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...

13 CFR 313.6 - Strategic Plans.

Code of Federal Regulations, 2010 CFR

2010-01-01

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

13 CFR 313.6 - Strategic Plans.

Code of Federal Regulations, 2011 CFR

2011-01-01

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

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.

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...

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.

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

PubMed

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

2009-01-01

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

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…

Planning for the Business of Education.

ERIC Educational Resources Information Center

Nutt, Andy

There are two levels of planning: strategic and operational. Strategic planning takes place at the upper levels of management and relates to the longrange objectives of an organization. Operational planning takes place at the middle, or lower, management echelon and deals with the implementation of strategic plans. It is the task of the chief…

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…

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

ERIC Educational Resources Information Center

Miller, Queinnise; Kritsonis, William A.

2009-01-01

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

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

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…

Strategic planning in diagnostic imaging: meeting the challenge.

PubMed

Lexa, Frank J

2008-02-01

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

Strategic Planning 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.…

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.

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

DOT National Transportation Integrated Search

2016-08-01

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

7 CFR 25.400 - Reporting.

Code of Federal Regulations, 2010 CFR

2010-01-01

... actions which have been taken in accordance with the strategic plan. In addition to these reports, such... other than those expressly included in the strategic plan should also be noted in order to provide an understanding of where the community stands with respect to implementation of the strategic plan. Furthermore...

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…

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…

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…

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.

Cloud computing strategic framework (FY13 - FY15).

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

Arellano, Lawrence R.; Arroyo, Steven C.; Giese, Gerald J.

This document presents an architectural framework (plan) and roadmap for the implementation of a robust Cloud Computing capability at Sandia National Laboratories. It is intended to be a living document and serve as the basis for detailed implementation plans, project proposals and strategic investment requests.

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.

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.

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.

From Reactionary to Responsive: Applying the Internal Environmental Scan Protocol to Lifelong Learning Strategic Planning and Operational Model Selection

ERIC Educational Resources Information Center

Downing, David L.

2009-01-01

This study describes and implements a necessary preliminary strategic planning procedure, the Internal Environmental Scanning (IES), and discusses its relevance to strategic planning and university-sponsored lifelong learning program model selection. Employing a qualitative research methodology, a proposed lifelong learning-centric IES process…

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…

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.

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.

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.

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…

Where Is the Gap between Internationalisation Strategic Planning and Its Implementation? A Study of 16 Dutch Universities' Internationalisation Plans

ERIC Educational Resources Information Center

de Haan, Helen Haijing

2014-01-01

A dominant concern with internationalisation through the past decades has been the process of strategic transformation of universities. While strategic management has been perceived as a necessary and useful approach in the construction of internationalisation, many criticisms have been levelled against the application of strategic management in…

Diagnosing and Resolving Conflict Created by Strategic Plans: Where Outreach Strategies and Execution Meet at an Academic Health Center.

PubMed

Edwards, Robert L; Wollner, Samuel B; Weddle, Jessica; Zembrodt, James W; Birdwhistell, Mark D

2017-01-01

The imperative for strategic change at academic health centers has never been stronger. Underpinning the success of strategic change is an effective process to implement a strategy. Healthcare organizations, however, often fail to execute on strategy because they do not activate the requisite capabilities and management processes. The University of Kentucky HealthCare recently defined its 2020 strategic plan to adapt to emerging market conditions. The authors outline the strategic importance of strengthening partnership networks and the initial challenges faced in executing their strategy. The findings are a case study in how one academic health center has approached strategy implementation.

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

PubMed

Brandt, C M

1999-12-01

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

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.

Problems of Implementation of Strategic Plans for Secondary Schools' Improvement in Anambra State

ERIC Educational Resources Information Center

Chukwumah, Fides Okwukweka; Ezeugbor, Carol Obiageli

2015-01-01

This study investigated the extent of problems of strategic plans implementation for secondary schools' improvement in Anambra State, Nigeria for quality education provision. The study used a descriptive survey design paradigm. Respondents comprised 217 principals. There was no sampling. All the principals were used. Data were collected using…

Current Strategic Business Plan for the Implementation of Digital Systems.

ERIC Educational Resources Information Center

Library of Congress, Washington, DC. National Library Service for the Blind and Physically Handicapped.

This document presents a current strategic business plan for the implementation of digital systems and services for the free national library program operated by the National Library Service for the Blind and Physically Handicapped, Library of Congress, its network of cooperating regional and local libraries, and the United States Postal Service.…

Improving Strategic Planning and Implementation in Universities through Competitive Intelligence Tools: A Means to Gaining Relevance

ERIC Educational Resources Information Center

Hughes, Stephanie; White, Rebecca J.

2005-01-01

Institutions of higher education can use competitive intelligence (CI) techniques to become more relevant to their communities. In Stepping Forward as Stewards of Place the American Association of State Colleges and Universities (AASCU) provides a model for public engagement that emphasizes internal strategic planning, implementation, and…

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.

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

PubMed

Urbanski, Joanne; Baskel, Maureen; Martelli, Mary

2011-01-01

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

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

NASA Astrophysics Data System (ADS)

Lober, Terence

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

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…

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…

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 ...

76 FR 66946 - Notice of Submission of Proposed Information Collection to OMB Annual Progress Reports for...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-10-28

... to HUD based on the progress reported in implementing the EZs' strategic plans. Businesses located in... based on the progress reported in implementing the EZs' strategic plans. Businesses located in the EZs.... The primary purpose of this collection is to continue current data reporting for Rounds, I, II, and...

76 FR 64369 - Notice of Submission of Proposed Information Collection to OMB Annual Progress Reports for...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-10-18

... based on the progress reported in implementing the EZs' strategic plans. Businesses located in the EZs... based on the progress reported in implementing the EZs' strategic plans. Businesses located in the EZs... primary purpose of this collection is to continue current data reporting for Rounds, I, II, and III...

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

ERIC Educational Resources Information Center

North, Chris; Jansen, Chris

2013-01-01

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

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

ERIC Educational Resources Information Center

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

2002-01-01

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

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

PubMed

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

1996-01-01

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

Strategic planning 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.

A Historical Analysis of the Leadership and Strategic Plan of Chancellor Stephen R. Portch in the University System of Georgia

ERIC Educational Resources Information Center

Fairchild-Pierce, Jennifer Elis

2008-01-01

This dissertation provides historical insight into the design and implementation of one strategic plan of a public higher education system in an effort to inform future similar strategic planning processes. On July 1, 1994, the Board of Regents appointed Stephen R. Portch the ninth Chancellor of the University System of Georgia. The timing was…

New Revenue Streams and Educational Infrastructure at IUPUI

ERIC Educational Resources Information Center

Sukhatme, Uday

2012-01-01

Dynamic planning, an approach to steadily put in motion some aspects of a strategic plan, even while the rest of the planning is in progress, has been used successfully over the past five years for implementing the IUPUI Academic Plan. The eleven major strategic initiatives that underlie the academic plan have enhanced the research, teaching, and…

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 ...

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.

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.

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 ...

Tennessee long-range transportation plan : 10-year strategic investments program

DOT National Transportation Integrated Search

2005-12-01

The 10-Year Strategic Investments Program report identifies proposed spending priorities and policy initiatives that will address many of Tennessees transportation needs and help implement the states new Long-Range Transportation Plan (LRTP) ov...

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.

24 CFR 598.205 - What are the requirements for nomination?

Code of Federal Regulations, 2010 CFR

2010-04-01

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

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

ERIC Educational Resources Information Center

Baltzer, Jan A.

2000-01-01

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

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.

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

ERIC Educational Resources Information Center

Giles, Corrie

1995-01-01

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

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)

Recent progress in utilization planning for Space Station Freedom

NASA Technical Reports Server (NTRS)

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

1991-01-01

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

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.

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

PubMed

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

2014-09-01

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

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…

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.

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…

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.

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

Code of Federal Regulations, 2011 CFR

2011-04-01

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

Library Web Site Administration: A Strategic Planning Model For the Smaller Academic Library

ERIC Educational Resources Information Center

Ryan, Susan M.

2003-01-01

Strategic planning provides a useful structure for creating and implementing library web sites. The planned integration of a library's web site into its mission and objectives ensures that the library's community of users will consider the web site one of the most important information tools the library offers.

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.

FY16 Strategic Themes.

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

Leland, Robert W.

2017-03-01

I am pleased to present this summary of the Division 1000 Science and Technology Strategic Plan. This plan was created with considerable participation from all levels of management in Division 1000, and is intended to chart our course as we strive to contribute our very best in service of the greater Laboratory strategy. The plan is characterized by four strategic themes: Mission Engagement, Bold Outcomes, Collaborative Environment, and the Safety Imperative. Each theme is accompanied by a brief vision statement, several goals, and planned actions to support those goals throughout FY16. I want to be clear that this is notmore » a strategy to be pursued in tension with the Laboratory strategic plan. Rather, it is intended to describe “how” we intend to show up for the “what” described in Sandia’s Strategic Plan. I welcome your feedback and look forward to our dialogue about these strategic themes. Please join me as we move forward to implement the plan in the coming year.« less

FY17 Strategic Themes.

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

Leland, Robert W.

2017-03-01

I am pleased to present this summary of the FY17 Division 1000 Science and Technology Strategic Plan. As this plan represents a continuation of the work we started last year, the four strategic themes (Mission Engagement, Bold Outcomes, Collaborative Environment, and Safety Imperative) remain the same, along with many of the goals. You will see most of the changes in the actions listed for each goal: We completed some actions, modified others, and added a few new ones. As I’ve stated previously, this is not a strategy to be pursued in tension with the Laboratory strategic plan. The Division 1000more » strategic plan is intended to chart our course as we strive to contribute our very best in service of the greater Laboratory strategy. I welcome your feedback and look forward to our dialogue about these strategic themes. Please join me as we move forward to implement the plan in the coming months.« less

From Tragedy To Strategy: Assessing The FDNY’s Post 9/11 Strategic Planning Process

DTIC Science & Technology

2016-12-01

STRATEGY: ASSESSING THE FDNY’S POST -9/11 STRATEGIC PLANNING PROCESS by Jonathan P. Pistilli December 2016 Thesis Advisor: Rodrigo Nieto...December 2016 3. REPORT TYPE AND DATES COVERED Master’s thesis 4. TITLE AND SUBTITLE FROM TRAGEDY TO STRATEGY: ASSESSING THE FDNY’S POST -9/11...the city of New York (FDNY) strategic plans have been formulated using the same process, implemented in the post -9/11 environment. The process must

National Risk Management Research Laboratory Strategic plan and Implementation - Overview

EPA Science Inventory

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

Strategic Human Resources Management of Employer Cooperative Education Programs.

ERIC Educational Resources Information Center

Nielsen, Richard P.; Porter, Ralph C.

1982-01-01

This article discusses effective strategic planning and management of employer cooperative education programs. It examines types of planning, the need for such programs, and implementation strategies. Several case studies are considered: Dayton-Hudson, IBM, AT&T, Delta Airlines, and Rockwell International. (CT)

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)

7 CFR 25.401 - Responsibility of lead managing entity.

Code of Federal Regulations, 2011 CFR

2011-01-01

... lead managing entity will be responsible for strategic plan program activities and monitoring the fiscal management of the funds of the Empowerment Zone or Enterprise Community. (b) Reporting. The lead.... All entities with significant involvement in implementing the strategic plan shall cooperate with the...

7 CFR 25.401 - Responsibility of lead managing entity.

Code of Federal Regulations, 2010 CFR

2010-01-01

... lead managing entity will be responsible for strategic plan program activities and monitoring the fiscal management of the funds of the Empowerment Zone or Enterprise Community. (b) Reporting. The lead.... All entities with significant involvement in implementing the strategic plan shall cooperate with the...

Strategic Audit and Marketing Plan

ERIC Educational Resources Information Center

Wright, Lianna S.

2013-01-01

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

Strategic 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.

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.

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

NASA Astrophysics Data System (ADS)

1995-05-01

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

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

NASA Technical Reports Server (NTRS)

1995-01-01

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

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…

Maintaining technical excellence requires a national plan

NASA Technical Reports Server (NTRS)

Davidson, T. F.

1991-01-01

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

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

Treesearch

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

1999-01-01

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

Strategic Planning: An Integrated Academic Information Management System (IAIMS) at Georgetown University Medical Center. Volume 1, Implementation Plan. Volume 2, Planning Accomplishments. Volume 3, Environmental Forecast. Volume 4, Institutional Self Study.

ERIC Educational Resources Information Center

Broering, Naomi C.; And Others

Strategic planning for an Integrated Academic Information Management System (IAIMS) for Georgetown University Medical Center is considered. The goal is to organize and transmit accessible and timely biomedical information where it is needed. Activities are proposed for education, research, patient care, management, sharing information on…

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

DOT National Transportation Integrated Search

1997-03-01

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

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

PubMed

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

2016-01-01

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

Planning and Preparation for CD-ROM Implementation: The Citadel Library.

ERIC Educational Resources Information Center

Maynard, J. Edmund

Management guidelines for library planning and a strategic planning program profile based on the literature were used in the planning process for implementing access to databases on CD-ROM at the Daniel Library of the Citadel, Military College of South Carolina. According to this model, the planning process would consist of five stages: (1)…

Tennessee Educational Technology Plan. 2003-2006. For Implementing the Enhancing Education Through Technology Provisions of the No Child Left Behind Plan Act of 2001.

ERIC Educational Resources Information Center

Tennessee State Department of Education, 2004

2004-01-01

This Strategic Educational Technology Plan for the State of Tennessee responds directly to the U. S. Department of Education's (USDoE) rule that state applications for Title II Part D funding under the No Child Left Behind Act must have statewide long-range strategic technology plans for K-12 education. Guidance from the USDoE Office of Technology…

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.

Region 4 ATMS local evaluation report

DOT National Transportation Integrated Search

2005-07-01

In March, 1996, the Rochester Areawide Advanced Transportation Management System Report (6) established the need for an ITS as well as a strategic implementation/deployment plan. This plan has, in part, been implemented through the design and constru...

Developing an information systems strategy for nursing.

PubMed

Callanan, K M; Hughes, S J

1995-01-01

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

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.

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

ERIC Educational Resources Information Center

Sheppard, Ronald J.

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

Palm Beach Community College Strategic Plan, 1999-2004.

ERIC Educational Resources Information Center

Samuels, Seymour

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

Unique Approach to Creating and Implementing a Social Media Strategic Plan

ERIC Educational Resources Information Center

Davis, Jamie; Dishon, Karissa

2017-01-01

Social media is a valuable communication, outreach, and marketing tool, yet Extension educators often underutilize social media due to concerns related to lack of guidance and perceived risks. This article showcases a unique approach to creating a social media strategic plan that applies best practices from the field of marketing and addresses…

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

ERIC Educational Resources Information Center

Kranitz, Gina; Hart, Kenneth R.

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

Strategic survey framework for the Northwest Forest Plan survey and manage program.

Treesearch

Randy Molina; Dan McKenzie; Robin Lesher; Jan Ford; Jim Alegria; Richard Cutler

2003-01-01

This document outlines an iterative process for assessing the information needs for all Northwest Forest Plan (NWFP) survey and manage species, designing and implementing strategic surveys (including field surveys and other information-gathering processes), and analyzing that information for use in the NWFP annual species review and adaptive-management processes. The...

24 CFR 598.205 - What are the requirements for nomination?

Code of Federal Regulations, 2011 CFR

2011-04-01

... that the strategic plan described in § 598.215 will be implemented, and these governments submit its... strategic plan, as described in § 598.215; (3) Include the certifications described in § 598.210; (4... designation process. (Approved by the Office of Management and Budget under Control Number 2506-0148) [63 FR...

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

PubMed

Anderson, R W

1986-09-01

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

Implementing Strategic Change: A Practical Guide for Business.

ERIC Educational Resources Information Center

Grundy, Tony

This book is designed to serve as a practical guide to planning and managing change within a business, and as a text for graduate business students studying change strategies. It focuses on the rationale for change, managing the change process, tools for change, creating a strategic vision for change, and checklists for implementing strategic…

Creating a future worth experiencing: nursing strategic planning in an integrated healthcare delivery system.

PubMed

Drenkard, K N

2001-01-01

The application of a strategic planning methodology for the discipline of nursing is described in use by a large, nonprofit integrated healthcare system. The methodology uses a transformational leadership assessment tool, quality planning methods, and large group intervention to engage nurses in the implementation of strategies. Based on systems theory, the methodology outlined by the author has application at any level in an organization, from an entire delivery network, to a patient care unit. The author discusses getting started on a strategic planning journey, tools that are useful in the process, integrating already existing business plans into the strategies for nursing, preliminary measures to monitor progress, and lessons learned along the journey.

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.

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-06-09

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

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.

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.

Designing a Strategic Plan through an Emerging Knowledge Generation Process: The ATM Experience

ERIC Educational Resources Information Center

Zanotti, Francesco

2012-01-01

Purpose: The aim of this contribution is to describe a new methodology for designing strategic plans and how it was implemented by ATM, a public transportation agency based in Milan, Italy. Design/methodology/approach: This methodology is founded on a new system theory, called "quantum systemics". It is based on models and metaphors both…

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.

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.

A Strategic Plan for Integrating ICD-10 in Your Practice and Workflow.

PubMed

Bowman, Sue; Cleland, Risë Marie; Staggs, Stuart

2015-01-01

The adoption of the International Classification of Disease (ICD) 10th Revision (ICD-10) diagnosis code set in the United States has been legislatively delayed several times with the most recent date for implementation set for October 1, 2015. The transition from ICD-9 to ICD-10 will be a major undertaking that will require a substantial amount of planning. In the following article, we outline the steps to develop and implement a strategic plan for the transition to the new code set, identify training needs throughout the practice, and review the challenges and opportunities associated with the transition to ICD-10.

A Resource Management Tool for Implementing Strategic Direction in an Academic Department

ERIC Educational Resources Information Center

Ringwood, John V.; Devitt, Frank; Doherty, Sean; Farrell, Ronan; Lawlor, Bob; McLoone, Sean C.; McLoone, Seamus F.; Rogers, Alan; Villing, Rudi; Ward, Tomas

2005-01-01

This paper reports on a load balancing system for an academic department, which can be used as an implementation mechanism for strategic planning. In essence, it consists of weighting each activity within the department and performing workload allocation based on this transparent scheme. The experience to date has been very positive, in terms of…

Strategic Planning for Information Systems: The Evidence from a Successful Implementation in an Academic Setting.

ERIC Educational Resources Information Center

Carter, Richard B.; And Others

1991-01-01

Demonstrates how an information systems plan can be successfully developed and implemented within an academic setting. Six guidelines for information systems planning are provided; problems are identified and recommendations to address the problems are suggested; and information systems objectives are discussed, including business communications,…

[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.

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

ERIC Educational Resources Information Center

Box, Wilford Winston

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

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

ERIC Educational Resources Information Center

Lofstrom, Erika; Nevgi, Anne

2007-01-01

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

The Virtues of Postmodernism Electrified with the Use of the Six Realms of Meaning and Strategic Planning

ERIC Educational Resources Information Center

Gardiner, Simone Allan.; Kritsonis, William A.

2009-01-01

The purpose of this article is to examine how Postmodernism and the "Ways of Knowing Through the Realms of Meaning" (2007) by Dr. William Kritsonis can be implemented in our schools with strategic planning. The six realms of meanings are symbolics, empirics, esthetics, synnoetics, ethics, and synoptics. Postmodernism's primary significance is its…

20 CFR 661.420 - Under what conditions may a Governor request, and the Secretary approve, a general waiver of...

Code of Federal Regulations, 2010 CFR

2010-04-01

... elected officials: (1) By submitting a waiver plan which may accompany the State's WIA 5-year strategic... waiver and how those goals relate to the Strategic Plan goals; (2) Describes the actions that the State... outcomes and to implement other appropriate measures to ensure accountability. (f) The Secretary will issue...

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

ERIC Educational Resources Information Center

Kutina, Kenneth L.; And Others

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

Automating Space Station operations planning

NASA Technical Reports Server (NTRS)

Ziemer, Kathleen A.

1989-01-01

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

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

PubMed

Smessaert, A H

1992-10-01

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

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

PubMed

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

2013-03-01

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

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

PubMed

Levinson, Wendy; Axler, Helena

2007-08-01

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

Strategic 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.

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…

Advanced rural transportation systems (ARTS) : rural intelligent transportation systems (ITS) : program plan

DOT National Transportation Integrated Search

1996-08-01

This Program Plan for the Advanced Rural Transportation Systems (ARTS) implements the goals and objectives established in the U.S. Department of Transportations (USDOTs) Strategic Plan for the ARTS. This Program Plan proposes five years (FY 97...

48 CFR 1407.102 - Policy.

Code of Federal Regulations, 2010 CFR

2010-10-01

... PLANNING ACQUISITION PLANNING Acquisition Plans 1407.102 Policy. DOI has implemented its acquisition planning system in 404 DM. This system meets the criteria prescribed in FAR Subpart 7.1, 375 DM, OCIO Program Management, and 376 DM, Automated Data Processing. Each of these addresses strategic planning for...

48 CFR 1407.102 - Policy.

Code of Federal Regulations, 2011 CFR

2011-10-01

... PLANNING ACQUISITION PLANNING Acquisition Plans 1407.102 Policy. DOI has implemented its acquisition planning system in 404 DM. This system meets the criteria prescribed in FAR Subpart 7.1, 375 DM, OCIO Program Management, and 376 DM, Automated Data Processing. Each of these addresses strategic planning for...

Louisiana CVO/ITS business plan

DOT National Transportation Integrated Search

1998-06-01

Louisianas CVO / ITS Business Plan provides a long-term strategic vision and implementation program for meeting Louisianas Commercial Vehicle Operations / Intelligent Transportation Systems (CVO / ITS) needs. Commercial Vehicle Operations - CVO...

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

ERIC Educational Resources Information Center

General Accounting Office, Washington, DC.

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

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

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

Brown, E.

2011-01-01

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

Collaboration process for integrated social and health care strategy implementation.

PubMed

Korpela, Jukka; Elfvengren, Kalle; Kaarna, Tanja; Tepponen, Merja; Tuominen, Markku

2012-01-01

To present a collaboration process for creating a roadmap for the implementation of a strategy for integrated health and social care. The developed collaboration process includes multiple phases and uses electronic group decision support system technology (GDSS). A case study done in the South Karelia District of Social and Health Services in Finland during 2010-2011. An expert panel of 13 participants was used in the planning process of the strategy implementation. The participants were interviewed and observed during the case study. As a practical result, a roadmap for integrated health and social care strategy implementation has been developed. The strategic roadmap includes detailed plans of several projects which are needed for successful integration strategy implementation. As an academic result, a collaboration process to create such a roadmap has been developed. The collaboration process and technology seem to suit the planning process well. The participants of the meetings were satisfied with the collaboration process and the GDSS technology. The strategic roadmap was accepted by the participants, which indicates satisfaction with the developed process.

CNES Strategic Plan 2001-2005

NASA Astrophysics Data System (ADS)

Janichewski, S.; Ben Aı̈m, H.

2004-04-01

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

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.

The new concept of hospital--the strategic plan of the "Policlinico A. Gemelli" and positioning of the reengineering project.

