTP has been supported by planning staff, but should include operations and safety as well. Utilize a multidisciplinary working group with representatives from safety, operations, transit, and planning that has been involved in development of the SLRTP in order to identify strategies, policies, programs, and investments to meet goals and objectives. Consider funding and fiscal constraint in developing implementation strategies in order to ensure that the identified strategies are realistic.
Develop a comparison matrix that can be used by decision makers to see the tradeoffs and benefits of transportation systems management and operations strategies in relation to SLRTP goals and objectives. New Jersey's SLRTP, called Transportation Choices 2030 (October 2008) 15 is developed jointly by the New Jersey Department of Transportation (NJDOT) and NJ Transit. VDOT's Northern Region Operations (NRO) has pioneered an integrated, full-cycle process for investing in, implementing, maintaining, evaluating, and enhancing ITS and operations projects.
In a resource-constrained environment with increased calls for accountability and growing mobility and safety needs, the delivery of the operations program requires VDOT NRO to make sound investment decisions between various projects with competing priorities. VDOT NRO uses a three-step process for its annual Program Development phase: (1) identify program and project needs, (2) develop the Annual Strategic Focus, and (3) prioritize the system needs based on the identified annual goals and objectives. Following the Annual Strategic Focus process, projects are mapped back to their associated goals and objectives, and the weights of each associated goal and objective are applied, resulting in a project prioritization score. Data on crashes collected for the SHSP can also be used to help advance operations strategies related to incidents and incident management, along with infrastructure and educational strategies. Separate financial resources to support each plan may result in a disconnect in focus, which requires coordination.
Safety staff and stakeholders-Collaborative relationships among safety partners, including State and local transportation agencies, law enforcement, and others, are vital to developing a successful SHSP.
Planning staff-Planners ensure that the safety goals and objectives in the SHSP and SLRTP are aligned to support projects funded in the STIP. Operations staff-Operators can identify opportunities to align operations considerations with SHSP goals and objectives.
Establish a multidisciplinary working group of safety partners, operators, and planners to consider existing goals and objectives in the SHSP and SLRTP. Identify relevant and appropriate strategies, policies, action plans, and countermeasures that will help remedy safety and operations problems. When updated plans are adopted, monitor system performance in each area to identify improvements. Prioritize projects, programs, and policies according to data analysis and funding availability.
Ensure that safety priorities are adequately reflected in funded projects and programs in the STIP, and built into project development. Pedestrian and Bicycle Safety-Target infrastructure improvements around areas with existing non-motorized travel and high density such as: schools and community facilities, commercial development, mixed use development, and public transit stops. Intersection Safety-Focusing capacity and traffic control upgrades on the top 5 percent of high-crash intersections in each jurisdiction each year. Roadway Departures-Improve the operations, maintenance and design project process to incorporate safety reviews and to facilitate better design decisions. Provide motorists real-time work zone information and traffic conditions through the use of Smart Travel technology on high volume roadways. Deploy speed display trailers in high-volume, high-speed construction projects and coordinate increased enforcement with the Virginia State Police. Incident and Congestion-Related Crashes-Target congested highway segments for improvements, including adding roadway capacity and Intelligent Transportation Systems, as well as deploying access management techniques. Work Zone Crashes-Utilize new and innovative ITS technologies to obtain traffic count data, verify traffic queue lengths in order to deploy a reliable traffic alert system.
ODOT has developed comprehensive efforts to integrate operations, safety, and planning, which include a multidisciplinary safety review committee that includes representatives from roadway design, traffic operations, and safety planning and data analysis. Additional integration efforts include ODOT's statewide Systematic Signal Timing & Phasing Program (SSTPP), which was launched in 2008 and is designed to evaluate and update the timing and phasing of signal systems in congested, high-crash corridors where signal timing can be linked to crashes. ODOT has made efforts to link its SHSP with other efforts such as its project development process, which now requires a work zone design review by the Ohio State Highway Patrol in major construction zones. Federal Highway Administration, Office of Safety, Strategic Highway Safety Plans: A Champion's Guide to Saving Lives, Interim Guidance to Supplement SAFETEA-LU Requirements.
Brings together a diverse set of operators to develop an overall strategic vision, goals, and objectives related to the short- and long-term performance of the transportation system. Forms a basis for integrating operations goals, objectives, and strategies into the broader statewide planning context, and can directly tie to regional and corridor specific plans. Operations staff tend to focus on near-term issues, and changing technologies and other factors makes it difficult to plan over a long-range time period.
It may be difficult to get a diverse set of operations staff and agencies to the table to develop the plan. Even when an operations plan is developed, there is a need for data and analysis to better understand the impacts of operations and ITS strategies in relation to infrastructure strategies in helping to attain statewide goals and objectives. Operations staff and stakeholders play a primary role in developing goals, objectives, and strategies to improve the efficient operation of the transportation system. Planning staff provide an understanding of the long-range planning process and the SLRTP vision and goals. Safety staff should also be involved to draw connections between operations strategies and safety goals.
Identify operations goals and objectives, and both short-range and long-range operations needs and investments. TSOP was replaced in 2008 with the statewide ITS Strategic Plan, which in turn generated the Intelligent Transportation Program.
The program is currently being developed further and the Bureau of Highway Safety and Traffic Engineering is currently putting together a program plan.
