Nurse manager succession planning: a concept analysis.

PubMed

Titzer, Jennifer L; Shirey, Maria R

2013-01-01

The current nursing leadership pipeline is inadequate and demands strategic succession planning methods. This article provides concept clarification regarding nurse manager succession planning. Attributes common to succession planning include organizational commitment and resource allocation, proactive and visionary leadership approach, and a mentoring and coaching environment. Strategic planning, current and future leadership analysis, high-potential identification, and leadership development are succession planning antecedents. Consequences of succession planning are improved leadership and organizational culture continuity, and increased leadership bench strength. Health care has failed to strategically plan for future leadership. Developing a strong nursing leadership pipeline requires deliberate and strategic succession planning. © 2013 Wiley Periodicals, Inc.

A Vision for the Future: Site-Based Strategic Planning.

ERIC Educational Resources Information Center

Herman, Jerry J.

1989-01-01

Presents a model to help principals with strategic planning. Success hinges on involving stakeholders, scanning for relevant data, identifying critical success factors, developing vision and mission statements, analyzing the site manager's supports and constraints, creating strategic goals and objectives, developing action plans, allocating…

How To Build a Strategic Plan: A Step-by-Step Guide for School Managers.

ERIC Educational Resources Information Center

Clay, Katherine; And Others

Strategic planning techniques for administrators, with a focus on process managers, are presented in this guidebook. The three major tasks of the strategic planning process include the assessment of the current organizational situation, goal setting, and the development of strategies to accomplish this. Strategic planning differs from long-range…

13 CFR 313.6 - Strategic Plans.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation and...

13 CFR 313.6 - Strategic Plans.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 13 Business Credit and Assistance 1 2011-01-01 2011-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation and...

District of Columbia Early Care and Education Strategic Plan.

ERIC Educational Resources Information Center

District of Columbia Univ., Washington, DC. Center for Applied Research and Urban Policy.

This report details the early care and education strategic plan for the District of Columbia. Following an executive summary, the report provides the rationale for developing an early care and education strategic plan and describes the process used to develop the plan. The top 10 early care and education issues in the district are then delineated…

Strategic Planning for Policy Development--An Evolving Model.

ERIC Educational Resources Information Center

Verstegen, Deborah A.; Wagoner, Jennings L., Jr.

1989-01-01

Strategic planning, a necessary alternative to logical incrementalism in turbulent environments, will let educators move from a reactive to a proactive posture. This article briefly reviews strategic planning literature, focuses on environmental scanning, and describes an evolving model developed for the chief state school officers of a four-state…

Strategic Planning and Information Systems.

ERIC Educational Resources Information Center

Shuman, Jack N.

1982-01-01

Discusses the functions of business planning systems and analyzes the underlying assumptions of the information systems that support strategic planning efforts within organizations. Development of a system framework, obstacles to the successful creation of strategic planning information systems, and resource allocation in organizations are…

The requirements and feasibility of business planning in the office of space and terrestrial applications

NASA Technical Reports Server (NTRS)

Greenberg, J. S.; Miller, B. P.

1979-01-01

The feasibility of applying strategic business planning techniques which are developed and used in the private sector to the planning of certain projects within the NASA Office of Space and Terrestrial Applications was assessed. The methods of strategic business planning that are currently in use in the private sector are examined. The typical contents of a private sector strategic business plan and the techniques commonly used to develop the contents of the plan are described, along with modifications needed to apply these concepts to public sector projects. The current long-range planning process in the Office of Space and Terrestrial Applications is reviewed and program initiatives that might be candidates for the use of strategic business planning techniques are identified. In order to more fully illustrate the information requirements of a strategic business plan for a NASA program, a sample business plan is prepared for a hypothetical Operational Earth Resources Satellite program.

24 CFR 91.415 - Strategic plan.

Code of Federal Regulations, 2011 CFR

2011-04-01

... 24 Housing and Urban Development 1 2011-04-01 2011-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... addressing underserved needs. (Approved by the Office of Management and Budget under control number 2506-0117) ...

24 CFR 91.415 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-04-01

... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Strategic plan. 91.415 Section 91... Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan... addressing underserved needs. (Approved by the Office of Management and Budget under control number 2506-0117) ...

Creating an Effective Strategic Plan for the School District

ERIC Educational Resources Information Center

Lane, Randy J.; Bishop, Harold L.; Wilson-Jones, Linda

2005-01-01

The purpose of this study was to examine the process of developing a strategic plan for school districts through communication and involvement of all stakeholders. This process takes into consideration the diverse concerns and principles; supports scholarly and coherent decision making; and employs the development of a strategic plan through both…

National Research Council Dialogue to Assess Progress on NASA's Title of CRM Capability Roadmap Development: General Background and Introduction

NASA Technical Reports Server (NTRS)

Crooke, Julie A.

2005-01-01

Contents include the following: General Background and Introduction of Capability Roadmaps "Title." Agency Objective. Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule. Capability Roadmaps and Schedule. Purpose of NRC Review. Capability Roadmap Development (Progress to Date).

National Research Council Dialogue to Assess Progress on NASA's Human Health & Support Systems Capability Roadmap Development: General Background and Introduction

NASA Technical Reports Server (NTRS)

Aikins, Jan

2005-01-01

Contents include the following: General Background and Introduction of Capability Roadmaps. Agency Objective. Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule. Capability Roadmaps and Schedule. Purpose of NRC Review. Capability Roadmap Development (Progress to Date).

Improvements to Strategic Planning and Implementation through Enhanced Correlation with Decision-Making Frameworks

ERIC Educational Resources Information Center

McCready, John W.

2010-01-01

The purpose of this study was to examine use of decision-making tools and feedback in strategic planning in order to develop a rigorous process that would promote the efficiency of strategic planning for acquisitions in the United States Coast Guard (USCG). Strategic planning is critical to agencies such as the USCG in order to be effective…

NASA ATP Force Measurement Technology Capability Strategic Plan

NASA Technical Reports Server (NTRS)

Rhew, Ray D.

2008-01-01

The Aeronautics Test Program (ATP) within the National Aeronautics and Space Administration (NASA) Aeronautics Research Mission Directorate (ARMD) initiated a strategic planning effort to re-vitalize the force measurement capability within NASA. The team responsible for developing the plan included members from three NASA Centers (Langley, Ames and Glenn) as well as members from the Air Force s Arnold Engineering and Development Center (AEDC). After visiting and discussing force measurement needs and current capabilities at each participating facility as well as selected force measurement companies, a strategic plan was developed to guide future NASA investments. This paper will provide the details of the strategic plan and include asset management, organization and technology research and development investment priorities as well as efforts to date.

High Energy Power and Propulsion Capability Roadmap: General Background and Introduction

NASA Technical Reports Server (NTRS)

Bankston, Perry

2005-01-01

Agency objective are: Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule Capability Roadmaps and Schedule. Purpose of NRC Review. Capability Roadmap Development (Progress to Date).

To Plan or Not to Plan, That Is the Question

ERIC Educational Resources Information Center

Dolph, David A.

2016-01-01

Strategic planning is a process utilized by numerous organizations, including K-12 school boards, intent on improvement and reform. A thoughtful strategic planning process can help develop a board's desired future driven by goals and strategies aimed at progress. However, improvement processes such as strategic planning are challenging. In fact,…

National Research Council Dialogue to Assess Progress on NASA's Advanced Modeling, Simulation and Analysis Capability and Systems Engineering Capability Roadmap Development

NASA Technical Reports Server (NTRS)

Aikins, Jan

2005-01-01

Contents include the following: General Background and Introduction of Capability Roadmaps. Agency Objective. Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule. Capability Roadmaps and Schedule. Purpose of NRC Review. Capability Roadmap Development (Progress to Date).

Developing a strategic human resources plan for the Urban Angel.

PubMed

Owen, Susan M

2011-01-01

In healthcare a significant portion of the budget is related to human resources. However, many healthcare organizations have yet to develop and implement a focused organizational strategy that ensures all human resources are managed in a way that best supports the successful achievement of corporate strategies. St. Michael's Hospital, in Toronto, Ontario, recognized the benefits of a strategic human resources management plan. During an eight-month planning process, St. Michael's Hospital undertook the planning for and development of a strategic human resources management plan. Key learnings are outlined in this paper.

Hospital development plans: a new tool to break ground for strategic thinking in Tanzanian hospitals.

PubMed

Flessa, Steffen

2005-12-01

Tanzanian hospitals suffer from underfunding and poor management. In particular, planning and strategic thinking need improvement. Cultural values such as subordination, risk aversion, and high time preference, together with a long history of socialist government, result in lack of responsibility, accountability, and planning. This has been addressed by the health sector reform with its focus on decentralization, strengthened by the introduction of basket funding facilitated by the Comprehensive Council Health Plans. As a consequence of this the next logical step is to improve the authority of regional and district hospitals in the use of their resources by introducing hospital development plans. These strategic plans were introduced as tools of strategic planning in 2001 by the Kreditanstalt für Wiederaufbau in close collaboration with the Tanzanian Ministry of Health, binding the release of rehabilitation funds to presentation of a strategic hospital plan. This study examines the rationale and content of hospital development plans. Initial experiences are discussed. The quality of presented plans has steadily improved, but there is a tendency for hospitals with a close connection to development partners to present well prepared reports while other hospitals have severe problems fulfilling the requirements. For many hospitals it is in fact the first time that they have had to define their functions and future role, thus breaking ground for strategic thinking.

Hospital strategic preparedness planning: the new imperative.

PubMed

Ginter, Peter M; Duncan, W Jack; Abdolrasulnia, Maziar

2007-01-01

Strategic preparedness planning is an important new imperative for many hospitals. Strategic preparedness planning goes beyond traditional product/market strategic planning by focusing on disaster prevention, containment, and response roles. Hospitals, because of their unique mission, size, complexity, the types of materials they handle, and the types of patients they encounter, are especially vulnerable to natural and human-initiated disasters. In addition, when disasters occur, hospitals must develop well-conceived first responder (receiver) strategies. This paper argues the case for strategic preparedness planning for hospitals and proposes a process for this relatively new and much needed type of planning.

A Collaborative, Ongoing University Strategic Planning Framework: Process, Landmines, and Lessons

ERIC Educational Resources Information Center

Hill, Susan E. Kogler; Thomas, Edward G.; Keller, Lawrence F.

2009-01-01

This article examines the strategic planning process at Cleveland State University, a large metropolitan state university in Ohio. A faculty-administrative team used a communicative planning approach to develop a collaborative, ongoing, bottom-up, transparent strategic planning process. This team then spearheaded the process through plan…

A Call for Strategic Planning: The Two-Year College Imperative.

ERIC Educational Resources Information Center

Masoner, David J.; Essex, Nathan, L.

1987-01-01

Addresses the imperative for strategic and tactical planning to support the viability of the two-year college. Describes a process for approaching strategic planning, comprising the following steps: self-identification, self-analysis, analysis of service area, informed decision making, and the development of a marketing plan. (CBC)

24 CFR 598.305 - Designation factors.

Code of Federal Regulations, 2011 CFR

2011-04-01

...) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF HOUSING AND URBAN... Secretary will consider: (a) Quality of strategic plan. The quality of the strategic plan (see § 598.215(b... strategic plan (see § 598.215(b)); and (c) Other factors. Other factors established by HUD, as specified in...

Action Research to Support the Sustainability of Strategic Planning

ERIC Educational Resources Information Center

Antheil, Jane H.; Spinelli, Stephen, Jr.

2011-01-01

This article suggests that developing a strategic plan, even through a highly participative and data-driven process, is not sufficient to sustain change if implementation of the plan is not monitored as an organizational change event. To the degree that a strategic plan is institutionally transformative, monitoring change during implementation…

Integrated Technology Plan for the Civil Space Program, 1991

NASA Technical Reports Server (NTRS)

1991-01-01

The purpose of the Integrated Technology Plan (ITP) is to serve as a strategic plan for the OAST space research and technology (R&T) program, and as a strategic planning framework for other NASA and national participants in advocating and conducting technology developments that support future U.S. civil space missions. The ITP begins with a discussion of the national policy and NASA organization which establishes the overall framework for civil space R&T planning. The second chapter provides a top-level review of the potential users of civil space R&T, their strategic mission plans, and the technologies they have identified as needed to achieve those plans. The overall methodology used to develop a civil space technology strategy is discussed. The technical details of the 1991 strategic plan are described, ending with a review of civil space R&T priorities. The fourth chapter describes how the strategic plan is annually translated into the OAST Space R&T Program, with a summary of the fiscal year 1992 program. The ITP concludes with a discussion of requirements for technology development coordination and strategies for facilitating the transfer of civil space technology to the private sector. Several appendices also are attached that provide further information regarding budget implications of the strategic plan, organizational roles, and other topics.

Building a vision for the future: strategic planning in a shared governance nursing organization.

PubMed

Baker, C; Beglinger, J E; Bowles, K; Brandt, C; Brennan, K M; Engelbaugh, S; Hallock, T; LaHam, M

2000-06-01

Today's health care delivery environment is marked by extreme turbulence and ever-increasing complexity. Now, more than ever, an organization's strategic plan must do more than outline a business plan. Rather, the strategic plan is a fundamental tool for building and sustaining an organizational vision for the future. The strong, dynamic strategic plan (1) represents a long-range vision for improving organizational performance, (2) provides a model for planning and implementing structures and processes for the management of outcomes, (3) reflects and shapes the organizational culture and customer focus, (4) provides decision support for difficult operational choices made day to day, and (5) integrates and aligns the work of the organization. This article describes the development, implementation, and evaluation of a methodology for strategic planning within a shared governance nursing organization. Built upon the strategic plan of the hospital, the process undertaken by the nursing organization reflects the following commitments: (1) to develop a strategic plan that is meaningful and part of daily work life at all levels of the nursing organization, (2) to make the plan practical and realistic through incremental building, (3) to locate and articulate accountability for each step, and (4) to build in a process for checking progress toward goal achievement and readjusting the plan as necessary.

24 CFR 91.215 - Strategic plan.

Code of Federal Regulations, 2013 CFR

2013-04-01

... 24 Housing and Urban Development 1 2013-04-01 2013-04-01 false Strategic plan. 91.215 Section 91.215 Housing and Urban Development Office of the Secretary, Department of Housing and Urban Development CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS Local Governments; Contents of...

24 CFR 91.215 - Strategic plan.

Code of Federal Regulations, 2012 CFR

2012-04-01

... 24 Housing and Urban Development 1 2012-04-01 2012-04-01 false Strategic plan. 91.215 Section 91.215 Housing and Urban Development Office of the Secretary, Department of Housing and Urban Development CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS Local Governments; Contents of...

24 CFR 91.215 - Strategic plan.

Code of Federal Regulations, 2014 CFR

2014-04-01

... 24 Housing and Urban Development 1 2014-04-01 2014-04-01 false Strategic plan. 91.215 Section 91.215 Housing and Urban Development Office of the Secretary, Department of Housing and Urban Development CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS Local Governments; Contents of...

MnDOT Library strategic plan : final report.

DOT National Transportation Integrated Search

2017-06-01

MnDOTs Senior Leadership asked MnDOT Library to develop a Strategic Plan that identifies and reviews the challenges facing the Library over the next five years to better address the evolving needs of the department and users. The strategic plan is...

Advanced Telescopes and Observatories and Scientific Instruments and Sensors Capability Roadmaps: General Background and Introduction

NASA Technical Reports Server (NTRS)

Coulter, Dan; Bankston, Perry

2005-01-01

Agency objective are: Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule. Capability Roadmaps and Schedule. Purpose of NRC Review. Capability Roadmap Development (Progress to Date).

How Strategic Planning Keeps You Sane when Delivering Distance Programs

ERIC Educational Resources Information Center

MacNeil, Dixie; Luzius, Kim; Dunkin, Sonya

2010-01-01

This paper details the advantages of creating a strategic plan in the development and delivery of distance programs at the authors' own institution. The steps involved in the planning process and the three key elements of a successful strategic plan are addressed. The key elements include a program plan explaining the roles/responsibilities of…

Robinson Rancheria Strategic Energy Plan; Middletown Rancheria Strategic Energy Plan, Scotts Valley Rancheria Strategic Energy Plan, Elem Indian Colony Strategic Energy Plan, Upperlake Rancheria Strategic Energy Plan, Big Valley Rancheria Strategic Energy Plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

McGinnis and Associates LLC

2008-08-01

The Scotts Valley Band of Pomo Indians is located in Lake County in Northern California. Similar to the other five federally recognized Indian Tribes in Lake County participating in this project, Scotts Valley Band of Pomo Indians members are challenged by generally increasing energy costs and undeveloped local energy resources. Currently, Tribal decision makers lack sufficient information to make informed decisions about potential renewable energy resources. To meet this challenge efficiently, the Tribes have committed to the Lake County Tribal Energy Program, a multi Tribal program to be based at the Robinson Rancheria and including The Elem Indian Colony, Bigmore » Valley Rancheria, Middletown Rancheria, Habematolel Pomo of Upper Lake and the Scotts Valley Pomo Tribe. The mission of this program is to promote Tribal energy efficiency and create employment opportunities and economic opportunities on Tribal Lands through energy resource and energy efficiency development. This program will establish a comprehensive energy strategic plan for the Tribes based on Tribal specific plans that capture economic and environmental benefits while continuing to respect Tribal cultural practices and traditions. The goal is to understand current and future energy consumption and develop both regional and Tribe specific strategic energy plans, including action plans, to clearly identify the energy options for each Tribe.« less

The role of CQI in the strategic planning process.

PubMed

Sahney, V K; Warden, G L

1993-01-01

This article describes the strategic planning process used to define the health care needs of a region and to prepare Henry Ford Health System (HFHS) to meet the needs of the 21st century. It presents key applications of continuous quality improvement in the development and implementation of the strategic plans for HFHS; explains how HFHS adapted the Deming/Shewhart cycle of continuous improvement for the purpose of improving its planning process; and delineates how the strategic planning, financial planning, and quality planning processes have been integrated.

Developing a Vision: Strategic Planning and the Library Media Specialist. Greenwood Professional Guides in School Librarianship.

ERIC Educational Resources Information Center

Crowley, John D.

Although the role of the school library media specialist is frequently undervalued, the media specialist can become a leader in restructuring a school through strategic planning methods. The book shows library media specialists how to help direct the planning team that is developing the vision of the school's future. The overall strategic planning…

National Research Council Dialogue to Assess Progesss on NASA's Human Exploration Systems and Mobility Capability Roadmap Development: General Background and Introduction

NASA Technical Reports Server (NTRS)

Inman, Thomas

2005-01-01

General Background and Introduction of Capability Roadmaps: Agency Objective. Strategic Planning Transformation. Advanced Planning Organizational Roles. Public Involvement in Strategic Planning. Strategic Roadmaps and Schedule. Capability Roadmaps and Schedule. Technology and Capability Readiness Levels. Relationships Between Roadmaps. Purpose of NRC Review. Capability Roadmap Development (Team Progress to Date).

Aligning business and information technology domains: strategic planning in hospitals.

PubMed

Henderson, J C; Thomas, J B

1992-01-01

This article develops a framework for strategic information technology (IT) management in hospitals, termed the Strategic Alignment Model. This model is defined in terms of four domains--business strategy, IT strategy, organizational infrastructure, and IT infrastructure--each with its constituent components. The concept of strategic alignment is developed using two fundamental dimensions--strategic fit and integration. Different perspectives that hospitals use for aligning the various domains are discussed, and a prescriptive model of strategic IT planning is proposed.

Connecting the Dots--From Planning to Implementation: Translating Commitments into Action in a Strategic Planning Process

ERIC Educational Resources Information Center

Mieso, Rob Roba

2010-01-01

This study examines the implementation of the Commitments to Action (CTAs) that were developed for the Outreach Institutional Initiative (OII) as part of the 2006 strategic planning process at De Anza College. Although the strategic planning process identified four Institutional Initiatives (IIs) [Outreach, Individualized Attention to Student…

Strategic Planning in Higher Education: A Guide for Leaders. Second Edition [with CD-ROM

ERIC Educational Resources Information Center

Tromp, Sherrie A.; Ruben, Brent D.

2010-01-01

"Strategic Planning in Higher Education" unveils a comprehensive approach to planning that has proved successful at Rutgers University. The SPHE framework, developed by authors Tromp and Ruben, provides a blueprint for planning--a step-by-step approach that guides leaders on strategic thinking; helps them align organizational goals with…

Strategic Human Resource Planning in Academia

ERIC Educational Resources Information Center

Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan

2009-01-01

A strategic plan guides a college in successfully meeting its mission. Based on the strategic plan, a college can develop a human resource plan that will allow it to make management decisions in the present to support the future direction of the college. The overall purpose of human resource management is to: (1) ensure the organization has…

Advanced rural transportation systems (ARTS) : strategic plan

DOT National Transportation Integrated Search

1997-08-01

This Strategic Plan has been developed for the Advanced Rural Transportation Systems (ARTS) portion of the ITS Program. The plan focuses on the Federal Government's role in developing rural ITS options and prudently managing emerging ITS technologies...

Development of an Updated Strategic Marketing Plan for Fox Valley Technical College.

ERIC Educational Resources Information Center

May, Susan A.

This project was conducted to develop a comprehensive strategic marketing plan for Fox Valley Technical College (FVTC). Components included a review of the literature, establishing criteria for the plan, validation of the criteria, the actual development of the plan involving a formative committee, and the review of institutional marketing plans…

A faculty created strategic plan for excellence in nursing education.

PubMed

Evans, Connie Joan; Francis Shackell, Eileen; Jean Kerr-Wilson, Selma; Joan Doyle, Glynda; McCutcheon, Jodie Anita; Budz, Bernice

2014-02-08

Strategic planning for nursing education, when seen through a faculty lens creates a deeper, more meaningful critical analysis of effective program development. New strategies are required for academic institutions to transform their curricula to meet the needs of a dynamic healthcare and changing global environment to provide quality education for students. In this article, an evidence-informed process is presented that was progressively co-created by the faculty and facilitators. Seminal business frameworks, leadership development philosophies, and innovative interventions enabled faculty to become engaged and developed as they created a strategic plan for a future-driven nursing program. Phase One presents the process of developing a strategic plan for excellence in nursing education by leveraging faculty potential and preparing for an upcoming accreditation. In Phase Two, four team members from Phase One continue as part of Phase Two team serving as the collective memory for this initial work. This method of strategic planning encouraged faculty engagement and leadership and laid the groundwork for a positive culture change among nursing faculty.

Implementing successful strategic plans: a simple formula.

PubMed

Blondeau, Whitney; Blondeau, Benoit

2015-01-01

Strategic planning is a process. One way to think of strategic planning is to envision its development and design as a framework that will help your hospital navigate through internal and external changing environments over time. Although the process of strategic planning can feel daunting, following a simple formula involving five steps using the mnemonic B.E.G.I.N. (Begin, Evaluate, Goals & Objectives, Integration, and Next steps) will help the planning process feel more manageable, and lead you to greater success.

Evolutionistic or revolutionary paths? A PACS maturity model for strategic situational planning.

PubMed

van de Wetering, Rogier; Batenburg, Ronald; Lederman, Reeva

2010-07-01

While many hospitals are re-evaluating their current Picture Archiving and Communication System (PACS), few have a mature strategy for PACS deployment. Furthermore, strategies for implementation, strategic and situational planning methods for the evolution of PACS maturity are scarce in the scientific literature. Consequently, in this paper we propose a strategic planning method for PACS deployment. This method builds upon a PACS maturity model (PMM), based on the elaboration of the strategic alignment concept and the maturity growth path concept previously developed in the PACS domain. First, we review the literature on strategic planning for information systems and information technology and PACS maturity. Secondly, the PMM is extended by applying four different strategic perspectives of the Strategic Alignment Framework whereupon two types of growth paths (evolutionistic and revolutionary) are applied that focus on a roadmap for PMM. This roadmap builds a path to get from one level of maturity and evolve to the next. An extended method for PACS strategic planning is developed. This method defines eight distinctive strategies for PACS strategic situational planning that allow decision-makers in hospitals to decide which approach best suits their hospitals' current situation and future ambition and what in principle is needed to evolve through the different maturity levels. The proposed method allows hospitals to strategically plan for PACS maturation. It is situational in that the required investments and activities depend on the alignment between the hospital strategy and the selected growth path. The inclusion of both strategic alignment and maturity growth path concepts make the planning method rigorous, and provide a framework for further empirical research and clinical practice.

Laboratory Directed Research and Development Program FY2011

DOE Office of Scientific and Technical Information (OSTI.GOV)

none, none

2012-04-27

Berkeley Lab's research and the Laboratory Directed Research and Development (LDRD) program support DOE's Strategic Themes that are codified in DOE's 2006 Strategic Plan (DOE/CF-0010), with a primary focus on Scientific Discovery and Innovation. For that strategic theme, the Fiscal Year (FY) 2011 LDRD projects support each one of the three goals through multiple strategies described in the plan. In addition, LDRD efforts support the four goals of Energy Security, the two goals of Environmental Responsibility, and Nuclear Security (unclassified fundamental research that supports stockpile safety and nonproliferation programs). Going forward in FY 2012, the LDRD program also supports themore » Goals codified in the new DOE Strategic Plan of May, 2011. The LDRD program also supports Office of Science strategic plans, including the 20-year Scientific Facilities Plan and the Office of Science Strategic Plan. The research also supports the strategic directions periodically under consideration and review by the Office of Science Program Offices, such as LDRD projects germane to new research facility concepts and new fundamental science directions. Brief summares of projects and accomplishments for the period for each division are included.« less

Creating a living document: developing the National Association of School Nurses Mission Statement for the new millennium.

PubMed

Brandt, C M

1999-12-01

The second in a series of three articles devoted to the development, maintenance, and implementation of the National Association of School Nurses 1998-2001 Strategic Plan and how it relates to the practice of school nurses. Information about the development of a mission/vision statement for the organization is given along with strategies for developing a local school district school health program strategic plan. A previous Nursing Practice Management section article discussed the development of the Association's strategic plan considering the changing health care climate, the shifting needs of school children, and the economic climate for school funding. A future Nursing Practice Management section article will discuss the implementation of the seven goal areas in the National Association of School Nurses 1998-2001 Strategic Plan.

76 FR 18555 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2011-04-04

... leadership over the strategic planning process and the development of CMS strategic goals, metrics, and plans. Direct the development of financial and health care trend analysis and management insight report to inform senior CMS leadership strategic decision making. Set priorities for CSP direction, budget...

The Development and Analysis of a Strategic Planning Process at Blanchfield Army Community Hospital, Fort Campbell, Kentucky.

DTIC Science & Technology

1991-07-01

conduct the SWOT analysis , and identify strategic issues. Organizational goals, objectives, strategies , milestones, responsible agencies, and...reposition itself in a market or industry, change its game plan, or to dismantle current strategies and adopt a new strategic plan" (Pegels & Rogers...remaining three parallel tasks: analysis of the STRATEGIC PLANNING 20 environment, analysis of the market and service segments, and analysis of the

Science-based strategic planning for hazardous fuel treatment.

Treesearch

D.L. Peterson; M.C. Johnson

2007-01-01

A scientific foundation coupled with technical support is needed to develop long-term strategic plans for fuel and vegetation treatments on public lands. These plans are developed at several spatial scales and are typically a component of fire management plans and other types of resource management plans. Such plans need to be compatible with national, regional, and...

Formulating New Directions with Strategic Marketing Planning.

ERIC Educational Resources Information Center

Crompton, John L.

1983-01-01

This article describes both a short- and long-term strategic marketing planning approach for the parks and recreation manager. Both plans involve a needs assessment, objective development, marketing plans, and evaluations. Also discussed is a continuum of stragetic program options ranging from developing new programs to terminating existing…

Case study: reconciling the quality and safety gap through strategic planning.

PubMed

Jeffs, Lianne; Merkley, Jane; Jeffrey, Jana; Ferris, Ella; Dusek, Janice; Hunter, Catherine

2006-05-01

An essential outcome of professional practice environments is the provision of high-quality, safe nursing care. To mitigate the quality and safety chasm, nursing leadership at St. Michael's Hospital undertook a strategic plan to enhance the nursing professional practice environment. This case study outlines the development of the strategic planning process: the driving forces (platform); key stakeholders (process and players); vision, guiding principles, strategic directions, framework for action and accountability (plan); lessons learned (pearls); and next steps to moving forward the vision, strategic directions and accountability mechanisms (passion and perseverance).

Maintaining technical excellence requires a national plan

NASA Technical Reports Server (NTRS)

Davidson, T. F.

1991-01-01

To meet the challenge of technical excellence, AIA established a rocket propulsion committee to develop the National Rocket Propulsion Strategic Plan. Developing such a plan required a broad spectrum of experience and disciplines. The Strategic Plan team needed the participation of industry, government, and academia. The plan provides, if followed, a means for the U.S. to maintain technical excellence and world leadership in rocket propulsion. To implement the National Rocket Propulsion Strategic Plan is to invest in the social, economic, and technological futures of America. The plan lays the basis for upgrading existing propulsion systems and a firm base for future full scale development, production, and operation of rocket propulsion systems for space, defense, and commercial applications.

Strategic planning features of subsurface management in Kemerovo Oblast

NASA Astrophysics Data System (ADS)

Romanyuk, V.; Grinkevich, A.; Akhmadeev, K.; Pozdeeva, G.

2016-09-01

The article discusses the strategic planning features of regional development based on the production and subsurface management in Kemerovo Oblast. The modern approach - SWOT analysis was applied to assess the regional development strategy. The estimation of regional development plan implementation was given for the foreseeable future.

Long-Range Strategic Planning: The Rochester Experience.

ERIC Educational Resources Information Center

Schultz, John M.; Anthony, Deborah L.

The administration of Rochester Community Schools (Michigan) initiated a process for long-range strategic planning in 1984, described in this synopsis. Strategic planning is an ongoing, evolutionary process of defining the business one is in or should be in; establishing organizational goals and objectives; and developing and implementing…

Creating a University for the 21st Century: Strategic Plan

ERIC Educational Resources Information Center

North Dakota University System, 2005

2005-01-01

This document presents the strategic plan of the North Dakota University System, revised in November 2005, to develop a common vision and clear set of expectations for higher education in North Dakota. The strategic plan for the University System is directly linked to the Roundtable on Higher Education plan. This document presents the ten sections…

Strategic Planning: Contextual Factors that Facilitated and/or Challenged the Implementation of Strategic Planning in Two Nonprofit Organizations

ERIC Educational Resources Information Center

Masilamony, Davadhasan

2010-01-01

As the nonprofit sector continues to grow in size and importance in American society, successful organizations proactively initiate strategic planning so they can be more responsive to changing circumstances, underlying trends, and shifting demands. At times, however, organizations develop elaborate plans that are never implemented. Unfortunately,…

Strategic Petroleum Reserve Plan. Distribution Plan for the Strategic Petroleum Reserve. Amendment No. 3. Energy Action DOE No. 5

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

Purpose of this Strategic Petroleum Reserve (SPR) Plan Amendment is to provide a Distribution Plan, setting forth the method of drawdown and distribution of the Reserve. Chapter VII of the SPR Plan contained a Distribution Plan which identified and discussed the major objectives, criteria and other factors that will be considered in developing the detailed plan. This Amendment replaces Chapter VII of the SPR Plan in its entirety.

Strategic planning processes and financial performance among hospitals in Lebanon.

PubMed

Saleh, Shadi; Kaissi, Amer; Semaan, Adele; Natafgi, Nabil Maher

2013-01-01

Strategic planning has been presented as a valuable management tool. However, evidence of its deployment in healthcare and its effect on organizational performance is limited in low-income and middle-income countries (LMICs). The study aimed to explore the use of strategic planning processes in Lebanese hospitals and to investigate its association with financial performance. The study comprised 79 hospitals and assessed occupancy rate (OR) and revenue-per-bed (RPB) as performance measures. The strategic planning process included six domains: having a plan, plan development, plan implementation, responsibility of planning activities, governing board involvement, and physicians' involvement. Approximately 90% of hospitals have strategic plans that are moderately developed (mean score of 4.9 on a 1-7 scale) and implemented (score of 4.8). In 46% of the hospitals, the CEO has the responsibility for the plan. The level of governing board involvement in the process is moderate to high (score of 5.1), whereas physician involvement is lower (score of 4.1). The OR and RPB amounted to respectively 70% and 59 304 among hospitals with a strategic plan as compared with 62% and 33 564 for those lacking such a plan. No statistical association between having a strategic plan and either of the two measures was detected. However, the findings revealed that among hospitals that had a strategic plan, higher implementation levels were associated with lower OR (p < 0.05). In an LMIC healthcare environment characterized by resource limitation, complexity, and political and economic volatility, flexibility rather than rigid plans allow organizations to better cope with environmental turbulence. Copyright © 2012 John Wiley & Sons, Ltd.

Strategic planning for hotel operations: The Ritz-Carlton Hotel Company (Part I).

PubMed

Shriver, S J

1993-01-01

The Ritz-Carlton Hotel Company won the Malcolm Baldridge National Quality Award in 1992. One key to its success is its strategic planning process. This two-part article reviews the Ritz-Carlton's approach to strategic planning. In particular, it describes (1) the role of senior leadership in the planning process and (2) the specific activities that are associated with plan development and implementation.

Strategic Planning in an Educational Development Centre: Motivation, Management, and Messiness

ERIC Educational Resources Information Center

Albon, Simon P.; Iqbal, Isabeau; Pearson, Marion L.

2016-01-01

Strategic planning in universities is frequently positioned as vital for clarifying future directions, providing a coherent basis for decision-making, establishing priorities, and improving organizational performance. Models for successful strategic planning abound and often present the process as linear and straightforward. In this essay, we…

Developing Strategic Planning for the Retail Market.

ERIC Educational Resources Information Center

Greenawalt, Richard A.

1983-01-01

Retailers need a strategic plan that will enable them to adapt to changing trends and work with new ideas. Questions retailers should ask to shape the strategic plan and generic strategies--overall cost leadership, differentiation, and marketing to a particular group or offering a special service--are discussed. (SR)

Strategic planning--a plan for excellence for South Haven Health System.

PubMed

Urbanski, Joanne; Baskel, Maureen; Martelli, Mary

2011-01-01

South Haven Health System has developed an innovative approach to strategic planning. The key to success of this process has been the multidisciplinary involvement of all stakeholders from the first planning session through the final formation of a strategic plan with measurable objectives for each goal. The process utilizes a Conversation Café method for identifying opportunities and establishing goals, Strategic Oversight Teams to address each goal and a Champion for implementation of each objective. Progress is measured quarterly by Strategic Oversight Team report cards. Transparency of communication within the organization and the sharing of information move the plan forward. The feedback from participant evaluations has been overwhelmingly positive. They are involved and excited.

The component alignment model: a new approach to health care information technology strategic planning.

PubMed

Martin, J B; Wilkins, A S; Stawski, S K

1998-08-01

The evolving health care environment demands that health care organizations fully utilize information technologies (ITs). The effective deployment of IT requires the development and implementation of a comprehensive IT strategic plan. A number of approaches to health care IT strategic planning exist, but they are outdated or incomplete. The component alignment model (CAM) introduced here recognizes the complexity of today's health care environment, emphasizing continuous assessment and realignment of seven basic components: external environment, emerging ITs, organizational infrastructure, mission, IT infrastructure, business strategy, and IT strategy. The article provides a framework by which health care organizations can develop an effective IT strategic planning process.

Strategic planning, implementation, and evaluation processes in hospital systems: a survey from Iran.

PubMed

Sadeghifar, Jamil; Jafari, Mehdi; Tofighi, Shahram; Ravaghi, Hamid; Maleki, Mohammad Reza

2014-09-28

Strategic planning has been presented as an important management practice. However, evidence of its deployment in healthcare systems in low-income and middle-income countries (LMICs) is limited. This study investigated the strategic management process in Iranian hospitals. The present study was accomplished in 24 teaching hospitals in Tehran, Iran from September 2012 to March 2013. The data collection instrument was a questionnaire including 130 items. This questionnaire measured the situation of formulation, implementation, and evaluation of strategic plan as well as the requirements, facilitators, and its benefits in the studied hospitals. All the investigated hospitals had a strategic plan. The obtained percentages for the items "the rate of the compliance to requirements" and "the quantity of planning facilitators" (68.75%), attention to the stakeholder participation in the planning (55.74%), attention to the planning components (62.22%), the status of evaluating strategic plan (59.94%) and the benefits of strategic planning for hospitals (65.15%) were in the medium limit. However, the status of implementation of the strategic plan (53.71%) was found to be weak. Significant statistical correlations were observed between the incentive for developing strategic plan and status of evaluating phase (P=0.04), and between status of implementation phase and having a documented strategic plan (P=0.03). According to the results, it seems that absence of appropriate internal incentive for formulating and implementing strategies led more hospitals to start formulation strategic planning in accordance with the legal requirements of Ministry of Health. Consequently, even though all the investigated hospital had the documented strategic plan, the plan has not been implemented efficiently and valid evaluation of results is yet to be achieved.

Strategic Planning, Implementation, and Evaluation Processes in Hospital Systems: A Survey From Iran

PubMed Central

Sadeghifar, Jamil; Jafari, Mehdi; Tofighi, Shahram; Ravaghi, Hamid; Maleki, Mohammad Reza

2015-01-01

Aim & Background: Strategic planning has been presented as an important management practice. However, evidence of its deployment in healthcare systems in low-income and middle-income countries (LMICs) is limited. This study investigated the strategic management process in Iranian hospitals. Methods: The present study was accomplished in 24 teaching hospitals in Tehran, Iran from September 2012 to March 2013. The data collection instrument was a questionnaire including 130 items. This questionnaire measured the situation of formulation, implementation, and evaluation of strategic plan as well as the requirements, facilitators, and its benefits in the studied hospitals. Results: All the investigated hospitals had a strategic plan. The obtained percentages for the items “the rate of the compliance to requirements” and “the quantity of planning facilitators” (68.75%), attention to the stakeholder participation in the planning (55.74%), attention to the planning components (62.22%), the status of evaluating strategic plan (59.94%) and the benefits of strategic planning for hospitals (65.15%) were in the medium limit. However, the status of implementation of the strategic plan (53.71%) was found to be weak. Significant statistical correlations were observed between the incentive for developing strategic plan and status of evaluating phase (P=0.04), and between status of implementation phase and having a documented strategic plan (P=0.03). Conclusion: According to the results, it seems that absence of appropriate internal incentive for formulating and implementing strategies led more hospitals to start formulation strategic planning in accordance with the legal requirements of Ministry of Health. Consequently, even though all the investigated hospital had the documented strategic plan, the plan has not been implemented efficiently and valid evaluation of results is yet to be achieved. PMID:25716385

Five Year Strategic Plan, 1993-1997, Lakeland Community College.