PubMed

Cicchetti, A

1998-01-01

The innovations introduced in the Italian Health Care System by the legislative decrees No. 502/92 and 517/93 are remarkable, drawing on managerial methods and organizational structure of hospitals. To face this kind of change, in 1995 the "Policlinico A. Gemelli" prepared a five-year Strategic Plan that gave strategical lines and targets to be pursued. This plan has isolated 3 main strategical projects to be implemented with the participation of all medical and managerial professionals operating in the "Policlinico". The most complex project is that of the reengineering of management processes, we expect to end during 1998. The main target is to check the fundamental factors involved with the aim of achieving patient satisfaction as well as a cost-effective management.

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

PubMed

Howard, B; Gould, K E

2000-09-01

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

The importance of socially responsible strategic planning

NASA Astrophysics Data System (ADS)

Štrukelj, Tjaša

2017-10-01

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

NASA strategic plan

NASA Technical Reports Server (NTRS)

1994-01-01

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

24 CFR 598.420 - Periodic progress determinations.

Code of Federal Regulations, 2011 CFR

2011-04-01

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

Improving the Success of Strategic Management Using Big Data.

PubMed

Desai, Sapan S; Wilkerson, James; Roberts, Todd

2016-01-01

Strategic management involves determining organizational goals, implementing a strategic plan, and properly allocating resources. Poor access to pertinent and timely data misidentifies clinical goals, prevents effective resource allocation, and generates waste from inaccurate forecasting. Loss of operational efficiency diminishes the value stream, adversely impacts the quality of patient care, and hampers effective strategic management. We have pioneered an approach using big data to create competitive advantage by identifying trends in clinical practice, accurately anticipating future needs, and strategically allocating resources for maximum impact.

Experiences that develop the ability to think strategically.

PubMed

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

2009-01-01

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

Succession planning: a call to action for nurse executives.

PubMed

Trepanier, Sylvain; Crenshaw, Jeannette T

2013-10-01

To discuss the organisational benefits of strategic succession planning in acute care hospital settings as a responsibility of chief nurse executives. A formal succession planning process is crucial to the financial and operational viability and sustainability of acute care hospitals. A succession plan is an essential business strategy that promotes effective leadership transition and continuity while maintaining productivity. Nursing and business literature were reviewed; reports contrasting institutions with and without succession plans were examined; and, operational implications were considered. It is imperative that chief nurse executives respond to the business benefits of an effective succession planning programme, identify common barriers and solutions, and implement best practices for a successful strategic succession planning programme. A strategic succession planning programme may offer many benefits to an acute care hospital, including improved retention rates, increased staff engagement and enhanced financial performance. Considering the ageing nursing workforce and the potential increase in demand for nursing services in the near future, nurse executives and other nurse leaders must actively engage in a formal succession planning process. A formal succession planning programme will help to provide strategic leadership continuity, operational effectiveness and improved quality of care. © 2013 John Wiley & Sons Ltd.

Strategic planning in an academic radiation medicine program.

PubMed

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

2017-12-01

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

Strategic planning in an academic radiation medicine program

PubMed Central

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

2017-01-01

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

Valencia Community College Educational Technology Plan, 2000-2004.

ERIC Educational Resources Information Center

Valencia Community Coll., Orlando, FL.

The purpose of the Educational Technology Plan is to provide a collaborative framework to address the institutional assessment, prioritization, implementation, and resource allocation associated with technology issues at Valencia Community College (Florida). The plan has been integrated with the college's Comprehensive Strategic Plan goals and…

Strategic Planning Implementation in Indonesia’s Transmigration Plan.

DTIC Science & Technology

1984-06-01

archipelago has a highly complex geolog - ical history . This effected the nation’s volcanic soil conditicns, numerous mountain systems, and a variety of...distinctive area caused by its geological structure. The islands of Java, Sumatra, and Kalimantan , together with the small islands in between, stand on the...continents, that of Asia and Australia. This formation has made the straits between the islands strategically important throughout history . because of

Strategic Financial Management for Conferences, Workshops, and Meetings. Jossey-Bass Higher and Adult Education Series and Jossey-Bass Management Series.

ERIC Educational Resources Information Center

Simerly, Robert G.

This book shows how to design and implement a strategic financial management system for any organization that plans conferences, workshops, and meetings. It guides the reader through steps in the budgeting and strategic financial management process. Case studies, hints, and guidelines for avoiding the most common mistakes are given, and…

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.

PLANNING AND COORDINATION OF ACTIVITIES SUPPORTING THE RUSSIAN SYSTEM OF CONTROL AND ACCOUNTING OF NUCLEAR MATERIALS AT ROSATOM FACILITIES IN THE FRAMEWORK OF THE U.S.-RUSSIAN COOPERATION.

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

SVIRIDOVA, V.V.; ERASTOV, V.V.; ISAEV, N.V.

2005-05-16

The MC&A Equipment and Methodological Support Strategic Plan (MEMS SP) for implementing modern MC&A equipment and methodologies at Rosatom facilities has been developed within the framework of the U.S.-Russian MPC&A Program. This plan developed by the Rosatom's Russian MC&A Equipment and Methodologies (MEM) Working Group and is coordinated by that group with support and coordination provided by the MC&A Measurements Project, Office of National Infrastructure and Sustainability, US DOE. Implementation of different tasks of the MEMS Strategic Plan is coordinated by Rosatom and US-DOE in cooperation with different U.S.-Russian MC&A-related working groups and joint site project teams. This cooperation allowsmore » to obtain and analyze information about problems, current needs and successes at Rosatom facilities and facilitates solution of the problems, satisfying the facilities' needs and effective exchange of expertise and lessons learned. The objective of the MEMS Strategic Plan is to enhance effectiveness of activities implementing modern equipment and methodologies in the Russian State MC&A system. These activities are conducted within the joint Russian-US MPC&A program aiming at reduction of possibility for theft or diversion of nuclear materials and enhancement of control of nuclear materials.« less

Ecosystem restoration: Chapter 4

USGS Publications Warehouse

Cullinane Thomas, Catherine M.; Skrabis, K. E.; Gascoigne, William

2012-01-01

The Department of the Interior extensively supports―through its mission, policy, programs, and funding― the study, planning, implementation, and monitoring of ecosystem restoration. This commitment is reflected in the Department's FY2011-2016 Strategic Plan.

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.

[An application of the strategy results cycle to HIV/AIDS strategic planning in Latin America].

PubMed

Rodríguez-García, Rosalía; Rosenberg, Hernán

2013-07-01

To describe the Strategy Results Cycle (SRC), a model that approaches planning as an ongoing cycle of seven phases that continually responds and adapts to existing evidence. Reliable sources were used for the preparation of databases and expenditure-costing data for resources needs analysis. The planning process 6-9 months to complete a national strategic plan that was informed by evidence, focused on results and costed. Knowledge transfer facilitated national leadership and stakeholders' participation. Between 2007 and 2011, 13 of 16 countries adopted the Strategy Results Cycle model. The evidence supported the identification of results and the expenditure-costing analysis improved budget allocation efficiency. The SRC facilitated purposeful participation and added value to previous planning approaches by connecting "thinking" and "doing" which resulted in national strategic plans that are designed by stakeholders, relevant to local conditions, and can guide implementation and resource mobilization.

Readiness factors for information system strategic planning among universities in developing countries: a systematic review

NASA Astrophysics Data System (ADS)

Irfan, M.; Putra, S. J.; Alam, C. N.; Subiyakto, A.; Wahana, A.

2018-03-01

The implementation of information system strategic planning (ISSP) in higher education institutions is to improve work efficiency, management effectiveness in order to improve organizational competitive advantage. However, the question of whether all universities are ready to implement ISSP as a way to achieve organizational goals has not been answered. This study aims to investigate the readiness phenomena through literature study. The method used is by using the Systematic Literature Review (SLR) instrument to identify readiness factors on the implementation of ISSP, especially among the institutions of higher education in developing countries. This study has identified 10 readiness measurement. There are three categories of measurement, namely people, processes and technologies that represent 11 factors of ISSP readiness measurement in universities.

Using IT to improve quality at NewYork-Presybterian Hospital: a requirements-driven strategic planning process.

PubMed

Kuperman, Gilad J; Boyer, Aurelia; Cole, Curt; Forman, Bruce; Stetson, Peter D; Cooper, Mary

2006-01-01

At NewYork-Presbyterian Hospital, we are committed to the delivery of high quality care. We have implemented a strategic planning process to determine the information technology initiatives that will best help us improve quality. The process began with the creation of a Clinical Quality and IT Committee. The Committee identified 2 high priority goals that would enable demonstrably high quality care: 1) excellence at data warehousing, and 2) optimal use of automated clinical documentation to capture encounter-related quality and safety data. For each high priority goal, a working group was created to develop specific recommendations. The Data Warehousing subgroup has recommended the implementation of an architecture management process and an improved ability for users to get access to aggregate data. The Structured Documentation subgroup is establishing recommendations for a documentation template creation process. The strategic planning process at times is slow, but assures that the organization is focusing on the information technology activities most likely to lead to improved quality.

Using IT to Improve Quality at NewYork-Presybterian Hospital: A Requirements-Driven Strategic Planning Process

PubMed Central

Kuperman, Gilad J.; Boyer, Aurelia; Cole, Curt; Forman, Bruce; Stetson, Peter D.; Cooper, Mary

2006-01-01

At NewYork-Presbyterian Hospital, we are committed to the delivery of high quality care. We have implemented a strategic planning process to determine the information technology initiatives that will best help us improve quality. The process began with the creation of a Clinical Quality and IT Committee. The Committee identified 2 high priority goals that would enable demonstrably high quality care: 1) excellence at data warehousing, and 2) optimal use of automated clinical documentation to capture encounter-related quality and safety data. For each high priority goal, a working group was created to develop specific recommendations. The Data Warehousing subgroup has recommended the implementation of an architecture management process and an improved ability for users to get access to aggregate data. The Structured Documentation subgroup is establishing recommendations for a documentation template creation process. The strategic planning process at times is slow, but assures that the organization is focusing on the information technology activities most likely to lead to improved quality. PMID:17238381

48 CFR 312.101 - Policy.

Code of Federal Regulations, 2011 CFR

2011-10-01

... PLANNING ACQUISITION OF COMMERCIAL ITEMS Acquisition of Commercial Items-General 312.101 Policy. (a) It is.... Accordingly, HHS has implemented a Strategic Sourcing Program through which it awards BPAs or other contract... more efficient. OPDIVs shall use HHS' strategic sourcing vehicles to the maximum extent possible—see...

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

PubMed

Linggi, A; Pelham, L D

1986-09-01

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

Strategic Planning for Computer-Based Educational Technology.

ERIC Educational Resources Information Center

Bozeman, William C.

1984-01-01

Offers educational practitioners direction for the development of a master plan for the implementation and application of computer-based educational technology by briefly examining computers in education, discussing organizational change from a theoretical perspective, and presenting an overview of the planning strategy known as the planning and…

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

PubMed

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

2006-01-01

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

A strategic approach for Water Safety Plans implementation in Portugal.

PubMed

Vieira, Jose M P

2011-03-01

Effective risk assessment and risk management approaches in public drinking water systems can benefit from a systematic process for hazards identification and effective management control based on the Water Safety Plan (WSP) concept. Good results from WSP development and implementation in a small number of Portuguese water utilities have shown that a more ambitious nationwide strategic approach to disseminate this methodology is needed. However, the establishment of strategic frameworks for systematic and organic scaling-up of WSP implementation at a national level requires major constraints to be overcome: lack of legislation and policies and the need for appropriate monitoring tools. This study presents a framework to inform future policy making by understanding the key constraints and needs related to institutional, organizational and research issues for WSP development and implementation in Portugal. This methodological contribution for WSP implementation can be replicated at a global scale. National health authorities and the Regulator may promote changes in legislation and policies. Independent global monitoring and benchmarking are adequate tools for measuring the progress over time and for comparing the performance of water utilities. Water utilities self-assessment must include performance improvement, operational monitoring and verification. Research and education and resources dissemination ensure knowledge acquisition and transfer.

The Strategic Thinking Process: Efficient Mobilization of Human Resources for System Definition

PubMed Central

Covvey, H. D.

1987-01-01

This paper describes the application of several group management techniques to the creation of needs specifications and information systems strategic plans in health care institutions. The overall process is called the “Strategic Thinking Process”. It is a formal methodology that can reduce the time and cost of creating key documents essential for the successful implementation of health care information systems.

Strategic service-line planning. Building competitive advantage.

PubMed

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

2003-12-01

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

The Development and Implementation of a Dental School Strategic Plan.

ERIC Educational Resources Information Center

Moreland, Ernest F.; And Others

1990-01-01

The University of Maryland Dental School began a comprehensive external and internal analysis of dentistry and dental education. Three analysis groups were established to review the external environment, the competitive environment, and institutional strengths and weaknesses. A strategic directions group identified directions and created a…

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.

Defense Health Agency and the Deployment of the Electronic Health Record: Building an Organizational Framework for Implementation and Sustainment

DTIC Science & Technology

2016-12-01

vital component of hospital and information system management within a healthcare system, but it may be minimally realized by healthcare systems...both government and non-government hospital systems to address them in their strategic and operational plans. Nonetheless, EHR systems are a very... strategic imperatives. Trkman (2010) suggested in the Journal of Information Management , “Implementing change within an organization is dependent

Naval Supply Systems Command: Data Administration Planning and Implementation

DTIC Science & Technology

1989-03-01

determined that management’s lack of understanding is an inhibitor of successful DA. Equally important is the DA group’s comprehension of...is the actual staff responsible for DA. Kahn [Ref. 5] found that an insufficient DA staff was another inhibitor of successful DA implementation. Two...Logistic Network ( NLN ) architecture. 7 3. NAVSUP Strategic Directions Three of NAVSUP’s strategic directions pertain to this study. The first is the

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.

Universal Access to HIV prevention, treatment and care: assessing the inclusion of human rights in international and national strategic plans

PubMed Central

Gruskin, Sofia; Tarantola, Daniel

2012-01-01

Rhetorical acknowledgment of the value of human rights for the AIDS response continues, yet practical application of human rights principles to national efforts appears to be increasingly deficient. We assess the ways in which international and national strategic plans and other core documents take into account the commitments made by countries to uphold human rights in their efforts towards achieving Universal Access. Key documents from the Joint United Nations Programme on HIV and AIDS (UNAIDS), the World Health Organization (WHO), the World Bank, the Global Fund to Fight AIDS, TB and Malaria (GFATM) and the US President’s Emergency Plan for AIDS Relief (PEPFAR) were reviewed along with 14 national HIV strategic plans chosen for their illustration of the diversity of HIV epidemic patterns, levels of income and geographical location. Whereas human rights concepts overwhelmingly appeared in both international and national strategic documents, their translation into actionable terms or monitoring frameworks was weak, unspecific or absent. Future work should analyse strategic plans, plans of operation, budgets and actual implementation so that full advantage can be taken, not only of the moral and legal value of human rights, but also their instrumental value for achieving Universal Access. PMID:18641464

Applying the ED QUEST Planning Model in a School of Management: A Case Study.

ERIC Educational Resources Information Center

Ptaszynski, James Garner; Morrison, James L.

1990-01-01

The Strategic Planning Committee at the Graduate School of Management, Wake Forest University, identified what issues, trends, and possible events might affect the school in the future. The implementation of the ED QUEST planning model is described. (MLW)

Implementation of Total Asset Management at the University of Tasmania.

ERIC Educational Resources Information Center

Smith, Matt

2002-01-01

Describes the implementation of total asset management (TAM) at the University of Tasmania to better link physical resources management with the university's strategic planning. Discusses TAM's principles, objectives, and future direction. (EV)

Implementing Knowledge Management as a Strategic Initiative

DTIC Science & Technology

2003-12-01

Quality Management (TQM); Development Metrics Standards; Philosophy Hierarchical, Centralized or Decentralized; Sociolinguistics ...disciplines of operations research, logic, psychology, philosophy, sociolinguistics , management science, management information science, organizational...needs of customers for America and its Allies.” (CECOM AC Strategic Plan, 2001) Given the mission and vision statements, an organization needs to

A "Quick & Dirty" Strategic Audit

ERIC Educational Resources Information Center

Brawley, Dorothy E.

2016-01-01

In teaching Strategic Management, it is imperative that students first learn how to audit the firm before they begin analysis, planning and implementation. Unfortunately this is a step often overlooked. Without a complete and up to date audit, any analysis conducted would have questionable validity and reliability. This report focuses on an…

Framework for Evaluating Educational Systemic Initiatives.

ERIC Educational Resources Information Center

Ikegulu, T. Nelson

This paper describes the implementation of the Holistic Systemic Evaluation (HSE), a component of an Education Systemic Initiative's strategic management. The HSE provides general guidance for the implementation and continual improvement of an Education Systemic Initiative Reform (ESIR). The implementation of the education system initiative plan:…

The Nature and Use of Individualized Learning Plans as a Promising Career Intervention Strategy

ERIC Educational Resources Information Center

Solberg, V. Scott; Phelps, L. Allen; Haakenson, Kristin A.; Durham, Julie F.; Timmons, Joe

2012-01-01

Individualized learning plans (ILPs) are being implemented in high schools throughout the United States as strategic planning tools that help students align course plans with career aspirations and often include the development of postsecondary plans. Initial indications are that ILPs may be an important method for helping students achieve both…

Strategic performance evaluation in cancer centers.

PubMed

Delgado, Rigoberto I; Langabeer, James R

2009-01-01

Most research in healthcare strategy has focused on formulating or implementing organizational plans and strategies, and little attention has been dedicated to the post-implementation control and evaluation of strategy, which we contend is the most critical aspect of achieving organizational goals. The objective of this study was to identify strategic control approaches used by major cancer centers in the country and to relate these practices to financial performance. Our intent was to expand the theory and practice of healthcare strategy to focused services, such as oncology. We designed a 17-question survey to capture elements of strategy and performance from our study sample, which comprised major cancer hospitals in the United States and shared similar mandates and resource constraints. The results suggest that high-performing cancer centers use more sophisticated analytical approaches, invest greater financial resources in performance analysis, and conduct more frequent performance reviews than do low-performing organizations. Our conclusions point to the need for a more robust approach to strategic assessment. In this article, we offer a number of recommendations for management to achieve strategic plans and goals on the basis of our research. To our knowledge, this study is one of the first to concentrate on the area of strategic control.

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

ERIC Educational Resources Information Center

Billings, Diane M.; Rowles, Connie J.

2001-01-01

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

A Process for Planning.

ERIC Educational Resources Information Center

Gurowitz, William D.; And Others

1988-01-01

Describes how Division of Campus Life at Cornell University conducted long-range planning and the results of its 2-year effort. Explains 2 (strategic and organizational) by 3 (diagnosis, formulation, and execution) matrix providing systems view from describing and evaluating long-range planning. Presents 10-step process implemented at Cornell. (NB)

New technology continues to invade healthcare. What are the strategic implications/outcomes?

PubMed

Smith, Coy

2004-01-01

Healthcare technology continues to advance and be implemented in healthcare organizations. Nurse executives must strategically evaluate the effectiveness of each proposed system or device using a strategic planning process. Clinical information systems, computer-chip-based clinical monitoring devices, advanced Web-based applications with remote, wireless communication devices, clinical decision support software--all compete for capital and registered nurse salary dollars. The concept of clinical transformation is developed with new models of care delivery being supported by technology rather than driving care delivery. Senior nursing leadership's role in clinical transformation and healthcare technology implementation is developed. Proposed standards, expert group action, business and consumer groups, and legislation are reviewed as strategic drivers in the development of an electronic health record and healthcare technology. A matrix of advancing technology and strategic decision-making parameters are outlined.

Achieving competitive advantage through strategic human resource management.

PubMed

Fottler, M D; Phillips, R L; Blair, J D; Duran, C A

1990-01-01

The framework presented here challenges health care executives to manage human resources strategically as an integral part of the strategic planning process. Health care executives should consciously formulate human resource strategies and practices that are linked to and reinforce the broader strategic posture of the organization. This article provides a framework for (1) determining and focusing on desired strategic outcomes, (2) identifying and implementing essential human resource management actions, and (3) maintaining or enhancing competitive advantage. The strategic approach to human resource management includes assessing the organization's environment and mission; formulating the organization's business strategy; assessing the human resources requirements based on the intended strategy; comparing the current inventory of human resources in terms of numbers, characteristics, and human resource management practices with respect to the strategic requirements of the organization and its services or product lines; formulating the human resource strategy based on the differences between the assessed requirements and the current inventory; and implementing the appropriate human resource practices to reinforce the strategy and attain competitive advantage.

Analysis of Nursing Clinical Decision Support Requests and Strategic Plan in a Large Academic Health System.

PubMed

Whalen, Kimberly; Bavuso, Karen; Bouyer-Ferullo, Sharon; Goldsmith, Denise; Fairbanks, Amanda; Gesner, Emily; Lagor, Charles; Collins, Sarah

2016-01-01

To understand requests for nursing Clinical Decision Support (CDS) interventions at a large integrated health system undergoing vendor-based EHR implementation. In addition, to establish a process to guide both short-term implementation and long-term strategic goals to meet nursing CDS needs. We conducted an environmental scan to understand current state of nursing CDS over three months. The environmental scan consisted of a literature review and an analysis of CDS requests received from across our health system. We identified existing high priority CDS and paper-based tools used in nursing practice at our health system that guide decision-making. A total of 46 nursing CDS requests were received. Fifty-six percent (n=26) were specific to a clinical specialty; 22 percent (n=10) were focused on facilitating clinical consults in the inpatient setting. "Risk Assessments/Risk Reduction/Promotion of Healthy Habits" (n=23) was the most requested High Priority Category received for nursing CDS. A continuum of types of nursing CDS needs emerged using the Data-Information-Knowledge-Wisdom Conceptual Framework: 1) facilitating data capture, 2) meeting information needs, 3) guiding knowledge-based decision making, and 4) exposing analytics for wisdom-based clinical interpretation by the nurse. Identifying and prioritizing paper-based tools that can be modified into electronic CDS is a challenge. CDS strategy is an evolving process that relies on close collaboration and engagement with clinical sites for short-term implementation and should be incorporated into a long-term strategic plan that can be optimized and achieved overtime. The Data-Information-Knowledge-Wisdom Conceptual Framework in conjunction with the High Priority Categories established may be a useful tool to guide a strategic approach for meeting short-term nursing CDS needs and aligning with the organizational strategic plan.

[Comprehensive drug safety plan in a health department].

PubMed

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

2014-01-01

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

Management Information System Based on the Balanced Scorecard

ERIC Educational Resources Information Center

Kettunen, Juha; Kantola, Ismo

2005-01-01

Purpose: This study seeks to describe the planning and implementation in Finland of a campus-wide management information system using a rigorous planning methodology. Design/methodology/approach: The structure of the management information system is planned on the basis of the management process, where strategic management and the balanced…

78 FR 10619 - Agency Information Collection Activities; Proposed Collection; Public Comment Request

Federal Register 2010, 2011, 2012, 2013, 2014

2013-02-14

... reference. Information Collection Request Title: Evaluation of Implementation of the Viral Hepatitis Action Plan. Abstract: In response to the viral hepatitis epidemic in the United States, the Department of... Hepatitis (Action Plan) in May 2011 to provide a comprehensive strategic plan to address viral hepatitis B...

