Sample records for nasa strategic plan

  1. 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.

  2. NASA Space Sciences Strategic Planning

    NASA Technical Reports Server (NTRS)

    Crane, Philippe

    2004-01-01

    The purpose of strategic planning roadmap is to:Fulfill the strategic planning requirements; Provide a guide to the science community in presenting research requests to NASA; Inform and inspire; Focus investments in technology and research for future missions; and Provide the scientific and technical justification for augmentation requests.

  3. NASA strategic plan

    NASA Technical Reports Server (NTRS)

    1995-01-01

    NASA's Plan summarizes the Agency's vision, mission, and values. Specific goals are listed for each externally focused Enterprise: Mission to Planet Earth, Aeronautics, Human Exploration and Development of Space, Space Science, and Space Technology. These Enterprises satisfy the needs of customers external to NASA. The Strategic Functions (Space Communications, Human Resources, and Physical Resources) are necessary in order to meet the goals of the Enterprises. The goals of these Functions are also presented. All goals must be met while adhering to the discussed values and operating principles of NASA. A final section outlines the implementing strategy.

  4. 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.

  5. 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.

  6. An Overview of the NASA Aeronautics Test Program Strategic Plan

    NASA Technical Reports Server (NTRS)

    Marshall, Timothy J.

    2010-01-01

    U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced

  7. Vision 21: The NASA strategic plan

    NASA Technical Reports Server (NTRS)

    1992-01-01

    The NASA Strategic Plan, Vision 21, is a living roadmap to the future to guide the men and women of the NASA team as they ensure U.S. leadership in space exploration and aeronautics research. This multiyear plan consists of a set of programs and activities that will retain our leadership in space science and the exploration of the solar system; help rebuild our nation's technology base and strengthen our leadership in aviation and other key industries; encourage commercial applications of space technology; use the unique perspective of space to better understand our home planet; provide the U.S. and its partners with a permanent space based research facility; expand on the legacy of Apollo and initiate precursor activities to establish a lunar base; and allow us a journey into tomorrow, journey to another planet (Mars), and beyond.

  8. Strategic plan : providing high precision search to NASA employees using the NASA engineering network

    NASA Technical Reports Server (NTRS)

    Dutra, Jayne E.; Smith, Lisa

    2006-01-01

    The goal of this plan is to briefly describe new technologies available to us in the arenas of information discovery and discuss the strategic value they have for the NASA enterprise with some considerations and suggestions for near term implementations using the NASA Engineering Network (NEN) as a delivery venue.

  9. 2006 NASA Strategic Plan

    NASA Technical Reports Server (NTRS)

    2006-01-01

    On January 14, 2004, President George W. Bush announced A Renewed Spirit of Discovery: The President's Vision for U.S. Space Exploration, a new directive for the Nation's space program. The fundamental goal of this directive is "to advance U.S. scientific, security, and economic interests through a robust space exploration program." In issuing it, the President committed the Nation to a journey of exploring the solar system and beyond: returning to the Moon in the next decade, then venturing further into the solar system, ultimately sending humans to Mars and beyond. He challenged NASA to establish new and innovative programs to enhance understanding of the planets, to ask new questions, and to answer questions that are as old as humankind. NASA enthusiastically embraced the challenge of extending a human presence throughout the solar system as the Agency's Vision, and in the NASA Authorization Act of 2005, Congress endorsed the Vision for Space Exploration and provided additional guidance for implementation. NASA is committed to achieving this Vision and to making all changes necessary to ensure success and a smooth transition. These changes will include increasing internal collaboration, leveraging personnel and facilities, developing strong, healthy NASA Centers,a nd fostering a safe environment of respect and open communication for employees at all levels. NASA also will ensure clear accountability and solid program management and reporting practices. Over the next 10 years, NASA will focus on six Strategic Goals to move forward in achieving the Vision for Space Exploration. Each of the six Strategic Goals is clearly defined and supported by multi-year outcomes that will enhance NASA's ability to measure and report Agency accomplishments in this quest.

  10. 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.

  11. A Portfolio Analysis Tool for Measuring NASAs Aeronautics Research Progress toward Planned Strategic 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. The strategic planning process for determining the community Outcomes is also briefly described. 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 are also presented.

  12. 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.

  13. 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.

  14. NASA Technology Plan 1998

    NASA Technical Reports Server (NTRS)

    1998-01-01

    This NASA Strategic Plan describes an ambitious, exciting vision for the Agency across all its Strategic Enterprises that addresses a series of fundamental questions of science and research. This vision is so challenging that it literally depends on the success of an aggressive, cutting-edge advanced technology development program. The objective of this plan is to describe the NASA-wide technology program in a manner that provides not only the content of ongoing and planned activities, but also the rationale and justification for these activities in the context of NASA's future needs. The scope of this plan is Agencywide, and it includes technology investments to support all major space and aeronautics program areas, but particular emphasis is placed on longer term strategic technology efforts that will have broad impact across the spectrum of NASA activities and perhaps beyond. Our goal is to broaden the understanding of NASA technology programs and to encourage greater participation from outside the Agency. By relating technology goals to anticipated mission needs, we hope to stimulate additional innovative approaches to technology challenges and promote more cooperative programs with partners outside NASA who share common goals. We also believe that this will increase the transfer of NASA-sponsored technology into nonaerospace applications, resulting in an even greater return on the investment in NASA.

  15. 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.

  16. NASA Performance Plan

    NASA Technical Reports Server (NTRS)

    1999-01-01

    The Government Performance and Results Act (GPRA) passed by Congress and signed by the President in 1993 provides a new tool to improve the efficiency of all Federal agencies. The goals of GPRA are to: Improve citizen confidence in Government performance; Improve Federal program management, effectiveness, and public accountability; and Improve congressional decisionmaking on where to commit the Nation's financial and human resources. The Act directs Executive Branch agencies to develop a customer-focused strategic plan that aligns activities with concrete missions and goals. The first plans were submitted in September 1998 as part of the Fiscal Year 1999 (FY99) budget process. These budget submissions were expected to support the goals expressed in the agency strategic plans. The Act also directs agencies to manage and measure results to justify congressional appropriations and authorizations. Six months after the completion of the fiscal year, agencies will report on the degree of success in achieving the goals and evaluation measures defined in the strategic and performance plans. The plans required by GPRA have been submitted to the Office of Management and Budget (OMB) and to Congress. Copies of NASA plans are available from the Office of Policy and Plans at NASA Headquarters and can be accessed on the i nterinet web sites identified in the Appendix.

  17. NASA's Microgravity Fluid Physics Strategic Research Roadmap

    NASA Technical Reports Server (NTRS)

    Motil, Brian J.; Singh, Bhim S.

    2004-01-01

    The Microgravity Fluid Physics Program at NASA has developed a substantial investigator base engaging a broad crosssection of the U.S. scientific community. As a result, it enjoys a rich history of many significant scientific achievements. The research supported by the program has produced many important findings that have been published in prestigious journals such as Science, Nature, Journal of Fluid Mechanics, Physics of Fluids, and many others. The focus of the program so far has primarily been on fundamental scientific studies. However, a recent shift in emphasis at NASA to develop advanced technologies to enable future exploration of space has provided motivation to add a strategic research component to the program. This has set into motion a year of intense planning within NASA including three workshops to solicit inputs from the external scientific community. The planning activities and the workshops have resulted in a prioritized list of strategic research issues along with a corresponding detailed roadmap specific to fluid physics. The results of these activities were provided to NASA s Office of Biological and Physical Research (OBPR) to support the development of the Enterprise Strategy document. This paper summarizes these results while showing how the planned research supports NASA s overall vision through OBPR s organizing questions.

  18. OMEGA (Offshore Membrane for Enclosing Algae). NASA-NAVY: A Strategic Planning Discussion

    NASA Technical Reports Server (NTRS)

    Trent, Jonathan

    2010-01-01

    This briefing packet provides a short introduction to OMEGA and a truncated version of our project approach, with an example of the kind of work break down structure (WBS) used to guide our Phase I activities. It is meant to give you an impression of how we are approaching the challenge of creating the world's first marine photobioreactor (PBR) that will scale to address the strategic energy problems confronting the United States and the world. Some of our conceptual PBR designs and plans for logistics are included to communicate the path we have taken. We have also included an aerial photograph of the experimental tanks we are using at the Cal Fish and Game, followed by concluding remarks. The overarching purpose of the strategic planning discussion in Norfolk is to establish the relationship between the NASA OMEGA Team and the Navy, to unite the strengths of both agencies, and to map a mutual way forward along the project's established critical path.

  19. The NASA Materials Science Research Program - It's New Strategic Goals and Plans

    NASA Technical Reports Server (NTRS)

    Schlagheck, Ronald A.

    2003-01-01

    In 2001, the NASA created a separate science enterprise, the Office of Biological and Physical Research (OBPR), to perform strategical and fundamental research bringing together physics, chemistry, biology, and engineering to solve problems needed for future agency mission goals. The Materials Science Program is one of basic research disciplines within this new Enterprise's Division of Physical Sciences Research. The Materials Science Program participates to utilize effective use of International Space Station (ISS) experimental facilities, target new scientific and technology questions, and transfer results for Earth benefits. The program has recently pursued new investigative research in areas necessary to expand NASA knowledge base for exploration of the universe, some of which will need access to the microgravity of space. The program has a wide variety of traditional ground and flight based research related types of basic science related to materials crystallization, fundamental processing, and properties characterization in order to obtain basic understanding of various phenomena effects and relationships to the structures, processing, and properties of materials. A summary of the types and sources for this research is presented and those experiments planned for the space. Areas to help expand the science basis for NASA future missions are described. An overview of the program is given including the scope of the current and future NASA Research Announcements with emphasis on new materials science initiatives. A description of the planned flight experiments to be conducted on the International Space Station program along with the planned facility class Materials Science Research Rack (MSRR) and Microgravity Glovebox (MSG) type investigations.

  20. 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.

  1. 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.

  2. NASA Education Implementation Plan 2015-2017

    ERIC Educational Resources Information Center

    National Aeronautics and Space Administration, 2015

    2015-01-01

    The NASA Education Implementation Plan (NEIP) provides an understanding of the role of NASA in advancing the nation's STEM education and workforce pipeline. The document outlines the roles and responsibilities that NASA Education has in approaching and achieving the agency's and administration's strategic goals in STEM Education. The specific…

  3. Metrics for NASA Aeronautics Research Mission Directorate (ARMD) Strategic Thrust 3B Vertical Lift Strategic Direction

    NASA Technical Reports Server (NTRS)

    Hochstetler, Ronald D.; Salvano, Dan; Gorton, Susan A.

    2017-01-01

    The NASA Aeronautics Research Mission Directorate (ARMD) Strategic Implementation Plan details an ambitious plan for aeronautical research for the next quarter century and beyond. It includes a number of advanced technologies needed to address requirements of the overall aviation community (domestic and international), with an emphasis on safety, efficiency, operational flexibility, and alternative propulsion air transport options. The six ARMD Strategic Thrust Areas (STAs) represent a specific set of multi-decade research agendas for creating the global aviation improvements most in demand by the aviation service consumers and the general public. To provide NASA with a measurement of the preeminent value of these research areas, it was necessary to identify and quantify the measurable benefits to the aviation community from capabilities delivered by the research programs. This paper will describe the processes used and the conclusions reached in defining the principal metrics for ARMD Strategic Thrust Area 3B "Vertical Lift Strategic Direction."

  4. 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/.

  5. NASA Strategic Roadmap Committees Final Roadmaps. Volumes 1 and 2

    NASA Technical Reports Server (NTRS)

    2005-01-01

    Volume 1 contains NASA strategic roadmaps for the following Advanced Planning and Integration Office (APIO) committees: Earth Science and Applications from Space; Sun - Solar System Connection. Volume 2 contains NASA strategic roadmaps for the following APIO committees: Robotic and Human Exploration of Mars; Solar System Exploration; Search for Earth-like Planets; Universe Exploration, as well as membership rosters and charters for all APIO committees, including those above and the following: Exploration Transportation System; Nuclear Systems; Robotic and Human Lunar Exploration; Aeronautical Technologies; Space Shuttle; International Space Station; Education.

  6. 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.

  7. Strategic Project Management at the NASA Kennedy Space Center

    NASA Technical Reports Server (NTRS)

    Lavelle, Jerome P.

    2000-01-01

    This paper describes Project Management at NASA's Kennedy Space Center (KSC) from a strategic perspective. It develops the historical context of the agency and center's strategic planning process and illustrates how now is the time for KSC to become a center which has excellence in project management. The author describes project management activities at the center and details observations on those efforts. Finally the author describes the Strategic Project Management Process Model as a conceptual model which could assist KSC in defining an appropriate project management process system at the center.

  8. Coordinating Council. Third Meeting: STI Strategic Plans

    NASA Technical Reports Server (NTRS)

    1990-01-01

    The NASA Scientific and Technical Information Program Coordinating Council conducts meetings after which both modified transcripts of presentations and interactive discussions are published. The theme for the November 1990 meeting was 'STI Strategic Plans'. This theme was the focus of recorded discussions by members of the council. The last section of the report presents visuals on strategic goals for the STI Information Division. NASA's vision is to be at the forefront of advancements in aeronautics, space science, and exploration. More specific NASA goals are listed followed by the STI Division mission statement. The Strategic Goals for the STI Division are outlined as follows: Implement effective management strategies, Accomplish rapid deployment of the NASA STI Network, Seek out and develop cooperative partnerships, Establish the STI Program as an integral part of the NASA R&D effort, Enhance the quality of our products and services through a focus on the customer, Build an attitude of quality throughout the enterprise, Expand the existing participant community, Assert a NASA leadership role for STI policy, and Develop a program for information science R&D. The STI division mission statement appears on the document cover as follows 'The mission of the NASA STI Program is to advance aerospace knowledge, contribute to U.S. competitiveness, and become an integral partner in NASA R&D programs to support NASA goals.'

  9. NASA's activities in the conservation of strategic aerospace materials

    NASA Technical Reports Server (NTRS)

    Stephens, J. R.

    1980-01-01

    The United States imports 50-100 percent of certain metals critical to the aerospace industry, namely, cobalt, columbium, chromium, and tantalum. In an effort to reduce this dependence on foreign sources, NASA is planning a program called Conservation of Strategic Aerospace Materials (COSAM), which will provide technology minimizing strategic metal content in the components of aerospace structures such as aircraft engines. With a proposed starting date of October 1981, the program will consist of strategic element substitution, process technology development, and alternate materials research. NASA's two-fold pre-COSAM studies center on, first, substitution research involving nickel-base and cobalt-base superalloys (Waspaloy, Udimet-700, MAE-M247, Rene 150, HA-188) used in turbine disks, low-pressure blades, turbine blades, and combustors; and, second, alternate materials research devoted initially to investigating possible structural applications of the intermetallic alloys nickel aluminide and iron aluminide.

  10. NASA Astrophysics Funds Strategic Technology Development

    NASA Astrophysics Data System (ADS)

    Seery, Bernard D.; Ganel, Opher; Pham, Bruce

    2016-01-01

    The COR and PCOS Program Offices (POs) reside at the NASA Goddard Space Flight Center (GSFC), serving as the NASA Astrophysics Division's implementation arm for matters relating to the two programs. One aspect of the PO's activities is managing the COR and PCOS Strategic Astrophysics Technology (SAT) program, helping mature technologies to enable and enhance future astrophysics missions. For example, the SAT program is expected to fund key technology developments needed to close gaps identified by Science and Technology Definition Teams (STDTs) planned to study several large mission concept studies in preparation for the 2020 Decadal Survey.The POs are guided by the National Research Council's "New Worlds, New Horizons in Astronomy and Astrophysics" Decadal Survey report, NASA's Astrophysics Implementation Plan, and the visionary Astrophysics Roadmap, "Enduring Quests, Daring Visions." Strategic goals include dark energy, gravitational waves, and X-ray observatories. Future missions pursuing these goals include, e.g., US participation in ESA's Euclid, Athena, and L3 missions; Inflation probe; and a large UV/Optical/IR (LUVOIR) telescope.To date, 65 COR and 71 PCOS SAT proposals have been received, of which 15 COR and 22 PCOS projects were funded. Notable successes include maturation of a new far-IR detector, later adopted by the SOFIA HAWC instrument; maturation of the H4RG near-IR detector, adopted by WFIRST; development of an antenna-coupled transition-edge superconducting bolometer, a technology deployed by BICEP2/BICEP3/Keck to measure polarization in the CMB signal; advanced UV reflective coatings implemented on the optics of GOLD and ICON, two heliophysics Explorers; and finally, the REXIS instrument on OSIRIS-REx is incorporating CCDs with directly deposited optical blocking filters developed by another SAT-funded project.We discuss our technology development process, with community input and strategic prioritization informing calls for SAT proposals and

  11. 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.

  12. Langley Research Center Strategic Plan for Education

    NASA Technical Reports Server (NTRS)

    Proctor, Sandra B.

    1994-01-01

    Research assignment centered on the preparation of final draft of the NASA Langley Strategic Plan for Education. Primary research activity consisted of data collection, through interviews with LaRC Office of Education and NASA Headquarters staff, university administrators and faculty, and school administrators / teachers; and documentary analysis. Pre-college and university programs were critically reviewed to assure effectiveness, support of NASA and Langley's mission and goals; National Education Goals; and educational reform strategies. In addition to these mandates, pre-college programs were reviewed to address present and future LaRC activities for teacher enhancement and preparation. University programs were reviewed with emphasis on student support and recruitment; faculty development and enhancement; and LaRC's role in promoting the utilization of educational technologies and distance learning. The LaRC Strategic Plan for Education will enable the Office of Education to provide a focused and well planned continuum of education programs for students, teachers and faculty. It will serve to direct and focus present activities and programs while simultaneously offering the flexibility to address new and emerging directions based on changing national, state, and agency trends.

  13. 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.

  14. 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.

  15. Crew and Thermal Systems Division Strategic Communications Initiatives in Support of NASA's Strategic Goals: Fiscal Year 2012 Summary and Initial Fiscal Year 2013 Metrics

    NASA Technical Reports Server (NTRS)

    Paul, Heather L.

    2013-01-01

    The NASA strategic plan includes overarching strategies to inspire students through interactions with NASA people and projects, and to expand partnerships with industry and academia around the world. The NASA Johnson Space Center Crew and Thermal Systems Division (CTSD) actively supports these NASA initiatives. At the end of fiscal year 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to internal NASA and external technical audiences for collaborative and business development initiatives, and to students, educators, and the general public for education and public outreach efforts. The strategic communications initiatives implemented in fiscal year 2012 resulted in 707 in-reach, outreach, and commercialization events with 39,731 participant interactions. This paper summarizes the CTSD Strategic Communications metrics for fiscal year 2012 and provides metrics for the first nine months of fiscal year 2013.

  16. 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.

  17. NASA Astrophysics Prioritizes Technology Development Funding for Strategic Missions

    NASA Astrophysics Data System (ADS)

    Thronson, Harley A.; Pham, Bruce; Ganel, Opher

    2017-01-01

    The Cosmic Origins (COR) and Physics of the Cosmos (PCOS) Program Offices (POs) reside at NASA GSFC and implement priorities for the NASA HQ Astrophysics Division (APD). One major aspect of the POs’ activities is managing our Strategic Astrophysics Technology (SAT) program to mature technologies for future strategic missions. The Programs follow APD guidance on which missions are strategic, currently informed by the NRC’s 2010 Decadal Survey report, as well as APD’s Implementation Plan and the Astrophysics Roadmap.In preparation for the upcoming 2020 Decadal Survey, the APD has established Science and Technology Definition Teams (STDTs) to study four large-mission concepts: the Origins Space Telescope, Habitable Exoplanet Imaging Mission, Large UV/Optical/IR Surveyor, and X-ray Surveyor. The STDTs will develop the science case and design reference mission, assess technology development needs, and estimate the cost of their concept. A fifth team, the L3 Study Team (L3ST), was charged to study potential US contributions to ESA’s planned L3 gravitational-wave observatory.The POs use a rigorous and transparent process to solicit technology gaps from the scientific and technical communities, and prioritize those entries based on strategic alignment, expected impact, cross-cutting applicability, and urgency. Starting in 2016, the technology-gap assessments of the four STDTs and the L3ST are included in our process. Until a study team submits its final report, community-proposed changes to gaps submitted or adopted by a study team are forwarded to that study team for consideration.We discuss our technology development process, with strategic prioritization informing calls for SAT proposals and informing investment decisions. We also present results of this year’s technology gap prioritization and showcase our current portfolio of technology development projects. To date, 77 COR and 80 PCOS SAT proposals have been received, of which 18 COR and 22 PCOS projects

  18. Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals

    NASA Technical Reports Server (NTRS)

    Paul, Heather L.

    2012-01-01

    NASA has defined strategic goals to invest in next-generation technologies and innovations, to inspire students to become the future leaders of space exploration, and to expand partnerships with industry and academia around the world. The Crew and Thermal Systems Division (CTSD) at the NASA Johnson Space Center actively supports these NASA initiatives. In July 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to internal NASA and external technical audiences for business development and collaborative initiatives, and to students, educators, and the general public for education and public outreach efforts. This paper summarizes the CTSD Strategic Communications efforts and metrics through the first nine months of fiscal year 2012.

  19. Space life sciences strategic plan

    NASA Astrophysics Data System (ADS)

    Nicogossian, Arnauld E.

    1992-05-01

    Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

  20. Space life sciences strategic plan

    NASA Technical Reports Server (NTRS)

    Nicogossian, Arnauld E.