ERIC Educational Resources Information Center

Lakeland Community Coll., Mentor, OH.

In 1990, the newly formed Planning Advisory Committee at Lakewood Community College (LCC) in Mentor, Ohio, developed the college's first 5-year strategic plan with input from across the campus. This plan for 1993-97 updates the original 1990-95 plan and is designed to assist in the development of annual goals and objectives. Following an…

Strategic planning for skills and simulation labs in colleges of nursing.

PubMed

Gantt, Laura T

2010-01-01

While simulation laboratories for clinical nursing education are predicted to grow, budget cuts may threaten these programs. One of the ways to develop a new lab, as well as to keep an existing one on track, is to develop and regularly update a strategic plan. The process of planning not only helps keep the lab faculty and staff apprised of the challenges to be faced, but it also helps to keep senior level management engaged by reason of the need for their input and approval of the plan. The strategic planning documents drafted by those who supervised the development of the new building and Concepts Integration Labs (CILs) helped guide and orient faculty and other personnel hired to implement the plan and fulfill the vision. As the CILs strategic plan was formalized, the draft plans, including the SWOT analysis, were reviewed to provide historical perspective, stimulate discussion, and to make sure old or potential mistakes were not repeated.

Introduction of International Microgravity Strategic Planning Group

NASA Technical Reports Server (NTRS)

Rhome, Robert

1998-01-01

Established in May 6, 1995, the purpose of this International Strategic Planning Group for Microgravity Science and Applications Research is to develop and update, at least on a biennial basis, an International Strategic Plan for Microgravity Science and Applications Research. The member space agencies have agreed to contribute to the development of a Strategic Plan, and seek the implementation of the cooperative programs defined in this Plan. The emphasis of this plan is the coordination of hardware construction and utilization within the various areas of research including biotechnology, combustion science, fluid physics, materials science and other special topics in physical sciences. The Microgravity Science and Applications International Strategic Plan is a joint effort by the present members - ASI, CNES, CSA, DLR, ESA, NASA, and NASDA. It represents the consensus from a series of discussions held within the International Microgravity Strategic Planning Group (IMSPG). In 1996 several space agencies initiated multilateral discussions on how to improve the effectiveness of international microgravity research during the upcoming Space Station era. These discussions led to a recognition of the need for a comprehensive strategic plan for international microgravity research that would provide a framework for cooperation between international agencies. The Strategic Plan is intended to provide a basis for inter-agency coordination and cooperation in microgravity research in the environment of the International Space Station (ISS) era. This will be accomplished through analysis of the interests and goals of each participating agency and identification of mutual interests and program compatibilities. The Plan provides a framework for maximizing the productivity of space-based research for the benefit of our societies.

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

NASA Astrophysics Data System (ADS)

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

NASA Technical Reports Server (NTRS)

1990-01-01

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

Temporal Investment Strategy to Enable JPL Future Space Missions

NASA Technical Reports Server (NTRS)

Lincoln, William P.; Hua, Hook; Weisbin, Charles R.

2006-01-01

The Jet Propulsion Laboratory (JPL) formulates and conducts deep space missions for NASA (the National Aeronautics and Space Administration). The Chief Technologist of JPL has the responsibility for strategic planning of the laboratory's advanced technology program to assure that the required technological capabilities to enable future JPL deep space missions are ready as needed; as such he is responsible for the development of a Strategic Plan. As part of the planning effort, he has supported the development of a structured approach to technology prioritization based upon the work of the START (Strategic Assessment of Risk and Technology) team. A major innovation reported here is the addition of a temporal model that supports scheduling of technology development as a function of time. The JPL Strategic Technology Plan divides the required capabilities into 13 strategic themes. The results reported here represent the analysis of an initial seven.

National Civil Applications Program: strategic plan vision for 2005

USGS Publications Warehouse

,

2004-01-01

The National Mapping Division (NMD) has developed this comprehensive strategic plan to chart the course of the National Civil Applications Program (NCAP) over the next 5 years. To meet the challenges of the future, the NCAP is changing its program emphases, methods of responding to customer needs, and business practices. The NCAP Strategic Plan identifies the new direction for the program through a series of strategic thrusts and goals for managers to use in formulating plans, establishing program emphases, and determining resource needs and allocations.

Some Reflections on Strategic Planning in Public Libraries.

ERIC Educational Resources Information Center

Palmour, Vernon E.

1985-01-01

Presents the Public Library Association's planning model for strategic planning in public libraries. The development of the model is explained, the basic steps of the planning process are described, and improvements to the model are suggested. (CLB)

Developing Student Potential in the 1990's. A Strategic Plan for Centralia College.

ERIC Educational Resources Information Center

Centralia Coll., WA.

This strategic planning report was prepared by Centralia College (CC) in order to assess the college's internal and external environment, identify problems, and prescribe recommendations. Material for the report was compiled by eight committees/task forces concerned with: (1) strategic planning; (2) institutional mission, philosophy, and goals;…

Strategic Plan: July 2010 to June 2013

ERIC Educational Resources Information Center

California State Library, 2010

2010-01-01

On June 15-16, 2010, California State Librarian Stacey A. Aldrich, initiated a strategic planning summit in Sacramento, California. The purpose of the summit was to build the future pathways for the California State Library (CSL)--one of California's oldest cultural institutions. This was accomplished by developing a CSL strategic plan (values,…

Successful strategic planning: creating clarity.

PubMed

Adams, Jim

2005-01-01

Most healthcare organizations have a strategic plan of some kind. Many of these organizations also have difficulty translating their strategic plan into specific actions that result in successful performance. In the worst cases, this can jeopardize the viability of the organization. The trouble lies in a lack of clarity in what a strategic plan is and what it should do for the organization. This article will answer key questions such as: What is strategy and how does it fit with other commonly used constructs such as mission, vision, and goals? What criteria can be used to determine if something is truly strategic to the organization? What are the phases of the strategy lifecycle? How do approaches for dealing with uncertainty, such as scenario planning, fit with organizational strategic planning? How can a meaningful IT strategy be developed if the organization strategy is lacking? What principles should guide a good IT planning process?

A neo-strategic planning approach to enhance local tobacco control programs.

PubMed

Douglas, Malinda R; Carter, Sara Sally R; Wilson, Andrew P; Chan, Andie

2015-01-01

Research in tobacco control demonstrating best practices is widely disseminated; however, application at the local level is often difficult. Translating research into practice requires a concerted effort to develop an understanding of the evidence and how it can be applied within diverse contexts. A strategic planning infrastructure was developed to support the translation of evidence-based interventions into community practice. This paper highlights the strategic process of turning "know-what" into "know-how" to facilitate the strategic planning and implementation of tobacco control best practices at the local level. The purpose, people, process, and product strategies of knowledge management and translation provided a framework for the strategic planning infrastructure. The knowledge translation concepts of audience, motivations, and mechanisms were synergized in the neo-strategic planning component design. The participants were 20 community coalitions funded to implement local tobacco control programs. From 2004 to 2011, the strategic planners facilitated a cyclical process to translate research into practice using a trio of integrated tools, skill-building workshops on strategic planning, and grantee-driven technical assistance and consultation. In the short term, the usefulness of the strategic planning components to the programs was measured. The intermediate outcome was the successful movement of the community programs from the planning stage to the implementation stage. The achievement of community-level changes in planned tobacco control efforts was the overall outcome measure for the success of the local coalitions. Seventeen of 20 communities that began the planning process implemented strategic plans. All 17 of the programs implemented evidence-based practices, resulting in numerous tobacco-free policies, increased cessation, and increased support from the media and community. Bridging the gap between research and practice can enhance the practicality, efficiency, and effectiveness of tobacco control programs at the local level, maximizing the potential positive health impact. Copyright © 2015 American Journal of Preventive Medicine. Published by Elsevier Inc. All rights reserved.

Integrating multiple publics into the strategic plan. The best plans can be derailed without comprehensive up-front research.

PubMed

Peltier, J W; Kleimenhagen, A K; Naidu, G M

1996-01-01

The mission of a health care organization represents its vision for the future. The authors present an approach used to develop an organizational mission for a large multispecialty physician clinic. In implementing the strategic planning process, research objectives must be clearly stated that identify in advance how the data will be used. Failure to integrate strategic data from all relevant publics will likely result in a mission statement that misses the significant interests of one or more stakeholders and reduces the effectiveness of the strategic planning process. Although costly, comprehensive research can uncover some surprising differences in perception that, if ignored, might complete defeat strategic planning efforts.

Strategic planning for hotel operations: The Ritz-Carlton Hotel Company (Part II).

PubMed

Shriver, S J

1993-01-01

The Ritz-Carlton Hotel Company won the Malcolm Baldrige National Quality Award in 1992. One key to its success is its strategic planning process. In this second part of a two-part article, Stephen Shriver concludes his review of the Ritz-Carlton's approach to strategic planning. Shriver begins by outlining some key steps in plan development and goes on to describe how the Ritz-Carlton disseminates, implements, and evaluates the plan.

The effectiveness of national strategic guidelines at a local level: a case study of the UK general aviation industry

NASA Astrophysics Data System (ADS)

Lober, Terence

The thesis is concerned with the prospects for reducing strategic-local tensions in the British planning process. It examines the conflicts surrounding small general aviation aerodromes as a means of understanding these tensions, why they have evolved, and if they might be reconciled through planning reform. The only prior academic research to have touched upon this issue through general aviation has been an ESRC funded project undertaken by Gallent and colleagues (1999), who found aerodromes provided a microcosm of planning's issues. Building on this work, the thesis develops what is meant by strategic-local tensions, which in broad terms are described as differences between national and regional guidance/plans and what actually takes place locally. Moving from a basic research question it develops a wide planning perspective based on the literature by discussing the meaning of planning, its history and issues for example, how conflicts in planning might be influenced by the broader socio-political environment. The thesis then arrives at three hypotheses which question the effectiveness of the existing strategic guideline implementation process, develops a local planning authority framework and addresses issues of reflectivity and bias. Results from three national surveys of pilots, aerodromes and manufacturers, plus longitudinal analysis of government and other datasets, are then used to detail a comprehensive and unique description of general aviation, which includes a costing based account of the direct expenditure of flying activity. This provides a substantive foundation for a local planning authority survey which both extends previous boundaries and enables the process of implementing strategic objectives to be disaggregated and evaluated. Field visits to twenty six aerodromes and five local authorities are subsequently used to explore gaps within the strategic implementation process and to develop conclusions, within the wider landscape of planning, about the nature of strategic local tensions and implications for planning reform.

24 CFR 91.315 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-04-01

... CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS State Governments; Contents of Consolidated Plan § 91.315 Strategic plan. (a) General. For the categories described in paragraphs (b), (c), (d), (e), and (f) of this section, the consolidated plan must do the following: (1) Indicate the general...

77 FR 76537 - Notice of Extension of Public Comment Period: Request for Comments (RFC)-Federal Cybersecurity...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-12-28

... Cyberspace: Strategic Plan for the Federal Cybersecurity Research and Development Program,'' a framework for... (RFC)--Federal Cybersecurity Research and Development Strategic Plan AGENCY: The National Coordination... 76538

[Planning by service organisation priorities. The process of preparing strategic service-organisation plans].

PubMed

Sampietro-Colom, Laura; Costa, Dolors; Busqué, Anna; Lacasa, Carme

2008-12-01

Strategic planning designs the general setting and the strategic principles of a healthcare system, as well as the general guidelines that govern the development of a health system. Strategic service-organisation plans deal with translating healthcare policies into service policies and respond, principally, to the need for services; these give rise to problems that require a solution. They are developed in line with advances in scientific knowledge, the implementation and current characteristics of the healthcare services and the evolution in the competences of professional teams. There are five stages for their development: identification of health/service requirements; prioritisation of needs in health/services; definition of and agreement on service organisation models (care model and service portfolio); the preparation of and agreement on territorial action plans; introduction and evaluation. A conceptual framework is presented along with practical applications carried out in Catalonia.

24 CFR 598.205 - What are the requirements for nomination?

Code of Federal Regulations, 2010 CFR

2010-04-01

... Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF... that the strategic plan described in § 598.215 will be implemented, and these governments submit its... strategic plan, as described in § 598.215; (3) Include the certifications described in § 598.210; (4...

24 CFR 598.410 - Public access to materials and proceedings.

Code of Federal Regulations, 2010 CFR

2010-04-01

... Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF... designation, an area designated an EZ must make available to the public copies of the strategic plan and.... HUD may make the strategic plan and supporting documentation available to members of the public. ...

24 CFR 597.300 - HUD action and review of nominations for designation.

Code of Federal Regulations, 2011 CFR

2011-04-01

... and Urban Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT... and must be accompanied by a strategic plan, as required by § 597.200(c), and the certifications... evaluation. (d) Modification of the strategic plan, boundaries of nominated urban areas, and/or period during...

24 CFR 598.410 - Public access to materials and proceedings.

Code of Federal Regulations, 2011 CFR

2011-04-01

... Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF... designation, an area designated an EZ must make available to the public copies of the strategic plan and.... HUD may make the strategic plan and supporting documentation available to members of the public. ...

Involvement of Heads of Departments in Strategic Planning in Schools in the Pinetown District

ERIC Educational Resources Information Center

Myende, Phumlani E.; Bhengu, Thamsanqa

2015-01-01

Strategic planning is crucial in facilitating sustainable development of schools. It enables schools to survive and cope with changes and challenges from government policies and market forces. There is broad agreement that all stakeholders need to be part of school strategic planning. In response to the lack of evidence suggesting stakeholders'…

Highways of the future : a strategic plan for highway infrastructure research and development

DOT National Transportation Integrated Search

2008-07-01

This Highways of the FutureA Strategic Plan for Highway Infrastructure Research and Development was developed in response to a need expressed by the staff of the Federal Highway Administration (FHWA) Office of Infrastructure Research and Developme...

State of Tennessee strategic highway safety plan

DOT National Transportation Integrated Search

2007-08-01

The State of Tennessee's Strategic Highway Safety Plan was developed by the Tennessee Strategic Highway Safety Committee with the goal of reaching a 10% fatality rate reduction, based on CY 2002 data, by the end of CY 2008, with a projected saving of...

Strategic Management in the Community College. New Directions for Community Colleges, Number 44.

ERIC Educational Resources Information Center

Myran, Gunder A., Ed.

1983-01-01

Articles in this sourcebook discuss six strategic areas of community college management: external relations, internal communication and working relationships, financial resources development and allocation, program and service development, staff development, and strategic planning. First, "Strategic Management in the Community College,"…

7 CFR 1485.15 - Activity plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

... participant shall develop a specific activity plan(s) based on its strategic plan and the allocation approval... any changes in strategy from the strategic plan; (iii) A budget for each proposed activity, identifying the source of funds; (iv) Specific goals and benchmarks to be used to measure the effectiveness of...

Building the Capacity of Indonesian Education Universities for ICT in Pre-Service Teacher Education: A Case Study of a Strategic Planning Exercise

ERIC Educational Resources Information Center

Lim, Cher Ping; Pannen, Paulina

2012-01-01

This paper documents how four Indonesian teacher education institutions (TEIs) engaged in strategic planning to build their capacity in developing pre-service teachers' ICT in education competencies. These TEIs adopted a holistic approach towards strategic planning by drawing upon the six dimensions of the "Capacity Building Toolkit" for…

Assisting a College's Service Area in the Transition to the New Technology Society through Strategic Planning and Management.

ERIC Educational Resources Information Center

Groff, Warren H.

North Central Technical College's (NCTC's) strategic planning and human resource development model is described in this paper in terms of its role in assisting the college's service area in adapting to new technologies. First, background information is presented on NCTC's planning process with respect to the strategic goal areas of: (1)…

Microgravity strategic plan, 1988

NASA Technical Reports Server (NTRS)

1988-01-01

The NASA agency-wide microgravity strategic plan is presented, and its research, applications, and commercialization for the 1990's is addressed. The plan presents an analysis of the current situation, identifies critical factors, and defines goals, objectives, and strategies, which are intended to: (1) provide a context for decision making; (2) assure realism in long-range planning and direction for hardware development; and (3) establish a framework for developing a national microgravity research plan.

24 CFR 597.301 - Selection factors for designation of nominated urban areas.

Code of Federal Regulations, 2011 CFR

2011-04-01

... and Urban Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT... designation, the Secretary shall consider: (1) The effectiveness of the strategic plan in accordance with the... made pursuant to § 597.200(a)(2) that the strategic plan will be implemented; (3) The extent to which...

A Study on Strategic Planning and Procurement of Medicals in Uganda’s Regional Referral Hospitals

PubMed Central

2016-01-01

This study was an analysis of the effect of strategic planning on procurement of medicals in Uganda’s regional referral hospitals (RRH’s). Medicals were defined as essential medicines, medical devices and medical equipment. The Ministry of Health (MOH) has been carrying out strategic planning for the last 15 years via the Health Sector Strategic Plans. Their assumption was that strategic planning would translate to strategic procurement and consequently, availability of medicals in the RRH’s. However, despite the existence of these plans, there have been many complaints about expired drugs and shortages in RRH’s. For this purpose, a third variable was important because it served the role of mediation. A questionnaire was used to obtain information on perceptions of 206 respondents who were selected using simple random sampling. 8 key informant interviews were held, 2 in each RRH. 4 Focus Group Discussions were held, 1 for each RRH, and between 5 and 8 staff took part as discussants for approximately three hours. The findings suggested that strategic planning was affected by funding to approximately 34% while the relationship between funding and procurement was 35%. The direct relationship between strategic planning and procurement was 18%. However when the total causal effect was computed it turned out that strategic planning and the related variable of funding contributed 77% to procurement of medicals under the current hierarchical model where MOH is charged with development of strategic plans for the entire health sector. Since even with this contribution there were complaints, the study proposed a new model called CALF which according to a simulation, if adopted by MOH, strategic planning would contribute 87% to effectiveness in procurement of medicals. PMID:28299158

A Study on Strategic Planning and Procurement of Medicals in Uganda's Regional Referral Hospitals.

PubMed

Masembe, Ishak Kamaradi

2016-12-31

This study was an analysis of the effect of strategic planning on procurement of medicals in Uganda's regional referral hospitals (RRH's). Medicals were defined as essential medicines, medical devices and medical equipment. The Ministry of Health (MOH) has been carrying out strategic planning for the last 15 years via the Health Sector Strategic Plans. Their assumption was that strategic planning would translate to strategic procurement and consequently, availability of medicals in the RRH's. However, despite the existence of these plans, there have been many complaints about expired drugs and shortages in RRH's. For this purpose, a third variable was important because it served the role of mediation. A questionnaire was used to obtain information on perceptions of 206 respondents who were selected using simple random sampling. 8 key informant interviews were held, 2 in each RRH. 4 Focus Group Discussions were held, 1 for each RRH, and between 5 and 8 staff took part as discussants for approximately three hours. The findings suggested that strategic planning was affected by funding to approximately 34% while the relationship between funding and procurement was 35%. The direct relationship between strategic planning and procurement was 18%. However when the total causal effect was computed it turned out that strategic planning and the related variable of funding contributed 77% to procurement of medicals under the current hierarchical model where MOH is charged with development of strategic plans for the entire health sector. Since even with this contribution there were complaints, the study proposed a new model called CALF which according to a simulation, if adopted by MOH, strategic planning would contribute 87% to effectiveness in procurement of medicals.

Thinking strategically about capitation.

PubMed

Boland, P

1997-05-01

All managed care stakeholders--health plan members, employers, providers, community organizations, and government entitites--share a common interest in reducing healthcare costs while improving the quality of care health plan members receive. Although capitation is a usually thought of primarily as a payment mechanism, it can be a powerful tool providers and health plans can use to accomplish these strategic objectives and others, such as restoring and maintaining the health of plan members or improving a community's health status. For capitation to work effectively as a strategic tool, its use must be tied to a corporate agenda of partnering with stakeholders to achieve broader strategic goals. Health plans and providers must develop a partnership strategy in which each stakeholder has well-defined roles and responsibilities. The capitation structure must reinforce interdependence, shift focus from meeting organizational needs to meeting customer needs, and develop risk-driven care strategies.

National Research Council Dialogue to Assess Progress on NASA's Transformational Spaceport and Range Technologies Capability Roadmap Development: General Background and Introduction

NASA Technical Reports Server (NTRS)

Skelly, Darin M.

2005-01-01

Viewgraphs on the National Research Council's diaglog to assess progress on NASA's transformational spaceport and range technologies capability roadmap development is presented. The topics include: 1) Agency Goals and Objectives; 2) Strategic Planning Transformation; 3) Advanced Planning Organizational Roles; 4) Public Involvement in Strategic Planning; 5) Strategic Roadmaps; 6) Strategic Roadmaps Schedule; 7) Capability Roadmaps; 8) Capability Charter; 9) Process for Team Selection; 10) Capability Roadmap Development Schedule Overview; 11) Purpose of NRC Review; 12) Technology Readiness Levels; 13) Capability Readiness Levels; 14) Crosswalk Matrix Trans Spaceport & Range; 15) Example linkage to other roadmaps; 16) Capability Readiness Levels Defined; and 17) Crosswalk Matrix Ratings Work In-progress.

[Comprehensive drug safety plan in a health department].

PubMed

Bujaldón-Querejeta, N; Aznar-Saliente, T; Esplá-González, S; Ruíz-Darbonnéns, S; Pons-Martínez, L; Talens-Bolos, A; Martínez-Ramírez, M; Camacho-Romera, D; Aranaz-Andrés, J M

2014-01-01

To develop and implement a comprehensive drug safety plan in a hospital for the years 2009-2011. Applying the Strengths Weaknesses/Limitations Opportunities Threats (SWOT) methodology, the baseline situation was analyzed and a broad strategy or plan was subsequently developed, defining the scope, responsibilities, objectives and strategic actions and indicators in order to measure the achievement of the results. A comprehensive drug safety plan with the main objective of identifying and reducing the medication-related problems in patients treated in the Hospital de San Juan in Alicante has been developed. The plan contains five strategic objectives, twenty strategic actions and the indicators to assess its outcomes. It also contains a timetable for its establishment and evaluation. Developing a comprehensive strategic plan allows the current situation relating to drug safety to be determined. The results obtained after its introduction will define its applicability. Due to the lack of publications of similar plans and results, the evaluation of this plan will be useful whether it is favorable or not. As a side benefit of the development, the multidisciplinary team continues to work on improving patient safety in the care process, and the safety culture continues to grow among the professionals. Copyright © 2013 SECA. Published by Elsevier Espana. All rights reserved.

77 FR 4239 - Sexual Assault Prevention and Response (SAPR) Program

Federal Register 2010, 2011, 2012, 2013, 2014

2012-01-27

.... Affected Public: Federal Government; Individuals or Households; Business or Other For-Profit; Not-For... General of the Military Departments and IG, DoD respectively. (2) Develop strategic program guidance...) Align Service SAPR Strategic Plans with the DoD SAPR Strategic Plan. (5) Align Service prevention...

Strategic Planning for Chronic Disease Prevention in Rural America: Looking Through a PRISM Lens.

PubMed

Honeycutt, Amanda A; Wile, Kristina; Dove, Cassandra; Hawkins, Jackie; Orenstein, Diane

2015-01-01

Community-level strategic planning for chronic disease prevention. To share the outcomes of the strategic planning process used by Mississippi Delta stakeholders to prevent and reduce the negative impacts of chronic disease in their communities. A key component of strategic planning was participants' use of the Prevention Impacts Simulation Model (PRISM) to project the reduction, compared with the status quo, in deaths and costs from implementing interventions in Mississippi Delta communities. Participants in Mississippi Delta strategic planning meetings used PRISM, a user-friendly, evidence-based simulation tool that includes 22 categories of policy, systems, and environmental change interventions, to pose what-if questions that explore the likely short- and long-term effects of an intervention or any desired combination of the 22 categories of chronic disease intervention programs and policies captured in PRISM. These categories address smoking, air pollution, poor nutrition, and lack of physical activity. Strategic planning participants used PRISM outputs to inform their decisions and actions to implement interventions. Rural communities in the Mississippi Delta. A diverse group of 29 to 34 local chronic disease prevention stakeholders, known as the Mississippi Delta Strategic Alliance. Community plans and actions that were developed and implemented as a result of local strategic planning. Existing strategic planning efforts were complemented by the use of PRISM. The Mississippi Delta Strategic Alliance decided to implement new interventions to improve air quality and transportation and to expand existing interventions to reduce tobacco use and increase access to healthy foods. They also collaborated with the Department of Transportation to raise awareness and use of the current transportation network. The Mississippi Delta Strategic Alliance strategic planning process was complemented by the use of PRISM as a tool for strategic planning, which led to the implementation of new and strengthened chronic disease prevention interventions and policies in the Mississippi Delta.

ITS/CVO strategic & business plan for the state of Georgia

DOT National Transportation Integrated Search

1998-05-01

This document records the State of Georgias strategic and tactical plans for employing ITS/CVO technology to improve its Commercial Vehicle Administration (CVA) functions. The process by which this plan was developed included a detailed assessment...

Status of health sector strategic plans in five countries of the WHO African Region.

PubMed

Barry, S P; Sambo, L G; Bakeera, S; Kirigia, J M; Diarra-Nama, A J

2009-01-01

To assess the adequacy of the existing strategic plans and compare the format and content of health sector strategic plans with the guidelines in selected countries of the African region. The health strategic plans for Gambia, Liberia, Malawi, Tanzania and Uganda, which are kept at the WHO/AFRO, were reviewed. All health strategic plans among the Anglophone countries (Gambia, Ghana, Kenya, Liberia, Malawi, Mauritius, Tanzania, Uganda, Zambia and Zimbabwe) that were developed after the year 2000 were eligible for inclusion. Fifty percent of these countries that fitted this criterion were randomly selected. They included Gambia, Liberia, Malawi, Tanzania and Uganda. The analysis framework used in the review included situation analysis; an assessment of appropriateness of strategies that are selected; well developed indicators for each strategy; the match between the service and outcomes targets with available resources; and existence of a clear framework for partnership engagement for implementation. Most of the strategic plans identify key ill health conditions and their contributing factors. Health service and resource gaps are described but not quantified in the Botswana, Gambia, Malawi, Tanzania strategic documents. Most of the plans selected strategies that related to the situational analysis. Generally, countries' plans had clear indicators. Matching service and outcome targets to available resources was the least addressed area in majority of the plans. Most of the strategic plans identified stakeholders and acknowledged their participation in the implementation, providing different levels of comprehensiveness. Some of the areas that are well addressed according to the analysis framework included: addressing the strategic concerns of the health policies; identifying key partners for implementation; and selection of appropriate strategies. The following areas needed more emphasis: quantification of health system gaps; setting targets that are cognisant of the local resource base; and being more explicit in what stakeholders' roles are during the implementation period.

Parkland College 2001-2003 Operational Plan.

ERIC Educational Resources Information Center

Parkland Coll., Champaign, IL.

This Parkland College (Illinois) Operational Plan supports the document titled Parkland College 1999-2004: A Strategic Plan for Excellence. Strategic goals and strategies are followed by specific operational action plans that support the completion of the given corresponding strategy. The four goals include: (1) to develop the highest educational…

Des Moines metropolitan area ITS strategic plan

DOT National Transportation Integrated Search

1997-12-01

The purpose of this document is to report on the conclusions of the Intelligent Transportation Systems (ITS) Early Deployment Study (EDS) for the Des Moines metropolitan area. The objective of the study was to develop a strategic plan for the develop...

Strategic planning in a complex academic environment: lessons from one academic health center.

PubMed

Levinson, Wendy; Axler, Helena

2007-08-01

Leaders in academic health centers (AHCs) must create a vision for their academic unit embedded in a complex environment. A formal strategic planning process can be valuable to help shape a clear vision taking advantage of potential collaborations and to develop specific achievable long- and short-term goals. The authors describe the steps in a formal strategic planning process and illustrate it with the example of the Department of Medicine at the University of Toronto Faculty of Medicine beginning in 2004. The process included the active participation of over 300 faculty members, trainees, and stakeholders of the department and resulted in broad-based support and leadership for the resulting plan. The authors describe the steps, which include getting started, committing to planning principles, establishing the work plan, understanding the environment, pulling it all together, shaping the vision, testing strategic directions, building effective implementation, and promoting the plan. Articulation of vision, mission, and values informed the plan's development, as well as 10 key principles integral to the plan. Challenges and lessons learned are also described. The final strategic plan is an active core activity of the department, guiding decisions and resource allocation and facilitating measurement of success or shortcomings. The process the authors describe is applicable to multiple academic units, including divisions/sections, departments, or thematic programs in AHCs.

Strategic benefits of master facility plans.

PubMed

Shannon, K

1996-02-01

In recent years, many healthcare executives have stopped developing master facility plans due to some basic misconceptions about them, namely that master facility plans are too rigid or require major capital commitment. By getting past these misconceptions, healthcare executives can help their organizations develop and implement master facility plans that serve as flexible, reliable blueprints in guiding the organizations toward achieving their strategic, operational, and financial goals.

Leveraging strategic planning for improved financial performance.

PubMed

Zuckerman, A

2000-12-01

Healthcare providers increasingly are relying on strategic planning to guide the allocation of capital and other resources. Strategic planning helps identify and prioritize opportunities for financial improvement, particularly revenue-generating initiatives, which offer the greatest opportunity for significant long-term benefits. New revenue usually can be generated in one of five ways: increase market share, expand service area, fill gaps in the continuum of services, develop niche services where needed in the service area, and repackage existing services to address specific market segments. Once a strategic plan is implemented, it should be reviewed periodically and modified as necessary.

Executive summary of the Strategic Plan for National Institutes of Health Obesity Research.

PubMed

Spiegel, Allen M; Alving, Barbara M

2005-07-01

The Strategic Plan for National Institutes of Health (NIH) Obesity Research is intended to serve as a guide for coordinating obesity research activities across the NIH and for enhancing the development of new efforts based on identification of areas of greatest scientific opportunity and challenge. Developed by the NIH Obesity Research Task Force with critical input from external scientists and the public, the Strategic Plan reflects a dynamic planning process and presents a multidimensional research agenda, with an interrelated set of goals and strategies for achieving the goals. The major scientific themes around which the Strategic Plan is framed include the following: preventing and treating obesity through lifestyle modification; preventing and treating obesity through pharmacologic, surgical, or other medical approaches; breaking the link between obesity and its associated health conditions; and cross-cutting topics, including health disparities, technology, fostering of interdisciplinary research teams, investigator training, translational research, and education/outreach efforts. Through the efforts described in the Strategic Plan for NIH Obesity Research, the NIH will strive to facilitate and accelerate progress in obesity research to improve public health.

Strategic planning in diagnostic imaging: meeting the challenge.

PubMed

Lexa, Frank J

2008-02-01

The 21st century has raised new and significant challenges to the practice of diagnostic imaging. Radiologists will have to navigate a difficult path as they face threats from disruptive technologies, adverse demographic changes, pressures to limit reimbursement both from the public and from the private sectors, increased domestic and crossborder competition, and many others. Success in these trying times will require greater attention to strategic planning if we are to thrive and survive in radiology. Strategic planning and tactical implementation methodologies were reviewed, from Sun Tzu to the present day, for applicability to the needs of modern radiology groups. A framework for developing and implementing strategic plans was constructed to assist radiology leaders and groups in considering the spectrum of tasks, from gathering intelligence, to developing scenarios, to implementing and evaluating tactical plans. Strategy and tactics are too important to be ignored or left to others. They need to be core activities for all radiology leaders. Frameworks can be used to help in providing structure and rigour to strategic planning efforts at the department and group level.

Strategic planning for pain practice growth.

PubMed

Van Horn, L M

2000-01-01

Strategy formation involves understanding the environment and strengths and weaknesses of a practice to develop a game plan to achieve goals. It starts with the creation of a mission statement that defines a long-term vision of what the practice seeks to be and the markets it seeks to serve. Once the mission of the practice is understood, the target markets and competition must be analyzed prior to defining the goals. Once a strategic plan is developed, communication with all employees is crucial. Everything that the practice does should be in support of the strategic plan and in pursuit of obtaining the goals contained within. Once created, the strategic plan is the foundation of the practice and should only be changed for compelling reasons such as a competitive threat, environmental changes, or trends in purchasing behavior. Reviewing the strategic plan once a year, making periodic reappraisals and fine-tuning adjustments as the environment changes is crucial. This helps ensure that the practice avoids complacency and affirms that it is in the right business and achieving the desired results.

Strategic Planning in Population Health and Public Health Practice: A Call to Action for Higher Education

PubMed Central

PHELPS, CHARLES; RAPPUOLI, RINO; LEVIN, SCOTT; SHORTLIFFE, EDWARD; COLWELL, RITA

2016-01-01

Policy Points: Scarce resources, especially in population health and public health practice, underlie the importance of strategic planning.Public health agencies’ current planning and priority setting efforts are often narrow, at times opaque, and focused on single metrics such as cost‐effectiveness.As demonstrated by SMART Vaccines, a decision support software system developed by the Institute of Medicine and the National Academy of Engineering, new approaches to strategic planning allow the formal incorporation of multiple stakeholder views and multicriteria decision making that surpass even those sophisticated cost‐effectiveness analyses widely recommended and used for public health planning.Institutions of higher education can and should respond by building on modern strategic planning tools as they teach their students how to improve population health and public health practice. Context Strategic planning in population health and public health practice often uses single indicators of success or, when using multiple indicators, provides no mechanism for coherently combining the assessments. Cost‐effectiveness analysis, the most complex strategic planning tool commonly applied in public health, uses only a single metric to evaluate programmatic choices, even though other factors often influence actual decisions. Methods Our work employed a multicriteria systems analysis approach—specifically, multiattribute utility theory—to assist in strategic planning and priority setting in a particular area of health care (vaccines), thereby moving beyond the traditional cost‐effectiveness analysis approach. Findings (1) Multicriteria systems analysis provides more flexibility, transparency, and clarity in decision support for public health issues compared with cost‐effectiveness analysis. (2) More sophisticated systems‐level analyses will become increasingly important to public health as disease burdens increase and the resources to deal with them become scarcer. Conclusions The teaching of strategic planning in public health must be expanded in order to fill a void in the profession's planning capabilities. Public health training should actively incorporate model building, promote the interactive use of software tools, and explore planning approaches that transcend restrictive assumptions of cost‐effectiveness analysis. The Strategic Multi‐Attribute Ranking Tool for Vaccines (SMART Vaccines), which was recently developed by the Institute of Medicine and the National Academy of Engineering to help prioritize new vaccine development, is a working example of systems analysis as a basis for decision support. PMID:26994711

Strategic Planning in Population Health and Public Health Practice: A Call to Action for Higher Education.

PubMed

Phelps, Charles; Madhavan, Guruprasad; Rappuoli, Rino; Levin, Scott; Shortliffe, Edward; Colwell, Rita

2016-03-01

Scarce resources, especially in population health and public health practice, underlie the importance of strategic planning. Public health agencies' current planning and priority setting efforts are often narrow, at times opaque, and focused on single metrics such as cost-effectiveness. As demonstrated by SMART Vaccines, a decision support software system developed by the Institute of Medicine and the National Academy of Engineering, new approaches to strategic planning allow the formal incorporation of multiple stakeholder views and multicriteria decision making that surpass even those sophisticated cost-effectiveness analyses widely recommended and used for public health planning. Institutions of higher education can and should respond by building on modern strategic planning tools as they teach their students how to improve population health and public health practice. Strategic planning in population health and public health practice often uses single indicators of success or, when using multiple indicators, provides no mechanism for coherently combining the assessments. Cost-effectiveness analysis, the most complex strategic planning tool commonly applied in public health, uses only a single metric to evaluate programmatic choices, even though other factors often influence actual decisions. Our work employed a multicriteria systems analysis approach--specifically, multiattribute utility theory--to assist in strategic planning and priority setting in a particular area of health care (vaccines), thereby moving beyond the traditional cost-effectiveness analysis approach. (1) Multicriteria systems analysis provides more flexibility, transparency, and clarity in decision support for public health issues compared with cost-effectiveness analysis. (2) More sophisticated systems-level analyses will become increasingly important to public health as disease burdens increase and the resources to deal with them become scarcer. The teaching of strategic planning in public health must be expanded in order to fill a void in the profession's planning capabilities. Public health training should actively incorporate model building, promote the interactive use of software tools, and explore planning approaches that transcend restrictive assumptions of cost-effectiveness analysis. The Strategic Multi-Attribute Ranking Tool for Vaccines (SMART Vaccines), which was recently developed by the Institute of Medicine and the National Academy of Engineering to help prioritize new vaccine development, is a working example of systems analysis as a basis for decision support. © 2016 Milbank Memorial Fund.

Strategic Plan for the Spanish Academy of Dermatology and Venerology (AEDV): FuturAEDV 2013-2017.

