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Purpose: This chapter introduces a choice modeling framework that explicitly represents the planning and action stages of the choice process.

Methodology: A discussion of evidence from behavioral research is followed by the development of a discrete choice modeling framework with explicit planning and action submodels. The plan/action choice model is formulated for both static and dynamic contexts; where the latter is based on the Hidden Markov Model. Plans are often unobservable and are treated as latent variables in model estimation using observed actions.

Implications: By modeling the interactions between the planning and action stages, we are able to incorporate richer specifications in choice models with better predictive and policy analysis capabilities. The applications of this research in areas such as driving behavior, route choice, and mode choice demonstrate the advantages of the plan/action model in comparison to a “black box” choice model in terms of improved microsimulations of behaviors that better represent real-life situations. As such, the outcomes of this chapter are relevant to researchers and policy analysts.

Climate and disaster resilience mapping has been discussed in detail in Chapter 3. The Climate Disaster Resilience Index (CDRI) as a comprehensive and well-structured methodology for measuring the resilience of cities is presented, as well as the differences between CDRI and various assessment tools. The resilience of cities, or their agglomerations or subzones, is being measured because cities are seen to be at a suitable level to efficiently initiate action, especially in developing countries where unplanned or haphazard urbanization is a major risk factor. But for climate and disaster resilience mapping to be of value, it should be followed by action planning. Having a vision for the future and charting a course to achieve it is what action planning is about. Studies have consistently shown that vision, planning, and goal setting can positively influence cities’ organizational performance. Action planning can compel future thinking, highlight new opportunities and threats, and refocus a city's mission. Productive action planning focuses on the most critical problems, choices, and opportunities. Action planning requires time and a process. If used effectively, it is a powerful tool for self-management and goal-based achievement. Action planning typically includes deciding who is going to do what and by when and in what order for the city to reach its long-term goals. The design and implementation of the action planning depend on the nature and needs of the city.

Employee surveys are an important tool for communicating messages to employees, measuring cultural and behavioral indicators, and driving organization development and change in the workplace. This chapter expands upon prior research in this area by presenting longitudinal trends in survey action planning efforts over an 11-year period and the impact on employee attitudes at a multinational consumer products company. Results from the Survey Outcome Matrix are analyzed over time, by level, and by content area. Comments from employees are used to explore reasons why action does not occur from surveys in some contexts. The chapter concludes with implications for practice.

Urbanization is increasing the vulnerability in mega cities, where poor community often squat on low-lying areas, hilly areas, and hazards prone areas (IDNDR, 1999). The built infrastructures and systems are subjected to natural hazards: floods, earthquakes, landslides, cyclones etc. Thus, cities are vulnerable to disasters (IDNDR, 1999). Moreover, cities are also facing environmental risks due to increasing urbanization (Bhatt, Gupta, & Sharma, 1999). The vulnerability can be reduced by incorporating risk management into urban planning (Bhatt et al., 1999). The risk management includes risk analysis, prevention, and preparedness. Traditionally, risk management was seen as separate discipline to mainstream urban planning (Bhatt et al., 1999). The traditional urban planning is often good at making plans (city beautiful plans, land use plans, strategic plans, development plans) and regulatory controls (Hamdi & Goethert, 1997). However, they fail to deliver benefit at the ground. Only few benefits reach the poor, who are often considered as the most vulnerable in the cities. The urban planning can be improved with an alternative: action planning, which is “problem driven, community based, participatory, small in scale, fast, and incremental, with result that is tangible, immediate, and sustainable” (Hamdi & Goethert, 1997). The action planning is often considered relevant in scaling up its outcome from local level to sectoral and national level. This chapter focuses on linking action planning and community-based adaptation. The community can be defined as “a group of people that are directly linked to each other through a common identity, activity or interest” (Jones & Rehman, 2007). The adaptation here is used in context of climate change, which is already happening, and impacts are growing (IPCC, 2001). The community-based adaptation is process oriented and “based on communities’ priorities, needs, knowledge, and capacities, which should empower people to plan for and cope with the impact of climate change” (Reid et al., 2009). This chapter first briefly discusses the action planning process and its challenges. Further, the chapter discusses the action planning in detail. Later the chapter focuses on framework and tools for community-based adaptation. It also discusses few case studies and challenges and issues. Finally, the chapter tries to build a link between action planning and community-based adaptation.

The main aim of this study is to ascertain the progress in implementing the actions contained within the BME Housing Action Plan for Wales, by the Welsh Assembly Government (WAG) and social landlords in Wales.

The research was carried out between December 2004 and May 2005. This paper discusses some of the main findings from the systematic review of BME housing strategies and action plans covering 22 local authorities and 32 housing associations in Wales.

It was clear from all aspects of the research that the WAG's BME Housing Action Plan for Wales is having a positive impact on the profile and awareness of BME housing issues in Wales. However, the degree and extent of progress varied throughout Wales.

BME housing issues have a high profile in the social housing sector in Wales. It is important that this positive profile is maintained and does not lose momentum due to increasing and competing priorities.

Currently, the lack of incentives for compliance (and penalties for non‐compliance) presents a potential disincentive to the long‐term sustainability of the present enthusiasm and momentum on BME housing issues in Wales.