From healthcare and finance reform to technology mobilization, government and organizational leaders are being challenged to deliver more value-oriented services and improve transparency, accountability, and cost efficiency.BruckEdwards provides strategic planning and technical innovation consulting services to help our clients develop effective strategies for managing and aligning business, financial, technological and human resources. Our strategic consulting approach is based on in-depth research and analysis, coupled with industry best practices and lessons learned. Understanding cost is not just a function of technology, but of the entire system life-cycle to include security constraints and operational models. Our proven approach is based on the entire project life-cycle from concept to sustained operations providing a holistic cost model. Almost half (47%) of those surveyed said that recruitment forecasts for the next 12 months have not been undertaken in their organisations. The skills required of the workforce are constantly adapting, and there are widespread skills shortages. In this post, first published in July 2010 and since updated with the a new summary of digital marketing KPIs you should track, we show how you can simplify your measurement and reporting through RACE Planning. A There's more detail at the end of the post in the infographic and the planning process is explained in detail in our RACE Digital Marketing Planning Elearning - click the link for free access to the first module. When creating a digital marketing strategy, knowing how to structure it and where to start is sometimes the biggest challenge! We hope RACE gives a structure to help you review and prioritise when there are so many options, but some options work better than others.
Ultimately it's about using best practice web analytics techniques to get more commercial value from investments in digital marketing.
This diagram shows relevant key performance indicators (KPIs) that should be used at each stage.
This is a summary of some of the main activities which our guides, templates and free blog guidance cover - we have created an interactive version of this planning frameworkA where you can click through to relevant sections on this diagram.
At each step in RACE you need to think how social media can help achieve your goals and how you can measure the effectiveness of social media.
A The most important aspects of integration are first using traditional media to raise awareness of the value of the online presences and drive visitors to the website(s) at the Reach and Engage stages. I was always wondering an easy and targeted way to measure the digital plan, with the RACE KPIA?s one I think I found it. To speed everything up, you should submit your website to the most popular search engines like Google, Yahoo, Bing, etc. For Smart Insights for example we find that the majority of more senior marketing managers subscribe to email so the features in the email reflect that. You can use event tracking in Google Analytics to see which calls-to-action is most popular. Improve the attitude of an employee by catching them doing something right and letting them know you appreciate it.
Improve your personal efficiency by taking five minutes to set up the files you need in your e-mail system that will make it easier for you to file and track communications about specific subjects. Move that trash can, file cabinet, table, desk, or whatever it is that you have been thinking about moving for a long time, but just never get around to moving. Create a new spreadsheet where you track the little things that need to be improved so that you always have a place to capture your ideas and a place to go to find one to tackle when nothing comes to mind on a given day. Moreover, CFOs say their home markets are the most important to their growth plans, but the most recent survey also found some signs of diversification and significant variations across industries. She also discusses talent, including managing multigenerations, shifting approaches to performance management, and the importance and value of a diverse workforce. While CFOs appear mostly satisfied with their finance organization’s capabilities in core areas such as corporate finance, treasury and audit, many indicated they are seeking improvements in competencies that support finance’s strategic and facilitative roles. Finance organizations also are heavily focused on ensuring initiatives achieve desired business outcomes, particularly in the Manufacturing, Technology and Services sectors.
When asked how they want to be regarded by their CEOs, executive peers and finance staff, most CFOs expressed a desire to be recognized first and foremost as strategic and business-savvy thinkers.
When it comes to their traits, CFOs would like their CFOs to see them as being reliable, responsible and loyal. Traits such as reliability and trustworthiness, as well as technical competency, placed next. This almost certainly requires many of them to work outside their natural comfort zones and to develop formidable skills, versatility and maturity as they rise through their careers,” Mr. Seventy-seven percent of the 86 CFO respondents were from companies with more than $1 billion in annual revenues, and three-fourths were from publicly traded companies. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. The strategic planning process started in mid-summer 2009 and culminated with a strategic planning workshop held October 19, 2012. The pre-planning work focused on identifying research needs, identifying and selecting strategic planning participants, and logistics and venue for the planning stage. One of New Mexico's oldest traditional agricultural communities is known as the South Valley. A peri-urban area is a transition zone where urban and rural activities are occurring simultaneously and the landscape is changing rapidly. The planning process described here has been applied in a variety of settings; however, this paper will illustrate how the process is being used in a peri-urban community currently grappling with the rural-to-urban transition.
In addition, impermanence syndrome creates a disincentive for small-scale agricultural operations to invest, diversify, and make improvements to infrastructure (Berry, 1978), including those related to irrigation water conveyance and application. Historically, many South Valley producers grew high-value crops such as apples, grapes, chile peppers, and other orchard and vegetable crops.
Moreover, many South Valley citizens strongly recognize the landscape, open space, cultural, and social contributions of their small-scale farms and want to keep local agriculture sustainable in their community (Wang, 2007). One alternative is to remain passive and simply watch as the rural-urban transition takes place. However, survival of local agriculture in a peri-urban area is most likely to happen if a community consciously plans for it, and such planning is less likely to be successful if it is top-down or driven by local government planning authorities (Wang, 2007).
The objective of this paper is to provide an overview of the strategic planning process used in the South Valley and outcomes of the process as applied to the future of the region's peri-urban irrigated agriculture. Within the open systems framework, strategic planning involves searching and strategizing about the future. OST concepts provide the theoretical foundation of the process; however, it is made operational through a series of steps that involve extensive networking and communication.