    1992-01-01

    Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

  1. Strategic Planning for Independent Schools.

    ERIC Educational Resources Information Center

    Stone, Susan C.

    This manual is intended to serve independent schools beginning strategic planning methods. Chapter 1, "The Case for Strategic Planning," suggests replacing the term "long range planning" with the term "strategic planning," which emphasizes change. The strategic planning and policy development process begins with…

  2. Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals

    NASA Technical Reports Server (NTRS)

    Paul, Heather L.; Lamberth, Erika Guillory; Jennings, Mallory A.

    2012-01-01

    NASA has defined strategic goals to invest in next-generation technologies and innovations, inspire students to become the future leaders of space exploration, and expand partnerships with industry and academia around the world. The Crew and Thermal Systems Division (CTSD) at the NASA Johnson Space Center actively supports these NASA initiatives. In July 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to external technical audiences for business development and collaborative initiatives, and to students, educators, and the general public for education and public outreach efforts. This paper summarizes the CTSD Strategic Communications efforts and metrics through the first half of fiscal year 2012 with projections for end of fiscal year data.

  3. NASA Strategic Roadmap Summary Report

    NASA Technical Reports Server (NTRS)

    Wilson, Scott; Bauer, Frank; Stetson, Doug; Robey, Judee; Smith, Eric P.; Capps, Rich; Gould, Dana; Tanner, Mike; Guerra, Lisa; Johnston, Gordon

    2005-01-01

    In response to the Vision, NASA commissioned strategic and capability roadmap teams to develop the pathways for turning the Vision into a reality. The strategic roadmaps were derived from the Vision for Space Exploration and the Aldrich Commission Report dated June 2004. NASA identified 12 strategic areas for roadmapping. The Agency added a thirteenth area on nuclear systems because the topic affects the entire program portfolio. To ensure long-term public visibility and engagement, NASA established a committee for each of the 13 areas. These committees - made up of prominent members of the scientific and aerospace industry communities and senior government personnel - worked under the Federal Advisory Committee Act. A committee was formed for each of the following program areas: 1) Robotic and Human Lunar Exploration; 2) Robotic and Human Exploration of Mars; 3) Solar System Exploration; 4) Search for Earth-Like Planets; 5) Exploration Transportation System; 6) International Space Station; 7) Space Shuttle; 8) Universe Exploration; 9) Earth Science and Applications from Space; 10) Sun-Solar System Connection; 11) Aeronautical Technologies; 12) Education; 13) Nuclear Systems. This document contains roadmap summaries for 10 of these 13 program areas; The International Space Station, Space Shuttle, and Education are excluded. The completed roadmaps for the following committees: Robotic and Human Exploration of Mars; Solar System Exploration; Search for Earth-Like Planets; Universe Exploration; Earth Science and Applications from Space; Sun-Solar System Connection are collected in a separate Strategic Roadmaps volume. This document contains memebership rosters and charters for all 13 committees.

  4. 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.

  5. 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…

  6. Strategic Plan. Volume 2

    NASA Technical Reports Server (NTRS)

    2002-01-01

    The Mission of the NSBRI will be to lead a National effort for accomplishing the integrated, critical path, biomedical research necessary to support the long term human presence, development, and exploration of space and to enhance life on Earth by applying the resultant advances in human knowledge and technology acquired through living and working in space. To carry out this mission, the NSBRI focuses its activities on three Strategic Programs: Strategic Program 1: Countermeasure Research Strategic Program 2: Education, Training and Outreach Strategic Program 3: Cooperative Research and Development. This document contains the detailed Team Strategic Plans for the 11 research teams focused on Strategic Program 1, and the Education and Outreach Team focused on Strategic Program 2. There is overlap and integration among the Programs and Team Strategic Plans, as described in each of the Plans.

  7. Transportation technology program: Strategic plan

    NASA Astrophysics Data System (ADS)

    1991-09-01

    The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

  8. Transportation technology program: Strategic plan

    NASA Technical Reports Server (NTRS)

    1991-01-01

    The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

  9. 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.

  10. 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…

  11. 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.

  12. 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.

  13. 7 CFR 25.202 - Strategic plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the application must be developed in accordance with the following four key principles: (1) Strategic vision for... institutions and individual citizens. (3) Economic opportunity, including job creation within the community and...

  14. Energy Exchange NASA Opening Plenary

    NASA Technical Reports Server (NTRS)

    Marrs, Rick

    2017-01-01

    Rick Marrs, Deputy Assistant Administrator Office of Strategic Infrastructure NASA Headquarters will be speaking during the 2017 Energy Exchange opening plenary. His presentation showcases the NASA mission, sustainability at NASA, NASA's strategic Sustainability Performance Plan, Existing PV Partnerships, and NASA funded Solar Initiatives at KSC.

  15. 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...

  16. The NASA Materials Science Research Program: It's New Strategic Goals and Opportunities

    NASA Technical Reports Server (NTRS)

    Schlagheck, Ronald A.; Stagg, Elizabeth

    2004-01-01

    In the past year, the NASA s Office of Biological and Physical Research (OBPR) has formulated a long term plan to perform strategical and fundamental research bringing together physics, chemistry, biology, and engineering to solve problems needed for current and future agency mission goals. Materials Science is one of basic disciplines within the Enterprise s Division of Physical Sciences Research. The Materials Science Program participates to utilize effective use of International Space Station (ISS) and various world class ground laboratory facilities to solve new scientific and technology questions and transfer these results for public and agency benefits. The program has recently targeted new investigative research in strategic areas necessary to expand NASA knowledge base for exploration of the universe and some of these experiments will need access to the microgravity of space. The program is implementing a wide variety of traditional ground and flight based research related types of fundamental science related to materials crystallization, fundamental processing, and properties characterization in order to obtain basic understanding of various phenomena effects and relationships to the structures, processing, and properties of materials. , In addition new initiatives in radiation protection, materials for propulsion and In-space fabrication and repair focus on research helping the agency solve problems needed for future transportation into the solar system. A summary of the types and sources for this research is presented including those experiments planned for a low gravity environment. Areas to help expand the science basis for NASA future missions are described. An overview of the program is given including the scope of the current and future NASA Research Announcements with emphasis on new materials science initiatives. A description of the planned flight experiments to be conducted on the International Space Station program along with the planned

  17. 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.

  18. 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?

  19. 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.

  20. 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.

  1. Strategic planning for marketers.

    PubMed

    Wilson, I

    1978-12-01

    The merits of strategic planning as a marketing tool are discussed in this article which takes the view that although marketers claim to be future-oriented, they focus too little attention on long-term planning and forecasting. Strategic planning, as defined by these authors, usually encompasses periods of between five and twenty-five years and places less emphasis on the past as an absolute predictor of the future. It takes a more probabilistic view of the future than conventional marketing strategy and looks at the corporation as but one component interacting with the total environment. Inputs are examined in terms of environmental, social, political, technological and economic importance. Because of its futuristic orientation, an important tenant of strategic planning is the preparation of several alternative scenarios ranging from most to least likely. By planning for a wide-range of future market conditions, a corporation is more able to be flexible by anticipating the course of future events, and is less likely to become a captive reactor--as the authors believe is now the case. An example of strategic planning at General Elecric is cited.

  2. 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...

  3. 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...

  4. 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...

  5. 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...

  6. 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…

  7. 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…

  8. 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.

  9. 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)

  10. 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.

  11. Strategic planning: today's hot buttons.

    PubMed

    Bohlmann, R C

    1998-01-01

    The first generation of mergers and managed care hasn't slowed down group practices' need for strategic planning. Even groups that already went through one merger are asking about new mergers or ownership possibilities, the future of managed care, performance standards and physician unhappiness. Strategic planning, including consideration of bench-marking, production of ancillary services and physician involvement, can help. Even if only a short, general look at the future, strategic planning shows the proactive leadership needed in today's environment.

  12. 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. 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...

  14. 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

  15. 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…

  16. 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

  17. Microgravity strategic planning exercise

    NASA Technical Reports Server (NTRS)

    Halpern, Richard; Downey, Jim; Harvey, Harold

    1991-01-01

    The Center for Space and Advanced Technology supported a planning exercise for the Microgravity Program management at the Marshall Space Flight Center. The effort focused on the status of microgravity work at MSFC and elsewhere with the objective of preparing a goal-oriented strategic planning document which could be used for informational/brochure purposes. The effort entailed numerous interactions and presentations with Field Center programmatic components and Headquarters personnel. Appropriate material was consolidated in a draft format for a MSFC Strategic Plan.

  18. 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…

  19. 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

  20. Strategic planning: getting from here to there.

    PubMed

    Kaleba, Richard

    2006-11-01

    Hospitals should develop a strategic plan that defines specific actions in a realistic time frame. Hospitals can follow a five-phase process to develop a strategic plan. The strategic planning process requires a project leader and medical staff buy-in.

  1. 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

  2. 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.

  3. Planning for strategic change? A participative planning approach for community hospitals.

    PubMed

    MacDonald, S K; Beange, J E; Blachford, P C

    1992-01-01

    Strategic planning is becoming to hospitals what business case analysis is to private corporations. In fact, this type of planning is becoming essential for the professional management of Ontario hospitals. The participative strategic planning process at Toronto East General Hospital (TEGH) is an example of how a professionally structured and implemented strategic planning process can be successfully developed and implemented in a community hospital. In this article, the environmental factors driving planning are reviewed and the critical success factors for the development and implementation of a strategic plan are examined in the context of TEGH's experience.

  4. 24 CFR 91.315 - 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. 91.315 Section 91... 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...

  5. 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...

  6. Strategic planning in healthcare organizations.

    PubMed

    Rodríguez Perera, Francisco de Paula; Peiró, Manel

    2012-08-01

    Strategic planning is a completely valid and useful tool for guiding all types of organizations, including healthcare organizations. The organizational level at which the strategic planning process is relevant depends on the unit's size, its complexity, and the differentiation of the service provided. A cardiology department, a hemodynamic unit, or an electrophysiology unit can be an appropriate level, as long as their plans align with other plans at higher levels. The leader of each unit is the person responsible for promoting the planning process, a core and essential part of his or her role. The process of strategic planning is programmable, systematic, rational, and holistic and integrates the short, medium, and long term, allowing the healthcare organization to focus on relevant and lasting transformations for the future. Copyright © 2012 Sociedad Española de Cardiología. Published by Elsevier Espana. All rights reserved.

  7. 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.

  8. 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) ...

  9. 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) ...

  10. 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.

  11. 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.…

  12. 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.…

  13. The Space Science Enterprise Strategic Plan

    NASA Technical Reports Server (NTRS)

    2000-01-01

    It is a pleasure to present our new Space Science Strategic Plan. It represents contributions by hundreds of members of the space science community, including researchers, technologists, and educators, working with staff at NASA, over a period of nearly two years. Our time is an exciting one for space science. Dramatic advances in cosmology, planetary research, and solar-terrestrial science form a backdrop for this ambitious plan. Our program boldly addresses the most fundamental questions that science can ask: (1) how the universe began and is changing, (2) what are the past and future of humanity, and (3) whether we are alone. In taking up these questions, researchers and the general public--for we are all seekers in this quest--will draw upon all areas of science and the technical arts. Our Plan outlines how we will communicate our findings to interested young people and adults. The program that you will read about in this Plan includes forefront research and technology development on the ground as well as development and operation of the most complex spacecraft conceived. The proposed flight program is a balanced portfolio of small missions and larger spacecraft. Our goal is to obtain the best science at the lowest cost, taking advantage of the most advanced technology that can meet our standards for expected mission success. In driving hard to achieve this goal, we experienced some very disappointing failures in 1999. But NASA, as a research and development agency, makes progress by learning also from mistakes, and we have learned from these.

  14. The PVCC Strategic Plan.

    ERIC Educational Resources Information Center

    Piedmont Virginia Community Coll., Charlottesville, VA.

    Presents Piedmont Virginia Community College's (PVCC's) strategic plan. Contains the following chapters: (1) introduction; (2) statement of mission; (3) summary of the college's strategic initiatives: funding, organization, faculty and staff, curriculum and instruction, enrollment management, students and student services, facilities, technology,…

  15. Strategic Planning Is an Oxymoron

    ERIC Educational Resources Information Center

    Bassett, Patrick F.

    2012-01-01

    The thinking on "strategic thinking" has evolved significantly over the years. In the previous century, the independent school strategy was to focus on long-range planning, blithely projecting 10 years into the future. For decades this worked well enough, but in the late 20th century, independent schools shifted to "strategic planning," with its…

  16. 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

  17. 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…

  18. 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…

  19. 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.

  20. Strategic business planning linking strategy with financial reality.

    PubMed

    Bachrodt, Andrew K; Smyth, J Patrick

    2004-11-01

    To succeed in today's complex and often adverse business environment, a healthcare organization's strategic direction must be calculated, focused, and financially sustainable. Strategic business planning is an essential tool to help organizations focus strategic choices within the financial realities of their environment. An effective strategic business planning cycle includes conducting an assessment, identifying business objectives, developing strategy, conducting an impact analysis, and developing an implementation plan.

  1. Strategic Planning towards a World-Class University

    NASA Astrophysics Data System (ADS)

    Usoh, E. J.; Ratu, D.; Manongko, A.; Taroreh, J.; Preston, G.

    2018-02-01

    Strategic planning with a focus on world-class university status is an option that cannot be avoided by universities today to survive and succeed in competition as a provider of higher education. The objective of this research is to obtain exploratory research results on the strategic plans of universities that are prepared to generate world-class university status. This research utilised exploratory qualitative research method and data was collected by in-depth interviews method. Interview transcripts were analyzed by using thematic content analysis through NVivo software analysis and manual systems. The main finding of interview shows that most interviewees agreed that UNIMA has been engaged in strategic planning. Contribution from faculties and schools are acknowledged and inform the planning process. However, a new model of strategic planning should be adopted by UNIMA due to the shift towards a “corporate university”. The finding results from documents, literature review and interview were the addition of world-class university characteristics and features to current strategic planning of UNIMA and how to upgrade by considering to use the characteristics and features towards world-class university.

  2. Developing a Strategic Plan for NASA JSC's Technology Investments

    NASA Technical Reports Server (NTRS)

    Stecklein, Jonette M.

    2012-01-01

    Human space exploration has always been heavily influenced by goals to achieve a specific mission on a specific schedule. This approach drove rapid technology development, the rapidity of which adds risks as well as provides a major driver for costs. The National Aeronautics and Space Administration (NASA) is now approaching the extension of human presence throughout the solar system by balancing a proactive yet less schedule-driven development of technology with opportunistic scheduling of missions as the needed technologies are realized. This approach should provide cost effective, low risk technology development that will enable efficient and effective manned spaceflight missions. As a first step, the NASA Human Spaceflight Architecture Team (HAT) has identified a suite of critical technologies needed to support future manned missions across a range of destinations, including in cislunar space, near earth asteroid visits, lunar exploration, Mars space, and Mars exploration. The challenge now is to develop a strategy and plan for technology development that efficiently enables these missions over a reasonable time period, without increasing technology development costs unnecessarily due to schedule pressure, and subsequently mitigating development and mission risks. NASA fs Johnson Space Center (JSC), as the nation's primary center for human exploration, is addressing this challenge through an innovative approach allocating Internal Research and Development funding to projects that have been prioritized using four focus criteria, with appropriate importance weighting. These four focus criteria are the Human Space Flight Technology Needs, JSC Core Technology Competencies, Commercialization Potential, and Partnership Potential. The inherent coupling in these focus criteria have been captured in a database and have provided an initial prioritization for allocation of technology development research funding. This paper will describe this process and this database

  3. Managing Uncertainty: Thinking and Planning Strategically.

    ERIC Educational Resources Information Center

    Lorenzo, Albert L.

    1993-01-01

    Argues that rapid change and tight resources demand reality-based planning, rather than planning models that ignore internal and external customers or emphasize process over product. Describes the Strategic Guidance Model (SGM) which provides colleges with strategic visioning, organizational assessment, environmental scanning, quality improvement,…

  4. NASA Astrophysics Cosmic Origins (COR) and Physics of the Cosmos (PCOS) Strategic Technology Development Program

    NASA Astrophysics Data System (ADS)

    Pham, Thai; Seery, Bernard D.

    2015-01-01

    The COR and PCOS Program Offices (PO) reside at the NASA Goddard Space Flight Center (GSFC), serving as the NASA Astrophysics Division's implementation arm for matters relating to the two programs. One aspect of the PO's activities is managing the COR and PCOS Strategic Astrophysics Technology (SAT) program, helping mature technologies to enable and enhance future astrophysics missions.The PO is guided by the National Research Council's 'New Worlds, New Horizons in Astronomy and Astrophysics' Decadal Survey report, and NASA's Astrophysics Implementation Plan. Strategic goals include dark energy; gravitational waves; X-ray observatories, e.g., US participation in ATHENA; Inflation probe; and a large UV/Visible telescope.To date, 51 COR and 65 PCOS SAT proposals have been received, of which 11 COR and 18 PCOS projects were funded. Notable successes include maturation of a new far-IR detector, later adopted by the SOFIA HAWC instrument; maturation of the H4RG near-IR detector, adopted by WFIRST; development of an antenna-coupled transition-edge superconducting bolometer, a technology deployed by BICEP2 that allowed measurement of B-mode polarization in the CMB signal, a possible signature of Inflation; and finally, the REXIS instrument on OSIRIS-REx is incorporating CCDs with directly deposited optical blocking filters developed by another SAT-funded project.We discuss our technology development process, with community input and strategic prioritization informing calls for SAT proposals and guiding investment decisions. We also present results of this year's technology gap prioritization and showcase our current portfolio of technology development projects. These include five newly selected projects, kicking off in FY 2015.For more information, visit the COR Program website at cor.gsfc.nasa.gov and the PCOS website at pcos.gsfc.nasa.gov.

  5. 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.

  6. 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.

  7. The NASA Microgravity Fluid Physics Program: Research Plans for the ISS

    NASA Technical Reports Server (NTRS)

    Kohl, Fred J.; Singh, Bhim S.; Shaw, Nancy J.; Chiaramonte, Francis P.

    2003-01-01

    Building on over four decades of research and technology development related to the behavior of fluids in low gravity environments, the current NASA Microgravity Fluid Physics Program continues the quest for knowledge to further understand and design better fluids systems for use on earth and in space. NASA's Biological and Physical Research Enterprise seeks to exploit the space environment to conduct research supporting human exploration of space (strategic research), research of intrinsic scientific importance and impact (fundamental research), and commercial research. The strategic research thrust will build the vital knowledge base needed to enable NASA's mission to explore the Universe and search for life. There are currently five major research areas in the Microgravity Fluid Physics Program: complex fluids, niultiphase flows and phase change, interfacial phenomena, biofluid mechanics, and dynamics and instabilities. Numerous investigations into these areas are being conducted in both ground-based laboratories and facilities and in the flight experiments program. Most of the future NASA- sponsored flight experiments in microgravity fluid physics and transport phenomena will be carried out on the International Space Station (ISS) in the Fluids Integrated Rack (FIR), in the Microgravity Science Glovebox (MSG), in EXPRESS racks, and in other facilities provided by international partners. This paper presents an overview of the near- and long-term visions for NASA's Microgravity Fluid Physics Research Program and brief descriptions of hardware systems planned to enable this research.

  8. 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

  9. Collaborative Strategic Planning in Higher Education

    ERIC Educational Resources Information Center

    Sanaghan, Patrick

    2009-01-01

    This book outlines a simple, five-phase collaborative approach to strategic planning that has worked effectively on many campuses. Specifically, Collaborative Strategic Planning (CSP) refers to the disciplined and thoughtful process of meaningfully engaging relevant stakeholders in creating a shared future vision and goals for their institution.…

  10. 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.

  11. 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…

  12. ECHO Responds to NASA's Earth Science User Community

    NASA Technical Reports Server (NTRS)

    Pfister, Robin; Ullman, Richard; Wichmann, Keith; Perkins, Dorothy C. (Technical Monitor)

    2001-01-01

    Over the past decade NASA has designed, built, evolved, and operated the Earth Observing System Data and Information System (EOSDIS) Information Management System (IMS) in order to provide user access to NASA's Earth Science data holdings. During this time revolutionary advances in technology have driven changes in NASA's approach to providing an IMS service. This paper will describe NASA's strategic planning and approach to build and evolve the EOSDIS IMS and to serve the evolving needs of NASA's Earth Science community. It discusses the original strategic plan and how lessons learned help to form a new plan, a new approach and a new system. It discusses the original technologies and how they have evolved to today.

  13. 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

  14. Using Strategic Planning To Improve Rural Schools.

    ERIC Educational Resources Information Center

    D'Amico, Joseph J.

    This paper describes the elements of strategic planning and applies them to educational reform and improvement. The paper also describes how a planning model, Strategic Planning for Educational Reform and Improvement (SPERI), was used by Rural Assistance Councils (RACs) in Pennsylvania and Delaware, with technical assistance from Research for…

  15. [Strategic planning and mental health policies].

    PubMed

    Tonini, Nelsi Salete; Kantorski, Luciane Prado

    2007-03-01

    This article discusses how mental health policies are prioritized in the process of strategic planning of mental health actions within the context of Brazilian psychiatric reform. The theoretical support of strategic planning provide health professionals, particularly those involved in metal health, with elements fir deepening discussions on existing mental health actions and policies.

  16. Cypress College Strategic Plan, 2000-2004.

    ERIC Educational Resources Information Center

    Cypress Coll., CA.

