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SWOT - ANALYSIS

SWOT - ANALYSIS. S TRENGTHS W EAKNESSES O PPORTUNITIES T HREATS. INTERNAL FACTORS EXTERNAL FACTORS. SWOT-ANALYSIS. EXTERNAL ANALYSIS. OPPORTU-NITIES. THREATS. STRENGTHS. WEAKNESSES. INTERNAL ANALYSIS. SWOT - ANALYSIS. EXTERNAL - TASK ENVIRONMENT - SOCIETAL ENVIRONMENT

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SWOT - ANALYSIS

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  1. SWOT - ANALYSIS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS INTERNAL FACTORS EXTERNAL FACTORS

  2. SWOT-ANALYSIS EXTERNAL ANALYSIS OPPORTU-NITIES THREATS STRENGTHS WEAKNESSES INTERNAL ANALYSIS

  3. SWOT - ANALYSIS • EXTERNAL - TASK ENVIRONMENT - SOCIETAL ENVIRONMENT • INTERNAL - STRUCTURE - CULTURE - RESOURCES

  4. SWOT - ANALYSIS • THE GOAL • Contribute to the direction of the organisation in a way which: • MAINTAINS STRENGTHS • ELIMINATES WEAKNESSES • EXPLOITSOPPORTUNITIES • ANTICIPATES THREATS

  5. STRATEGIC DECISIONS FOLLOWING SWOT – ANALYSIS 1. What to do ..………………… the same 2. What to do ………………………. more 3. What to do ………………………… less 4. What to do ………………… differently 5. What to ………………………….. drop

  6. KEY REPONSIBILITIES 1. Permitting and permitting renewal 2. Compliance promotion 3. Inspections 4. Enforcement - court assistance 5. Advising - site appraisals 6. Complaints handling 7. Technical guidelines 8. Monitoring 9. ……………….. 10. ……………….

  7. The estimated strategic importance of environmental priorities strategic importance HIGH AVERAGE LOW GOOD AVERAGE POOR Estimated capability to handle the listed subjects

  8. The estimated strategic importance of environmental priorities strategic importance HIGH AVERAGE LOW GOOD AVERAGE POOR Estimated capacity to handle the listed subjects

  9. The estimated strategic importance of environmental priorities strategic importance HIGH AVERAGE LOW GOOD AVERAGE POOR Estimated internal strength to cope with executive duties

  10. strategic importance DO THE SAME DO LESS DO DIFFERENTLY DO MORE DROP ‘OUTPUT’

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