Community referencing interviews were used to identify people knowledgeable about community agriculture and agricultural water use who were then asked to identify other knowledgeable people, thereby expanding the network of potential search conference participants. The referencing process sought individuals who were well informed about agricultural issues in the South Valley and who believed that local agriculture contributes to economic development, food security, and quality of life. This planning workshop was held at a centrally located facility in the South Valley in October 2012. Making tacit knowledge explicit requires recording and transmitting such information via language, signs, pictures, etc.
A large part of the South Valley search conference workshop involved eliciting participants' tacit knowledge and their assessments of the relevant external and internal environments. The participants' external assessment discussion started with the act of scanning that was prompted with the question: In terms of agriculture and water use, what have you seen happen in the United States and the world in the last five to seven years that struck you as novel and significant? A scenario is a description or image of a future state, including considerations of major uncertainties encountered as a move toward the future is made. During the internal assessment, participants provided knowledge about the realities and conditions of local South Valley agriculture and water use issues.
The strengths are things that the SC participants agreed were working well and should continue to be done (KEEP). This is more so with the "Create" list, which serves as an input to the creative generation of the desirable end state for agriculture and water use issues to be identified in the SC, as well as possible strategies to overcome barriers. Core rigidities represent what the South Valley as a social system has been good at, but which are no longer supported by the external environment; thus, the rigidities do not represent a benefit anymore.
Representation of a modified SWOT analysis applied to South Valley agriculture and agricultural water use. Planning participants were prompted with the following question: If you continue with business as usual, what does the South Valley look like in the year 2017? Small groups presented reports to the entire group and fielded questions for clarification and agreement from the larger group.
Workshop participants were prompted with the following question: In terms of agriculture and water use, what do you want the South Valley to look like in the year 2017? Each group was asked to develop a future scenario in five to six concise statements describing the most desirable 2017 state. Finally, self-selected groups around desirable statements worked on matching barriers to desirable statements and initiated the strategy work. At the global and local environment levels, the outcomes of the strategic planning show that urban development pressures will continue to bring more external pressures to the South Valley community. Urbanization, increasing regulation of agriculture and livestock production combined with continued drought conditions, and increased transfer of water rights to cities all appear to contribute to innovative approaches to farming. Two predominant barriers are the approach to housing and commercial development and the water management practices of the Middle Rio Grande Conservancy District (MRGCD).
The United States census definition of a farm is any place from which $1,000 or more of agricultural products are produced and sold during the census year. Irrigation water delivery is perceived as difficult to predict, not equitable, and unfriendly to many irrigators. In terms of South Valley residents' quality of life and from the projection of business-as-usual (the South Valley's most probable future), several maladaptive strategies can be identified (Table 9). The active forms of maladaptation are the prerogative of those with decision-making power and who have the power to change social arrangements. However, an array of items needs to be created in order to improve South Valley agricultural irrigation. The projected scenario shows an environment where people are increasingly poor, obese, losing their jobs, growing food in their backyards, etc. Search conference methodology provides a participatory action framework within which a community (peri-urban or otherwise) can examine their history, develop a vision for their future, inventory their available assets, and catalog obstacles they believe will impair their ability to foster growth and wealth creation within their community. These critical areas of land cover change, leading to transformations in the hydrological, ecological, geomorphological and socio-economic systems, are often neglected by both rural and urban administrations.
The Landsat 5 images were acquired for 13 September 1985 and 1 October 2009 to illustrate change in land cover types over a 24-year period. Project title: Improving Economic Returns and Long-Run Sustainability in a Rapidly Growing, Peri-Urban, Multicultural, and Traditional Farming Community. Greater integration at the statewide level should flow into strengthened integration of operations, safety, and planning at the lower levels, particularly when interdisciplinary teams and performance measures are brought into these efforts. State DOTs may also develop other specialized plans focusing on specific issues, such as operations, transit, bicycle and pedestrian activity, and freight. Developing and using multimodal performance indicators that address operations and safety draws attention to performance in these areas and helps to prioritize investments. Broad policies and strategies can lead to more specific corridor, sub-area, or regional studies and investment plans, and projects that are programmed in the STIP (discussed further below). It strategically establishes statewide goals, objectives, and key emphasis areas developed in consultation with Federal, State, local, and private sector safety stakeholders.
However, these plans can provide an effective mechanism for focusing on operations issues and long-term strategic priorities, building on the expertise of system operations staff. While these plans typically focus primarily on infrastructure needs, improvements identified ideally include safety and operations elements. If investments are not programmed to support the plan vision and specific objectives, it is likely that intended outcomes will not be achieved. Objectives are specific, measurable statements that identify what is to be accomplished in order to attain goals.
In order to effectively collaborate, each functional area will require a clear understanding of the planning process as well as the interests and responsibilities of the other functions. One of the plan's seven goals focuses on system management: to improve the efficiency of the transportation system by optimizing the existing transportation infrastructure capacity with improved operations and management. All modes will be maintained, preserved, operated, and protected as one system, one of the State's most important physical assets.
This goal reflects MDOT's desire to optimize the performance from Michigan's existing transportation system, with objectives focusing on the application of technology, stronger coordination and cooperation with public and private sector partners, and improved intermodal transfers. The location data can be used to determine real-time schedule adherence and update the transit system's schedule in real-time. Performance measures focused on safety and operations issues, such as reliability, access to traveler information, incident management, and transit operations, will help to focus attention on these issues and enable tracking performance. Performance targets should be realistic, but it may be difficult to determine what is an appropriate target for fatalities or injuries (given an ultimate goal is to have zero deaths and debilitating injuries in the transportation system).