    This document outlines Cypress College's Strategic Plan to be used to guide decision-making and resource allocation for the years 2000 through 2004. The Strategic Plan begins with the Cypress College Vision Statement: building a college-wide learning community for student success. The Mission Statement states that Cypress College is committed to…

  17. An exploratory study of healthcare strategic planning in two metropolitan areas.

    PubMed

    Begun, James W; Kaissi, Amer A

    2005-01-01

    Little is known about empirical variation in the extent to which healthcare organizations conduct formal strategic planning or the extent to which strategic planning affects performance. Structural contingency and complexity science theory offer differing interpretations of the value of strategic planning. Structural contingency theory emphasizes adaptation to achieve organizational fit with a changing environment and views strategic planning as a way to chart the organization's path. Complexity science argues that planning is largely futile in changing environments. Interviews of leaders in 20 healthcare organizations in the metropolitan areas of Minneapolis/St. Paul, Minnesota, and San Antonio, Texas, reveal that strategic planning is a common and valued function in healthcare organizations. Respondents emphasized the need to continuously update strategic plans, involve physicians and the governing board, and integrate strategic plans with other organizational plans. Most leaders expressed that strategic planning contributes to organizational focus, fosters stakeholder participation and commitment, and leads to achievement of strategic goals. Because the widespread belief in strategic planning is based largely on experience, intuition, and faith, we present recommendations for developing an evidence base for healthcare strategic planning.

  18. The Strategic Attitude: Integrating Strategic Planning into Daily University Worklife

    ERIC Educational Resources Information Center

    Dickmeyer, Nathan

    2004-01-01

    Chief financial officers in today's universities are so busy with the challenges of day-to-day management that strategic thinking often takes a back seat. Planning for strategic change can go a long way toward streamlining the very daily tasks that obscure the "big picture." Learning how to integrate strategic thinking into day-to-day management…

  19. 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…

  20. 75 FR 80850 - Development of Strategic Plan 2011-2015

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-12-23

    ... intended for use as LSC embarks on its planning process. LSC anticipates publishing a draft Strategic Plan... process to develop a Strategic Plan for the years 2011-2015. Toward that end, LSC is soliciting... strategic planning efforts. In addition, Among other sources, LSC is considering the guidance provided by...

  1. 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

  2. 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...

  3. NASA agenda for tomorrow

    NASA Technical Reports Server (NTRS)

    1988-01-01

    Key elements of national policy, NASA goals and objectives, and other materials that comprise the framework for NASA planning are included. The contents are expressed as they existed through much of 1988; thus they describe the strategic context employed by NASA in planning both the FY 1989 program just underway and the proposed FY 1990 program. NASA planning will continue to evolve in response to national policy requirements, a changing environment, and new opportunities. Agenda for Tomorrow provides a status report as of the time of its publication.

  4. Strategic plan, 1985

    NASA Technical Reports Server (NTRS)

    1985-01-01

    The Lewis Strategic Plan was updated for 1985 and beyond. Major programs for the space station, the advanced turboprop, the Advanced Communications Technology Satellite (ACTS), and the Altitude Wind Tunnel were begun or greatly expanded during 1984. In parallel, The Lewis aeropropulsion research and technology program was extensively evaluated and reviewed; a reduced and reoriented program emerged. The thrusts and implementation plans for these programs are described as they pertain to the individual directorates. Other key accomplishments and plans are summarized.

  5. Space astronomy and astrophysics program by NASA

    NASA Astrophysics Data System (ADS)

    Hertz, Paul L.

    2014-07-01

    The National Aeronautics and Space Administration recently released the NASA Strategic Plan 20141, and the NASA Science Mission Directorate released the NASA 2014 Science Plan3. These strategic documents establish NASA's astrophysics strategic objectives to be (i) to discover how the universe works, (ii) to explore how it began and evolved, and (iii) to search for life on planets around other stars. The multidisciplinary nature of astrophysics makes it imperative to strive for a balanced science and technology portfolio, both in terms of science goals addressed and in missions to address these goals. NASA uses the prioritized recommendations and decision rules of the National Research Council's 2010 decadal survey in astronomy and astrophysics2 to set the priorities for its investments. The NASA Astrophysics Division has laid out its strategy for advancing the priorities of the decadal survey in its Astrophysics 2012 Implementation Plan4. With substantial input from the astrophysics community, the NASA Advisory Council's Astrophysics Subcommittee has developed an astrophysics visionary roadmap, Enduring Quests, Daring Visions5, to examine possible longer-term futures. The successful development of the James Webb Space Telescope leading to a 2018 launch is an Agency priority. One important goal of the Astrophysics Division is to begin a strategic mission, subject to the availability of funds, which follows from the 2010 decadal survey and is launched after the James Webb Space Telescope. NASA is studying a Wide Field Infrared Survey Telescope as its next large astrophysics mission. NASA is also planning to partner with other space agencies on their missions as well as increase the cadence of smaller Principal Investigator led, competitively selected Astrophysics Explorers missions.

  6. Building a team through a strategic planning process.

    PubMed

    Albert, Debra; Priganc, Dave

    2014-01-01

    Strategic planning is a process often left to senior hospital leadership, with limited input from unit-level, bedside patient care providers. This frequent approach to strategic planning misses the opportunity to engage a wide range of employees, build a shared sense of commitment, produce a collaborative team environment, and to generate greater acceptance of the plan. The Patient Care Services division at the University of Chicago Medicine used a strategic planning process that incorporated 360-degree input from both within the Patient Care Services division and outside of the division. The result is a strategic vision and plan that, shaped by broad-based input from both internal and external constituencies, is strengthened by the team that emerged from the process. Through the process of identifying a common understanding of the group's future direction, a shared purpose was created that transcended traditional professional boundaries and shaped a cohesive team focused on effective and efficient patient care. Now, with a focused strategic plan and a team centered on a shared purpose, the team is beginning to effectively deliver on the plan.

  7. 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.

  8. Installation Strategic Planning Guidebook

    DTIC Science & Technology

    2012-05-01

    Installation natural resource concerns (for example, wetlands , number of endangered species, water use restrictions, encroachment on training lands...Koehler Publishing, 1994 7. Strategy Safari – A Guided Tour Through the Wilds of Strategic Management by Henry Mintzberg, Bruce Ahlstrand, and...T. (1987). NY: Knopf 36. Shaping Strategic Planning: Frogs, Dragons, Bees and Turkey Tails. Pfeiffer, J. W., Goodstein, L. D. & Nolan, T. M. (1989

  9. Creating a nursing strategic planning framework based on evidence.

    PubMed

    Shoemaker, Lorie K; Fischer, Brenda

    2011-03-01

    This article describes an evidence-informed strategic planning process and framework used by a Magnet-recognized public health system in California. This article includes (1) an overview of the organization and its strategic planning process, (2) the structure created within nursing for collaborative strategic planning and decision making, (3) the strategic planning framework developed based on the organization's balanced scorecard domains and the new Magnet model, and (4) the process undertaken to develop the nursing strategic priorities. Outcomes associated with the structure, process, and key initiatives are discussed throughout the article. Copyright © 2011 Elsevier Inc. All rights reserved.

  10. 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...

  11. 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…

  12. 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...

  13. 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.

  14. The strategic plan of the American Fisheries Society

    USGS Publications Warehouse

    Johnson, B.L.; Irwin, E.R.; Landolt, M.L.; Loefflad, M.; Marsh, J.; Marshall, T.R.; Olmsted, L.L.; Pajak, P.; Peterson, S.; Webster, J.

    1994-01-01

    In August 1994, at its annual meeting in Halifax, Nova Scotia, the Executive Committee of the American Fisheries Society (AFS) approved a new Strategic Plan. The plan sets out eight goals that define a vision of AFS in the year 2001, and provides strategies to achieve each goal. Accomplishing the plan should position AFS to be more responsive to member needs and more effective at meeting the challenges facing the resource and profession under future expected conditions. The plan provides opportunities for every member to help shape AFS for the 21st century. In this paper, we describe the process of strategic planning, the goals and strategies of the AFS Strategic Plan, and how the plan is implemented through AFS annual work plans.

  15. Replacing critical and strategic refractory metal elements in nickel-base superalloys. [NASA's COSAM program

    NASA Technical Reports Server (NTRS)

    Stephens, J. R.; Dreshfield, R. L.; Nathal, M. V.

    1983-01-01

    Because of the import status and essential nature of their use, cobalt, chromium, tantalum, and niobium were identified as strategic and critical in the aerospace industry. NASA's Conservation of Strategic Aerospace Materials (COSAM) program aims to reduce the need for strategic materials used in gas turbine engines. Technological thrusts in two major areas are under way to meet the primary objective of conserving the use of strategic materials in nickelbase superalloys. These thrusts consist of strategic element substitution and alternative material identification. The program emphasizes cooperative research teams involving NASA Lewis Research Center, universities, and industry. The adoption of refractory metals in nickel-base superalloys is summarized including their roles in mechanical strengthening and environmental resistance; current research activities under way in the COSAM Program are presented as well as research findings to date.

  16. Strategic Planning for Educational Reform and Improvement.

    ERIC Educational Resources Information Center

    D'Amico, Joseph J.

    1988-01-01

    Defines strategic planning, outlines its key elements and activities, and summarizes the difficulties of applying a top-down, profit-driven process to education. Explains Strategic Planning for Educational Reform and Improvement (SPERI), a set of manageable, concise procedures for top school administrators. Describes SPERI applications in an…

  17. A Handbook for Strategic Planning

    DTIC Science & Technology

    1994-01-01

    sale; its / 94 dig Is Ulc and Uindo Al. 10oherty, *q** 3 About the TQL Office I ie mission of the Total Quality Leadership 0 QL) Office, Office of the...Strategic Planning DeieL. Wells u.1da M4. Doherty. Ph.D. NI.gpOpmwHG CRA141ZAM01 NAME() AN4D A060111(li; L. PINORUMU4OGNIZAMSN Total Qu~ality Leadership ...Total Quality Leadership , 48 mtrategic direction, strategic intent, organizational planning, 11tinaiCMc MIisiing.mysteusth nking, gap analysis 17 1CUPMtlI

  18. External Strategic Planning Conference.

    ERIC Educational Resources Information Center

    Los Angeles Community Coll. District, CA. Office of Research and Planning.

    In response to a community reputation that has grown increasingly negative, the Los Angeles Community College District (LACCD) devised a strategic plan in 1998 to improve its programs and services and assure the educational success of its students. The planning process involved several steps: (1) revisiting the district mission statement; (2)…

  19. 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

  20. 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…

  1. The U.S. Geological Survey Strategic Plan 1999-2009

    USGS Publications Warehouse

    ,

    1999-01-01

    This new version of the USGS Strategic Plan builds on our first strategic plan, which was developed in 1996, and focuses specifically on strategic goals in four areas: customers, programs, people, and operations of the USGS.

  2. 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…

  3. 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)

  4. 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.

  5. 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…

  6. An Update of the Nation's Long-Term Strategic Needs for NASA's Aeronautics Test Facilities

    NASA Technical Reports Server (NTRS)

    Anton, Philip S.; Raman, Raj; Osburg, Jan; Kallimani, James G.

    2009-01-01

    The National Aeronautics and Space Administration's (NASA's) major wind tunnel (WT), propulsion test (PT), and simulation facilities exist to serve NASA's and the nation's aeronautics needs. RAND Corporation researchers conducted a prior study of these facilities from 2002 to 2003, identifying (1) NASA's continuing ability to serve national needs, (2) which facilities appear strategically important from an engineering perspective given the vehicle classes the nation investigates and produces, and (3) management challenges and issues. This documented briefing (DB) is the final report from a new, one-year study (conducted from September 2006 through January 2008), partially updating the prior assessment. The study focuses on updating the list of facilities in the prior study that were deemed to be strategically important (again, from an engineering perspective) in serving those needs. This update also adds a new assessment of national needs for six major aeronautics simulators at NASA and lists those deemed strategically important.

  7. 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…

  8. NASA Accountability Report

    NASA Technical Reports Server (NTRS)

    1997-01-01

    NASA is piloting fiscal year (FY) 1997 Accountability Reports, which streamline and upgrade reporting to Congress and the public. The document presents statements by the NASA administrator, and the Chief Financial Officer, followed by an overview of NASA's organizational structure and the planning and budgeting process. The performance of NASA in four strategic enterprises is reviewed: (1) Space Science, (2) Mission to Planet Earth, (3) Human Exploration and Development of Space, and (4) Aeronautics and Space Transportation Technology. Those areas which support the strategic enterprises are also reviewed in a section called Crosscutting Processes. For each of the four enterprises, there is discussion about the long term goals, the short term objectives and the accomplishments during FY 1997. The Crosscutting Processes section reviews issues and accomplishments relating to human resources, procurement, information technology, physical resources, financial management, small and disadvantaged businesses, and policy and plans. Following the discussion about the individual areas is Management's Discussion and Analysis, about NASA's financial statements. This is followed by a report by an independent commercial auditor and the financial statements.

  9. 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

  10. Integrating financial and strategic planning.

    PubMed

    Pivnicny, V C

    1989-09-01

    As hospitals face mounting profitability and liquidity concerns, the need to integrate strategic and financial planning also will continue to grow. This article describes a process for integrating these planning functions and the ideal organizational framework to facilitate the process. Obstacles to the integration of these planning processes also are discussed.

  11. 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.

  12. 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…

  13. 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.

  14. Applying Mixed Methods Techniques in Strategic Planning

    ERIC Educational Resources Information Center

    Voorhees, Richard A.

    2008-01-01

    In its most basic form, strategic planning is a process of anticipating change, identifying new opportunities, and executing strategy. The use of mixed methods, blending quantitative and qualitative analytical techniques and data, in the process of assembling a strategic plan can help to ensure a successful outcome. In this article, the author…

  15. 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,…

  16. Strategic Planning: Shaping Future Success

    DTIC Science & Technology

    2016-09-01

    fielding, the PM may also be planning for future increments , sustainment and other long-term ef- forts. Strategic planning can help the PM position these...introduced the Planning, Programming, and Budgeting System (PPBS) to the DoD. Prior to that, the DoD’s budget - ing focused on areas such as overhead

  17. Strategic Management or Strategic Planning for Defense?

    DTIC Science & Technology

    1989-02-01

    manage at the regional or CinC level with an appreciation of strategic planning and management concepts currently taught at business schools . Military...those not in uniform. Science, engineering, and business schools all suggest that their faculties have experience tours so that they can appreciate

  18. Department of Defense Civilian Human Resources Strategic Plan

    DTIC Science & Technology

    2005-04-01

    the strategic plan. A balanced scorecard approach was used to build the strategic plan. The balanced scorecard is a strategic management tool that...in the balanced scorecard format. Details of how the balanced scorecard addresses the DoD Human Capital Initiative are outlined in the Office of...mission- ready civilian workforce 8 GOALS AND OBJECTIVES The balanced scorecard approach reflects the changes the Department is undergoing and

  19. 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

  20. 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.

  1. 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...

  2. 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.

  3. Integrating Risk Management and Strategic Planning

    ERIC Educational Resources Information Center

    Achampong, Francis K.

    2010-01-01

    Strategic planning is critical to ensuring that institutions of higher education thoughtfully and systematically position themselves to accomplish their mission, vision, and strategic goals, particularly when these institutions face a myriad of risks that can negatively impact their continued financial viability and compromise their ability to…

  4. Engineering Forum Strategic Plan

    EPA Pesticide Factsheets

    This Strategic Plan highlights the purpose, mission, goals, and objectives of the U.S. Environmental Protection Agency (EPA) Engineering Forum (EF). It sets forth the principles that guide the EF's decision-making, helps clarify the EF's priorities, and...

  5. Measure A : strategic plan

    DOT National Transportation Integrated Search

    1994-09-16

    This Measure A Strategic Plan represents the initial effort of the STA, the eight Measure A entities that receive sales tax funding, the Sacramento Area Council of Governments (SACOG), and the California Department of Transportation (Caltrans) to def...

  6. The strategic planning of health management information systems.

    PubMed

    Smith, J

    1995-01-01

    This paper discusses the roles and functions of strategic planning of information systems in health services. It selects four specialised methodologies of strategic planning for analysis with respect to their applicability in the health field. It then examines the utilisation of information planning in case studies of three health organisations (two State departments of health and community services and one acute care institution). Issues arising from the analysis concern the planning process, the use to which plans are put, and implications for management.

  7. 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.

  8. Data-Driven Planning: Using Assessment in Strategic Planning

    ERIC Educational Resources Information Center

    Bresciani, Marilee J.

    2010-01-01

    Data-driven planning or evidence-based decision making represents nothing new in its concept. For years, business leaders have claimed they have implemented planning informed by data that have been strategically and systematically gathered. Within higher education and student affairs, there may be less evidence of the actual practice of…

  9. Centralia College Strategic Plan, January 1996. Preliminary Report.

    ERIC Educational Resources Information Center

    Centralia Coll., WA.

    Based on an analysis of the internal and external environment, this report describes the mission, values, and strategic priorities of Centralia College (CC), in Washington. Following introductory materials describing the role of strategic planning, a historical perspective of planning at the college is presented, reviewing previous strategic…

  10. 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.

  11. Strategic planning in Brazilian protected areas: Uses and adjustments.

    PubMed

    Barreto, Cristiane Gomes; Drummond, José Augusto L

    2017-09-15

    Management plans for protected areas commonly use strategic planning tools in their drafting. It is proposed that the adequate use of the instruments of planning and management of protected areas can improve their strategic competitiveness, providing greater financial and administrative independence, enabling them to be economically sustainable organizations. This study evaluated the application of concepts and strategy formulation, strategy principles and competitiveness, organizational diagnosis, strategic maps, scenarios, and other strategic planning instruments used for conservation management in Brazil. 25 management plans of 25 different protected areas were selected and studied, with special attention to the indicators used in each plan. Results indicate that there is a high suitability for the application of SP tools to the universe of protected areas, although management plans did not take full advantage of these tools. We also found that the broader use of these tools did not guarantee greater managerial effectiveness. We suggest that other governance variables beyond planning strategies must be improved, to ensure a better performance of protected areas. Copyright © 2017 Elsevier Ltd. All rights reserved.

  12. Strategic Planning at Carroll Community College

    ERIC Educational Resources Information Center

    Clagett, Craig A.

    2004-01-01

    Guided by clear planning principles, and under the custodial care of a governance council, the model strategic planning process at Carroll Community College is evidence-driven, connected to budget decisions, and continuously refreshed.

  13. Strategic Planning and Management in Defense Systems Acquisition

    DTIC Science & Technology

    2014-04-30

    Strategic planning, according to Dr. John Bryson (2010), offers many benefits to public-sector organizations:  Promotes strategic thinking, acting, and...planning in particular—and has proven its value (Barzelay & Campbell, 2003; Berman & West, 1998; Berry & Wechsler, 1995; Boyne & Gould-Williams, 2003...national survey. Public Administration Review, 55(2), 159–68. Boyne , G. A., & Gould-Williams, J. (2003). Planning and performance in public organizations

  14. 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…

  15. 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…

  16. 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…

  17. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... Assessing Performance § 195.27 Strategic plan. (a) Alternative election. The appropriate Federal banking... under an approved plan for at least one year. (b) Data reporting. The appropriate Federal banking agency... any multi-year plan must include annual interim measurable goals under which the appropriate Federal...

  18. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... Assessing Performance § 195.27 Strategic plan. (a) Alternative election. The appropriate Federal banking... under an approved plan for at least one year. (b) Data reporting. The appropriate Federal banking agency... any multi-year plan must include annual interim measurable goals under which the appropriate Federal...

  19. 12 CFR 195.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... Assessing Performance § 195.27 Strategic plan. (a) Alternative election. The appropriate Federal banking... under an approved plan for at least one year. (b) Data reporting. The appropriate Federal banking agency... any multi-year plan must include annual interim measurable goals under which the appropriate Federal...

  20. Strategic planning for post-disaster temporary housing.

    PubMed

    Johnson, Cassidy

    2007-12-01

    Temporary housing programmes suffer from excessively high cost, late delivery, poor location, improper unit designs and other inherent issues. These issues can be attributed in part to a prevalence of ad hoc tactical planning, rather than pre-disaster strategic planning, for reconstruction undertaken by governments and non-governmental organisations (NGOs) in the chaotic post-disaster environment. An analysis of the process and outcomes from six case studies of temporary housing programmes after disasters in Turkey and Colombia in 1999, Japan in 1995, Greece in 1986, Mexico in 1985, and Italy in 1976 yields information about the extent to which strategic planning is employed in temporary housing programmes, as well as common issues in temporary housing. Based on an understanding of these common issues, this paper proposes a framework for strategic planning for temporary housing that identifies organisational designs and available resources for temporary housing before the disaster, but allows modifications to fit the specific post-disaster situation.

  1. A Strategic Planning Process Model for Distance Education

    ERIC Educational Resources Information Center

    Pisel, Kenneth P.

    2008-01-01

    As more institutions seek to implement or expand distance learning programs, it becomes critical to integrate distance learning programs into broader strategic visions and plans. Using the informed opinion from a panel of peer-nominated experts via iterative Delphi questionnaires, a 10-phased strategic planning process model for distance education…

  2. 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…

  3. U.S. Department of Transportation strategic plan

    DOT National Transportation Integrated Search

    2010-01-01

    This Strategic Plan describes the Department of Transportations new ideas through : goals, strategies and the results we will achieve to improve the United States : transportation sector. We have set policy goals in five strategic areas: Safety, R...