78 FR 4146 - Agency Information Collection Activities; Proposed Collection; Public Comment Request

Federal Register 2010, 2011, 2012, 2013, 2014

2013-01-18

... reference. Information Collection Request Title: Evaluation of Implementation of the Viral Hepatitis Action Plan. Abstract: In response to the viral hepatitis epidemic in the United States, the Department of... Hepatitis (Action Plan) in May 2011 to provide a comprehensive strategic plan to address viral hepatitis B...

The Cape Fear Plan.

ERIC Educational Resources Information Center

Conrath, Richard C.

In spring 1992, Cape Fear Community College (CFCC) completed its long-range strategic plan. The consultant who helped guide the institution through the process presented the plan to the Board of Trustees with 60 recommendations for implementation. The Chairman of the Board established task forces to study the recommendations for each major…

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

PubMed

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

2009-06-01

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

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.

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

PubMed

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

2002-01-01

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

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

PubMed Central

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

2002-01-01

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

Another Milestone Day in AGU's History

NASA Astrophysics Data System (ADS)

Enderlein, Cheryl

2010-09-01

The AGU Board of Directors held its first board meeting on 20-21 September 2010 in Washington, D. C. The meeting, chaired by President Michael McPhaden, marked another step forward in implementing AGU's new governance structure and strategic direction. The agenda included ongoing organizational business, high-level strategic discussions, and opportunities for Board development. In the new governance structure, the Board is responsible for governing the business aspects of AGU, while the Council is responsible for governing scientific affairs. The strategic plan guides both governing groups, staff, and other membership groups by providing clear goals and objectives. Of the 28 objectives in the AGU strategic plan, the volunteer and staff leadership identified eight as priorities. The priority objectives are listed in the diagram to the right, which is also posted on the AGU Web site.

Developing a culturally competent health network: a planning framework and guide.

PubMed

Gertner, Eric J; Sabino, Judith N; Mahady, Erica; Deitrich, Lynn M; Patton, Jarret R; Grim, Mary Kay; Geiger, James F; Salas-Lopez, Debbie

2010-01-01

The number of cultural competency initiatives in healthcare is increasing due to many factors, including changing demographics, quality improvement and regulatory requirements, equitable care missions, and accreditation standards. To facilitate organization-wide transformation, a hospital or healthcare system must establish strategic goals, objectives, and implementation tasks for culturally competent provision of care. This article reports the largely successful results of a cultural competency program instituted at a large system in eastern Pennsylvania. Prior to the development of its cultural competency initiative, Lehigh Valley Health Network, Allentown, Pennsylvania, saw isolated activities producing innovative solutions to diversity and culture issues in the provision of equitable care. But it took a transformational event to support an organization-wide program in cultural competency by strengthening leadership buy-in and providing a sense of urgency, excitement, and shared vision among multiple stakeholders. A multidisciplinary task force, including senior leaders and a diverse group of employees, was created with the authority and responsibility to enact changes. Through a well-organized strategic planning process, existing patient and community demographic data were reviewed to describe existing disparities, a baseline assessment was completed, a mission statement was created, and clear metrics were developed. The strategic plan, which focused on five key areas (demographics, language-appropriate services, employees, training, and education/communication), was approved by the network's chief executive officer and senior managers to demonstrate commitment prior to implementation. Strategic plan implementation proceeded through a project structure consisting of subproject teams charged with achieving the following specific objectives: develop a cultural material repository, enhance employee recruitment/retention, establish a baseline assessment, standardize data collection, provide language-appropriate services, and develop an education program. Change management and project management methodologies; defined roles and responsibilities; and specific, measurable, attainable, realistic, and time-bound goals were used in the implementation. This process has supported organizational change, thereby promoting high-quality, safe, and equitable care through widespread expectations of culturally competent care delivery across the entire network. Using this "ecologic approach" will ensure long-term success.

Competitive strategy for providers.

PubMed

Hackett, M C

1996-01-01

National Health Service (NHS) Trusts are struggling to determine a long-term strategic direction for their organizations in response to the competitive pressures generated by the NHS reforms. The development of long-term strategic direction and the methods to implement this are presenting real challenges to the Trusts which have inherited service configurations based on bureaucratic planning frameworks rather than service configurations suited to a more competitive environment. Examines the strategic choices available to these organizations; explores the importance of identifying positive strategic choices; and discusses the advantages and disadvantages in the context of the NHS internal market.

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

PubMed

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

2008-06-01

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

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."

7 CFR 600.3 - Regional offices.

Code of Federal Regulations, 2011 CFR

2011-01-01

... implementation, consistency, and accountability; (3) Region-wide strategic planning, performance measurement, and operations management; (4) Administrative operations and support; (5) Fund integrity and accountability; (6...

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

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

NONE

1998-10-01

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

Democratic Strategies Enhance Engagement and Valued Results

ERIC Educational Resources Information Center

Bracken, Susan; Grable, Lisa; O'Brien, Margaret; Sobrero, Pat; Warren, Alice

2009-01-01

This article discusses the planning, implementation, and evaluation of a deliberative public issues forum held at North Carolina State University in early 2008. The forum itself was a part of a larger university strategic planning process. In spite of tight time constraints, the planning team made a decision to tailor the forum according to…

Strategic environmental assessment in China: motivations, politics, and effectiveness.

PubMed

Zhu, Da; Ru, Jiang

2008-09-01

This paper examines how strategic environmental assessment has been practiced at the national level in China through 2005 and why it has been practiced in the manner observed. Based on literature reviews and interviews carried out in 2005 and 2006, we find that bureaucratic politics between environmental and nonenvironmental ministries has limited the legislation and implementation of strategic environmental assessment to environmental assessment (EA) for a set of government plans defined in the 2003 Environmental Impact Assessment Law. Interviewees from environmental and nonenvironmental ministries and key research institutes have reported that few planning EAs have been performed at the sectoral level. Nonenvironmental ministries have either evaded the 2003 Environmental Impact Assessment Law and have not undertaken required planning EA or have organized planning EA on their own without participation by the State Environmental Protection Administration. The rising tension between the environmental and nonenvironmental ministries has limited the role of planning EA as a participatory decision-making tool. In addition to bureaucratic politics, we find that weak public participation and underemphasis on social analysis in planning EA may have further compromised the utility of planning EA.

Human-Centred Design Workshops in Collaborative Strategic Design Projects: An Educational and Professional Comparison

ERIC Educational Resources Information Center

Liem, Andre; Sanders, Elizabeth B.-N.

2013-01-01

It has been found that the implementation of Human-centred Design (HCD) methods in the Fuzzy Front-End is not likely to lead to diversification in educational product planning exercises, where time lines are short and executors lack experience. Companies, interested to collaborate with Master-level Industrial Design students on strategic design…

Networking as a Strategic Tool, 1991

NASA Technical Reports Server (NTRS)

1991-01-01

This conference focuses on the technological advances, pitfalls, requirements, and trends involved in planning and implementing an effective computer network system. The basic theme of the conference is networking as a strategic tool. Tutorials and conference presentations explore the technology and methods involved in this rapidly changing field. Future directions are explored from a global, as well as local, perspective.

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

PubMed

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

2013-05-01

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

Strategic Environmental Assessment in Germany - Practice and open questions

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

Weiland, Ulrike, E-mail: uweiland@uni-leipzig.d

2010-04-15

Eight years after the enactment of the EU Strategic Environmental Assessment Directive (2001/42/EC) () it is time to investigate where and how SEA are being implemented in Germany in order to find out open questions and research needs. In this study, we analysed in which planning types SEA are common practice, and where can deficits be identified, and to what extent differences occur between spatial and sectoral planning with respect to carrying out SEA. Pressing challenges in performing SEA as well as open questions are addressed such as the handling of cumulative effects and the interrelationships between the environmental factors,more » and how the monitoring of environmental effects is considered by the practitioners. The results show that SEA is well implemented in local land-use planning, regional planning, and in local landscape planning, while the implementation in sectoral planning varies widely. The SEA in clean air planning is looked at in more detail, because this is discussed controversially in the specialist field, and obstacles against SEA are identified in this field. Finally some new topics are addressed for which solutions in spatial and environmental planning including SEA must be found, e.g. the consideration of biological diversity and the potential role of SEA in climate change. A European study on the identified open questions and their handling in different contexts and countries may allow for a qualitative amendment in practice.« less

Strategic environmental management planning, team-building and implementation: Principles and experience at Watkins-Johnson Company

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

Molony, C.

This paper provides a short discussion of the realities of implementing a strategic environmental management program in a modern corporation. The first half lists typical business challenges which are related to EPA regulations, to property risk management, and to company performance which can have a positive impact on the environment. The strategic environmental manager anticipates these business issues successfully. The list provided is based on my experiences as an environment and safety professional over the past sixteen years, while working at three Silicon Valley electronics firms. The second half discusses examples of relevant, specific accomplishments in the environment-related business activitiesmore » of Watkins-Johnson Company.« less

Kent County Health Department: Using an Agency Strategic Plan to Drive Improvement.

PubMed

Saari, Chelsey K

The Kent County Health Department (KCHD) was accredited by the Public Health Accreditation Board (PHAB) in September 2014. Although Michigan has had a state-level accreditation process for local health departments since the late 1990s, the PHAB accreditation process presented a unique opportunity for KCHD to build on successes achieved through state accreditation and enhance performance in all areas of KCHD programs, services, and operations. PHAB's standards, measures, and peer-review process provided a standardized and structured way to identify meaningful opportunities for improvement and to plan and implement strategies for enhanced performance and established a platform for being recognized nationally as a high-performing local health department. The current case report highlights the way in which KCHD has developed and implemented its strategic plan to guide efforts aimed at addressing gaps identified through the accreditation process and to drive overall improvement within our agency.

Implementing a cardiac resynchronization therapy program in a county hospital.

PubMed

Merchant, Karen; Laborde, Ann

2005-09-01

Clinical trials and research literature show the benefits of cardiac resynchronization therapy and implantable cardioverter defibrillator devices in improving the quality of life for selected patients with heart failure. While translating these positive research results into clinical practice is a major effort requiring a strategic planning process, implementing these practices in-house may result in cost savings and possible increased revenue. The authors describe the planning and implementation process used to introduce these therapies in a cardiac catheterization laboratory at a county teaching hospital.

77 FR 22787 - HIT Standards Committee Advisory Meeting; Notice of Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2012-04-17

... with the implementation of the Federal Health IT Strategic Plan, and in accordance with policies... Adviser, Office of Policy and Planning, Office of the National Coordinator for Health Information... DEPARTMENT OF HEALTH AND HUMAN SERVICES HIT Standards Committee Advisory Meeting; Notice of...

Integrated Facilities and Infrastructure Plan.

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

Reisz Westlund, Jennifer Jill

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

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.

Market-stage analysis enhances strategic planning.

PubMed

McDonald, R B

1998-07-01

Changing market conditions are challenging healthcare organizations to determine how to allocate resources and make operational planning decisions to prepare for future changes. A vital part of meeting these challenges is understanding the impact of market stages, and using that knowledge to build effective business strategies. Financial modeling that includes market-stage information provides insight into market opportunities and presents a clearer picture of the organizational changes that will need to be implemented at each stage. Effective strategic action should take into account critical success factors in market responsiveness, organizational responsiveness, operational effectiveness, and financial strength.

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.

Creating a Role for Embedded Librarians Within an Active Learning Environment.

PubMed

Hackman, Dawn E; Francis, Marcia J; Johnson, Erika; Nickum, Annie; Thormodson, Kelly

2017-01-01

In 2013, the librarians at a small academic health sciences library reevaluated their mission, vision, and strategic plan to expand their roles. The school was transitioning to a new pedagogical culture and a new building designed to emphasize interprofessional education and active learning methodologies. Subsequent efforts to implement the new strategic plan resulted in the librarians joining curriculum committees and other institutional initiatives, such as an Active Learning Task Force, and participating in faculty development workshops. This participation has increased visibility and led to new roles and opportunities for librarians.

National Strategies of Ophthalmic Education in Iran

PubMed Central

Entezari, A; Javadi, MA; Einollahi, B

2012-01-01

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

The CNCC Five-Year Plan of Action, 1989-90 to 1993-94.

ERIC Educational Resources Information Center

Colorado Northwestern Community Coll., Rangely.

This six-part report describes the recently developed 5-year strategic plan of action for Colorado Northwestern Community College (CNCC), reviewing the mission and goals of the college, stating 21 organizational objectives in order of priority, and detailing implementation activities for each of the 5 years of the plan. Part I provides a brief…

Critical Mass: Education and the Economy.

ERIC Educational Resources Information Center

Groff, Warren H.

1984-01-01

Underscores the importance of strategic planning and management in higher education in the future, emphasizing the need to develop the intellectual capital necessary to implement planning and management systems to tighten the relationship between education and the economy. Discusses selected facts about the economy and the challenges facing…

Cost Benefit Analysis of Enterprise Resource Planning System for the Naval Postgraduate School

DTIC Science & Technology

2002-06-01

Department-wide introduction and use of appropriate commercial financial practices and reporting • Develop a strategic plan for implementing a business... Development of a process innovation approach given the current capabilities of the system, recommend possible alternatives to close gaps. E

77 FR 16035 - HIT Standards Committee Advisory Meeting; Notice of Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-19

... with the implementation of the Federal Health IT Strategic Plan, and in accordance with policies..., Office of Policy and Planning, Office of the National Coordinator for Health Information Technology. [FR... DEPARTMENT OF HEALTH AND HUMAN SERVICES HIT Standards Committee Advisory Meeting; Notice of...

SEA effectiveness for landscape and master planning: An investigation in Sardinia

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

De Montis, Andrea, E-mail: andreadm@uniss.it; Ledda, Antonio, E-mail: antonioledda@gmail.com; Caschili, Simone, E-mail: s.caschili@ucl.ac.uk

The Italian administrative bodies and planning agencies have embraced with mixed feedbacks the introduction of Strategic Environmental Assessment (SEA) through the European Directive 2001/42/EC. Concurrently, regional and local spatial planning practice have been characterized by a new approach inspired by landscape planning. The Italian region of Sardinia has been one of the pioneering administrative bodies in the Italian and European arena that has adopted landscape principles for the construction of its regional master plan (PPR, Piano Paesaggistico Regionale). Municipalities are now carrying out the review of their master plans to the PPR's prescriptions and indications. Against this background, the aimmore » of this paper is to assess the level of SEA implementation in the municipal master plans of Sardinia, six years after the approval of the PPR. Rooted in the SEA international literature we construct a modular and adaptable on-line survey for officers involved in the review of municipal master plans. The results show that many Sardinian municipalities have not reviewed their master plans to the PPR's regulations yet and only a few municipalities have started this review process according to the SEA procedure. - Highlights: • We study strategic environmental assessment (SEA) effectiveness on land use plans • Four SEA implementation key issues are drawn from international literature • Data collection has included an on-line survey with close and open questions • Results indicate that SEA has been poorly implemented in landscape and master plans • Weak aspects include planning alternatives, financial resources, and monitoring.« less

Strategic Planning Tools for Large-Scale Technology-Based Assessments

ERIC Educational Resources Information Center

Koomen, Marten; Zoanetti, Nathan

2018-01-01

Education systems are increasingly being called upon to implement new technology-based assessment systems that generate efficiencies, better meet changing stakeholder expectations, or fulfil new assessment purposes. These assessment systems require coordinated organisational effort to implement and can be expensive in time, skill and other…

A strategic approach to public health workforce development and capacity building.

PubMed

Dean, Hazel D; Myles, Ranell L; Spears-Jones, Crystal; Bishop-Cline, Audriene; Fenton, Kevin A

2014-11-01

In February 2010, CDC's National Center for HIV/AIDS, Viral Hepatitis, Sexually Transmitted Disease (STD), and Tuberculosis (TB) Prevention (NCHHSTP) formally institutionalized workforce development and capacity building (WDCB) as one of six overarching goals in its 2010-2015 Strategic Plan. Annually, workforce team members finalize an action plan that lays the foundation for programs to be implemented for NCHHSTP's workforce that year. This paper describes selected WDCB programs implemented by NCHHSTP during the last 4 years in the three strategic goal areas: (1) attracting, recruiting, and retaining a diverse and sustainable workforce; (2) providing staff with development opportunities to ensure the effective and innovative delivery of NCHHSTP programs; and (3) continuously recognizing performance and achievements of staff and creating an atmosphere that promotes a healthy work-life balance. Programs have included but are not limited to an Ambassador Program for new hires, career development training for all staff, leadership and coaching for mid-level managers, and a Laboratory Workforce Development Initiative for laboratory scientists. Additionally, the paper discusses three overarching areas-employee communication, evaluation and continuous review to guide program development, and the implementation of key organizational and leadership structures to ensure accountability and continuity of programs. Since 2010, many lessons have been learned regarding strategic approaches to scaling up organization-wide public health workforce development and capacity building. Perhaps the most important is the value of ensuring the high-level strategic prioritization of this issue, demonstrating to staff and partners the importance of this imperative in achieving NCHHSTP's mission. Published by Elsevier Inc.

Assessment of the Factors Influencing the Implementation of Strategic Plans in Secondary Schools in Kenya

ERIC Educational Resources Information Center

Anyieni, Abel G.; Areri, Damaris K.

2016-01-01

Past research have pointed out that excellent strategies have been written but extremely small have been accomplished in their implementation. It has additionally been proposed that only 10% of formulated strategies are successfully implemented. However, crafting the best strategy is not the end in itself but the ultimate result will only be…

eHealth and IMIA's Strategic Planning Process - IMIA conference introductory address.

PubMed

Murray, Peter; Haux, Reinhold; Lorenzi, Nancy

2008-01-01

The International Medical Informatics Association (IMIA) is the only organization in health and biomedical informatics which is fully international in scope, bridging the academic, health practice, education, and health industry worlds through conferences, working groups, special interest groups and publications. Authored by the IMIA Interim Vice President for Strategic Planning Implementation and co-authored by the current IMIA President and the IMIA Past-President, the intention of this paper is to introduce IMIA's current strategic planning process and to set this process in relation to 'eHealth: Combining Health Telematics, Telemedicine, Biomedical Engineering and Bioinformatics to the Edge', the theme of this conference. From the viewpoint of an international organization such as IMIA, an eHealth strategy needs to be considered in a comprehensive way, including broadly stimulating high-quality health and biomedical informatics research and education, as well as providing support to bridging outcomes towards a new practice of health care in a changing world.

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

PubMed

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

2014-10-01

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

Bridge Building for the Future of the Finnish Polytechnics

ERIC Educational Resources Information Center

Kettunen, Juha

2004-01-01

This study presents the strategy process of Finnish polytechnics using the balanced scorecard approach. The study extends the balanced scorecard from the communication and implementation of this strategy to the planning of the strategy. Stakeholders formulated a strategic managerial plan for the network of all polytechnics in Finland by applying…

Can Education for Sustainable Development Change Entrepreneurship Education to Deliver a Sustainable Future?

ERIC Educational Resources Information Center

Strachan, Glenn

2018-01-01

An objective of the European Union's Entrepreneurship 2020 Action Plan is to address high levels of youth unemployment in Europe by promoting entrepreneurship. Implementing entrepreneurship education in schools, colleges and universities is one of three strategic interventions proposed by the Action Plan. Sustainable entrepreneurship is a…

Analysis of Nursing Clinical Decision Support Requests and Strategic Plan in a Large Academic Health System

PubMed Central

Bavuso, Karen; Bouyer-Ferullo, Sharon; Goldsmith, Denise; Fairbanks, Amanda; Gesner, Emily; Lagor, Charles; Collins, Sarah

2016-01-01

Summary Objectives To understand requests for nursing Clinical Decision Support (CDS) interventions at a large integrated health system undergoing vendor-based EHR implementation. In addition, to establish a process to guide both short-term implementation and long-term strategic goals to meet nursing CDS needs. Materials and Methods We conducted an environmental scan to understand current state of nursing CDS over three months. The environmental scan consisted of a literature review and an analysis of CDS requests received from across our health system. We identified existing high priority CDS and paper-based tools used in nursing practice at our health system that guide decision-making. Results A total of 46 nursing CDS requests were received. Fifty-six percent (n=26) were specific to a clinical specialty; 22 percent (n=10) were focused on facilitating clinical consults in the inpatient setting. “Risk Assessments/Risk Reduction/Promotion of Healthy Habits” (n=23) was the most requested High Priority Category received for nursing CDS. A continuum of types of nursing CDS needs emerged using the Data-Information-Knowledge-Wisdom Conceptual Framework: 1) facilitating data capture, 2) meeting information needs, 3) guiding knowledge-based decision making, and 4) exposing analytics for wisdom-based clinical interpretation by the nurse. Conclusion Identifying and prioritizing paper-based tools that can be modified into electronic CDS is a challenge. CDS strategy is an evolving process that relies on close collaboration and engagement with clinical sites for short-term implementation and should be incorporated into a long-term strategic plan that can be optimized and achieved overtime. The Data-Information-Knowledge-Wisdom Conceptual Framework in conjunction with the High Priority Categories established may be a useful tool to guide a strategic approach for meeting short-term nursing CDS needs and aligning with the organizational strategic plan. PMID:27437036

Lawrence Berkeley Laboratory, Institutional Plan FY 1994--1999

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

Not Available

1993-09-01

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

Renewing Strategic Planning in Universities at a Time of Uncertainty

ERIC Educational Resources Information Center

Shah, Mahsood

2013-01-01

The renewal of strategy development and implementation is important in the context of the changing higher education landscape. Changing government policy and the political agenda require a university to engage in careful strategy development and implementation which result in long-term sustainability. The political interest of the government will…

Strategic Plan for Standards-Based Reform. Report of Progress.

ERIC Educational Resources Information Center

Hawaii State Dept. of Education, Honolulu. Office of the Superintendent.

This report summarizes the expectations, mission, guiding principles, standards, assessments, and time line for standards implementation for the state of Hawai'i. Implementation was scheduled for completion by August 2000. A technical reference matrix tracks the development of the assessment and accountability system. The completion of specific…

Strategic enterprise resource planning in a health-care system using a multicriteria decision-making model.

PubMed

Lee, Chang Won; Kwak, N K

2011-04-01

This paper deals with strategic enterprise resource planning (ERP) in a health-care system using a multicriteria decision-making (MCDM) model. The model is developed and analyzed on the basis of the data obtained from a leading patient-oriented provider of health-care services in Korea. Goal criteria and priorities are identified and established via the analytic hierarchy process (AHP). Goal programming (GP) is utilized to derive satisfying solutions for designing, evaluating, and implementing an ERP. The model results are evaluated and sensitivity analyses are conducted in an effort to enhance the model applicability. The case study provides management with valuable insights for planning and controlling health-care activities and services.

Health Is Primary: Family Medicine for America’s Health

PubMed Central

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

2014-01-01

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

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

PubMed

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

2014-10-01

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

Improving knowledge of strategic goals and the impact on organizational commitment.