The plan's vision and goals were developed by the Community Advisory Committee through a facilitated, consensus-based process and appear to put a high emphasis on operations and safety.
This updated draft includes some minor edits that continue to emphasize and strengthen the areas of safety, operations, and multimodal planning, as well as strengthen discussions on security, climate change, and financial challenges.
It highlights a new approach where the funding priority will be elevated for those projects that are low-cost, high-benefit, and utilize innovative solutions that are both effective and can be implemented in the short term. Performance measure tracking can also be used to identify deficiencies, which can feed into regional and corridor and sub-area planning.
For many years, the quality and timeliness of crash data were lacking, constraining the ability of safety and transportation planners to understand what was happening on the road network. The vast amount of data potentially available requires coordination to determine who will use the data and how, what data are needed, in what format, and for what periods. It may be difficult to make tradeoffs between competing investments, particularly those with long-term and short-term impacts. The report details MDOT's tracking efforts to date for evaluating Maryland's transportation network performance.
VDOT decided to develop the plan after performing an internal assessment of data collection and data use within the department. WSDOT began developing the Gray Notebook (formerly titled Measures, Markers, and Mileposts) 14 in 2001 to communicate agency and system performance to legislators and citizens alike. Performance measures are a useful tool to help prioritize investments because they provide a means to identify system deficiencies where investments are warranted. This policy plan provides broad direction for the transportation system, with a heavy emphasis on integrating transportation-land use planning (smart growth) to support transit, walking, and biking. Over the course of several years, NRO developed and refined a process that can serve as a model for public agencies all across the United States.
VDOT NRO's Planning and Program Delivery (PPD) Process consists of five phases: Planning, Program Development, Fiscal Programming, Program Delivery, and Program Evaluation. This score provides a guideline for allocation during the fiscal programming phase when projects are linked with eligible funding sources. An SHSP is a statewide-coordinated safety plan that provides a comprehensive framework for reducing highway fatalities and serious injuries on all public roads. Incorporate SHSP goals and objectives into the SLRTP, or update new goals and objectives for each plan based on a collaborative understanding. For instance in an emphasis area focusing on preventing roadway departures, Virginia's plan notes that the Commonwealth aims to improve the operations, maintenance and design process to incorporate safety reviews and to facilitate better design decisions. Up-to-date queue lengths, travel times, or delays provide advance warning enabling motorists to choose another route and reduce congestion. The combined use of speed display trailers and the presence of law enforcement should reduce excessive speeds and tailgating. This committee is directly involved in project selection for projects that are funded through the Safety Program (largely the Highway Safety Improvement Program (HSIP) as well as other funding sources). The program was developed based on a number of national studies that demonstrated a link between improved signal timing and significant reductions in crashes, travel times, fuel costs, and air quality improvements. This review will provide ODOT with input on how the work zone design could be improved in order to encourage safer speeds and to facilitate enforcement efforts during construction. The plan enables State DOTs to assess challenges they may experience in managing and operating the State's transportation infrastructure, goals and objectives for effective management and operations (M & O), and strategies. A broad range of operations staff and stakeholders should be involved, including emergency medical services (EMS), law enforcement, highway maintenance, toll authorities, DOT staff at a headquarters and district level, transit agencies, and local transportation agencies.
Utilize data and analysis to help enable more effective consideration of operations strategies in comparison to other types of investments in attaining performance objectives. It provided a coordinated approach to operations under a statewide framework that defined project areas and set up guidelines for including operations projects within PennDOT's capital program. This program was developed through coordination between the maintenance, planning, and research divisions within PennDOT, and focuses on identifying future ITS needs, increasing communication, and streamlining potentially duplicate project effort among various departments within the agency.
Moving forward in the future, the program will work to accurately assess needs within Pennsylvania's transportation system and coordinate data sharing efforts among the bureaus within PennDOT as well as between statewide and local and county level efforts. Our proven approach is based on rigorous research and analysis tailored to the individualized needs of each customer.
Our approach is based on the critical analysis of economic, business and technological impacts.
BruckEdwards’ cost modeling approach allows customers to quantify and evaluate the impact of security levels and other design decisions on both infrastructure and operational costs and enables organizations to visualize how future investments should be made consistent with their requirements. Therefore, the ability to effectively pipeline internal and external talent over the coming years becomes critical.
Reach involves building awareness of a brand, its products and services on other websites and in offline media in order to build traffic by driving visits to different web presences like your main site, microsites or social media pages.

It's a separate stage since encouraging interactions on websites and in social media to generate leads is a big challenge for online marketers. This is long-term engagement that is, developing a long-term relationship with first-time buyers to build customer loyalty as repeat purchases using communications on your site, social presence, email and direct interactions A to boost customer lifetime value.
We hope it will help simplify your approach to reviewing the performance of your online marketing and taking actions to improve its effectiveness. This makes it difficult to know what to report; you have to identify your "critical few" Key Performance Indicators which you report on regularly to review performance and identify problems.
Second, at the Convert and Engage steps stage customers may prefer to interact with customer representatives as part of the buying or customer service process. When I did the analysis to break down digital marketing into 25 activities I was surprised there were some key activities that were gaps from our other resources, e.g.