  4. NASA reports

    NASA Technical Reports Server (NTRS)

    Obrien, John E.; Fisk, Lennard A.; Aldrich, Arnold A.; Utsman, Thomas E.; Griffin, Michael D.; Cohen, Aaron

    1992-01-01

    Activities and National Aeronautics and Space Administration (NASA) programs, both ongoing and planned, are described by NASA administrative personnel from the offices of Space Science and Applications, Space Systems Development, Space Flight, Exploration, and from the Johnson Space Center. NASA's multi-year strategic plan, called Vision 21, is also discussed. It proposes to use the unique perspective of space to better understand Earth. Among the NASA programs mentioned are the Magellan to Venus and Galileo to Jupiter spacecraft, the Cosmic Background Explorer, Pegsat (the first Pegasus payload), Hubble, the Joint U.S./German ROSAT X-ray Mission, Ulysses to Jupiter and over the sun, the Astro-Spacelab Mission, and the Gamma Ray Observatory. Copies of viewgraphs that illustrate some of these missions, and others, are provided. Also discussed were life science research plans, economic factors as they relate to space missions, and the outlook for international cooperation.

  5. NASA reports

    NASA Astrophysics Data System (ADS)

    Obrien, John E.; Fisk, Lennard A.; Aldrich, Arnold A.; Utsman, Thomas E.; Griffin, Michael D.; Cohen, Aaron

    Activities and National Aeronautics and Space Administration (NASA) programs, both ongoing and planned, are described by NASA administrative personnel from the offices of Space Science and Applications, Space Systems Development, Space Flight, Exploration, and from the Johnson Space Center. NASA's multi-year strategic plan, called Vision 21, is also discussed. It proposes to use the unique perspective of space to better understand Earth. Among the NASA programs mentioned are the Magellan to Venus and Galileo to Jupiter spacecraft, the Cosmic Background Explorer, Pegsat (the first Pegasus payload), Hubble, the Joint U.S./German ROSAT X-ray Mission, Ulysses to Jupiter and over the sun, the Astro-Spacelab Mission, and the Gamma Ray Observatory. Copies of viewgraphs that illustrate some of these missions, and others, are provided. Also discussed were life science research plans, economic factors as they relate to space missions, and the outlook for international cooperation.

  6. 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.

  7. Joint Chiefs of Staff > Directorates > J5 | Strategic Plans and Policy

    Science.gov Websites

    Quadrilateral Logistics Forum J5 | Strategic Plans and Policy J6 | C4 & Cyber J7 | Joint Force Development J8 | Force Structure, Resources & Assessment Contact J5 Strategic Plans and Policy Home : Directorates : J5 | Strategic Plans and Policy Mission The Joint Staff J5 proposes strategies, plans, and

  8. Safeguards Technology Strategic Planning Pentachart

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

    Carroll, C. J.

    Builds on earlier strategic planning workshops conducted for SGIT, SGTS, and SGCP. Many of recommendations from these workshops have been successfully implemented at the IAEA. Provide a context for evaluating new approaches for anticipated safeguards challenges of the future. Approach used by government and military to plan for an uncertain future. Uses consensus decision-making.

  9. 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...

  10. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... involvement in formulating the plan, written public comment on the plan, and any response by the bank to... 12 Banks and Banking 5 2012-01-01 2012-01-01 false Strategic plan. 345.27 Section 345.27 Banks and Banking FEDERAL DEPOSIT INSURANCE CORPORATION REGULATIONS AND STATEMENTS OF GENERAL POLICY COMMUNITY...

  11. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... involvement in formulating the plan, written public comment on the plan, and any response by the bank to... 12 Banks and Banking 5 2013-01-01 2013-01-01 false Strategic plan. 345.27 Section 345.27 Banks and Banking FEDERAL DEPOSIT INSURANCE CORPORATION REGULATIONS AND STATEMENTS OF GENERAL POLICY COMMUNITY...

  12. 12 CFR 345.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... involvement in formulating the plan, written public comment on the plan, and any response by the bank to... 12 Banks and Banking 4 2011-01-01 2011-01-01 false Strategic plan. 345.27 Section 345.27 Banks and Banking FEDERAL DEPOSIT INSURANCE CORPORATION REGULATIONS AND STATEMENTS OF GENERAL POLICY COMMUNITY...

  13. 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…

  14. 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

  15. 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

  16. 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…

  17. Strategic Information Systems Planning.

    ERIC Educational Resources Information Center

    Rowley, Jennifer

    1995-01-01

    Strategic Information Systems Planning (SISP) is the process of establishing a program for implementation and use of information systems in ways that will optimize effectiveness of information resources and use them to support the objectives of the organization. Basic steps in SISP methodology are outlined. (JKP)

  18. 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.

  19. 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...

  20. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... involvement in formulating the plan, written public comment on the plan, and any response by the bank to... 12 Banks and Banking 3 2012-01-01 2012-01-01 false Strategic plan. 228.27 Section 228.27 Banks and Banking FEDERAL RESERVE SYSTEM (CONTINUED) BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM COMMUNITY...

  1. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... involvement in formulating the plan, written public comment on the plan, and any response by the bank to... 12 Banks and Banking 3 2011-01-01 2011-01-01 false Strategic plan. 228.27 Section 228.27 Banks and Banking FEDERAL RESERVE SYSTEM (CONTINUED) BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM COMMUNITY...

  2. 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.

  3. 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…

  4. 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...

  5. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... response by the bank to public comment on the plan. (3) Criteria for evaluating plan. The Board evaluates a... 12 Banks and Banking 3 2013-01-01 2013-01-01 false Strategic plan. 228.27 Section 228.27 Banks and Banking FEDERAL RESERVE SYSTEM (CONTINUED) BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM (CONTINUED...

  6. 12 CFR 228.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... response by the bank to public comment on the plan. (3) Criteria for evaluating plan. The Board evaluates a... 12 Banks and Banking 3 2014-01-01 2014-01-01 false Strategic plan. 228.27 Section 228.27 Banks and Banking FEDERAL RESERVE SYSTEM (CONTINUED) BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM (CONTINUED...

  7. 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…

  8. 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.

  9. 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.

  10. Strategic Plan 2013 to 2016

    ERIC Educational Resources Information Center

    Lumina Foundation for Education, 2013

    2013-01-01

    In 2009, Lumina Foundation released its first strategic plan, based on the goal that 60% of Americans obtain a high-quality postsecondary degree or credential by 2025-- a goal now known as Goal 2025. Much has changed even in the short time since that plan was written, both in the external environment and in what has been learned from this work.…

  11. 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…

  12. NASA Earth Science Update with Information Science Technology

    NASA Technical Reports Server (NTRS)

    Halem, Milton

    2000-01-01

    This viewgraph presentation gives an overview of NASA earth science updates with information science technology. Details are given on NASA/Earth Science Enterprise (ESE)/Goddard Space Flight Center strategic plans, ESE missions and flight programs, roles of information science, ESE goals related to the Minority University-Space Interdisciplinary Network, and future plans.

  13. 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…

  14. 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.

  15. 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...

  16. 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)

  17. 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

  18. Strategic Planning and Management in Defense Systems Acquisition

    DTIC Science & Technology

    2013-10-01

    to Dr. John Bryson (2010), offers many benefits to public-sector organizations: • Promotes strategic thinking, acting, and learning; • Improves...and with strategic planning in particular—and has proven its value (Barzelay & Campbell, 2003; Berman & West, 1998; Berry & Wechsler, 1995; Boyne ...national survey. Public Administration Review, 55(2), 159–68. Boyne , G. A., & Gould-Williams, J. (2003). Planning and performance in public organizations

  19. Institutional Research's Role in Strategic Planning

    ERIC Educational Resources Information Center

    Voorhees, Richard A.

    2008-01-01

    Institutions that have organized and centralized their data enjoy an obvious advantage in grappling with strategic planning and other issues. As the drumbeat for accountability, planning, and demonstrating effectiveness to internal and external stakeholders intensifies, the stature and importance of institutional research offices on most campuses…

  20. 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...

  1. 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...

  2. 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...

  3. 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

  4. Strategic Planning to Enhance Teaching and Learning with Technology

    ERIC Educational Resources Information Center

    Delamarter, Steve

    2006-01-01

    Seminaries across North America are continuing to expand their use of technology for theological education. This article explores eight issues surrounding the strategic planning process when it comes to technology. These have to do with the obstacles to fresh thinking, the current best practices in strategic planning processes, detailed…

  5. Strategic Planning Techniques: Matching External Assessment with Internal Audit.

    ERIC Educational Resources Information Center

    Groff, Warren H.

    The literature on strategic planning, and the capabilities of Massachusetts system of public postsecondary education were assessed, as part of a 1981 leadership seminar. Teams from all public postsecondary education institutions in the state reviewed the basic concepts of strategic planning; critically analyzed the environment external to their…

  6. Transforming Student Affairs Strategic Planning into Tangible Results

    ERIC Educational Resources Information Center

    Taylor, Simone Himbeault; Matney, Malinda M.

    2007-01-01

    The Division of Student Affairs at the University of Michigan has engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, bringing together the guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a…

  7. NASA's Physics of the Cosmos and Cosmic Origins programs manage Strategic Astrophysics Technology (SAT) development

    NASA Astrophysics Data System (ADS)

    Pham, Thai; Thronson, Harley; Seery, Bernard; Ganel, Opher

    2016-07-01

    The strategic astrophysics missions of the coming decades will help answer the questions "How did our universe begin and evolve?" "How did galaxies, stars, and planets come to be?" and "Are we alone?" Enabling these missions requires advances in key technologies far beyond the current state of the art. NASA's Physics of the Cosmos2 (PCOS), Cosmic Origins3 (COR), and Exoplanet Exploration Program4 (ExEP) Program Offices manage technology maturation projects funded through the Strategic Astrophysics Technology (SAT) program to accomplish such advances. The PCOS and COR Program Offices, residing at the NASA Goddard Space Flight Center (GSFC), were established in 2011, and serve as the implementation arm for the Astrophysics Division at NASA Headquarters. We present an overview of the Programs' technology development activities and the current technology investment portfolio of 23 technology advancements. We discuss the process for addressing community-provided technology gaps and Technology Management Board (TMB)-vetted prioritization and investment recommendations that inform the SAT program. The process improves the transparency and relevance of our technology investments, provides the community a voice in the process, and promotes targeted external technology investments by defining needs and identifying customers. The Programs' priorities are driven by strategic direction from the Astrophysics Division, which is informed by the National Research Council's (NRC) "New Worlds, New Horizons in Astronomy and Astrophysics" (NWNH) 2010 Decadal Survey report [1], the Astrophysics Implementation Plan (AIP) [2] as updated, and the Astrophysics Roadmap "Enduring Quests, Daring Visions" [3]. These priorities include technology development for missions to study dark energy, gravitational waves, X-ray and inflation probe science, and large far-infrared (IR) and ultraviolet (UV)/optical/IR telescopes to conduct imaging and spectroscopy studies. The SAT program is the

  8. 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...

  9. Strategic Planning, 2000-2005.

    ERIC Educational Resources Information Center

    Tennessee State Board of Regents, Nashville.

    This report presents cycle four of the strategic planning process at the State University and Community College System of Tennessee. The cycle extends for five fiscal years from 2000 to 2005, and is meant to: (1) provide a blueprint of the systems vision; (2) provide guidelines to facilitate setting system policy and priorities; (3) provide…

  10. 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…

  11. Dynamic Strategic Planning in a Professional Knowledge-Based Organization

    ERIC Educational Resources Information Center

    Olivarius, Niels de Fine; Kousgaard, Marius Brostrom; Reventlow, Susanne; Quelle, Dan Grevelund; Tulinius, Charlotte

    2010-01-01

    Professional, knowledge-based institutions have a particular form of organization and culture that makes special demands on the strategic planning supervised by research administrators and managers. A model for dynamic strategic planning based on a pragmatic utilization of the multitude of strategy models was used in a small university-affiliated…

  12. The State University System 2025 System Strategic Plan. Revised

    ERIC Educational Resources Information Center

    Board of Governors, State University System of Florida, 2014

    2014-01-01

    The State University System 2025 Strategic Plan strengthens the Board of Governors' commitment to achieving excellence in the tripartite mission of its state universities--teaching, research, and public service--for the benefit of Florida's citizens, their communities, and the state economy. The Strategic Plan is a living document that helps align…

  13. 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

  14. 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.

  15. 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.

  16. FY16-20 Strategic Plan.

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

    Harwell, Amber Suzanne

    2015-07-01

    Welcome to our FY16–FY20 Strategic Plan, which both refects our continued dedication to the work we do and reinforces the importance of the integrated Laboratories’ strategic framework to our future. This document is the result of the leadership team’s journey over the past few years in response to the needs of our nation. In an external environment that continues to change, sometimes in unexpected ways, it is critical that our mission areas and our foundation become increasingly synergistic, forming a whole whose parts are interdependent.

  17. 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.

  18. NASA metric transition plan

    NASA Technical Reports Server (NTRS)

    1992-01-01

    NASA science publications have used the metric system of measurement since 1970. Although NASA has maintained a metric use policy since 1979, practical constraints have restricted actual use of metric units. In 1988, an amendment to the Metric Conversion Act of 1975 required the Federal Government to adopt the metric system except where impractical. In response to Public Law 100-418 and Executive Order 12770, NASA revised its metric use policy and developed this Metric Transition Plan. NASA's goal is to use the metric system for program development and functional support activities to the greatest practical extent by the end of 1995. The introduction of the metric system into new flight programs will determine the pace of the metric transition. Transition of institutional capabilities and support functions will be phased to enable use of the metric system in flight program development and operations. Externally oriented elements of this plan will introduce and actively support use of the metric system in education, public information, and small business programs. The plan also establishes a procedure for evaluating and approving waivers and exceptions to the required use of the metric system for new programs. Coordination with other Federal agencies and departments (through the Interagency Council on Metric Policy) and industry (directly and through professional societies and interest groups) will identify sources of external support and minimize duplication of effort.

  19. Physician input: a critical strategic-planning tool.

    PubMed

    Rovinsky, Michael

    2002-01-01

    To establish effective working relationships with medical staff and community physicians, an IDS must adopt a strategic-planning approach that adequately incorporates physicians' needs and expectations. Research shows that most physicians considered the IDS's market position, the degree to which the IDS can offer physicians practice-enhancing capabilities, and physician involvement in IDS governance to be critical factors for the success of an IDS. By establishing a meaningful role for physicians in the organizational strategic-planning process, an IDS can significantly improve its market position and its relationships with physicians.

  20. 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).

  1. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    ERIC Educational Resources Information Center

    Baaki, John; Moseley, James L.

    2011-01-01

    This article shares experiences that participants had playing the game of STRATEGO and how the activity may be linked to strategic planning and thinking. Among the human performance technology implications of playing this game are that gamers agreed on a framework for rules, took stock on where they wanted to go in the future, and generated a risk…

  2. Charting a new course in transportation : transportation strategic planning seminars

    DOT National Transportation Integrated Search

    1993-01-01

    In support of the Department's Strategic Planning effort in the Office of the : Secretary, the Transportation Strategic Planning and Analysis staff of the : John A. Volpe National Transportation Systems Center conducted aseries of : eight one-day sem...

  3. Bearings on the Future: The Tidewater Community College Strategic Plan.

    ERIC Educational Resources Information Center

    Tidewater Community Coll., Norfolk, VA.

    This document describes strategic planning at Tidewater Community College (TCC) (Virginia). The TCC strategic plan is the culmination of two years of intensive discussions among the college faculty, students, and board members, as well as the members of the South Hampton Roads community at large. This plan comprises three sections. The first…

  4. Strategic Planning and the Small Public Library: A Case Study.

    ERIC Educational Resources Information Center

    Barrish, Alan; Carrigan, Dennis

    1991-01-01

    Discussion of the need for strategic planning in public libraries highlights a case study of a small resort town library, the Crawford Memorial Library, in Monticello, New York. Deciding on specific library roles and planning their implementation are described, and the importance of environment and competition in strategic planning is explained.…

  5. Administering Adult Literacy Programs: The Role of Strategic Planning.

    ERIC Educational Resources Information Center

    Michael, Steve Olu

    In an era of rising public criticism of education and decreasing resources, strategic planning can be a major tool for educational administrators who wish to respond to the increasing challenges their adult literacy programs face. Strategic planning can be defined as a disciplined effort to produce fundamental decisions and actions that shape and…

  6. Examples of Strategic Planning at Several Levels.

    ERIC Educational Resources Information Center

    Pailthorp, Keith G.

    1986-01-01

    Three different approaches to environmental scanning for strategic planning are offered. Long-range planning in the San Francisco Community College District, the University of Nevada, Reno, and the California Postsecondary Education Commission are described. (MLW)

  7. Strategic plan modelling by hospital senior administration to integrate diversity management.

    PubMed

    Newhouse, John J

    2010-11-01

    Limited research suggests that some hospital senior administrators and chief executive officers (CEOs) have employed a strategic planning function to achieve diversity management practices. As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavour becomes significant for senior hospital administrators. What is not well understood is what this strategic planning process represents and how it is applied to integrate diversity management. Scant research exists about the type of strategic models that hospital CEOs employ when they wish to reposition their organizations through diversity management. This study examines the strategic planning models used by senior administrators to integrate diversity management for an institutional-wide agenda. A qualitative survey process was used for CEOs in the states of New York, Pennsylvania, New Jersey and Delaware. The key research questions dealt with what type of strategic plan approach senior administrators used for integrating diversity management and what rationale they used to pursue this. Significant differences were reported between three types of strategic plan modelling used by CEOs. Also, when comparing past and current practices over time, such differences existed. The need to integrate diversity management is underscored by this study. How senior hospital administrators apply strategic plan models and what impact these approaches have represent the major implications that this study offers.

  8. 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.

  9. NCVER's Strategic Plan: 2017-20

    ERIC Educational Resources Information Center

    National Centre for Vocational Education Research (NCVER), 2017

    2017-01-01

    NCVER's latest strategic plan outlines the vision and mission, and 7 strategic objectives and interrelated actions, that will direct company activities for the next 3 years. It also details the values that underpin our culture, our commitment to quality and integrity, measures of success against the objectives, and principles of practice and…

  10. 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.

  11. 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…

  12. Board of Regents' Montana University System (MUS) Strategic Plan 2016

    ERIC Educational Resources Information Center

    Montana University System, 2016

    2016-01-01

    The Montana University System Strategic Plan is the primary planning document of the Board of Regents. The Plan sets forth an agenda for higher education in Montana by delineating the strategic directions, goals, and objectives that guide the Montana University System (MUS). In July 2006, after several years of study, public dialogue, and internal…

  13. 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…

  14. Strategic Plans in Higher Education: Planning to Survive and Prosper in the New Economy

    ERIC Educational Resources Information Center

    Luu, Hung Nguyen Quoc

    2006-01-01

    In the era of globalization, many schools have recognized strategic planning as the key factor to enhance their organizational performance. To survive and prosper in this hyper-competitive environment, institutional leaders are to implement strategic planning to help match all activities of the school to its environment and to its resource…

  15. 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...

  16. Strategic Planning and NRC Decadal Survey Experience

    NASA Astrophysics Data System (ADS)

    Lautenbacher, C. C., Jr.

    2015-12-01

    Strategic planning exercises are routinely undertaken by a wide variety of organizations that span the private, public and academic sectors and with a wide variety of corporate goals. It is difficult to single out best procedures as the purposes of strategic planning are as varied as the organizations. As a former head of a governmental agency that requested such a NRC study, namely the first "Earth Sciences and Applications from Space" study, I will examine the process, provide my definitions and assessments of the good and the not-so-good, and compare to my experiences with other similar strategic planning exercises during my Navy, NOAA, and private sector careers. I find that there is always room for improvement, but there is no one process or procedure that can guarantee success. Overarching initial considerations that can position the effort for overall "success" will be defined and applied to the recent NSC Study: "Sea Change: 2015-2025 Decadal Survey of Ocean Science", for which I was neither an initiator nor a participant, but a very interested observer.

  17. 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…

  18. Strategic planning applied to quality in asthma management for children.

    PubMed

    Goonan, K J; Healy, J M; Jordan, H S; Zazzali, J L; Horowitz, M

    1993-01-01

    This strategic plan translates the HCHP vision statement into a working plan for one major clinical condition--asthma in children. It is a working plan for clinicians and managers across specialties and levels. The results of the projects will improve in a measurable way significant clinical practice and outcomes, in keeping with the FY 1993 strategic goals.

  19. Entrepreneurial Spirit in Strategic Planning.

    ERIC Educational Resources Information Center

    Riggs, Donald E.

    1987-01-01

    Presents a model which merges the concepts of entrepreneurship with those of strategic planning to create a library management system. Each step of the process, including needs assessment and policy formation, strategy choice and implementation, and evaluation, is described in detail. (CLB)

  20. State of Washington Strategic Information Technology Plan.

    ERIC Educational Resources Information Center

    Washington State Dept. of Information Services, Olympia. Policy and Regulation Div.

    The Strategic Information Technology Plan of Washington is introduced and explained. The plan is mandated by state law to create a new framework for communication and collaboration to bring together agency technology planning with the achievement of statewide information technology goals and strategies. It provides a point of reference for the…

  1. 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.

  2. SmartWay strategic plan : 2007 annual report

    DOT National Transportation Integrated Search

    2007-12-01

    This document presents an update to the ITS Strategic Plan, effective December 2007. The key plan elements are listed below: a definition of ITS, ITS user services relevant to the agency; performance measures to identify roadway segments and corridor...