PubMed

Enriquez, V; McBride, J; Paxton, L

2001-01-01

A large health maintenance organization (HMO) in San Diego, California developed a year-long communication plan to increase employee knowledge of the company's strategic goals and enhance organizational commitment. Survey results indicated: Respondents remembered significantly more strategic goals after program implementation. Respondents who had personal involvement in achieving goals remembered significantly more goals than those without involvement. Department meetings and the employee/physician newsletter were identified as primary sources for learning about goals. These findings suggest that organizations may be able to strengthen employee commitment by increasing awareness of the organization's strategic goals and encouraging employees to become personally involved in the achievement of those goals.

The influence of interdisciplinary collaboration on decision making: a framework to analyse stakeholder coalitions, evolution and learning in strategic delta planning

NASA Astrophysics Data System (ADS)

Vermoolen, Myrthe; Hermans, Leon

2015-04-01

The sustained development of urbanizing deltas requires that conflicting interests are reconciled, in an environment characterized by technical complexity and knowledge limitations. However, integrating ideas and establishing cooperation between actors with different backgrounds and roles still proves a challenge. Agreeing on strategic choices is difficult and implementation of agreed plans may lead to unanticipated and unintended outcomes. How can individual disciplinary perspectives come together and establish a broadly-supported and well-informed plan, the implementation of which contributes to sustainable delta development? The growing recognition of this need to bring together different stakeholders and different disciplinary perspectives runs parallel to a paradigm shift from 'hard' hydrological engineering to multi-functional and more 'soft' hydrological engineering in water management. As a result, there is now more attention for interdisciplinary collaboration that not only takes the physical characteristics of water systems into account, but also the interaction between physical and societal components of these systems. Thus, it is important to study interdisciplinary collaboration and how this influences decision-making. Our research looks into this connection, using a case in delta planning in the Netherlands, where there have been several (attempts for) integration of spatial planning and flood risk/ water management, e.g. in the case of the Dutch Delta Programme. This means that spatial designers and their designs play an important role in the strategic delta planning process as well, next to civil engineers, etc. This study explores the roles of stakeholders, experts and policy makers in interdisciplinary decision-making in dynamic delta planning processes, using theories and methods that focus on coalitions, learning and changes over time in policy and planning processes. This requires an expansion of the existing frameworks to study interdisciplinary collaboration. The question here is how to combine policy science frameworks (e.g. the Advocacy Coalition Framework) and social network methods (e.g. Social Network Analysis) with frameworks that allow a connection with the physical delta systems. This will result in a new framework for analysing interdisciplinary stakeholder coalitions, evolution and learning in strategic delta planning. The use of this framework will be illustrated with an example from strategic delta planning in the Dutch Southwest Delta. With this, we want to see how spatial planning and water management disciplines have combined into new policies for delta management in the Netherlands over the past 25 years.

One common way - The strategic and methodological influence on environmental planning across Europe

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

Jiricka, Alexandra, E-mail: alexandra.jiricka@boku.ac.a; Proebstl, Ulrike, E-mail: ulrike.proebstl@boku.ac.a

In the last decades the European Union exerted influence on precautionary environmental planning by the establishment of several Directives. The most relevant were the Habitat-Directive, the EIA-Directive, the SEA-Directive and the Water Framework Directive. Comparing these EU policies in the area of environmental precaution it becomes obvious that there is a lot of common ground. Thus, the conclusion seems likely that the European Union, in doing so, has intended to establish general planning concepts through introducing several methodological steps indicated by the regulations. The goal of this article is firstly to point out, which are the common planning principles, convertedmore » by methodological elements and secondly examine the consideration of these planning concepts by the implementation and application in the member states. In this context it is analysed whether the connections and divergences between the directives lead to significant differences in the implementation process. To this aim the directives are shortly introduced and significant steps of the processes regulated by them are outlined. In the second steps the national legal implementation in the Alpine states and its consequences for the practical application are discussed. The results show a heterogeneous application of the EU principles. Within the comparative view on the four directives influence and causalities between the national implementation and the practical application were identified, which can be simplified as four types. Since a coherent strategic and methodological concept for improving environmental precaution planning from part of the EU is noticeable, more unity and comparability within the implementation is desirable, particularly in areas with comparable habitats such as the alpine space. Beyond this the trade-off between the directives poses an important task for the future.« less

Marketing in nursing organizations.

PubMed

Chambers, S B

1989-05-01

The purpose of chapter 3 is to provide a conceptual framework for understanding marketing. Although it is often considered to be, marketing is not really a new activity for nursing organizations. What is perhaps new to most nursing organizations is the conduct of marketing activities as a series of interrelated events that are part of a strategic marketing process. The increasingly volatile nursing environment requires a comprehensive approach to marketing. This chapter presents definitions of marketing, the marketing mix, the characteristics of nonprofit marketing, the relationship of strategic planning and strategic marketing, portfolio analysis, and a detailed description of the strategic marketing process. While this chapter focuses on marketing concepts, essential components, and presentation of the strategic marketing process, chapter 4 presents specific methods and techniques for implementing the strategic marketing process.

CNES Strategic Plan for Space Traffic Control

NASA Astrophysics Data System (ADS)

Alby, Fernand

2013-09-01

The increasing orbital debris population represents a growing risk to operational satellites on-orbit and also to populations and properties on-ground. Today available space surveillance data allow a better implementation of protection activities which are now part of operational services. The overall frame of these activities at CNES is given by a strategic plan defining the long term views and the corresponding activities to be carried out during the next years. This plan, established in close cooperation with French Defence organizations, includes, among others, two operational space traffic control activities: prevention of on-orbit collisions and atmospheric re-entries predictions.This paper presents first the national organization relative to these activities together with the internal CNES process starting from a high level roadmap, up to a detailed action plan. This plan contains operational activities and supporting studies and models development.The content of this plan is given with a focus on operational activities dealing with space traffic control.

From Assessment to Implementation: Using Qualitative Interviews to Inform Distance Learning Library Services

ERIC Educational Resources Information Center

Wharton, Lindsey N.

2017-01-01

While broad assessment projects are often used to steer library strategic planning initiatives, this article will present the benefits of qualitative interviews with distance learning constituents as a framework for developing a focused vision and targeted services. This article will describe the planning and execution of an assessment project…

Planning for Tomorrow: Increased Productivity through Education and Training.

ERIC Educational Resources Information Center

Stein, David; Hull, Peggy K.

At The Ohio State University Hospitals Education and Training Department, a data-based strategic planning and coordinating model is being developed to ensure that the educational mission is responsive to the trends and forces affecting the hospital unit and individual productivity. This model is being implemented in order to attempt to meet the…

Impact Measures for a Marketing Intervention Strategy at a Two-Year College.

ERIC Educational Resources Information Center

Donsky, Aaron P.; And Others

In fall 1983, Dutchess Community College (DCC), Poughkeepsie, New York, implemented a strategic planning process which ultimately resulted in the development of short- and long-range marketing plans. The initial marketing approach began in spring 1985 and was directed toward a pilot project to affect summer 1985 enrollments utilizing a market…

Reilly pulls it together with care

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

Kiesche, E.S.

1992-12-09

Reilly Industries (Indianapolis) has changed strategic planning procedures to incorporate Responsible Care into its business plans. Each of the company's business units budgets for Responsible Care and reports quarterly on progress in implementing the codes, says Jacqueline Fernette, corporate communications coordinator and Responsible Care coordinator. The company's goal is to achieve full implementation by the end of 1997. In Reilly's 1993 budget, 20% of capital is directed at Responsible Care, says president Robert McNeeley. We hold unit managers responsible for planning Responsible Care within their businesses and reporting on them on a quarterly basis, says McNeeley. The firm makes pyridine,more » coal tar, potash and related chemicals, and specialized esters, and posts annual in the $250 million-$300 million range. Reilly has seven plants and 900 employees. Incorporating Responsible Care into the strategic business plan required a fair amount of administrative work to make sure that all business unit managers understood the concepts and were working in comparable terms, says McNeeley. We needed to bring the managers up to speed in six codes, so there was a training aspect to it.« less

US-IALE Presidency: The Gustafson administration, 2002-2004

Treesearch

Eric Gustafson

2010-01-01

The focus of the Gustafson administration was 1) advancing the Society into the digital age, 2) improving the administration and organization of our annual meetings and 3) strategic and tactical planning and implementation.

[Managing a health research institute: towards research excellence through continuous improvement].

PubMed

Olmedo, Carmen; Buño, Ismael; Plá, Rosa; Lomba, Irene; Bardinet, Thierry; Bañares, Rafael

2015-01-01

Health research institutes are a strategic commitment considered the ideal environment to develop excellence in translational research. Achieving quality research requires not only a powerful scientific and research structure but also the quality and integrity of management systems that support it. The essential instruments in our institution were solid strategic planning integrated into and consistent with the system of quality management, systematic evaluation through periodic indicators, measurement of key user satisfaction and internal audits, and implementation of an innovative information management tool. The implemented management tools have provided a strategic thrust to our institute while ensuring a level of quality and efficiency in the development and management of research that allows progress towards excellence in biomedical research. Copyright © 2015 SESPAS. Published by Elsevier Espana. All rights reserved.

Toward Achievement in the "Knowledge Economy" of the 21st Century: Preparing Students through T-STEM Academies

ERIC Educational Resources Information Center

Gonzales, Alberto

2010-01-01

Schools are constantly engaged in implementing reform strategies to prepare students for post-secondary education leading to their career choices. Challenges here involve education initiatives addressing programs not strategically planned, educators not prepared for transition, and no follow-up support beyond initial implementation stages. This…

Toward Achievement in the "Knowledge Economy" of the 21st Century: Preparing Students through T-STEM Academies

ERIC Educational Resources Information Center

Gonzales, Alberto; Jones, Don; Ruiz, Alberto

2014-01-01

Schools are constantly engaged in implementing reform strategies to prepare students for postsecondary education leading to their career choices. Challenges here involve education initiatives addressing programs not strategically planned, educators not prepared for transition, and no follow-up support beyond initial implementation stages. This…

A Technology Plan for Enabling Commercial Space Business

NASA Technical Reports Server (NTRS)

Lyles, Garry M.

1997-01-01

The National Aeronautics and Space Administration's (NASA) Advanced Space Transportation Program is a customer driven, focused technology program that supports the NASA Strategic Plan and considers future commercial space business projections. The initial cycle of the Advanced Space Transportation Program implementation planning was conducted from December 1995 through February 1996 and represented increased NASA emphasis on broad base technology development with the goal of dramatic reductions in the cost of space transportation. The second planning cycle, conducted in January and February 1997, updated the program implementation plan based on changes in the external environment, increased maturity of advanced concept studies, and current technology assessments. The program has taken a business-like approach to technology development with a balanced portfolio of near, medium, and long-term strategic targets. Strategic targets are influenced by Earth science, space science, and exploration objectives as well as commercial space markets. Commercial space markets include those that would be enhanced by lower cost transportation as well as potential markets resulting in major increases in space business induced by reductions in transportation cost. The program plan addresses earth-to-orbit space launch, earth orbit operations and deep space systems. It also addresses all critical transportation system elements; including structures, thermal protection systems, propulsion, avionics, and operations. As these technologies are matured, integrated technology flight experiments such as the X-33 and X-34 flight demonstrator programs support near-term (one to five years) development or operational decisions. The Advanced Space Transportation Program and the flight demonstrator programs combine business planning, ground-based technology demonstrations and flight demonstrations that will permit industry and NASA to commit to revolutionary new space transportation systems beginning at the turn of the century and continuing far into the future.

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.

A network collaboration implementing technology to improve medication dispensing and administration in critical access hospitals.

PubMed

Wakefield, Douglas S; Ward, Marcia M; Loes, Jean L; O'Brien, John

2010-01-01

We report how seven independent critical access hospitals collaborated with a rural referral hospital to standardize workflow policies and procedures while jointly implementing the same health information technologies (HITs) to enhance medication care processes. The study hospitals implemented the same electronic health record, computerized provider order entry, pharmacy information systems, automated dispensing cabinets (ADC), and barcode medication administration systems. We conducted interviews and examined project documents to explore factors underlying the successful implementation of ADC and barcode medication administration across the network hospitals. These included a shared culture of collaboration; strategic sequencing of HIT component implementation; interface among HIT components; strategic placement of ADCs; disciplined use and sharing of workflow analyses linked with HIT applications; planning for workflow efficiencies; acquisition of adequate supply of HIT-related devices; and establishing metrics to monitor HIT use and outcomes.

Technique adaptation, strategic replanning, and team learning during implementation of MR-guided brachytherapy for cervical cancer.

PubMed

Skliarenko, Julia; Carlone, Marco; Tanderup, Kari; Han, Kathy; Beiki-Ardakani, Akbar; Borg, Jette; Chan, Kitty; Croke, Jennifer; Rink, Alexandra; Simeonov, Anna; Ujaimi, Reem; Xie, Jason; Fyles, Anthony; Milosevic, Michael

MR-guided brachytherapy (MRgBT) with interstitial needles is associated with improved outcomes in cervical cancer patients. However, there are implementation barriers, including magnetic resonance (MR) access, practitioner familiarity/comfort, and efficiency. This study explores a graded MRgBT implementation strategy that included the adaptive use of needles, strategic use of MR imaging/planning, and team learning. Twenty patients with cervical cancer were treated with high-dose-rate MRgBT (28 Gy in four fractions, two insertions, daily MR imaging/planning). A tandem/ring applicator alone was used for the first insertion in most patients. Needles were added for the second insertion based on evaluation of the initial dosimetry. An interdisciplinary expert team reviewed and discussed the MR images and treatment plans. Dosimetry-trigger technique adaptation with the addition of needles for the second insertion improved target coverage in all patients with suboptimal dosimetry initially without compromising organ-at-risk (OAR) sparing. Target and OAR planning objectives were achieved in most patients. There were small or no systematic differences in tumor or OAR dosimetry between imaging/planning once per insertion vs. daily and only small random variations. Peer review and discussion of images, contours, and plans promoted learning and process development. Technique adaptation based on the initial dosimetry is an efficient approach to implementing MRgBT while gaining comfort with the use of needles. MR imaging and planning once per insertion is safe in most patients as long as applicator shifts, and large anatomical changes are excluded. Team learning is essential to building individual and programmatic competencies. Copyright © 2017 American Brachytherapy Society. Published by Elsevier Inc. All rights reserved.

Iowa DOT project management peer exchange.

DOT National Transportation Integrated Search

2016-07-01

This project supported the planning and conduct of a two-day Iowa Department of Transportationhosted peer exchange for state : agencies that have implemented some or all of the suggested strategies outlined in the Second Strategic Highway Research...

Developing Louisiana crash reduction factors.

DOT National Transportation Integrated Search

2013-10-01

The Louisiana Strategic Highway Safety Plan is to reach the goal of Destination Zero Death on Louisiana : roadways. This tall order calls for implementing all feasible crash countermeasures. A great number of crash : countermeasures have been identif...

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…

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

Che Xiuzhen, E-mail: chexiuzhen@sohu.com; English, Alex; Lu Jia

The enactment and implementation of the 2003 EIA Law in China institutionalised the role of plan environmental impact assessment (PEIA). While the philosophy, methodology and mechanisms of PEIA have gradually permeated through the various levels of government with a positive effect on the process and outcome of urban planning, only a few cities in China have so far carried out PEIA as a Strategic Environmental Assessment (SEA)-type procedure. One such case is the southern city of Shenzhen. During the past three decades, Shenzhen has grown from a small town to a large and booming city as China has successfully andmore » rapidly developed its economy by adopting the 'reform and open door' policy. In response to the challenges arising from the generally divergent processes of rapid urbanisation, economic transformation and environment protection, Shenzhen has incrementally adopted the SEA concept in developing the city's Master Urban Plan. As such, this paper reviews the effectiveness of PEIA in three ways: {center_dot}as a tool and process for achieving more sustainable and strategic planning; {center_dot}to determine the level of integration of SEA within the planning system; and, {center_dot}its effectiveness vis-a-vis implementation. The implementation of PEIA within Shenzhen's Master Urban Plan offers important insights into the emergence of innovative practices in undertaking PEIA as well as theoretical contributions to the field, especially in exploring the relationship between PEIA and SEA and highlighting the central role of local governing institutions in SEA development.« less

Marketing a continuing education course for healthcare managers.

PubMed

Welnetz, K

1990-01-01

The purpose of this article was to elicit from the relevant literature the important considerations to make when planning to market continuing education (CE) within hospitals. References on marketing from both institutions of higher education and hospitals were reviewed. Based on this review, a strategic marketing plan was developed and initially implemented in the hospital. A 1-day course for healthcare managers, entitled "Successful Writing of Proposals and Reports," was offered twice and tested, using the steps outlined in the strategic marketing plan. The plan proved to be most beneficial in systematically guiding our first attempts at marketing CE to hospitals and other healthcare facilities. From this plan, efforts are currently being made to further develop curricula and determine other programs that might be marketable to these same target groups. In addition, closer links with nearby educational institutions or affiliated hospitals are being pursued to support and maintain our ongoing marketing endeavors.

How Schools Can Effectively Plan to Meet the Goal of Improving Student Learning

ERIC Educational Resources Information Center

Grumdahl, Constance Rae

2010-01-01

Purpose. The purpose of the study was to identify the impact on achievement when schools implement a continuous improvement model using Total Quality Management (TQM) principles aligned to strategic planning and the culture of the school. Data collection and analysis. The study combined qualitative and quantitative methods and was conducted in two…

Managing Information Technology as a Catalyst of Change. Track V: Optimizing the Infrastructure.

ERIC Educational Resources Information Center

CAUSE, Boulder, CO.

This track of the 1993 CAUSE Conference presents eight papers on developments in computer network infrastructure and the challenges for those who plan for, implement, and manage it in colleges and universities. Papers include: (1) "Where Do We Go from Here: Summative Assessment of a Five-Year Strategic Plan for Linking and Integrating…

Office of the Assistant Secretary for Preparedness and Response; HHS Public Health Emergency Medical Countermeasures Enterprise implementation plan for chemical, biological, radiological and nuclear threats. Notice.

PubMed

2007-04-23

The United States faces serious public health threats from the deliberate use of weapons of mass destruction (WMD)--chemical, biological, radiological, or nuclear (CBRN)--by hostile States or terrorists, and from naturally emerging infectious diseases that have a potential to cause illness on a scale that could adversely impact national security. Effective strategies to prevent, mitigate, and treat the consequences of CBRN threats is an integral component of our national security strategy. To that end, the United States must be able to rapidly develop, stockpile, and deploy effective medical countermeasures to protect the American people. The HHS Public Health Emergency Medical Countermeasures Enterprise (PHEMCE) has taken a holistic, end-to-end approach that considers multiple aspects of the medical countermeasures mission including research, development, acquisition, storage, maintenance, deployment, and guidance for utilization. Phase one of this approach established the HHS PHEMCE Strategy for Chemical, Biological, Radiological, and Nuclear Threats (HHS PHEMCE Strategy). The HHS PHEMCE Strategy, published in the Federal Register on March 20, 2007, described a framework of strategic policy goals and objectives for identifying medical countermeasure requirements and establishing priorities for medical countermeasure evaluation, development and acquisition. These strategic policy goals and objectives were used to establish the Four Pillars upon which this HHS Public Health Emergency Medical Countermeasures Enterprise Implementation Plan (HHS PHEMCE Implementation Plan) is based. The HHS PHEMCE Implementation Plan considers the full spectrum of medical countermeasures-related activities, including research, development, acquisition, storage/maintenance, deployment, and utilization. The HHS PHEMCE Implementation Plan is consistent with the President's Biodefense for the 21st Century and is aligned with the National Strategy for Medical Countermeasures against Weapons of Mass Destruction.

Models, Strategies, and Tools: Theory in Implementing Evidence-Based Findings into Health Care Practice

PubMed Central

Sales, Anne; Smith, Jeffrey; Curran, Geoffrey; Kochevar, Laura

2006-01-01

This paper presents a case for careful consideration of theory in planning to implement evidence-based practices into clinical care. As described, theory should be tightly linked to strategic planning through careful choice or creation of an implementation framework. Strategies should be linked to specific interventions and/or intervention components to be implemented, and the choice of tools should match the interventions and overall strategy, linking back to the original theory and framework. The thesis advanced is that in most studies where there is an attempt to implement planned change in clinical processes, theory is used loosely. An example of linking theory to intervention design is presented from a Mental Health Quality Enhancement Research Initiative effort to increase appropriate use of antipsychotic medication among patients with schizophrenia in the Veterans Health Administration. PMID:16637960

Models, strategies, and tools. Theory in implementing evidence-based findings into health care practice.

PubMed

Sales, Anne; Smith, Jeffrey; Curran, Geoffrey; Kochevar, Laura

2006-02-01

This paper presents a case for careful consideration of theory in planning to implement evidence-based practices into clinical care. As described, theory should be tightly linked to strategic planning through careful choice or creation of an implementation framework. Strategies should be linked to specific interventions and/or intervention components to be implemented, and the choice of tools should match the interventions and overall strategy, linking back to the original theory and framework. The thesis advanced is that in most studies where there is an attempt to implement planned change in clinical processes, theory is used loosely. An example of linking theory to intervention design is presented from a Mental Health Quality Enhancement Research Initiative effort to increase appropriate use of antipsychotic medication among patients with schizophrenia in the Veterans Health Administration.

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.

Load response instrumentation of SHRP pavement : research implementation plan.

DOT National Transportation Integrated Search

2006-12-07

As part of its support for the Strategic Highway Research Program (SHRP), the Ohio Department of Transportation, : in conjunction with the Federal Highway Administration constructed a comprehensive test road encompassing four : of nine experiments in...

77 FR 15189 - Agency Information Collection Activities Under OMB Review: Survey of Veteran Enrollees' Health...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-14

... on population-based budget formulation, policy scenario testing, and strategic planning. An agency... Eligibility Reform Act of 1996, requires VA to implement a priority-based enrollment system. VA must enroll...

75 FR 18788 - Malcolm Baldrige National Quality Award Panel of Judges and Board of Overseers

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-13

... the fields of quality, innovation, and performance management and appointed by the Secretary of..., Baldrige Program Changes in 2010 and 2011, and Implementation of the Strategic Plan Actions. DATES: The...

PACS--and beyond. A journey to the digital promised land.

PubMed

Viau, Mark A

2004-01-01

A successful picture archiving and communication system (PACS) integration depends on much more than the technology; marketing also plays a large role. This fact was evident from the inception of the PACS project at Boca Raton Community Hospital (BRCH). Strategic and effective marketing efforts should target technologists, nurses, physicians (including radiologists), administration, and colleagues in other departments. The buy-in of these users is critical to the project's success. BRCH's first marketing effort took place during the initial PACS presentation made to the hospital's board of directors. Once approval was given and a 6-month implementation target was set, a strategic and effective marketing/education plan commenced. Posters, brochures, t-shirts, and promotional items were distributed in a coordinated effort to target hospital staff and referring physician offices. Through its "Got PACS?" branding and other identity materials, BRCH implemented a marketing plan that informed, educated, and engaged PACS users.