This research is the first to evaluate the progress made by social landlords in implementing the WAG's BME Housing Action Plan for Wales.

All industry has been facing tremendous pressure since the beginning of 2020 owing to COVID-19 crisis, including real estate construction. The research is a case study investigating challenges and action plans faced by stakeholders (developers/consultants/contractors) in real estate construction in some major cities in Indonesia. This study aims to identify and prioritize on action plans related to real estate construction stakeholders.

The study gathered challenges and action plans by distributing open questionnaire to expert to get insights in their own verbatim. Data reduction was then performed to get high-level challenges and high-level action plans. High-level action plans were then analyzed using proposed Eisenhower-simultaneous importance performance analysis (SIPA) matrix which help prioritize high-level action plans. Correlation matrix was also constructed to gain insight on relation between action plans to challenges and to three main LEAN elements (Muda, Mura and Muri). Alternative ranking method using “sum-product to 3M” approach was also performed to give complementary insights.

Ten action plans fall under category “Act now and become COVID-19 champion company.” One falls under category “prepare and invest now to gain competitive advantage,” one falls under category “external collaboration now to survive,” one falls under category “external collaboration for potential efficiency,” whereas the remaining six action plans fall under category “let-it-go” or “do-nothing.”

The study gathered only 48 and 64 respondents in its first and second questionnaires. Despite small number, the respondents are experts in their own field, and their valuable insights and responses off-set the limited number of participants. The study gives insightful action plans that can be taken by stakeholders in real-estate construction in Indonesia’s major cities analyzed by proposed Eisenhower-SIPA matrix.

The novelty of the research lies in the insights from industry experts in dealing with current COVID-19 pandemic in real-estate construction in Indonesia. Added value is also given through the use of Eisenhower-SIPA matrix.

The purpose of this paper is to investigate whether the analytic hierarchy process (AHP) methodology can help in the decision-making process of choosing action plans linked to manufacturing strategy. The research also analyses the path which some managers followed for defining and selecting the action plans as well as the organisational obstacles and pitfalls the managers encountered.

The authors conducted an exploratory case study in a medium-sized Italian manufacturing company. The authors collected, coded and discussed data from the AHP implementation. Furthermore, during the observation of how the managers dealt with the decision-making path, the authors collected, coded and discussed the qualitative data.

Results showed that AHP made the decision-making process of choosing between alternative plans more objective. However, the authors observed obstacles and pitfalls mainly linked to organisational aspects such as creating team and staff’s awareness, involvement and commitment as well as staff’s skills. Other interesting findings are linked to the creation of managers’ consensus and the top manager’s managerial style and how the latter could affect the AHP consistency ratio.

This research is based on a case study. The findings need to be tested by other scholars and practitioners in different organisations. Moreover, issues such as management consensus and negotiation in manufacturing organisations and managerial style need further research.

AHP methodology can help practitioners who are dealing with the deployment of strategic manufacturing objectives and who are trying to employ methods for choosing the right action plan. Besides, practitioners are aware of specific organisational obstacles and pitfalls encountered on the strategic deployment path.

This paper proposes for the first time the use of the AHP methodology for choosing between action plans derived from strategic manufacturing objectives.

Historic districts are faced with inadequate features protection and landscape destruction in the process of accelerating urban construction, urban design focuses on how places function in addition to how they look, this theory is suitable for the protection of historical districts. At the present stage, the traditional urban design of historical districts has a series of problems, such as uncomprehensive research about characteristics, incomplete workflow and the lack of transformation route from design scheme to implementation, the main reason is that there is a mismatch between the setting goal and planning implementation. Urban design based on “Action planning” has the characteristics of comprehensive research contents, specific implementation plans and complete workflow, it arranges the workflow with four stages, including design preparation, design planning, design implementation and design evaluation, which is a new exploration and attempt to turn traditional blueprint-oriented into action-oriented. Urban design of North Shuncheng Lane Historic Districts in Xi'an city used action planning as a concept and established an framework including “identify development status and problems—construct action target and strategy—determine action projects and specific plans—improve and evaluate the results”, to implement design ideas into practice and to guide the protection of historic districts. Above all, action-oriented planning is considered the key to the development of historic districts.

Mental health training programs exist to assist the public with aiding people experiencing mental distress. This study aims to examine the five steps of the Mental Health First Aid (MHFA) ALGEE action plan to assess which steps were used most frequently and how personal characteristics were associated with utilization.

Individuals completing MHFA either at public schools with students ranging in age from 5 to 18 or at a university in the Northern central area of the USA were invited to participate. Prior to MHFA, participants completed an initial questionnaire, which included demographic questions and questions assessing the use of the MHFA ALGEE action plan, which is a plan to provide help to someone experiencing mental distress. Follow-up questionnaires were completed every quarter to assess the ALGEE action plan utilization at three-, six- and nine-months after completion of MHFA. A comparison group of individuals, not completing MHFA, was also included.

After completing MHFA, individuals demonstrated an increase in using the ALGEE action plan at three- and six-months, but by nine-months there was a reduction in utilization. In general, age, gender and race did not usually influence the usage of the ALGEE action plan.

Although other studies have measured the efficacy of MHFA, those studies have focused on participant predicted behaviors. The present study measured self-reported behavior and compared the behaviors to a comparison group over time.