PubMed

Ribera Pibernat, M; Moreno Jiménez, J C; Valcuende Cavero, F; Soto de Delás, J; Vázquez Veiga, H; Lázaro Ochaíta, P; Giménez Arnau, A

2014-09-01

The Spanish Academy of Dermatology and Venereology (AEDV) has decided that a Strategic Plan is needed to help the association adapt to new circumstances and anticipate future developments. 1) To position the AEDV as a medical association that can exert an influence in everything related to dermatology. 2) To contribute to the development of the specialty, strengthening the prestige and reputation of dermatology and dermatologists. 3) To establish a model for operating and strategic thinking that can be handed on to successive Boards of Directors and will enable the Academy to identify future challenges. The approach used to develop the Strategic Plan was as follows: analysis of trends in the health care system; assessment of the current situation of AEDV and of dermatology in general through an internal analysis based on surveys and interviews with academics; analysis of strengths, weaknesses, opportunities, and threats; preparation of a mission statement; and identification, development, and implementation of a strategy map prioritizing strategic lines of action. The strategy map set out 16 general goals grouped into 4 main topics (achieving the vision, internal and external customers, internal processes, and innovation) and detailed in an action plan with 19 initiatives, each with specific actions. The plan will be monitored by the Strategic Plan Monitoring Committee, which is made up of the members of the Standing Committee and the chairs of the 9 Technical Committees responsible for implementing the initiatives. The Functional Plan should guide the management of AEDV until 2017, and its implementation will enable the association to contribute to the development and prestige of the specialty and position itself as a reference in terms of its functional model. Copyright © 2014 Elsevier España, S.L.U. y AEDV. All rights reserved.

Research and Development and the Role of the Urban University in Strategic Economic Development Planning.

ERIC Educational Resources Information Center

Sheppard, Ronald J.

Urban universities have a definite role to play within the context of strategic economic development. Coordination between state and local government, the private sector, and the academic community can lead to effective partnerships to formulate and implement economic development plans. Declining university enrollments and fewer dollars available…

Strategic plan creates a blueprint for budgeting.

PubMed

Cook, D

1990-05-01

Effective healthcare organizations develop budgets that reflect and support a strategic plan. Senior managers set a framework that expresses the hospital's future strategic objectives. The budget enables executives to determine which specific service lines are profitable or unprofitable. Administrators and clinicians at all levels are involved in the budgeting process.

Planning-in-Action: An Innovative Approach to Human Development. The Hunger Project.

ERIC Educational Resources Information Center

Community Development Journal, 1991

1991-01-01

The Hunger Project in India used a strategic planning-in-action approach that involved (1) reaching a common understanding; (2) creating a strategic intent; (3) choosing social indicators; (4) identifying strategic objectives; (5) empowering leadership; (6) identifying immediate action steps; and (7) sustaining the action. (SK)

Strategic planning in an academic radiation medicine program.

PubMed

Hamilton, J L; Foxcroft, S; Moyo, E; Cooke-Lauder, J; Spence, T; Zahedi, P; Bezjak, A; Jaffray, D; Lam, C; Létourneau, D; Milosevic, M; Tsang, R; Wong, R; Liu, F F

2017-12-01

In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations.

Strategic planning in an academic radiation medicine program

PubMed Central

Hamilton, J.L.; Foxcroft, S.; Moyo, E.; Cooke-Lauder, J.; Spence, T.; Zahedi, P.; Bezjak, A.; Jaffray, D.; Lam, C.; Létourneau, D.; Milosevic, M.; Tsang, R.; Wong, R.; Liu, F.F.

2017-01-01

Background In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Methods Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. Results The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. Conclusions The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations. PMID:29270061

Healthcare Strategic Planning as Part of National and Regional Development in the Israeli Galilee: A Case Study of the Planning Process.

PubMed

Peled, Ronit; Schenirer, Jerry

2009-10-01

This article describes a systematic process of geographic and strategic planning for healthcare services as a part of a regional development plan in the Israeli Galilee. The planning process consisted of three stages: (a) assessment of needs, demand and existing resources; (b) prioritisation of initiatives; and (c) scheduling of theoretical priorities. For many years the region has suffered from inequities and inequalities regarding the availability and accessibility of a regional healthcare system, resulting in high mortality and morbidity rates and low quality of life. The aim of the healthcare strategic plan was to suggest initiatives and actions to be taken in order to improve healthcare provision and the health and wellbeing of local residents.

76 FR 33726 - National Ocean Council; Strategic Action Plan Content Outlines

Federal Register 2010, 2011, 2012, 2013, 2014

2011-06-09

...On July 19, 2010, President Obama signed Executive Order 13547 establishing a National Policy for the Stewardship of the Ocean, our Coasts, and the Great Lakes (``National Ocean Policy''). The National Ocean Policy provides an implementation strategy, which describes nine priority objectives that seek to address some of the most pressing challenges facing the ocean, our coasts, and the Great Lakes. The National Ocean Council is responsible for developing strategic action plans for each of the nine priority objectives. As a first step, Federal interagency writing teams have developed content outlines for each draft strategic action plan. The NOC is seeking public review and comment of these content outlines. The purpose of the draft content outlines (outlines) is to provide the public with an initial view of potential actions that could be taken to further the national priority objectives. As such, they are an interim step toward development of the first full draft of each strategic action plan. In developing the outlines, the writing teams were informed by the comments received during an initial public scoping period that closed on April 29. Each outline presents in bulleted form potential actions to further the particular priority objective. It describes the reasons for taking the action, expected outcomes and milestones, gaps and needs in science and technology, and the timeframe for completing the action. The outlines also provide an overview of the priority objective, greater context for the strategic action plan in implementing the National Ocean Policy, and an overview of the preparation of the plan . Public comments received on the outlines will be collated and posted on the NOC Web site. The comments on the outlines will inform the preparation of full draft strategic action plans, which will be released for public review in the fall of 2011, allowing additional opportunity for the public to provide comments. Final strategic action plans are expected to be completed by early 2012.

Mission to Planet Earth Strategic Enterprise Plan 1996-2002

NASA Technical Reports Server (NTRS)

1996-01-01

Mission to Planet Earth's (MTPE's) first Strategic Enterprise Plan, issued in May 1995, defined the Agency's major goals and objectives as well as constraints. This update of the Strategic Enterprise Plan identifies the following major changes: a focused Science Research Plan that integrates space-based and in situ observational critical science to address critical science uncertainties; a technology infusion plan to reduce the cost of future missions; a series of flight opportunities to infuse new science into the overall program; and a tighter coupling between NASA and NOAA to reduce costs and to improve the overall program. Three important new initiatives are also under development and are described briefly in this plan: MTPE Education Strategy, MTPE Commercial Strategy, and an emerging concept for an Integrated Global Observing Strategy. This first update to the MTPE Strategic Enterprise Plan captures these new developments, and takes a significant step forward in planning this complex Earth system science endeavor. The plan and other information on MTPE may be viewed via the Internet at http://www.hq.nasa.gov/office/mtpe/.

24 CFR 598.305 - Designation factors.

Code of Federal Regulations, 2010 CFR

2010-04-01

... (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF HOUSING AND... Designation Process § 598.305 Designation factors. In choosing among nominated urban areas eligible for designation, the Secretary will consider: (a) Quality of strategic plan. The quality of the strategic plan...

Des Moines metropolitan area ITS strategic plan : executive summary

DOT National Transportation Integrated Search

1997-12-01

This is an executive summary of a strategic plan for deploying Intelligent Transportation Systems (ITS) technology in the Des Moines metropolitan area. The plan was developed as part of the Des Moines ITS Early Deployment Study (EDS). ITS is the use ...

Recent progress in utilization planning for Space Station Freedom

NASA Technical Reports Server (NTRS)

Bartoe, John-David F.; Thiringer, Peter S.

1991-01-01

The progress made in utilization planning for the redesigned Space Station Freedom (SSF) concept is described. Consideration is given to the SSF user capabilities, the strategic planning process, the strategic planning organizations, and the Consolidated Operations and Utilization Plan (COUP, which will be released in January 1993) as well as to the COUP development process and implementation. The process by which the COUP will be produced was exercised in the international Multilateral Strategic and Tactical Integration Process (MUSTIP) simulation. The paper describes the MUSTIP simulation and its activities along with MUSTIP findings and recommendations.

Vision for the Year 2002: A Working Document. Salem County Board for Vocational Education Strategic Plan for the Salem County Vocational Technical Schools.

ERIC Educational Resources Information Center

Salem County Board for Vocational Education, Woodstown, NJ.

A strategic plan for vocational-technical education (VTE) in Salem County, New Jersey, in the year 2002 was developed by the county board of VTE and county advisory board with input from students, parents, employers, elected officials, and the community in general. Six strategic planning subcommittees were formed to review the district's VTE…

Strategic Plan. Volume 1

NASA Technical Reports Server (NTRS)

2002-01-01

The purpose of this document is to present the strategic plan and associated organizational structure that the National Space Biomedical Research Institute (NSBRI) will utilize to achieve the defined mission and objectives provided by NASA. Much of the information regarding the background and establishment of the NSBRI by NASA has been provided in other documentation and will not be repeated in this Strategic Plan. This Strategic Plan is presented in two volumes. Volume I (this volume) begins with an Introduction (Section 2) that provides the Institute's NASA-defined mission and objectives, and the organizational structure adopted to implement these through three Strategic Programs: Countermeasure Research; Education, Training and Outreach; and Cooperative Research and Development. These programs are described in Sections 3 to 5. Each program is presented in a similar way, using four subsections: Goals and Objectives; Current Strategies; Gaps and Modifications; and Resource Requirements. Section 6 provides the administrative infrastructure and total budget required to implement the Strategic Programs and assures that they form a single cohesive plan. This plan will ensure continued success of the Institute for the next five years. Volume II of the Strategic Plan provides an in-depth analysis of the current and future strategic programs of the 12 current NSBRI teams, including their goals, objectives, mutual interactions and schedules.

Analysis of optoelectronic strategic planning in Taiwan by artificial intelligence portfolio tool

NASA Astrophysics Data System (ADS)

Chang, Rang-Seng

1992-05-01

Taiwan ROC has achieved significant advances in the optoelectronic industry with some Taiwan products ranked high in the world market and technology. Six segmentations of optoelectronic were planned. Each one was divided into several strategic items, design artificial intelligent portfolio tool (AIPT) to analyze the optoelectronic strategic planning in Taiwan. The portfolio is designed to provoke strategic thinking intelligently. This computer- generated strategy should be selected and modified by the individual. Some strategies for the development of the Taiwan optoelectronic industry also are discussed in this paper.

Strategic Planning for Higher Education in Developing Countries: Challenges and Lessons

ERIC Educational Resources Information Center

Hayward, Fred M.

2008-01-01

The study presented in this article focuses on strategic planning in developing countries, drawing on the author's experiences in a dozen developing countries in Asia and Africa and focus groups in three of those countries: Afghanistan, Madagascar, and South Africa. It looks at the special challenges faced by planners in developing countries and…

User-Focused Strategic Services for Technological University Libraries.

ERIC Educational Resources Information Center

Townley, Charles T.

This paper describes the New Mexico State University (NMSU) Library's strategic plan to develop its services amid an atmosphere of change. A summary of the following components of the strategic plan is given: vision; mission; values; and goals. The revised organizational functions are then illustrated, as well as the role of the selector-liaison…

VTAE Equity Staff Development Workshops and Services--Phase II. Final Report.

ERIC Educational Resources Information Center

Baldus, Lorayne; Nelson, Orville

The Phase II Equity Staff Development project was revised in response to a need to develop an equity strategic planning model with a vision statement, goals, and objectives. The Equity Strategic Planning Model was presented to administrators of Wisconsin Vocational, Technical, and Adult Education (VTAE) colleges for their use in district strategic…

Technology-Driven Planning: Principles to Practice.

ERIC Educational Resources Information Center

Boettcher, Judith V., Ed.; Doyle, Mary M., Ed.; Jensen, Richard W., Ed.

The selections in this collection explore topics related to the future of information technology and strategic, academic, resource, and facilities planning in institutions of higher education. Part 1, "Developing the Vision: Principles, Paradigms, Life Cycles, and Values," contains: (1) "Mega-Level Strategic Planning: Beyond Conventional Wisdom"…

13 CFR 307.9 - Revolving Loan Fund Plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

... lending area under § 307.18, a change in critical management staff, or a change to the strategic purpose...-approved economic development plan, if applicable, for the Region. (2) The Plan must identify the strategic... management procedures, including loan processing, underwriting, closing, disbursements, collections...

ORD Strategic Action Plan for Information Management / Information Technology 2011

EPA Science Inventory

ORD's Strategic Action Plan for IM/IT (2011) was collaboratively developed with input from ORD research and administrative personnel. It identifies actions necessary to support ORD's priority IM and IT needs.

Medium- and Heavy-Duty Vehicle R and D: Strategic Plan.

DOT National Transportation Integrated Search

2000-04-01

This strategic plan addresses Department of Transportation's research and development activities that support improvements in the environmental characteristics and energy efficiency of medium- and heavy duty transportation vehicles and, by increasing...

77 FR 61581 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

Federal Register 2010, 2011, 2012, 2013, 2014

2012-10-10

.... Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of Advisory... advisory committee: U.S. Strategic Command Strategic Advisory Group. DATES: November 15, 2012, from 8 a.m... Command, during the development of the Nation's strategic war plans. Agenda: Topics include: Policy Issues...

75 FR 18824 - Federal Advisory Committee; U.S. Strategic Command Strategic Advisory Group; Closed Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-13

... DEPARTMENT OF DEFENSE Office of the Secretary Federal Advisory Committee; U.S. Strategic Command... 102-3.150, the Department of Defense announces that the U.S. Strategic Command Strategic Advisory... Commander, U.S. Strategic Command, during the development of the Nation's strategic war plans. Agenda Topics...

The paradox of strategic environmental assessment

DOE Office of Scientific and Technical Information (OSTI.GOV)

Bidstrup, Morten, E-mail: bidstrup@plan.aau.dk; Hansen, Anne Merrild, E-mail: merrild@plan.aau.dk

Strategic Environmental Assessment (SEA) is a tool that can facilitate sustainable development and improve decision-making by introducing environmental concern early in planning processes. However, various international studies conclude that current planning practice is not taking full advantage of the tool, and we therefore define the paradox of SEA as the methodological ambiguity of non-strategic SEA. This article explores causality through at three-step case study on aggregates extraction planning in Denmark, which consists of a document analysis; a questionnaire survey and follow-up communication with key planners. Though the environmental reports on one hand largely lack strategic considerations, practitioners express an inherentmore » will for strategy and reveal that their SEAs in fact have been an integrated part of the planning process. Institutional context is found to be the most significant barrier for a strategy and this suggests that non-strategic planning setups can prove more important than non-strategic planning in SEA practice. Planners may try to execute strategy within the confinements of SEA-restricted planning contexts; however, such efforts can be overlooked if evaluated by a narrow criterion for strategy formation. Consequently, the paradox may also spark from challenged documentation. These findings contribute to the common understanding of SEA quality; however, further research is needed on how to communicate and influence the strategic options which arguably remain inside non-strategic planning realities. - Highlights: • International studies conclude that SEAs are not strategic. = The paradox of SEA. • Even on the highest managerial level, some contexts do not leave room for strategy. • Non-strategic SEA can derive from challenged documentation. • Descriptive and emergent strategy formation can, in practice, be deemed non-strategic.« less

A tool for enhancing strategic health planning: a modeled use of the International Classification of Functioning, Disability and Health

PubMed Central

Sinclair, Lisa Bundara; Fox, Michael H.; Betts, Donald R.

2015-01-01

SUMMARY This article describes use of the International Classification of Functioning, Disability and Health (ICF) as a tool for strategic planning. The ICF is the international classification system for factors that influence health, including Body Structures, Body Functions, Activities and Participation and Environmental Factors. An overview of strategic planning and the ICF are provided. Selected ICF concepts and nomenclature are used to demonstrate its utility in helping develop a classic planning framework, objectives, measures and actions. Some issues and resolutions for applying the ICF are described. Applying the ICF for strategic health planning is an innovative approach that fosters the inclusion of social ecological health determinants and broad populations. If employed from the onset of planning, the ICF can help public health organizations systematically conceptualize, organize and communicate a strategic health plan. This article is a US Government work and is in the public domain in the USA. PMID:23147247

A tool for enhancing strategic health planning: a modeled use of the International Classification of Functioning, Disability and Health.

PubMed

Sinclair, Lisa Bundara; Fox, Michael H; Betts, Donald R

2013-01-01

This article describes use of the International Classification of Functioning, Disability and Health (ICF) as a tool for strategic planning. The ICF is the international classification system for factors that influence health, including Body Structures, Body Functions, Activities and Participation and Environmental Factors. An overview of strategic planning and the ICF are provided. Selected ICF concepts and nomenclature are used to demonstrate its utility in helping develop a classic planning framework, objectives, measures and actions. Some issues and resolutions for applying the ICF are described. Applying the ICF for strategic health planning is an innovative approach that fosters the inclusion of social ecological health determinants and broad populations. If employed from the onset of planning, the ICF can help public health organizations systematically conceptualize, organize and communicate a strategic health plan. Published 2012. This article is a US Government work and is in the public domain in the USA.

Strategic Planning of Technology Transfer.

ERIC Educational Resources Information Center

Groff, Warren H.

Using the Ohio Technology Transfer Organization (OTTO) as its primary example, this paper offers a strategic planning perspective on technology transfer and human resources development. First, a brief overview is provided of the maturation of mission priorities and planning processes in higher education in the United States, followed by a…

24 CFR 597.403 - Revocation of designation.

Code of Federal Regulations, 2011 CFR

2011-04-01

... (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF HOUSING AND... area; (2) Has failed to make progress in achieving the benchmarks set forth in the strategic plan; or (3) Has not complied substantially with the strategic plan. (b) Letter of warning. Before revoking...

IT strategic planning in hospitals: from theory to practice.

PubMed

Jaana, Mirou; Teitelbaum, Mari; Roffey, Tyson

2014-07-01

To date, IT strategic planning has been mostly theory-based with limited information on "best practices" in this area. This study presents the process and outcomes of IT strategic planning undertaken at a pediatric hospital (PH) in Canada. A five-stage sequential and incremental process was adopted. Various tools / approaches were used including review of existing documentation, internal survey (n = 111), fifteen interviews, and twelve workshops. IT strategic planning was informed by 230 individuals (12 percent of hospital community) and revealed consistency in the themes and concerns raised by participants (e.g., slow IT projects delivery rate, lack of understanding of IT priorities, strained communication with IT staff). Mobile and remote access to patients' information, and an integrated EMR were identified as top priorities. The methodology and used approach revealed effective, improved internal relationships, and ensured commitment to the final IT strategic plan. Several lessons were learned including: maintaining a dynamic approach capable of adapting to the fast technology evolution; involving stakeholders and ensuring continuous communication; using effective research tools to support strategic planning; and grounding the process and final product in existing models. This study contributes to the development of "best practices" in IT strategic planning, and illustrates "how" to apply the theoretical principles in this area. This is especially important as IT leaders are encouraged to integrate evidence-based management into their decision making and practices. The methodology and lessons learned may inform practitioners in other hospitals planning to engage in IT strategic planning in the future.

77 FR 41164 - Joint Subcommittee on Aquaculture Research and Development Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2012-07-12

... Development Strategic Plan AGENCIES: Agricultural Research Service (ARS), U.S. Department of Agriculture (USDA... Agricultural Research Service (USDA-ARS) announce on behalf of the Federal Interagency Working Group on... http://www.ars.usda.gov/research/programs/programs.htm?np_code=106&docid=22641 . DATES: Written...

Demonstrating the Direct Impact of Planning on Performance

ERIC Educational Resources Information Center

Spiers, Cynthia; Kiel, Dorothy; Hohenbrink, Brad; McCurdy, Debra

2010-01-01

Since 2004, Rhodes State College has been at the forefront of developing an institution-wide model of institutional effectiveness--Strategic and Institutional Effectiveness Planning System (SIEPS). A focus on both measuring mission effectiveness and strategic achievement led to development of a unique electronic application that tracks the direct…

Strategic Planning: A (Site) Sight-Based Approach to Curriculum and Staff Development.

ERIC Educational Resources Information Center

Johnson, Daniel P.

The purpose of (Colorado's) Clear Creek School District's strategic planning process has been to develop basic district-wide parameters to promote instructional improvement through a process of shared leadership. The approach is termed "sight-based" to indicate the school district's commitment to connecting curriculum and…

Visions, Strategic Planning, and Quality--More than Hype.

ERIC Educational Resources Information Center

Kaufman, Roger

1996-01-01

Discusses the need to shift from the old models for organizational development to the new methods of quality management and continuous improvement, visions and visioning, and strategic planning, despite inappropriate criticisms they receive. (AEF)

A Review of Qualitative Data Gathering Methods and Their Applications To Support Organizational Strategic Planning Processes. Study Number Six.

ERIC Educational Resources Information Center

Wright, Phillip C.; Geroy, Gary D.

Exploring existing methodologies to determine whether they can be adapted or adopted to support strategic goal setting, this paper focuses on information gathering techniques as they relate to the human resource development professional's input into strategic planning processes. The information gathering techniques are all qualitative methods and…

Marketing, Parental Choice and Strategic Planning: An Opportunity or Dilemma for U.K. Schools?

ERIC Educational Resources Information Center

Giles, Corrie

1995-01-01

To succeed in the new educational marketplace, British schools must change their teaching and administration focus to one of strategic planning, policy formation, and implementation. Unless schools develop a strategic marketing approach that shapes a coherent change program and educates client perceptions of need, they will be driven by a…

Information technology strategic planning: art or science?

PubMed

Hutsell, Richard; Mancini-Newell, Lulcy

2005-01-01

It had been almost a decade since the hospitals that make up the Daughters of Charity Health System (DCHS) had engaged in a formal information technology strategic planning process. In the summer of 2002, as the health system re-formed, there was a unique opportunity to introduce a planning process that reflected the governance style of the new health system. DCHS embarked on this journey, with the CIO initiating and formally sponsoring the information technology strategic planning process in a dynamic and collaborative manner The system sought to develop a plan tailored to encompass both enterprise-wide and local requirements; to develop a governance model to engage the members of the local health ministries in plan development, both now and in the future; and to conduct the process in a manner that reflected the values of the Daughters of Charity. The DCHS CIO outlined a premise that the CIO would guide and be continuously involved in the development of this tailored process, in conjunction with an external resource. Together, there would be joint responsibility for introducing a flexible information technology strategic planning methodology; providing an education on the current state of healthcare IT, including future trends and success factors; facilitating support to tap into existing internal talent; cultivating a collaborative process to support both current requirements and future vision; and developing a well-functioning governance structure that would enable the plan to evolve and reflect user community requirements. This article highlights the planning process, including the lessons learned, the benchmarking during and in post-planning, and finally, but most importantly, the unexpected benefit that resulted from this planning process.

2010 Strategic Plan for Autism Spectrum Disorder Research. NIH Publication No. 10-7573

ERIC Educational Resources Information Center

Interagency Autism Coordinating Committee, 2010

2010-01-01

In developing the 2010 Strategic Plan for ASD (Autism Spectrum Disorder) Research, the Interagency Autism Coordinating Committee (IACC) updated the previous Plan to highlight the most pressing research needs and opportunities for the field today. The Plan, which must be annually updated in accordance with the Combating Autism Act (CAA) of 2006,…

Omaha Metropolitan Area, ITS Early Deployment Planning Study, Strategic Deployment Plan, Appendices E: Deployment Scenarios, F: Project Descriptions, G: Support Technologies, H: Cost Estimate Assumptions

DOT National Transportation Integrated Search

1995-12-15

THE OBJECTIVE OF THE OMAHA INTELLIGENT TRANSPORTATION (ITS) EARLY DEPLOYMENT STUDY IS TO DEVELOP A STRATEGIC PLAN FOR THE DEPLOYMENT OF ITS TECHNOLOGIES IN THE OMAHA METROPOLITAN AREA. THE PLAN WILL IDENTIFY THE ITS USER SERVICES THAT WILL BE MOST BE...

No Free Lunch: A Condensed Strategic Planning Process

ERIC Educational Resources Information Center

Kohrmann, Patrick C., II

2008-01-01

Most people picture "strategic planning" as endless meetings spent doing SWOT (strengths, weaknesses, opportunities, and threats) analyses, crafting vision and mission statements, and developing goals and action plans. Few look forward to the experience or reflect back on it with pleasure. In this article, the author describes how he…

DSN model for use in strategic planning

NASA Technical Reports Server (NTRS)

Kelly, K. C.; Lin, C. Y.; Mckenzie, M.

1981-01-01

A System Dynamics Model of the DSN to support strategic planning for the Network is addressed. Applications for the model are described, as well as the foundations of system dynamics and the methodology used to develop the model. Activities to date and plans for future work are also discussed.

Economic Modeling as a Component of Academic Strategic Planning.

ERIC Educational Resources Information Center

MacKinnon, Joyce; Sothmann, Mark; Johnson, James

2001-01-01

Computer-based economic modeling was used to enable a school of allied health to define outcomes, identify associated costs, develop cost and revenue models, and create a financial planning system. As a strategic planning tool, it assisted realistic budgeting and improved efficiency and effectiveness. (Contains 18 references.) (SK)

Consider the Four-Legged Stool as You Plan for Information Technology.

ERIC Educational Resources Information Center

Baltzer, Jan A.

2000-01-01

Discusses the need for strategic planning in libraries for the use of information technology that will add value to the library and better serve the users. Explains a model for developing information technology strategic plans that includes vision statements, goals and strategies, and an implementation timeline. (LRW)

Strategic Planning Methodology for Financial Management in the Department of the Navy

DTIC Science & Technology

1983-05-24

objectives for accounting and financial management systems improvement for the Department of the Navy (DON) and for developing DON policy for overall...Strategic Financial Management Plan, in which we have provided recommendations for improving the planning process. This wedge packet is intended to provide a

Strategic planning: health plan perspective.

PubMed

Mills, P S

1990-01-01

The managed care industry is one of the most dynamic industries in the health care business. The development of new products, formation of alliances, changes in legislation and other types of changes are regular occurrences. This kind of dynamic environment makes it more important than ever to use strategic planning to guide management decisions.

13 CFR 307.9 - Revolving Loan Fund Plan.

Code of Federal Regulations, 2011 CFR

2011-01-01

... § 307.18, a change in critical management staff, or a change to the strategic purpose of the RLF, must... development plan, if applicable, for the Region. (2) The Plan must identify the strategic purpose of the RLF... must demonstrate an adequate understanding of commercial loan portfolio management procedures...

The U.S. Navy Submarine Hydrodynamics/ Hydroacoustic Community: A Case Study in Strategic Planning for a Decentralized, Multi-Organizational, Military Community

DTIC Science & Technology

2004-12-01

developed by John Bryson and Farnum K. Alston105 to facilitate this SWOT analysis and other strategic planning efforts with the Hydro Sub Group ...described in the previous chapter. Meetings with the Hydro Sub Group resulted in a SWOT analysis and a decision to identify the overarching strategic...113 APPENDIX A – RESULTS OF INITIAL PLANNING MEETINGS WITH THE HYDRO SUB GROUP – MARCH 2002

Des Moines metropolitan area ITS strategic plan

DOT National Transportation Integrated Search

1998-08-19

The Des Moines Area Metropolitan Organization (MPO) completed an early deployment study for the Des Moines metropolitan area in late 1997. The purpose of the study was to develop a strategic plan for Intelligent Transportation Systems (ITS) deploymen...

Texas motorcycle crash countermeasure workshop.

DOT National Transportation Integrated Search

2013-06-01

The Texas Department of Transportation (TxDOT) contracted with the Texas A&M : Transportation Institute (TTI) to develop a 5-year strategic plan for improving motorcycle safety : in the State of Texas. The Texas Strategic Action Plan for Motorcycl...

Amtrak's strategic business plan : progress to date

DOT National Transportation Integrated Search

1996-07-24

To address its financial crisis and make its operations more efficient, in 1995 : Amtrak undertook a major corporate restructuring, along with developing its : Strategic Business Plan. This report (1) reviews Amtrak's success to date in : achieving f...

MnDOT research program strategic plan 2017-2022.

DOT National Transportation Integrated Search

2017-03-01

In response to the top transportation trends in Minnesota, and opportunities and challenges facing its transportation system, MnDOT has developed this five-year Research Program Strategic Plan (2017 2022) to take stock of its research portfolio, ...

Using a nursing balanced scorecard approach to measure and optimize nursing performance.

PubMed

Jeffs, Lianne; Merkley, Jane; Richardson, Sandy; Eli, Jackie; McAllister, Mary

2011-04-01

The authors give an overview of one healthcare organization's experience in developing a nursing strategic plan and nursing balanced scorecard (NBS) using a focused planning process involving strategy mapping. The NBS is being used at this organization to manage the nursing strategic plan by leveraging and improving nursing processes and organizational capabilities as required, based on data and transparent communication of performance results to key stakeholders. Key strategies and insights may help other nurse leaders in developing or refining strategic approaches to measuring nursing performance. Vital to the success of an organization's strategic plan are ongoing endorsement, engagement and visibility of senior leaders. Quality of decisions made depends on the organization's ability to collect data from multiple sources using standardized definitions, mine data and extract them for statistical analysis and effectively present them in a compelling and understandable way to users and decision-makers.

Developing a strategic plan for a neonatal nurse practitioner service.

PubMed

Lee, Laurie A; Jones, Luann R

2004-10-01

Neonatal nurse practitioners (NNPs) have been in practice for over 3 decades. More recently, NNPs have begun to take ownership for building their group practice models. The purpose of this article is to present a detailed case study demonstrating how one NNP group used a 4-phase strategic planning process to turn a crisis into an opportunity. The article describes data obtained during the strategic planning process from an informal national survey of NNP managers that focused on key benchmarks, such as role definition, responsibilities, protected nonclinical time, NNP salary and benefits, and educational and professional development support. Using the strategic planning process, the group defined mutually agreed upon minimum safe staffing levels for NNPs, interns, residents and neonatologists in their setting. Based on the data generated, the group successfully justified additional NNP positions and organizational support for 10% protected nonclinical time. A sample operational budget, comparison of 3 staffing scenarios, and a timeline are also provided.

The importance of socially responsible strategic planning

NASA Astrophysics Data System (ADS)

Štrukelj, Tjaša

2017-10-01

This paper researches the importance of social responsible strategic planning regardless of the sector and shows research results on the case example of the selected tourism sector, which has economic and employment potential and social and environmental implications. Tourism sector is closely interdependent with transport sector and influences it. Therefore, the more we develop the tourism sector, the more the transport sector is developing as well. Based on Mulej’s Dialectical Systems Theory (DST) we found out that enterprises should integrate sustainability and social responsibility into their strategic planning if they want the Earth to survive. This urged the European Union, ISO International Standards Organization, many other organisations and many researchers. To make strategic planning socially responsible, enterprise’s governors should request social responsibility in business policy, which represents their governance guidelines and is implemented through the strategies set up by top managers and realised in the basic realisation process - their business operations.

NASA strategic plan

NASA Technical Reports Server (NTRS)

1994-01-01

The NASA Strategic Plan is a living document. It provides far-reaching goals and objectives to create stability for NASA's efforts. The Plan presents NASA's top-level strategy: it articulates what NASA does and for whom; it differentiates between ends and means; it states where NASA is going and what NASA intends to do to get there. This Plan is not a budget document, nor does it present priorities for current or future programs. Rather, it establishes a framework for shaping NASA's activities and developing a balanced set of priorities across the Agency. Such priorities will then be reflected in the NASA budget. The document includes vision, mission, and goals; external environment; conceptual framework; strategic enterprises (Mission to Planet Earth, aeronautics, human exploration and development of space, scientific research, space technology, and synergy); strategic functions (transportation to space, space communications, human resources, and physical resources); values and operating principles; implementing strategy; and senior management team concurrence.

Developing a vision and strategic action plan for future community-based residency training.

PubMed

Skelton, Jann B; Owen, James A

2016-01-01

The Community Pharmacy Residency Program (CPRP) Planning Committee convened to develop a vision and a strategic action plan for the advancement of community pharmacy residency training. Aligned with the profession's efforts to achieve provider status and expand access to care, the Future Vision and Action Plan for Community-based Residency Training will provide guidance, direction, and a strategic action plan for community-based residency training to ensure that the future needs of community-based pharmacist practitioners are met. National thought leaders, selected because of their leadership in pharmacy practice, academia, and residency training, served on the planning committee. The committee conducted a series of conference calls and an in-person strategic planning meeting held on January 13-14, 2015. Outcomes from the discussions were supplemented with related information from the literature. Results of a survey of CPRP directors and preceptors also informed the planning process. The vision and strategic action plan for community-based residency training is intended to advance training to meet the emerging needs of patients in communities that are served by the pharmacy profession. The group anticipated the advanced skills required of pharmacists serving as community-based pharmacist practitioners and the likely education, training and competencies required by future residency graduates in order to deliver these services. The vision reflects a transformation of community residency training, from CPRPs to community-based residency training, and embodies the concept that residency training should be primarily focused on training the individual pharmacist practitioner based on the needs of patients served within the community, and not on the physical location where pharmacy services are provided. The development of a vision statement, core values statements, and strategic action plan will provide support, guidance, and direction to the profession of pharmacy to continue the advancement and expansion of community-based residency training. Published by Elsevier Inc.

CNES Strategic Plan 2001-2005

NASA Astrophysics Data System (ADS)

Janichewski, S.; Ben Aı̈m, H.

2004-04-01

CNES's latest strategic plan defines the French space agency's strategic focus and charts its course for the 2001-2005 timeframe. Based on a vision of how the space sector will evolve over the period up to 2010, the Strategic Plan sets out the agency's ambition for 2005: " CNES—space technology serving society". This ambition is structured around four challenges: Focusing actions on society's needs in three areas where space technology can make a major difference—environment, science and the information society and mobility. Building the foundation for success by ensuring competitive access to space and boosting basic research and technological innovation. Strengthening national and European synergies to ensure complementarity between: the ESA European framework, which is well adapted for major projects and the development of a European Space Strategy (ESS); and the national framework to support activities of national responsibility such as defence, science and technology development, and to improve competitiveness through direct international cooperation with other space agencies. Forging effective partnerships with its research and industry partners in Europe and France to enhance performance by: developing a service culture; building partnerships; concentrating on core competencies where it can most add value; improving skills and responsiveness in line with its strategic position; ensuring transparent and rigorous management of public funds. This Strategic Plan will be implemented in the 2001-2005 timeframe at all management levels. Implementation will be eased by the fact that the plan has been drawn up through a specific process designed to make internal management aware of the analysis underlying it. This will ensure that all stakeholders understand and appropriate the plan's orientations and thus play an active role in CNES' development. This process involved five successive steps: shared assessment of the space sector's evolution, providing a common baseline from which to build on CNES's vision; shared ambition, defining the agency's objectives and strategic focus; applying lines of action at each of the agency's four space centres through specifically targeted action plans at centre and process level; setting up of a monitoring and oversight structure; definition of a communication strategy to support management of change, designed to keep all CNES personnel informed about the plan and the process behind it.

Cityworks: A Strategic Planning Model for Workforce Education and Training.

ERIC Educational Resources Information Center

City Coll. of San Francisco, CA.

In an effort to become more responsive to students' needs regarding the current and future labor market, California's City College of San Francisco (CCSF) developed "CityWorks," a strategic plan for workforce education and training. This report provides background to the development of CityWorks and describes key goals and strategies.…

Strategic Planning in a Government Organization: The Experience of the Technical Information Division at NRaD.

ERIC Educational Resources Information Center

Cathcart, Margaret E.

1997-01-01

Describes development of strategic objectives at the Research, Development, Test, and Evaluation Division of the Naval Command, Control and Ocean Surveillance Center (NRaD). Discusses its plan to achieve these objectives. States that the organization's responsibilities span the continuum of information using technical communication skills. Uses…

77 FR 38088 - Development of the Joint Strategic Plan on Intellectual Property Enforcement; Request of the U.S...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-26

... OFFICE OF MANAGEMENT AND BUDGET Development of the Joint Strategic Plan on Intellectual Property Enforcement; Request of the U.S. Intellectual Property Enforcement Coordinator for Public Comments AGENCY: Office of the U.S. Intellectual Property Enforcement Coordinator, Executive Office of the President...

76 FR 4139 - National Ocean Council; Development of Strategic Action Plans for the National Policy for the...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-01-24

... OFFICE OF SCIENCE AND TECHNOLOGY POLICY National Ocean Council; Development of Strategic Action Plans for the National Policy for the Stewardship of the Ocean, Our Coasts, and the Great Lakes ACTION... the Great Lakes. The National Policy provides a comprehensive approach, based on science and...

Developing Quality Strategic Plan in Secondary Schools for Successful School Improvement

ERIC Educational Resources Information Center

Chukwumah, Fides Okwukweka

2015-01-01

The study examined the extent to which development of quality strategic plans for Anambra State secondary schools' improvement had been done by schools. The research design used was a descriptive survey. Respondents comprised 217 principals. There was no sampling since all the principals were used. Data were collected using "Schools'…

A Strategic Planning Model for Community Mental Health Centers.

ERIC Educational Resources Information Center

Del Pizzo, Les; And Others

1987-01-01

Describes a strategic plan developed at a community mental health center, the Summit Center for Human Development, to deal with its own survival while public demand increases, and federal and state programs are cut back. Examines current and prospective services and outlines directions for enhancing the mandated and optional services provided…

An integrative health information systems approach for facilitating strategic planning in hospitals.

PubMed

Killingsworth, Brenda; Newkirk, Henry E; Seeman, Elaine

2006-01-01

This article presents a framework for developing strategic information systems (SISs) for hospitals. It proposes a SIS formulation process which incorporates complexity theory, strategic/organizational analysis theory, and conventional MIS development concepts. Within the formulation process, four dimensions of SIS are proposed as well as an implementation plan. A major contribution of this article is the development of a hospital SIS framework which permits an organization to fluidly respond to external, interorganizational, and intraorganizational influences. In addition, this article offers a checklist which managers can utilize in developing an SIS in health care.

Responding to non-communicable diseases in Zambia: a policy analysis.

PubMed

Mukanu, Mulenga M; Zulu, Joseph Mumba; Mweemba, Chrispin; Mutale, Wilbroad

2017-04-24

Non-communicable diseases (NCDs) are an emerging global health concern. Reports have shown that, in Zambia, NCDs are also an emerging problem and the government has begun initiating a policy response. The present study explores the policy response to NCDs by the Ministry of Health in Zambia using the policy triangle framework of Walt and Gilson. A qualitative approach was used for the study. Data collected through key informant interviews with stakeholders who were involved in the NCD health policy development process as well as review of key planning and policy documents were analysed using thematic analysis. The government's policy response was as a result of international strategies from WHO, evidence of increasing disease burden from NCDs and pressure from interest groups. The government developed the NCD strategic plan based on the WHO Global Action Plan for NCDs 2013-2030. Development of the NCD strategic plan was driven by the government through the Ministry of Health, who set the agenda and adopted the final document. Stakeholders participated in the fine tuning of the draft document from the Ministry of Health. The policy development process was lengthy and this affected consistency in composition of the stakeholders and policy development momentum. Lack of representative research evidence for some prioritised NCDs and use of generic targets and indicators resulted in the NCD strategic plan being inadequate for the Zambian context. The interventions in the strategic plan also underutilised the potential of preventing NCDs through health education. Recent government pronouncements were also seen to be conflicting the risk factor reduction strategies outlined in the NCD strategic plan. The content of the NCD strategic plan inadequately covered all the major NCDs in Zambia. Although contextual factors like international strategies and commitments are crucial catalysts to policy development, there is need for domestication of international guidelines and frameworks to match the disease burden, resources and capacities in the local context if policy measures are to be comprehensive, relevant and measurable. Such domestication should be guided by representative local research evidence.

Human Health Risk Assessment Strategic Research Action Plan 2012-2016

EPA Pesticide Factsheets

This document outlines the strategic plan for EPA’s Human Health Risk Assessment research efforts, and how they support and are integrated into the overall research portfolio of the Agency’s Office of Research and Development.

The Maryland strategic highway safety plan 2006-2010

DOT National Transportation Integrated Search

2006-09-01

When the American Association of State Highway Transportation Officials (AASHTO) led the development of a strategic highway safety plan in 1997, targeting the nations most serious highway safety problems, Maryland was one of the few states in the ...

University Strategic Planning: A Process for Change in a Principal Preparation Program

ERIC Educational Resources Information Center

Guerra, Federico R.; Zamora, Roberto; Hernandez, Rosalinda; Menchaca, Velma

2017-01-01

This study describes a strategic planning process used for developing an educational leadership program that prepares principals for leading 21st century schools. The plan is based on recommendations received from the External reviewers representing Southern Association of Colleges and Schools, the Texas Education Agency, survey responses received…

Planning Brings Vision Into Focus (Brochure)

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

2013-04-01

This case study/fact sheet highlights the strategic energy planning process for Tribes that was developed by the DOE Office of Indian Energy. This nine-step process, which is outlined in one of the foundational education courses offered by the Office, enables Tribes to pursue energy projects in a well-planned and strategic manner.

2004 Strategic Master Plan for Higher Education. Update on Implementation

ERIC Educational Resources Information Center

Washington Higher Education Coordinating Board, 2005

2005-01-01

The 2004 Strategic Master Plan for Higher Education identified clear and measurable goals that focused on outcomes rather than inputs alone. To reinforce this outcomes-based approach, the plan proposed that the state develop a new funding method to reward public colleges and universities for student success. Specifically, it proposed that the…

Strategic Plan for Preventing Childhood Lead Poisoning in Illinois.

ERIC Educational Resources Information Center

Illinois State Dept. of Public Health, Springfield.

The severity of the silent epidemic of lead poisoning and its long range effects on young children in impairment of intellectual ability, short-term memory, concentration, and reaction time have been recognized. A 3-year strategic plan for preventing childhood lead poisoning in Illinois was developed by a planning committee working through four…

San Bernardino Valley College Strategic Enrollment Management Plan: Recruitment and Retention, 2000-2002.

ERIC Educational Resources Information Center

Romero, David T., Ed.

The San Bernardino Valley College (California) Strategic Enrollment Management (SEM) Plan was developed to specifically increase student enrollment and to improve retention over 2000-2002, and thereafter. Presents the SEM plan in two parts: recruitment and retention. The date, description, action, person responsible, date needed, date completed,…

ELearning Strategic Planning 2020: The Voice of Future Students as Stakeholders in Higher Education

ERIC Educational Resources Information Center

Finger, Glenn; Smart, Vicky

2013-01-01

Most universities are undertaking information technology (IT) strategic planning. The development of those plans often includes the voices of academics and sometimes engages alumni and current students. However, few engage and acknowledge the voice of future students. This paper is situated within the "Griffith University 2020 Strategic…

[Strategic planning models at the Instituto Nacional de Ciencias Médicas y Nutrición Salvador Zubirán].

PubMed

Velázquez-Pastrana, Ruth

2013-01-01

The Instituto Nacional de Ciencias Médicas y Nutrición Salvador Zubirán (Spanish acronym INCMNSZ) is a third tier healthcare facility operated by the Mexican Ministry of Health, ando ver the years various strategic planning models have been used in its development. This paper present a brief overview of some of those strategic planning models and their application and concludes with a discussion of the lessons learned and challenges than remain.

Developing a Strategic Plan for Transitioning to Healthcare Knowledge Services Centers (HKSCs)

PubMed Central

Goldstein, H. Mark; Coletti, Margaret H.

2012-01-01

Facing a negative trend in the form of downsizing, layoffs, and closures, a small committee of hospital librarians in New England was formed in 2004 to provide library advocacy. Between 2008 and 2010, 23 hospital libraries closed in New England. In 2010, the committee shifted its focus from advocacy to a platform for change. This resulted in the creation of the Healthcare Knowledge Services Center (HKSC) Template. The Template is the basis for a 3-phased, 5-year strategic plan to establish several regional pilots, transitioning traditional hospital libraries to healthcare knowledge services centers. This article focuses on Phase One of the strategic plan, Development. PMID:23125551

Establishing a program of global initiatives for nursing education.

PubMed

Kulage, Kristine M; Hickey, Kathleen T; Honig, Judy C; Johnson, Mary P; Larson, Elaine L

2014-07-01

In the global nursing community, schools of nursing are increasingly developing initiatives and networks across national boundaries. This article describes the process undertaken at a school of nursing to determine its global health priorities and develop a program of global initiatives for nursing education. A series of meetings were held to determine faculty global activities and gauge interest in designing a 5-year strategic plan for the program. A volunteer Strategic Planning Work-group was convened to formalize a mission, vision, and strategic plan for the program, which were presented to, refined by, and vetted by an advisory board and the faculty at large. We recommend this process to schools committed to developing or expanding a program dedicated to global initiatives and a global perspective in educational planning. Involving stakeholders, building on current strengths, and aligning with mission and vision are essential elements for developing a meaningful program of global initiatives for nursing education. Copyright 2014, SLACK Incorporated.

The Possibilities of Strategic Finance

ERIC Educational Resources Information Center

Chaffee, Ellen

2010-01-01

Strategic finance is aligning financial decisions--regarding revenues, creating and maintaining institutional assets, and using those assets--with the institution's mission and strategic plan. The concept known as "strategic finance" increasingly is being seen as a useful perspective for helping boards and presidents develop a sustainable…

Adapting a strategic management model to hospital operating strategies. A model development and justification.

PubMed

Swinehart, K; Zimmerer, T W; Oswald, S

1995-01-01

Industrial organizations have employed the process of strategic management in their attempts to cope effectively with global competitive pressures, while attempting to build and maintain competitive advantage. With health-care organizations presently trying to cope with an increasingly turbulent environment created by the uncertainty as to pending legislation and anticipated reform, the need for such organizational strategic planning is apparent. Presents and discusses a methodology for adapting a business-oriented model of strategic planning to health care.

Strategic Enterprise Architecture Design and Implementation Plan for the Montana Department of Transportation

DOT National Transportation Integrated Search

2016-08-01

The purpose of this research report is to develop a Strategic Enterprise Architecture (EA) Design and Implementation Plan for the Montana Department of Transportation (MDT). Information management systems are vital to maintaining the States transp...

Virginia PROGRESS : the Virginia Department of Transportation's intelligent vehicle-highway systems strategic plan.

DOT National Transportation Integrated Search

1993-01-01

The Virginia Department of Transportation (VDOT) is committed to Virginia PROGRESS, which is a program for Intelligent Vehicle-Highway System (IVHS) research, development, and deployment. This document, VDOT's IVHS Strategic Plan, will guide the Depa...

The strategic plan for combating antimicrobial resistance in Gulf Cooperation Council States.

PubMed

Balkhy, Hanan H; Assiri, Abdullah M; Mousa, Haifa Al; Al-Abri, Seif S; Al-Katheeri, Huda; Alansari, Huda; Abdulrazzaq, Najiba M; Aidara-Kane, Awa; Pittet, Didier

2016-01-01

The Gulf Cooperation Council Center for Infection Control (GCC-IC) has placed the emergence of antimicrobial resistance (AMR) on the top of its agenda for the past four years. The board members have developed the initial draft for the GCC strategic plan for combating AMR in 2014. The strategic plan stems from the WHO mandate to combat AMR at all levels. The need for engaging a large number of stakeholders has prompted the GCC-IC to engage a wider core of professionals in finalizing the plan. A multi-disciplinary group of more than 40 experts were then identified. And a workshop was conducted in Riyadh January 2015 and included, for the first time, representation of relevant ministries and agencies as well as international experts in the field. Participants worked over a period of two and a half days in different groups. International experts shared the global experiences and challenges in addressing human, food, animal, and environmental aspects of controlling AMR. Participants were then divided into 4 groups each to address the human, animal, microbiological and diagnostic, or the environmental aspect of AMR. At the end of the workshop, the strategic plan was revised and endorsed by all participants. The GCC-IC board members then approved it as the strategic plan for AMR. The document produced here is the first GCC strategic plan addressing AMR, which shall be adopted by GCC countries to develop country-based plans and related key performance indicators (KPIs). It is now the role of each country to identify the body that will be accountable for implementing the plan at the country level. Copyright © 2016 King Saud Bin Abdulaziz University for Health Sciences. Published by Elsevier Ltd. All rights reserved.

Communication satellites: Guidelines for a strategic plan

NASA Technical Reports Server (NTRS)

1987-01-01

To maintain and augment the leadership that the United States has enjoyed and to ensure that the nation is investing sufficiently and wisely to this purpose, a strategic plan for satellite communications research and development was prepared by NASA. Guidelines and recommendations for a NASA plan to support this objective and for the conduct of communication satellite research and development program over the next 25 years were generated. The guidelines are briefly summarized.

A 3-Component Approach Incorporating Focus Groups in Strategic Planning for Sexual Violence Prevention.

PubMed

Cruz, Theresa H; Hess, Julia Meredith; Woelk, Leona; Bear, Samantha

2016-01-01

Sexual violence is of special concern in New Mexico because of the presence of large priority populations in which its prevalence is high. This article describes a 3-component approach to developing a strategic plan to prevent sexual violence in the state that consisted of an advisory group, subject matter experts, and focus groups from geographically and demographically diverse communities. Both common and community-specific themes emerged from the focus groups and were included in the strategic plan. By incorporating community needs and experiences, this approach fosters increased investment in plan implementation.

Towards a Natural Systems Theory of Organizational Effectiveness: Integrating Geopolitical, Darwinistic and Strategic Planning Perspectives. ASHE Annual Meeting 1981 Paper.

ERIC Educational Resources Information Center

Cope, Robert

A theory of organizational development is developed from turn-of-the-century geopolitical studies by combining the following: Smithian and Darwinian perspectives; the firmer concepts of management; and strategic planning views. An attempt is made to explore natural organizational processes by considering geopolitical, economic, biological, and…

Building Futurism into the Institution's Strategic Planning and Human Resource Development Model.

ERIC Educational Resources Information Center

Groff, Warren H.

A process for building futurism into the institution's strategic planning and human resource development model is described. It is an attempt to assist faculty and staff to understand the future and the formulation and revision of professional goals in relation to an image of the future. A conceptual framework about the changing nature of human…

Developing a Strategic Plan for Library Space Needs through 2010.

ERIC Educational Resources Information Center

Matier, Michael W.; Sidle, C. Clinton

A 20-year strategic plan for library space has been developed at Cornell University, a private research university which also serves as the land-grant university for the State of New York. Two basic approaches to analyzing space needs were used. The first was the conventional analysis, where collections and user space needs are projected into the…

Evidence development and publication planning: strategic process.

PubMed

Wittek, Michael R; Jo Williams, Mary; Carlson, Angeline M

2009-11-01

A number of decisions in the health care field rely heavily on published clinical evidence. A systematic approach to evidence development and publication planning is required to develop a portfolio of evidence that includes at minimum information on efficacy, safety, durability of effect, quality of life, and economic outcomes. The approach requires a critical assessment of available literature, identification of gaps in the literature, and a strategic plan to fill the gaps to ensure the availability of evidence demanded for clinical decisions, coverage/payment decisions and health technology assessments. The purpose of this manuscript is to offer a six-step strategic process leading to a portfolio of evidence that meets the informational needs of providers, payers, and governmental agencies concerning patient access to a therapy.

The International Space Life Sciences Strategic Planning Working Group

NASA Technical Reports Server (NTRS)

White, Ronald J.; Rabin, Robert; Lujan, Barbara F.

1993-01-01

Throughout the 1980s, ESA and the space agencies of Canada, Germany, France, Japan, and the U.S. have pursued cooperative projects bilaterally and multilaterally to prepare for, and to respond to, opportunities in space life sciences research previously unapproachable in scale and sophistication. To cope effectively with likely future space research opportunities, broad, multilateral, coordinated strategic planning is required. Thus, life scientists from these agencies have allied to form the International Space Life Sciences Strategic Planning Working Group. This Group is formally organized under a charter that specifies the purpose of the Working Group as the development of an international strategic plan for the space life sciences, with periodic revisions as needed to keep the plan current. The plan will be policy-, not operations-oriented. The Working Group also may establish specific implementation teams to coordinate multilateral science policy in specific areas; such teams have been established for space station utilization, and for sharing of flight equipment.

Real estate investments demand strategic planning, objectives.

PubMed

Bermas, N F

1991-10-01

Real estate may present a great opportunity for institutions to positively affect their bottom lines. But it takes planning and foresight to achieve a solid real estate plan. In the following article, the author describes the process necessary to develop a program that goes beyond converting empty buildings into nursing homes. The process goes from identifying strategic objectives to examining financial alternatives and preparing an implementation plan.

The Dreyfus Model of Skill Acquisition: A Career Development Framework for Succession Planning and Management in Academic Libraries

ERIC Educational Resources Information Center

Hall-Ellis, Sylvia D.; Grealy, Deborah S.

2013-01-01

Succession planning and management are critical parts of strategic planning for libraries in the twenty-first century. Making certain that the right people are in place with the prerequisite training and experience to assume leadership positions is a vital part of strategic planning and talent management in libraries that rely on teams of people…

National Risk Management Research Laboratory Strategic plan and Implementation - Overview

EPA Science Inventory

This publication provides an overview of the strategic plan recently developed by the National Risk Management Research Laboratory (NRMRL). It includes a description of NRMRL's mission and goals and their alignment with Agency goals. Additionally, the overview contains a brief se...

Water transportation planning for Eastern Massachusetts : a strategic assessment of passenger ferry services

DOT National Transportation Integrated Search

2003-03-01

A group of existing, proposed, and potential ferry services is the subject of a comprehensive assessment to assist the strategic planning process of the Commonwealth of Massachusetts for its future transportation system. The Volpe Center developed a ...

The Global University for the Twenty-First Century. A Strategic Plan.

ERIC Educational Resources Information Center

National Association of State Universities and Land Grant Colleges, Washington, DC.

This strategic plan addresses the internationalization of activities of American colleges and universities offering programs in food, agricultural, and natural resources disciplines. Internationalization is enhanced by appropriate university roles in economic development, humanitarian assistance, augmentation of global food security, and…

Strategic planning for organizational effectiveness during dynamic change.

PubMed

Carlson, Susan L; Harris, Melodee; McLeskey, Nanci

2013-01-01

The leadership of a professional association is charged with developing a strategic plan to operationalize the organization's goals, tactics, and progress. Within the context of its values and goals, a strategic plan steers the organization toward its mission. While there are a variety of models and approaches used in strategic planning, the National Gerontological Nursing Association (NGNA) has historically used goal-based methodology. This method is congruent with the organization's leadership preferences, consistent with the mission-driven culture of the organization, and collaborative in its approach. In 2009 the NGNA Board of Directors initiated a plan for the organization's transformation to a more dynamic and member-driven association through a deliberate process. This article addresses the process used to arrive at the 2010–2011 NGNA strategic initiatives, including a discussion of pertinent data revealed in the 2011 needs assessment survey and NGNA's future initiatives focused on networking, communication, and membership benefits. This process is relevant for all organizations and groups seeking improvement in serving their constituents.

Strategic Audit and Marketing Plan

ERIC Educational Resources Information Center

Wright, Lianna S.

2013-01-01

The purpose of this audit was to revise the marketing plan for ADSum Professional Development School and give the owner a long-term vision of the school to operate competitively in the crowded field of for-profit schools. It is fairly simple to create a strategic plan but harder to implement and execute. Execution requires weeks and months of…

Strategic planning for radiology: opening an outpatient diagnostic imaging center.

PubMed

Leepson, Evan

2003-01-01

Launching a new diagnostic imaging center involves very specific requirements and roadmaps, including five major areas of change that have a direct impact on planning: Imaging and communication technology Finances and reimbursement Ownership structure of imaging entities Critical workforce shortages Imaging is moving outside radiology First, planning must focus on the strategic level of any organization, whether it is a multi-national corporation or a six-person radiology group. Think of all organizations as a triangle with three horizontal levels: strategic, managerial and operational. The strategic level of decision-making is at the top of the triangle, and here is where planning must take place. For strategic planning to work, there must be focused time and energy spent on this activity, usually away from the reading room and imaging center. There are five planning strategies, which must have the explicit goal of developing and growing the imaging center. The five strategies are: Clinical and quality issues, Governance and administration, Technology, Relationships, Marketing and business development. The best way to plan and implement these strategies is to create work groups of radiologists, technologists, and administrative and support staff. Once the group agrees on the strategy and tactic, it takes responsibility for implementation. Embarking on the launch of a new outpatient diagnostic imaging center is no small undertaking, and anyone who has struggled with such an endeavor can readily attest to the associated challenges and benefits. Success depends on many things, and one of the most important factors relates to the amount of time and the quality of effort spent on strategic planning at the outset. Neglecting or skimping on this phase may lead to unforeseen obstacles that could potentially derail the project.

Strategic avionics technology planning

NASA Technical Reports Server (NTRS)

Cox, Kenneth J.; Brown, Don C.

1991-01-01

NASA experience in development and insertion of technology into programs had led to a recognition that a Strategic Plan for Avionics is needed for space. In the fall of 1989 an Avionics Technology Symposium was held in Williamsburg, Virginia. In early 1990, as a followon, a NASA wide Strategic Avionics Technology Working Group was chartered by NASA Headquarters. This paper will describe the objectives of this working group, technology bridging, and approaches to incentivize both the federal and commercial sectors to move toward rapidly developed, simple, and reliable systems with low life cycle cost.

76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-11

... scorecard. A balanced scorecard ``balances'' or equally emphasizes programmatic and management objectives... senior leadership to develop a balanced scorecard to deploy and execute this Strategic Plan. The Secretary directed a balanced scorecard approach to establish and maintain focus on the Department's top...

Strategic plan for early deployment of intelligent transportation systems on Interstate 40 corridor

DOT National Transportation Integrated Search

1997-05-01

This report presents the results of a study by Kimley-Horn and Associates, Inc. for Arizonas Transportation Research Center to develop a strategic plan to deploy ITS rural technologies along the I-40 corridor in northern Arizona. The report descri...

Strategic plan for early deployment of intelligent transportation systems on Interstate 40 Corridor

DOT National Transportation Integrated Search

1997-05-01

This report presents the results of a study by Kimley-Horn and Associates, Inc. for Arizonas Transportation Research Center to develop a strategic plan to deploy ITS rural technologies along the I-40 corridor in northern Arizona. The report descri...

Developing a web-based forecasting tool for nutrient management

USDA-ARS?s Scientific Manuscript database

Modern nutrient management planning tools provide strategic guidance that, in the best cases, educates farmers and others involved in nutrient management to make prudent management decisions. The strategic guidance provided by nutrient management plans does not provide the day-to-day support require...

Harnessing the Power of Vision. Ten Steps to Creating a Strategic Vision and Action Plan for Your Community. Preparing Your Community for the 21st Century Series.

ERIC Educational Resources Information Center

Peterson, Mark

This extension education publication contains insights and tools to help community members develop a strategic vision and action plan for their community. Presented first are an executive summary and an introduction that includes 10 reasons for a strategic visioning process. The first section, which deals with harnessing the power of vision,…

Capability Investment Strategy to Enable JPL Future Space Missions

NASA Technical Reports Server (NTRS)

Lincoln, William; Merida, Sofia; Adumitroaie, Virgil; Weisbin, Charles R.

2006-01-01

The Jet Propulsion Laboratory (JPL) formulates and conducts deep space missions for NASA (the National Aeronautics and Space Administration). The Chief Technologist of JPL has responsibility for strategic planning of the laboratory's advanced technology program to assure that the required technological capabilities to enable future missions are ready as needed. The responsibilities include development of a Strategic Plan (Antonsson, E., 2005). As part of the planning effort, a structured approach to technology prioritization, based upon the work of the START (Strategic Assessment of Risk and Technology) (Weisbin, C.R., 2004) team, was developed. The purpose of this paper is to describe this approach and present its current status relative to the JPL technology investment.

Innovation in creating a strategic plan for research within an academic community.

PubMed

Best, Kaitlin M; Jarrín, Olga; Buttenheim, Alison M; Bowles, Kathryn H; Curley, Martha A Q

2015-01-01

Strategic planning for research priorities in schools of nursing requires consensus building and engagement of key stakeholders. However, traditional approaches to strategic planning using work groups and committees sometimes result in low rates of faculty participation and fail to engage other important stakeholders. The purpose of this article is to describe the unique low-cost, high-yield processes that contributed to the rapid development of our school's strategic research plan over the course of 1 month. Using the name recognition of the National Collegiate Athletic Association's annual basketball tournament, we were able to encourage high levels of participation by faculty, doctoral students, and postdoctoral fellows in not only developing a consensus around eight broad lines of inquiry but also offering tangible recommendations for accomplishing those goals within the next 5 years. Other schools of nursing seeking to evaluate their research enterprise and align their science with national priorities could easily replicate this approach. Copyright © 2015 Elsevier Inc. All rights reserved.

Mission to Planet Earth. Strategic enterprise plan, 1995-2000

NASA Astrophysics Data System (ADS)

1995-05-01

Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.

Mission to Planet Earth. Strategic enterprise plan, 1995-2000

NASA Technical Reports Server (NTRS)

1995-01-01

Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.

National Strategies of Ophthalmic Education in Iran

PubMed Central

Entezari, A; Javadi, MA; Einollahi, B

2012-01-01

Background: Academic medicine is in a state of dramatic transformation. For this reason strategic thinking is the most essential part of educational planning. The main purpose of the present study was developing the strategic educational planning of Ophthalmology in Iran from 2007 to 2010 Methods: A qualitative investigation using focus group discussion has been implemented successfully for developing educational planning. Six to twelve representatives of key stakeholders in the ophthalmic education of Iran participated to this study. Results: Strengths, weaknesses, opportunities and threats of ophthalmology education in Iran were analyzed. Strategic goals in education, research, and health service providing domains were being developed. Educational goals were defined as training of human resources in accordance with the community needs at the level of general practitioner, specialist, and fellowships in ophthalmology. Research goals of the program were defined as scientific inter-departmental and international communications, in order to promote the level of education, research, and treatment in the country. Also, in the field of health services according to the community needs, providing services by the means of advanced and cost effective methods were defined as strategic objectives. Conclusion: Based on this strategic plan in the last three years ophthalmic education in Iran shall be many changes in educational, research and health care provision for social accountability. PMID:23113125

Effect of strategic planning education on attitudes and perceptions of independent community pharmacy owners/managers.

PubMed

Harrison, Donald L

2007-01-01

To assess the impact of formal education program participation on the attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning. Cross-sectional study. United States; June 4-July 30, 2004. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Strategic planning formal education program participation. Comprehensiveness of strategic planning. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Only 124 (23.5%) respondents indicated that they participated in a formal strategic planning education program. However, of the 141 (26.85%) respondents who indicated that they had conducted strategic planning for their community pharmacy, 111 (89.5%) had participated in a formal strategic planning education program. A significant association was detected between formal education program participation and the conducting of strategic planning (P< or =0.0001). Significant differences were observed for all attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning based on program participation (P< or =0.0001). Finally, respondents who indicated that they had participated in a formal education program had a significantly higher comprehensiveness of strategic planning rating than those respondents who did not participate in an educational program (P< or =0.0001). A significant association exists between formal strategic planning education program participation and the conducting of strategic planning by owner/managers of independent community pharmacies, and those participating in such programs have significantly different attitudes and perceptions toward the conducting of strategic planning and have a significantly higher comprehensiveness of strategic planning rating.

Decision support systems and the healthcare strategic planning process: a case study.

PubMed

Lundquist, D L; Norris, R M

1991-01-01

The repertoire of applications that comprises health-care decision support systems (DSS) includes analyses of clinical, financial, and operational activities. As a whole, these applications facilitate developing comprehensive and interrelated business and medical models that support the complex decisions required to successfully manage today's health-care organizations. Kennestone Regional Health Care System's use of DSS to facilitate strategic planning has precipitated marked changes in the organization's method of determining capital allocations. This case study discusses Kennestone's use of DSS in the strategic planning process, including profiles of key DSS modeling components.

A Tool for Measuring NASA's Aeronautics Research Progress Toward Planned Strategic Community Outcomes

NASA Technical Reports Server (NTRS)

Tahmasebi, Farhad; Pearce, Robert

2016-01-01

Description of a tool for portfolio analysis of NASA's Aeronautics research progress toward planned community strategic Outcomes is presented. For efficiency and speed, the tool takes advantage of a function developed in Excels Visual Basic for Applications. The strategic planning process for determining the community Outcomes is also briefly discussed. Stakeholder buy-in, partnership performance, progress of supporting Technical Challenges, and enablement forecast are used as the criteria for evaluating progress toward Outcomes. A few illustrative examples of using the tool are also presented.

SEI Program Plans: 1996-2000. Volume 1. Five-Year Strategic Plan. Volume 2. One-Year Plans/Proposals.

DTIC Science & Technology

1996-01-01

architecture for a family of sys- tems. The Feature-Oriented Domain Analysis ( FODA ) method looks primarily at "user-visible" aspects of a domain. The...Partners I-9 1.4.2 Acquisition, Development, and Post Deployment 1-10 2 Strategic Overview 1-15 2.1 Situation Analysis 1-15 2.1.1...Contents Strategic Overview 1-15 2.1 Situation Analysis 1-15 2.1.1 DoD Budget Reductions, Downsizing, and the Changing Role of the Military

Strategic Leader Development for a 21st Century Army

DTIC Science & Technology

2008-04-30

Fall of Strategic Planning. New York, NY: The Free Press, 1994. Northouse , Peter G. Leadership : Theory and Practice. Thousand Oaks, CA: Sage...TERMS Strategic Leadership ; Strategic Thinking; Contemporary Operational Environment; Adaptability; Self Awareness; Complexity; Officer Education...managing today’s fluid operational environment. The concept of strategic leadership , therefore, must be examined closely in Army doctrine. Social

Development, Implementation, and Evaluation of a Strategic Plan for Improving Physical Plant Management at Southwest Texas Junior College.

ERIC Educational Resources Information Center

Box, Wilford Winston

A study was conducted at Southwest Texas Junior College (STJC) to assess current management practices used by the physical plant maintenance department (PPMD) and to develop a strategic plan for physical plant management. Procedures included an analysis of current management practices and systems that affect physical resources, and periodic and…

Experiences that develop the ability to think strategically.

PubMed

Goldman, Ellen; Cahill, Terrence; Filho, Rubens Pessanha

2009-01-01

The ability to think strategically is an admired and a sought-after leadership requirement, yet we know little about how it develops. The purpose of this study is to identify specific experiences that contribute to the development of an individual's ability to think strategically. We identified eight work experiences, including different types of organizational projects, processes, and relationships, that contribute to an individual's strategic thinking ability. We also delineate specific characteristics material to each experience. These characteristics indicate that considerable time and focus are required to develop the ability to think strategically. In addition, the experiences are not all accessed equally: Women are less likely to have nonrelational experiences, while chief executive officers are more likely to have the most challenging ones. In addition, we found differences regarding work-related continuing education activities. Respondents rated nonhealthcare conferences and reading behind all other identified experiences that contribute to strategic thinking ability. Individuals can implement several strategies to improve their strategic thinking ability, including deliberately incorporating the requisite experiences into their development plans, ensuring that the experiences incorporate the required characteristics, and improving the benefit received from attending educational programs in nonhealthcare industries. Organizations can implement several strategies to ensure the experiences are as effective as possible, such as appraising gender differences across the experiences and reviewing the organization's strategic planning processes for the characteristics that best encourage strategic thinking.

U.S. Climate Change Science Program. Vision for the Program and Highlights of the Scientific Strategic Plan

NASA Technical Reports Server (NTRS)

2003-01-01

The vision document provides an overview of the Climate Change Science Program (CCSP) long-term strategic plan to enhance scientific understanding of global climate change.This document is a companion to the comprehensive Strategic Plan for the Climate Change Science Program. The report responds to the Presidents direction that climate change research activities be accelerated to provide the best possible scientific information to support public discussion and decisionmaking on climate-related issues.The plan also responds to Section 104 of the Global Change Research Act of 1990, which mandates the development and periodic updating of a long-term national global change research plan coordinated through the National Science and Technology Council.This is the first comprehensive update of a strategic plan for U.S. global change and climate change research since the origal plan for the U.S. Global Change Research Program was adopted at the inception of the program in 1989.

Strategic planning: the basics and benefits.

PubMed

Hansen, R D

1999-01-01

Strategic planning can help a medical practice take an honest look at itself in light of the changes taking place in its environment and within the practice itself. The objective is for the group to design a plan, or road map, to its envisioned future. For medical practices, strategic planning is a four part process: 1) gaining buy-in for the process itself from the leadership and physicians; 2) gathering pertinent data about the group's environment through external resources, and about the group itself through interviews and surveys of physicians; 3) conducting a facilitated off-site retreat of key physicians and leaders in order to review data, discuss issues and develop a one to two year action plan; and, 4) carrying out the action plan developed at the retreat and measuring its outcomes. A follow-up mini-retreat about six months after the first retreat is highly recommended, as is instituting a process of sharing of the results and outcomes of the plan with all members of the organization.

The Office of Space Science and Applications strategic plan, 1990: A strategy for leadership in space through excellence in space science and applications

NASA Technical Reports Server (NTRS)

1990-01-01

A strategic plan for the U.S. space science and applications program during the next 5 to 10 years was developed and published in 1988. Based on the strategies developed by the advisory committees of both the National Academy of Science and NASA, the plan balances major, moderate, and small mission initiatives, the utilization of the Space Station Freedom, and the requirements for a vital research base. The Office of Space Science and Applications (OSSA) strategic plan is constructed around five actions: establish a set of programmatic themes; establish a set of decision rules; establish a set of priorities for missions and programs within each theme; demonstrate that the strategy will yield a viable program; and check the strategy for consistency within resource constraints. The OSSA plan is revised annually. This OSSA 1990 Strategic Plan refines the 1989 Plan and represents OSSA's initial plan for fulfilling its responsibilities in two major national initiatives. The Plan is now built on interrelated, complementary strategies for the core space science and applications program, for the U.S. Global Change Research Program, and for the Space Exploration Initiative. The challenge is to make sure that the current level of activity is sustained through the end of this century and into the next. The 1990 Plan presents OSSA's strategy to do this.

76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-01

... Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD... Planning and Management, designates the Order of Succession for the Office of Strategic Planning and..., 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and Management...

Environmental Scan: A Summary of Key Issues Facing California Community Colleges Pertinent to the Strategic Planning Process

ERIC Educational Resources Information Center

Research and Planning Group for California Community Colleges (RP Group), 2005

2005-01-01

As part of the Statewide Strategic Planning Process for California Community Colleges, the Center for Student Success, the research and evaluation organization of the Research and Planning Group for California Community Colleges (RP/CSS) was asked to develop a series of overview documents that would outline both internal and external trends that…

National strategic plan: modeling and data systems for wildland fire and air quality.

Treesearch

David V. Sandberg; Colin C. Hardy; Roger D. Ottmar; J.A. Kendall Snell; Ann Acheson; Janice L. Peterson; Paula Seamon; Peter Lahm; Dale Wade

1999-01-01

This strategic plan is a technical discussion of the implementation and development of models and data systems used to manage the air quality impacts of wildland and prescribed fires. Strategies and priorities in the plan were generated by the Express Team (chartered by the National Wildfire Coordinating Group) and a diverse group of 86 subject matter experts who...

Strategic Planning for Community Viability: A Process, Not a Destination. Circular CRD-60.

ERIC Educational Resources Information Center

Albertson-Zenor, Patricia; Raftery, Sue

Strategic planning (SP), which has been used since the 1960s by business and industry, is now being used by schools, municipalities, universities, and even churches. SP is a process designed to assist groups in developing a custom-designed plan to meet the specific needs of their own organization or community. The following are five important…

The American public's objectives and beliefs regarding forests and grasslands: 2004 survey results

Treesearch

Lori B. Shelby; Deborah J. Shields; Donna L. Lybecker; Michael D. Miller; Brian M. Kent; Vesna Bashovska

2008-01-01

The USDA Forest Service revises its Strategic Plan according to the 1993 Government Performance and Results Act (Public Law 103-62). The goals and objectives included in the Strategic Plan are developed from natural resource trend data (Forest and Rangeland Renewable Resources Planning Act) and public input such as the results from this survey. The purpose of this...

Supersonics/Airport Noise Plan: An Evolutionary Roadmap

NASA Technical Reports Server (NTRS)

Bridges, James

2011-01-01

This presentation discusses the Plan for the Airport Noise Tech Challenge Area of the Supersonics Project. It is given in the context of strategic planning exercises being done in other Projects to show the strategic aspects of the Airport Noise plan rather than detailed task lists. The essence of this strategic view is the decomposition of the research plan by Concept and by Tools. Tools (computational, experimental) is the description of the plan that resources (such as researchers) most readily identify with, while Concepts (here noise reduction technologies or aircraft configurations) is the aspects that project management and outside reviewers most appreciate as deliverables and milestones. By carefully cross-linking these so that Concepts are addressed sequentially (roughly one after another) by researchers developing/applying their Tools simultaneously (in parallel with one another), the researchers can deliver milestones at a reasonable pace while doing the longer-term development that most Tools in the aeroacoustics science require. An example of this simultaneous application of tools was given for the Concept of High Aspect Ratio Nozzles. The presentation concluded with a few ideas on how this strategic view could be applied to the Subsonic Fixed Wing Project's Quiet Aircraft Tech Challenge Area as it works through its current roadmapping exercise.

Developing a heart institute: the execution of a strategic plan.

PubMed

Krawczeski, Catherine D; McDonald, Mark B

2013-01-01

The Heart Institute at Cincinnati Children's Hospital Medical Center was chartered in July 2008 with the purpose of integrating clinical cardiovascular medicine with basic science research to foster innovations in care of patients with congenital heart problems. The initial administrative steering committee included representation from a basic scientist, a cardiologist, and a cardiothoracic surgeon and was charged with the development of a strategic plan for the evolution of the Institute over a five-year horizon. Using structured focus groups and staff interviews, the vision, mission, and goals were identified and refined. An integrated implementation plan addressing recruitment, capitalization, infrastructure, and market opportunities was created and executed. The preliminary results demonstrated clinical outcome improvements, increased scientific and academic productivity, and financial sustainability. All of the goals identified in the initial planning sequence were achieved within the five-year time frame, prompting an early evaluation and revision of the strategic plan.

SSC San Diego Strategic Plan. Revision 3

DTIC Science & Technology

2001-11-01

information dominance ; Core Values - Customers, Employees, Excellence, Teamwork, and Flexibility; Leadership Philosophy; Core Competencies, and Six Strategic Objectives - 1) Lead and Promote the C4ISR Vision; 2) Develop a Strategic Business Development Process; 3) Strengthen Our Core Competencies; 4) Prepare Our Workforce for the Future; 5) Improve Corporate Business Operations; 6) Improve Our Internal

Strategy and the Learning Organization: A Maturity Model for the Formation of Strategy

ERIC Educational Resources Information Center

Kenny, John

2006-01-01

Purpose: To develop a theoretical model for strategic change that links learning in an organization to the strategic process. Design/methodology/approach: The model was developed from a review of literature covering a range of areas including: management, strategic planning, psychology of learning and organizational learning. The process of…

Strategic HRD. [Concurrent Symposium Session at AHRD Annual Conference, 1998.

ERIC Educational Resources Information Center

1998

This document contains four papers from a symposium on strategic human resource development (HRD). "The GEICO Challenge Session: A Model for Integrating Human Resource Development and Strategic Planning" (Clyde T. Conine, Jr., Bill P. Criswell) reports on a study that delineated the nature of the integration of HRD into the strategic…

Developing an information systems strategy for nursing.

PubMed

Callanan, K M; Hughes, S J

1995-01-01

With the rapidly changing health care environment and information technology advances, organizations need to engage in strategic, planned change in order to allocate limited resources, achieve the organization's goals, and fulfill its mission [1]. One of the most important aspects of the organization's planned strategies for change concerns the information systems. The involvement of the nursing department in this process is critical. This poster presentation will communicate how nurses can develop an information systems strategic plan that will enable them to play an active role as contributors and vital participants in the strategic and business planning processes for information systems. This information systems strategy for nursing will: a) provide direction and purpose, b) guide nursing in identifying the kinds of information technology needed, c) assist in timely implementation of a system that supports nursing, and d) identify desired outcomes and benefits of an information system. The nursing information systems plan must be built on, and support, the organization's mission and business plan and integrate into the over-all information systems plans [2]. Components of the nursing strategic plan include the nursing mission statement and vision, an assessment of the current environment to identify supporting technology needed to achieve the nursing vision, expectations/anticipated outcomes, environmental considerations, and special staffing/expertise considerations. The nursing vision and mission statement is an articulation of the overall direction and purpose of the nursing organization. An assessment of the nursing organization, problem areas, opportunities for growth, the physical environment, existing systems, communications requirements, and resources is carried out to help identify areas where new technologies and automated methods of managing information could be applied. Special staffing and expertise not currently available in the organization, but necessary to the successful implementation of the plan, should be identified, and plans for filling those needs should be included in the planning and prioritization process. Based on the mission and assessment findings, goals or anticipated outcomes are developed. These goals must be realistic, financially feasible, and logistically achievable; they should also provide direction for action and decision-making [3]. Measurable objectives and detailed action plans can then be developed from these goals when implementation of this aspect of the strategic plan is begun. It is especially important, even at a strategic planning level, to consider change management techniques, including specific steps to involve individuals who will be affected by the change and to ensure open communication throughout the process. Efforts to collaborate with all affected departments and to offer input and educational opportunities to the various members of the health care team should be included in the strategic plan. A business plan describing the mission, goals, and objectives for a specific system implementation is the final step in the strategic planning process. The business plan includes expected outcomes and cost justification and may be done in cooperation with other departments (in the organization) that will be involved with this system. The business plan is used to communicate the information system's needs to the administration and governing board of the organization. With a good information systems strategy, nursing will be prepared to make more timely and better informed decisions related to applying information technology within the nursing department. The end results of this planning should be evident in the improved utilization of information technology to support the nursing vision and mission.

Purdue Extended Campus: Transparency, Accountability, and Assessment in Strategic Planning

ERIC Educational Resources Information Center

Cunningham, Robin; Eddy, Michael; Pagano, Mark; Ncube, Lisa

2011-01-01

In 2002 President Martin Jischke initiated a new era in strategic planning at Purdue. Under his leadership, strategic planning became a centralized activity with unit plans aligned to the university plan. Strategic goals were designed to have maximum impact, which would be measurable through metrics. Strategic planning at Purdue would be an…

Assessment of Institutional Strategic Goal Realization: A Case Study

ERIC Educational Resources Information Center

Holwick, Jana W.

2009-01-01

Strategic planning is a common tool utilized at colleges and universities to assist in achieving institutional goals. Leaders in higher education have taken best practices from corporate management and adapted them in an effort to develop comprehensive approaches to institutional planning, assessment and accountability. Various models for planning…

The Value of Client Perceptions in University Strategic Planning: An Empirical Research Study

ERIC Educational Resources Information Center

del Barrio-Garcia, Salvador; Luque-Martinez, Teodoro

2009-01-01

Given the normative changes in higher education at European, national and regional levels, together with social, economic, demographic and technological developments, universities need to adopt a client-oriented approach and to make this client orientation an integral component of their strategic planning process. The university's…

ITS strategic deployment plan : Nashville area intelligent transportation systems early deployment study. Technical memorandum no. 8, Final report

DOT National Transportation Integrated Search

1997-03-01

The goal of this study was to develop a Strategic Plan for deployment of ITS technologies within the Nashville Metro Area and to create a long-term coalition of ITS stakeholders, with the objective of expanding the implementation of ITS technologies ...

STRATEGIC PLAN FOR THE OFFICE OF RESEARCH AND DEVELOPMENT, MAY 1996

EPA Science Inventory

The ORD Strategic Plan is based on nine principles: (1) Focus research on the greatest risks to people and the environment, (2) Focus research on reducing uncertainty in risk assessment, (3) Balance human health and ecological research, (4) Work for customers and clients, (5) Mai...

Strategic Enterprise Resource Planning for Global Supply Chain Competitiveness

ERIC Educational Resources Information Center

Nageswararao, A. V.; Sahu, Dasarathi; Mohan, V. Krishna

2011-01-01

Strategic Enterprise Resource planning (SERP) systems are networked and integrated information mechanisms which are developed to achieve competitive advantage for organizations operating in global scale. It plays a vital role in Integrating various stake holders and channel partners involved in day to day operations. In the present Globalized…

Integrating Strategic Planning Concepts into the Negotiating Process.

ERIC Educational Resources Information Center

Winer, Toby R.; Winer, Russell S.

1987-01-01

The purchase of a new telecommunications system at Vanderbilt University is described. By understanding conditions in which buyers generally obtain leverage over sellers in industries, it was possible to improve negotiating power. Strategic-planning concepts developed by Michael Porter in his book "Competitive Strategy" were used as a…

Results From the 2014 National Wilderness Manager Survey

Treesearch

Ramesh Ghimire; Ken Cordell; Alan Watson; Chad Dawson; Gary T. Green

2015-01-01

A national survey of managers was developed to support interagency wilderness strategic planning. The focus was on major challenges, perceived needs for science and training, and accomplishments of 1995 Strategic Plan objectives. The survey was administered to managers at the four federal agencies with wilderness management responsibilities: the Bureau of Land...

Product-market differentiation: a strategic planning model for community hospitals.

PubMed

Milch, R A

1980-01-01

Community hospitals would seem to have every reason to identify and capitalize on their product-market strengths. The strategic marketing/planning model provides a framework for rational analysis of the community hospital dilemma and for developing sensible solutions to the complex problems of accelerating hospital price-inflation.

Strategic Marketing Planning: Creative Strategies for Developing Unique Income Sources.

ERIC Educational Resources Information Center

Scigliano, John A.

After discussing current community college financial problems, this paper examines the acquisition of alternative funding through the application of marketing strategies and strategic planning. The paper first differentiates marketing from sales or promotion and then describes the ability of a marketing program to attract new consumers and to…

Consultancy on Strategic Information Planning.

ERIC Educational Resources Information Center

Pejova, Zdravka, Ed.; Horton, Forest W., Ed.

At the workshop, better management through strategic planning of information and consultancy was discussed as one way in which developing and Eastern European countries could tackle the complex information problems they are facing during the transition to a market economy. The sixteen papers in this volume are grouped into three basic categories:…

IT Strategic Planning Workshops Develop Long-Term Goals | Poster

Cancer.gov

As part of NCI’s Research IT Strategic Planning efforts, a workshop was held on the NIH main campus in June. The main purpose of the workshop was to discuss ways to better integrate IT and informatics throughout NCI, and develop specific, high-level goals and related objectives that will drive the direction of IT and informatics support over the next five years. The initiative

Characteristics of Useful and Practical Organizational Strategic Plans

ERIC Educational Resources Information Center

Kaufman, Roger

2014-01-01

Most organizational strategic plans are not strategic but rather tactical or operational plans masquerading as "strategic." This article identifies the basic elements required in a useful and practical strategic plan and explains why they are important.

Strategic implementation plan

NASA Technical Reports Server (NTRS)

1989-01-01

The Life Science Division of the NASA Office of Space Science and Applications (OSSA) describes its plans for assuring the health, safety, and productivity of astronauts in space, and its plans for acquiring further fundamental scientific knowledge concerning space life sciences. This strategic implementation plan details OSSA's goals, objectives, and planned initiatives. The following areas of interest are identified: operational medicine; biomedical research; space biology; exobiology; biospheric research; controlled ecological life support; flight programs and advance technology development; the life sciences educational program; and earth benefits from space life sciences.

Automating Space Station operations planning

NASA Technical Reports Server (NTRS)

Ziemer, Kathleen A.

1989-01-01

The development and implementation of the operations planning processes for the Space Station are discussed. A three level planning process, consisting of strategic, tactical, and execution level planning, is being developed. The integration of the planning procedures into a tactical planning system is examined and the planning phases are illustrated.

Strategic Planning, Management and Decision Making. AAHE-ERIC/Higher Education Research Report No. 9, 1981.

ERIC Educational Resources Information Center

Cope, Robert G.

Recent applications of the strategic planning approach in colleges and universities and techniques necessary for its application are reviewed. In addition, the intellectual roots of strategic planning are traced, and strategic planning is defined and contrasted with long-range planning. It is suggested that strategic planning addresses the total…

Advancing the state of the art in healthcare strategic planning.

PubMed

Zuckerman, Alan M

2006-01-01

A recent survey of the state of strategic planning among healthcare organizations indicates that planners and executives believe that healthcare strategic planning practices are effective and provide the appropriate focus and direction for their organizations. When compared to strategic planning practices employed outside of the healthcare field, however, most healthcare strategic planning processes have not evolved to the more advanced, state-of-the-art levels of planning being used successfully outside of healthcare. While organizations that operate in stable markets may be able to survive using basic strategic planning practices, the volatile healthcare market demands that providers be nimble competitors with advanced, ongoing planning processes that drive growth and organizational effectiveness. What should healthcare organizations do to increase the rigor and sophistication of their strategic planning practices? This article identifies ten current healthcare strategic planning best practices and recommends five additional innovative approaches from pathbreaking companies outside of healthcare that have used advanced strategic planning practices to attain high levels of organizational success.

78 FR 4150 - Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance

Federal Register 2010, 2011, 2012, 2013, 2014

2013-01-18

...; NIOSH-134-B] Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance AGENCY: National... Nanotechnology Strategic Plan for Research and Guidance. SUMMARY: The National Institute for Occupational Safety... NIOSH FY2013-FY2016 nanotechnology strategic plan. This draft strategic plan (Protecting the...

75 FR 47346 - Draft Strategic Plan for FY 2010-2015

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-05

...://www.treas.gov/offices/management/budget/strategic-plan/2007-2012/strategic-plan2007-2012.pdf . The....ustreas.gov/offices/management/budget/strategic-plan/ and by clicking on the comment link. Comments may... DEPARTMENT OF THE TREASURY Draft Strategic Plan for FY 2010-2015 AGENCY: United States Department...

[Strategic health planning based on determinants: case of the municipality of Campo Bom, Rio Grande do Sul State. A methodological proposal for the decentralized management].

PubMed

González, Martín Maximino León

2009-10-01

With the purpose to analyze the health strategic planning model based on determinants experienced in the municipality of Campo Bom, Rio Grande do Sul State, it was conducted an observational, qualitative study, of documental analysis as well as an evaluation of new process technologies in local health administration. This study contains an analysis of the methodological coherency and applicability of this model, based on the revision of the elaborated plans. The plans presented at Campo Bom case shows the possibility of integration and applicability at local level, of a health strategic planning model oriented to the new health concepts considering elements of different theoretical developments that enables the response to the most common local needs and situations. It was identified evolutional stages of health planning and analyzed integrative elements of the model and limitations of its application, pointing to the need of support the deepening on the study and the development of the field.

The Northeastern area's objectives and beliefs responses regarding forests and grasslands: 2004 survey results

Treesearch

Lori B. Shelby; Deborah J. Shields; Michael D. Miller; Donna L. Lybecker; Brian M. Kent; Vesna Bashovska

2009-01-01

The USDA Forest Service revises its Strategic Plan according to the 1993 Government Performance and Results Act. The goals and objectives included in the Strategic Plan are developed from natural resource trend data (Forest and Rangeland Renewable Planning Act) and from public input such as the results from this telephone survey. The purpose of this report is to...

A Vision for the Future: Henry G. Bennett Memorial Library, Southeastern Oklahoma State University Strategic Plan, 2002-2007.

ERIC Educational Resources Information Center

Davis, Dorothy

This document presents the five-year strategic plan developed by the library director, staff, and the Library Committee for the Henry G. Bennett Memorial Library, Southeastern Oklahoma State University. The goal of this plan is to provide a framework that the library can use to focus energy and resources in fulfilling the mission of the library…

Innovation Forecasting

DTIC Science & Technology

1997-11-01

Hamel, G., Doz, Y., Prahalad , C., Collaborate With Your Competitors And Win, in Strategic Management of Technology and Innovation, 2nd ed., R...information should help management make better decisions with regard to strategic corporate planning, R&D management, product development, investment in new...different perspectives and act to influence its development toward their own interests [7]. As an example, in assessing national strategic value

A decision support tool for synchronizing technology advances with strategic mission objectives

NASA Technical Reports Server (NTRS)

Hornstein, Rhoda S.; Willoughby, John K.

1992-01-01

Successful accomplishment of the objectives of many long-range future missions in areas such as space systems, land-use planning, and natural resource management requires significant technology developments. This paper describes the development of a decision-support data-derived tool called MisTec for helping strategic planners to determine technology development alternatives and to synchronize the technology development schedules with the performance schedules of future long-term missions. Special attention is given to the operations, concept, design, and functional capabilities of the MisTec. The MisTec was initially designed for manned Mars mission, but can be adapted to support other high-technology long-range strategic planning situations, making it possible for a mission analyst, planner, or manager to describe a mission scenario, determine the technology alternatives for making the mission achievable, and to plan the R&D activity necessary to achieve the required technology advances.

11. Strategic planning.

PubMed

2014-05-01

There are several types of planning processes and plans, including strategic, operational, tactical, and contingency. For this document, operational planning includes tactical planning. This chapter examines the strategic planning process and includes an introduction into disaster response plans. "A strategic plan is an outline of steps designed with the goals of the entire organisation as a whole in mind, rather than with the goals of specific divisions or departments". Strategic planning includes all measures taken to provide a broad picture of what must be achieved and in which order, including how to organise a system capable of achieving the overall goals. Strategic planning often is done pre-event, based on previous experience and expertise. The strategic planning for disasters converts needs into a strategic plan of action. Strategic plans detail the goals that must be achieved. The process of converting needs into plans has been deconstructed into its components and includes consideration of: (1) disaster response plans; (2) interventions underway or planned; (3) available resources; (4) current status vs. pre-event status; (5) history and experience of the planners; and (6) access to the affected population. These factors are tempered by the local: (a) geography; (b) climate; (c) culture; (d) safety; and (e) practicality. The planning process consumes resources (costs). All plans must be adapted to the actual conditions--things never happen exactly as planned.

Management Development: The State of the Art as Perceived by HRD Professionals.

ERIC Educational Resources Information Center

Rothwell, William J.; Kazanas, H. C.

1994-01-01

Reviews the literature on management development and summarizes results of a survey of human resources development (HRD) professionals' perceptions about management development practices. Topics discussed include identifying management development needs; strategic business plans, succession plans, and individual development plans; frequency and…

Strategic planning--the role of the chief executive.

PubMed

Daniel, A L

1992-04-01

Failure to see strategic planning as a process and ineffective CEO involvement are two reasons for failures in strategic planning. This article outlines the stages in an effective strategic planning process, discusses the appropriate role or roles for the CEO or leader in each stage, and defines the expected results from effective strategic planning.

78 FR 42051 - Proposed Revision of the Corporation for National and Community Service Strategic Plan; Request...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-07-15

... Strategic Plan was approved in 2011. All Federal Agencies are required to publish an updated Strategic Plan... and Community Service Strategic Plan; Request for Input AGENCY: Corporation for National and Community Service (CNCS). ACTION: Request for Input on Proposed Update of the CNCS Strategic Plan. SUMMARY: The...

Integrated Facilities and Infrastructure Plan.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Reisz Westlund, Jennifer Jill

Our facilities and infrastructure are a key element of our capability-based science and engineering foundation. The focus of the Integrated Facilities and Infrastructure Plan is the development and implementation of a comprehensive plan to sustain the capabilities necessary to meet national research, design, and fabrication needs for Sandia National Laboratories’ (Sandia’s) comprehensive national security missions both now and into the future. A number of Sandia’s facilities have reached the end of their useful lives and many others are not suitable for today’s mission needs. Due to the continued aging and surge in utilization of Sandia’s facilities, deferred maintenance has continuedmore » to increase. As part of our planning focus, Sandia is committed to halting the growth of deferred maintenance across its sites through demolition, replacement, and dedicated funding to reduce the backlog of maintenance needs. Sandia will become more agile in adapting existing space and changing how space is utilized in response to the changing requirements. This Integrated Facilities & Infrastructure (F&I) Plan supports the Sandia Strategic Plan’s strategic objectives, specifically Strategic Objective 2: Strengthen our Laboratories’ foundation to maximize mission impact, and Strategic Objective 3: Advance an exceptional work environment that enables and inspires our people in service to our nation. The Integrated F&I Plan is developed through a planning process model to understand the F&I needs, analyze solution options, plan the actions and funding, and then execute projects.« less

Integrating the environment in local strategic planning : Guidelines (Case of Morocco)

NASA Astrophysics Data System (ADS)

Benbrahim, Hafsa

2018-05-01

Since 2010, an advanced regionalization project has been initiated by Morocco, which plans to consolidate the processes of decentralization and deconcentration by extending the powers of the regions and other local authorities. This project, institutionalized in the 2011 Constitution, defines the territorial organization of the Kingdom and reinforces decentralization according to a model of advanced regionalization. Through advanced regionalization, Morocco aims at integrated and sustainable development in economic, social, cultural and environmental terms, through the development of the potential and resources of each region. However, in order to honor this commitment of advanced regionalization, local authorities must be assisted in adopting a local strategic planning approach, allowing them to develop territorial plans for sustainable development in accordance with the national legal framework, specifically the Framework law 99-12, and international commitments in terms of environmental protection. This research deals with the issue of environmental governance in relation to the role and duties of local authorities. Thus, the main goal of our study is to present the guidelines to be followed by the local authorities to improve the quality of the environment integration process in the local strategic planning with the aim of putting it in a perspective of sustainable development.

Quinault Indian Nation Comprehensive Biomass Strategic Planning Project

DOE Office of Scientific and Technical Information (OSTI.GOV)

Cardenas, Jesus

The overall purposes of the Quinault Indian Nation’s Comprehensive Biomass Strategic Planning Project were to: (1) Identify and confirm community and tribal energy needs; (2) Conducting an inventory of sustainable biomass feedstock availability; (3) Development of a biomass energy vision statement with goals and objectives; (4) Identification and assessment of biomass options for both demand-side and supply side that are viable to the Quinault Indian Nation (QIN); and (5) Developing a long-term biomass strategy consistent with the long-term overall energy goals of the QIN. This Comprehensive Biomass Strategic Planning Project is consistent with the QIN’s prior two-year DOE Renewable Energymore » Study from 2004 through 2006. That study revealed that the most viable options to the QIN’s renewable energy options were biomass and energy efficiency best practices. QIN's Biomass Strategic Planning Project is focused on using forest slash in chipped form as feedstock for fuel pellet manufacturing in support of a tribal biomass heating facility. This biomass heating facility has been engineered and designed to heat existing tribal facilities as well as tribal facilities currently being planned including a new K-12 School.« less

Lessons Learned: Mountain College in the Midst of Change

ERIC Educational Resources Information Center

Orians, Erica Lee; Bergerson, Amy Aldous

2014-01-01

This case describes a strategic planning process initiated by the division of student affairs at a small, private college. It presents several issues related to institutional identity, strategic planning initiative development, faculty and staff buy-in and stay-in, and the changing landscape of higher education. The case is designed for usage in…

Palm Beach Community College Strategic Plan, 1999-2004.

ERIC Educational Resources Information Center

Samuels, Seymour

This report addresses strategies and action plans for Palm Beach Community College (PBCC) (Florida) between 1999-2004. As part of a commitment to achieve specific, measurable end results, the college has set various objectives, including: (1) develop, implement and institutionalize a mission driven strategic budget for the 1999-2000 fiscal year;…

78 FR 21393 - Notice of Submission of Proposed Information Collection to OMB; Standardized Form for Collecting...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-04-10

... Ethnic Data AGENCY: Office of Strategic Planning and Management, HUD. ACTION: Notice of proposed... Division, Office of Strategic Planning and Management Department of Housing and Urban Development, 451 7th... reporting. Agency form numbers, if applicable: HUD-27061, identified on Grants.gov as HUD Race Ethnic Form...

DSTO Strategic Plan 2013-2018

DTIC Science & Technology

2013-04-01

Promoting defence science and education in the broader Australian community. Larger role in reaching out to the broader Australian community, particularly...external environment. • Strategy for external engagements. • Best practice business development, commercialisation and IP capabilities...industry, universities and research agencies. | Strategic Plan 2013-2018 51 Outreach Promoting defence science and education in the broader

Linking Strategic Planning, Institutional Assessment, and Resource Allocation: Paradise Valley Community College's Model.

ERIC Educational Resources Information Center

Kranitz, Gina; Hart, Kenneth R.

As an institution having undergone many changes over the past 13 years in the Maricopa Community College District, Paradise Valley Community College (PVCC) in Arizona has developed and implemented its strategic planning process, institutional effectiveness and student outcomes assessment model, and resource allocation (budget) process over the…

Quadrant Analysis as a Strategic Planning Technique in Curriculum Development and Program Marketing.

ERIC Educational Resources Information Center

Lynch, James; And Others

1996-01-01

Quadrant analysis, a widely-used research technique, is suggested as useful in college or university strategic planning. The technique uses consumer preference data and produces information suitable for a wide variety of curriculum and marketing decisions. Basic quadrant analysis design is described, and advanced variations are discussed, with…

Development and implementation of a balanced scorecard in an academic hospitalist group.

PubMed

Hwa, Michael; Sharpe, Bradley A; Wachter, Robert M

2013-03-01

Academic hospitalist groups (AHGs) are often expected to excel in multiple domains: quality improvement, patient safety, education, research, administration, and clinical care. To be successful, AHGs must develop strategies to balance their energies, resources, and performance. The balanced scorecard (BSC) is a strategic management system that enables organizations to translate their mission and vision into specific objectives and metrics across multiple domains. To date, no hospitalist group has reported on BSC implementation. We set out to develop a BSC as part of a strategic planning initiative. Based on a needs assessment of the University of California, San Francisco, Division of Hospital Medicine, mission and vision statements were developed. We engaged representative faculty to develop strategic objectives and determine performance metrics across 4 BSC perspectives. There were 41 metrics identified, and 16 were chosen for the initial BSC. It allowed us to achieve several goals: 1) present a broad view of performance, 2) create transparency and accountability, 3) communicate goals and engage faculty, and 4) ensure we use data to guide strategic decisions. Several lessons were learned, including the need to build faculty consensus, establish metrics with reliable measureable data, and the power of the BSC to drive goals across the division. We successfully developed and implemented a BSC in an AHG as part of a strategic planning initiative. The BSC has been instrumental in allowing us to achieve balanced success in multiple domains. Academic groups should consider employing the BSC as it allows for a data-driven strategic planning and assessment process. Copyright © 2013 Society of Hospital Medicine.

An Exploration of Strategic Planning Perspectives and Processes within Community Colleges Identified as Being Distinctive in Their Strategic Planning Practices

ERIC Educational Resources Information Center

Augustyniak, Lisa J.

2015-01-01

Community college leaders face unprecedented change, and some have begun reexamining their institutional strategic planning processes. Yet, studies in higher education strategic planning spend little time examining how community colleges formulate their strategic plans. This mixed-method qualitative study used an expert sampling method to identify…

Executive plan summary, an ITS strategic plan for Texas.

DOT National Transportation Integrated Search

2016-07-01

The TxDOT ITS Strategic Plan supports the goals and objectives of the TxDOT agency Strategic : Plan. It has the same four goals as the TxDOT Strategic Plan: : - Maintain a safe system. : - Address congestion. : - Connect Texas communities. : - Become...

Strategic Planning and Energy Options Analysis for the Fort Peck Assiniboine and Sioux Tribes. Final report

DOE Office of Scientific and Technical Information (OSTI.GOV)

Williamson, Jim S; Greenwood Village, CO 80112

2007-03-31

Strategic Planning and Energy Options Analysis provides the Fort Peck Tribes with a tool to build analytical capabilities and local capacity to extract the natural and energy resource potential for the benefit of the tribal community. Each resource is identified irrespective of the development potential and is viewed as an absolute resulting in a comprehensive resource assessment for Tribal energy planning

Development of a strategic plan by the Mozambican Association of Obstetricians and Gynaecologists: direct and indirect effects.

PubMed

Osman, Nafissa B; Almeida, Maria L; Ustá, Momade B; Bique, Cassimo; David, Ernestina

2014-10-01

The Mozambican Association of Obstetricians and Gynaecologists (AMOG) received support from the FIGO Leadership in Obstetrics and Gynecology for Impact and Change (LOGIC) Initiative in Maternal and Newborn Health (MNH) to strengthen its organizational capacity and to assume leadership in MNH through the development of a strategic plan. The planning process involved identification of key stakeholders; analysis of strengths and weaknesses; stakeholder consultation; consultation with AMOG members; and ratification at the annual general meeting. The participatory process led to the development of vision and mission statements. Furthermore, core values and strategic goals were identified: (1) to contribute to the implementation of governmental plans for improving MNH; (2) to assume leadership in advancing the practice of obstetrics and gynecology through education and training; and (3) to continue to strengthen organizational capacity. Consequently, relationships among members were reinforced and the visibility and recognition of AMOG as a key stakeholder in MNH increased. Copyright © 2014. Published by Elsevier Ireland Ltd.

Level-2 Milestone 5588: Deliver Strategic Plan and Initial Scalability Assessment by Advanced Architecture and Portability Specialists Team

DOE Office of Scientific and Technical Information (OSTI.GOV)

Draeger, Erik W.

This report documents the fact that the work in creating a strategic plan and beginning customer engagements has been completed. The description of milestone is: The newly formed advanced architecture and portability specialists (AAPS) team will develop a strategic plan to meet the goals of 1) sharing knowledge and experience with code teams to ensure that ASC codes run well on new architectures, and 2) supplying skilled computational scientists to put the strategy into practice. The plan will be delivered to ASC management in the first quarter. By the fourth quarter, the team will identify their first customers within PEMmore » and IC, perform an initial assessment and scalability and performance bottleneck for next-generation architectures, and embed AAPS team members with customer code teams to assist with initial portability development within standalone kernels or proxy applications.« less

Strategic Planning and Open Learning: Turkey Tails and Frogs.

ERIC Educational Resources Information Center

Pacey, Lucille

This paper discusses the principles of strategic planning and how they can be applied in open and distance learning for greater student success. The model selected for discussion is the Applied Strategic Planning Model which proposes nine important steps for strategic planning: planning to plan, values audit, mission formulation, strategic…

42 CFR 457.710 - State plan requirements: Strategic objectives and performance goals.

Code of Federal Regulations, 2011 CFR

2011-10-01

...) ALLOTMENTS AND GRANTS TO STATES Strategic Planning, Reporting, and Evaluation § 457.710 State plan requirements: Strategic objectives and performance goals. (a) Plan description. A State plan must include a... 42 Public Health 4 2011-10-01 2011-10-01 false State plan requirements: Strategic objectives and...

Factors Influencing Laboratory Information System Effectiveness Through Strategic Planning in Shiraz Teaching Hospitals.

PubMed

Bahador, Fateme; Sharifian, Roxana; Farhadi, Payam; Jafari, Abdosaleh; Nematolahi, Mohtram; Shokrpour, Nasrin

This study aimed to develop and test a research model that examined 7effective factors on the effectiveness of laboratory information system (LIS) through strategic planning. This research was carried out on total laboratory staff, information technology staff, and laboratory managers in Shiraz (a city in the south of Iran) teaching hospitals by structural equation modeling approach in 2015. The results revealed that there was no significant positive relationship between decisions based on cost-benefit analysis and LIS functionality with LIS effectiveness, but there was a significant positive relationship between other factors and LIS effectiveness. As expected, high levels of strategic information system planning result in increasing LIS effectiveness. The results also showed that the relationship between cost-benefit analysis, LIS functionality, end-user involvement, and information technology-business alignment with strategic information system planning was significant and positive.

Strategic planning processes and hospital financial performance.

PubMed

Kaissi, Amer A; Begun, James W

2008-01-01

Many common management practices in healthcare organizations, including the practice of strategic planning, have not been subject to widespread assessment through empirical research. If management practice is to be evidence-based, evaluations of such common practices need to be undertaken. The purpose of this research is to provide evidence on the extent of strategic planning practices and the association between hospital strategic planning processes and financial performance. In 2006, we surveyed a sample of 138 chief executive officers (CEOs) of hospitals in the state of Texas about strategic planning in their organizations and collected financial information on the hospitals for 2003. Among the sample hospitals, 87 percent reported having a strategic plan, and most reported that they followed a variety of common practices recommended for strategic planning-having a comprehensive plan, involving physicians, involving the board, and implementing the plan. About one-half of the hospitals assigned responsibility for the plan to the CEO. We tested the association between these planning characteristics in 2006 and two measures of financial performance for 2003. Three dimensions of the strategic planning process--having a strategic plan, assigning the CEO responsibility for the plan, and involving the board--are positively associated with earlier financial performance. Further longitudinal studies are needed to evaluate the cause-and-effect relationship between planning and performance.

Planning documents: a business planning strategy.

PubMed

Kaehrle, P A

2000-06-01

Strategic planning and business plan development are essential nursing management skills in today's competitive, fast paced, continually changing health care environment. Even in times of great uncertainty, nurse managers need to plan and forecast for the future. A well-written business plan allows nurse managers to communicate their expertise and proactively contribute to the programmatic decisions and changes occurring within their patient population or service area. This article presents the use of planning documents as a practical, strategic business planning strategy. Although the model addresses orthopedic services specifically, nurse managers can gain an understanding and working knowledge of planning concepts that can be applied to all patient populations.

Transformational Assessment: A Simplified Model of Strategic Planning

ERIC Educational Resources Information Center

Bardwell, Rebecca

2008-01-01

Strategic planning is a way to evaluate a present situation and set a course for the future. While there is no dearth of literature on Strategic Planning, there appears to be reluctance on the part of K-12 educators to engage in strategic planning. Besides the cynicism about change, another roadblock to strategic planning is the time it takes.…

Factors affecting strategic plan implementation using interpretive structural modeling (ISM).

PubMed

Bahadori, Mohammadkarim; Teymourzadeh, Ehsan; Tajik, Hamidreza; Ravangard, Ramin; Raadabadi, Mehdi; Hosseini, Seyed Mojtaba

2018-06-11

Purpose Strategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM). Design/methodology/approach The authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM. Findings Five main factors affected strategic plan implementation. Although all five variables and factors are top level, "senior manager awareness and participation in the strategic planning process" and "creating and maintaining team participation in the strategic planning process" had maximum drive power. "Organizational structure effects on the strategic planning process" and "Organizational culture effects on the strategic planning process" had maximum dependence power. Practical implications Identifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers. Originality/value The authors used ISM to analyze the relationship between factors affecting strategic plan implementation.

Establishing a nursing strategic agenda: the whys and wherefores.

PubMed

Young, Claire

2008-01-01

The health system nursing leader is responsible for providing high-quality, service-oriented nursing care to deliver such care with disciplined cost management; to lead and develop a group of nursing executives and managers at the facility level; to establish nursing professional development programs; to build and maintain an effective supply of nurses; and to advocate for nurses and patients. Balancing these imperatives requires thoughtful strategic planning and disciplined execution. In their absence, organizations flounder to address a single problem in isolation and struggle to perform against outcomes. One organization approached the challenge by engaging in a comprehensive, accelerated strategic planning process. The experience brought together 11 hospital nursing executives in consensus around a prioritized strategic agenda. This article is a case study of the approach used to define a nursing agenda.

Lawrence Berkeley Laboratory, Institutional Plan FY 1994--1999

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1993-09-01

The Institutional Plan provides an overview of the Lawrence Berkeley Laboratory mission, strategic plan, scientific initiatives, research programs, environment and safety program plans, educational and technology transfer efforts, human resources, and facilities needs. For FY 1994-1999 the Institutional Plan reflects significant revisions based on the Laboratory`s strategic planning process. The Strategic Plan section identifies long-range conditions that will influence the Laboratory, as well as potential research trends and management implications. The Initiatives section identifies potential new research programs that represent major long-term opportunities for the Laboratory, and the resources required for their implementation. The Scientific and Technical Programs section summarizesmore » current programs and potential changes in research program activity. The Environment, Safety, and Health section describes the management systems and programs underway at the Laboratory to protect the environment, the public, and the employees. The Technology Transfer and Education programs section describes current and planned programs to enhance the nation`s scientific literacy and human infrastructure and to improve economic competitiveness. The Human Resources section identifies LBL staff diversity and development program. The section on Site and Facilities discusses resources required to sustain and improve the physical plant and its equipment. The new section on Information Resources reflects the importance of computing and communication resources to the Laboratory. The Resource Projections are estimates of required budgetary authority for the Laboratory`s ongoing research programs. The Institutional Plan is a management report for integration with the Department of Energy`s strategic planning activities, developed through an annual planning process.« less

Strategic planning: the first step in the planning process.

PubMed

Gelinas, Marc A

2003-01-01

Strategic planning is a systematic process through which an organization builds commitment among key stakeholders to goals and priorities which are essential to its mission and vision, and responsive to the operating environment. Strategic planning is the first step in a comprehensive planning process that also includes business planning and implementation planning. If all three steps are carried out in sequence, strategic planning can be a very effective means of educating the stakeholders about where the cancer program is and where it is going, gaining support and commitment for the direction that the cancer program will take, and assuring that everyone's expectations can be managed effectively. Unfortunately, some organizations and cancer program leaders misunderstand the process. Too often, strategic planning is used as a stand-alone activity. This article will describe what strategic planning is, how it should smoothly lead into business planning and implementation planning, and how to avoid the pitfalls that sometimes arise during the strategic planning effort.

Strategic plan, 1991: A strategy for leadership in space through excellence in space science and applications

NASA Technical Reports Server (NTRS)

1991-01-01

In 1988, the Office of Space Science and Applications (OSSA) developed and published a Strategic Plan for the United States' space science and applications program during the next 5 to 10 years. The Plan presented the proposed OSSA program for the next fiscal year and defined a flexible process that provides the basis for near-term decisions on the allocation of resources and the planning of future efforts. Based on the strategies that have been developed by the advisory committees both of the National Academy of Sciences and of NASA, the Plan balances major, moderate, and small mission initiatives, the utilization of Space Station Freedom, and the requirements for a vital research base. The Plan can be adjusted to accommodate varying budget levels, both those levels that provide opportunities for an expanded science and applications program, and those that constrain growth. SSA's strategic planning is constructed around five actions: establish a set of programmatic themes; establish a set of decision rules; establish a set of priorities for missions and programs within each theme; demonstrate that the strategy can yield a viable program; and check the strategy for consistency with resource constraints. The outcome of this process is a clear, coherent strategy that meets both NASA's and OSSA's goals, that assures realism in long-range planning and advanced technology development, and that provides sufficient resiliency to respond and adapt to both known and unexpected internal and external realities. The OSSA Strategic Plan is revised annually to reflect the approval of new programs, improved understanding of requirements and issues, and any major changes in the circumstances, both within NASA and external to NASA, in which OSSA initiatives are considered.

Using a Strategic Planning Tool as a Framework for Case Analysis

ERIC Educational Resources Information Center

Lai, Christine A.; Rivera, Julio C., Jr.

2006-01-01

In this article, the authors describe how they use a strategic planning tool known as SWOT as a framework for case analysis, using it to analyze the strengths, weaknesses, opportunities, and threats of a public works project intended to enhance regional economic development in Tempe, Arizona. Students consider the project in light of a variety of…

The Strategic Planning Attitude Scale: A Study of Exploratory and Confirmatory Factor Analyses

ERIC Educational Resources Information Center

Baloglu, Nuri; Karadag, Engin; Karaman, Hasan

2008-01-01

The aim of this study was to develop a scale measuring attitudes toward strategic planning for primary and secondary school administrators. In the research, 498 school administrators (77 females, 421 males; 140 principles, 56 vice and 302 assistant administrators) consisted of the sampling group in three districts of Istanbul/Turkey according to…

Holding a Sustainability Bearing through Cutty-Grass and Clearings: Implementing Sustainability during Disruptive Organisational Changes

ERIC Educational Resources Information Center

North, Chris; Jansen, Chris

2013-01-01

This article explores our experiences as faculty implementing a five year sustainability strategic plan within the Outdoor and Environmental Education (OEE) curriculum centre during a time of organisational restructuring. This paper builds on the work of Jansen and Boardman (2011) who describe the process of developing the strategic plan and some…

Turning to Technology. A Strategic Plan for the Nineties. A Report of the Southern Technology Council.

ERIC Educational Resources Information Center

Southern Growth Policies Board, Research Triangle Park, NC.

This report presents a strategic plan for the South to extend its recent success in economic development to incorporate research, manufacturing technology, and new employment opportunities demanding highly skilled workers. The report first lists a set of goals and related objectives, and these are followed by two sections discussing (1) technology…

A Strategic Plan of Academic Management System as Preparation for EAC Accreditation Visit--From UKM Perspective

ERIC Educational Resources Information Center

Ab-Rahman, Mohammad Syuhaimi; Yusoff, Abdul Rahman Mohd; Abdul, Nasrul Amir; Hipni, Afiq

2015-01-01

Development of a robust platform is important to ensure that the engineering accreditation process can run smoothly, completely and the most important is to fulfill the criteria requirements. In case of Malaysia, the preparation for EAC (Engineering Accreditation Committee) assessment required a good strategic plan of academic management system…

New Challenges for Strategy Development in Irish Higher Education Institutions

ERIC Educational Resources Information Center

Lillis, Deirdre; Lynch, Marion

2014-01-01

Strategic planning has become an integral part of the management of higher education institutions worldwide. The experiences of all but one of the Republic of Ireland's 21 universities and institutes of technology with strategic planning are explored from 2000 to 2010. At the starting point in 2000, only two institutions had a documented strategic…

Enhancing Palliative Care Education in Medical School Curricula: Implementation of the Palliative Education Assessment Tool.

ERIC Educational Resources Information Center

Wood, Emily B.; Meekin, Sharon Abele; Fins, Joseph J.; Fleischman, Alan R.

2002-01-01

Evaluated a project to catalyze New York State medical schools to develop and implement strategic plans for curricular change to enhance palliative care education. Found that the project's process of self-assessment and curriculum mapping with the Palliative Education Assessment Tool, along with strategic planning for change, appears to have…

An open dialogue on the draft focus and themes for the next ITS strategic research plan : engaging stakeholders in their discussion and development.

DOT National Transportation Integrated Search

2012-12-01

The purpose of this document is to identify the focus and themes for the next installment of the ITS Strategic Research Plan and to invite stakeholders to participate in their discussion. The goal of presenting themes is to enable continuity of the c...

Recruiting and Retaining Effective Teachers for Urban Schools: Developing a Strategic Plan for Action.

ERIC Educational Resources Information Center

Claycomb, Carla; Hawley, Willis D.

This analysis discusses ways to address the persistent challenge of ensuring that students who attend urban schools are taught by highly effective teachers. It presents a four-point strategic plan that includes: (1) increase the quantity and quality of people entering and returning to teaching in urban districts (precollegiate recruitment, higher…

An assessment of implementation and evaluation phases of strategic plans in Iranian hospitals.

PubMed

Sadeghifar, Jamil; Tofighi, Shahram; Roshani, Mohamad; Toulideh, Zahra; Mohsenpour, Seyedramezan; Jafari, Mehdi

2017-01-01

To assess the implementation and evaluation phases of strategic plans in selected hospitals. We conducted a cross-sectional study of implementation and evaluation of strategic plan in 24 hospitals in 2015, using a questionnaire which consisted of two separate sections for strategic implementation and strategic evaluation. Data were analyzed with SPSS version 18. Nearly one-third of hospitals claimed that they allocate their budget based on priorities and strategic goals. However, it turned out that although goals had been set, no formal announcements had been made. Most of the hospitals stated that they used measures when evaluating the plan. For hospital staff, clarifying the hospital's priorities was the most important advantage of a strategic plan. There is no clear definition for strategic management in Iranian hospitals, which results in chaotic implementation and control of strategic planning.

Commonwealth of the Northern Mariana Islands Strategic Energy Plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

Conrad, M. D.; Ness, J. E.

2013-07-01

Describes various energy strategies available to CNMI to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption. The information presented in this strategic energy plan will be used by the CNMI Governor's Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, and expanding the use of a range of energy technologies, including renewable electricity production and buildings energy efficiency and conservation.

Strategic planning for employee happiness: a business goal for human service organizations.

PubMed

Howard, B; Gould, K E

2000-09-01

Employee happiness can impact substantially on an organization's performance. It can influence employee retention, absenteeism, and work performance. Because of this importance, such happiness is inseparable from the real business of the organization and should be considered a business goal. Implementation and development of the strategic plan associated with this goal becomes the responsibility of a highly placed project team that has as its mission ensuring employee satisfaction. The strategic plan includes procedures that allow management to listen effectively to employees, assessing and responding to their values and needs. In this paper we discuss the workforce and environmental characteristics that are involved planning for employee happiness and the steps in creating an organizational culture in which this can become a business goal.

Collaborative Early Systems Engineering: Strategic Information Management Review

DTIC Science & Technology

2010-09-02

Early Systems Engineering: Strategic Information Management Review 2 Table of Contents Executive Summary...5  Center for Systems Engineering (CSE) .............................................................................. 6...Collaborative Early Systems Engineering .......................................................................... 6  Development Planning

Strategic planning as a focus for continuous improvement. A case study

NASA Technical Reports Server (NTRS)

Oneill, John W.; Gordon-Winkler, Lyn

1992-01-01

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Strategic planning as a focus for continuous improvement. A case study

NASA Astrophysics Data System (ADS)

Oneill, John W.; Gordon-Winkler, Lyn

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

75 FR 67149 - Request for Public Comment on the Draft 2010 National Nanotechnology Initiative Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2010-11-01

... Nanotechnology Initiative Strategic Plan AGENCY: White House Office of Science and Technology Policy. ACTION... Nanotechnology Initiative (NNI) Strategic Plan. The draft plan is posted at http://strategy.nano.gov . Comments... information. Overview: The National Nanotechnology Initiative (NNI) Strategic Plan is the framework that...

National Weather Service - Strategic Planning and Policy

Science.gov Websites

Service Select to go to the NWS homepage Strategic Planning and Policy Site Map News Organization Search button to submit request City, St Go Homepage - Strategic Planning and Policy NWS Strategic Plan Current Plan Archive Policy Issues Public/Private Data Rights International Data Presentations/Tools

Strategic Planning for School Administrators. Fastback 457.

ERIC Educational Resources Information Center

Prosise, Roger

This fastback document examines the strategic-planning process. Intended for school administrators, the booklet offers practical advice on strategic planning, and the importance of such planning in those districts that experience high turnover. When conceptualizing a strategic plan, administrators should begin with an end in mind and then develop…

Strategic Planning to Conduct Joint Force Network Operations: A Content Analysis of NETOPS Organizations Strategic Plans

DTIC Science & Technology

2007-03-01

information dominance , Joint Network Operations (NETOPS) organizations need to be strategically aligned. As result, to enhance the capabilities-based effects of NETOPS and reduce our NETOP infrastructures susceptibility to compromise. Once the key organizations were identified, their strategic plans were analyzed using a structured content analysis framework. The results illustrated that the strategic plans were aligned with the community of interests tasking to conduct NETOPS. Further research is required into the strategic alignment beyond the strategic

75 FR 44265 - Office of the Assistant Secretary for Planning and Evaluation; Request for Comments on the...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-07-28

... planning process is an opportunity for the Department to further refine and strengthen the strategic goal... for Planning and Evaluation; Request for Comments on the Departmental FY 2010-2015 Strategic Plan... and Human Services Draft FY 2010-2015 Strategic Plan is provided as part of the strategic planning...

24 CFR 597.400 - Reporting.

Code of Federal Regulations, 2011 CFR

2011-04-01

... ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT... government and State actions which have been taken in accordance with the strategic plan. In addition to...

24 CFR 597.401 - Periodic performance reviews.

Code of Federal Regulations, 2011 CFR

2011-04-01

... Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF... regularly evaluate the progress of the strategic plan in each designated Empowerment Zone and Enterprise...

The first powerful steps in strategic development.

PubMed

Chang, Y N; Platt, W

1986-11-01

In an ever-changing business climate, the need for strategically oriented management increases, for the organization that is insensitive and unresponsive to its environment will not survive. The authors of this "Action Plan" examine the challenges facing the health industry and outline a series of actions for initiating strategic-driven management.

Environmental Scanning in Educational Planning: Establishing a Strategic Trend Information System.

ERIC Educational Resources Information Center

Morrison, James L.

The systematic evaluation of the macroenvironment is sometimes referred to as a strategic trend information system. Strategic trend intelligence systems are highly developed, systematic intelligence programs that focus on trends and events in the external environment and provide institutions with knowledge to reduce areas of uncertainty and with…

Business Information as a Strategic Factor in Company Development.

ERIC Educational Resources Information Center

Martini, Giorgio

1992-01-01

Discusses the role of business information in company development. Types of information within a company are described, including communications information, management information, and planning information; access to organized information is discussed; strategically oriented information management activity is explained; and the relationship…

24 CFR 598.420 - Periodic progress determinations.

Code of Federal Regulations, 2011 CFR

2011-04-01

... Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF... evaluate the progress of implementation of the strategic plan in each designated Empowerment Zone on the...

An assessment of implementation and evaluation phases of strategic plans in Iranian hospitals

PubMed Central

Sadeghifar, Jamil; Tofighi, Shahram; Roshani, Mohamad; Toulideh, Zahra; Mohsenpour, Seyedramezan; Jafari, Mehdi

2017-01-01

Objectives: To assess the implementation and evaluation phases of strategic plans in selected hospitals. Methods: We conducted a cross-sectional study of implementation and evaluation of strategic plan in 24 hospitals in 2015, using a questionnaire which consisted of two separate sections for strategic implementation and strategic evaluation. Data were analyzed with SPSS version 18. Results: Nearly one-third of hospitals claimed that they allocate their budget based on priorities and strategic goals. However, it turned out that although goals had been set, no formal announcements had been made. Most of the hospitals stated that they used measures when evaluating the plan. For hospital staff, clarifying the hospital’s priorities was the most important advantage of a strategic plan. Conclusion: There is no clear definition for strategic management in Iranian hospitals, which results in chaotic implementation and control of strategic planning. PMID:29085637

12 CFR 25.27 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 12 Banks and Banking 1 2010-01-01 2010-01-01 false Strategic plan. 25.27 Section 25.27 Banks and... DEPOSIT PRODUCTION REGULATIONS Regulations Standards for Assessing Performance § 25.27 Strategic plan. (a... assessment area(s) under a strategic plan if: (1) The bank has submitted the plan to the OCC as provided for...

12 CFR 228.27 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 12 Banks and Banking 3 2010-01-01 2010-01-01 false Strategic plan. 228.27 Section 228.27 Banks and... REINVESTMENT (REGULATION BB) Standards for Assessing Performance § 228.27 Strategic plan. (a) Alternative...(s) under a strategic plan if: (1) The bank has submitted the plan to the Board as provided for in...

12 CFR 345.27 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 12 Banks and Banking 4 2010-01-01 2010-01-01 false Strategic plan. 345.27 Section 345.27 Banks and... REINVESTMENT Standards for Assessing Performance § 345.27 Strategic plan. (a) Alternative election. The FDIC... strategic plan if: (1) The bank has submitted the plan to the FDIC as provided for in this section; (2) The...

23 CFR 1335.6 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-04-01

... 23 Highways 1 2010-04-01 2010-04-01 false Strategic plan. 1335.6 Section 1335.6 Highways NATIONAL... § 1335.6 Strategic plan. A strategic plan shall— (a) Be a multi-year plan that identifies and prioritizes... performance-based measures by which progress toward those goals will be determined; and (c) Be submitted to...

Strategic Long Range Planning for Universities. AIR Forum 1980 Paper.

ERIC Educational Resources Information Center

Baker, Michael E.

The use of strategic long-range planning at Carnegie-Mellon University (CMU) is discussed. A structure for strategic planning analysis that integrates existing techniques is presented, and examples of planning activities at CMU are included. The key concept in strategic planning is competitive advantage: if a university has a competitive…

Strategic planning for aircraft noise route impact analysis: A three dimensional approach

NASA Technical Reports Server (NTRS)

Bragdon, C. R.; Rowan, M. J.; Ahuja, K. K.

1993-01-01

The strategic routing of aircraft through navigable and controlled airspace to minimize adverse noise impact over sensitive areas is critical in the proper management and planning of the U.S. based airport system. A major objective of this phase of research is to identify, inventory, characterize, and analyze the various environmental, land planning, and regulatory data bases, along with potential three dimensional software and hardware systems that can be potentially applied for an impact assessment of any existing or planned air route. There are eight data bases that have to be assembled and developed in order to develop three dimensional aircraft route impact methodology. These data bases which cover geographical information systems, sound metrics, land use, airspace operational control measures, federal regulations and advisories, census data, and environmental attributes have been examined and aggregated. A three dimensional format is necessary for planning, analyzing space and possible noise impact, and formulating potential resolutions. The need to develop this three dimensional approach is essential due to the finite capacity of airspace for managing and planning a route system, including airport facilities. It appears that these data bases can be integrated effectively into a strategic aircraft noise routing system which should be developed as soon as possible, as part of a proactive plan applied to our FAA controlled navigable airspace for the United States.

75 FR 80515 - National Boating Safety Advisory Council

Federal Register 2010, 2011, 2012, 2013, 2014

2010-12-22

... 15, 2011, from 9 a.m. to 12 p.m., and the Recreational Boating Safety Strategic Planning Subcommittee... Boating Safety Strategic Planning Subcommittee meeting to discuss current status of the strategic planning... Boating Safety Strategic Planning Subcommittee meeting (Cont.). (7) Receipt and discussion of the...

Strategic Planning and Financial Management

ERIC Educational Resources Information Center

Conneely, James F.

2010-01-01

Strong financial management is a strategy for strategic planning success in student affairs. It is crucial that student affairs professionals understand the necessity of linking their strategic planning with their financial management processes. An effective strategic planner needs strong financial management skills to implement the plan over…

24 CFR 597.4 - Secretarial review and designation.

Code of Federal Regulations, 2011 CFR

2011-04-01

... Development (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF... effectiveness of the strategic plans submitted by nominating State and local government(s) in accordance with...

Intelligent Transportation Systems statewide architecture : final report.

DOT National Transportation Integrated Search

2003-06-01

This report describes the development of Kentuckys Statewide Intelligent Transportation Systems (ITS) Architecture. The process began with the development of an ITS Strategic Plan in 1997-2000. A Business Plan, developed in 2000-2001, translated t...

Strategic plan for bioenergy research, 1998--2003, the Canadian Forest Service five-year plan: Implementing the Canadian bioenergy research strategy (in English;French)

DOE Office of Scientific and Technical Information (OSTI.GOV)

NONE

1998-10-01

This document supersedes the previous one, taking into account changes that have taken place in the CFS Science and Technology (S and T) program structure and organization, and in the structure of the Program of Energy Research and Development, the source of funding for CFS bioenergy research. It explains the rationale and overall objective for the bioenergy research program and briefly reviews the accomplishments to date. It indicates the planning context within which the program operates, states the specific objectives for the period of the plan, and details the strategic priorities developed for this period. Finally, it outlines the implementationmore » process for the plan.« less

A Roadmap to School Improvement: A Strategic Plan for Educational Technology in Missouri. The Report of the Missouri Technology Task Force.

ERIC Educational Resources Information Center

Missouri School Boards Association, Columbia.

The strategic plan for educational technology was developed by the Missouri Technology Task Force to assist state and local authorities in the creative application and appropriate integration of all technologies to achieve the broad educational goals for elementary and secondary Missouri schools. The specific goals and objectives of the plan…

From Strategic Planning to Meaningful Learning: Diverse Perspectives on the Development of Web-Based Teaching and Learning in Higher Education

ERIC Educational Resources Information Center

Lofstrom, Erika; Nevgi, Anne

2007-01-01

This paper reports the results of a study on strategic planning and implementation of information and communication technology (ICT) in teaching and describes the level of quality awareness in web-based teaching at the University of Helsinki. Questionnaire survey data obtained from deans and institutional leaders, ICT support staff, teachers and…

The Five-Year Strategic Plan for Pilots, Demonstration Research and Evaluations, July 2000-June 2005.

ERIC Educational Resources Information Center

Van Horn, Carl; Fichtner, Aaron; Altman, Jennifer; Whittaker, Julie

This report contains the strategic vision for the Department of Labor (DOL)/Employment and Training Administration's research efforts for the next five years. Section I discusses the scope of the research plan and the development process. Section II is a review of literature concerning functioning of the labor market and identification of areas…

A Strategic Plan for Promoting and Expanding Apprenticeship in the U.S. (Phase II). Recommendations of the Federal Committee on Apprenticeship.

ERIC Educational Resources Information Center

Employment and Training Administration (DOL), Washington, DC. Office of Work-Based Learning.

In preparing Phase I of the Strategic Plan, the Federal Committee on Apprenticeship noted that efforts beyond education and technical assistance may be needed to develop apprenticeship fully in the United States. Specifically, the committee would examine and make recommendations with respect to such issues as incentives for participation,…

Qualitative and Political Issues Impacting Academic Medical Center Strategic Planning--A Methodological Approach. AIR Forum 1982 Paper.

ERIC Educational Resources Information Center

Kutina, Kenneth L.; And Others

A simulation model of an academic medical center that was developed to aid in strategic planning and policy analysis is described. The model, designated MCM for Medical Center Model, was implemented at the School of Medicine, University Hospitals of Cleveland, and the private practices of the faculty in the clinical departments at University…

Minnesota Guidestar Board of Directors' statewide ITS action plan

DOT National Transportation Integrated Search

2001-03-01

Following the completion of ITS Strategic Plan 2000, the Guidestar Board of Directors requested that a detailed plan be developed to articulate specific activities that should be undertaken to support the action items that were developed as part of I...

Strategic Air Traffic Planning Using Eulerian Route Based Modeling and Optimization

NASA Astrophysics Data System (ADS)

Bombelli, Alessandro

Due to a soaring air travel growth in the last decades, air traffic management has become increasingly challenging. As a consequence, planning tools are being devised to help human decision-makers achieve a better management of air traffic. Planning tools are divided into two categories, strategic and tactical. Strategic planning generally addresses a larger planning domain and is performed days to hours in advance. Tactical planning is more localized and is performed hours to minutes in advance. An aggregate route model for strategic air traffic flow management is presented. It is an Eulerian model, describing the flow between cells of unidirectional point-to-point routes. Aggregate routes are created from flight trajectory data based on similarity measures. Spatial similarity is determined using the Frechet distance. The aggregate routes approximate actual well-traveled traffic patterns. By specifying the model resolution, an appropriate balance between model accuracy and model dimension can be achieved. For a particular planning horizon, during which weather is expected to restrict the flow, a procedure for designing airborne reroutes and augmenting the traffic flow model is developed. The dynamics of the traffic flow on the resulting network take the form of a discrete-time, linear time-invariant system. The traffic flow controls are ground holding, pre-departure rerouting and airborne rerouting. Strategic planning--determining how the controls should be used to modify the future traffic flow when local capacity violations are anticipated--is posed as an integer programming problem of minimizing a weighted sum of flight delays subject to control and capacity constraints. Several tests indicate the effectiveness of the modeling and strategic planning approach. In the final, most challenging, test, strategic planning is demonstrated for the six western-most Centers of the 22-Center national airspace. The planning time horizon is four hours long, and there is weather predicted that causes significant delays to the scheduled flights. Airborne reroute options are computed and added to the route model, and it is shown that the predicted delays can be significantly reduced. The test results also indicate the computational feasibility of the approach for a planning problem of this size.

Case study in health information management: strategic planning.

PubMed

Homan, C V

1992-08-01

The strategic planning process has proven to be invaluable to Riverside Hospital's success. Involvement of all levels of the organization and integration of plans solidifies organizational commitments and provides a framework that assures accomplishment of overall goals. With major developments in computerization of medical records and other systems that support patient care data analysis on the horizon, Riverside's integrated plans are defining crucial information system projects. As the pool of available resources for projects continues to shrink, the planning format described assures funding of information system needs that will secure a position for Riverside in the health care marketplace of the future.

12 CFR 563e.27 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 12 Banks and Banking 5 2010-01-01 2010-01-01 false Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in this...

Strategic Planning for Smart Leadership: Rethinking Your Organization's Collective Future through a Workbook-Based, Three-Level Model.

ERIC Educational Resources Information Center

Austin, William J.

This book is a simple, user-friendly, and practical guide to strategic planning. Chapter 1 gives an introduction to and overview of strategic planning. Chapters 2 through 4 review strategic-planning theory, the current nature of planning theory, its emergence as organizational practice, organizational structure schemes, and the limitations of…

75 FR 39493 - United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015

Federal Register 2010, 2011, 2012, 2013, 2014

2010-07-09

... plan includes the USPTO's mission statement, vision statement and a description of the strategic goals... achieve its vision. Full details on how the USPTO plans to implement the strategic plan, including funding...] United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015 AGENCY: United States...

Collaborative Strategic Planning: Myth or Reality?

ERIC Educational Resources Information Center

Mbugua, Flora; Rarieya, Jane F. A.

2014-01-01

The concept and practice of strategic planning, while entrenched in educational institutions in the West, is just catching on in Kenya. While literature emphasizes the importance of collaborative strategic planning, it does not indicate the challenges presented by collaboratively engaging in strategic planning. This article reports on findings of…

Strategic plan for the National Mapping Divison of the U.S. Geological Survey

USGS Publications Warehouse

,

1997-01-01

The Bureau Strategic Plan was reviewed carefully to assure that the NMD Strategic Plan would be consistent with it. The Division planning team built on the conclusion of the Bureau Plan regarding the political, economic, societal, and global force that will affect our program in the future. The NMD Strategic Plan also embraces all of the core competencies and business activities.

SDDOT transportation systems management & operations program plan.

DOT National Transportation Integrated Search

2016-06-01

The objective of this project is the development of a comprehensive Transportation Systems Management and : Operations (TSM&O) Program Plan for the South Dakota Department of Transportation. This plan guides : business planning and strategic decision...

77 FR 32137 - Agency Information Collection Activities: Proposed Collection; Comments Requested; Strategic...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-05-31

...] Agency Information Collection Activities: Proposed Collection; Comments Requested; Strategic Planning... Form/Collection: Strategic Planning Environmental Assessment Outreach. (3) Agency form number, if any... Strategic Planning Office at ATF will [[Page 32138

Strategic Planning for the Air Force. Leveraging Business Planning Insights to Create Future Value

DTIC Science & Technology

1998-01-01

Strategic Planning for the Air Force Leveraging Business Planning Insights to Create Future Value DEBORAH L. WESTPHAL, RICHARD SZAFRANSKI...SUBTITLE Strategic Planning for the Air Force. Leveraging Business Planning Insights to Create Future Value 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c...can be so, unless leaders and planners are willing to think in the boundary between order and chaos. Long-Range Planning, Strategic Thinking, or

Strategic service-line planning. Building competitive advantage.

PubMed

Greenspan, Elizabeth; Krentz, Susanna E; O'Neill, Molly K

2003-12-01

Service-line planning requires a healthcare organization to develop a business plan for each of its service lines. Successful service-line planning requires top leadership support, a willingness to allocate resources, the development of support mechanisms, the active support and involvement of physicians, and management commitment and accountability during implementation.

The association of strategic group and organizational culture with hospital performance in China.

PubMed

Xue, Di; Zhou, Ping; Bundorf, M Kate; Huang, Jin Xin; Chang, Ji Le

2013-01-01

The policy environment in China is rapidly changing. Strategic planning may enable hospitals to respond more effectively to changes in their external environment, little evidence exists on the extent to which public hospitals in China adopt different strategies and the relationship between strategic decision-making and hospital performance. The purposes of our study were to determine the extent to which different hospitals adopt different strategies, whether strategies are associated with organizational culture and whether hospital strategies are associated with hospital performance. Presidents (or vice presidents), employees, and patients from 87 public hospitals were surveyed during 2009. Measures of strategic group were developed using cluster analysis based on the three dimensions of product position, competitive posture, and market position. Culture was measured using a tool developed by the investigators. Performance was measured based on profitability, patient satisfaction, and employee satisfaction with overall hospital development in the recent 5 years. The association of strategic group and organizational culture with hospital performance was analyzed using multivariate models. Chinese public general hospitals were classified into five strategic groups that had significant differences in product positioning, competitive posture, and market position. Hospitals of similar types based on regulation adopted different strategies. Organizational culture was not strongly associated with hospital strategic group. Although strategic group was associated with hospital profitability and patient satisfaction in the models with or without control for hospital location, these effects did not persist after controlling for organizational culture, hospital level, and hospital location. It is important for public hospitals in China to make effective strategic planning and align their organizational culture with the strategies for better execution and therefore better performance. Moreover, the method of hospital strategic grouping in the study provides a new way to analyze management issues within a strategic group and between strategic groups.

Connecting the Learning Organization, Strategic Planning, and Public Relations.

ERIC Educational Resources Information Center

Thornton, Bill; Perreault, George

2002-01-01

Examines common perceptions about barriers to effective strategic planning in school districts. Argues that primary barrier to effective use of strategic planning in schools is the failure of educators to fully understand the strategic planning process itself. Discusses the components of a learning organization. Links learning organizations with…

76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-01

... the Office of Strategic Planning and Management AGENCY: Office of the Chief Operating Officer, HUD... HUD (COO) redelegates to the Director, Office of Strategic Planning and Management, authority and... 22, 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and...

42 CFR 457.710 - State plan requirements: Strategic objectives and performance goals.

Code of Federal Regulations, 2010 CFR

2010-10-01

.... The State's strategic objectives, performance goals and performance measures must include a common... 42 Public Health 4 2010-10-01 2010-10-01 false State plan requirements: Strategic objectives and...) ALLOTMENTS AND GRANTS TO STATES Strategic Planning, Reporting, and Evaluation § 457.710 State plan...

Department of State Strategic Planning Workshop II. Center for Strategic Leadership Issue Paper, Volume 01-02

DTIC Science & Technology

2002-04-01

Strategic Leadership 650 Wright Avenue Carlisle, PA 170l3-5049 OFFICIAL BUSINESS DEPARTMENT OF STATE STRATEGIC PLANNING WORKSHOP II U.S. ARMY WAR COLLEGE CSL 4 ...April 2002 Issues Paper 01-02 Department of State Strategic Planning Workshop II By Colonel Jeffrey C. Reynolds A State Department request, made...at the senior level, asked the Army Chief of Staff if the Army could help State improve its capacity to undertake strategic planning. In April

Institutional Issues in the Planning and Implementation of a Program to Dispose of High-Level Radioactive Wastes

DTIC Science & Technology

1981-02-01

environment including political and psychosociological variables, (2) implementation (2) H. Igor Ansoff , Roger P. Declerck and Robert L. Hayes, "From...Strategic Planning to Strategic Management" in From Strategic Planning to Strategic Management, edited by H. Igor Ansoff et al., John Wiley & Sons, 1976...Hanagement," in From Strategic Planning to Strategic Nanagement, edited by H. Igor Ansoff et al., Jon.𔃻 Wiley & Sons, 1976, p. 33. -44- is not willing to

Strategic planning for clinical services: St. Joseph Hospital and Health Care Center.

PubMed

Linggi, A; Pelham, L D

1986-09-01

A pharmacy department at a 340-bed community hospital based its strategic plan for developing patient-oriented services on a sound drug distribution system, a credible work-measurement program, and fiscal responsibility. In 1982 the department of pharmacy and i.v. therapy implemented a strategic plan for improving pharmaceutical services. The plan involved developing goals and objectives for the department; marketing the department's services and fiscal management to hospital administrators, medical staff, and nursing staff; building teamwork among the pharmacy staff; and improving the drug distribution system before instituting clinical services. Hiring of additional pharmacy staff was justified on the basis of work-measurement data. By adjusting staffing levels every two weeks based on work-measurement data, the department increased the efficiency of drug distribution activities; the pharmacy also implemented cost-saving programs like selection of therapeutic alternates and formulary restrictions. The savings were then reinvested in labor-intensive patient-oriented pharmaceutical services. A staff development program using staff pharmacists as preceptors expanded the breadth and depth of pharmacists' clinical skills. The planning efforts were successful because the needs of hospital administrators, the pharmacy department, and staff members were addressed.

A systems change: leading the way to meeting health needs.

PubMed

Deisher, Mirella

2013-01-01

Demonstrating the efficacy of our practice requires a paradigm shift. Becoming an effective leader and clinician can facilitate opportunities for program development and clinical research. The use of strategic planning strategies, such as needs assessment and SWOT analysis, can help lead the way to such change. The following illustrates the use of strategic planning to develop The Carpal and Cubital Tunnel Syndrome Program (CCTSP) within a growing orthopedic practice. Copyright © 2013 Hanley & Belfus. Published by Elsevier Inc. All rights reserved.

Strategic Business Planning and Human Resources: Part I.

ERIC Educational Resources Information Center

Smith, Eddie C.

1982-01-01

The maturity of a business is strategically important because an organization's characteristics change as it ages. Similarly, elements of the human resource program (compensation, benefits, staff development, etc.) also change as the business matures. (SK)

Lawrence Berkeley Laboratory Institutional Plan, FY 1993--1998

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1992-10-01

The FY 1993--1998 Institutional Plan provides an overview of the Lawrence Berkeley Laboratory mission, strategic plan, scientific initiatives, research programs, environment and safety program plans, educational and technology transfer efforts, human resources, and facilities needs. The Strategic Plan section identifies long-range conditions that can influence the Laboratory, potential research trends, and several management implications. The Initiatives section identifies potential new research programs that represent major long-term opportunities for the Laboratory and the resources required for their implementation. The Scientific and Technical Programs section summarizes current programs and potential changes in research program activity. The Environment, Safety, and Health section describesmore » the management systems and programs underway at the Laboratory to protect the environment, the public, and the employees. The Technology Transfer and Education programs section describes current and planned programs to enhance the nation's scientific literacy and human infrastructure and to improve economic competitiveness. The Human Resources section identifies LBL staff composition and development programs. The section on Site and Facilities discusses resources required to sustain and improve the physical plant and its equipment. The Resource Projections are estimates of required budgetary authority for the Laboratory's ongoing research programs. The plan is an institutional management report for integration with the Department of Energy's strategic planning activities that is developed through an annual planning process. The plan identifies technical and administrative directions in the context of the National Energy Strategy and the Department of Energy's program planning initiatives. Preparation of the plan is coordinated by the Office for Planning and Development from information contributed by the Laboratory's scientific and support divisions.« less

Leadership and effective succession planning in health-system pharmacy departments.

PubMed

Ellinger, Lara Kathryn; Trapskin, Philip J; Black, Raymond; Kotis, Despina; Alexander, Earnest

2014-04-01

Leadership succession planning is crucial to the continuity of the comprehensive vision of the hospital pharmacy department. Leadership development is arguably the main component of training and preparing pharmacists to assume managerial positions. Succession planning begins with a review of the organizational chart in the context of the institution's strategic plan. Then career ladders are developed and key positions that require succession plans are identified. Employee profiles and talent inventory should be performed for all employees to identify education, talent, and experience, as well as areas that need improvement. Employees should set objective goals that align with the department's strategic plan, and management should work collaboratively with employees on how to achieve their goals within a certain timeframe. The succession planning process is dynamic and evolving, and periodic assessments should be conducted to determine how improvements can be made. Succession planning can serve as a marker for the success of hospital pharmacy departments.

Leadership and Effective Succession Planning in Health-System Pharmacy Departments

PubMed Central

Trapskin, Philip J.; Black, Raymond; Kotis, Despina; Alexander, Earnest

2014-01-01

Leadership succession planning is crucial to the continuity of the comprehensive vision of the hospital pharmacy department. Leadership development is arguably the main component of training and preparing pharmacists to assume managerial positions. Succession planning begins with a review of the organizational chart in the context of the institution’s strategic plan. Then career ladders are developed and key positions that require succession plans are identified. Employee profiles and talent inventory should be performed for all employees to identify education, talent, and experience, as well as areas that need improvement. Employees should set objective goals that align with the department’s strategic plan, and management should work collaboratively with employees on how to achieve their goals within a certain timeframe. The succession planning process is dynamic and evolving, and periodic assessments should be conducted to determine how improvements can be made. Succession planning can serve as a marker for the success of hospital pharmacy departments. PMID:24958944

Advanced Computer Aids in the Planning and Execution of Air Warfare and Ground Strike Operations: Conference Proceedings, Meeting of the Avionics Panels of AGARD (51st) Held in Kongsberg, Norway on 12-16 May 1986

DTIC Science & Technology

1986-02-01

the area of Artificial Intelligence (At). DARPA’s Strategic Computing Program 13 developing an At ýtchnology base upon which several applications...technologies with the Strategic Computing Program . In late 1983 the Strategic Computing Program (SCP) wes announced. The program was organizsd to develop...solving a resource allocation problem. The remainder of this paper will discuss the TEMPLAR progeam as it relates to the Strategic Computing Program

Advancing mission in the marketplace. Integrated strategic planning and budgeting helps a system remain accountable.

PubMed

Smessaert, A H

1992-10-01

In the late 1980s Holy Cross Health System (HCHS), South Bend, IN, began to implement a revised strategic planning and budgeting process to effectively link the system's mission with its day-to-day operations. Leaders wanted a process that would help system employees internalize and act on the four major elements articulated in the HCHS mission statement: fidelity, excellence, empowerment, and stewardship. Representatives from mission, strategic planning, and finance from the corporate office and subsidiaries examined planning and budgeting methods. From the beginning, HCHS leaders decided that the process should be implemented gradually, with each step focusing on refining methodology and improving mission integration. As the process evolved. HCHS developed a sequence in which planning preceded budgeting. The system also developed a variety of educational and collaborative initiatives to help system employees adapt to the organization's change of direction. One critical aspect of HCHS's ongoing education is an ethical reflection process that helps participants balance ethical considerations by viewing an issue from three perspectives: social vision, multiple responsibility, and self-interest.

Strategic Planning: What's so Strategic about It?

ERIC Educational Resources Information Center

Strong, Bart

2005-01-01

The words "strategic" and "planning" used together can lead to confusion unless one spent the early years of his career in never-ending, team-oriented, corporate training sessions. Doesn't "strategic" have something to do with extremely accurate bombing or a defensive missile system or Star Wars or something? Don't "strategic" and "planning" both…

76 FR 12361 - Request for Information: Update of NIOSH Nanotechnology Strategic Plan for Research and Guidance

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-07

... NIOSH 134-A] Request for Information: Update of NIOSH Nanotechnology Strategic Plan for Research and... management research that should be considered for updating the NIOSH 2009 nanotechnology strategic plan... identifying and prioritizing nanotechnology research. In 2009 this strategic plan [http:// www.cdc.gov/niosh...

A Strategic Plan Is Just the Beginning

ERIC Educational Resources Information Center

Wilson, E. B.

2009-01-01

The process of strategic planning wears out institutions. Strategic planning, pursued with high purpose and energy, is enervating and exhausting. In this article, the author describes the value-added work of trustees in high-performing boards and discusses the role boards of trustees play as the process of continuous strategic planning unfolds.…

Strategic Planning and Fiscal Benefits: Is There a Link? ASHE Annual Meeting Paper.

ERIC Educational Resources Information Center

Swenk, Jean M.

This study attempted to determine whether strategic planning would enhance a higher education institution's fiscal condition. It also systematically evaluated the extent of institution-wide strategic planning among private four-year postsecondary institutions in the United States. A definition of strategic planning and a conceptual framework based…

NASA Strategic Plan

NASA Technical Reports Server (NTRS)

1996-01-01

The aforementioned strategic decisions and the overarching direction for America's aeronautics and space program are addressed in the Strategic Plan. Our Strategic Plan is critical to our ability to meet the challenges of this new era and deliver a vibrant aeronautics and space program that strengthens and inspires the Nation. The Plan is our top-level strategy.

Use of focus groups in a library's strategic planning process.

PubMed

Higa-Moore, Mori Lou; Bunnett, Brian; Mayo, Helen G; Olney, Cynthia A

2002-01-01

The use of focus groups to determine patron satisfaction with library resources and services is extensive and well established. This article demonstrates how focus groups can also be used to help shape the future direction of a library as part of the strategic planning process. By responding to questions about their long-term library and information needs, focus group participants at the University of Texas Southwestern Medical Center at Dallas Library contributed an abundance of qualitative patron data that was previously lacking from this process. The selection and recruitment of these patrons is discussed along with the line of questioning used in the various focus group sessions. Of special interest is the way the authors utilized these sessions to mobilize and involve the staff in creating the library's strategic plan. This was accomplished not only by having staff members participate in one of the sessions but also by sharing the project's major findings with them and instructing them in how these findings related to the library's future. The authors' experience demonstrates that focus groups are an effective strategic planning tool for libraries and emphasizes the need to share information broadly, if active involvement of the staff is desired in both the development and implementation of the library's strategic plan.

Use of focus groups in a library's strategic planning process

PubMed Central

Higa-Moore, Mori Lou; Bunnett, Brian; Mayo, Helen G.; Olney, Cynthia A.

2002-01-01

The use of focus groups to determine patron satisfaction with library resources and services is extensive and well established. This article demonstrates how focus groups can also be used to help shape the future direction of a library as part of the strategic planning process. By responding to questions about their long-term library and information needs, focus group participants at the University of Texas Southwestern Medical Center at Dallas Library contributed an abundance of qualitative patron data that was previously lacking from this process. The selection and recruitment of these patrons is discussed along with the line of questioning used in the various focus group sessions. Of special interest is the way the authors utilized these sessions to mobilize and involve the staff in creating the library's strategic plan. This was accomplished not only by having staff members participate in one of the sessions but also by sharing the project's major findings with them and instructing them in how these findings related to the library's future. The authors' experience demonstrates that focus groups are an effective strategic planning tool for libraries and emphasizes the need to share information broadly, if active involvement of the staff is desired in both the development and implementation of the library's strategic plan. PMID:11838465

Planning Tool for Strategic Evaluation of Facility Plans - 13570

DOE Office of Scientific and Technical Information (OSTI.GOV)

Magoulas, Virginia; Cercy, Michael; Hall, Irin

2013-07-01

Savannah River National Laboratory (SRNL) has developed a strategic planning tool for the evaluation of the utilization of its unique resources for processing and research and development of nuclear materials. The Planning Tool is a strategic level tool for assessing multiple missions that could be conducted utilizing the SRNL facilities and showcasing the plan. Traditional approaches using standard scheduling tools and laying out a strategy on paper tended to be labor intensive and offered either a limited or cluttered view for visualizing and communicating results. A tool that can assess the process throughput, duration, and utilization of the facility wasmore » needed. SRNL teamed with Newport News Shipbuilding (NNS), a division of Huntington Ingalls Industries, to create the next generation Planning Tool. The goal of this collaboration was to create a simulation based tool that allows for quick evaluation of strategies with respect to new or changing missions, and clearly communicates results to the decision makers. This tool has been built upon a mature modeling and simulation software previously developed by NNS. The Planning Tool provides a forum for capturing dependencies, constraints, activity flows, and variable factors. It is also a platform for quickly evaluating multiple mission scenarios, dynamically adding/updating scenarios, generating multiple views for evaluating/communicating results, and understanding where there are areas of risks and opportunities with respect to capacity. The Planning Tool that has been developed is useful in that it presents a clear visual plan for the missions at the Savannah River Site (SRS). It not only assists in communicating the plans to SRS corporate management, but also allows the area stakeholders a visual look at the future plans for SRS. The design of this tool makes it easily deployable to other facility and mission planning endeavors. (authors)« less

Effect of attitudes and perceptions of independent community pharmacy owners/managers on the comprehensiveness of strategic planning.

PubMed

Harrison, Donald L

2006-01-01

To assess the attitudes and perceptions of independent community pharmacy owners/managers about the comprehensiveness of strategic planning conducted for their pharmacies. Cross-sectional study. United States. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Comprehensiveness of strategic planning conducted; components used in the strategic planning process. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Of the 141 (26.8%) respondents who indicated that they conduct strategic planning, most components of the process were used. However, only 78 (55.3%) of those respondents conducted a review of pharmacy systems, and only 60 (42.6%) periodically evaluated implemented strategies. Approximately 88% of the variance in comprehensiveness was accounted for by 12 variables identified as significantly associated with the comprehensiveness of strategic planning conducted by owners/managers of independent community pharmacies. These included factors such as favorable cost-benefit relationship, impact of the Medicare Modernization Act of 2003, and remaining competitive in the pharmacy marketplace. While a minority of the survey population, respondents who reported conducting strategic planning used a reasonably comprehensive process. Further, several variables were identified as significant factors associated with comprehensiveness of strategic planning conducted.

Strategic planning by independent community pharmacies.

PubMed

Harrison, Donald L

2005-01-01

(1) To assess the degree and level of use of the strategic planning process (none, partly, fully) by independent community pharmacy owners/managers and (2) to evaluate the relationships between independent community pharmacy owners/managers' level of strategic planning and indicators of pharmacy performance; including new and refill prescriptions filled, gross margin, rated patient care performance, rated dispensing performance, rated non-pharmacy performance, and rated financial performance. Cross-sectional study. United States. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Quality of strategic planning conducted; pharmacy performance measures. Only 141 of 527 (26.8%) usable responses indicated use of some (77 pharmacies, 54.6%) or all (64 pharmacies, 45.4%) of the seven steps typical of strategic planning. Significant associations were observed between the level of strategic planning use and all pharmacy performance variables assessed, including indicators such as greater numbers of new and refill prescriptions dispensed, gross margins, patient care performance, dispensing performance, non-pharmacy performance, and financial performance. Greater ratings of pharmacy performance were significantly associated with the level of strategic planning use. Respondents who fully used strategic planning had significantly higher indicators than partial users; respondents who partly used the process had significantly higher ratings than respondents who did not conduct strategic planning.

The Education and Development of Strategic Planners in the Navy

DTIC Science & Technology

1990-12-01

MANAGEMENT .................. 23 C. SUBSEQUENT TOURS .......... .............. ....... 24 V. GRADUATE LEVEL EDUCATION FOR STRATEGIC PLANNERS .... 26 A...experience coded officers. A comparison was conducted in an attempt to determine any trends that may prove beneficial for creating better career management ...plans, which the Center for Naval Analysis (CNA) manages for OP-07 (Director of Naval Warfare) [Ref. i] In addition to the master plans, the CNO has

Steps to Developing the New Orleans Strategic Energy Plan (Presentation)

DOE Office of Scientific and Technical Information (OSTI.GOV)

Brown, E.

2011-01-01

This presentation was given by NREL's Elizabeth Doris (Brown) to the New Orleans City Council in January 2008. NREL was funded by DOE to provide technical assistance to New Orleans after Hurricanes Katrina and Rita. The presentation provides an overview of strategic energy planning, case studies, and suggested next steps for implementing energy efficiency and renewable energy into the city's rebuilding efforts.

An on-line interface for integrated modeling of wildlife, climate, and society for strategic planning for the Sky Islands

Treesearch

Barron J. Orr; Wolfgang Grunberg; Amanda B. Cockerham; Anne Y. Thwaits; Heather S. Severson; Noah M. D. Lerman; Rachel M. Miller; Michael Haseltine; Barbara J. Morehouse; Jonathan T. Overpeck; Stephen R. Yool; Thomas W. Swetnam; Gary L. Christopherson

2005-01-01

The demand for strategic planning tools that account for climate and human influences on wildfire hazard is growing. In response, the University of Arizona, through an EPA STAR Grant has undertaken interdisciplinary research to characterize the human and climate dimensions of wildfire. The resulting Fire-Climate-Society (FCS-1) prototype model developed for Sky Islands...

A Technical/Strategic Paradigm for Online Executive Education

ERIC Educational Resources Information Center

Smith, Marlene A.; Keaveney, Susan M.

2017-01-01

This article discusses the development and delivery of online courses for the executive education audience. The goal is to introduce a new framework, the technical/strategic paradigm, that will help educators to identify the pedagogical needs of disparate executive groups and adjust their online course development plans accordingly. We describe…

Hoshin Kanri: a technique for strategic quality management.

PubMed

Tennant, C; Roberts, P A

2000-01-01

This paper describes a technique for Strategic Quality Management (SQM), known as Hoshin Kanri, which has been operated as a management system in many Japanese companies since the 1960s. It represents a core aspect of Japanese companies' management systems, and is stated as: the means by which the overall control system and Total Quality Management (TQM) are deployed. Hoshin Kanri is not particularly unique in its concept of establishing and tracking individual goals and objectives, but the manner in which the objectives and the means to achieve them are developed and deployed is. The problem with applying the concept of Strategic Quality Management (SQM) using Hoshin Kanri, is that it can tend to challenge the traditional authoritarian strategic planning models, which have become the paradigms of modern business. Yet Hoshin Kanri provides an appropriate tool for declaration of the strategic vision for the business while integrating goals and targets in a single holistic model. There have been various adaptations of Hoshin Kanri to align the technique to Western thinking and management approaches, yet outside Japan its significance has gone largely unreported. It is proposed that Hoshin Kanri is an effective methodology for SQM, which has a number of benefits over the more conventional planning techniques. The benefits of Hoshin Kanri as a tool for Strategic Quality Management (SQM) compared to conventional planning systems include: integration of strategic objectives with tactical daily management, the application of the plan-do-check-act cycle to business process management, parallel planning and execution methodology, company wide approach, improvements in communication, increased consensus and buy-in to goal setting, and cross-functional-management integration.

Water resources planning in a strategic context: Linking the water sector to the national economy

NASA Astrophysics Data System (ADS)

Rogers, Peter; Hurst, Christopher; Harshadeep, Nagaraja

1993-07-01

In many parts of the developing world investment in water resources takes a large proportion of the available public investment funds. As the conflicts for funds between the water and other sectors become more severe, the traditional ways of analyzing and planning water investments has to move away from project-by-project (or even a river basin-by-river basin) approaches to include the relationships of water investments to other sectors and to overall national development policies. Current approaches to water resources investments are too narrow. There is a need for ways to expand the strategic thinking of water sector managers. This paper develops a water resources planning methodology with the primary objective of giving insights into the linking of water sector investments and macroeconomic policies. The model optimizes the present value of investments for water resources development, while embedding a macroeconomic model into the framework to allow for an examination of the interactions between water investments, the growth in the agricultural sector, and the performance of the overall economy. A case study of Bangladesh is presented which shows how strategic thinking could lead to widely differing implications for water investments than would conventional water resources systems planning models.

National Aeronautics and Space Administration. 2003 Strategic Plan

NASA Technical Reports Server (NTRS)

2003-01-01

As the 21st century begins to unfold, NASA will focus, with renewed vigor, on the challenges and opportunities before us and on developing the unique capabilities that strengthen America and address our national needs. Our Mission is driven by science, exploration, and discovery, and it will be carried out with a firm commitment to fiscal responsibility. We will study climate change and the natural and human-induced hazards to Earth's ecosystem. We will help to counter the threat of international terrorism by developing technologies that can improve the security and safety of our air transportation system. We will lead the world into a new understanding of our planet, our solar system, and the universe around us, and in so doing, we will begin to understand whether life may have developed elsewhere in the cosmos. This strategic plan lays out our hopes for the future and the important things we seek to accomplish for America. We are privileged to be entrusted with these pursuits and thrilled to be able to carry them out. We invite you to join us on this great adventure. Releasing this strategic plan with our 2004 budget request represents our new commitment to the integration of budget and performance reporting. In this way, we will ensure that strategic priorities are aligned with and influence budget priorities. Our new Integrated Budget and Performance Document, a companion volume to this strategic plan, expands on the goals and objectives presented here and identifies the specific long-term and annual performance measures for which we will be held accountable.

The use of scenario analysis in local public health departments: alternative futures for strategic planning.

PubMed Central

Venable, J M; Ma, Q L; Ginter, P M; Duncan, W J

1993-01-01

Scenario analysis is a strategic planning technique used to describe and evaluate an organization's external environment. A methodology for conducting scenario analysis using the Jefferson County Department of Health and the national, State, and county issues confronting it is outlined. Key health care and organizational issues were identified using published sources, focus groups, questionnaires, and personal interviews. The most important of these issues were selected by asking health department managers to evaluate the issues according to their probability of occurrence and likely impact on the health department. The high-probability, high-impact issues formed the basis for developing scenario logics that constitute the story line holding the scenario together. The results were a set of plausible scenarios that aided in strategic planning, encouraged strategic thinking among managers, eliminated or reduced surprise about environmental changes, and improved managerial discussion and communication. PMID:8265754

Health Is Primary: Family Medicine for America’s Health

PubMed Central

Phillips, Robert L.; Pugno, Perry A.; Saultz, John W.; Tuggy, Michael L.; Borkan, Jeffrey M.; Hoekzema, Grant S.; DeVoe, Jennifer E.; Weida, Jane A.; Peterson, Lars E.; Hughes, Lauren S.; Kruse, Jerry E.; Puffer, James C.

2014-01-01

PURPOSE More than a decade ago the American Academy of Family Physicians, American Academy of Family Physicians Foundation, American Board of Family Medicine, Association of Departments of Family Medicine, Association of Family Practice Residency Directors, North American Primary Care Research Group, and Society of Teachers of Family Medicine came together in the Future of Family Medicine (FFM) to launch a series of strategic efforts to “renew the specialty to meet the needs of people and society,” some of which bore important fruit. Family Medicine for America’s Health was launched in 2013 to revisit the role of family medicine in view of these changes and to position family medicine with new strategic and communication plans to create better health, better health care, and lower cost for patients and communities (the Triple Aim). METHODS Family Medicine for America’s Health was preceded and guided by the development of a family physician role definition. A consulting group facilitated systematic strategic plan development over 9 months that included key informant interviews, formal stakeholder surveys, future scenario testing, a retreat for family medicine organizations and stakeholder representatives to review strategy options, further strategy refinement, and finally a formal strategic plan with draft tactics and design for an implementation plan. A second communications consulting group surveyed diverse stakeholders in coordination with strategic planning to develop a communication plan. The American College of Osteopathic Family Physicians joined the effort, and students, residents, and young physicians were included. RESULTS The core strategies identified include working to ensure broad access to sustained, primary care relationships; accountability for increasing primary care value in terms of cost and quality; a commitment to helping reduce health care disparities; moving to comprehensive payment and away from fee-for-service; transformation of training; technology to support effective care; improving research underpinning primary care; and actively engaging patients, policy makers, and payers to develop an understanding of the value of primary care. The communications plan, called Health is Primary, will complement these strategies. Eight family medicine organizations have pledged nearly $20 million and committed representatives to a multiyear implementation team that will coordinate these plans in a much more systematic way than occurred with FFM. CONCLUSIONS Family Medicine for America’s Health is a new commitment by 8 family medicine organizations to strategically align work to improve practice models, payment, technology, workforce and education, and research to support the Triple Aim. It is also a humble invitation to patients and to clinical and policy partners to collaborate in making family medicine even more effective. PMID:25352575

Health is primary: Family medicine for America's health.

PubMed

Phillips, Robert L; Pugno, Perry A; Saultz, John W; Tuggy, Michael L; Borkan, Jeffrey M; Hoekzema, Grant S; DeVoe, Jennifer E; Weida, Jane A; Peterson, Lars E; Hughes, Lauren S; Kruse, Jerry E; Puffer, James C

2014-10-01

More than a decade ago the American Academy of Family Physicians, American Academy of Family Physicians Foundation, American Board of Family Medicine, Association of Departments of Family Medicine, Association of Family Practice Residency Directors, North American Primary Care Research Group, and Society of Teachers of Family Medicine came together in the Future of Family Medicine (FFM) to launch a series of strategic efforts to "renew the specialty to meet the needs of people and society," some of which bore important fruit. Family Medicine for America's Health was launched in 2013 to revisit the role of family medicine in view of these changes and to position family medicine with new strategic and communication plans to create better health, better health care, and lower cost for patients and communities (the Triple Aim). Family Medicine for America's Health was preceded and guided by the development of a family physician role definition. A consulting group facilitated systematic strategic plan development over 9 months that included key informant interviews, formal stakeholder surveys, future scenario testing, a retreat for family medicine organizations and stakeholder representatives to review strategy options, further strategy refinement, and finally a formal strategic plan with draft tactics and design for an implementation plan. A second communications consulting group surveyed diverse stakeholders in coordination with strategic planning to develop a communication plan. The American College of Osteopathic Family Physicians joined the effort, and students, residents, and young physicians were included. The core strategies identified include working to ensure broad access to sustained, primary care relationships; accountability for increasing primary care value in terms of cost and quality; a commitment to helping reduce health care disparities; moving to comprehensive payment and away from fee-for-service; transformation of training; technology to support effective care; improving research underpinning primary care; and actively engaging patients, policy makers, and payers to develop an understanding of the value of primary care. The communications plan, called Health is Primary, will complement these strategies. Eight family medicine organizations have pledged nearly $20 million and committed representatives to a multiyear implementation team that will coordinate these plans in a much more systematic way than occurred with FFM. Family Medicine for America's Health is a new commitment by 8 family medicine organizations to strategically align work to improve practice models, payment, technology, workforce and education, and research to support the Triple Aim. It is also a humble invitation to patients and to clinical and policy partners to collaborate in making family medicine even more effective. © 2014 Annals of Family Medicine, Inc.

Policy measures on strengthening and developing capabilities for national tobacco control in Thailand.

PubMed

Kengkarnpanich, Mondha; Termsirikulchai, Lakkhana; Benjakul, Sarunya

2012-06-01

To assess the situation and report on a national capacity plan for tobacco control under the National Strategic Plan for Tobacco Control (NSPTC) 2010-2014. Systematic documentary review and analysis were managed by the working group. The results were discussed and provided recommendations by the sub-committee on developing the NSPTC 2010-2014. Seven meetings were organized from March 2009-January 2010. Eventually, the NSPCT 2010-2014 was approved by the National Committee for Tobacco Control, chaired by the Minister of Public Health on 22 April 2010. The major result of the present study was brought to the National Capacity in Tobacco Control Plan under the NSPTC 2010-2014. The purpose of the plan is to strengthen and develop national tobacco control capacity before 2011. Seven strategic areas for National Tobacco Control Capacity have been proposed. They are, 1) tobacco control policy and leadership development, 2) developing an organizational structure and management systems, 3) developing surveillance, monitoring and evaluation systems, 4)formulate measures to support research and knowledge management, 5) capacity building and network expansion for tobacco control in various sectors, 6) capacity building and expansion of a collaborative network for tobacco control at regional levels and 7) improving and strengthening tobacco control laws. In addition, the indicators, key players and support partners were addressed. Although the strength of the strategic plan on National Capacity in Tobacco Control is participatory planning process and result in the integrated and comprehensive capacity in tobacco control plan, but some concerns should be considers. They are infrastructure, evidence and networking and leadership.

The interventional radiology business plan.

PubMed

Beheshti, Michael V; Meek, Mary E; Kaufman, John A

2012-09-01

Strategic planning and business planning are processes commonly employed by organizations that exist in competitive environments. Although it is difficult to prove a causal relationship between formal strategic/business planning and positive organizational performance, there is broad agreement that formal strategic and business plans are components of successful organizations. The various elements of strategic plans and business plans are not common in the vernacular of practicing physicians. As health care becomes more competitive, familiarity with these tools may grow in importance. Herein we provide an overview of formal strategic and business planning, and offer a roadmap for an interventional radiology-specific plan that may be useful for organizations confronting competitive and financial threats. Copyright © 2012 SIR. Published by Elsevier Inc. All rights reserved.

Efforts to monitor Global progress on individual and community demand for immunization: Development of definitions and indicators for the Global Vaccine Action Plan Strategic Objective 2.

PubMed

Hickler, Benjamin; MacDonald, Noni E; Senouci, Kamel; Schuh, Holly B

2017-06-16

The Second Strategic Objective of the Global Vaccine Action Plan, "individuals and communities understand the value of vaccines and demand immunization as both their right and responsibility", differs from the other five in that it does not focus on supply-side aspects of immunization programs but rather on public demand for vaccines and immunization services. This commentary summarizes the work (literature review, consultations with experts, and with potential users) and findings of the UNICEF/World Health Organization Strategic Objective 2 informal Working Group on Vaccine Demand, which developed a definition for demand and indicators related to Strategic Objective 2. Demand for vaccines and vaccination is a complex concept that is not external to supply systems but rather encompasses the interaction between human behaviors and system structure and dynamics. Copyright © 2017. Published by Elsevier Ltd.

Pathways to excellence: A Federal strategy for science, mathematics, engineering, and technology education

NASA Astrophysics Data System (ADS)

This Strategic Plan was developed by the Federal Coordinating Council for Science, Engineering, and Technology (FCCSET) through its Committee on Education and Human Resources (CEHR), with representatives from 16 Federal agencies. Based on two years of coordinated interagency effort, the Plan confirms the Federal Government's commitment to ensuring the health and well-being of science, mathematics, engineering, and technology education at all levels and in all sectors (i.e., elementary and secondary, undergraduate, graduate, public understanding of science, and technology education). The Plan represents the Federal Government's efforts to develop a five-year planning framework and associated milestones that focus Federal planning and the resources of the participating agencies toward achieving the requisite or expected level of mathematics and science competence by all students. The priority framework outlines the strategic objectives, implementation priorities, and components for the Strategic Plan and serves as a road map for the Plan. The Plan endorses a broad range of ongoing activities, including continued Federal support for graduate education as the backbone of our country's research and development enterprise. The Plan also identifies three tiers of program activities with goals that address issues in science, mathematics, engineering, and technology education meriting special attention. Within each tier, individual agency programs play important and often unique roles that strengthen the aggregate portfolio. The three tiers are presented in descending order of priority: (1) reforming the formal education system; (2) expanding participation and access; and (3) enabling activities.

Pathways to excellence: A Federal strategy for science, mathematics, engineering, and technology education

NASA Technical Reports Server (NTRS)

1993-01-01

This Strategic Plan was developed by the Federal Coordinating Council for Science, Engineering, and Technology (FCCSET) through its Committee on Education and Human Resources (CEHR), with representatives from 16 Federal agencies. Based on two years of coordinated interagency effort, the Plan confirms the Federal Government's commitment to ensuring the health and well-being of science, mathematics, engineering, and technology education at all levels and in all sectors (i.e., elementary and secondary, undergraduate, graduate, public understanding of science, and technology education). The Plan represents the Federal Government's efforts to develop a five-year planning framework and associated milestones that focus Federal planning and the resources of the participating agencies toward achieving the requisite or expected level of mathematics and science competence by all students. The priority framework outlines the strategic objectives, implementation priorities, and components for the Strategic Plan and serves as a road map for the Plan. The Plan endorses a broad range of ongoing activities, including continued Federal support for graduate education as the backbone of our country's research and development enterprise. The Plan also identifies three tiers of program activities with goals that address issues in science, mathematics, engineering, and technology education meriting special attention. Within each tier, individual agency programs play important and often unique roles that strengthen the aggregate portfolio. The three tiers are presented in descending order of priority: (1) reforming the formal education system; (2) expanding participation and access; and (3) enabling activities.

Federal Student Aid: Additional Management Improvements Would Clarify Strategic Direction and Enhance Accountability. Report to Congressional Requesters.

ERIC Educational Resources Information Center

General Accounting Office, Washington, DC.

To determine what Federal Student Aid (FSA), previously the Office of Student Financial Assistance, had done to develop and implement a strategic direction as mandated by Congress in performance-based organization legislation, the General Accounting Office (GAO) reviewed FSA's strategic and annual performance plans and annual reports, interviewing…

Perspective Tools of the Strategic Management of VFR Tourism Development at the Regional Level

ERIC Educational Resources Information Center

Gorbunov, Aleksandr P.; Efimova, Ekaterina V.; Kobets, Margarita V.; Kilinkarova, Sofiya G.

2016-01-01

This study is aimed at identifying the perspective tools of strategic management in general and strategic planning of VFR tourism (for the purpose of visiting friends and relatives) at the regional level in particular. It is based on dialectical and logical methods, analysis and synthesis, induction and deduction, the concrete historical and…

2015 Enterprise Strategic Vision

DOE Office of Scientific and Technical Information (OSTI.GOV)

None

2015-08-01

This document aligns with the Department of Energy Strategic Plan for 2014-2018 and provides a framework for integrating our missions and direction for pursuing DOE’s strategic goals. The vision is a guide to advancing world-class science and engineering, supporting our people, modernizing our infrastructure, and developing a management culture that operates a safe and secure enterprise in an efficient manner.

20 CFR 668.700 - What process must an INA grantee use to plan its employment and training services?

Code of Federal Regulations, 2011 CFR

2011-04-01

... WORKFORCE INVESTMENT ACT Section 166 Planning/Funding Process § 668.700 What process must an INA grantee use to plan its employment and training services? (a) An INA grantee may utilize the planning procedures... development and administration of strategic community development efforts. ...

Biological and chemical terrorism: strategic plan for preparedness and response. Recommendations of the CDC Strategic Planning Workgroup.

PubMed

2000-04-21

The U.S. national civilian vulnerability to the deliberate use of biological and chemical agents has been highlighted by recognition of substantial biological weapons development programs and arsenals in foreign countries, attempts to acquire or possess biological agents by militants, and high-profile terrorist attacks. Evaluation of this vulnerability has focused on the role public health will have detecting and managing the probable covert biological terrorist incident with the realization that the U.S. local, state, and federal infrastructure is already strained as a result of other important public health problems. In partnership with representatives for local and state health departments, other federal agencies, and medical and public health professional associations, CDC has developed a strategic plan to address the deliberate dissemination of biological or chemical agents. The plan contains recommendations to reduce U.S. vulnerability to biological and chemical terrorism--preparedness planning, detection and surveillance, laboratory analysis, emergency response, and communication systems. Training and research are integral components for achieving these recommendations. Success of the plan hinges on strengthening the relationships between medical and public health professionals and on building new partnerships with emergency management, the military, and law enforcement professionals.

ACHP | Stragetic Sustainability Performance Plans

Science.gov Websites

Sustainability Performance Plan (SSPP). Click here to access these plans. The ACHP's SSPP addresses how the Strategic Sustainability Performance Plan 2012 (PDF) ACHP Strategic Sustainability Performance Plan 2011 (PDF) ACHP Strategic Sustainability Performance Plan 2010 (PDF) Updated August 5, 2013 Return to Top

Strategic Planning and Leadership in Continuing Education: Enhancing Organizational Vitality, Responsiveness, and Identity. Jossey-Bass Higher Education Series.

ERIC Educational Resources Information Center

1987

Ways to use strategic planning to enhance leadership in continuing education organizations are discussed in this collection of 12 papers. Paper titles and authors are as follows: "Why Continuing Education Leaders Must Plan Strategically" (Robert G. Simerly); "The Strategic Planning Process: Seven Essential Steps" (R. Simerly);…

Higher Education Planning for a Strategic Goal with a Concept Mapping Process at a Small Private College

ERIC Educational Resources Information Center

Driscoll, Deborah P.

2010-01-01

Faculty, staff, and administrators at a small independent college determined that planning with a Concept Mapping process efficiently produced strategic thinking and action plans for the accomplishment of a strategic goal to expand experiential learning within the curriculum. One year into a new strategic plan, the college enjoyed enrollment…

Pellissippi State Technical Community College Five-Year Strategic Planning Directions, 1998-2003.

ERIC Educational Resources Information Center

Pellissippi State Technical Community Coll., Knoxville, TN.

The document contains the strategic plan for Pellissippi State Technical Community College (Tennessee). The previous five-year strategic plan, "The Pathfinder Project," was prepared in 1994 but was out of date before the end of the five-year planning cycle. To secure information for projecting new five-year strategic directions and goals…

Strategic planning for neuroradiologists.

PubMed

Berlin, Jonathan W; Lexa, Frank J

2012-08-01

Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future. Formalized strategic planning frameworks, such as the strengths, weaknesses, opportunities and threats (SWOT), and the Balanced Scorecard frameworks, can help neuroradiology divisions determine their current position in the marketplace. Communication, delegation, and accountability in neuroradiology is essential in executing an effective strategic plan. Copyright © 2012 Elsevier Inc. All rights reserved.

Setting Strategic Directions Using Critical Success Factors.

ERIC Educational Resources Information Center

Bourne, Bonnie; Gates, Larry; Cofer, James

2000-01-01

Describes implementation of a system-level planning model focused on institutional improvement and effectiveness at the University of Missouri. Details implementation of three phases of the strategic planning model (strategic analysis, strategic thinking/decision-making, and campus outreach/systems administration planning); identifies critical…

Transportation strategy development under economic uncertainty.

DOT National Transportation Integrated Search

2013-05-01

The interests of the researchers here were to understand various modes for developing long term : that is strategic plans with particular concern for the economic uncertainties one invariably : faces in such a planning environment. Often resou...

Research and development strategic plan : FY2013-FY2017.

DOT National Transportation Integrated Search

2013-05-01

This plan describes the strategy through which the Federal Railroad Administrations (FRAs) research and development (R&D) program will support the Department of Transportations (DOTs) mission and goals. Safety is the DOTs primary strat...

Pediatric hospital medicine: a strategic planning roundtable to chart the future.

PubMed

Rauch, Daniel A; Lye, Patricia S; Carlson, Douglas; Daru, Jennifer A; Narang, Steve; Srivastava, Rajendu; Melzer, Sanford; Conway, Patrick H

2012-04-01

Given the growing field of Pediatric Hospital Medicine (PHM) and the need to define strategic direction, the Society of Hospital Medicine, the American Academy of Pediatrics, and the Academic Pediatric Association sponsored a roundtable to discuss the future of the field. Twenty-one leaders were invited plus a facilitator utilizing established health care strategic planning methods. A "vision statement" was developed. Specific initiatives in 4 domains (clinical practice, quality of care, research, and workforce) were identified that would advance PHM with a plan to complete each initiative. Review of the current issues demonstrated gaps between the current state of affairs and the full vision of the potential impact of PHM. Clinical initiatives were to develop an educational plan supporting the PHM Core Competencies and a clinical practice monitoring dashboard template. Quality initiatives included an environmental assessment of PHM participation on key committees, societies, and agencies to ensure appropriate PHM representation. Three QI collaboratives are underway. A Research Leadership Task Force was created and the Pediatric Research in Inpatient Settings (PRIS) network was refocused, defining a strategic framework for PRIS, and developing a funding strategy. Workforce initiatives were to develop a descriptive statement that can be used by any PHM physician, a communications tool describing "value added" of PHM; and a tool to assess career satisfaction among PHM physicians. We believe the Roundtable was successful in describing the current state of PHM and laying a course for the near future. Copyright © 2011 Society of Hospital Medicine.

IPEM: An Integrated Planning, Effectiveness Model.

ERIC Educational Resources Information Center

Donsky, Aaron P.

While historically higher education has utilized many different planning paradigms and elements, two concepts (strategic planning and operational planning) can be presented as the major planning concepts into which the various paradigms can be placed. Starting in fall 1991, Seminole Community College developed a planning model which integrated…

Implementation of "The Ways of Knowing Through the Realms of Meaning" as a Conceptual Framework in Professional Learning Communities as they Impact/Influence Strategic Planning in Education

ERIC Educational Resources Information Center

Miller, Queinnise; Kritsonis, William A.

2009-01-01

To move toward educational excellence leaders, teachers, and district administrators must be strategic in planning for instructional success. As this planning takes place, I believe that the concept of "Professional Learning Communities" (PLC) should occupy a large space in a school strategic plan for success. Strategic planning should be viewed…

Strategic planning for clinical services: the University of Texas M.D. Anderson Hospital and Tumor Institute.

PubMed

Anderson, R W

1986-09-01

A formal, hospitalwide strategic-planning process provides structure for the pharmacy's plans for implementing clinical services. The state-supported clinical cancer and research center began a formal strategic-planning process in 1981. The institution's planning report, prepared every two years and covering three two-year periods, drives the institution's budget through the state's biennial budget process. The report focuses on each department's responsibilities, areas of service, and relationship to the mission of the institution. Through the long-range planning process, upper-level administrators learned that pharmacy was eager not only to provide high-volume drug distribution services but also to assume direct patient-care and research responsibilities. This prompted an organizational change for pharmacy from a hospital department to a clinical division. The division of pharmacy now consists of three professional departments (patient care, pharmacy research, and pharmacy academic programs) and an administrative support service area. Services offered by each of the three departments are discussed, along with specific initiatives planned for the years 1987-1993. Within the next few years, all managers will come from the ranks of clinical practitioners; nonpharmacists will oversee financial and human resource functions. The division encourages existing pharmacy staff members to enhance their clinical skills through staff development programs. Strategic planning serves the dual purposes of structuring plans for implementing clinical pharmacy services and communicating pharmacy's goals within the institution.

Critical role of developing national strategic plans as a guide to strengthen laboratory health systems in resource-poor settings.

PubMed

Nkengasong, John N; Mesele, Tsehaynesh; Orloff, Sherry; Kebede, Yenew; Fonjungo, Peter N; Timperi, Ralph; Birx, Deborah

2009-06-01

Medical laboratory services are an essential, yet often neglected, component of health systems in developing countries. Their central role in public health, disease control and surveillance, and patient management is often poorly recognized by governments and donors. However, medical laboratory services in developing countries can be strengthened by leveraging funding from other sources of HIV/AIDS prevention, care, surveillance, and treatment programs. Strengthening these services will require coordinated efforts by national governments and partners and can be achieved by establishing and implementing national laboratory strategic plans and policies that integrate laboratory systems to combat major infectious diseases. These plans should take into account policy, legal, and regulatory frameworks; the administrative and technical management structure of the laboratories; human resources and retention strategies; laboratory quality management systems; monitoring and evaluation systems; procurement and maintenance of equipment; and laboratory infrastructure enhancement. Several countries have developed or are in the process of developing their laboratory plans, and others, such as Ethiopia, have implemented and evaluated their plan.

Strategic Planning with Critical Success Factors and Future Scenarios: An Integrated Strategic Planning Framework

DTIC Science & Technology

2010-11-01

Implementing the Process by David Fogg [ Fogg 1994]. 6 Strategic goals typically reflect the primary goals of an organization or enterprise and imply a...method, such as the one described by Fogg in Team-Based Strategic Planning: A Com- plete Guide to Structuring, Facilitating, and Implementing the...Process, can provide ready recep- tors for non-CSF oriented information [ Fogg 1994]. If an organization is not adept at strategic planning, it is highly

Antimicrobial resistance: from global agenda to national strategic plan, Thailand.

PubMed

Tangcharoensathien, Viroj; Sattayawutthipong, Wanchai; Kanjanapimai, Sukhum; Kanpravidth, Wantanee; Brown, Richard; Sommanustweechai, Angkana

2017-08-01

In Thailand, antimicrobial resistance has formed a small component of national drug policies and strategies on emerging infectious diseases. However, poor coordination and a lack of national goals and monitoring and evaluation platforms have reduced the effectiveness of the corresponding national actions. On the basis of local evidence and with the strong participation of relevant stakeholders, the first national strategic plan on antimicrobial resistance has been developed in Thailand. Before the development of the plan, ineffective coordination meant that antimicrobial resistance profiles produced at sentinel hospitals were not used effectively for clinical decision-making. There was no integrated system for the surveillance of antimicrobial resistance, no system for monitoring consumption of antimicrobial drugs by humans, livestock and pets and little public awareness of antimicrobial resistance. In August 2016, the Thai government endorsed a national strategic plan on antimicrobial resistance that comprised six strategic actions and five targets. A national steering committee guides the plan's implementation and a module to assess the prevalence of household antibiotic use and antimicrobial resistance awareness has been embedded into the biennial national health survey. A national system for the surveillance of antimicrobial consumption has also been initiated. Strong political commitment, national ownership and adequate multisectoral institutional capacities will be essential for the effective implementation of the national plan. A robust monitoring and evaluation platform now contributes to evidence-based interventions. An integrated system for the surveillance of antimicrobial resistance still needs to be established.

Development of Continuing Nursing Education Offerings for the World Wide Web.

ERIC Educational Resources Information Center

Billings, Diane M.; Rowles, Connie J.

2001-01-01

Describes steps for web-based continuing education courses in terms of planning (strategic plan, website development, resource team, marketing plan), implementing (course design, web-based tools, copyright and intellectual property), and evaluating (pilot test, formative/summative evaluation, continuous quality improvement). (Contains 16…

Controlling Rapid Change Through Systems Engineering the Organization

NASA Technical Reports Server (NTRS)

Hihn, Jairus; Wheeler, Rebecca; Zak, Haya

2000-01-01

A new approach to change management has been developed and applied at the Jet Propulsion Laboratory (JPL). It's main focus is on aligning the organization with the strategic plan; and understanding the internal organizational relationships that impact change, which ultimately determine an organizations ability to be transformed and renewed The new approach regards the strategic plan of a company as the standard by which progress and achievement are measured. Purposeful interventions should generate a company movement along a strategic course, and tracking that movement is essential for managing change. This paper presents an overview of DYNOMO, or the DYNamic Organizational MOdel which was developed to assist in the measurement and analysis of organizational state. The paper concludes with summaries of two applications.

Strategic facility planning improves capital decision making.

PubMed

Reeve, J R

2001-03-01

A large, Midwestern IDS undertook a strategic facility-planning process to evaluate its facility portfolio and determine how best to allocate future investments in facility development. The IDS assembled a facility-planning team, which initiated the planning process with a market analysis to determine future market demands and identify service areas that warranted facility expansion. The team then analyzed each of the IDS's facilities from the perspective of uniform capacity measurements, highest and best use compared with needs, building condition and investment-worthiness, and facility growth and site development opportunities. Based on results of the analysis, the strategy adopted entailed, in part, shifting some space from inpatient care to ambulatory care services and demolishing and replacing the 11 percent of facilities deemed to be in the worst condition.

Decoupling the use and meaning of strategic plans in public healthcare

PubMed Central

2013-01-01

Background The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? Methods An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. Results The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. Conclusions The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate similar topics to different stakeholders, although they use different language to answer to the different expectations of each stakeholder. Therefore, strategic planning and plans seem to be driven by neo-institutional approaches, as they are means to build consensus and negotiate ground for strategic actions, rather than means to identify strategic choices and priorities. PMID:23289527

Decoupling the use and meaning of strategic plans in public healthcare.

PubMed

Lega, Federico; Longo, Francesco; Rotolo, Andrea

2013-01-04

The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate similar topics to different stakeholders, although they use different language to answer to the different expectations of each stakeholder. Therefore, strategic planning and plans seem to be driven by neo-institutional approaches, as they are means to build consensus and negotiate ground for strategic actions, rather than means to identify strategic choices and priorities.

Peer exchange, "strategic goals to manage research programs : building a premier research program".

DOT National Transportation Integrated Search

2013-06-10

The objectives of the District Department of Transportation (DDOT) Research, Development, & Technology Transfer (RDT) Branch Peer Exchange were: : 1. Receive peer input and perspective on RDT Strategic Plan. : 2. Obtain assistance in assessing validi...

Strategic financial analysis: the CFO's role in strategic planning.

PubMed

Litos, D M

1985-03-01

Strategic financial analysis, the financial information support system for the strategic planning process, provides information vital to maintaining a healthy bottom line. This article, the third in HCSM's series on the organizational components of strategic planning, reviews the role of the chief financial officer in determining which programs and services will best meet the future needs of the institution.

Annual Plan - Fiscal Year 2009

EPA Pesticide Factsheets

Includes Strategic Plan Update and Draft Plans for Oversight of the American Recovery and Reinvestment Act of 2009 Based Upon the Enterprise Risk Management Integrated Framework Model Developed by the Committee of Sponsoring Orgs of the Treadway Commission

United States Strategic Plan for International Affairs.

DTIC Science & Technology

1998-01-01

Humanitarian Response 39 Global Issues 41 US Strategic Plan for International Affairs International Affairs Strategic Plan Summary and Introduction...minimize the human costs of conflict and natural disasters. Global Issues : • Secure a sustainable global environment in order to protect the United States...involvement in addressing crises. 40 US Strategic Plan for International Affairs NATIONAL INTEREST: Global Issues The global environment has a

Strategic Computing. New-Generation Computing Technology: A Strategic Plan for Its Development and Application to Critical Problems in Defense

DTIC Science & Technology

1983-10-28

Computing. By seizing an opportunity to leverage recent advances in artificial intelligence, computer science, and microelectronics, the Agency plans...occurred in many separated areas of artificial intelligence, computer science, and microelectronics. Advances in "expert system" technology now...and expert knowledge o Advances in Artificial Intelligence: Mechanization of speech recognition, vision, and natural language understanding. o

Ways to Improve Strategic Planning within the Tourist Industry (in the Case Study of the Republic of Kazakhstan)

ERIC Educational Resources Information Center

Shilibekova, Balzhan; Syzdykbayeva, Bakyt; Ayetov, Sayat; Agybetova, Rina; Baimbetova, Assel

2016-01-01

Kazakhstan has a great tourist potential, but it is still partly fulfilled. That is why very important to find the weakness in the state's policy and to develop this industry in the best way. The aim of the research is to formulate a hypothesis with regard to the possible content of measures to improve the strategic planning and marketing…

7 CFR 1485.15 - Activity plan.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 7 Agriculture 10 2011-01-01 2011-01-01 false Activity plan. 1485.15 Section 1485.15 Agriculture... MARKETS FOR AGRICULTURAL COMMODITIES Market Access Program § 1485.15 Activity plan. (a) General. A participant shall develop a specific activity plan(s) based on its strategic plan and the allocation approval...

36 CFR 219.2 - Levels of planning and responsible officials.

Code of Federal Regulations, 2014 CFR

2014-07-01

.... Planning occurs at three levels—national strategic planning, NFS unit planning, and project or activity... measures, and strategies for management of the NFS, as well as the other Forest Service mission areas... System unit planning. (1) NFS unit planning results in the development, amendment, or revision of a land...

36 CFR 219.2 - Levels of planning and responsible officials.

Code of Federal Regulations, 2013 CFR

2013-07-01

.... Planning occurs at three levels—national strategic planning, NFS unit planning, and project or activity... measures, and strategies for management of the NFS, as well as the other Forest Service mission areas... System unit planning. (1) NFS unit planning results in the development, amendment, or revision of a land...

Nurse manager succession planning: synthesis of the evidence.

PubMed

Titzer, Jennifer; Phillips, Tracy; Tooley, Stephanie; Hall, Norma; Shirey, Maria

2013-10-01

The literature supporting nurse manager succession planning is reviewed and synthesised to discover best practice for identifying and developing future nurse managers. Healthcare succession planning practices are lacking. Nurse managers are historically selected based on clinical skills and lack formal leadership preparation. A systematic literature search appraises and summarises the current literature supporting nurse manager succession planning. Multiple reviewers were used to increase the reliability and validity of article selection and analysis. New nurse managers require months to adapt to their positions. Deliberate nurse manager succession planning should be integrated in the organisation's strategic plan and provide a proactive method for identifying and developing potential leaders. Organisations that identify and develop internal human capital can improve role transition, reduce nurse manager turnover rates and decrease replacement costs. Despite the clear benefits of succession planning, studies show that resource allocation for proactive, deliberate development of current and future nurse leaders is lacking. Additionally, systematic evaluation of succession planning is limited. Deliberate succession planning efforts and appropriate resource allocation require strategic planning and evaluation methods. Detailed evaluation methods demonstrating a positive return on investment utilising a cost-benefit analysis and empirical outcomes are necessary. © 2013 John Wiley & Sons Ltd.

Developing a strategic marketing plan for physical and occupational therapy services: a collaborative project between a critical access hospital and a graduate program in health care management.

PubMed

Kash, Bita A; Deshmukh, A A

2013-01-01

The purpose of this study was to develop a marketing plan for the Physical and Occupational Therapy (PT/OT) department at a Critical Access Hospital (CAH). We took the approach of understanding and analyzing the rural community and health care environment, problems faced by the PT/OT department, and developing a strategic marketing plan to resolve those problems. We used hospital admissions data, public and physician surveys, a SWOT analysis, and tools to evaluate alternative strategies. Lack of awareness and negative perception were key issues. Recommended strategies included building relationships with physicians, partnering with the school district, and enhancing the wellness program.

A framework for operationalization of strategic plans and metrics for corporate performance measurement in transportation asset management

NASA Astrophysics Data System (ADS)

Mteri, Hassan H.

This thesis investigated the business processes required to translate corporate-level strategic plans into tactical and operational plans in the context of transportation asset management. The study also developed a framework for effective performance measure for departments of transportation. The thesis was based on a case study of transportation agencies in the U.S.A. and Canada. The scope is therefore limited or more directly applicable to transportation assets such as pavement, bridges and culverts. The goal was to address the problem of translating or managing strategic plans, especially in the context of the public sector responsible for operating transportation infrastructure. It was observed that many agencies have been successful in formulating good strategic plans but they have performed relatively poorly in translating such corporate-level strategic plans into operational activities. A questionnaire survey was designed and targeted about 30 state agencies that are currently active in transportation asset management. Twenty one (21) transportation agencies in the USA and Canada responded to the questionnaire. The analysis of the questionnaire data showed that there is a lack of a standard approach to managing corporate strategic plans in transportation agencies. The results also indicated that most transportation agencies operate in three organizational levels but there was no systematic approach of translating goal and objectives from high level to lower levels. Approaches in performance measurement were found to vary from agency to agency. A number of limitations were identified in the existing practice on performance measurements. Key weaknesses include the large number of measures in use (as many as 25 or more), and the disconnection between the measures used and the corporate goals and objectives. Lessons from the private sector were thoroughly reviewed in order to build the groundwork for adapting existing tools to the public sector. The existing literature, assumptions and characteristics that make the Balanced Scorecards and strategy maps work effectively in the private sector were identified. Gaps in implementation of strategic plans and the use of Balanced Scorecard in the public sector were derived. Although Balanced Scorecards have previously been used to a limited extent in transportation agencies, the use of combined Balanced Scorecards and strategy maps with a much broader utility of translating strategic plans into tactical and operational activities for Transportation Asset Management is yet to be established. The thesis presents a framework to operationalize strategic plans through the combined application of Balanced Scorecards and strategy maps. The proposed framework aligns overarching objectives in all organizational levels: corporate, tactical, and operation, in which detail information is delegated from top level to lower levels. Furthermore, the thesis presents a proposed framework for developing and using effective corporate performance measures. The framework for performance measures provides a key tool for tracking progress and ensuring overall operationalization of strategic plans in transportation agencies. The thesis presents a methodology to assess existing performance measures so that agencies can reduce the number of measures, to be more effective and manageable. It was found that among other good characteristics, corporate performance measures must be tied to agency's goals and objectives and must be sensitive or responsive to program delivery activities and to the impacts of decisions about resource allocation.

Lawrence Berkeley Laboratory Institutional Plan, FY 1993--1998

DOE Office of Scientific and Technical Information (OSTI.GOV)

Chew, Joseph T.; Stroh, Suzanne C.; Maio, Linda R.

1992-10-01

The FY 1993--1998 Institutional Plan provides an overview of the Lawrence Berkeley Laboratory mission, strategic plan, scientific initiatives, research programs, environment and safety program plans, educational and technology transfer efforts, human resources, and facilities needs. The Strategic Plan section identifies long-range conditions that can influence the Laboratory, potential research trends, and several management implications. The Initiatives section identifies potential new research programs that represent major long-term opportunities for the Laboratory and the resources required for their implementation. The Scientific and Technical Programs section summarizes current programs and potential changes in research program activity. The Environment, Safety, and Health section describesmore » the management systems and programs underway at the Laboratory to protect the environment, the public, and the employees. The Technology Transfer and Education programs section describes current and planned programs to enhance the nation`s scientific literacy and human infrastructure and to improve economic competitiveness. The Human Resources section identifies LBL staff composition and development programs. The section on Site and Facilities discusses resources required to sustain and improve the physical plant and its equipment. The Resource Projections are estimates of required budgetary authority for the Laboratory`s ongoing research programs. The plan is an institutional management report for integration with the Department of Energy`s strategic planning activities that is developed through an annual planning process. The plan identifies technical and administrative directions in the context of the National Energy Strategy and the Department of Energy`s program planning initiatives. Preparation of the plan is coordinated by the Office for Planning and Development from information contributed by the Laboratory`s scientific and support divisions.« less

Futures Research and the Strategic Planning Process: Implications for Long-Range Planning in Higher Education.

ERIC Educational Resources Information Center

Morrison, James L.; Renfro, William L.

The concepts of long-range planning and strategic planning are explained, and a planning model is proposed. Attention is directed to an environmental scanning model that is congruent with the concept of strategic planning and that emerges from one portion of the futures research community, issues management. A third planning model, the strategic…

NASA's strategic plan for education. A strategy for change, 1993-1998

NASA Technical Reports Server (NTRS)

1992-01-01

NASA's education vision is to promote excellence in America's education system through enhancing and expanding scientific and technological competence. In doing so, NASA strives to be recognized by the education community as the premier mission agency in support of the National Education Goals and in the development and implementation of education standards. To realize this vision, NASA has clearly defined and developed three specific goals to promote excellence in education. Specific objectives and milestones are defined for each goal in the body of this strategic plan.

77 FR 17502 - Agency Information Collection Activities: Proposed Collection; Comments Requested: Strategic...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-26

...] Agency Information Collection Activities: Proposed Collection; Comments Requested: Strategic Planning... agencies update and revise their strategic plans every three years. The Strategic Planning Office at ATF... accepted for ``sixty days'' until May 25, 2012. This process is conducted in accordance with 5 CFR 1320.10...

Ames Research Center FY 2000 Implementation Plan: Leading Technology into the New Millennium

NASA Technical Reports Server (NTRS)

2000-01-01

This document presents the implementation plan for Ames Research Center (ARC) within the overall framework of the NASA Strategic Plan. It describes how ARC intends to implement its Center of Excellence responsibilities, Agency assigned missions, Agency and Enterprise lead programs, and other roles in support of NASA's vision and mission. All Federal agencies are required by the 1993 Government Performance and Results Act to implement a long-term strategic planning process that includes measurable outcomes and strict accountability. At NASA, this planning process is shaped by the Space Act of 1958, annual appropriations, and other external mandates, as well as by customer requirements. The resulting Strategic Plan sets the overall architecture for what we do, identifies who our customers are, and directs where we are going and why. The Strategic Plan is the basis upon which decisions regarding program implementation and resource deployment are made. Whereas the strategic planning process examines the long-term direction of the organization and identifies a specific set of goals, the implementation planning process examines the detailed performance of the organization and allocates resources toward meeting these goals. It is the purpose of this implementation document to provide the connection between the NASA Strategic Plan and the specific programs and support functions that ARC employees perform. This connection flows from the NASA Strategic Plan, through the various Strategic Enterprise plans to the ARC Center of Excellence, primary missions, Lead Center programs, program support responsibilities, and ultimately, to the role of the individual ARC employee.

A Comparative, Holistic, Multiple-Case Study of the Implementation of the Strategic Thinking Protocol© and Traditional Strategic Planning Processes at a Southeastern University

ERIC Educational Resources Information Center

Robinson, Deborah J.

2012-01-01

This study explores the strategic thinking and strategic planning efforts in a department, college and university in the Southeastern United States. The goal of the study was to identify elements of strategic planning processes that meet the unique organizational features and complexities of a higher education institution. The study employed a…

Development and implementation of a comprehensive strategic plan for medical education at an academic medical center.

PubMed

Schwartzstein, Richard M; Huang, Grace C; Coughlin, Christine M

2008-06-01

Despite their vital contributions to the training of future physicians, many academic teaching hospitals have grown operationally and financially distinct from affiliated medical schools because of divergent missions, contributing to the erosion of clinical training. Some institutions have responded by building hybrid organizations; others by creating large health care networks with variable relationships with the affiliated medical school. In this case, the authors wished to establish the future educational mission of their medical center as a core element of the institution by creating data-driven recommendations for reorganization, programs, and financing. They conducted a self-study of all constituents, the results of which confirmed the importance of education at their institution but also revealed the insufficiency of incentives for teaching. They underwent an external review by a committee of prominent educators, and they involved administrators at the hospital and the medical school. Together, these inputs composed an informed assessment of medical education at their teaching hospital, from which they developed and actualized an institution-wide strategic plan for education. Over the course of three years, they centralized the administrative structure for education, implemented programs that cross departments and reinforce the UME-GME continuum, and created transparency in the financing of medical education. The plan was purposefully aligned with the clinical and research strategic plans by supporting patient safety in programs and the professional development of faculty. The application of a rigorous strategic planning process to medical education at an academic teaching hospital can focus the mission, invigorate faculty, and lead to innovative programs.

Guam Strategic Energy Plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

Conrad, M. D.

2013-07-01

Describes various energy strategies available to Guam to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption 20% by 2020.The information presented in this strategic energy plan will be used by the Guam Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, reducing energy consumption at federal facilities, and expanding the use of a range of energy technologies, including buildings energy efficiency and conservation, renewable electricity production, and alternative transportation. The strategies are categorized based on the time required to implement them.

A systematic strategic planning process focused on improved community engagement by an academic health center: the University of Kansas Medical Center's story.

PubMed

Cook, David C; Nelson, Eve-Lynn; Ast, Cori; Lillis, Teresa

2013-05-01

A growing number of academic health centers (AHCs) are considering approaches to expand collaboration with their communities in order to address complex and multisystem health concerns. In 2010, internal leaders at the University of Kansas Medical Center undertook a strategic planning process to enhance both community engagement activities and the scholarship resulting from these engagement activities. The authors describe the strategic planning process, recommendations, and actions associated with elevating community engagement within the AHC's mission and priorities. The strategic planning process included conducting an inventory of community engagement activities within the AHC; analyzing strengths, weaknesses, opportunities, and threats for community engagement work; and identifying goals and strategies to improve future community engagement activities and scholarship. The resulting road map for enhancing community engagement at their institution through 2015 consists of four main strategies: emphasize scholarship in community engagement, revise organizational structures to better facilitate community engagement, prioritize current engagement activities to ensure appropriate use of resources, and enhance communication of engagement initiatives to further develop stakeholder relationships.The authors also discuss implementation of the plan to date and highlight lessons learned that may inform other AHCs as they enhance and expand similar endeavors.

Strategic Planning for Higher Education.

ERIC Educational Resources Information Center

Kotler, Philip; Murphy, Patrick E.

1981-01-01

The framework necessary for achieving a strategic planning posture in higher education is outlined. The most important benefit of strategic planning for higher education decision makers is that it forces them to undertake a more market-oriented and systematic approach to long- range planning. (Author/MLW)

Circumarctic Conversations: Using Strategic Communication to Engage Participants and the Community in the 2016 Arctic Science Summit Week

NASA Astrophysics Data System (ADS)

Mitchell, S.; Timm, K.; Bakker, T.

2016-12-01

Arctic Science Summit Week (ASSW) is the annual gathering of international organizations engaged in supporting and facilitating Arctic research. The University of Alaska Fairbanks hosted the 2016 ASSW and several associated side meetings that attracted over 1,000 participants from 30 nations. Unlike most scientific conferences, a strategic communication plan was developed to engage key audiences and stakeholder groups to achieve the goals of (1) advancing stakeholder collaboration in the Arctic and (2) increasing awareness of America's role in international collaboration in the Arctic. Beyond ensuring that the conference was well attended and participants had the information to have a successful meeting, the communication plan also included several objectives to engage the broader community in opportunities to benefit from subject area experts attending the conference and learn about Arctic science. The strategic communication effort was instrumental in the success of the conference and several community events. However, introducing strategic communication into a process and to people with no prior experience also added some challenges. In order to be successful, we had to develop a shared understanding of the strategic communication process and discipline-specific terms with our colleagues in the biophysical sciences. The outcomes and lessons that will be shared in this poster are valuable to anyone in science or environmental communication, planning conference communications, and/or those who are adopting strategic communication approaches where they haven't previously existed.

Role of strategic planning in engineering management

NASA Technical Reports Server (NTRS)

Krishen, Kumar

1993-01-01

Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

77 FR 70483 - Request for Comments (RFC)-Federal Cybersecurity Research and Development Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2012-11-26

... received by December 19, 2012. SUMMARY: This Request For Comments (RFC) is issued by the Cyber Security and... plan was developed under the leadership of the Cyber Security and Information Assurance Research and...

Using strategic planning and organizational development principles for health promotion in an Alaska native community.

PubMed

Lardon, Cecile; Soule, Susan; Kernak, Douglas; Lupie, Henry

2011-01-01

Health promotion aims to support people in their efforts to increase control over factors that impact health and well-being. This emphasis on empowerment and contextual influences allows for a more holistic conceptualization of health and approaches to promoting health that are anchored in principles of community development and systems change. Piciryaratgun Calritllerkaq (Healthy Living Through A Healthy Lifestyle) is a collaboration between a Yup'ik village in rural Alaska and researchers from the University of Alaska Fairbanks. The goal was to improve nutrition, increase exercise, and decrease stress. The project utilized elements of organization development and strategic planning to develop a local infrastructure and process and to promote local expertise. The project team developed goals, objectives, action, and evaluation plans that integrated local traditions, Yup'ik culture, and research.

Using strategic planning and organizational development principles for health promotion in an Alaska Native community

PubMed Central

Lardon, Cécile; Soule, Susan; Kernak, Douglas; Lupie, Henry

2011-01-01

SUMMARY Health promotion aims to support people in their efforts to increase control over factors that impact health and well-being. This emphasis on empowerment and contextual influences allows for a more holistic conceptualization of health and approaches to promoting health that are anchored in principles of community development and systems change. Piciryaratgun Calritllerkaq (Healthy Living Through A Healthy Lifestyle) is a collaboration between a Yup’ik village in rural Alaska and researchers from the University of Alaska Fairbanks. The goal was to improve nutrition, increase exercise and decrease stress. The project utilized elements of organization development and strategic planning to develop a local infrastructure and process and to promote local expertise. The project team developed goals, objectives, action and evaluation plans that integrated local traditions, Yup’ik culture, and research. PMID:21271433

Actor coalitions and implementation in strategic delta planning: Opening the Haringvliet sluices in the Netherlands

NASA Astrophysics Data System (ADS)

Vermoolen, Myrthe; Hermans, Leon

2016-04-01

The sustained development of urbanizing deltas is influenced by natural and societal processes. These processes are characterized by their long time span, in which conflicting interests of different stakeholders have to be reconciled. Reaching consent between actors is a challenge itself, but maintaining this consent throughout different stages of strategic planning - from advocacy and agenda setting to implementation - over these long periods of time is even more difficult. The implementation stage still includes many different actors involved, some of which are different than the ones who agreed before, due to both the long run of the strategic delta planning, and to a shift of tasks and responsibilities. Thus, implementation of strategic plans often features delays, deviations of agreed plans and unintended outcomes. A key question therefore is how coalition dynamics in (pre-)planning stages influence and are influenced by the coalition dynamics during implementation. The different stages in strategic planning are often studied from either a plan formulation or an implementation perspective, but the connection between the two proves an important bottleneck for strategic planning in deltas. For instance, many building with nature solutions are still in their pilot-phase, and their upscaling can profit from lessons concerning past implementation efforts. The proposed contribution will use the case of the management of the Dutch Haringvliet sluices and the decision ('Kierbesluit') in 2000 to put these sluices ajar, to study the link between the different strategic delta planning stages and the role of the formation and change of actor coalitions herein. With the completion of the Haringvliet dam with outlet sluices in 1970, the Haringvliet estuary of the rivers Rhine and Meuse was closed off from the sea, creating a fresh water lake. This was done to make the Dutch Southwest delta safe from flooding, and had positive effects for agricultural water supply and drinking water, but negative consequences for the ecological quality and biodiversity. In the 1980s environmental awareness increased. To restore natural processes, it was decided in 2000 to put the sluices 'ajar' as a first step towards the strategic long-term vision of tidal restoration and major rehabilitation of the Rhine-Meuse estuary. First planning was to have the Kierbesluit implemented in 2005. However, this has been put off again and again, and since the actual implementation started in 2013, planning is to have the infrastructures ready to start opening the sluices in 2018 - 13 years later. What was supposed to be the first step towards full estuarine recovery has become an end goal itself, with implementing actors strictly focusing on putting the sluices ajar and compensating for fresh water loss, dismissing building with nature possibilities behind the dam. The Advocacy Coalition Framework is used as a starting point for analysis, and will be altered and detailed with insights from implementation literature to identify lessons regarding the role and dynamics of actor coalitions from the planning to implementation stage of strategic delta planning.

Looking ahead: the SSAT strategic plan for the next decade.

PubMed

Rattner, David W; Mahvi, David M; Hunter, John G

2011-07-01

The Society for Surgery of the Alimentary Tract's (SSAT) mission is to advance the science and practice of surgery in the treatment of digestive disease. An essential core value of the SSAT is multidisciplinary collaboration with both its sister societies in the Digestive Disease Week (DDW) Council and other surgical societies in Gastrointestinal Surgery. In order to achieve the society's goals, the strategic plan rests on the society's values of interdisciplinary collaboration, scholarship, education, and discovery. The strategic plan also creates a meritocracy system to foster the development of future leaders for both the SSAT and the broader house of surgery. In the short term, this plan will: Re-organize committee structure and reporting responsibilities; Clarify committee goals and deliverables; Facilitate member participation in the committees and governance of the society; Enhance member services by utilizing enhanced communication strategies; Accelerate efforts to meet the Maintenance of Certification needs of the membership; Re-focus the SSAT's energy on Quality and Outcome Assessment of GI surgery; Clarify and standardize the methodology for allocating funds for new projects. Over the course of the next few years, the SSAT will: Develop a financial model that increases revenue to support the expanded tasks the society intends to undertake; Play an active role in developing the evolving training paradigms for gastrointestinal surgeons through the continuum from residency, fellowship, and early mentored practice; Continue to support development of surgeon scientists through Career Development Award; Enhance relationship with the SSAT Foundation; Continue to improve the experience of members attending DDW; Develop surgeons interested in public policy to be leaders at a national level. The strategic plan is ambitious, and the current leadership realizes that all the tasks and objectives cannot be accomplished in 1 year. There is much to do in order to keep the SSAT the premier professional society for gastrointestinal surgery. Changes in the external environment may require modifications of the priorities or the plan itself in the coming years. Implicit in this plan is the need for annual review by the Board of Trustees at the May Board Meeting so that modifications can be made as the world around us changes.

77 FR 37683 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-22

... update of strategic plans and performance goals. Oversees the CMS Challenge Competition, working with... strategic plans with Department of Health and Human Services' 5-year strategic plan and performance goals...

78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018

Federal Register 2010, 2011, 2012, 2013, 2014

2013-09-10

... strategic planning consultation process is an opportunity for the Department to refine and strengthen the... and Human Services, Office of the Assistant Secretary for Planning and Evaluation, Strategic Planning... planning process under the Government Performance and Results Modernization Act of 2010 (GPRA-MA) (Pub. L...

Planning for the Business of Education.

ERIC Educational Resources Information Center

Nutt, Andy

There are two levels of planning: strategic and operational. Strategic planning takes place at the upper levels of management and relates to the longrange objectives of an organization. Operational planning takes place at the middle, or lower, management echelon and deals with the implementation of strategic plans. It is the task of the chief…

Stochastic Simulations of Long-Range Forecasting Models for Less Developed Regions

DTIC Science & Technology

1975-06-01

descriptors—nation national alignment, internal insl; less developed regions of Africa, report describes (1) the regions’ (2) the strategic importance of...imr.T.ARSTFTi?n SPI unty ( I,is*iif it at i 3200.0 (Att ] to End l) Mar 7, 66 *. ( * y. o 1 < n i Forecasting for Planning Strategic Importance...the long range. The forecasts that have been produced so far have been direct inputs into the Joint Long-Range Strategic Study (JLRSS), prepared by

Environmental Risks to Public Health in the United Arab Emirates: A Quantitative Assessment and Strategic Plan

PubMed Central

Farah, Zeinab S.

2012-01-01

Background: Environmental risks to health in the United Arab Emirates (UAE) have shifted rapidly from infectious to noninfectious diseases as the nation has developed at an unprecedented rate. In response to public concerns over newly emerging environmental risks, the Environment Agency–Abu Dhabi commissioned a multidisciplinary environmental health strategic planning project. Objectives: In order to develop the environmental health strategic plan, we sought to quantify the illnesses and premature deaths in the UAE attributable to 14 environmental pollutant categories, prioritize these 14 risk factors, and identify interventions. Methods: We estimated the disease burden imposed by each risk factor using an attributable fraction approach, and we prioritized the risks using an empirically tested stakeholder engagement process. We then engaged government personnel, scientists, and other stakeholders to identify interventions. Results: The UAE’s environmental disease burden is low by global standards. Ambient air pollution is the leading contributor to premature mortality [~ 650 annual deaths; 95% confidence interval (CI): 140, 1,400]. Risk factors leading to > 10,000 annual health care facility visits included occupational exposures, indoor air pollution, drinking water contamination, seafood contamination, and ambient air pollution. Among the 14 risks considered, on average, outdoor air pollution was ranked by the stakeholders as the highest priority (mean rank, 1.4; interquartile range, 1–2) and indoor air pollution as the second-highest priority (mean rank 3.3; interquartile range, 2–4). The resulting strategic plan identified 216 potential interventions for reducing environmental risks to health. Conclusions: The strategic planning exercise described here provides a framework for systematically deciding how to invest public funds to maximize expected returns in environmental health, where returns are measured in terms of reductions in a population’s environmental burden of disease. PMID:22357098

78 FR 69462 - National Nanotechnology Initiative Strategic Plan; National Science and Technology Council...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-11-19

... OFFICE OF SCIENCE AND TECHNOLOGY POLICY OFFICE National Nanotechnology Initiative Strategic Plan; National Science and Technology Council; National Nanotechnology Coordination Office AGENCY: Executive... Nanotechnology Initiative (NNI) Strategic Plan. The draft plan will be posted at www.nano.gov/2014strategy...

Strategic Planning and the Marketing Process: Library Applications.

ERIC Educational Resources Information Center

Wood, Elizabeth J.

1983-01-01

Illustrates how basic principles of marketing and strategic market planning can be applied to libraries and discusses some concepts of strategic planning (organization mission, objectives and goals, growth strategy, program portfolio plan) and marketing (opportunity analysis, target market selection, marketing mix strategy, marketing systems…

Unmanned Aerial Systems: Air Force and Army Should Improve Strategic Human Capital Planning for Pilot Workforces

DTIC Science & Technology

2017-01-01

UNMANNED AERIAL SYSTEMS Air Force and Army Should Improve Strategic Human Capital Planning for Pilot Workforces...Should Improve Strategic Human Capital Planning for Pilot Workforces What GAO Found The Air Force and the Army have not fully applied four of the five...key principles for effective strategic human capital planning for managing pilots of unmanned aerial systems (UAS) that are important for resolving

From local development policies to strategic planning-Assessing continuity in institutional coalitions.

PubMed

Mazzeo Rinaldi, Francesco

2016-06-01

In the last two decades, EU policies have had a fundamental role in orienting regional/local development. The objective of this work is set in this context as it intends to analyze the local development programs activated in Sicily in the last three programming periods. The main aim is to explore whether the EU partnership principle influenced cooperation among local actors, assessing the continuity of local institutional coalition in managing different local development programs within the regional development policy system. We focus, in particular, on Strategic Plans (SP) promoted in Sicily in the transition phase between the 2000-2006 and the 2007-2013 periods. Copyright © 2016 Elsevier Ltd. All rights reserved.

42 CFR 457.750 - Annual report.

Code of Federal Regulations, 2010 CFR

2010-10-01

...) STATE CHILDREN'S HEALTH INSURANCE PROGRAMS (SCHIPs) ALLOTMENTS AND GRANTS TO STATES Strategic Planning... reducing the number of uncovered, low-income children and; in meeting other strategic objectives and... performance goals and measures as developed by the Secretary; (2) Report on the effectiveness of the State's...

24 CFR 598.405 - Environmental review.

Code of Federal Regulations, 2010 CFR

2010-04-01

... (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF HOUSING AND...-Designation Requirements § 598.405 Environmental review. Where any EZ's strategic plan or any revision thereof...

24 CFR 598.405 - Environmental review.

Code of Federal Regulations, 2011 CFR

2011-04-01

... (Continued) OFFICE OF ASSISTANT SECRETARY FOR COMMUNITY PLANNING AND DEVELOPMENT, DEPARTMENT OF HOUSING AND...-Designation Requirements § 598.405 Environmental review. Where any EZ's strategic plan or any revision thereof...

Market-based demand forecasting promotes informed strategic financial planning.

PubMed

Beech, A J

2001-11-01

Market-based demand forecasting is a method of estimating future demand for a healthcare organization's services by using a broad range of data that describe the nature of demand within the organization's service area. Such data include the primary and secondary service areas, the service-area populations by various demographic groupings, discharge utilization rates, market size, and market share by service line and organizationwide. Based on observable market dynamics, strategic planners can make a variety of explicit assumptions about future trends regarding these data to develop scenarios describing potential future demand. Financial planners then can evaluate each scenario to determine its potential effect on selected financial and operational measures, such as operating margin, days cash on hand, and debt-service coverage, and develop a strategic financial plan that covers a range of contingencies.

A Critical Review of Strategic Planning: Panacea for Public Education?

ERIC Educational Resources Information Center

Beach, Robert H.; Lindahl, Ron

2004-01-01

Many states, accrediting agencies, and the Interstate School Leaders Licensure Consortium have policies and standards mandating strategic planning for public schools. Planning in schools has become synonymous with strategic planning. However, alternative approaches to change exist that offer more effective solutions to school improvement. School…

Strategic Planning: Looking through the Lens of Foucault.

ERIC Educational Resources Information Center

Rusch, Edith A.

Strategic planning is a rational, private-sector planning model that results in a document outlining the "ideal vision" for the individual, organization, and society. Public schools gained familiarity with strategic planning through the American Association of School Administrators, who sponsor the activity as a combination of rational…

77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2012-09-05

... Manager, Strategic Management Program; National Transportation Safety Board, 490 L'Enfant Plaza SW., MD-1... NATIONAL TRANSPORTATION SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan AGENCY: National Transportation Safety Board. ACTION: Notice: Request for comments. SUMMARY: This...

Addendum to Air Quality: Decision Support Tools, Partner Plans, Working Groups, Committees

NASA Technical Reports Server (NTRS)

Holekamp, Kara; Frisbie, Troy; Estep, Lee

2005-01-01

In the original report dated February 11, 2005, the utility of NASA Earth science data in the air quality activities of other agencies and organizations was assessed by reviewing strategic and mission plans and by conducting personal interviews with agency experts to identify and investigate agencies with the potential for partnership with NASA. The overarching agency strategic plans were reviewed and commonalities such as the desire for partnerships and technology development were noted. This addendum to the original report contains such information about the Tennessee Valley Authority and will be inserted as Section 2.6 of "Air Quality: Decision Support Tools, Partner Plans, Working Groups, Committees."

Addendum to Air Quality: Decision Support Tools, Partner Plans, Working Groups, Committees

NASA Technical Reports Server (NTRS)

Holekamp, Kara; Frisbie, Troy; Estep, Lee

2005-01-01

In the original report dated February 11, 2005, the utility of the NASA Earth science data in the air quality activities of other agencies and organizations was assessed by reviewing strategic and mission plans and by conducting personal interviews with agency experts to identify and investigate agencies with the potential for partnership with NASA. The overarching agency strategic plans were reviewed and commonalities such as the desire for partnerships and technology development were noted. The addendum to the original report contains such information about the Tennessee Valley Authority and will be inserted in Section 2.6 of "Air Quality Decision Support Tools, Partner Plans, Working Groups, Committees".

Transforming the Department of State: Adapting Operational Capacities and Capabilities to the Post-9/11 Reality, Evolving Interagency Responsibilities, and the Challenges of the 21st Century

DTIC Science & Technology

2006-04-14

combination of the Strategic Plan, MPPs, and BPPs goals, along with performance, and accountability plans. Three other documents are inherently important...DOS Strategic Plan, Mission Performance Plan (MPP), Bureau Performance Plan ( BPP ). NSC representation, POLADs, Embassy Country Teams, and...the world. DOS Strategic Plan, Mission Performance Plan (MPP), Bureau Performance Plan ( BPP ). NSC representation, POLADs, Exchange

Strategic Planning for Interdisciplinary Science: a Geoscience Success Story

NASA Astrophysics Data System (ADS)

Harshvardhan, D.; Harbor, J. M.

2003-12-01

The Department of Earth and Atmospheric Sciences at Purdue University has engaged in a continuous strategic planning exercise for several years, including annual retreats since 1997 as an integral part of the process. The daylong Saturday retreat at the beginning of the fall semester has been used to flesh out the faculty hiring plan for the coming year based on the prior years' plans. The finalized strategic plan is built around the choice of three signature areas, two in disciplinary fields, (i) geodynamics and active tectonics, (ii) multi-scale atmospheric interactions and one interdisciplinary area, (iii) atmosphere/surface interactions. Our experience with strategic planning and the inherently interdisciplinary nature of geoscience helped us recently when our School of Science, which consists of seven departments, announced a competition for 60 new faculty positions that would be assigned based on the following criteria, listed in order of priority - (i) scientific merit and potential for societal impact, (ii) multidisciplinary nature of topic - level of participation and leveraging potential, (iii) alignment with Purdue's strategic plan - discovery, learning, engagement, (iv) existence of critical mass at Purdue and availability of faculty and student candidate pools, (v) corporate and federal sponsor interest. Some fifty white papers promoting diverse fields were submitted to the school and seven were chosen after a school-wide retreat. The department fared exceedingly well and we now have significant representation on three of the seven school areas of coalescence - (i) climate change, (ii) computational science and (iii) science education research. We are now in the process of drawing up hiring plans and developing strategies for allocation and reallocation of resources such as laboratory space and faculty startup to accommodate the 20% growth in faculty strength that is expected over the next five years.

Another Milestone Day in AGU's History

NASA Astrophysics Data System (ADS)

Enderlein, Cheryl

2010-09-01

The AGU Board of Directors held its first board meeting on 20-21 September 2010 in Washington, D. C. The meeting, chaired by President Michael McPhaden, marked another step forward in implementing AGU's new governance structure and strategic direction. The agenda included ongoing organizational business, high-level strategic discussions, and opportunities for Board development. In the new governance structure, the Board is responsible for governing the business aspects of AGU, while the Council is responsible for governing scientific affairs. The strategic plan guides both governing groups, staff, and other membership groups by providing clear goals and objectives. Of the 28 objectives in the AGU strategic plan, the volunteer and staff leadership identified eight as priorities. The priority objectives are listed in the diagram to the right, which is also posted on the AGU Web site.

Department Of Defense Science And Technology Invigoration

DTIC Science & Technology

2002-02-01

38 Army Science Board, Summer Study, 1982. 39 Hamel, G. and Prahalad , C.K., “ Strategic Intent ,” Harvard Business Review, May-June 1989, 63-76... strategic intent (aggressively stretching resources rather than fitting resources) and core competence (collective learning in an organization...system and defense-related industry. 3. Develop a strategic plan for the DOD S&T infrastructure of the future, defining the complementary roles of

A Correlational Study between IT Governance and the Effect on Strategic Management Functioning among Senior & Middle Management in Medium Scale Software Organizations

ERIC Educational Resources Information Center

Kurien, Sam

2013-01-01

The purpose of the study was to explore whether there are relationships between elements of information technology (IT) governance, strategic planning, and strategic functions among senior and mid-level management at medium-scaled software development firms. Several topics and models of IT governance literature were discussed and the gap in…

Tough Times: Strategic Planning as a War Canoe

ERIC Educational Resources Information Center

Seymour, Daniel

2011-01-01

In this article, the author discusses how to make strategic planning a more valuable tool for higher education in today's tough times. Strategic planning is really the answer to five straightforward questions. The first three represent the plan itself, while the last two are what makes the plan vital and dynamic: (1) Why do we exist?; (2) What do…

Introduction to Strategic Planning in Student Affairs: A Model for Process and Elements of a Plan

ERIC Educational Resources Information Center

Ellis, Shannon E.

2010-01-01

Planning from a strategic perspective has been a mainstay of organizational management for decades. Founded in the private sector, strategic planning is now embraced by the nonprofit world as a catalyst for sound resource allocation, transformative decision making, and motivating staff. Student affairs professionals who think, plan, and act…

Do Values Drive the Plan? Investigating the Nature and Role of Organizational Values in University Strategic Planning

ERIC Educational Resources Information Center

Mueller, Robin Alison

2015-01-01

Strategic planning is a common practice at higher education institutions. Furthermore, it is assumed that identifying organizational values is an essential part of the planning process. Values are often construed as foundational elements of strategic thinking that serve to "drive the plan". However, there is little conceptual or applied…

The teratology society 2012-2017 strategic plan: pushing the boundaries.

PubMed

Curran, Christine Perdan; Lau, Christopher; Schellpfeffer, Michael A; Stodgell, Christopher J; Carney, Edward W

2013-01-01

The Teratology Society held its fourth strategic planning session in Albuquerque, NM, April 10-12, 2012, and launched the 2012-2017 Strategic Plan in conjunction with the 2012 annual meeting in Baltimore, MD. Building on the energy of the successful implementation of prior strategic plans (San Diego, 2007; Nashville,TN 2002; Cincinnati, OH 1998), session participants worked to identify barriers to success as a scientific society, as well as impending challenges and opportunities to which the Society needs to respond. The following report provides an overview of the Strategic Planning process, objectives, activities, and conclusions. A total of 23 members were present at the session, and the group included representation from Council, various committees, and different member constituencies. This plan, Pushing the Boundaries, and its three strategic intents: Broaden Our Identity, Expand Our Membership, and Increase Our Influence, will drive the direction of the Teratology Society for the next five years. Copyright © 2013 Wiley Periodicals, Inc.

Evolution of strategic risks under future scenarios for improved utility master plans.

PubMed

Luís, Ana; Lickorish, Fiona; Pollard, Simon

2016-01-01

Integrated, long-term risk management in the water sector is poorly developed. Whilst scenario planning has been applied to singular issues (e.g. climate change), it often misses a link to risk management because the likelihood of impacts in the long-term are frequently unaccounted for in these analyses. Here we apply the morphological approach to scenario development for a case study utility, Empresa Portuguesa das Águas Livres (EPAL). A baseline portfolio of strategic risks threatening the achievement of EPAL's corporate objectives was evolved through the lens of three future scenarios, 'water scarcity', 'financial resource scarcity' and 'strong economic growth', built on drivers such as climate, demographic, economic, regulatory and technological changes and validated through a set of expert workshops. The results represent how the baseline set of risks might develop over a 30 year period, allowing threats and opportunities to be identified and enabling strategies for master plans to be devised. We believe this to be the first combined use of risk and futures methods applied to a portfolio of strategic risks in the water utility sector. Copyright © 2015 Elsevier Ltd. All rights reserved.

Integrated Strategic Planning in a Learning-Centered Community College

ERIC Educational Resources Information Center

Kelley, Susan; Kaufman, Roger

2007-01-01

In learning-centered community colleges, planning, like all processes, must measurably improve learning and learner performance. This article shares Valencia Community College's approach to revising its strategic planning process based on the Organizational Elements Model to: 1) focus strategic planning on learning results that add value for…

Strategic Planning and Online Learning

ERIC Educational Resources Information Center

McLaughlin-Graham, Karen; Berge, Zane L.

2005-01-01

Strategic planning is a critical part of sustaining distance education. Through such planning, the organization can solve business problems that involve training and education in an effective and often cost savings manner compared to in-person training efforts. This paper examines the strategic planning process as it relates to sustaining distance…

SSC San Diego Strategic Plan. Revision 2

DTIC Science & Technology

2000-05-01

information dominance . This Strategic Plan is SSC San Diego’s blueprint to meet that challenge. The plan is both a vehicle for carrying us into the...provider of integrated C4ISR solutions for warrior information dominance is our enduring goal. Our plan specifies five long-range strategic objectives. SSC

SSC San Diego Strategic Plan. Revision 1

DTIC Science & Technology

1998-04-01

information dominance . This Strategic Plan is SSC San Diego’s blueprint to meet that challenge. The plan is both a vehicle for carrying us into the...provider of integrated C4ISR solutions for warrior information dominance - is our enduring goal. Our plan specifies five long-range strategic