SPAWAR Strategic Plan Execution Year 2017

DTIC Science & Technology

2017-01-11

the PEO C4I domain. Completed C4I Baseline implementation activities including product roadmap system reviews, realignment of product fielding within...preloading applications in the CANES production facility to reduce installation timelines • Implemented Installation Management Office alignment and...software update process • For candidate technologies (endeavors) in the innovation pipeline, identified key attributes and acceleration factors that

Establishing an Institutional Framework for an E-learning Implementation--Experiences from the University of Rijeka, Croatia

ERIC Educational Resources Information Center

Zuvic-Butorac, Marta; Nebic, Zoran; Nemcanin, Damir; Mikac, Tonci; Lucin, Pero

2011-01-01

Faced with the need of transforming the university structure, processes, and programs according to the Bologna reform, and in order to become more flexible and more responsive to the environment, the University of Rijeka management decided to enable e-learning implementation as an institutional, strategically planned operation. The manuscript…

Multi-criteria evaluation in strategic environmental assessment for waste management plan, a case study: the city of Belgrade.

PubMed

Josimović, Boško; Marić, Igor; Milijić, Saša

2015-02-01

Strategic Environmental Assessment (SEA) is one of the key instruments for implementing sustainable development strategies in planning in general; in addition to being used in sectoral planning, it can also be used in other areas such as waste management planning. SEA in waste management planning has become a tool for considering the benefits and consequences of the proposed changes in space, also taking into account the capacity of space to sustain the implementation of the planned activities. In order to envisage both the positive and negative implications of a waste management plan for the elements of sustainable development, an adequate methodological approach to evaluating the potential impacts must be adopted and the evaluation results presented in a simple and clear way, so as to allow planners to make relevant decisions as a precondition for the sustainability of the activities planned in the waste management sector. This paper examines the multi-criteria evaluation method for carrying out an SEA for the Waste Management Plan for the city of Belgrade (BWMP). The method was applied to the evaluation of the impacts of the activities planned in the waste management sector on the basis of the environmental and socioeconomic indicators of sustainability, taking into consideration the intensity, spatial extent, probability and frequency of impact, by means of a specific planning approach and simple and clear presentation of the obtained results. Copyright © 2014 Elsevier Ltd. All rights reserved.

[Strategic patient safety action plan for the anesthesiology and intensive care service of Ukraine: basic modules and their components].

PubMed

Федосюк, Роман Н

In recent years, the problem of patient safety has become top-priority in further improvement of national healthcare systems in all developed countries. To develop a modular structure and a component composition of the strategic patient safety action plan for the anesthesiology and intensive care service of Ukraine as a part of the National Action Plan. Major domestic priorities, substantiated and made public by the author in previous works, are taken as the basis for the modular structuring of the action plan. Existing foreign prototypes, evaluated for the patient safety effectiveness and the potential for the adaptation to domestic conditions, as well as author's own innovations are offered for a component filling-up of each module. Eight modules - infectious safety, surgical safety, pharmaceutical safety, infrastructural safety, incident monitoring and reporting, education and training, research and awards - have been proposed. Individual components for each of the modules are selected from a variety of foreign prototypes and author's own developments. Inter-modular stratification of the components into short-term perspective tools and long-term perspective tools, depending on the amount of resources needed for their implementation, is carried out. The strategic patient safety action plan for the anesthesiology and intensive care service of Ukraine is the embodiment, within a particular specialty, of the wider National Action Plan developed by the First National Congress on Patient Safety (Kiev, 2012) on the initiative of the Council of Europe and aimed at the fulfillment of international obligations of Ukraine in the healthcare sector. Its implementation will contribute to enhancing the safety of anesthesia and intensive care services in Ukraine and further development of the specialty.

The World Health Organization-United Nations Population Fund Strategic Partnership Programme's implementation of family planning guidelines and tools in Asia-Pacific countries.

PubMed

Mody, Sheila K; Ba-Thike, Katherine; Gaffield, Mary E

2013-04-01

The aim of this study was to assess the impact of the Strategic Partnership Programme, a collaboration between the World Health Organization and the United Nations Population Fund to improve evidence-based guidance for country programs through the introduction of selected practice guidelines to improve sexual and reproductive health. Information for this report is from questionnaires sent to Ministries of Health in 2004 (baseline assessment) and in 2007 (assessment of outcome), annual country reports and personal communication with focal points from Ministries of Health and World Health Organization regional and country offices. Following the Strategic Partnership Programme, family planning guidance was used extensively to: formulate and update reproductive health policy; update standards and guidelines; improve training curricula; conduct training activities; develop advocacy and communication materials; and promote change in service. The Strategic Partnership Programme was successful in promoting the introduction of evidence-based guidelines for reproductive health in several Asian countries. The countries that adapted the family planning guidance observed an increase in demand for contraceptives commodities. © 2012 The Authors. Journal of Obstetrics and Gynaecology Research © 2012 Japan Society of Obstetrics and Gynecology.

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...

Selecting university undergraduate student activities via compromised-analytical hierarchy process and 0-1 integer programming to maximize SETARA points

NASA Astrophysics Data System (ADS)

Nazri, Engku Muhammad; Yusof, Nur Ai'Syah; Ahmad, Norazura; Shariffuddin, Mohd Dino Khairri; Khan, Shazida Jan Mohd

2017-11-01

Prioritizing and making decisions on what student activities to be selected and conducted to fulfill the aspiration of a university as translated in its strategic plan must be executed with transparency and accountability. It is becoming even more crucial, particularly for universities in Malaysia with the recent budget cut imposed by the Malaysian government. In this paper, we illustrated how 0-1 integer programming (0-1 IP) model was implemented to select which activities among the forty activities proposed by the student body of Universiti Utara Malaysia (UUM) to be implemented for the 2017/2018 academic year. Two different models were constructed. The first model was developed to determine the minimum total budget that should be given to the student body by the UUM management to conduct all the activities that can fulfill the minimum targeted number of activities as stated in its strategic plan. On the other hand, the second model was developed to determine which activities to be selected based on the total budget already allocated beforehand by the UUM management towards fulfilling the requirements as set in its strategic plan. The selection of activities for the second model, was also based on the preference of the members of the student body whereby the preference value for each activity was determined using Compromised-Analytical Hierarchy Process. The outputs from both models were compared and discussed. The technique used in this study will be useful and suitable to be implemented by organizations with key performance indicator-oriented programs and having limited budget allocation issues.

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…

Assessing strategic behaviour within the acute sector of the National Health Service.

PubMed

Chaston, I

1994-01-01

The creation of the internal market has merely been the latest progression in the change processes confronting the NHS over recent years as the UK Government searches for new ways of expanding patient output while concurrently restricting provision of additional financial resources. To assist in the implementation of change, acute sector providers have introduced managerial concepts from the private sector such as strategic planning. It is not clear, however, whether these techniques are appropriate or effective in the management of health-care services. A survey was undertaken to gain the perspectives of middle managers in acute units on the degree to which senior management involves them in determining performance goals and strategic plans. Results indicate that in most units, the orientation of senior management is to retain control over key issues associated with strategic planning and to minimize the degree to which the workforce is involved in any decision-making processes. Reviewing these results relative to the service-sector management theories concerning the options of industrializing or employee empowerment strategies indicates that senior management in the acute sector is operating a production-line service output philosophy. Although this orientation may meet the immediate needs of the UK Government, a review of how this strategic philosophy has severely weakened Western firms' position in world markets provides a basis for examining whether greater economic advantages might accrue to Britain by redirecting the management of change in the NHS towards a strategic philosophy based on employee empowerment.

Ernest Orlando Lawrence Berkeley National Laboratory institutional plan, FY 1996--2001

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

NONE

1995-11-01

The FY 1996--2001 Institutional Plan provides an overview of the Ernest Orlando Lawrence Berkeley National Laboratory mission, strategic plan, core business areas, critical success factors, and the resource requirements to fulfill its mission in support of national needs in fundamental science and technology, energy resources, and environmental quality. The Laboratory Strategic Plan section identifies long-range conditions that will influence the Laboratory, as well as potential research trends and management implications. The Core Business Areas section identifies those initiatives that are potential new research programs representing major long-term opportunities for the Laboratory, and the resources required for their implementation. It alsomore » summarizes current programs and potential changes in research program activity, science and technology partnerships, and university and science education. The Critical Success Factors section reviews human resources; work force diversity; environment, safety, and health programs; management practices; site and facility needs; and communications and trust. The Resource Projections are estimates of required budgetary authority for the Laboratory`s ongoing research programs. The Institutional Plan is a management report for integration with the Department of Energy`s strategic planning activities, developed through an annual planning process. The plan identifies technical and administrative directions in the context of the national energy policy and research needs and the Department of Energy`s program planning initiatives. Preparation of the plan is coordinated by the Office of Planning and Communications from information contributed by the Laboratory`s scientific and support divisions.« less

Paulette Gray, Ph.D.

Cancer.gov

Paulette S. Gray, Ph.D. is the Director for the Division of Extramural Activities (DEA). As the director of the division, she is responsible for the overall scientific, fiscal, and administrative management of the division, including broad strategic planning, development, implementation, and evaluation.

Automating Small Libraries.

ERIC Educational Resources Information Center

Swan, James

1996-01-01

Presents a four-phase plan for small libraries strategizing for automation: inventory and weeding, data conversion, implementation, and enhancements. Other topics include selecting a system, MARC records, compatibility, ease of use, industry standards, searching capabilities, support services, system security, screen displays, circulation modules,…

Rework the workload.

PubMed

O'Bryan, Linda; Krueger, Janelle; Lusk, Ruth

2002-03-01

Kindred Healthcare, Inc., the nation's largest full-service network of long-term acute care hospitals, initiated a 3-year strategic plan to re-evaluate its workload management system. Here, follow the project's most important and difficult phase--designing and implementing the patient classification system.

Project Career REACH: Marketing Strategies for Effective Guidance Programs.

ERIC Educational Resources Information Center

Bollendorf, Marsha; And Others

1990-01-01

Outlines the practical marketing strategies used to implement Project Career REACH, a career development program for high school freshmen. Marketing basics for guidance programs are discussed, including mission analysis, market analysis, resource analysis, strategic planning, and evaluation. (TE)

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.

Leaders in Education Program: The Singapore Model for Developing Effective Principal-Ship Capability

ERIC Educational Resources Information Center

Jayapragas, Prashant

2016-01-01

In this era of constant change, principals need to be able to handle high levels of complexity in its governance and policy implementation. Planning ahead is not sufficient; being able to interpret and plan the future into strategic responses is a huge focus in educational development today. The Leaders in Education Program (LEP) is a 6-month…

What Evidence is Being Used to Inform Municipal Strategic Planning for Health and Wellbeing? Victoria, Australia, a Case Study

ERIC Educational Resources Information Center

Browne, Geoffrey R.; Davern, Melanie; Giles-Corti, Billie

2017-01-01

Victorian local governments (LGs) are required to develop evidence-based Municipal Public Health and Wellbeing Plans (MPHWPs) that improve health and wellbeing. This study evaluated the implementation of this requirement across 79 LGs. Evidence in 116 documents was categorised by source, issue, and policy specificity. Over 11,000…

Strategically Planning Avionics Laboratory’s Facilities for the Future

DTIC Science & Technology

1993-09-01

Goldsboro Road Bethesda, Maryland 20817-5886 93 12 22 02 DISCLAIMII NOTICE THIS DOCUMENT IS BEST QUALITY AVAILABLE. THE COPY FURNISHLD TO DTIC CONTAINED A...Avionics Laboratory establish a multiyear strategy for improving its facility utilization nearly 7 years ago. That plan, which is still being implemented...experi- mental data transmission delays caused when on-line equipment is separated by as much as a mile. The plan - now nearly 7 years old - initiated

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

ERIC Educational Resources Information Center

Cope, Robert G.

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

Advancing the state of the art in healthcare strategic planning.

PubMed

Zuckerman, Alan M

2006-01-01

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2013-01-18

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-05

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

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.

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.

Institutional plan. Fiscal year, 1997--2002

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

NONE

1996-10-01

The Institutional Plan is the culmination of Argonne`s annual planning cycle. The document outlines what Argonne National Laboratory (ANL) regards as the optimal development of programs and resources in the context of national research and development needs, the missions of the Department of Energy and Argonne National Laboratory, and pertinent resource constraints. It is the product of ANL`s internal planning process and extensive discussions with DOE managers. Strategic planning is important for all of Argonne`s programs, and coordination of planning for the entire institution is crucial. This Institutional Plan will increasingly reflect the planning initiatives that have recently been implemented.

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.

Experiences and Lessons From Polio Eradication Applied to Immunization in 10 Focus Countries of the Polio Endgame Strategic Plan

PubMed Central

Mallya, Apoorva; Sandhu, Hardeep; Anya, Blanche-Philomene; Yusuf, Nasir; Ntakibirora, Marcelline; Hasman, Andreas; Fahmy, Kamal; Agbor, John; Corkum, Melissa; Sumaili, Kyandindi; Siddique, Anisur Rahman; Bammeke, Jane; Braka, Fiona; Andriamihantanirina, Rija; Ziao, Antoine-Marie C.; Djumo, Clement; Yapi, Moise Desire; Sosler, Stephen; Eggers, Rudolf

2017-01-01

Abstract Nine polio areas of expertise were applied to broader immunization and mother, newborn and child health goals in ten focus countries of the Polio Eradication Endgame Strategic Plan: policy & strategy development, planning, management and oversight (accountability framework), implementation & service delivery, monitoring, communications & community engagement, disease surveillance & data analysis, technical quality & capacity building, and partnerships. Although coverage improvements depend on multiple factors and increased coverage cannot be attributed to the use of polio assets alone, 6 out of the 10 focus countries improved coverage in three doses of diphtheria tetanus pertussis containing vaccine between 2013 and 2015. Government leadership, evidence-based programming, country-driven comprehensive operational annual plans, community partnership and strong accountability systems are critical for all programs and polio eradication has illustrated these can be leveraged to increase immunization coverage and equity and enhance global health security in the focus countries. PMID:28838187

Race to the Top. Hawaii Report. Year 4: School Year 2013-2014. [State-Specific Summary Report

ERIC Educational Resources Information Center

US Department of Education, 2015

2015-01-01

This State-specific summary report serves as an assessment of Hawaii's Year 4 Race to the Top implementation. Hawaii made tremendous progress over the course of the grant period in implementing its Strategic Plan and six priority strategies and creating an aligned organization focused on increasing student outcomes. Among some of the other…

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...

Strategic planning--the role of the chief executive.

PubMed

Daniel, A L

1992-04-01

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2013-07-15

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

DECISION SUPPORT FRAMEWORK FOR STORMWATER MANAGEMENT IN URBAN WATERSHEDS

EPA Science Inventory

To assist stormwater management professionals in planning for best management practices (BMPs) implementation, the U.S. Environmental Protection Agency (USEPA) is developing a decision support system for placement of BMPs at strategic locations in urban watersheds. This tool wil...

16 CFR 0.10 - Office of the Executive Director.

Code of Federal Regulations, 2010 CFR

2010-01-01

..., financial management, information technology, and human resources. [65 FR 78408, Dec. 15, 2000] ... Chairman, is the chief operating official who develops and implements management and administrative... on strategic planning and assessing the management and resource implications of any proposed action...

Acadia National Park ITS field operational test : evaluation strategic plan

DOT National Transportation Integrated Search

2000-07-01

This document provides a strategy for evaluating technologies known as Intelligent Transportation Systems (ITS) that will be implemented in Acadia National Park and Mount Desert Island, Maine. Acadia National Park was selected as a site for an ITS Fi...

Electronic Commerce Resource Centers. An Industry--University Partnership.

ERIC Educational Resources Information Center

Gulledge, Thomas R.; Sommer, Rainer; Tarimcilar, M. Murat

1999-01-01

Electronic Commerce Resource Centers focus on transferring emerging technologies to small businesses through university/industry partnerships. Successful implementation hinges on a strategic operating plan, creation of measurable value for customers, investment in customer-targeted training, and measurement of performance outputs. (SK)

AN EVALUATION AND COST-OPTIMIZATION TOOL FOR PLACEMENT OF BMPS

EPA Science Inventory

To assist stormwater management professionals in planning for best management practices (BMPs) implementation, the U.S. Environmental Protection Agency (USEPA) is developing a decision-support system for placement of BMPs at strategic locations in urban watersheds. This tool wil...

Marketing Human Resource Development.

ERIC Educational Resources Information Center

Frank, Eric, Ed.

1994-01-01

Describes three human resource development activities: training, education, and development. Explains marketing from the practitioners's viewpoint in terms of customer orientation; external and internal marketing; and market analysis, research, strategy, and mix. Shows how to design, develop, and implement strategic marketing plans and identify…

76 FR 6494 - Notice of Availability of a Memorandum of Understanding Between the Bureau of Land Management and...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-02-04

... development of a migratory bird strategic conservation plan and the FWS completion of raptor conservation measures. National Environmental Policy Act (NEPA) NEPA will be complied with as the MOU is implemented...

16 CFR 0.10 - Office of the Executive Director.

Code of Federal Regulations, 2011 CFR

2011-01-01

... on strategic planning and assessing the management and resource implications of any proposed action... Chairman, is the chief operating official who develops and implements management and administrative..., financial management, information technology, and human resources. [65 FR 78408, Dec. 15, 2000] ...

The development of a successful physician compensation plan.

PubMed

Berkowitz, Steven M

2002-10-01

Physician compensation plans are critical to the success of a physician group or may lead to the demise of the group. Essential components of the development and implementation of a successful physician compensation plan include: strategic planning, physician understanding and buy-in, appropriate incentives, objective performance measurement, and a specific funding source or mechanism. There are two basic philosophies to consider for use: the market-based model and the net economic contribution model. Advantages and disadvantages of each are discussed. Methods of incorporating these multiple aspects into a single plan are described.

Lawrence Berkeley Laboratory Institutional Plan, FY 1993--1998

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

Not Available

1992-10-01

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

Strategic planning: how medical practices can succeed in a post-healthcare-reform world.

PubMed

Howrigon, Ron

2013-01-01

This article addresses the recent trend of physicians being pressured to sell to hospitals in order to stay in practice. The author utilizes his experience in the healthcare industry to identify causes of this trend and ways in which physician groups can avoid finding themselves in these situations. The author uses real data from an existing medical practice to support his ideas and demonstrate how implementing change now will be beneficial for the success of this medical practice in the future. Objective practice evaluation and the execution of an efficient strategic plan are cited as the most important factors contributing to the financial solvency of medical practices in the current and future healthcare environment.

Analysis of strategic plans to assess planning for sustainability of comprehensive community initiatives.

PubMed

Sridharan, Sanjeev; Go, Sodam; Zinzow, Heidi; Gray, Aracelis; Barrett, Melissa Gutierrez

2007-02-01

In order to achieve the intended impact on a community, comprehensive community initiatives must sustain programs once they have been implemented. However, planning for sustainability is challenging and is rarely incorporated in the planning process of an initiative. The current study examined 19 5-year plans developed during the planning phase of the Comprehensive Strategy for Serious, Violent and Chronic Juvenile Offenders. Quantitative and qualitative methods were employed to assess the extent to which the construct of sustainability was incorporated. The plan analysis was supplemented with results from other components of the complex evaluation design implemented as part of the process evaluation of Comprehensive Strategy. Results suggested that sustainability was not accounted for during the planning phase of this initiative. The implications of these findings, including the importance of planning for sustainability in order to achieve sustainability, are discussed.

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...

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…

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

NASA Astrophysics Data System (ADS)

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

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

NASA Technical Reports Server (NTRS)

1993-01-01

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

Executive plan summary, an ITS strategic plan for Texas.

DOT National Transportation Integrated Search

2016-07-01

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

Strategic Planning and Open Learning: Turkey Tails and Frogs.

ERIC Educational Resources Information Center

Pacey, Lucille

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

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

Code of Federal Regulations, 2011 CFR

2011-10-01

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

EDI Planning and Implementation Guide.

DTIC Science & Technology

1992-06-01

mentation Guide is designed to both assist DoD activities in the preparation of EDI business plans and to educate DoD personnel on EDI matters. Strategic...business trans- actions be transmitted using EDI by the fourth quarter of FY96. Structure of the Guide The figure below shows how each chapter and appendix...in the Guide relate to each other and their roles in the development of business plans and the education of DoD personnel. Chapters 1, 5, and the

Strategic plan for geriatrics and extended care in the veterans health administration: background, plan, and progress to date.

PubMed

Shay, Kenneth; Hyduke, Barbara; Burris, James F

2013-04-01

The leaders of Geriatrics and Extended Care (GEC) in the Veterans Health Administration (VHA) undertook a strategic planning process that led to approval in 2009 of a multidisciplinary, evidence-guided strategic plan. This article reviews the four goals contained in that plan and describes VHA's progress in addressing them. The goals included transforming the healthcare system to a veteran-centric approach, achieving universal access to a panel of services, ensuring that the Veterans Affair's (VA) healthcare workforce was adequately prepared to manage the needs of the growing elderly veteran population, and integrating continuous improvement into all care enhancements. There has been substantial progress in addressing all four goals. All VHA health care has undergone an extensive transformation to patient-centered care, has enriched the services it can offer caregivers of dependent veterans, and has instituted models to better integrate VA and non-VA cares and services. A range of successful models of geriatric care described in the professional literature has been adapted to VA environments to gauge suitability for broader implementation. An executive-level task force developed a three-pronged approach for enhancing the VA's geriatric workforce. The VHA's performance measurement approaches increasingly include incentives to enhance the quality of management of vulnerable elderly adults in primary care. The GEC strategic plan was intended to serve as a road map for keeping VHA aligned with an ambitious but important long-term vision for GEC services. Although no discrete set of resources was appropriated for fulfillment of the plan's recommendations, this initial report reflects substantial progress in addressing most of its goals. © 2013, Copyright the Authors Journal compilation © 2013, The American Geriatrics Society.

U.S. Support of Plan Colombia: Rethinking the Ends and Means

DTIC Science & Technology

2001-05-01

to thrive as long as there are dark corners of the international systems where traditional sovereign controls are weak or non -existent. The illicit...security debate involving U.S. policy in Colombia and the implementation of Plan Colombia. DOUGLAS C. LOVELACE, JR. Director Strategic Studies...crime more efficiently through effective international cooperation, which includes the press, judicial systems, and government officials on a broad

Implement balanced scorecard to translate strategic plan into actionable objectives.

PubMed

2004-09-01

Faced with challenges ranging from declining reimbursement to staff shortages, health care organizations--integrated delivery systems, physician group practices, disease management providers, and others--increasingly are turning to general business models to map out step-by-step action plans for performance measurement and process improvement. Creating a "balanced scorecard" is an obvious starting point for assessing and improving clinical and financial performance.

Measles and Rubella Global Strategic Plan 2012-2020 midterm review report: Background and summary.