I am also currently writing a book- which hopefully will be published early next year and am writing to seek your permission to include RACE within it as a marketing framework, naturally with full credits etc. Each social channel should also cross-promote the site or other channels to keep it integrate and to help your audience on their journey. More than one-third of surveyed CFOs indicate their companies do not donate to political action committees or candidates.
Looking at innovation, she notes the influence it is having on professional services and other sectors, and why CFOs are positioned to help drive innovation in their organizations. Wilson believes that CROs contribute to profitable growth and shareholder value both through traditional risk control activities and by being deeply engaged in strategy and in the upfront design of products and services.
A former management consultant, he explains how he has shifted the culture in finance, expanded its activities and freed capacity to focus on creating value. Aligning budgets and capex decisions with organizational priorities and strategies is another top-three challenge for finance organizations. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. The strategic planning process and outcomes are a component of the Improving Economic Returns and Long-Run Sustainability In a Rapidly Growing, Peri-Urban, Multicultural, Traditional Farming Community project sponsored by the New Mexico Agricultural Experiment Station at New Mexico State University, State of New Mexico State Appropriation Fund for South Valley Land Use Feasibility Study, and USDA-CSREES Small and Medium Size Farm Prosperity Agreement No.
All pre-planning work was carried out with the assistance of an advisory pre-planning work group selected using a community referencing process to identify knowledgeable individuals for participation. Demand for large-lot homesites has increased the rate of agricultural land conversion and led to increased land fragmentation in some regions (Daniels and Bowers, 1997). This unincorporated community, located on the southern fringe of the Albuquerque metro area, has been home to irrigated agriculture for many centuries and is in the process of dramatic transformation.
Peri-urban areas play a mediating role between rural and urban areas (Iaquinta and Drescher, 2002).
Today, most South Valley irrigated farms produce lower-valued and less management-intensive pasture grass, grass hay, and alfalfa.
The landscape shift from agriculture to urban is not viewed as necessarily bad by South Valley residents; however, they are interested in seeing a balanced mixture of rural and urban transition in their community (Wang, 2007).
Speculation in land and water values by traditional resource owners and users has contributed to this passivity, which can and has led to significant wealth capture once the resources are sold.
The information presented here will be of use to residents of other communities dealing with the challenges of peri-urban agriculture and the rural-to-urban transition.
The SC strategic planning process has also been called the "Future Search," "Searching," or simply "the Search" (Large, 1998; Weisbord, 1992), and uses a temporary participative democratic organization that serves as a tool or method of cultural change (Emery, 1999).
Community referencing is designed to engage participants in decision-making from the beginning of the search conference process because they know best who in their community should be involved (Wang, 2007).
The individuals sought needed to be knowledgeable about local crop production, irrigation practices, and water resource issues, as well as informed about the functioning of local, state, and federal governments.
The iterative community referencing process thus identified people the community believed have the knowledge and expertise to be involved in a search conference process, and was not dependent upon existing organizations and power structures for identification of knowledgeable or influential people (Emery, 1999). When people make their knowledge explicit they are verbalizing their awareness of invariances and communicating about them with others.
In the case of the South Valley, the external environments assessed by the search conference participants were the United States and the world and the Southwestern United States. South Valley search conference participants' responses to the external assessment prompt question are summarized in Table 2.
Each scenario had a prompting question and was discussed by small groups working simultaneously. The internal assessment started with a history session initiated by the search conference participant who had lived in the area for the longest time and was prompted with the question: In terms of agriculture and water use in the South Valley, what lead you to the current state of affairs?
The weaknesses are things they noted were not working and should be gotten rid of (DISCARD). The history information and the modified SWOT analysis showed the truly unique resources and capabilities currently present in the South Valley, including the local irrigation district (the Middle Rio Grande Conservancy District, MRGCD). Table 6 shows a small array of competencies ("Keep" list) and a large array of weaknesses ("Create" list) that will influence future conditions. Small group reports, questions for clarification and agreement, and consolidation of statements from all workshop participants followed. After preliminary strategy work, desirable future statements became the 2017 strategic goals.
A related issue is the movement of water to non-agricultural use with a consequent loss to farming and agricultural water use. By necessity, there is an increase in crop diversity and new opportunities for producing food at the small farm and garden levels. Developers are perceived to be driving higher-density housing and commercial development resulting in the "Californication" of the South Valley. As Holmes (2011) observes, this definition disqualifies many small farms from being enumerated in the Census of Agriculture and from being included in input-output economic analysis, thereby making it difficult or impossible to assess the true economic impact of South Valley agriculture. There appears to be little or no access to off-season irrigation and no room for irrigation according to crop needs.
Passive maladaptive strategies are pursued by others as they adjust and react to changes driven by those in power.
There is little or no understanding of why water cannot be accessed when it is readily available in the main ditch. Community assets typically include natural resources, economic capital, human skills and abilities, and social capital (Reimer, 2006).
It is clear, however, that South Valley citizens are concerned about their community and want to see it successfully navigate through the peri-urban transition. Both images were taken during vegetation leaf-on periods and have homogeneous reflectance values.
Strategic planning and organizational development and change in type IV environments [Doctoral dissertation].
Improving economic returns and long-run agricultural sustainability in New Mexico's South Valley [Unpublished master's thesis].