  3. 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.

  4. 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.

  5. 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)

  6. Strategic Planning for Technological Change

    ERIC Educational Resources Information Center

    Strong, Bart

    2007-01-01

    Strategic planning can become downright treacherous if one's institution depends heavily on technology, because technology changes course frequently. Technological change is somewhat predictable, and doing nothing is not an option. A number of complex factors hasten technological change. Limits on performance, breakthrough technology, market…

  7. 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…

  8. Space Suits and Crew Survival Systems Branch Education and Public Outreach Support of NASA's Strategic Goals in Fiscal Year 2012

    NASA Technical Reports Server (NTRS)

    Jennings, Mallory A.

    2012-01-01

    As NASA plans to send people beyond low Earth orbit, it is important to educate and inspire the next generation of astronauts, engineers, scientist, and general public. This is so important to NASA future that it is one of the agencies strategic goals. The Space Suits and Crew Survival Systems Branch at Johnson Space Center (JSC) is actively involved in helping to achieve this goal by sharing our hardware and technical experts with students, educators, and the general public and educating them about the challenges of human space flight, with Education and Public Outreach (EPO). This paper summarizes the Space Suit and Crew Survival Systems Branch EPO efforts throughout fiscal year 2012.

  9. Space Suits and Crew Survival Systems Branch Education and Public Outreach Support of NASA's Strategic Goals in Fiscal Year 2012

    NASA Technical Reports Server (NTRS)

    Jennings, Mallory A.

    2013-01-01

    As NASA plans to send people beyond low Earth orbit, it is important to educate and inspire the next generation of astronauts, engineers, scientists, and the general public. This is so important to NASA s future that it is one of the agency s strategic goals. The Space Suits and Crew Survival Systems Branch at Johnson Space Center (JSC) is actively involved in achieving this goal by sharing our hardware and technical experts with students, educators, and the general public and educating them about the challenges of human space flight, with Education and Public Outreach (EPO). This paper summarizes the Space Suit and Crew Survival Systems Branch EPO efforts throughout fiscal year 2012.

  10. Learning Strategic Planning from Australian and New Zealand University Experience

    ERIC Educational Resources Information Center

    Zhang, Anfu

    2014-01-01

    Initiating a strategic development plan is necessary for universities to be managed scientifically; a university's strategic development plan includes both the educational philosophy and development orientation as determined by the university, including the future reallocation of resources and measures for their integration. The development…

  11. 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.

  12. 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.

  13. 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,…

  14. 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…

  15. 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…

  16. Strategic Planning for Divorce Mediation.

    ERIC Educational Resources Information Center

    Weingarten, Helen R.

    1986-01-01

    Presents a theoretical model that focuses attention on the multiple arenas of life that are disrupted by divorce, the emotional stages of divorce, and the interpersonal dynamics of separating couples. Discusses the implications of these factors for strategically planning and carrying out the mediation process. (Author/ABB)

  17. What Can the Business World Teach Us about Strategic Planning?

    ERIC Educational Resources Information Center

    Spackman, Jonathan S.; Thorup, Jennifer; Howell, Scott L.

    2015-01-01

    The need for a reliable strategic planning framework for distance educators and their institutions has never been greater than it is now. Increased government regulations, accreditation standards, and competition are converging with decreased funding from federal, state, and private sources, and administrators require better strategic planning. A…

  18. NASA's Education Program

    NASA Technical Reports Server (NTRS)

    1993-01-01

    NASA's current education programs, which will be examined under its Strategic Plan for Education are presented. It is NASA's first goal to maintain this base - revising, expanding, or eliminating programs as necessary. Through NASA's second goal, new education reform initiatives will be added which specifically address NASA mission requirements, national educational reform, and Federal Coordinating Council for Science, Engineering, and Technology (FCCSET) priorities. The chapters in this publication are divided by educational levels, with additional sections on programs to improve the technological competence of students and on an array of NASA published materials to supplement programs. The resource section lists NASA's national and regional Teacher Resource Centers and introduces the reader to NASA's Central Operation of Resources for Educators (CORE), which distributes materials in audiovisual format.

  19. [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.

  20. The development and implementation of a strategic and tactical planning framework at Mayo Clinic Arizona.

    PubMed

    Frey, Keith; Cranmer, John Jack; Kirby, Lani J; Lenko, Paul H; Vrabel, Amy Z

    2005-01-01

    This article describes the Mayo Arizona process for developing an information technology strategic plan. The background of organizational events that gave rise to this strategic planning process is presented. A cross-functional team of key IT stakeholders was convened; the team used a facilitated process to derive a pro forma set of IT strategic objectives from the larger organization's emerging strategic plan. A broad set of leadership interviews was conducted to further identify detailed objectives that would confirm, complement, or conflict with the "strawperson." The IT strategic objectives then were refined and published by the organization. The article also describes the annual process of reviewing the IT strategic plan and translating it to a set of tactical objectives. This includes the committee structure for project prioritization, which is guided by the IT strategic plan. The outcome of the prioritization process is a five-year IT tactical plan, which is used to communicate the IT action plan for achievement of the strategic objectives. The strategic and tactical plans have resulted in stronger ownership and advocacy of IT activities by organizational leadership and a clearer view of the impact of technology on the organization's strategic plan.

  1. 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…

  2. 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

  3. House Hearing NASA Human Spaceflight Plan

    NASA Image and Video Library

    2010-05-25

    NASA Administrator Charles Bolden testifies during a hearing before the House Science and Technology Committee, Tuesday, May 26, 2010, at the Rayburn House office building on Capitol Hill in Washington. The hearing was to review proposed human spaceflight plan by NASA. Photo Credit: (NASA/Paul E. Alers)

  4. Kentucky's highway incident management strategic plan.

    DOT National Transportation Integrated Search

    2005-06-01

    Kentucky s Highway Incident Management Strategic Plan consists of a mission statement, 4 goals, 16 objectives, and 49 action strategies. The action strategies are arranged by priority and recommended time frame for implementation. When implemented...

  5. 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...

  6. Strategic planning in hospitals in two Australian states: an exploratory study of its practice using planning documentation.

    PubMed

    Jayasuriya, R; Sim, A B

    1998-01-01

    Hospitals are under pressure to respond to new challenges and competition. Many hospitals have used strategic planning to respond to these environmental changes. This exploratory study examines the extent of strategic planning in hospitals in two Australian States, New South Wales and Victoria, using a sample survey. Based on planning documentation, the study indicated that 47% of the hospitals surveyed did not have a strategic or business plan. A significant difference was found in the comprehensiveness of the plans between the two States. Plans from Victorian hospitals had more documented evidence of external/internal analysis, competitor orientation and customer orientation compared with plans from New South Wales hospitals. The paper discusses the limitations of the study and directions for future research.

  7. Strategic School Planning in Jordan

    ERIC Educational Resources Information Center

    Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi

    2012-01-01

    The study aimed to measuring the applying degree of the strategic school planning stages at the Governmental high schools from the educational supervisors and principals perspective in the directorates related to Amman city, the study society was formed of the educational supervisors and principals working at Educational directorates related to…

  8. Financing strategic plans for not-for-profits.

    PubMed

    Wong-Hammond, Laca; Damon, Lorie

    2013-07-01

    To succeed in today's complex economic environment, a not-for-profit health system requires an effective strategic capital planning process that harmonizes three elements: The organization's long-term business plan and mission. Existing financial resources and finance options available to support the organization's business plan. Financial risk and return on equity to the organization's stakeholders (within acceptable parameters for business risk).

  9. IVHS Denver Metro Area, Strategic Plan

    DOT National Transportation Integrated Search

    1992-10-01

    THE IVHS STRATEGIC PLAN WHICH FOLLOWS DEFINES THE CURRENT SITUATION AND EXISTING CONDITIONS IN THE DENVER AREA; PROVIDES BACKGROUND INFORMATION DESCRIBING IVHS SYSTEMS; DETAILS REGIONAL GOALS AND OBJECTIVES; LISTS AND DESCRIBES THE MENU OF 44 POTENTI...

  10. NOAA Office of Exploration and Research > About OER > Strategic Plan

    Science.gov Websites

    Organization Guiding Documents Organizational Structure Map of Staff and Affiliate Locations Strategic Plan Media News Room OER Symposium Overview Organization Guiding Documents Organizational Structure Map of Strategic Plan Home About OER Overview Organization Guiding Documents Organizational Structure Map of Staff

  11. 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

  12. 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…

  13. 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.

  14. 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.

  15. Strategic Planning (Thinking) for the Digital Era.

    ERIC Educational Resources Information Center

    Groff, Warren H.

    This paper examines trends and issues in strategic planning for business and educational institutions on an international level. The paper is organized into sections on analysis, visions, and action plans. Under "analysis" the discussion focuses on commerce (electronic commerce, Asia Pacific, Europe, and the Americas, and stages of the…

  16. 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

  17. 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:…

  18. Priority-setting and hospital strategic planning: a qualitative case study.

    PubMed

    Martin, Douglas; Shulman, Ken; Santiago-Sorrell, Patricia; Singer, Peter

    2003-10-01

    To describe and evaluate the priority-setting element of a hospital's strategic planning process. Qualitative case study and evaluation against the conditions of 'accountability for reasonableness' of a strategic planning process at a large urban university-affiliated hospital. The hospital's strategic planning process met the conditions of 'accountability for reasonableness' in large part. Specifically: the hospital based its decisions on reasons (both information and criteria) that the participants felt were relevant to the hospital; the number and type of participants were very extensive; the process, decisions and reasons were well communicated throughout the organization, using multiple communication vehicles; and the process included an ethical framework linked to an effort to evaluate and improve the process. However, there were opportunities to improve the process, particularly by giving participants more time to absorb the information relevant to priority-setting decisions, more time to take difficult decisions and some means to appeal or revise decisions. A case study linked to an evaluation using 'accountability for reasonableness' can serve to improve priority-setting in the context of hospital strategic planning.

  19. 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.

  20. House Hearing NASA Human Spaceflight Plan

    NASA Image and Video Library

    2010-05-25

    NASA Administrator Charles Bolden makes a point as he testifies during a hearing before the House Science and Technology Committee, Tuesday, May 26, 2010, at the Rayburn House office building on Capitol Hill in Washington. The hearing was to review proposed human spaceflight plan by NASA. Photo Credit: (NASA/Paul E. Alers)

  1. 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…

  2. 76 FR 40753 - NASA Advisory Council; Aeronautics Committee; Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-07-11

    ... strategy Verification and Validation of Flight Critical Systems planning update NASA Aeronautics systems analysis and strategic planning It is imperative that this meeting be held on this date to accommodate the... aeronautics community and other persons, research and technical information relevant to program planning...

  3. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... been designated as a wholesale or limited purpose savings association, shall emphasize lending and... savings association's record of helping to meet the credit needs of its assessment area(s) under a strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in this...

  4. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... been designated as a wholesale or limited purpose savings association, shall emphasize lending and... savings association's record of helping to meet the credit needs of its assessment area(s) under a strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in this...

  5. 12 CFR 563e.27 - Strategic plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... been designated as a wholesale or limited purpose savings association, shall emphasize lending and... savings association's record of helping to meet the credit needs of its assessment area(s) under a strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in this...

  6. 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.

  7. Antarctica and the strategic plan for biodiversity

    PubMed Central

    Chown, Steven L.; Brooks, Cassandra M.; Terauds, Aleks; Le Bohec, Céline; van Klaveren-Impagliazzo, Céline; Whittington, Jason D.; Butchart, Stuart H. M.; Coetzee, Bernard W. T.; Collen, Ben; Convey, Peter; Gaston, Kevin J.; Gilbert, Neil; Gill, Mike; Höft, Robert; Johnston, Sam; Kennicutt, Mahlon C.; Kriesell, Hannah J.; Le Maho, Yvon; Lynch, Heather J.; Palomares, Maria; Puig-Marcó, Roser; Stoett, Peter; McGeoch, Melodie A.

    2017-01-01

    The Strategic Plan for Biodiversity, adopted under the auspices of the Convention on Biological Diversity, provides the basis for taking effective action to curb biodiversity loss across the planet by 2020—an urgent imperative. Yet, Antarctica and the Southern Ocean, which encompass 10% of the planet’s surface, are excluded from assessments of progress against the Strategic Plan. The situation is a lost opportunity for biodiversity conservation globally. We provide such an assessment. Our evidence suggests, surprisingly, that for a region so remote and apparently pristine as the Antarctic, the biodiversity outlook is similar to that for the rest of the planet. Promisingly, however, much scope for remedial action exists. PMID:28350825

  8. Strategic Planning at a Small College--Executive Overview

    ERIC Educational Resources Information Center

    Agnew, Robert

    2004-01-01

    In 1994, Baldwin-Wallace College produced a Strategic Plan for Information Technology. This plan mandated changes in the influx of technology, the structure of IT, and technology committees. The published plan included the organizational structure of the College, a SWOT analysis (strengths, weaknesses, opportunities, and threats), ten proposed…

  9. School Site Strategic Planning To Improve District Performance.

    ERIC Educational Resources Information Center

    Lytle, James H.

    This paper describes the evolution of a school-based planning model that accommodates independent approaches to School District of Philadelphia goals. The description centers on key strategic planning decisions made during a 6-year period and three components of the planning model: the organizational monitoring and feedback system; organizational…

  10. Advanced Environmental Monitoring and Control Program: Strategic Plan

    NASA Technical Reports Server (NTRS)

    Schmidt, Gregory

    1996-01-01

    Human missions in space, from short-duration shuttle missions lasting no more than several days to the medium-to-long-duration missions planned for the International Space Station, face a number of hazards that must be understood and mitigated for the mission to be carried out safely. Among these hazards are those posed by the internal environment of the spacecraft itself; through outgassing of toxic vapors from plastics and other items, failures or off-nominal operations of spacecraft environmental control systems, accidental exposure to hazardous compounds used in experiments: all present potential hazards that while small, may accumulate and pose a danger to crew health. The first step toward mitigating the dangers of these hazards is understanding the internal environment of the spacecraft and the compounds contained within it. Future spacecraft will have integrated networks of redundant sensors which will not only inform the crew of hazards, but will pinpoint the problem location and, through analysis by intelligent systems, recommend and even implement a course of action to stop the problem. This strategic plan details strategies to determine NASA's requirements for environmental monitoring and control systems for future spacecraft, and goals and objectives for a program to answer these needs.

  11. 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…

  12. Office of Aviation Medicine Strategic Plan

    DOT National Transportation Integrated Search

    1992-02-01

    This was the first strategic plan for the Office of Aviation Medicine (AAM). : The AAM is a geographically and functionally diverse organization that provides : a wide range of aviation medical services to the FAA and the national and : international...

  13. Iowa Department of Transportation strategic plan

    DOT National Transportation Integrated Search

    1999-08-01

    This report presents the Iowa Department of Transportation's updated strategic plan - an action guide for today's decisions that will help the DOT carry out its objectives in the future and serve its customers with cost effectiveness and quality. The...

  14. 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...

  15. 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.

  16. 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…

  17. Best practices of rural and statewide ITS strategic planning

    DOT National Transportation Integrated Search

    2002-07-01

    The "Best Practices of Rural and Statewide ITS Strategic Planning" document investigates the transferability of rural and statewide ITS planning efforts to other locations and provides "lessons learned" during the ITS planning process in many locatio...

  18. National Security Technology Incubation Strategic Plan

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

    None, None

    This strategic plan contains information on the vision, mission, business and technology environment, goals, objectives, and incubation process of the National Security Technology Incubation Program (NSTI) at Arrowhead Center. The development of the NSTI is a key goal of the National Security Preparedness Project (NSPP). Objectives to achieve this goal include developing incubator plans (strategic, business, action, and operations), creating an incubator environment, creating a support and mentor network for companies in the incubator program, attracting security technology businesses to the region, encouraging existing business to expand, initiating business start-ups, evaluating products and processes of the incubator program, and achievingmore » sustainability of the incubator program. With the events of 9/11, the global community faces ever increasing and emerging threats from hostile groups determined to rule by terror. According to the National Nuclear Security Administration (NNSA) Strategic Plan, the United States must be able to quickly respond and adapt to unanticipated situations as they relate to protection of our homeland and national security. Technology plays a key role in a strong national security position, and the private business community, along with the national laboratories, academia, defense and homeland security organizations, provide this technology. Fostering innovative ideas, translated into relevant technologies answering the needs of NNSA, is the purpose of the NSTI. Arrowhead Center of New Mexico State University is the operator and manager of the NSTI. To develop the NSTI, Arrowhead Center must meet the planning, development, execution, evaluation, and sustainability activities for the program and identify and incubate new technologies to assist the NNSA in meeting its mission and goals. Technology alone does not give a competitive advantage to the country, but the creativity and speed with which it is employed does. For a company

  19. 78 FR 18674 - Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-03-27

    ...-0002] Invitation for Public Comment on Draft DOT Research, Development and Technology Strategic Plan... for public comment on its draft strategic plan, U.S. Department of Transportation, Research, Development and Technology Strategic Plan FY 2013-2018. The new five-year strategic plan will guide the...

  20. 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.

  1. Strategic Planning in Distance Education

    ERIC Educational Resources Information Center

    Kilfoil, Wendy R.

    2003-01-01

    The purpose of strategic planning is to align the institution with the external environment. In fact, it is a complex solution to a complex problem. Environmental change is inevitable and it will always impact one's institution sooner or later. It is better to be proactive, thoughtful, and in charge of change, than to be always in a reactive mode…

  2. 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

  3. 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...

  4. 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.

  5. Pathfinder Project: Five-Year Strategic Plan.

    ERIC Educational Resources Information Center

    Pellissippi State Technical Community Coll., Knoxville, TN.

    This 5-year strategic plan (prepared in 1994) from Pellissippi State Technical Community College in Tennessee examines macro environmental factors (including social, government, economic and technological trends); internal and external market share trends and opportunities; micro environmental factors (including organizational structure, financial…

  6. Materials for the WIIN Strategic Plan

    EPA Pesticide Factsheets

    EPA will also be hosting a webinar on March 23, 2017 to review a draft strategic plan that identifies roles and responsibilities for EPA, states and PWS under the requirements of WIIN. EPA will also be hosting a follow up webinar in May.

  7. Vision 2015: The West Virginia Science and Technology Strategic Plan. Progress Report

    ERIC Educational Resources Information Center

    West Virginia Higher Education Policy Commission, 2014

    2014-01-01

    In 2005, West Virginia science and education leaders developed a strategic plan entitled: "Vision 2015: The West Virginia Science and Technology Strategic Plan." The plan is comprised of five (5) target areas for infrastructure development, with 14 goals for action by designated leaders from higher education, state government, and…

  8. Geospatial Technology Strategic Plan 1997-2000

    USGS Publications Warehouse

    D'Erchia, Frank; D'Erchia, Terry D.; Getter, James; McNiff, Marcia; Root, Ralph; Stitt, Susan; White, Barbara

    1997-01-01

    Executive Summary -- Geospatial technology applications have been identified in many U.S. Geological Survey Biological Resources Division (BRD) proposals for grants awarded through internal and partnership programs. Because geospatial data and tools have become more sophisticated, accessible, and easy to use, BRD scientists frequently are using these tools and capabilities to enhance a broad spectrum of research activities. Bruce Babbitt, Secretary of the Interior, has acknowledged--and lauded--the important role of geospatial technology in natural resources management. In his keynote address to more than 5,500 people representing 87 countries at the Environmental Systems Research Institute Annual Conference (May 21, 1996), Secretary Babbitt stated, '. . .GIS [geographic information systems], if properly used, can provide a lot more than sets of data. Used effectively, it can help stakeholders to bring consensus out of conflict. And it can, by providing information, empower the participants to find new solutions to their problems.' This Geospatial Technology Strategic Plan addresses the use and application of geographic information systems, remote sensing, satellite positioning systems, image processing, and telemetry; describes methods of meeting national plans relating to geospatial data development, management, and serving; and provides guidance for sharing expertise and information. Goals are identified along with guidelines that focus on data sharing, training, and technology transfer. To measure success, critical performance indicators are included. The ability of the BRD to use and apply geospatial technology across all disciplines will greatly depend upon its success in transferring the technology to field biologists and researchers. The Geospatial Technology Strategic Planning Development Team coordinated and produced this document in the spirit of this premise. Individual Center and Program managers have the responsibility to implement the Strategic Plan

  9. Strategic Planning and Doctor Of Nursing Practice Education: Developing Today's and Tomorrow's Leaders.

    PubMed

    Falk, Nancy L; Garrison, Kenneth F; Brown, Mary-Michael; Pintz, Christine; Bocchino, Joseph

    2015-01-01

    Strategic planning and thinking skills are essential for today's nurse leaders. Doctor of nursing practice (DNP) programs provide an opportunity for developing effective nurse strategists. A well-designed strategy course can stimulate intellectual growth at all levels of Bloom's Taxonomy. Discussion forums in online education provide new opportunities for rich interaction among peers en route to development of well-informed strategic plans. An interprofessional perspective adds a rich and vital aspect to doctoral nursing education and it serves to inform strategic plan development. A roadmap for teaching strategic planning to current and future nursing leaders will guide the integration of essential content into DNP programs.

  10. 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…

  11. 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.

  12. 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.

  13. 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.

  14. 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.

  15. Strategic Planning for Education and Training: A Report from the Field.

    ERIC Educational Resources Information Center

    Lund, Teri B.; Barksdale, Susan B.