PubMed

Orenstein, Walter A; Cairns, Lisa; Hinman, Alan; Nkowane, Benjamin; Olivé, Jean-Marc; Reingold, Arthur L

2018-01-11

Measles, a vaccine-preventable illness, is one of the most infectious diseases known to man. In 2015, an estimated 134,200 measles deaths occurred globally. Rubella, also vaccine-preventable, is a concern because infection during pregnancy can result in congenital defects in the baby. More than 100,000 babies with congenital rubella syndrome were estimated to have been born globally in 2010. Eradication of both measles and rubella is considered to be feasible, beneficial, and more cost-effective than high-level control. All six World Health Organization (WHO) regions have measles elimination goals by 2020 and two have rubella elimination goals by that year. However, the World Health Assembly has not endorsed a global eradication goal for either disease. In 2012, the Measles and Rubella Initiative published a Global Measles and Rubella Strategic Plan, 2012-2020, referred to hereafter as the Plan, which aimed to achieve measles and rubella elimination in at least five WHO regions by end-2020 through the implementation of five core strategies, with progress evaluated against 2015 milestones. When, by end-2015, none of these milestones had been met, WHO's Strategic Advisory Group of Experts on Immunization (SAGE) recommended a mid-term review of the Plan to evaluate progress toward goals, assess the quality of strategy implementation, and formulate lessons learned. A five-member team reviewed documents and conducted interviews with stakeholders as the basis for the review's conclusions and recommendations. This team concluded that, although significant progress in measles elimination had been made, progress had slowed. It recommended that countries continue to work toward elimination goals with a focus on strengthening ongoing immunization systems. In addition, it concluded that the strategies articulated in the Plan were sound, however full implementation had been impeded by inadequate country ownership and global political will, reflected in inadequate resources. Detailed recommendations for each of the Plan's five strategies as well as the areas of polio transition, governance and resource mobilization are outlined. Copyright © 2017 World Health Organization. Published by Elsevier Ltd.. All rights reserved.

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.…

Building an Information Resource Center for Competitive Intelligence.

ERIC Educational Resources Information Center

Martin, J. Sperling

1992-01-01

Outlines considerations in the design of a Competitive Intelligence Information Resource Center (CIIRC), which is needed by business organizations for effective strategic decision making. Discussed are user needs, user participation, information sources, technology and interface design, operational characteristics, and planning for implementation.…

Maximizing mitigation benefits-making a difference with strategic inter-resource agency planning : year two technical report.

DOT National Transportation Integrated Search

2014-11-01

The objective of this research project is to assess current mitigation policies and practices in comparison to : resource agency objectives and to identify mitigation strategies and priorities that provide greater cost-benefit potential and implement...

FRAMEWORK FOR PLACEMENT OF BMP/LID IN URBAN WATERSHEDS

EPA Science Inventory

To assist stormwater management professionals in planning for BMP/LID implementation, the U.S. Environmental Protection Agency (USEPA) has funded the development of a decision support system for selection and placement of BMP/LID at strategic locations in urban watersheds. The...

Maximizing mitigation benefits-making a difference with strategic inter-resource agency planning : year one technical report.

DOT National Transportation Integrated Search

2014-04-01

The objective of this research project is to assess current mitigation policies and practices in comparison to : resource agency objectives, and identify mitigation strategies and priorities that provide greater cost-benefit : potential and implement...

Fast-Track Teacher Recruitment.

ERIC Educational Resources Information Center

Grant, Franklin Dean

2001-01-01

Schools need a Renaissance human-resources director to implement strategic staffing and fast-track teacher-recruitment plans. The HR director must attend to customer satisfaction, candidate supply, web-based recruitment possibilities, stabilization of newly hired staff, retention of veteran staff, utilization of retired employees, and latest…

15 CFR 946.1 - Purpose.

Code of Federal Regulations, 2010 CFR

2010-01-01

... ATMOSPHERIC ADMINISTRATION, DEPARTMENT OF COMMERCE REGULATIONS OF THE NATIONAL WEATHER SERVICE MODERNIZATION OF THE NATIONAL WEATHER SERVICE § 946.1 Purpose. (a) This part sets forth the procedures for... field office of the National Weather Service (NWS) pursuant to the implementation of the Strategic Plan...

15 CFR 946.1 - Purpose.

Code of Federal Regulations, 2012 CFR

2012-01-01

... ATMOSPHERIC ADMINISTRATION, DEPARTMENT OF COMMERCE REGULATIONS OF THE NATIONAL WEATHER SERVICE MODERNIZATION OF THE NATIONAL WEATHER SERVICE § 946.1 Purpose. (a) This part sets forth the procedures for... field office of the National Weather Service (NWS) pursuant to the implementation of the Strategic Plan...

15 CFR 946.1 - Purpose.

Code of Federal Regulations, 2013 CFR

2013-01-01

... ATMOSPHERIC ADMINISTRATION, DEPARTMENT OF COMMERCE REGULATIONS OF THE NATIONAL WEATHER SERVICE MODERNIZATION OF THE NATIONAL WEATHER SERVICE § 946.1 Purpose. (a) This part sets forth the procedures for... field office of the National Weather Service (NWS) pursuant to the implementation of the Strategic Plan...

15 CFR 946.1 - Purpose.

Code of Federal Regulations, 2011 CFR

2011-01-01

... ATMOSPHERIC ADMINISTRATION, DEPARTMENT OF COMMERCE REGULATIONS OF THE NATIONAL WEATHER SERVICE MODERNIZATION OF THE NATIONAL WEATHER SERVICE § 946.1 Purpose. (a) This part sets forth the procedures for... field office of the National Weather Service (NWS) pursuant to the implementation of the Strategic Plan...

15 CFR 946.1 - Purpose.

Code of Federal Regulations, 2014 CFR

2014-01-01

... ATMOSPHERIC ADMINISTRATION, DEPARTMENT OF COMMERCE REGULATIONS OF THE NATIONAL WEATHER SERVICE MODERNIZATION OF THE NATIONAL WEATHER SERVICE § 946.1 Purpose. (a) This part sets forth the procedures for... field office of the National Weather Service (NWS) pursuant to the implementation of the Strategic Plan...

FRAMEWORK DESIGN FOR BMP PLACEMENT IN URBAN WATERSHEDS 2005

EPA Science Inventory

To assist stormwater management professionals in planning for best management practices (BMPs) implementation, the U.S. Environmental Protection Agency (EPA) began a research project in 2003 to develop a decision support system for selection and placement of BMP/LID at strategic ...

DECISION SUPPORT FRAMEWORK FOR PLACEMENT OF BMPS IN URBAN WATERSHEDS

EPA Science Inventory

To assist stormwater management professionals in planning for best management practices (BMPs) implementation, the U.S. Environmental Protection Agency (USEPA) initiated a research in 2003 to develop a decision support system for placement of BMPs at strategic locations in urban ...

Minnesota Peer Exchange : Strategic Highway Safety Plan (SHSP) Implementation - An RSPCB Peer Exchange

DOT National Transportation Integrated Search

2015-02-01

The Minnesota Department of Transportation (MN DOT) hosted a peer exchange February 3-4, 2015, in St. Paul, Minnesota. The event included peer representatives from the Nevada Department of Transportation (NV DOT), the Ohio Department of Transportatio...

SUSTAIN -AN EVALUATION AND COST-OPTIMIZATION TOOL FOR PLACEMENT OF BMPS

EPA Science Inventory

Since 2003, the U.S. Environmental Protection Agency (USEPA) has been developing a decision support system for placement of best management practices (BMPs) to assist stormwater management professionals in planning for BMPs implementation at strategic locations in urban watershed...

Strategic Energy Management Plan for the Santa Ynez Band of Chumash Indians

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

Davenport, Lars; Smythe, Louisa; Sarquilla, Lindsey

2015-03-27

This plan outlines the Santa Ynez Band of Chumash Indians’ comprehensive energy management strategy including an assessment of current practices, a commitment to improving energy performance and reducing overall energy use, and recommended actions to achieve these goals. Vision Statement The primary objective of the Strategic Energy Management Plan is to implement energy efficiency, energy security, conservation, education, and renewable energy projects that align with the economic goals and cultural values of the community to improve the health and welfare of the tribe. The intended outcomes of implementing the energy plan include job creation, capacity building, and reduced energy costsmore » for tribal community members, and tribal operations. By encouraging energy independence and local power production the plan will promote self-sufficiency. Mission & Objectives The Strategic Energy Plan will provide information and suggestions to guide tribal decision-making and provide a foundation for effective management of energy resources within the Santa Ynez Band of Chumash Indians (SYBCI) community. The objectives of developing this plan include; Assess current energy demand and costs of all tribal enterprises, offices, and facilities; Provide a baseline assessment of the SYBCI’s energy resources so that future progress can be clearly and consistently measured, and current usage better understood; Project future energy demand; Establish a system for centralized, ongoing tracking and analysis of tribal energy data that is applicable across sectors, facilities, and activities; Develop a unifying vision that is consistent with the tribe’s long-term cultural, social, environmental, and economic goals; Identify and evaluate the potential of opportunities for development of long-term, cost effective energy sources, such as renewable energy, energy efficiency and conservation, and other feasible supply- and demand-side options; and Build the SYBCI’s capacity for understanding, managing, and developing energy resources by identifying training, distribution of information materials, and community meeting needs and opportunities« less

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.

Co-authorship Network Analysis: A Powerful Tool for Strategic Planning of Research, Development and Capacity Building Programs on Neglected Diseases

PubMed Central

Morel, Carlos Medicis; Serruya, Suzanne Jacob; Penna, Gerson Oliveira; Guimarães, Reinaldo

2009-01-01

Background New approaches and tools were needed to support the strategic planning, implementation and management of a Program launched by the Brazilian Government to fund research, development and capacity building on neglected tropical diseases with strong focus on the North, Northeast and Center-West regions of the country where these diseases are prevalent. Methodology/Principal Findings Based on demographic, epidemiological and burden of disease data, seven diseases were selected by the Ministry of Health as targets of the initiative. Publications on these diseases by Brazilian researchers were retrieved from international databases, analyzed and processed with text-mining tools in order to standardize author- and institution's names and addresses. Co-authorship networks based on these publications were assembled, visualized and analyzed with social network analysis software packages. Network visualization and analysis generated new information, allowing better design and strategic planning of the Program, enabling decision makers to characterize network components by area of work, identify institutions as well as authors playing major roles as central hubs or located at critical network cut-points and readily detect authors or institutions participating in large international scientific collaborating networks. Conclusions/Significance Traditional criteria used to monitor and evaluate research proposals or R&D Programs, such as researchers' productivity and impact factor of scientific publications, are of limited value when addressing research areas of low productivity or involving institutions from endemic regions where human resources are limited. Network analysis was found to generate new and valuable information relevant to the strategic planning, implementation and monitoring of the Program. It afforded a more proactive role of the funding agencies in relation to public health and equity goals, to scientific capacity building objectives and a more consistent engagement of institutions and authors from endemic regions based on innovative criteria and parameters anchored on objective scientific data. PMID:19688044

Policy Perspective: Meeting the Challenge of the DOE Order 436.1 Departmental Sustainability - 12527

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

MacDonald, Jennifer C.

2012-07-01

DOE's Sustainability Performance Office is working to meet sustainability goals at DOE by implementing Executive Orders, Departmental policy, the DOE Strategic Sustainability Performance Plan (SSPP) and legislation related to sustainability. Through implementation of Executive Orders, Departmental policy, the SSPP, statutory requirements and regular reporting, analysis and communication, DOE's SPO is working to maintain and expand DOE's leadership in sustainability. (authors)

Looking to the future: Framing the implementation of interprofessional education and practice with scenario planning.

PubMed

Forman, Dawn; Nicol, Pam; Nicol, Paul

2015-01-01

Adapting to interprofessional education and practice requires a change of perspective for many health professionals. We aimed to explore the potential of scenario planning to bridge the understanding gap and framing strategic planning for interprofessional education (IPE) and practice (IPP), as well as to implement innovative techniques and technology for large-group scenario planning. A full-day scenario planning workshop incorporating innovative methodology was designed and offered to participants. The 71 participants included academics from nine universities, as well as service providers, government, students and consumer organisations. The outcomes were evaluated by statistical and thematic analysis of a mixed method survey questionnaire. The scenario planning method resulted in a positive response as a means of collaboratively exploring current knowledge and broadening entrenched attitudes. It was perceived to be an effective instrument for framing strategy for the implementation of IPE/IPP, with 81 percent of respondents to a post-workshop survey indicating they would consider using scenario planning in their own organisations. The scenario planning method can be used by tertiary academic institutions as a strategy in developing, implementing and embedding IPE, and for the enculturation of IPP in practice settings.

Using strategic foresight to assess conservation opportunity.

PubMed

Cook, Carly N; Wintle, Bonnie C; Aldrich, Stephen C; Wintle, Brendan A

2014-12-01

The nature of conservation challenges can foster a reactive, rather than proactive approach to decision making. Failure to anticipate problems before they escalate results in the need for more costly and time-consuming solutions. Proactive conservation requires forward-looking approaches to decision making that consider possible futures without being overly constrained by the past. Strategic foresight provides a structured process for considering the most desirable future and for mapping the most efficient and effective approaches to promoting that future with tools that facilitate creative thinking. The process involves 6 steps: setting the scope, collecting inputs, analyzing signals, interpreting the information, determining how to act, and implementing the outcomes. Strategic foresight is ideal for seeking, recognizing, and realizing conservation opportunities because it explicitly encourages a broad-minded, forward-looking perspective on an issue. Despite its potential value, the foresight process is rarely used to address conservation issues, and previous attempts have generally failed to influence policy. We present the strategic foresight process as it can be used for proactive conservation planning, describing some of the key tools in the foresight tool kit and how they can be used to identify and exploit different types of conservation opportunities. Scanning is an important tool for collecting and organizing diverse streams of information and can be used to recognize new opportunities and those that could be created. Scenario planning explores how current trends, drivers of change, and key uncertainties might influence the future and can be used to identify barriers to opportunities. Backcasting is used to map out a path to a goal and can determine how to remove barriers to opportunities. We highlight how the foresight process was used to identify conservation opportunities during the development of a strategic plan to address climate change in New York State. The plan identified solutions that should be effective across a range of possible futures. Illustrating the application of strategic foresight to identify conservation opportunities should provide the impetus for decision makers to explore strategic foresight as a way to support more proactive conservation policy, planning, and management. © 2014 Society for Conservation Biology.

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 Fish and Wildlife Research Unit at North Carolina State University, is assisting the ENCSEVA team in developing a scientifically sound basis for the Plan though the elicitation of expert knowledge and the organization of that knowledge using the Open Standards for the Practice of Conservation. The Open Standards for the Practice of Conservation is a framework that is well suited to incorporating decision-making tools such as Structured Decision Making and provides a multi-step process to conceptually organize conservation projects in a manner that enhances the rigor and transparency of expert and knowledge-based plans. It helps define explicit pathways from 2 planned conservation activities and ultimate impact, as well as indicators to measure success (Stem et al. 2005). Specifically, the framework identifies conservation targets, key ecological attributes, threats, and associated indicators to monitor responses given the implementation of a conservation action (Conservation Measures Partnership 2007). This report serves to provide a scientific foundation for the Plan by summarizing the expert opinion of wildlife biologists, ecologists, hydrologists, researchers, natural resource managers, and conservation practitioners regarding five environments (wetlands, riverine systems, estuaries, uplands, and barrier islands) within the ENCSEVA geography. Specifically, this report describes (1) the approach to elicit expert knowledge meant to support the strategic plan, (2) how this knowledge can inform collaborative conservation planning, and (3) a summary of opportunities available for the ENCSEVA team to address threats and impacts associated with climate change within the ecoregion.

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.

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...

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...

National Weather Service - Strategic Planning and Policy

Science.gov Websites

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

Strategic Planning for School Administrators. Fastback 457.

ERIC Educational Resources Information Center

Prosise, Roger

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

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

DTIC Science & Technology

2007-03-01

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2010-07-28

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

EPA Geospatial Quality Council Strategic and Implementation Plan 2010 to 2015

EPA Science Inventory

The EPA Geospatial Quality Council (GQC) was created to promote and provide Quality Assurance guidance for the development, use, and products of geospatial science. The GQC was created when the gap between the EPA Quality Assurance (QA) and Geospatial communities was recognized. ...

48 CFR 312.101 - Policy.

Code of Federal Regulations, 2010 CFR

2010-10-01

... PLANNING ACQUISITION OF COMMERCIAL ITEMS Acquisition of Commercial Items-General 312.101 Policy. (a) It is.... Accordingly, HHS has implemented a Strategic Sourcing Program through which it awards BPAs or other contract vehicles to achieve savings for commercial items and services across HHS and make the acquisition process...

DCCC Takes the TQM Plunge...And Tells How.

ERIC Educational Resources Information Center

Entner, Donald

1993-01-01

Activities at Delaware County Community College (Pennsylvania) in implementing Total Quality Management are examined and compared with criteria used by the United States Chamber of Commerce for making quality awards to businesses. Assessed areas include management leadership, strategic planning, customer focus, employee development, teamwork,…

Nevada Peer Exchange : Strategic Highway Safety Plan (SHSP) Implementation - An RSPCB Peer Exchange

DOT National Transportation Integrated Search

2015-03-01

The Nevada Department of Transportation (NDOT) hosted a peer exchange March 4 and 5, 2015, in Carson City, NV, with support from the Federal Highway Administration (FHWA) Office of Safety. In addition to FHWA and NDOT staff, representatives from the ...

40 CFR 1.47 - Office of Solid Waste and Emergency Response.

Code of Federal Regulations, 2012 CFR

2012-07-01

... waste sites and spills (including oil spills); long-term strategic planning and special studies; economic and long-term environmental analyses; economic impact assessment of RCRA and CERCLA regulations... responsibility for implementing the Resource Conservation and Recovery Act (RCRA) and the Comprehensive...

40 CFR 1.47 - Office of Solid Waste and Emergency Response.

Code of Federal Regulations, 2013 CFR

2013-07-01

... waste sites and spills (including oil spills); long-term strategic planning and special studies; economic and long-term environmental analyses; economic impact assessment of RCRA and CERCLA regulations... responsibility for implementing the Resource Conservation and Recovery Act (RCRA) and the Comprehensive...

SUSTAIN - AN EPA BMP PROCESS AND PLACEMENT TOOL FOR URBAN WATERSHEDS

EPA Science Inventory

To assist stormwater management professionals in planning for implementation of best management practices (BMPs), efforts have been under way by the U.S. Environmental Protection Agency (EPA) since 2003 to develop a decision-support system for placement of BMPs at strategic locat...

Organizational Influences on the University Electronic Library.

ERIC Educational Resources Information Center

Davies, Clare

1997-01-01

Reviews the literature on the development of full-text electronic libraries in the academic setting. Organizational factors can have impact on electronic library development and ultimate usability. Topics include strategic management, planning and implementation; system specification and design; document provision; user support and training; and…

24 CFR 598.420 - Periodic progress determinations.

Code of Federal Regulations, 2010 CFR

2010-04-01

... HOUSING AND URBAN DEVELOPMENT COMMUNITY FACILITIES URBAN EMPOWERMENT ZONES: ROUND TWO AND THREE... evaluate the progress of implementation of the strategic plan in each designated Empowerment Zone on the basis of available information. HUD also may commission evaluations of the Empowerment Zone program as a...

Strategic planning for the activation and operation of the North Central Superpave Center (NCSC)

DOT National Transportation Integrated Search

1997-01-01

The North Central Superpave Center (NCSC) was established to serve the needs of the states and industry in ten states and two Canadian provinces as they implement the Superpave system. Accomplishing this goal requires the cooperation and active suppo...

76 FR 46297 - HIT Standards Committee's Workgroup Meetings; Notice of Meetings

Federal Register 2010, 2011, 2012, 2013, 2014

2011-08-02

... with the implementation of the Federal Health IT Strategic Plan, and in accordance with policies... DEPARTMENT OF HEALTH AND HUMAN SERVICES HIT Standards Committee's Workgroup Meetings; Notice of Meetings AGENCY: Office of the National Coordinator for Health Information Technology, HHS. ACTION: Notice...

76 FR 9782 - Office of the National Coordinator for Health Information Technology; HIT Standards Committee's...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-02-22

..., consistent with the implementation of the Federal Health IT Strategic Plan, and in accordance with policies... DEPARTMENT OF HEALTH AND HUMAN SERVICES Office of the National Coordinator for Health Information... Coordinator for Health Information Technology, HHS [[Page 9783

Improving quality of care through routine, successful implementation of evidence-based practice at the bedside: an organizational case study protocol using the Pettigrew and Whipp model of strategic change

PubMed Central

2007-01-01

Background Evidence-based practice (EBP) is an expected approach to improving the quality of patient care and service delivery in health care systems internationally that is yet to be realized. Given the current evidence-practice gap, numerous authors describe barriers to achieving EBP. One recurrently identified barrier is the setting or context of practice, which is likewise cited as a potential part of the solution to the gap. The purpose of this study is to identify key contextual elements and related strategic processes in organizations that find and use evidence at multiple levels, in an ongoing, integrated fashion, in contrast to those that do not. Methods The core theoretical framework for this multi-method explanatory case study is Pettigrew and Whipp's Content, Context, and Process model of strategic change. This framework focuses data collection on three entities: the Why of strategic change, the What of strategic change, and the How of strategic change, in this case related to implementation and normalization of EBP. The data collection plan, designed to capture relevant organizational context and related outcomes, focuses on eight interrelated factors said to characterize a receptive context. Selective, purposive sampling will provide contrasting results between two cases (departments of nursing) and three embedded units in each. Data collection methods will include quantitative tools (e.g., regarding culture) and qualitative approaches including focus groups, interviews, and documents review (e.g., regarding integration and “success”) relevant to the EBP initiative. Discussion This study should provide information regarding contextual elements and related strategic processes key to successful implementation and sustainability of EBP, specifically in terms of a pervasive pattern in an acute care hospital-based health care setting. Additionally, this study will identify key contextual elements that differentiate successful implementation and sustainability of EBP efforts, both within varying levels of a hospital-based clinical setting and across similar hospital settings interested in EBP. PMID:17266756

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

NASA Astrophysics Data System (ADS)

Mteri, Hassan H.

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

Advanced imaging programs: maximizing a multislice CT investment.

PubMed

Falk, Robert

2008-01-01

Advanced image processing has moved from a luxury to a necessity in the practice of medicine. A hospital's adoption of sophisticated 3D imaging entails several important steps with many factors to consider in order to be successful. Like any new hospital program, 3D post-processing should be introduced through a strategic planning process that includes administrators, physicians, and technologists to design, implement, and market a program that is scalable-one that minimizes up front costs while providing top level service. This article outlines the steps for planning, implementation, and growth of an advanced imaging program.

Lawrence Berkeley Laboratory Institutional Plan, FY 1993--1998

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

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

1992-10-01

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

12 CFR 25.27 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

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

12 CFR 228.27 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

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

12 CFR 345.27 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-01-01

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

23 CFR 1335.6 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-04-01

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

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

ERIC Educational Resources Information Center

Baker, Michael E.

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

Report of the LSPI/NASA Workshop on Lunar Base Methodology Development

NASA Technical Reports Server (NTRS)

Nozette, Stewart; Roberts, Barney

1985-01-01

Groundwork was laid for computer models which will assist in the design of a manned lunar base. The models, herein described, will provide the following functions for the successful conclusion of that task: strategic planning; sensitivity analyses; impact analyses; and documentation. Topics addressed include: upper level model description; interrelationship matrix; user community; model features; model descriptions; system implementation; model management; and plans for future action.

Behavioral and Social Sciences at the National Institutes of Health: adoption of research findings in health research and practice as a scientific priority.