Agriculture in peri-urban regions: An action research model for a new economic development strategy [Unpublished master's thesis].
Opportunities for integration occur by developing links between safety-focused efforts (such as the SHSP), operations-focused efforts (such as operations or ITS plans), and other multimodal transportation planning efforts with the SLRTP, and ultimately in influencing projects and investments that are programmed in the STIP. Unlike metropolitan transportation plans, the SLRTP is often a policy document or investment strategy and therefore does not contain information on specific projects and programs.
Development of specialized plans focusing on safety and operations provides opportunities for integration of these issues into long-range planning. The goals and objectives of the SHSP should be reflected in the SLRTP to ensure full integration of safety goals as a component of the transportation plan as well as operations strategies that relate to safety.
These plans can build on the statewide ITS architecture and inform development of other plans.
Plans should be influenced by the SLRTP and coordinated with identified priorities in operations plans and strategies in an SHSP action plan. The Transportation Improvement Program (TIP) from each of the State's metropolitan areas flows directly into the STIP; however, the STIP also contains projects from other sources, including non-metropolitan areas of the State. Linking planning and programming occurs when projects in the STIP originate from strategies in the SLRTP. Establishing supporting objectives in the SLRTP should yield more focus on operations and safety investments.
Developing measurable objectives requires examining what data are available for tracking performance.
Safety goals will be achieved through planning, education, engineering, enforcement, and emergency response efforts. Another goal is: Continue to improve transportation safety and ensure the security of the transportation system.
Combined with data and analysis tools, performance measures serve an important role in helping to provide a basis for prioritizing investments. Examples of these include reliability (travel time variability, transit on-time performance), traveler safety (number of fatalities, fatality rate, serious injury crash rate), incident response (incident response and clearance duration), and customer satisfaction (overall satisfaction from annual customer surveys). The 2009 plan update highlights safety, operations, and transit as areas within which transportation improvements will be made in order to achieve their long-range planning vision. Similarly, the quality and availability of data on travel time reliability, incidents, and the sources of non-recurring delays have been a gap in knowledge regarding the system. 13 The performance measures outlined in the report directly link back to the goals and objectives of the Maryland Transportation Plan (MTP).
It found that while data sharing occurred in the areas of planning and environment and construction, in all other sectors of the department, data use was not integrated and often duplicated. The publication links performance measures from the agency's Strategic Plan policy direction from the State's legislative and executive branches, and Federal reporting requirements. The first four sections feature quarterly and annual reports on key agency functions, providing regularly updated system and program performance information.
Examples of mobility measures include average clearance times for major (90+ minute) incidents on key Puget Sound corridors, percentage of Washington State Ferries trips departing on time, percentage of Amtrak Cascades trips arriving on time, and annual weekday hours of delay statewide on highways compared to maximum throughput (51 mph). In this way funding can be allocated based on investment priorities that are measurable and can be tracked over time.
This integrated process flows from initial strategic program-level planning to tactical project planning and prioritization, investment decisions, ITS architecture and FHWA Rule 940 compliance, through project implementation, evaluation, and feedback to the ongoing strategic planning process. Once the program and project needs have been identified, NRO develops its Annual Strategic Focus, an identified subset of the goals and objectives contained in the Strategic Plan. The SHSP strategically establishes statewide goals, objectives, and key emphasis areas developed in consultation with Federal, State, local, and private sector safety stakeholders, and should be directly linked to the SLRTP and STIP. To make informed decisions about highway crash trends, state, regional, and local agencies need current data and analysis for accurate problem identification.
The plan also includes a section focusing on work zone safety, which includes operations strategies.
The program is funded through Ohio's Safety Program (HSIP as well as State and local funding).
The program is run by a working group made up of representatives from a number of bureaus within PennDOT including Business Solutions and Services, Construction and Materials, Design, Highway Safety and Traffic Engineering, Infrastructure and Operations, Maintenance and Operations, and Public Transportation.
As a result of this program, PennDOT has seen a greatly improved relationship between their business department and ITS division, as well as a more efficient use of financial and staff resources. We establish and maintain open and transparent communication channels and a collaborative partnership with all stakeholders to ensure buy-in and approval. It involves maximising reach over time to create multiple interactions using different paid, owned and earned mediaA touchpoints. A It's about persuading site visitors or prospects take the next step, the next Action on their journey when they initially reach your site or social network presence.
It involves getting your audience to take that vital next step which turns them into paying customers whether the payment is taken through online EcommerceA transactions, or offline channels. It can be measured by repeat actions such as repeat sale and sharing content through social media.We also need to measure percentage of active customers (or email subscribers) and customer satisfaction and recommendation using other systems. To help digital marketers structure their thoughts, over the years I've created or been involved with these frameworks too - I hope you find they're useful - that's what we aim for - to make marketing life simpler and more profitable. If you are agreeable, it would be of real added value if you could pen a few lines regarding the framework’s intention and application for small and large businesses alike. He also discusses how CFOs can sharpen their understanding of emerging technologies that could impact their business model.
Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. The pre-planning work started in mid-summer 2009 and finished with the October 2012 workshop. The structure and character of urban fringe agriculture throughout the United States have also changed due to land conversion and the fragmentation of agricultural properties into rural residential or hobby farms and ranches operated by individuals not dependent upon agricultural income (Hoppe et al., 2007). South Valley agricultural lands, agricultural irrigation water, and agrarian values and traditions are being replaced by suburban and urban land and water uses, with values and traditions also shifting from rural to urban.
The pressures of the peri-urban transition processes occurring in the South Valley have led some residents to organize for the purpose of addressing perceived threats to their traditionally agriculture-based community. The majority of the community's households are dependent on off-farm income, both earned and unearned, and there is relatively little food produced for direct human consumption. However, not all peri-urban residents want to fatalistically accept the dramatic changes in their communities that the rural-urban transition brings, and instead envision a future with both traditional and new land uses and economic activities occurring simultaneously. The search conference is an innovative model for addressing local agricultural issues because it creates an environment where people plan cooperatively toward a shared future and rise above individual and everyday purposes to search for a most desirable future. Furthermore, the community referencing process attempted to identify respected individuals willing to commit time to the planning process, prepared to work collaboratively with a diverse group to improve South Valley agriculture viability, and concerned about the South Valley community's quality of life. More than fifty were invited to the planning workshop, and about 20 invitees participated in the day-long search conference.
To build future scenarios for ever-changing environments, invariances must be picked up and tacit knowledge must be effectively communicated to others.
In order for people to do this, they have to first be aware of the invariances in the environment and perceive them (Alvarez, 1999).
They also encourage people to rigorously explore alternative images of the future and to determine the most desirable future they can construct for themselves (Bell, 1998). The small groups presented their scenario outcomes to the larger group and all information was consolidated (Table 3). Some weaknesses were things that have not yet been done and need to be done in the community (CREATE). After reviewing the qualitative data shown in Table 6, South Valley search conference workshop participants were encouraged to rigorously explore alternative images of the future and to determine the most desirable future they can construct for themselves as people whose quality of life, and that of the Albuquerque metropolitan area at large, is at stake.
However, this solution to food production remains small relative to the total market and has been occurring simultaneously with increased food imports (Brooks et al. This is characterized by increased housing and commercial development that is pushing agriculture out of the region and decreasing farm size while more water is transferred to the north. In addition, MRGCD appears to fall short of enforcing 1935 water rights contracts, and is perceived to not fairly manage delivery of water to those who have water rights. These strategies can be pursued in the South Valley without realizing that, in the longer run, such strategies will not work. The SHSP also can be used to identify recommendations for projects that can be carried forward and funded.
Fiscal constraint and a realistic assessment of available funding may raise awareness of cost-effective operations and safety strategies. It has been found that, in general, plans with four to six goal areas were easier to understand and abide by than those with numerous or obtusely named elements. Operations and safety staff may be able to identify data (on travel times, crashes, incident delay, etc.), which may not otherwise be accessible to planners. When coordinated with planned operations activities such as the implementation of ITS infrastructure, the data collection efforts required for performance measures can be supported with limited additional cost. Policy 6, Twin Cities Mobility, emphasizes effective management and operations, focusing on transit, within the Twin Cities. The advent of geographic information systems (GIS) and global positioning systems (GPS) has provided much more effective and efficient ways of handling data. This tracking tool is particularly useful for Maryland's transportation agencies when they are determining their overall management strategies. The data business plan has been used to evaluate the contribution of data to VDOT's operations, establish a programmatic approach to planning for future investments in data collection, provide an understanding of available data resources across all levels of the maintenance and operations directorate, identify data needs, and define the roles and responsibilities related to data collection. This type of aggressive reporting is an important step to transportation planning accountability, which will likely become a key part of the next surface transportation bill.
The Stewardship section reports on delivery of capital projects funded by the three main State funding programs and the 2009 American Recovery and Reinvestment Act (ARRA). Finally, the notebook emphasizes good graphing technique to ensure that data is correctly, fairly, and clearly displayed to convey performance, whether using charts, tables, or maps.
Analysis tools can also be used to help develop tradeoffs between different kinds of strategies. The New Jersey SLRTP supports continued implementation of NJDOT's ITS Master Plan, which calls for significantly expanding the number of closed-circuit television cameras, electronic message signs on the state's highways, and continually improving the NJ511 free phone and Web service for transportation information. Along the way, some sophisticated approaches and methodologies developed by VDOT NRO are utilized to ensure that a high-quality, robust, and well-ordered ITS program is delivered to its customers. The goals and objectives from the plan are assigned weights by NRO section managers during the Annual Program Planning Workshop.
The SHSP must address engineering, education, enforcement, and emergency services elements of highway safety as key factors in evaluating highway projects.
Once the analysis is complete, ODOT uses this information to make decisions regarding improvements. As projects were developed, TSOP was intended to be considered in the development stage so that projects would ultimately emphasize information sharing among transportation stakeholders to ensure all relevant information was used in generating a solution.
The group meets weekly to discuss recommendations and strategies to how to implement strategies and develops roadmaps for taking projects from the planning stages to gaining dedicated funding and approval. For many types of businesses, especially, Business-to-Business, this means generating leads, but it may mean finding out more about a company or its products, searching to find a product or reading a blog post. For example, marketers can firstly use traditional media to raise awareness and drive more site visitors. Insurance leader for Deloitte LLP, and David Garnitz, principal with Deloitte Consulting LLP.
About 80 planning participants were identified via a nomination survey and face-to-face interviews.
The future of agricultural land is closely linked to the future of water resources (and vice versa), yet many rapidly growing urban areas in the western United States are located in irrigated river valleys.
Lands that were once home to small, medium, and large farms producing a diverse mix of fruits, vegetables, grains, forages, irrigated pasture, and small-scale mixed livestock species have been converted into commercial and residential development. Concerned community members believe that the South Valley's transition from rural to urban endangers the existence of agriculture and agricultural water users' claims on that scarce resource (Wang, 2007).
These residents (often both old and new) want a community where local agriculture continues to exist and thrive and actively seek that alternative future (Wang, 2007). Collectively, participants in a search conference engage in creative task-oriented work that generates high levels of learning, positive communication, and energy (Alvarez and Emery, 2000). People are aware of conditions in the world around them, and invariances are always there (Gibson, 1986).
In addition, there are concerns about climate change with an emphasis on the uncertainty brought about by the inaccuracy of existing climate models. This is perceived to be a problem generated by a political environment that is more pro-development than pro-agriculture.
These behaviors are in direct correspondence to the active maladaptive strategies of social engineering whereby decisions, whether implicitly or explicitly, are to be overcome by powerless water users by adopting technologically biased strategies. Much more can be said about the maladaptive strategies coming from the external environments, and it is beyond the scope of this report to address all of these issues.
Search conferencing provides a setting where community members with disparate perspectives work together outside the boundaries of existing social and political entities, and is very appropriate for communities undergoing rapid transition and socio-political restructuring.
Measuring performance for all modes, with a focus on highway operations, safety, and the condition and performance of other modes, is identified as a strategy, and the separate Goals, Objectives, and Performance Measures Report provides a detailed discussion of the plan's four goals and associated objectives. These performance measures can then be utilized in other documents, including operations plans, the SHSP, and modal plans, as well as regional and corridor planning efforts. Many states are now requiring common police crash reporting forms so that data are consistent from one part of the State to another.
The report outlines current performance measures, their evaluation, and future performance strategies. They contain summary tables, detailed narrative project summaries, and financial information. In addition, NJ Transit is applying ITS to improve safety, including Automatic Train Control (ATC) to monitor speed and apply brakes automatically if necessary. The weights are based on the current strategic focus, each manager's experience, recent technological advances, direction from administrators within the District and Central Office, and other factors. Through the establishment of statewide goals and objectives, the SHSP and SLRTP have a natural synergy. Due to program organization, which guarantees extensive involvement from various bureaus within PennDOT, projects are developed efficiently with input from all stakeholders from the very beginning of the process. You should define these actions as top-level goals of the funnel in analytics.Google Analytics Goals can include "Viewed product", "Added to Basket", "Registered as member" or "Signed up for an enewsletter. More than 50 were invited to participate in the planning workshop, and around 20 invitees participated in the development of the outcomes presented in this report. Advocates of traditional irrigated agricultural communities thus struggle to justify economic, historic, cultural, and lifestyle-based claims on combined land and water resources in the face of growing competition for these resources from non-agricultural users. A few large farms continue to operate in the area, although the majority of farms in the South Valley are small to very small, and while their numbers are large, these farms contribute marginally to the value of total agricultural output and economic activity in the state. These activists also believe that the peri-urban location of the South Valley provides opportunities for the development of a new agricultural economy and new agricultural traditions as well as the strengthening and preservation of old ones; thus, the activists have sought assistance in moving their community forward (Wang, 2007). A search conference helps participants create new joint knowledge by communicating their tacit knowledge to others. Suffice it to say that successful South Valley agriculture and water use strategic goal implementation will depend on the level of active adaptive strategies adopted within the community. The 1985 image has an overall classification accuracy of 87% and the 2009 image has an accuracy of 85%. Policy 7, Greater Minnesota Metropolitan and Regional Mobility, focuses on improving travel outside of metro regions, at the subregional level, through improved coordination between jurisdictions and decisions regarding land use and transportation.
Some states are using new communications technologies to provide crash information within a few days of the crash having occurred. The information in these articles can be used by planners to update priorities and focus investments where performance improvements are needed. The weights are compiled and a rank order for the goals and objectives is established for the upcoming fiscal year. By collaborating on the setting of goals, planning and safety functions are integrated at the highest level within the organization.
Although this type of plan is not required by statute, it can build upon the model of the SHSP as a comprehensive planning effort that ties into the SLRTP.
The majority of large-lot rural residences that continue to use irrigation water do so primarily for lifestyle and landscape purposes, often for the production of pasture or relatively low-valued forage.
12 ITS technologies now provide a wealth of real-time data on travel speeds and volumes 7 days per week, 24 hours per day, allowing greater information on reliability problems and the sources of delay.
Linked goals and objectives allow the setting of strategies and monitoring that reinforce the relationship, and provide a mechanism for integrating safety considerations into long- and short-range transportation planning.
This can be sharing of content via social media or customer reviews (strictly, part of Engage).The specific goals and dashboard need to be defined for each business as explained in our Delivering results from digital marketing guide. Classification data within the ROIs are collected for actual sites, with the area in those sites compared to the output classification image for the entire image. Integrating these and other improvements in data management into planning help in prioritizing investments and more effectively address operations and safety strategies.
The SHSP also can provide a potential opportunity for integrating operations considerations with safety. A It's about engaging the audience through relevant, compelling content and clear navigation pathways so that they don't hit the back button.
The bounce rates on many sites is greater than 50%, so getting the audience to act or participate is a major challenge which is why we have identified it separately.

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