The information technology strategy must fit into the business strategy and be reevaluated constantly to ensure the company is meeting its strategic goals.
The report focuses on the role of the independent monitoring mechanism in Article 33, which will oversee the implementation process. The report provides a variety of suggestions and examples of good practice, which will be useful as Ireland prepares to ratify the CRPD. The monitoring mechanism in the CRPD is a unique innovation among human rights treaties, which makes its correct implementation both a challenge and extremely worthwhile. The full report can be downloaded as a and in a . More information on the launch can be found on the .
In areas such as environmental control, the administration has been fast in setting up institutions triggered by political pressure. An initiative of this nature has the disadvantage of minimal commitment since it is a ‘’ mechanism. Another critic leveled against the political administration is the “command and control” mechanism where the government sets up the standards for environmental compliance and the stakeholders are commanded to obey. This implies high costs in enforcement that is restricted by a constrained budget. However, the administration can be justified by the bulk of other agendas demanding attention such as foreign policy, economical issues and defense (Brainard, 2006). Ultimately, the delicate balance between national agendas is not properly managed giving rise to stalled policy implementation procedures.
On the other hand, the administration is not liable but the devolvement of responsibility and governance in UK. For instance, the local authorities are primarily accountable for environmental protection but the larger portion of the population is focused on the national politics, leaving little accountability at the local level (Ball, 2006). This contributes to ineffective implementation of the formulated policies. Institutional factors have been critical in stalling policy implementation and increasing critique to policies unfriendly to capitalistic expansion. For instance, the New Environmental Policy Instruments (NEPIs) which emerged in the last decade aimed at reducing the costs of monitoring and enforcement while at the same time increasing the environmental effectiveness. The implementation of the instruments has been hindered by the objections stemming from the decrease in innovation as resources are siphoned from research towards compliance of simpler solutions (Adams & Robinson, 2002). Consequently, in as much as the government formulates policies addressing pressing needs, their implementation can be hindered by minimal cooperation from other stakeholders or the politicization of implementation.
The inability of the administration to steer independently, policy implementation in critical areas has translated to creation of numerous quasi-government autonomous bodies to deal with the issues such as environmental degradation. Even though the administration has done its part, it can be argued that the quasi-government bodies are slow to speak on issues of environmental degradation – for instance, the NCC and the Countryside Commissions. These groups reacted reluctantly to the destruction of the sites of natural interest through farming and forestry activities. The problem was attributed to the appointed leaders who were career civil servants drawn from forestry industries (Fox & Bayat, 2006). The argument revolves around the administrations role in empowering the quasi government organization both economically and legally.
W2 Consulting undertook the economic evaluation of the LRFIP, having previously being authors of the original economic development strategy for the plan in 2013. A large turnout was present to hear about the progress made on the past number of years across the Regeneration communities. The review represents an interim examination of progress made in the past number of years and contained a series of recommendations to progress all three development pillars and maintain the momentum across all areas of Regeneration under Limerick City and County Council.
The report assesses the implementation of EU regulations governing the use of the European Structural and Investment Funds in support of the transition from institutional care to community based living of children, people with disabilities and older persons. The report includes examples from Bulgaria, Czech Republic, Estonia, Greece, Hungary, Lithuania, Romania, Poland and the Slovak Republic that demonstrate how these Member States have used the funds, their future plans and challenges in the process. The report also contains concrete recommendations to improve the EU Regulations and optimise the potential of this funding into the future. The Co-Chairs of the initiative, Professor Gerard Quinn Director of NUI Galway’s Centre for Disability Law & Policy and Georgette Mulheir, CEO of Lumos, will present findings and recommendations of the report followed by a roundtable discussion with high level speakers from the European Commission, European Parliament, EU Fundamental Rights Agency and civil society organisations representing groups across the lifecourse.
The Minister for Housing, Planning and Local Government, Simon Coveney TD launched the Evaluation Report on the Limerick Regeneration Framework Implementation Plan (LRFIP) at the Hospitality Training and Education Centre in Roxboro on Friday 9th December. The plan was originally developed under the themes of economic, social and physical development as the strategic framework to guide the regeneration of four key communities across Limerick.
The question of impeded implementation of policies can be ascribed inductively to both the political and institutional factors. In the case of environmental policies implementation, it is evident that creation of a quasi-government organization to address regulation issues necessitates the supplementary financial and economic empowering of the organization. The institutional factors of policy implementation in addition warrant greater monitoring, where they should be shielded from politicization by the administration. Eventually the administration’s failure to depoliticize policy formulation and implementation is the primary cause of slow and impeded policy implementation.
This can be illustrated further by the NHS where the institution is facing financial pressure due to increasing demands relative to its 5.5% annual increase in provisionary budget, even though the balance sheet liabilities are meant to increase given the adoption of the IFRS accounting system in Britain that started in 2009. In addition, the implementation of policies in the NHS suffers a set back from the critical social component especially through the media. The media is liable to polarizing the public regarding the performance of the NHS even when public survey’s indicate high levels of satisfaction from the public (Wurzel, 2006). Thus implementation of polices can be deterred from the political purview or from the institutional part of it.
Weeks 3, 4 and 5 Individual Assignments are integrated to generate a Strategic Management Plan. This is part three of the three part Strategic Management Plan addressing strategy implementation, evaluation and control. The purpose of the Week 5 individual assignment is to allow the student to discuss and explain how the strategies discussed in prior weeks are converted into implementation activities both domestically and internationally, in alignment with legal, social and ethical considerations. Furthermore, the student has an opportunity to explain and discuss how the strategic plan and implementation activities will be monitored.
Weeks 3, 4, and 5 Individual Assignments are integrated to generate a Strategic Management Plan. This is Part 3 of the three part Strategic Management Plan.
Write a 1,050-word report on the company you selected in Week 3, following up on the Individual Assignment of Week 3 (Environmental Scanning), and address the following:
Discuss International Strategy.
Discuss Strategic Implementation.
Explain the influence of Governance and Ethics.
Discuss the Company Social Value.
Discuss Innovation and Diversification.
Discuss Legal limitations.
Evaluation and Control
Explain Strategic Metrics.
Discuss Key Financial Ratios.
Cite at least 3 scholarly references.
Format your paper consistent with APA guidelines.