PubMed

Riley, William T

2017-06-01

The National Institutes of Health's Office of Behavioral and Social Sciences Research (OBSSR) recently released its Strategic Plan for 2017 to 2021. This plan highlights three scientific priorities: (1) improve the synergy of basic and applied behavioral and social sciences research, (2) enhance and promote the research infrastructure, methods, and measures needed to support a more cumulative and integrated approach to behavioral and social sciences research, and (3) facilitate the adoption of behavioral and social sciences research findings in health research and in practice. This commentary focuses on the challenges and opportunities to facilitate the adoption of research findings in health research and in practice. In addition to the ongoing NIH support for dissemination and implementation (D&I) research, we must address transformative challenges and opportunities such as better disseminating and implementing D&I research, merging research and practice, adopting more rigorous and diverse methods and measures for both D&I and clinical trials research, evaluating technological-based delivery of interventions, and transitioning from minimally adaptable intervention packages to planned adaptations rooted in behavior change principles. Beyond translation into practice and policy, the OBSSR Strategic Plan also highlights the need for translation of behavioral and social science findings into the broader biomedical research enterprise.

Making strategy: learning by doing.

PubMed

Christensen, C M

1997-01-01

Companies find it difficult to change strategy for many reasons, but one stands out: strategic thinking is not a core managerial competence at most companies. Executives hone their capabilities by tackling problems over and over again. Changing strategy, however, is not usually a task that they face repeatedly. Once companies have found a strategy that works, they want to use it, not change it. Consequently, most managers do not develop a competence in strategic thinking. This Manager's Tool Kit presents a three-stage method executives can use to conceive and implement a creative and coherent strategy themselves. The first stage is to identify and map the driving forces that the company needs to address. The process of mapping provides strategy-making teams with visual representations of team members' assumptions, those pictures, in turn, enable managers to achieve consensus in determining the driving forces. Once a senior management team has formulated a new strategy, it must align the strategy with the company's resource-allocation process to make implementation possible. Senior management teams can translate their strategy into action by using aggregate project planning. And management teams that link strategy and innovation through that planning process will develop a competence in implementing strategic change. The author guides the reader through the three stages of strategy making by examining the case of a manufacturing company that was losing ground to competitors. After mapping the driving forces, the company's senior managers were able to devise a new strategy that allowed the business to maintain a competitive advantage in its industry.

75 FR 80515 - National Boating Safety Advisory Council

Federal Register 2010, 2011, 2012, 2013, 2014

2010-12-22

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

Monitoring the implementation of the national institutes of Health Strategic Plan for Women's Health and Sex/gender Differences research: Strategies and Successes

PubMed Central

Tingen, Candace; Nagel, Joan D.

2013-01-01

Building upon the legacy of the previous two National Institutes of Health (NIH) women's health research agenda–setting reports,1,2 the Office of Research on Women's Health (ORWH) released the third NIH scientific agenda for women's health and sex differences research in September 2010, entitled Moving Into The Future With New Dimensions and Strategies: A Vision for 2020 For Women's Health Research.3 Within NIH, ORWH is part of the Division of Program Coordination, Planning, and Strategic Initiatives, residing in the Office of the Director; ORWH is charged with coordinating women's health research in collaboration with the 27 Institutes and Centers (ICs) that make up NIH, each of which has a distinct mission and identity. Of note, the 2010 research agenda, or strategic plan, is the women's health research agenda for NIH overall, cutting across the missions of all the ICs. As such, it serves as a map to guide new efforts as well as continue collaborations within NIH in order to fulfill the NIH mission to seek fundamental knowledge about the nature and behavior of living systems and to apply that knowledge to enhance health, lengthen life, and reduce illness and disability. Through the framework of the strategic plan, in partnership with the NIH ICs, the Office of the Director, and the Advisory Committees (Figure 1), ORWH leads efforts to meet this mission as it relates to women's health. PMID:24416693

Strategic Review Process for an Accountable Care Organization and Emerging Accountable Care Best Practices.

PubMed

Conway, Sarah J; Himmelrich, Sarah; Feeser, Scott A; Flynn, John A; Kravet, Steven J; Bailey, Jennifer; Hebert, Lindsay C; Donovan, Susan H; Kachur, Sarah G; Brown, Patricia M C; Baumgartner, William A; Berkowitz, Scott A

2018-02-02

Accountable Care Organizations (ACOs), like other care entities, must be strategic about which initiatives they support in the quest for higher value. This article reviews the current strategic planning process for the Johns Hopkins Medicine Alliance for Patients (JMAP), a Medicare Shared Savings Program Track 1 ACO. It reviews the 3 focus areas for the 2017 strategic review process - (1) optimizing care coordination for complex, at-risk patients, (2) post-acute care, and (3) specialty care integration - reviewing cost savings and quality improvement opportunities, associated best practices from the literature, and opportunities to leverage and advance existing ACO and health system efforts in each area. It then reviews the ultimate selection of priorities for the coming year and early thoughts on implementation. After the robust review process, key stakeholders voted to select interventions targeted at care coordination, post-acute care, and specialty integration including Part B drug and imaging costs. The interventions selected incorporate a mixture of enhancing current ACO initiatives, working collaboratively and synergistically on other health system initiatives, and taking on new projects deemed targeted, cost-effective, and manageable in scope. The annual strategic review has been an essential and iterative process based on performance data and informed by the collective experience of other organizations. The process allows for an evidence-based strategic plan for the ACO in pursuit of the best care for patients.

Strategic Communication and its Utility in Ecosystem Service ...

EPA Pesticide Factsheets

The field of Strategic Communication involves a focused effort to identify, develop, and present multiple types of communication media on a given subject. A Strategic Communication program recognizes the limitations of the most common communication models (primarily “one size fits all” and “presenting everything and letting the audience decide what is important”) and specifically focuses on building a communication framework that is composed of three interlinked pillars: message – Identifying the right content for a given audience and a vehicle; audience – Identify the right target group for a given message and vehicle; vehicle – Identifying the right types of media for a given message and audience. In addition to serving as an organizational framework, the physical structure of a Strategic Communication plan also can serve as a way to show an audience where they, the message, and vehicle fit into the larger picture (i.e., “you are here”). This presentation will explore the process of designing a Strategic Communication plan and examine some examples of its utility in the field of ecosystem services science. Ideally, a strategic communication matrix can be utilized to identify and access the materials of interest for any given activity (i.e., avoids the need to recreate materials or use the wrong materials for the wrong audience). Challenges in implementation will also be explored. Abstract for ACES conference

Is health systems integration being advanced through Local Health District planning?

PubMed

Saunders, Carla; Carter, David J

2017-05-01

Objective Delivering genuine integrated health care is one of three strategic directions in the New South Wales (NSW) Government State Health Plan: Towards 2021. This study investigated the current key health service plan of each NSW Local Health District (LHD) to evaluate the extent and nature of health systems integration strategies that are currently planned. Methods A scoping review was conducted to identify common key principles and practices for successful health systems integration to enable the development of an appraisal tool to content assess LHD strategic health service plans. Results The strategies that are planned for health systems integration across LHDs focus most often on improvements in coordination, health care access and care delivery for complex at-risk patients across the care continuum by both state- and commonwealth-funded systems, providers and agencies. The most common reasons given for integrated activities were to reduce avoidable hospitalisation, avoid inappropriate emergency department attendance and improve patient care. Conclusions Despite the importance of health systems integration and finding that all NSW LHDs have made some commitment towards integration in their current strategic health plans, this analysis suggests that health systems integration is in relatively early development across NSW. What is known about the topic? Effective approaches to managing complex chronic diseases have been found to involve health systems integration, which necessitates sound communication and connection between healthcare providers across community and hospital settings. Planning based on current health systems integration knowledge to ensure the efficient use of scarce resources is a responsibility of all health systems. What does this paper add? Appropriate planning and implementation of health systems integration is becoming an increasingly important expectation and requirement of effective health systems. The present study is the first of its kind to assess the planned activity in health systems integration in the NSW public health system. NSW health districts play a central role in health systems integration; each health service plan outlines the strategic directions for the development and delivery of all state-funded services across each district for the coming years, equating to hundreds of millions of dollars in health sector funding. The inclusion of effective health systems integration strategies allows Local Health Districts to lay the foundation for quality patient outcomes and long-term financial sustainability despite projected increases in demand for health services. What are the implications for practice? Establishing robust ongoing mechanisms for effective health systems integration is now a necessary part of health planning. The present study identifies several key areas and strategies that are wide in scope and indicative of efforts towards health systems integration, which may support Local Health Districts and other organisations in systematic planning and implementation.

What happened to the no-wait hospital? A case study of implementation of operational plans for reduced waits.

PubMed

Hansson, Johan; Tolf, Sara; Øvretveit, John; Carlsson, Jan; Brommels, Mats

2012-01-01

Both research and practice show that waiting lists are hard to reduce. Implementing complex interventions for reduced waits is an intricate and challenging process that requires special attention for surrounding factors helping and hindering the implementation. This article reports a case study of a hospital implementation of operational plans for reduced waits, with an emphasis on the process of change. A case study research design, theoretically informed by the Pettigrew and Whipp model of strategic change, was applied. Data were gathered from individual and focus group interviews with informants from different organizational levels at different times and from documents and plans. The findings revealed arrangements both helping and hindering the implementation work. Helping factors were the hospital's contemporary savings requirements and experiences from similar change initiatives. Those hindering the actions to plan and agree the changes were unclear support functions and unclear task prioritization. One contribution of this study is to demonstrate the advantages, disadvantages, and challenges of a contextualized case study for increased understanding of factors influencing organizational change implementation. One lesson for current policy is to regard context factors that are critical for successful implementation.

77 FR 70994 - Proposed Information Collection; Comment Request; Gulf of Mexico Fishery Management Council...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-11-28

... Collection; Comment Request; Gulf of Mexico Fishery Management Council Stakeholder Communication Survey... Gulf of Mexico Fishery Management Council (Council) has adopted a five-year strategic communications plan that requires the Communications staff to not only implement specific outreach and education...

75 FR 38850 - NNI Strategic Plan 2010; Request for Information

Federal Register 2010, 2011, 2012, 2013, 2014

2010-07-06

... implements strategies that maximize the economic benefits of its investments in nanotechnology, based on... innovation strategy, NNI member agencies have identified areas ripe for significant advances through closer... human health, resulting in better risk assessment and risk mitigation strategies. Each center works as a...

7 CFR 25.402 - Periodic performance reviews.

Code of Federal Regulations, 2013 CFR

2013-01-01

... Agriculture Office of the Secretary of Agriculture RURAL EMPOWERMENT ZONES AND ENTERPRISE COMMUNITIES Post... implementing the strategic plan in each designated Empowerment Zone and Enterprise Community on the basis of... evaluations of the Empowerment Zone program as a whole by an impartial third party. Evidence of continual...

7 CFR 25.402 - Periodic performance reviews.

Code of Federal Regulations, 2012 CFR

2012-01-01

... Agriculture Office of the Secretary of Agriculture RURAL EMPOWERMENT ZONES AND ENTERPRISE COMMUNITIES Post... implementing the strategic plan in each designated Empowerment Zone and Enterprise Community on the basis of... evaluations of the Empowerment Zone program as a whole by an impartial third party. Evidence of continual...

7 CFR 25.402 - Periodic performance reviews.

Code of Federal Regulations, 2014 CFR

2014-01-01

... Agriculture Office of the Secretary of Agriculture RURAL EMPOWERMENT ZONES AND ENTERPRISE COMMUNITIES Post... implementing the strategic plan in each designated Empowerment Zone and Enterprise Community on the basis of... evaluations of the Empowerment Zone program as a whole by an impartial third party. Evidence of continual...

Hands-on Scorecarding in the Higher Education Sector

ERIC Educational Resources Information Center

Scholey, Cam; Armitage, Howard

2006-01-01

The balanced scorecard, introduced by Robert Kaplan and David Norton, has evolved from an improved performance measurement system to an integrated strategic planning, implementation, and scorecarding system. Simple yet powerful second-generation balanced scorecards depict the organization's strategy through a series of strategy maps and scorecards…

78 FR 30328 - Announcement of National Geospatial Advisory Committee Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2013-05-22

... academic organizations, was established to advise the Federal Geographic Data Committee on management of... implementation of Office of Management and Budget (OMB) Circular A- 16. Topics to be addressed at the meeting include: Leadership Dialogue NSDI Strategic Plan Geospatial Platform OMB Circular A-16 Portfolio...

78 FR 49282 - Announcement of National Geospatial Advisory Committee Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-13

... academic organizations, was established to advise the Federal Geographic Data Committee on management of... implementation of Office of Management and Budget (OMB) Circular A-16. Topics to be addressed at the meeting include: --Leadership Dialogue --Recent FGDC Activities --Geospatial Platform --NSDI Strategic Plan --3D...

76 FR 31973 - Draft WaterSMART Strategic Implementation Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2011-06-02

... best available science to understand the impacts of climate change on water supplies; and provide... and time. It is increasingly recognized that water is the primary means through which climate change... environment, and will identify adaptive measures needed to address climate change and future demands. Within...

7 CFR 25.402 - Periodic performance reviews.

Code of Federal Regulations, 2010 CFR

2010-01-01

... Agriculture Office of the Secretary of Agriculture RURAL EMPOWERMENT ZONES AND ENTERPRISE COMMUNITIES Post... implementing the strategic plan in each designated Empowerment Zone and Enterprise Community on the basis of... evaluations of the Empowerment Zone program as a whole by an impartial third party. Evidence of continual...

Marketing Student Services in a Community College.

ERIC Educational Resources Information Center

Culp, Marguerite McGann

This paper applies business marketing principles to college student services, introduces a model for measuring the life cycle of a service, outlines strategic planning procedures, and describes the implementation of a comprehensive student service marketing program at Seminole Community College in Florida. An overview of marketing defines…

The NCAT process

NASA Technical Reports Server (NTRS)

Milburn, George

1992-01-01

The topics are presented in viewgraph form and include the following: National Center for Appropriate Technology (NCAT) history; technologies selection criteria; strategic plan status; implementation framework; forum composition; NCAT role as integrator; government/industry coordination; identification and selection process for demonstrations; criteria for demonstrations; criteria for non-selection; and future actions.

Marketing: A Key Ingredient for Educational Fundraising Success.

ERIC Educational Resources Information Center

Smith, Laurence N.

1993-01-01

Marketing provides student affairs professionals with some of the most effective strategies, techniques, and actions for success. This chapter, written for professionals without a marketing background, provides a design for the development and implementation of a strategic marketing plan for student affairs educational fundraising efforts.…

7 CFR 25.402 - Periodic performance reviews.

Code of Federal Regulations, 2011 CFR

2011-01-01

... Agriculture Office of the Secretary of Agriculture RURAL EMPOWERMENT ZONES AND ENTERPRISE COMMUNITIES Post... implementing the strategic plan in each designated Empowerment Zone and Enterprise Community on the basis of... evaluations of the Empowerment Zone program as a whole by an impartial third party. Evidence of continual...

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...

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

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…

Collaborative Strategic Planning: Myth or Reality?

ERIC Educational Resources Information Center

Mbugua, Flora; Rarieya, Jane F. A.

2014-01-01

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

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

USGS Publications Warehouse

,

1997-01-01

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

Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project.

PubMed

Dreachslin, Janice L; Weech-Maldonado, Robert; Gail, Judith; Epané, Josué Patien; Wainio, Joyce Anne

How can healthcare leaders build a sustainable infrastructure to leverage workforce diversity and deliver culturally and linguistically appropriate care to patients? To answer that question, two health systems participated in the National Center for Healthcare Leadership's diversity leadership demonstration project, November 2008 to December 2013. Each system provided one intervention hospital and one control hospital.The control hospital in each system participated in pre- and postassessments but received no preassessment feedback and no intervention support. Each intervention hospital's C-suite leadership and demonstration project manager worked with a diversity coach provided by the National Center for Healthcare Leadership to design and implement an action plan to improve diversity and cultural competence practices and build a sustainable infrastructure. Plans explored areas of strength and areas for improvement that were identified through preintervention assessments. The assessments focused on five competencies of strategic diversity management and culturally and linguistically appropriate care: diversity leadership, strategic human resource management, organizational climate, diversity climate, and patient cultural competence.This article describes each intervention hospital's success in action plan implementation and reports results of postintervention interviews with leadership to provide a blueprint for sustainable change.

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

Federal Register 2010, 2011, 2012, 2013, 2014

2012-05-31

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

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

DTIC Science & Technology

1998-01-01

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

Decommissioning strategy for liquid low-level radioactive waste surface storage water reservoir.

PubMed

Utkin, S S; Linge, I I

2016-11-22

The Techa Cascade of water reservoirs (TCR) is one of the most environmentally challenging facilities resulted from FSUE "PA "Mayak" operations. Its reservoirs hold over 360 mln m 3 of liquid radioactive waste with a total activity of some 5 × 10 15 Bq. A set of actions implemented under a special State program involving the development of a strategic plan aimed at complete elimination of TCR challenges (Strategic Master-Plan for the Techa Cascade of water reservoirs) resulted in considerable reduction of potential hazards associated with this facility. The paper summarizes the key elements of this master-plan: defining TCR final state, feasibility study of the main strategies aimed at its attainment, evaluation of relevant long-term decommissioning strategy, development of computational tools enabling the long-term forecast of TCR behavior depending on various engineering solutions and different weather conditions. Copyright © 2016 Elsevier Ltd. All rights reserved.

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

ERIC Educational Resources Information Center

Thornton, Bill; Perreault, George

2002-01-01

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-01

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

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

Code of Federal Regulations, 2010 CFR

2010-10-01

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

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

DTIC Science & Technology

2002-04-01

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

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.

Incorporating genetic sampling in long-term monitoring and adaptive management in the San Diego County Management Strategic Plan Area, Southern California

USGS Publications Warehouse

Vandergast, Amy G.

2017-06-02

Habitat and species conservation plans usually rely on monitoring to assess progress towards conservation goals. Southern California, USA, is a hotspot of biodiversity and home to many federally endangered and threatened species. Here, several regional multi-species conservation plans have been implemented to balance development and conservation goals, including in San Diego County. In the San Diego County Management Strategic Plan Area (MSPA), a monitoring framework for the preserve system has been developed with a focus on species monitoring, vegetation monitoring, threats monitoring and abiotic monitoring. Genetic sampling over time (genetic monitoring) has proven useful in gathering species presence and abundance data and detecting population trends, particularly related to species and threats monitoring objectives. This report reviews genetic concepts and techniques of genetics that relate to monitoring goals and outlines components of a genetic monitoring scheme that could be applied in San Diego or in other monitoring frameworks throughout the Nation.

Experiences and Lessons From Polio Eradication Applied to Immunization in 10 Focus Countries of the Polio Endgame Strategic Plan.

PubMed

van den Ent, Maya M V X; Mallya, Apoorva; Sandhu, Hardeep; Anya, Blanche-Philomene; Yusuf, Nasir; Ntakibirora, Marcelline; Hasman, Andreas; Fahmy, Kamal; Agbor, John; Corkum, Melissa; Sumaili, Kyandindi; Siddique, Anisur Rahman; Bammeke, Jane; Braka, Fiona; Andriamihantanirina, Rija; Ziao, Antoine-Marie C; Djumo, Clement; Yapi, Moise Desire; Sosler, Stephen; Eggers, Rudolf

2017-07-01

Nine polio areas of expertise were applied to broader immunization and mother, newborn and child health goals in ten focus countries of the Polio Eradication Endgame Strategic Plan: policy & strategy development, planning, management and oversight (accountability framework), implementation & service delivery, monitoring, communications & community engagement, disease surveillance & data analysis, technical quality & capacity building, and partnerships. Although coverage improvements depend on multiple factors and increased coverage cannot be attributed to the use of polio assets alone, 6 out of the 10 focus countries improved coverage in three doses of diphtheria tetanus pertussis containing vaccine between 2013 and 2015. Government leadership, evidence-based programming, country-driven comprehensive operational annual plans, community partnership and strong accountability systems are critical for all programs and polio eradication has illustrated these can be leveraged to increase immunization coverage and equity and enhance global health security in the focus countries. © The Author 2017. Published by Oxford University Press for the Infectious Diseases Society of America.

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.

Dose as a Tool for Planning and Implementing Community-Based Health Strategies.

PubMed

Kuo, Elena S; Harner, Lisa T; Frost, Madeline C; Cheadle, Allen; Schwartz, Pamela M

2018-05-01

A major challenge in community-based health promotion is implementing strategies that could realistically improve health at the population level. Population dose methodology was developed to help understand the combined impact of multiple strategies on population-level health behaviors. This paper describes one potential use of dose: as a tool for working collaboratively with communities to increase impact when planning and implementing community-level initiatives. Findings are presented from interviews conducted with 11 coordinators who used dose for planning and implementing local efforts with community coalitions. During early-stage planning, dose was used as a tool for strategic planning, and as a framework to build consensus among coalition partners. During implementation, a dose lens was used to revise strategies to increase their reach (the number of people exposed to the intervention) or strength (the relative change in behavior for each exposed person) to create population-level impact. A case study is presented, illustrating how some community coalitions and evaluators currently integrate dose into the planning and implementation of place-based healthy eating and active living strategies. Finally, a planning checklist was developed for program coordinators and evaluators. This article is part of a supplement entitled Building Thriving Communities Through Comprehensive Community Health Initiatives, which is sponsored by Kaiser Permanente, Community Health. Copyright © 2018 American Journal of Preventive Medicine. Published by Elsevier Inc. All rights reserved.

The role of strategic health planning processes in the development of health care reform policies: a comparative study of Eritrea, Mozambique and Zimbabwe.

PubMed

Green, Andrew; Collins, Charles; Stefanini, Angelo; Ferrinho, Paulo; Chapman, Glyn; Hagos, Besrat; Adams, Yussuf; Omar, Mayeh

2007-01-01

This paper reports on comparative analysis of health planning and its relationship with health care reform in three countries, Eritrea, Mozambique and Zimbabwe. The research examined strategic planning in each country focusing in particular on its role in developing health sector reforms. The paper analyses the processes for strategic planning, the values that underpin the planning systems, and issues related to resources for planning processes. The resultant content of strategic plans is assessed and not seen to have driven the development of reforms; whilst each country had adopted strategic planning systems, in all three countries a more complex interplay of forces, including influences outside both the health sector and the country, had been critical forces behind the sectoral changes experienced over the previous decade. The key roles of different actors in developing the plans and reforms are also assessed. The paper concludes that a number of different conceptions of strategic planning exist and will depend on the particular context within which the health system is placed. Whilst similarities were discovered between strategic planning systems in the three countries, there are also key differences in terms of formality, timeframes, structures and degrees of inclusiveness. No clear leadership role for strategic planning in terms of health sector reforms was discovered. Planning appears in the three countries to be more operational than strategic. Copyright (c) 2006 John Wiley & Sons, Ltd.

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…

Education for Sustainable Development: A Framework for Nigeria

ERIC Educational Resources Information Center

Oni, Adesoji A.; Adetoro, J. A.

2012-01-01

This paper proposed a framework for conceptualizing, planning for and implementing an education agenda for sustainable development within the Nigerian context. The strategic questions informing this framework are: What is the context within which sustainable development is being proposed? What are the educational needs that arise within the given…

Creating a Nation of Learners: Strategic Plan 2012-2016

ERIC Educational Resources Information Center

Institute of Museum and Library Services, 2012

2012-01-01

In 2010, Congress passed and the President signed the reauthorization of the Museum and Library Services Act, giving the Institute of Museum and Library Services (IMLS) unique federal responsibilities for the "development and implementation of policy to ensure the availability of museum, library and information services adequate to meet the…

What Board Members Need to Know About: Enrollment Management

ERIC Educational Resources Information Center

Hundrieser, Jim

2015-01-01

Contemporary strategic enrollment management entails planning, implementing, and developing administrative structures to develop and support strategies and tactics to regulate patterns of students entering the institution and through to graduation. It must do so in a way that is both predictable and consistent with the institution's mission and…

24 CFR 598.205 - What are the requirements for nomination?

Code of Federal Regulations, 2013 CFR

2013-04-01

... nomination? 598.205 Section 598.205 Housing and Urban Development Regulations Relating to Housing and Urban... DESIGNATIONS Nomination Procedure § 598.205 What are the requirements for nomination? (a) General. No urban... that the strategic plan described in § 598.215 will be implemented, and these governments submit its...

24 CFR 598.205 - What are the requirements for nomination?

Code of Federal Regulations, 2012 CFR

2012-04-01

... nomination? 598.205 Section 598.205 Housing and Urban Development Regulations Relating to Housing and Urban... DESIGNATIONS Nomination Procedure § 598.205 What are the requirements for nomination? (a) General. No urban... that the strategic plan described in § 598.215 will be implemented, and these governments submit its...

24 CFR 598.205 - What are the requirements for nomination?

Code of Federal Regulations, 2014 CFR

2014-04-01

... nomination? 598.205 Section 598.205 Housing and Urban Development Regulations Relating to Housing and Urban... DESIGNATIONS Nomination Procedure § 598.205 What are the requirements for nomination? (a) General. No urban... that the strategic plan described in § 598.215 will be implemented, and these governments submit its...

Information Technology: Making It All Fit. Track VIII: Academic Computing Strategy.

ERIC Educational Resources Information Center

CAUSE, Boulder, CO.

Six papers from the 1988 CAUSE conference's Track VIII, Academic Computing Strategy, are presented. They include: "Achieving Institution-Wide Computer Fluency: A Five-Year Retrospective" (Paul J. Plourde); "A Methodology and a Policy for Building and Implementing a Strategic Computer Plan" (Frank B. Thomas); "Aligning…

Strategic Goals Implementation Plan V2.0

DTIC Science & Technology

2008-01-01

newest ATARS ground station. (Sep 08) (DDR&E) 3.1.6 Take proactive steps to transition technology programs. DUSD(AS&C) • Proactive steps taken to...increases emphasis on math as gateway to physical science and engineering. • Expanded footprint of S&E education in Middle School. 3.3.4 Support

Access America for Students. Strategic Plan.

ERIC Educational Resources Information Center

National Partnership for Reinventing Government, Washington, DC.

This report provides an overview of a federal initiative, entitled Access America for Students, which is designed to re-engineer the way training and educational services are delivered to students. Part of the National Partnership for Reinventing Government, the initiative's major objectives are to implement privacy and security processes for…

Student Academic Achievement: Report to the Provost.

ERIC Educational Resources Information Center

Leas, David E.

In fall 1991, the faculty and staff of New Mexico State University-Alamogordo (NMSU-A) designed and implemented a strategic planning process which incorporates a comprehensive annual review of various aspects of student academic achievement (SAA). The faculty-based SAA assessment process includes activities focused on classroom instruction,…

Meritorious Budget Award: An Opportunity to Enhance Strategic Planning

ERIC Educational Resources Information Center

McKenzie, Anne; Bishop, Anna

2009-01-01

In times of economic uncertainty, local budgets undergo increased scrutiny. School boards and district administrators must collaborate to ensure the highest standards of budget development, implementation, and oversight. Those charged with the fiscal management of school districts must gain the public's confidence in their budgeting abilities.…

The Technology Principal: To Be or Not to Be?

ERIC Educational Resources Information Center

Anthony, Anika Ball; Patravanich, Supawaree

2014-01-01

This case provides principal licensure candidates a strategic perspective on leading and managing educational technology initiatives. It presents issues related to vision setting, planning, implementation, organizational structure, and decision making. The case narrative is presented from the perspective of a principal, but it can also be used to…

The Need for Technology Management Education for Undergraduate Programs: A Conceptual Framework

ERIC Educational Resources Information Center

Tas, Murat; Yeloglu, H. Okan

2018-01-01

As the National Research Council [17] described the technology management as "a process, which includes planning, directing, control and coordination of the development and implementation of technological capabilities to shape and accomplish the strategic and operational objectives of an organization'', Technology Management education is…

Environmental Scanning: Assessing Local Business Training Needs.

ERIC Educational Resources Information Center

Clagett, Craig A.; Huntington, Robin B.

Environmental scanning (ES) is a formal process of assessing trends and forecasting events which can influence an institution so that the potential challenges and opportunities can be effectively anticipated during strategic planning activities. The goal of ES is the implementation of proactive, anticipatory policies that will be robust under a…

Minding the Gap: Department of Defense Dependents Schools (DoDDS).

ERIC Educational Resources Information Center

Manatt, Richard P.; Manatt, Jackie

1996-01-01

A 1995 study investigated the effects of downsized U.S. military forces on Department of Defense Dependents' schools; implementation of a Community Strategic Plan; personnel changes; controversial staff development initiatives; and the achievement gap between racial, ethnic, and gender groups. Findings and implications from visits to five schools…

A Model Training Program: NJASBO's State Certification Program.

ERIC Educational Resources Information Center

Rodabaugh, Karl

1997-01-01

In 1991, the New Jersey Association of School Business Officials was selected as a nontraditional provider and asked to develop and implement a new state-approved certification program. The idea was to produce administrators who are adept at strategic planning, financial management and accounting, school law, personnel management, facility…

75 FR 70925 - Office of the National Coordinator for Health Information Technology; HIT; Standards Committee's...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-11-19

... the implementation of the Federal Health IT Strategic Plan, and in accordance with policies developed... DEPARTMENT OF HEALTH AND HUMAN SERVICES Office of the National Coordinator for Health Information... Coordinator for Health Information Technology, HHS. ACTION: Notice of meetings. This notice announces...

75 FR 368 - Office of the National Coordinator for Health Information Technology; HIT Standards Committee's...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-01-05

... with the implementation of the Federal Health IT Strategic Plan, and in accordance with policies... DEPARTMENT OF HEALTH AND HUMAN SERVICES Office of the National Coordinator for Health Information... Coordinator for Health Information Technology, HHS. ACTION: Notice of meetings. This notice announces...

75 FR 8079 - Office of the National Coordinator for Health Information Technology; HIT Standards Committee's...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-02-23

..., consistent with the implementation of the Federal Health IT Strategic Plan, and in accordance with policies... DEPARTMENT OF HEALTH AND HUMAN SERVICES Office of the National Coordinator for Health Information... Coordinator for Health Information Technology, HHS. ACTION: Notice of meetings. This notice announces...

77 FR 32639 - HIT Standards Committee and HIT Policy Committee; Call for Nominations

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-01

... with the implementation of the Federal Health IT Strategic Plan, and in accordance with policies... DEPARTMENT OF HEALTH AND HUMAN SERVICES HIT Standards Committee and HIT Policy Committee; Call for... Health Information Technology Policy Committee (HITPC). Name of Committees: HIT Standards Committee and...

75 FR 12753 - Office of the National Coordinator for Health Information Technology; HIT Standards Committee's...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-03-17

..., consistent with the implementation of the Federal Health IT Strategic Plan, and in accordance with policies... DEPARTMENT OF HEALTH AND HUMAN SERVICES Office of the National Coordinator for Health Information... Coordinator for Health Information Technology, HHS. ACTION: Notice of meetings. This notice announces...

Teachers as Leaders: Is the Principal Really Needed?

ERIC Educational Resources Information Center

Creighton, Theodore B.

This paper addresses educational reform centering on teacher participation and leadership. Although schools have developed new mission statements and implemented strategic planning and site-based management in recent years, most schools are not set up to accept teachers in leadership roles. The literature suggests that our "new" schools…

Implementation of enterprise resource planning systems: a user perspective

NASA Astrophysics Data System (ADS)

Reitsma, E.; Hilletofth, P.; Mukhtar, U.

2018-04-01

The purpose of this study is to evaluate critical success factors (CSFs) for the implementation of an enterprise resource planning (ERP) system from a user perspective. Users play a vital role when implementing an ERP system, but their perspective has been neglected in the literature. A better understanding of their perspective promises to contribute to the design of more effective ERP systems, its implementation, and management. In order to identify the user perspective, a survey was conducted within three Pakistani companies that recently have implemented a new ERP system. The questionnaire was developed based on thirteen CSFs deduced from literature. Based on each CSF’s level of importance, they are ranked in order of importance and divided into three groups: most important, important and not important. Findings reveal that users believe that management should prioritize the following four CSFs when implementing an ERP system: education and training, strategic decision-making, communication, and business process alignment.

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-07

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

A Strategic Plan Is Just the Beginning

ERIC Educational Resources Information Center

Wilson, E. B.

2009-01-01

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

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…

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

ERIC Educational Resources Information Center

Swenk, Jean M.

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

NASA Strategic Plan

NASA Technical Reports Server (NTRS)

1996-01-01

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

Strategic Goals Implementation Plan V3.0

DTIC Science & Technology

2009-01-01

Management/Core Business Mission (WSLM/CBM). (Nov 07) Demonstrate real-time data access from 12 Major Defense Acquisition Programs. (Feb 08) Initiate...72 Outcome/ Success Initiatives/OPR 3 - 6 mos. 12 mos. 18 mos. 24 mos. Metrics 6.1.3 Manage AT&L Defense Agencies like the businesses they...Feb and Aug each year through (2011) ✓ Conduct mid- year review of BRAC Business Plans. (Mar 08 and annually) 7.1.2 Sustain Global Defense Posture

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.

Applying Corporate Climate Principles to Dental School Operations.

PubMed

Robinson, Michelle A; Reddy, Michael S

2016-12-01

Decades of research have shown that organizational climate has the potential to form the basis of workplace operations and impact an organization's performance. Culture is related to climate but is not the same. "Culture" is the broader term, defining how things are done in an organization, while "climate" is a component of culture that describes how people perceive their environment. Climate can be changed but requires substantial effort over time by management and the workforce. Interest has recently grown in culture and climate in dental education due to the humanistic culture accreditation standard. The aim of this study was to use corporate climate principles to examine how organizational culture and, subsequently, workplace operations can be improved through specific strategic efforts in a U.S. dental school. The school's parent institution initiated a climate survey that the dental school used with qualitative culture data to drive strategic planning and change in the school. Administration of the same survey to faculty and staff members three times over a six-year period showed significant changes to the school's climate occurred as a new strategic plan was implemented that focused on reforming areas of weakness. Concentrated efforts in key areas in the strategic plan resulted in measurable improvements in climate perception. The study discovered that culture was an area previously overlooked but explicitly linked to the success of the organization.

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

PubMed Central

2016-01-01

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

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

PubMed

Masembe, Ishak Kamaradi

2016-12-31

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

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.

Use of Knowledge Base Systems (EMDS) in Strategic and Tactical Forest Planning

NASA Astrophysics Data System (ADS)

Jensen, M. E.; Reynolds, K.; Stockmann, K.

2008-12-01

The USDA Forest Service 2008 Planning Rule requires Forest plans to provide a strategic vision for maintaining the sustainability of ecological, economic, and social systems across USFS lands through the identification of desired conditions and objectives. In this paper we show how knowledge-based systems can be efficiently used to evaluate disparate natural resource information to assess desired conditions and related objectives in Forest planning. We use the Ecosystem Management Decision Support (EMDS) system (http://www.institute.redlands.edu/emds/), which facilitates development of both logic-based models for evaluating ecosystem sustainability (desired conditions) and decision models to identify priority areas for integrated landscape restoration (objectives). The study area for our analysis spans 1,057 subwatersheds within western Montana and northern Idaho. Results of our study suggest that knowledge-based systems such as EMDS are well suited to both strategic and tactical planning and that the following points merit consideration in future National Forest (and other land management) planning efforts: 1) Logic models provide a consistent, transparent, and reproducible method for evaluating broad propositions about ecosystem sustainability such as: are watershed integrity, ecosystem and species diversity, social opportunities, and economic integrity in good shape across a planning area? The ability to evaluate such propositions in a formal logic framework also allows users the opportunity to evaluate statistical changes in outcomes over time, which could be very useful for regional and national reporting purposes and for addressing litigation; 2) The use of logic and decision models in strategic and tactical Forest planning provides a repository for expert knowledge (corporate memory) that is critical to the evaluation and management of ecosystem sustainability over time. This is especially true for the USFS and other federal resource agencies, which are likely to experience rapid turnover in tenured resource specialist positions within the next five years due to retirements; 3) Use of logic model output in decision models is an efficient method for synthesizing the typically large amounts of information needed to support integrated landscape restoration. Moreover, use of logic and decision models to design customized scenarios for integrated landscape restoration, as we have demonstrated with EMDS, offers substantial improvements to traditional GIS-based procedures such as suitability analysis. To our knowledge, this study represents the first attempt to link evaluations of desired conditions for ecosystem sustainability in strategic planning to tactical planning regarding the location of subwatersheds that best meet the objectives of integrated landscape restoration. The basic knowledge-based approach implemented in EMDS, with its logic (NetWeaver) and decision (Criterion Decision Plus) engines, is well suited both to multi-scale strategic planning and to multi-resource tactical planning.

The interventional radiology business plan.

PubMed

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

2012-09-01

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

Strategic stories: how 3M is rewriting business planning.

PubMed

Shaw, G; Brown, R; Bromiley, P

1998-01-01

Virtually all business plans are written as a list of bullet points. Despite the skill or knowledge of their authors, these plans usually aren't anything more than lists of "good things to do." For example: Increase sales by 10%. Reduce distribution costs by 5%. Develop a synergistic vision for traditional products. Rarely do these lists reflect deep thought or inspire commitment. Worse, they don't specify critical relationships between the points, and they can't demonstrate how the goals will be achieved. 3M executive Gordon Shaw began looking for a more coherent and compelling way to present business plans. He found it in the form of strategic stories. Telling stories was already a habit of mind at 3M. Stories about the advent of Post-it Notes and the invention of masking tape help define 3M's identity. They're part of the way people at 3M explain themselves to their customers and to one another. Shaw and his coauthors examine how business plans can be transformed into strategic narratives. By painting a picture of the market, the competition, and the strategy needed to beat the competition, these narratives can fill in the spaces around the bullet points for those who will approve and those who will implement the strategy. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can mobilize an entire organization.

Towards a global terrestrial species monitoring program

USGS Publications Warehouse

Schmeller, Dirk S.; Julliard, Romain; Bellingham, Peter J.; Böhm, Monika; Brummitt, Neil; Chiarucci, Alessandro; Couvet, Denis; Elmendorf, Sarah; Forsyth, David M.; Moreno, Jaime García; Gregory, Richard D.; Magnusson, William E.; Martin, Laura J.; McGeoch, Melodie A.; Mihoub, Jean-Baptiste; Pereira, Henrique M.; Proença, Vânia; van Swaay, Chris A.M.; Yahara, Tetsukazu; Belnap, Jayne

2015-01-01

Introduction: The Convention for Biological Diversity’s (CBD) Strategic Plan for Biodiversity 2011-2020 envisions that “By 2050, biodiversity is valued, conserved, restored and wisely used, maintaining ecosystem services, sustaining a healthy planet and delivering benefits essential for all people.” Although 193 parties have adopted these goals, there is little infrastructure in place to monitor global biodiversity trends. Recent international conservation policy requires such data to be up-to-date, reliable, comparable among sites, relevant, and understandable; as is becoming obvious from the work plan adopted by the Intergovernmental Panel for Biodiversity and Ecosystem Services (IPBES: www.ipbes.net/; http://tinyurl.com/ohdnknq). In order to meet the five strategic goals of the Strategic Plan for Biodiversity 2011-2020 and its 20 accompanying Aichi Targets for 2020 (www.cbd.int/sp/targets/), advances need to be made in coordinating large-scale biodiversity monitoring and linking these with environmental data to develop a comprehensive Global Observation Network, as is the main idea behind GEOSS the Global Earth Observation System of Systems (Christian 2005)...Here we identify ten requirements important for the successful implementation of a global biodiversity monitoring network under the flag of GEO BON and especially a global terrestrial species monitoring program.

ACHP | Stragetic Sustainability Performance Plans

Science.gov Websites

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

Defense Nuclear Enterprise: DOD Has Established Processes for Implementing and Tracking Recommendations to Improve Leadership, Morale, and Operations

DTIC Science & Technology

2016-07-14

and (2) track the implementation of these recommendations and measure the effectiveness of the actions it has taken to address them. We briefed the... effectiveness of actions taken, we reviewed key documents, including the reports of the nuclear enterprise reviews, Strategic Command’s action plan, DOD...Federal Government—including assessing and responding to risk, using and effectively communicating quality information, and performing monitoring

New technology planning and approval: critical factors for success.

PubMed

Haselkorn, Ateret; Rosenstein, Alan H; Rao, Anil K; Van Zuiden, Michele; Coye, Molly J

2007-01-01

The steady evolution of technology, with the associated increased costs, is a major factor affecting health care delivery. In the face of limited capital resources, it is important for hospitals to integrate technology management with the strategic plan, mission, and resource availability of the organization. Experiences in technology management have shown that having a well-organized, consistent approach to technology planning, assessment, committee membership, approval, evaluation, implementation, and monitoring are key factors necessary to ensure a successful program. We examined the results of a survey that assessed the structure, processes, and cultural support behind hospital committees for new technology planning and approval.

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

ERIC Educational Resources Information Center

1987

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

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

ERIC Educational Resources Information Center

Driscoll, Deborah P.

2010-01-01

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

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

ERIC Educational Resources Information Center

Pellissippi State Technical Community Coll., Knoxville, TN.

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

Strategic planning for neuroradiologists.

PubMed

Berlin, Jonathan W; Lexa, Frank J

2012-08-01

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

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.

SWOT analysis for safer carriage of bulk liquid chemicals in tankers.

PubMed

Arslan, Ozcan; Er, Ismail Deha

2008-06-15

The application of strengths, weaknesses, opportunities and threats (SWOT) analysis to formulation of strategy concerned with the safe carriage of bulk liquid chemicals in maritime tankers was examined in this study. A qualitative investigation using SWOT analysis has been implemented successfully for ships that are designed to carry liquid chemicals in bulk. The originality of this study lies in the use of SWOT analysis as a management tool to formulate strategic action plans for ship management companies, ship masters and officers for the carriage of dangerous goods in bulk. With this transportation-based SWOT analysis, efforts were made to explore the ways and means of converting possible threats into opportunities, and changing weaknesses into strengths; and strategic plans of action were developed for safer tanker operation.

Aggressive strategic planning for oral health in Kuwait: a decade of post-war successes.

PubMed

Morris, R E; Gillespie, G M; Al Za'abi, F; Al Rashed, B; Al Mahmeed, B E

2008-01-01

Strategic planning and implementation of oral health care and disease prevention programmes after the 1990/91 Gulf war are discussed. The key concept was to develop access to care and disease prevention for all Kuwaiti children in government kindergarten/primary schools and to eliminate emphasis on extractions and restorations. Resources were restored to pre-war levels and then increased. Prevention programmes for 150 000 children were established. Prevention funds increased from 7% to 20% of the oral health budget. Prevention-based dentists increased from 9.7% to 28.0% of staff. Rising caries trends were stabilized or reduced by up to 36.8%. Percentage of caries-free primary dentition in children increased up to 37.6%, permanent dentition up to 27.0%. A dentistry school was established.

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.

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 by working within the policy and guidelines stated herein.

Key success factors of health research centers: A mixed method study.

PubMed

Tofighi, Shahram; Teymourzadeh, Ehsan; Heydari, Majid

2017-08-01

In order to achieve success in future goals and activities, health research centers are required to identify their key success factors. This study aimed to extract and rank the factors affecting the success of research centers at one of the medical universities in Iran. This study is a mixed method (qualitative-quantitative) study, which was conducted between May to October in 2016. The study setting was 22 health research centers. In qualitative phase, we extracted the factors affecting the success in research centers through purposeful interviews with 10 experts of centers, and classified them into themes and sub-themes. In the quantitative phase, we prepared a questionnaire and scored and ranked the factors recognized by 54 of the study samples by Friedman test. Nine themes and 42 sub-themes were identified. Themes included: strategic orientation, management, human capital, support, projects, infrastructure, communications and collaboration, paradigm and innovation and they were rated respectively as components of success in research centers. Among the 42 identified factors, 10 factors were ranked respectively as the key factors of success, and included: science and technology road map, strategic plan, evaluation indexes, committed human resources, scientific evaluation of members and centers, innovation in research and implementation, financial support, capable researchers, equipment infrastructure and teamwork. According to the results, the strategic orientation was the most important component in the success of research centers. Therefore, managers and authorities of research centers should pay more attention to strategic areas in future planning, including the science and technology road map and strategic plan.

Key success factors of health research centers: A mixed method study

PubMed Central

Tofighi, Shahram; Teymourzadeh, Ehsan; Heydari, Majid

2017-01-01

Background In order to achieve success in future goals and activities, health research centers are required to identify their key success factors. Objective This study aimed to extract and rank the factors affecting the success of research centers at one of the medical universities in Iran. Methods This study is a mixed method (qualitative-quantitative) study, which was conducted between May to October in 2016. The study setting was 22 health research centers. In qualitative phase, we extracted the factors affecting the success in research centers through purposeful interviews with 10 experts of centers, and classified them into themes and sub-themes. In the quantitative phase, we prepared a questionnaire and scored and ranked the factors recognized by 54 of the study samples by Friedman test. Results Nine themes and 42 sub-themes were identified. Themes included: strategic orientation, management, human capital, support, projects, infrastructure, communications and collaboration, paradigm and innovation and they were rated respectively as components of success in research centers. Among the 42 identified factors, 10 factors were ranked respectively as the key factors of success, and included: science and technology road map, strategic plan, evaluation indexes, committed human resources, scientific evaluation of members and centers, innovation in research and implementation, financial support, capable researchers, equipment infrastructure and teamwork. Conclusion According to the results, the strategic orientation was the most important component in the success of research centers. Therefore, managers and authorities of research centers should pay more attention to strategic areas in future planning, including the science and technology road map and strategic plan. PMID:28979733

Planning for successful outcomes in the new millennium.

PubMed

Matthews, P

2000-02-01

The complexity of the health care environment will increase in the next millennium. Organizations must adopt an approach of selecting outcomes management solutions that are focused on data capture, analysis, and comparative reviews and reporting. They must decisively and creatively implement, in a phased approach, integrated solutions from existing robust systems, while considering future systems targeted for implementation. Outcomes management solutions must be integrated with the organization's information systems strategic plan. The successful organization must be able to turn business-critical data into information that supports both business and clinical decision-making activities. In short, health care organizations will have to become information-driven.

We have the programme, what next? Planning the implementation of an injury prevention programme

PubMed Central

Donaldson, Alex; Lloyd, David G; Gabbe, Belinda J; