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Papers: Abstracts
Antonio Meola Il PROGRAMMA ELETTORALE: Dalla pianificazione strategica al controllo di gestione.

Il lavoro proposto intende rivolgersi con semplicità ai colleghi che si affacciano per la prima volta al mondo degli enti locali. Lo scopo non è di svolgere un lavoro accademico, né di essere completi ed esaustivi, ma semplicemente di porsi delle domande, di provare a dare delle risposte e dei suggerimenti che si spera possano, almeno in parte, risultare utili. Ogni critica ed ogni osservazione saranno pertanto benvenute.

Seymour J. Mandelbaum In Defense of Armchair Theorizing. University of Pennsylvania, Philadelphia.

Making Sense and Acting Sensibly. I think theoretically about planning processes and practices to make sense of them and to act sensibily. In this essay, I'm concerced with a set of practices that I have figuratively represented as "armchairs" I 've clung (defensively) to that image because of its emotional and intellectual charge, the complementary character of its elements, and the productive contrast with experiments as the primary source of theoretical intelligence.


Benli, Ömer S. (2004) The Current State of Planning: How Plans Get Made: California State University, Long Beach

This paper presents the preliminary findings in an ongoing project that investigates the current state of methods and processes of planning in diverse disciplines, from business to military to architecture. The aim of the project is to identify a unifying theme or an underlining structure in the approaches used in various disciplines; and whether or not there exist universally acceptable patterns of planning.


Faludi, Andreas (2004) Territorial Cohesion: Old (French) Wine in New Bottles? : Urban Studies Vol. 41, No. 7, 1349-1365

If finally accepted, the new concept of territorial cohesion could mean a formal planning role for the European Union. The paper traces the French roots of this concept. As other concepts in European integration, it is subject to multiple interpretations. The initial focus has been on regional economic development as such. At present, territorial cohesion is also held to mean (for example, in the White Paper on European Governance) the co-ordination of policies with an impact on one and the same territory. Originally adhering to a more interventionist approach to spatial planning, the French have learned to factor balanced and sustainable development, concerns of the so-called comprehensive integrated approach, into the equation. Germans, in turn, are seeing sense in the new French focus on 'services of general economic interest'. Experts from both countries agree on the need for a spatial framework for Community policies. Such a framework would look somewhat like the European Spatial Development Perspective, but as part of territorial cohesion policy as a shared responsibility of the Union and its member-states. This would vindicate ideas of the French pioneers of European spatial planning.


Faludi, Andreas (2004) Spatial Planning Traditions in Europe: Their Role in the ESDP Process : International Planning Studies Vol. 9, Nos 2-3, 155-172

Making and apllying the European Spatial Development Perspective (ESDP) is an example of 'Europeanization'. Europeanization is the outcome of the interaction between actors with various motivations. In the case of the ESDP process, these motivations reflect the spatial planning traditions and the institutional set-ups of the relevant actors. As a preliminary, the paper describes the ESDP. It then analyses the motivations, reflecting as they do their spatial planning traditions and institutional set-ups, of four key actors without whom the ESDP would not have been what it is: France, the Netherlands, Germany and the European Commission. The paper ends with a discussion of the prospects of European spatial planning after enlargement.


Faludi, Andreas (2003) Unfinished Business: European Spatial Planning in the 2000s : TPR, 74 (1)

The European Spatial Development Perspective (ESDP) adopted in 1999 is being applied widely. INTERREG brings new actors into its orbit. The European Commission refers to it more frequently than its makers could have expected. However, the process relied on informal meetings of ministers and an equally informal Committee on Spatial Development doing the work. Having been kept at armís length by member states, the Commission has written off the intergovernmental ESDP process. Intergovernmental cooperation is indispensible, nevertheless. What is needed to advance European spatial planning in the 2000s is a package deal, attractive to the member states that have worked so enthusiastically in getting the ESDP. The deal must build on INTERREG, in particular the various spatial visions, and envelop the institutional infrastructure emerging in this context. Last but not least, the Community role needs to be legitimised. Otherwise, spatial planning will not flourish in the European multi-level system of governance.


Lerner, Alexandra (1999) A Strategic Planning Primer for Higher Education. California State University, Northridge.

This article provides an overview of the strategic planning process. It is intended to helpyou understand the concept of strategic planning, the need for strategy in higher education, andthe dynamics of the university-based strategic planning. It includes a brief history of strategicplanning, emerging challenges in higher education, basic models and steps of a strategicplanning process, adapting strategic planning to unique needs of higher education, and a lookinto the strategic planning at the California State University system. A glossary of terms and anannotated bibliography are included.



Ward, George L. (2001) Strategic Planning at the U.S. General Accounting Office : George Washington University

In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAO's Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effort-involving staff at all levels and a wide spectrum of stakeholders. The plan evolved, in part, in response to a senior management directive to clarify GAO's mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAO's capabilities. Comptroller General David Walker referred to the plan as " a blueprint for how [GAO] will support Congress and the American people in the future," and "a vision for strengthening the performance and accountability of the federal government."
With this end in mind, GAO embarked on a planning process that would satisfy criteria of the Government Performance and Results Act. Members and staff of Congress were involved heavily as GAO developed the plan, which started and ended with Congress. Challenges emerged throughout the process, providing learning experiences that are relevant to organizations involved in strategic planning. The intent of this case study is to capture lessons learned, provide insight on GAO's strategic planning experience, and offer recommendations to guide future strategic planning efforts at GAO.


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