    1995-01-01

    Reports on the state of strategic planning for education and training in service industries, manufacturing, retailing, and entertainment organizations. A questionnaire surveyed 200 training managers in organizations of over 5,000 employees headquartered primarily in the Pacific Northwest and revealed that strategic planning is becoming a priority.…

  16. NASA's small planetary mission plan released

    NASA Astrophysics Data System (ADS)

    Jones, Richard M.

    A ten-page report just submitted to Congress outlines a new strategy for NASA planetary programs emphasizing small missions. If implemented, this plan would represent a shift away from large “flagship” missions that have characterized many programs of NASA's Solar System Exploration Division.There are a number of reasons for this shift in strategy. The current NASA appropriations bill requires “a plan to stimulate and develop small planetary or other space science projects, emphasizing those which could be accomplished by the academic or research communities.” Budgetary realities make it more difficult to fly large missions. There is also concern about a “significant gap” in data from planetary missions between 1998 and 2004.

  17. Considerations to Enhance the Florida Domestic Security Strategic Plan

    DTIC Science & Technology

    2011-03-01

    In his book, Implementing your Strategic Plan How to Turn “Intent” Into Effective Action for Sustainable Change, C. Davis Fogg suggests that...companies that are long-term, strategic winners faithfully practice 18 keys to strategy implementation (1999). Fogg states to begin, a company must have a...this small group of strategic priority issues will lead one toward an envisioned future ( Fogg , 1999, p. 6). Fogg suggests that it is important

  18. 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.

  19. 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.

  20. Strategic planning for health care management information systems.

    PubMed

    Rosenberger, H R; Kaiser, K M

    1985-01-01

    Using a planning methodology and a structured design technique for analyzing data and data flow, information requirements can be derived to produce a strategic plan for a management information system. Such a long-range plan classifies information groups and assigns them priorities according to the goals of the organization. The approach emphasizes user involvement.

  1. 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.

  2. Strategic Planning for Information Resources Management.

    ERIC Educational Resources Information Center

    Penrod, James; Dolence, Michael

    1987-01-01

    In 1985, California State University/Los Angeles changed the management of its information resources by hiring a vice president for information resources management; reorganizing existing units into an IRM organization; engaging in a detailed, integrated, participative strategic planning process; and initiating several significant projects.…

  3. 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.

  4. Strategic Planning and the Future of Community Colleges.

    ERIC Educational Resources Information Center

    Myran, Gunder A., Ed.; Kelley, Douglas, Ed.

    Designed for institutional leaders facing fundamental questions of changes in mission, goals, external relations, and internal priorities, this collection offers an introduction to strategic planning and descriptions of planning processes at several community colleges. Section I includes the following essays: "What Is Strategic…

  5. 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

  6. 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

  7. 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...

  8. Strategic Planning for Management Information Systems.

    ERIC Educational Resources Information Center

    Ein-Dor, Phillip; Segev, Eli

    1978-01-01

    Two factors predominate in determining the appropriateness of strategic plans for management information systems (MIS)--explicitness (the degree to which the process is conscious, formal, and documented) and situational fit (the degree to which the MIS is compatible with the specific organization and its members). (Author/IRT)

  9. 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.

  10. 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.

  11. Strategic planning: a biomedical communications model.

    PubMed

    Barrett, J E

    1991-01-01

    This article describes a biomedical communications approach to strategic planning. This model produces a short-term plan that allows a department to take the competitive advantage, react to technological change, and make timely decisions on new courses of action. The model calls for self-study, involving staff in brainstorming sessions where options are identified and ideas are prioritized into possible strategies for success. The article recommends that an evaluation and monitoring schedule be implemented after decisions have been made.

  12. Strategic and tactiocal planning for managing national park resources

    Treesearch

    Daniel L. Schmoldt; David L. Peterson

    2001-01-01

    Each National Park Service unit in the United States produces a resource management plan (RMP) every four years or less. These plans constitute a strategic agenda for a park. Later, tactical plans commit budgets and personnel to specific projects over the planning horizon. Yet, neither planning stage incorporates much quantitative and analytical rigor and is devoid of...

  13. Strategic Planning and Retention within the Community College Setting

    ERIC Educational Resources Information Center

    Walters, Evon Washington; McKay, Shaun

    2005-01-01

    Challenging economic conditions, changing student demographics, and heightened levels of accountability require community colleges to address student retention strategically. A historical summary of the community college serves as the platform for the argument for the use of strategic planning as a tool to address both internal and external…

  14. The Effect of Online Planning, Strategic Planning and Rehearsal across Two Proficiency Levels

    ERIC Educational Resources Information Center

    Baleghizadeh, Sasan; Shahri, Mohammad Naseh Nasrollahi

    2017-01-01

    The study presents an investigation of the effect of strategic planning, online planning and rehearsal on the fluency, accuracy and complexity of oral productions at two proficiency levels. Forty EFL participants at low and intermediate levels performed picture story tasks in three different conditions: the online planning only condition,…

  15. NASA's Plan for SDLS Testing

    NASA Technical Reports Server (NTRS)

    Bailey, Brandon

    2015-01-01

    The Space Data Link Security (SDLS) Protocol is a Consultative Committee for Space Data Systems (CCSDS) standard which extends the known Data Link protocols to secure data being sent over a space link by providing confidentiality and integrity services. This plan outlines the approach by National Aeronautics Space Administration (NASA) in performing testing of the SDLS protocol using a prototype based on an existing NASA missions simulator.

  16. Strategic plan : our guide to the future

    DOT National Transportation Integrated Search

    1997-01-01

    The Federal Aviation Administration Logistics Center's strategic plan provides a direction for the future based on analysis of factors affecting current Logistics Center business operations. The FAA Logistics Center management team analyzed the curre...

  17. Federal Student Aid (FSA) Five-Year Strategic Plan. FY 2004-2008

    ERIC Educational Resources Information Center

    US Department of Education, 2004

    2004-01-01

    The FSA Five-Year Strategic Plan is a roadmap for FY 2004-2008 that identifies five long-range strategic objectives, tactical short-term goals, and performance management initiatives. In working toward the goals outlined in the plan, FSA will address a number of key challenges, including legacy system migration, business process re-engineering,…

  18. Issues in NASA program and project management. Special Report: 1993 conference

    NASA Technical Reports Server (NTRS)

    Hoffman, ED (Editor); Kishiyama, Jenny S. (Editor)

    1993-01-01

    This volume is the seventh in an ongoing series on aerospace project management at NASA. Articles in this volume cover the 1993 Conference: perspectives in NASA program/project management; the best job in aerospace; improvements in project management at NASA; strategic planning...mapping the way to NASA's future; new NASA procurement initiatives; international cooperation; and industry, government and university partnership. A section on resources for NASA managers rounds out the publication.

  19. Strategic Planning Study Team. Final Report.

    ERIC Educational Resources Information Center

    Tennessee Univ., Chattanooga.

    This final report presents the results of a University of Tennessee at Chattanooga's (UTC) strategic planning study team, which was charged with documenting computerized services currently available and recommending to the UTC administration areas in which new services should be introduced at the university. A questionnaire was administered to…

  20. 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.

  1. 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.

  2. 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

  3. Lewin's Theory of Planned Change as a strategic resource.

    PubMed

    Shirey, Maria R

    2013-02-01

    This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author explores the use of the Lewin's Theory of Planned Change as a strategic resource to mobilize the people side of change. An overview of the theory is provided along with a discussion of its strengths, limitations, and targeted application.

  4. Living the Plan: Strategic Planning Aligned with Practice and Assessment

    ERIC Educational Resources Information Center

    Sullivan, Timothy M.; Richardson, Emily C.

    2011-01-01

    The purpose of this article is to provide leaders of continuing education enterprises with an integrated model for sustaining strategic planning initiatives. Global economic conditions, shifting competitive forces, continuing calls for accountability, and dramatic changes in institutional funding streams contribute to an environment characterized…

  5. Wyoming Community College Commission Agency 5 Year Strategic Plan, 2015-2019

    ERIC Educational Resources Information Center

    Wyoming Community College Commission, 2017

    2017-01-01

    In 2009, the Wyoming Community College Commission was tasked to create a blue-ribbon panel that would forge a Strategic Plan for the Community College System as a whole. This 5 year strategic plan will serve as a road map moving forward, barring any new legislative, commission or federal requirements that may require a change in the agency's…

  6. Wyoming Community College Commission Agency 5 Year Strategic Plan, 2014-2018

    ERIC Educational Resources Information Center

    Wyoming Community College Commission, 2017

    2017-01-01

    In 2009, the Wyoming Community College Commission was tasked to create a blue-ribbon panel that would forge a Strategic Plan for the Community College System as a whole. This 5 year strategic plan will serve as a road map moving forward, barring any new legislative, commission or federal requirements that may require a change in the agency's…

  7. NASA Science Institutes Plan. Report of the NASA Science Institutes Team: Final Publication (Incorporating Public Comments and Revisions)

    NASA Technical Reports Server (NTRS)

    1996-01-01

    This NASA Science Institute Plan has been produced in response to direction from the NASA Administrator for the benefit of NASA Senior Management, science enterprise leaders, and Center Directors. It is intended to provide a conceptual framework for organizing and planning the conduct of science in support of NASA's mission through the creation of a limited number of science Institutes. This plan is the product of the NASA Science Institute Planning Integration Team (see Figure A). The team worked intensively over a three-month period to review proposed Institutes and produce findings for NASA senior management. The team's activities included visits to current NASA Institutes and associated Centers, as well as approximately a dozen non-NASA research Institutes. In addition to producing this plan, the team published a "Benchmarks" report. The Benchmarks report provides a basis for comparing NASA's proposed activities with those sponsored by other national science agencies, and identifies best practices to be considered in the establishment of NASA Science Institutes. Throughout the team's activities, a Board of Advisors comprised of senior NASA officials (augmented as necessary with other government employees) provided overall advice and counsel.

  8. 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...

  9. Miami Valley ITS : early deployment plan : final ITS strategic deployment plan

    DOT National Transportation Integrated Search

    1997-09-01

    This report presents the Strategic Deployment Plan for Intelligent Transportation Systems (ITS) in Clark, Greene, Miami and Montgomery Counties, Ohio (the Miami Valley). The report summarizes the steps that were performed in preparing the Strat...

  10. 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…

  11. 77 FR 37283 - General Provisions; Operating and Strategic Business Planning; Effective Date

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-06-21

    ... directors of each Farm Credit System institution to adopt an operational and strategic business plan to... FARM CREDIT ADMINISTRATION 12 CFR Part 618 RIN 3052-AC66 General Provisions; Operating and Strategic Business Planning; Effective Date AGENCY: Farm Credit Administration. ACTION: Notice of effective...

  12. 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

  13. 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...

  14. National Weather Service - Strategic Planning and Policy

    Science.gov Websites

    Highway Silver Spring, MD 20910-3283 Phone: (301) 713-0258; Fax: (301) 713-1239 NWS Homepage, FAQs Strategic Planning and Policy Office 1325 East West Highway Silver Spring, MD 20910 Page last modified

  15. 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…

  16. 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

  17. NASA Year 2000 (Y2K) Program Plan

    NASA Technical Reports Server (NTRS)

    1998-01-01

    NASA initiated the Year 2000 (Y2K) program in August 1996 to address the challenges imposed on Agency software, hardware, and firmware systems by the new millennium. The Agency program is centrally managed by the NASA Chief Information Officer, with decentralized execution of program requirements at each of the nine NASA Centers, Headquarters and the Jet Propulsion Laboratory. The purpose of this Program Plan is to establish Program objectives and performance goals; identify Program requirements; describe the management structure; and detail Program resources, schedules, and controls. Project plans are established for each NASA Center, Headquarters, and the Jet Propulsion Laboratory.

  18. 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.

  19. Strategic Planning in Education: A Guide for Policymakers.

    ERIC Educational Resources Information Center

    Cooper, Harry A.

    As defined in chapter I of this guide for policymakers, strategic planning is the method by which an organization identifies relevant trends in its environment, analyzes their potential implications, and projects an integrated strategy to address these future events and their contingencies. This process differs from formalized planning, based on…

  20. Strategic Planning for Academic Research: A Canadian Perspective

    ERIC Educational Resources Information Center

    Sa, Creso M.; Tamtik, Merli

    2012-01-01

    This paper reports on an empirical study of research planning in Canadian universities. Drawing on data compiled during interviews with senior administrators from 27 academic units in 10 universities, the paper analyses how strategic planning has been applied to the research mission over the past decade. Findings reveal variability in processes…

  1. 78 FR 5481 - Quagga Mussel Strategic Planning Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-01-25

    ... DEPARTMENT OF THE INTERIOR Fish and Wildlife Service [FWS-HQ-FHC-2013-N008; 94140-1341-0000-N5] Quagga Mussel Strategic Planning Meeting AGENCY: Fish and Wildlife Service, Interior. ACTION: Notice of meeting. SUMMARY: This notice announces a meeting to gather information for planning an FY13 strategy to...

  2. National Aeronautics and Space Administration (NASA) Education 1993-2009

    ERIC Educational Resources Information Center

    Ivie, Christine M.

    2009-01-01

    The National Aeronautics and Space Administration was established in 1958 and began operating a formal education program in 1993. The purpose of this study was to analyze the education program from 1993-2009 by examining strategic plan documents produced by the NASA education office and interviewing NASA education officials who served during that…

  3. 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...

  4. Student Affairs Assessment, Strategic Planning, and Accreditation

    ERIC Educational Resources Information Center

    Fallucca, Amber

    2017-01-01

    This chapter illustrates how student affairs units participate in accreditation across regional agency expectations and program-level requirements. Strategies for student affairs units to engage in campus strategic planning processes to further highlight their contributions are also recommended.

  5. National Weather Service - Strategic Planning and Policy

    Science.gov Websites

    Policy ATTN: W/SP 1325 East-West Highway Silver Spring, MD 20910-3283 Phone: (301) 713-0258; Fax: (301 Administration National Weather Service Strategic Planning and Policy Office 1325 East West Highway Silver Spring

  6. 2011 Army Strategic Planning Guidance

    DTIC Science & Technology

    2011-03-25

    TESI ) of 22,000 Soldiers, the Army’s total force by the end of the mid-term period is programmed to be 520K (AC). We will achieve a more...dwell ratios, extending TESI authority to adequately man deploying units and sustain the All-Volunteer Force, right-sizing the generating force, and... TESI Temporary End-Strength Increase WMD Weapons of Mass Destruction 2011 ARMY STRATEGIC PLANNING GUIDANCE Page 19 2011

  7. NASA's Radioisotope Power Systems - Plans

    NASA Technical Reports Server (NTRS)

    Hamley, John A.; Mccallum, Peter W.; Sandifer, Carl E., II; Sutliff, Thomas J.; Zakrajsek, June F.

    2015-01-01

    NASA's Radioisotope Power Systems (RPS) Program continues to plan and implement content to enable planetary exploration where such systems could be needed, and to prepare more advanced RPS technology for possible infusion into future power systems. The 2014-2015 period saw significant changes, and strong progress. Achievements of near-term objectives have enabled definition of a clear path forward in which payoffs from research investments and other sustaining efforts can be applied. The future implementation path is expected to yield a higher-performing thermoelectric generator design, a more isotope-fuel efficient system concept design, and a robust RPS infrastructure maintained effectively within both NASA and the Department of Energy. This paper describes recent work with an eye towards the future plans that result from these achievements.

  8. 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...

  9. House Hearing NASA Human Spaceflight Plan

    NASA Image and Video Library

    2010-05-25

    Apollo 11 Commander Neil Armstrong makes a point as he testifies during a hearing before the House Science and Technology Committee, Tuesday, May 26, 2010, at the Rayburn House office building on Capitol Hill in Washington. The hearing was to review proposed human spaceflight plan by NASA. Photo Credit: (NASA/Paul E. Alers)

  10. House Hearing NASA Human Spaceflight Plan

    NASA Image and Video Library

    2010-05-25

    Retired Navy Captain and commander of Apollo 17 Eugene Cernan testifies during a hearing before the House Science and Technology Committee, Tuesday, May 26, 2010, at the Rayburn House office building on Capitol Hill in Washington. The hearing was to review proposed human spaceflight plan by NASA. Photo Credit: (NASA/Paul E. Alers)

  11. Washington State Board of Education Strategic Plan, 2010-2011

    ERIC Educational Resources Information Center

    Washington State Board of Education, 2011

    2011-01-01

    In 2005, the Washington State Legislature significantly changed the role of the State Board of Education (SBE). While the Board retains some administrative duties, SBE is now mandated to play a broad leadership role in strategic oversight and policy for K-12 education in the state. This paper presents the strategic plan of Washington State Board…

  12. Training hospital managers for strategic planning and management: a prospective study.

    PubMed

    Terzic-Supic, Zorica; Bjegovic-Mikanovic, Vesna; Vukovic, Dejana; Santric-Milicevic, Milena; Marinkovic, Jelena; Vasic, Vladimir; Laaser, Ulrich

    2015-02-26

    Training is the systematic acquisition of skills, rules, concepts, or attitudes and is one of the most important components in any organization's strategy. There is increasing demand for formal and informal training programs especially for physicians in leadership positions. This study determined the learning outcomes after a specific training program for hospital management teams. The study was conducted during 2006 and 2007 at the Centre School of Public Health and Management, Faculty of Medicine, University of Belgrade and included 107 participants involved in the management in 20 Serbian general hospitals. The management teams were multidisciplinary, consisting of five members on average: the director of the general hospital, the deputy directors, the head nurse, and the chiefs of support services. The managers attended a training program, which comprised four modules addressing specific topics. Three reviewers independently evaluated the level of management skills at the beginning and 12 months after the training program. Principal component analysis and subsequent stepwise multiple linear regression analysis were performed to determine predictors of learning outcomes. The quality of the SWOT (strengths, weaknesses, opportunities and threats) analyses performed by the trainees improved with differences between 0.35 and 0.49 on a Likert scale (p < 0.001). Principal component analysis explained 81% of the variance affecting their quality of strategic planning. Following the training program, the external environment, strategic positioning, and quality of care were predictors of learning outcomes. The four regression models used showed that the training program had positive effects (p < 0.001) on the ability to formulate a Strategic Plan comprising the hospital mission, vision, strategic objectives, and action plan. This study provided evidence that training for strategic planning and management enhanced the strategic decision-making of hospital

  13. 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...

  14. 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 ...

  15. Five-Year Strategic Plan: Fiscal Years 2011-2015

    ERIC Educational Resources Information Center

    US Department of Education, 2010

    2010-01-01

    This paper presents the U.S. Department of Education (Department) Office of Inspector General (OIG) Strategic Plan for fiscal years 2011 through 2015. This plan describes the focus and direction of OIG's operations over the next five years, establishes its organizational goals, and outlines the strategies it will employ to reach those goals and…

  16. Garden State Parkway Corridor : ITS early deployment planning study : strategic deployment plan

    DOT National Transportation Integrated Search

    1997-12-01

    This Strategic Deployment Plan describes ways of improving travel within the Garden : State Parkway Corridor using intelligent transportation systems (ITS) and without : constructing additional roadway lanes. Travel improvements will be possible with...

  17. 2010-2014 Pollution Prevention Program Strategic Plan

    EPA Pesticide Factsheets

    This Strategic Plan identifies a number of opportunities for EPA's Pollution Prevention (P2) Program to help reduce: the emission of greenhouse gasses; the use of hazardous materials; and the use of natural resources, while contributing to a greener and more sustainable economy.

  18. HEFCE Strategic Plan, 2001-06. Report.

    ERIC Educational Resources Information Center

    Higher Education Funding Council for England, Bristol.

    This document outlines the strategic plan of the Higher Education Funding Council for England (HEFCE) for the years 2001 through 2006. The mission of the HEFCE is to promote and fund high quality, cost-effective teaching and research, meeting the diverse needs of students, the economy, and society. To achieve this mission, the HEFCE intends to…

  19. 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.

  20. Use of information systems in Air Force medical treatment facilities in strategic planning and decision-making.

    PubMed

    Yap, Glenn A; Platonova, Elena A; Musa, Philip F

    2006-02-01

    An exploratory study used Ansoff's strategic planning model as a framework to assess perceived effectiveness of information systems in supporting strategic business plan development at Air Force medical treatment facilities (MTFs). Results showed information systems were most effective in supporting historical trend analysis, strategic business plans appeared to be a balance of operational and strategic plans, and facilities perceived a greater need for new clinical, vice administrative, information systems to support strategic planning processes. Administrators believed information systems should not be developed at the local level and perceived information systems have the greatest impact on improving clinical quality outcomes, followed by ability to deliver cost effective care and finally, ability to increase market share.

  1. 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.

  2. 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...

  3. Developing and executing a strategic plan.

    PubMed

    Morley, Glenn

    2010-02-01

    Because of the historic economic crisis, the past 18 months--2008 and the first half of 2009--have been challenging for many plastic surgery practices. Prior to the economic crisis in 2008, many practices enjoyed success with little synchronization between financial and productivity results, practice goals, and strategic planning. Now, suddenly, there is a great deal of interest in the alignment of budgets and financial reporting, marketing return on investment (ROI), staff accountability, and overhead management. The process of developing a business plan can serve to bring clarity and objectivity to the assessment of practice goals and market dynamics. The business planning process also provides assurance of more efficient use of the practice's human and capital resources. Ultimately, the process will bring order, discipline, and focus to practice stakeholders, thus increasing the likelihood of meeting or exceeding practice goals. The process: (1) defining the mission of the practice; (2) completing a competitive analysis for your market; (3) completing an assessment of your current environment; (4) completing an assessment of the financial health of your practice; (5) preparation of a SWOT (strengths, weakness, opportunity, threat) analysis; and (6) a translation of your mission statement into specific long-term goals and short-term performance objectives. The outcome of completing these tasks should be an actionable plan that will serve as a guide or road map for the practice. A well-articulated plan will solidify staff confidence, continue the advancement of a strong business foundation, and provide clear navigation through this new economic landscape in a way that preserves your ability to provide the care you have devoted yourselves to deliver. Today's needs, and yesterday's lessons, dictate that a well-documented strategic action plan be undertaken. Thieme Medical Publishers.

  4. Preventing Dust Collection: Transforming Student Affairs Strategic Planning into Tangible Results

    ERIC Educational Resources Information Center

    Taylor, Simone Himbeault; Matney, Malinda M.

    2007-01-01

    The Division of Student Affairs at the University of Michigan in Ann Arbor engaged in an iterative strategic process to create and implement a set of long-range goals. This strategic journey continues to evolve, uniting a guiding framework of strategic planning steps, a reflective process with an assessment component within each step, and a group…

  5. Using multi-disciplinary strategic master facilities planning for organizations experiencing programmatic re-direction

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

    Heubach, J.G.; Weimer, W.C.; Bruce, W.A.

    Facility master planning is critical to the future productivity of a laboratory and the quality of worklife for the laboratory staff. For organizations undergoing programmatic re-direction, a master facility planning approach linked to the organization`s strategic planning process is even more important. Major changes in an organization such as programmatic re-direction can significantly impact a broad range of variables which exceed the expertise of traditional planning teams, e.g., capacity variability, work team organization, organizational culture, and work process simplification. By expanding the diversity of the participants of the planning team, there is a greater likelihood that a research organization`s scientific,more » organizational, economic, and employees` needs can be meshed in the strategic plan and facility plan. Recent recommendations from facility planners suggest drawing from diverse fields in building multi-disciplinary planning teams: Architecture, engineering, natural science, social psychology, and strategic planning (Gibson,1993). For organizations undergoing significant operational or culture change, the master facility planning team should also include members with expertise in organizational effectiveness, industrial engineering, human resources, and environmental psychology. A recent planning and design project provides an example which illustrates the use of an expanded multi-disciplinary team engaged in planning laboratory renovations for a research organization undergoing programmatic re-direction. The purpose of the proposed poster session is to present a multi-disciplinary master facility planning process linked to an organization`s strategic planning process or organizational strategies.« less

  6. Strategic planning decision making using fuzzy SWOT-TOPSIS with reliability factor

    NASA Astrophysics Data System (ADS)

    Mohamad, Daud; Afandi, Nur Syamimi; Kamis, Nor Hanimah

    2015-10-01

    Strategic planning is a process of decision making and action for long-term activities in an organization. The Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis has been commonly used to help organizations in strategizing their future direction by analyzing internal and external environment. However, SWOT analysis has some limitations as it is unable to prioritize appropriately the multiple alternative strategic decisions. Some efforts have been made to solve this problem by incorporating Multi Criteria Decision Making (MCDM) methods. Nevertheless, another important aspect has raised concerns on obtaining the decision that is the reliability of the information. Decision makers evaluate differently depending on their level of confidence or sureness in the evaluation. This study proposes a decision making procedure for strategic planning using SWOT-TOPSIS method by incorporating the reliability factor of the evaluation based on Z-number. An example using a local authority in the east coast of Malaysia is illustrated to determine the strategic options ranking and to prioritize factors in each SWOT category.

  7. 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.

  8. Small planetary mission plan: Report to Congress

    NASA Technical Reports Server (NTRS)

    1992-01-01

    This document outlines NASA's small planetary projects plan within the context of overall agency planning. In particular, this plan is consistent with Vision 21: The NASA Strategic Plan, and the Office of Space Science and Applications (OSSA) Strategic Plan. Small planetary projects address focused scientific objectives using a limited number of mature instruments, and are designed to require little or no new technology development. Small missions can be implemented by university and industry partnerships in coordination with a NASA Center to use the unique services the agency provides. The timeframe for small missions is consistent with academic degree programs, which makes them an excellent training ground for graduate students and post-doctoral candidates. Because small missions can be conducted relatively quickly and inexpensively, they provide greater opportunity for increased access to space. In addition, small missions contribute to sustaining a vital scientific community by increasing the available opportunities for direct investigator involvement from just a few projects in a career to many.

  9. NASA: 1986 long-range program plan

    NASA Technical Reports Server (NTRS)

    1985-01-01

    For the years beyond FY 1986, the plan consists of activities that are technologically possible and considered to be in the national interest. Its implementation will ensure logical and continued progress in reaching the Nation's goals in aeronautics and space, consistent with the responsibilities assigned NASA by the National Aeronautics and Space Act of 1958, as amended. The major features of the programs are described in detail and the nature of the aeronautics and space programs beyond the year 2000 are projected. The abbreviations and acronyms that appear in this report are listed. The status of NASA's plans are summarized at the time of its preparation.

  10. 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.

  11. 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…

  12. Through the Eyes of NASA: NASA's 2017 Eclipse Education Progam

    NASA Astrophysics Data System (ADS)

    Mayo, L.

    2017-12-01

    Over the last three years, NASA has been developing plans to bring the August 21st total solar eclipse to the nation, "as only NASA can", leveraging its considerable space assets, technology, scientists, and its unmatched commitment to science education. The eclipse, long anticipated by many groups, represents the largest Big Event education program that NASA has ever undertaken. It is the latest in a long string of successful Big Event international celebrations going back two decades including both transits of Venus, three solar eclipses, solar maximum, and mission events such as the MSL/Curiosity landing on Mars, and the launch of the Lunar Reconnaissance Orbiter (LRO) to name a few. This talk will detail NASA's program development methods, strategic partnerships, and strategies for using this celestial event to engage the nation and improve overall science literacy.

  13. A Strategic Plan for Introducing, Implementing, Managing, and Monitoring an Urban Extension Platform

    ERIC Educational Resources Information Center

    Warner, Laura A.; Vavrina, Charlie S.; Campbell, Mary L.; Elliott, Monica L.; Northrop, Robert J.; Place, Nick T.

    2017-01-01

    Florida's Strategic Plan for Extension in Metropolitan Regions reflects an adaptive management approach to the state's urban Extension mission within the context of establishing essential elements, performance indicators, key outcomes, and suggested alternatives for action. Extension leadership has adopted the strategic plan, and implementation…

  14. 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.

  15. Environmental Scanning Is Vital to Strategic Planning.

    ERIC Educational Resources Information Center

    Poole, Molly Linda

    1991-01-01

    Educators involved in strategic planning can use environmental scanning techniques to anticipate social, economic, political, and technological changes that will affect their schools. Compared to more traditional data gathering, environmental scanning is wider in scope and more concerned with anticipating the future and studying the interaction of…

  16. Strategic Planning in Higher Education: Varying Definitions, Key Characteristics, Benefits, Pitfalls, and Good Approaches.

    ERIC Educational Resources Information Center

    Tan, David L.

    Planning in higher education has evolved as a response to changes in the environment, such as expanding enrollments, student unrest, economic recession, and pressures for financial accountability. Strategic planning has emerged as one way institutions can handle and overcome the adversities of the future. Definitions of strategic planning are…

  17. 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…

  18. 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)

  19. Does Your Planning Communicate Action? Or, Is Your Strategic Plan a Coffee Table Book?

    ERIC Educational Resources Information Center

    Osborn, Frances P.

    Monroe Community College (MCC) has been involved in strategic planning over the last 4 years. The following lessons have been drawn from these 4 years of experience: (1) all plans need to be seen as temporary; (2) no plan drawn up in the planner's office could be implemented if it ignored the fleeting, ambiguous nature of the college's and…

  20. 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.

  1. 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.

  2. The State of Strategic Planning: A Survey of Selected Research Universities.

    ERIC Educational Resources Information Center

    Tan, David L.

    1995-01-01

    Despite the complexity and elusiveness of strategic planning by research universities, factors correlated with satisfaction in planning include presence of president or chief executive, presence of centralization and decentralization elements in the planning process, presence of a permanent planning committee, linkage of planning to budgeting, use…

  3. 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.

  4. 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…

  5. Texas strategic action plan for motorcycles : 2013-2018.

    DOT National Transportation Integrated Search

    2013-06-01

    The Texas Strategic Action Plan for Motorcycles: 2013-2018 provides an integrated : approach to identify implementable strategies and action steps to make the : road environment and infrastructure safer for motorcyclists and other powered : two- and ...

  6. Modernization and unification: Strategic goals for NASA STI program

    NASA Technical Reports Server (NTRS)

    Blados, W.; Cotter, Gladys A.

    1993-01-01

    Information is increasingly becoming a strategic resource in all societies and economies. The NASA Scientific and Technical Information (STI) Program has initiated a modernization program to address the strategic importance and changing characteristics of information. This modernization effort applies new technology to current processes to provide near-term benefits to the user. At the same time, we are developing a long-term modernization strategy designed to transition the program to a multimedia, global 'library without walls.' Notwithstanding this modernization program, it is recognized that no one information center can hope to collect all the relevant data. We see information and information systems changing and becoming more international in scope. We are finding that many nations are expending resources on national systems which duplicate each other. At the same time that this duplication exists, many useful sources of aerospace information are not being collected because of resource limitations. If nations cooperate to develop an international aerospace information system, resources can be used efficiently to cover expanded sources of information. We must consider forming a coalition to collect and provide access to disparate, multidisciplinary sources of information, and to develop standardized tools for documenting and manipulating this data and information. In view of recent technological developments in information science and technology, as well as the reality of scarce resources in all nations, it is time to explore the mutually beneficial possibilities offered by cooperation and international resource sharing. International resources need to be mobilized in a coordinated manner to move us towards this goal. This paper reviews the NASA modernization program and raises for consideration new possibilities for unification of the various aerospace database efforts toward a cooperative international aerospace database initiative that can optimize the cost

  7. Popes in the Pizza: Analyzing Activity Reports to Create and Sustain a Strategic Plan

    ERIC Educational Resources Information Center

    Sweet, Charlie; Blythe, Hal; Keeley, E. J.; Forsyth, Ben

    2008-01-01

    This article presents a practical methodology for creating and sustaining strategic planning, the task analysis. Utilizing our Teaching & Learning Center Strategic Plan as a model, we demonstrate how working with a weekly status report provides a comprehensive listing of detail necessary to analyze and revise the plan. The new methodology is…

  8. 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...

  9. 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)

  10. Salem Community College's 1999-2002 Strategic Plan Authoring & Implementation Strategy.

    ERIC Educational Resources Information Center

    Salem Community Coll., Penns Grove, NJ.

    This document outlines the Strategic Planning Initiative (SPI) for New Jersey's Salem Community College. This is the first plan the college has authored in seven years. The report provides a theoretical framework for heterarchical planning, which allows for complexity and interrelations of structural analysis, and lateral decision making. The…

  11. Entrepreneurship through Strategic Planning, Management, and Evaluation.

    ERIC Educational Resources Information Center

    Groff, Warren H.

    A process to assess a college's external environment and audit its internal environment in order to pursue options available to postsecondary education is described. Essentially the concept is one of matching opportunities in the external environment with institutional strengths as determined by an internal audit. Strategic planning must consider…

  12. 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;…

  13. Preparing strategic information management plans for hospitals: a practical guideline SIM plans for hospitals: a guideline.

    PubMed

    Brigl, B; Ammenwerth, E; Dujat, C; Gräber, S; Grosse, A; Häber, A; Jostes, C; Winter, A

    2005-01-01

    Systematic information management in hospitals demands for a strategic information management plan (SIM plan). As preparing a SIM plan is a considerable challenge we provide a practical guideline that is directly applicable when a SIM plan is going to be prepared. The guideline recommends a detailed structure of a SIM plan and gives advice about its content and the preparation process. It may be used as template, which can be adapted to the individual demands of any hospital. The guideline was used in several hospitals preparing a SIM plan. Experiences showed that the SIM plans could be prepared very efficiently and timely using the guideline, that the proposed SIM plan structure suited well, that the guideline offers enough flexibility to meet the requirements of the individual hospitals and that the specific recommendations of the guideline were very helpful. Nevertheless, we must strive for a more comprehensive theory of strategic information management planning which -- in the sense of enterprise architecture planning -- represents the intrinsic correlations of the different parts of a SIM plan to a greater extent.

  14. Stockholder expectations should temper aggressive strategic planning.

    PubMed

    Lowell, W

    1995-04-14

    Too often, healthcare organizations make strategic plans with performance targets that don't justify the company's stock price. The result: They never really know if those plans will create value--even if they are fully achieved. In the race to provide superior returns to shareholders, companies must instead keep one eye on the competitive marketplace and the other on equity market expectations. In this article, Wayne Lowell, CFO of PacifiCare Health System, explains how his organization learned to do just that.

  15. 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, ...

  16. NASA Project Planning and Control Handbook

    NASA Technical Reports Server (NTRS)

    Moreland, Robert; Claunch, Cathy L.

    2016-01-01

    This handbook provides an overview of the fundamental principles and explains the functions and products that go into project planning and control. The 2010 Interim Results of the NASA Program Planning and Control (PPC) Study identified seven categories of activities for PPC, and those provide the basis for the seven functions described in this handbook. This handbook maps out the interfaces and interactions between PPC functions, as well as their external interfaces. This integration of information and products within and between functions is necessary to form the whole picture of how a project is progressing. The handbook descriptions are meant to facilitate consistent, common, and comprehensive approaches for providing valued analysis, assessment, and evaluation focused on the project level at NASA. The handbook also describes activities in terms of function rather than the job title or the specific person or organization responsible for the activity, which could differ by Center or size of a project. This handbook is primarily guidance for project planning and control: however, the same principles apply to programs and generally apply to institutional planning and control.

  17. Westchester Community College Strategic Plan, 1997-2002.

    ERIC Educational Resources Information Center

    Westchester Community Coll., Valhalla, NY. Office of Institutional Research and Planning.

    This document describes the 1997-2002 strategic plan for Westchester Community College (New York). The college's four focus goals are described in detail. The first goal is student retention, which includes the following actions: (1) identifying students' intent at the point of application; (2) centrally collecting data about students; (3)…

  18. El Centro College Strategic Plan, 2000-2005.

    ERIC Educational Resources Information Center

    El Centro Coll., Dallas, TX.

    This is the 2000-2005 strategic plan at El Centro College (Texas). It discusses the college's mission, vision, and core values, and provides information on goals and success indicators. Goals include: (1) preparing students for careers and for transfer to four-year institutions; (2) providing quality continuing/workforce education to enrich…

  19. 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 ...

  20. 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

  1. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... pertaining to the plan and the proposed area and may, as part of that request, suggest modifications to the... review each plan submitted in terms of the four equally weighted principal objectives, and of such other... and ensuring that all residents will have equal access to that housing is contained in the strategic...

  2. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... pertaining to the plan and the proposed area and may, as part of that request, suggest modifications to the... review each plan submitted in terms of the four equally weighted principal objectives, and of such other... and ensuring that all residents will have equal access to that housing is contained in the strategic...

  3. 7 CFR 25.204 - Evaluation of the strategic plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... pertaining to the plan and the proposed area and may, as part of that request, suggest modifications to the... review each plan submitted in terms of the four equally weighted principal objectives, and of such other... and ensuring that all residents will have equal access to that housing is contained in the strategic...

  4. 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…

  5. 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

  6. Minnesota Guidestar : Board of Directors' statewide ITS strategic plan 2000

    DOT National Transportation Integrated Search

    2000-03-01

    ITS Strategic Plan 2000 is Minnesota Guidestar Board of Directors' guide for implementation of an integrated statewide program for Intelligent Transportation Systems. The plan is intended to be used by the Board of Directors, as well as by the broad ...

  7. Hospital strategic planning diversity integration based organizational type and CEO tenure.

    PubMed

    Newhouse, John J

    2007-01-01

    The author investigated the strategic planning processes used by five different hospital types to integrate diversity practices into their operations. Chief executive officers from Delaware, New Jersey, New York, and Pennsylvania were surveyed to examine how their hospitals used strategic planning in this process. The central research question was: Does this process vary on the basis of hospital type? The findings indicated that some differences do exist by hospital type, as well as the length of tenure for CEOs in their positions.

  8. Strategic Plan for Fiscal Years 2007-12

    ERIC Educational Resources Information Center

    US Department of Education, 2007

    2007-01-01

    Five years after the bipartisan passage of the "No Child Left Behind Act of 2001," the U.S. Department of Education remains dedicated to promoting education excellence in every corner of the country. The Department's "Strategic Plan for Fiscal Years 2007-12" sets high expectations for America's schools and students, and for…

  9. 2016 Strategic Sustainability Performance Plan: Smithsonian Facilities

    ERIC Educational Resources Information Center

    Smithsonian Institution, 2016

    2016-01-01

    As a trust instrumentality of the United States, the Smithsonian is committed to the goals which Executive Order 13693 set for federal agencies, and is focused on making improvements in environmental, energy, and economic performance. As stated in the current Smithsonian Strategic Plan, one of the four grand challenges we have undertaken is…

  10. 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…

  11. Strategic plan for infrastructure optimization

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

    Donley, C.D.

    This document represents Fluor Daniel Hanford`s and DynCorp`s Tri-Cities Strategic Plan for Fiscal Years 1998--2002, the road map that will guide them into the next century and their sixth year of providing safe and cost effective infrastructure services and support to the Department of Energy (DOE) and the Hanford Site. The Plan responds directly to the issues raised in the FDH/DOE Critical Self Assessment specifically: (1) a strategy in place to give DOE the management (systems) and physical infrastructure for the future; (2) dealing with the barriers that exist to making change; and (3) a plan to right-size the infrastructuremore » and services, and reduce the cost of providing services. The Plan incorporates initiatives from several studies conducted in Fiscal Year 1997 to include: the Systems Functional Analysis, 200 Area Water Commercial Practices Plan, $ million Originated Cost Budget Achievement Plan, the 1OO Area Vacate Plan, the Railroad Shutdown Plan, as well as recommendations from the recently completed Review of Hanford Electrical Utility. These and other initiatives identified over the next five years will result in significant improvements in efficiency, allowing a greater portion of the infrastructure budget to be applied to Site cleanup. The Plan outlines a planning and management process that defines infrastructure services and structure by linking site technical base line data and customer requirements to work scope and resources. The Plan also provides a vision of where Site infrastructure is going and specific initiatives to get there.« less

  12. 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.

  13. 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.

  14. Strategic transport planning and evaluation : the Scandinavian experience.

    DOT National Transportation Integrated Search

    2000-12-01

    The report is based on a paper presented to the workshop on Projects, Programs and Policies: Evaluation Needs and Capabilities held 6-8 November 2000 in Brussels. The text of the report presents an overview of national strategic transport planning an...

  15. Strategic Planning as a Tool for Achieving Alignment in Academic Health Centers

    PubMed Central

    Higginbotham, Eve J.; Church, Kathryn C.

    2012-01-01

    After the passage of the Patient Protection and Affordable Care Act in March 2010, there is an urgent need for medical schools, teaching hospitals, and practice plans to work together seamlessly across a common mission. Although there is agreement that there should be greater coordination of initiatives and resources, there is little guidance in the literature to address the method to achieve the necessary transformation. Traditional approaches to strategic planning often engage a few leaders and produce a set of immeasurable initiatives. A nontraditional approach, consisting of a Whole-Scale (Dannemiller Tyson Associates, Ann Arbor, MI) engagement, appreciative inquiry, and a balanced scorecard can, more rapidly transform an academic health center. Using this nontraditional approach to strategic planning, increased organizational awareness was achieved in a single academic health center. Strategic planning can be an effective tool to achieve alignment, enhance accountability, and a first step in meeting the demands of the new landscape of healthcare. PMID:23303997

  16. Strategic planning as a tool for achieving alignment in academic health centers.

    PubMed

    Higginbotham, Eve J; Church, Kathryn C

    2012-01-01

    After the passage of the Patient Protection and Affordable Care Act in March 2010, there is an urgent need for medical schools, teaching hospitals, and practice plans to work together seamlessly across a common mission. Although there is agreement that there should be greater coordination of initiatives and resources, there is little guidance in the literature to address the method to achieve the necessary transformation. Traditional approaches to strategic planning often engage a few leaders and produce a set of immeasurable initiatives. A nontraditional approach, consisting of a Whole-Scale (Dannemiller Tyson Associates, Ann Arbor, MI) engagement, appreciative inquiry, and a balanced scorecard can, more rapidly transform an academic health center. Using this nontraditional approach to strategic planning, increased organizational awareness was achieved in a single academic health center. Strategic planning can be an effective tool to achieve alignment, enhance accountability, and a first step in meeting the demands of the new landscape of healthcare.

  17. 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...

  18. 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.

  19. 2016-2020 Strategic Plan and Implementing Framework

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

    None

    2015-11-01

    The 2016-2020 Strategic Plan and Implementing Framework from the Office of Energy Efficiency and Renewable Energy (EERE) is the blueprint for launching the nation’s leadership in the global clean energy economy. This document will guide the organization to build on decades of progress in powering our nation from clean, affordable and secure energy.

  20. Commercial non-aerospace technology transfer program for the 2000s: Strategic analysis and implementation

    NASA Technical Reports Server (NTRS)

    Horsham, Gary A. P.

    1992-01-01

    This report presents a strategic analysis and implementation plan for NASA's Office of Commercial Programs (OCP), Technology Transfer Division's (TTD), Technology Transfer Program. The main objectives of this study are to: (1) characterize the NASA TTD's environment and past organizational structure; (2) clearly identify current and prospective programmatic efforts; (3) determine an evolutionary view of an organizational structure which could lead to the accomplishment of NASA's future technology transfer aims; and (4) formulate a strategy and plan to improve NASA's (and other federal agencies) ability to transfer technology to the non-aerospace sectors of the U.S. economy. The planning horizon for this study extends through the remainder of the 1990s to the year 2000.

  1. European Telecommunications Conference. Strategic Planning for the 1990s

    NASA Astrophysics Data System (ADS)

    Blackburn, J. F.

    1990-06-01

    The European Telecommunications Conference Strategic Planning for the 1990s provided information to delegates and their companies on strategic planning for the European market, particularly after the advent of the European Single Market at the end of 1992. The conference objective was to examine the impact of the initiatives of the European Commission (EC) and the changing attitudes to service provision by public and private sector organizations on industry and marketing. Organized by Blenheim Online and Logica, 40 delegates attended this conference, mainly from Europe, but with a few from the U.S. The papers were designed to illuminate such questions as emerging market sectors, impact of U.S telecommunications organizations in Europe, mergers and acquisition, standards, and value-added services.

  2. Strategic Plan for Indiana State University Libraries: 1987-1992.

    ERIC Educational Resources Information Center

    Ensor, Pat; And Others

    This task force report outlines a five-year strategic plan for the Indiana State University Library. The plan discusses expected changes and provides recommendations as to how to best meet new needs in eight areas: (1) the environment, including financial support, use of library resources, and changes in the composition of the user group; (2) user…

  3. 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.

  4. Proceedings of the NASA Laboratory Astrophysics Workshop

    NASA Technical Reports Server (NTRS)

    Salama, Farid (Editor)

    2002-01-01

    This document is the proceedings of the NASA Laboratory Astrophysics Workshop, convened May 1-3, 2002 at NASA's Ames Research Center. Sponsored by the NASA Office of Space Science (OSS), this programmatic workshop is held periodically by NASA to discuss the current state of knowledge in the interdisciplinary field of laboratory astrophysics and to identify the science priorities (needs) in support of NASA's space missions. An important goal of the Workshop is to provide input to OSS in the form of a white paper for incorporation in its strategic planning. This report comprises a record of the complete proceedings of the Workshop and the Laboratory Astrophysics White Paper drafted at the Workshop.

  5. Strategic planning by the palliative care steering committee of the Middle East Cancer Consortium.

    PubMed

    Moore, Shannon Y; Pirrello, Rosene D; Christianson, Sonya K; Ferris, Frank D

    2011-04-01

    High quality comprehensive palliative care is a critical need for millions of patients and families, but remains only a dream in many parts of the world. The failure to do a strategic planning process is one obstacle to advancing education and pain prevention and relief. The Middle Eastern Cancer Consortium Steering Committee attendees completed an initial strategic planning process and identified "developmental steps" to advance palliative care. Underscoring the multi-disciplinary nature of comprehensive palliative care, discipline-specific planning was done (adult and pediatric cancer and medicine, pharmacy, nursing) in a separate process from country-specific planning. Delineating the layers of intersection and differences between disciplines and countries was very powerful. Finding the common strengths and weaknesses in the status quo creates the potential for a more powerful regional response to the palliative care needs. Implementing and refining these preliminary strategic plans will augment and align the efforts to advance palliative care education and pain management in the Middle East. The dream to prevent and relieve suffering for millions of patients with advanced disease will become reality with a powerful strategic planning process well implemented.

  6. Review of the Draft 2014 Science Mission Directorate Science Plan

    NASA Technical Reports Server (NTRS)

    2013-01-01

    At the request of NASA's Science Mission Directorate (SMD), the National Research Council's (NRC's) Space Studies Board (SSB) initiated a study to review a draft of the SMD's 2014 Science Plan. The request for this review was made at a time when NASA is engaged in the final stages of a comprehensive, agency-wide effort to develop a new strategic plan and at a time when NASA's budget is under considerable stress. SMD's Science Plan serves to provide more detail on its four traditional science disciplines-astronomy and astrophysics, solar and space physics (also called heliophysics), planetary science, and Earth remote sensing and related activities-than is possible in the agency-wide Strategic Plan. In conducting its review of the draft Science Plan, the Committee on the Assessment of the NASA Science Mission Directorate 2014 Science Plan was charged to comment on the following specific areas: (1) Responsiveness to the NRC's guidance on key science issues and opportunities in recent NRC reports; (2) Attention to interdisciplinary aspects and overall scientific balance; (3) Identification and exposition of important opportunities for partnerships as well as education and public outreach; (4) Integration of technology development with the science program; (5) Clarity on how the plan aligns with SMD's strategic planning process; (6) General readability and clarity of presentation; and (7) Other relevant issues as determined by the committee. The main body of the report provides detailed findings and recommendations relating to the draft Science Plan. The highest-level, crosscutting issues are summarized here, and more detail is available in the main body of the report.

  7. Comparison of the NCRA and NAACCR Strategic Management Plans.

    PubMed

    Menck, Herman R

    2012-01-01

    The Strategic Management Plans of the National Cancer Registrars Association (NCRA) and the North American Association of Central Cancer Registries (NAACCR) were compared, and differences noted. No uncovered subject areas were found.

  8. NASA STI Program Coordinating Council Eleventh Meeting: NASA STI Modernization Plan

    NASA Technical Reports Server (NTRS)

    1993-01-01

    The theme of this NASA Scientific and Technical Information Program Coordinating Council Meeting was the modernization of the STI Program. Topics covered included the activities of the Engineering Review Board in the creation of the Infrastructure Upgrade Plan, the progress of the RECON Replacement Project, the use and status of Electronic SCAN (Selected Current Aerospace Notices), the Machine Translation Project, multimedia, electronic document interchange, the NASA Access Mechanism, computer network upgrades, and standards in the architectural effort.

  9. Strategic plan of the Canadian Institutes of Health Research Institute of Nutrition, Metabolism, and Diabetes.

    PubMed

    Sherman, Philip M; Makarchuk, Mary-Jo; Belanger, Paul; Roberts, Eve A

    2011-10-01

    The present document provides the new and updated strategic plan for the Institute of Nutrition, Metabolism, and Diabetes (INMD) of the Canadian Institutes of Health Research. This plan provides an overarching map for the strategic activities of the INMD during the five years from 2010 to 2014. These strategic priorities will guide the way that the INMD uses its resources over this period of time, and will provide opportunities to build new partnerships and strategic alliances that enhance and leverage the capacity to fund targeted research initiatives.

  10. USGS Information Technology Strategic Plan: Fiscal Years 2007-2011

    USGS Publications Warehouse

    ,

    2006-01-01

    Introduction: The acquisition, management, communication, and long-term stewardship of natural science data, information, and knowledge are fundamental mission responsibilities of the U.S. Geological Survey (USGS). USGS scientists collect, maintain, and exchange raw scientific data and interpret and analyze it to produce a wide variety of science-based products. Managers throughout the Bureau access, summarize, and analyze administrative or business-related information to budget, plan, evaluate, and report on programs and projects. Information professionals manage the extensive and growing stores of irreplaceable scientific information and knowledge in numerous databases, archives, libraries, and other digital and nondigital holdings. Information is the primary currency of the USGS, and it flows to scientists, managers, partners, and a wide base of customers, including local, State, and Federal agencies, private sector organizations, and individual citizens. Supporting these information flows is an infrastructure of computer systems, telecommunications equipment, software applications, digital and nondigital data stores and archives, technical expertise, and information policies and procedures. This infrastructure has evolved over many years and consists of tools and technologies acquired or built to address the specific requirements of particular projects or programs. Developed independently, the elements of this infrastructure were typically not designed to facilitate the exchange of data and information across programs or disciplines, to allow for sharing of information resources or expertise, or to be combined into a Bureauwide and broader information infrastructure. The challenge to the Bureau is to wisely and effectively use its information resources to create a more Integrated Information Environment that can reduce costs, enhance the discovery and delivery of scientific products, and improve support for science. This Information Technology Strategic Plan

  11. Strategic Planning for Drought Mitigation Under Climate Change

    NASA Astrophysics Data System (ADS)

    Cai, X.; Zeng, R.; Valocchi, A. J.; Song, J.

    2012-12-01

    Droughts continue to be a major natural hazard and mounting evidence of global warming confronts society with a pressing question: Will climate change aggravate the risk of drought at local scale? It is important to explore what additional risk will be imposed by climate change and what level of strategic measures should be undertaken now to avoid vulnerable situations in the future, given that tactical measures may not avoid large damage. This study addresses the following key questions on strategic planning for drought mitigation under climate change: What combination of strategic and tactical measures will move the societal system response from a vulnerable situation to a resilient one with minimum cost? Are current infrastructures and their operation enough to mitigate the damage of future drought, or do we need in-advance infrastructure expansion for future drought preparedness? To address these questions, this study presents a decision support framework based on a coupled simulation and optimization model. A quasi-physically based watershed model is established for the Frenchman Creek Basin (FCB), part of the Republic River Basin, where groundwater based irrigation plays a significant role in agriculture production and local hydrological cycle. The physical model is used to train a statistical surrogate model, which predicts the watershed responses under future climate conditions. The statistical model replaces the complex physical model in the simulation-optimization framework, which makes the models computationally tractable. Decisions for drought preparedness include traditional short-term tactical measures (e.g. facility operation) and long-term or in-advance strategic measures, which require capital investment. A scenario based three-stage stochastic optimization model assesses the roles of strategic measures and tactical measures in drought preparedness and mitigation. Two benchmark climate prediction horizons, 2040s and 2090s, represent mid-term and

  12. 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);…

  13. Applying Ad Hoc Institutional Research Findings to College Strategic Planning

    ERIC Educational Resources Information Center

    Clagett, Craig A.

    2004-01-01

    Environmental scanning, enrollment forecasting, budget analyses, and institutional effectiveness assessment are examples of the explicit contributions institutional research offices make to campus strategic planning.

  14. 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.

  15. Strategic conservation planning for the Eastern North Carolina/Southeastern Virginia Strategic Habitat Conservation Team

    USGS Publications Warehouse

    Alexander-Vaughn, Louise B.; Collazo, Jaime A.; Drew, C. Ashton

    2014-01-01

    The Eastern North Carolina/Southeastern Virginia Strategic Habitat Conservation Team (ENCSEVA) is a partnership among local federal agencies and programs with a mission to apply Strategic Habitat Conservation to accomplish priority landscape-level conservation within its geographic region. ENCSEVA seeks to further landscape-scale conservation through collaboration with local partners. To accomplish this mission, ENCSEVA is developing a comprehensive Strategic Habitat Conservation Plan (Plan) to provide guidance for its members, partners, and collaborators by establishing mutual conservation goals, objectives, strategies, and metrics to gauge the success of conservation efforts. Identifying common goals allows the ENCSEVA team to develop strategies that leverage joint resources and are more likely to achieve desired impacts across the landscape. The Plan will also provide an approach for ENCSEVA to meet applied research needs (identify knowledge gaps), foster adaptive management principles, identify conservation priorities, prioritize threats (including potential impacts of climate change), and identify the required capacity to implement strategies to create more resilient landscapes. ENCSEVA seeks to support the overarching goals of the South Atlantic Landscape Conservation Cooperative (SALCC) and to provide scientific and technical support for conservation at landscape scales as well as inform the management of natural resources in response to shifts in climate, habitat fragmentation and loss, and other landscape-level challenges (South Atlantic LCC 2012). The ENCSEVA ecoregion encompasses the northern third of the SALCC geography and offers a unique opportunity to apply landscape conservation at multiple scales through the guidance of local conservation and natural resource management efforts and by reporting metrics that reflect the effectiveness of those efforts (Figure 1). The Environmental Decision Analysis Team, housed within the North Carolina Cooperative

  16. A Comparative Study of Strategic HRD Approaches for Workforce Planning in the Tourism Industry

    ERIC Educational Resources Information Center

    Bartlett, Kenneth; Johnson, Karen; Schneider, Ingrid E.

    2006-01-01

    This study compares the outcomes of two often used approaches for strategic HRD planning. Using methods framed within a strategic HRD planning framework the outcomes of a qualitative primary data approach are examined against quantitative labor market projections in a study of the future Minnesota tourism workforce. Results show each planning…

  17. Realizing the Potential of Information Resources: Information, Technology, and Services. Track 1: Strategic Planning.

    ERIC Educational Resources Information Center

    CAUSE, Boulder, CO.

    Eight papers are presented from the 1995 CAUSE conference track on strategic planning issues faced by managers of information technology at colleges and universities. The papers include: (1) "Can Small Colleges Afford To Be Technology Leaders? Can They Afford Not To Be? (Martin Ringle and David Smallen); (2) "Strategic Planning Across…

  18. 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

  19. NASA's Strategic Plan for Education. A Strategy for Change: 1993-1998. First Edition.

    ERIC Educational Resources Information Center

    National Aeronautics and Space Administration, Washington, DC.

    The National Aeronautics and Space Administration's (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…

  20. Strategic Information Systems Planning in Malaysian Public Universities

    ERIC Educational Resources Information Center

    Ismail, Noor Azizi; Raja Mohd Ali, Raja Haslinda; Mat Saat, Rafeah; Hsbollah, Hafizah Mohamad

    2007-01-01

    Purpose: The paper's purpose is to investigate the current status, problems and benefits of strategic information systems planning implementation in Malaysian public universities. Design/methodology/approach: The study uses dual but mutually supportive strands of investigation, i.e. a questionnaire survey and interviews. Findings: Malaysian public…

  1. Strategic Planning as a Basis for Restructuring Schools.

    ERIC Educational Resources Information Center

    Adams, Charles F.; Mecca, Thomas V.

    An educational planning model and instructional approach to prepare school administrators for the role of strategic planners are described. The model, ED QUEST, integrates future research techniques and divergent thinking modes into a participatory group process that provides visions of alternative futures. Primary activities in the process…

  2. USDOT’s Intelligent Transportation Systems (ITS) ITS strategic plan, 2015-2019.

    DOT National Transportation Integrated Search

    2014-05-01

    This document constitutes the Intelligent Transportation Systems Strategic Plan covering the years 2015 to 2019; it builds on the progress of the 2010-2014 plan and presents a wide array of technical, policy, institutional, and organizational concept...

  3. Foundation for the Future. 2013-2015 Strategic Plan. FY13 Organizational Performance Plan

    DTIC Science & Technology

    2013-01-01

    Strengths, Weaknesses, Opportunities, and Threats ( SWOT ) Analysis 192013–2015 Strategic Plan tr t ic l The Planning, Policy, and Leadership Support (PPLS...participation of faculty and staff from across the University in this review. The review process begins with an analysis of organizational strengths...weaknesses, opportunities, and threats ( SWOT ). (The results of the SWOT are shown on page 18.) This is based on an environmental scan which identifi

  4. Strategic Planning in 2005-2007: Not Your Daddy's Big Thick Binder!

    ERIC Educational Resources Information Center

    Burnham, Peter F.

    2007-01-01

    Effective strategic planning for community colleges contains four key elements: (1) It must be mission driven; (2) It must be integrated with capability and resources; (3) It must define measurable standards for determining outcomes; and (4) It must be transparent in its intent and strategic goals to all levels of the organization. Using a…

  5. Strategic workforce planning for a multihospital, integrated delivery system.

    PubMed

    Datz, David; Hallberg, Colleen; Harris, Kathy; Harrison, Lisa; Samples, Patience

    2012-01-01

    Banner Health has long recognized the need to anticipate, beyond the immediate operational realities or even the annual budgeting projection exercises, the necessary workforce needs of the future. Thus, in 2011, Banner implemented a workforce planning model that included structures, processes, and tools for predicting workforce needs, with particular focus on identified critical systemwide practice areas. The model represents the incorporation of labor management tools and processes with more strategic, broad-view, long-term assessment and planning mechanisms. The sequential tying of the workforce planning lifecycle with the organization's strategy and financial planning process supports alignment of goals, objectives, and resource allocation. Collaboration among strategy, finance, human resources, and operations has provided us with the ability to identify critical position groups based on 3-year strategic priorities. By engaging leaders from across the organization, focusing on activities at facility, regional, and system levels, and building in mechanisms for accountability, we are now engaged in continuous evaluations of our delivery models, the competencies and preparations necessary for the staff to effectively function within those delivery models, and developing and implementing action plans designed to ensure adequate numbers of the staff whose competencies will be suited to the work expected of them.

  6. Strategic Plan for Higher Education, 2008-2017

    ERIC Educational Resources Information Center

    Fingerhut, Eric D.

    2008-01-01

    If the State of Ohio is to grow and prosper, it must raise the education level of its population. The goal of this 10-year strategic plan is to raise the educational attainment of the state each year, and to close the gap between Ohio and competitor states and nations. To accomplish this goal, stakeholders must do three things: (1) Graduate more…

  7. 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

  8. 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

  9. A Correlational Analysis of Strategic Information Systems Planning in K-12 Public Educational Organizations

    ERIC Educational Resources Information Center

    Martin, Christopher J.

    2012-01-01

    Three decades of research has indicated that strategic information systems planning is a vital component to business success. The purpose of this study was to identify the relationship strategic information systems planning and financial commitment has within the K-12 public education sector. Data for this study was obtained from top management of…

  10. 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'…

  11. Nasa Program Plan

    NASA Technical Reports Server (NTRS)

    1980-01-01

    Major facts are given for NASA'S planned FY-1981 through FY-1985 programs in aeronautics, space science, space and terrestrial applications, energy technology, space technology, space transportation systems, space tracking and data systems, and construction of facilities. Competition and cooperation, reimbursable launchings, schedules and milestones, supporting research and technology, mission coverage, and required funding are considered. Tables and graphs summarize new initiatives, significant events, estimates of space shuttle flights, and major missions in astrophysics, planetary exploration, life sciences, environmental and resources observation, and solar terrestrial investigations. The growth in tracking and data systems capabilities is also depicted.

  12. 90-94 ITS Intercity Corridor Study - Strategic Deployment Plan

    DOT National Transportation Integrated Search

    1996-12-01

    PUBLIC-PRIVATE PARTNERSHIP, COMMERCIAL VEHICLES OPERATIONS OR CVO : THE IH 90/94 ITS INTERCITY CORRIDOR STRATEGIC DEPLOYMENT PLAN IS AN APPROACH FOR IMPLEMENTING INTELLIGENT TRANSPORTATION SYSTEMS (ITS) IN THE IH 90/94 CORRIDORS THAT TRAVERSE THE ...

  13. Strategic Planning for Health Care Cost Controls in a Constantly Changing Environment.

    PubMed

    Hembree, William E

    2015-01-01

    Health care cost increases are showing a resurgence. Despite recent years' comparatively modest increases, the projections for 2015 cost increases range from 6.6% to 7%--three to four times larger than 2015's expected underlying inflation. This resurgence is just one of many rapidly changing external and internal challenges health plan sponsors must overcome (and this resurgence advances the date when the majority of employers will trigger the "Cadillac tax"). What's needed is a planning approach that is effective in overcoming all known and yet-to-be-discovered challenges, not just affordability. This article provides detailed guidance in adopting six proven strategic planning steps. Following these steps will proactively and effectively create a flexible strategic plan for the present and future of employers' health plans that will withstand all internal and external challenges.

  14. Austin Community College Learning Resource Services Strategic Plan, 1992-1997.

    ERIC Educational Resources Information Center

    Austin Community Coll., TX.

    Designed as a planning tool and a statement of philosophy and mission, this five-part strategic planning report provides information on the activities, goals, and review processes of the Learning Resource Services (LRS) at Austin Community College in Austin, Texas. The LRS combines library services, access to computer terminals, and other…

  15. Evaluating spatially explicit burn probabilities for strategic fire management planning

    Treesearch

    C. Miller; M.-A. Parisien; A. A. Ager; M. A. Finney

    2008-01-01

    Spatially explicit information on the probability of burning is necessary for virtually all strategic fire and fuels management planning activities, including conducting wildland fire risk assessments, optimizing fuel treatments, and prevention planning. Predictive models providing a reliable estimate of the annual likelihood of fire at each point on the landscape have...

  16. 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…

  17. Strategic Research to Enable NASA's Exploration Missions Conference and Workshop: Poster Session. Volume 2

    NASA Technical Reports Server (NTRS)

    Nahra, Henry (Compiler)

    2004-01-01

    Reports are presented from volume 2 of the conference titled Strategic Research to Enable NASA's Exploration Missions, poster session. Topics included spacecraft fire suppression and fire extinguishing agents,materials flammability, various topics on the effects of microgravity including crystal growth, fluid mechanics, electric particulate suspension, melting and solidification, bubble formation, the sloshing of liquid fuels, biological studies, separation of carbon dioxide and carbon monoxide for Mars ISRU.

  18. National Center for Combating Terrorism Strategic Plan, September 2003

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

    Bechtel Nevada

    2003-09-01

    National Center for Combating Terrorism Strategic Plan is to document the mission, vision, and goals for success; define the build plan; and describe initiatives that support the U.S. Department of Homeland Security, U.S. Department of Defense, U.S. Department of Energy, U.S. Department of Justice, intelligence community, National Governors Association, and other organizations or departments with combating terrorism training, testing, and technology responsibilities.

  19. 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.

  20. 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…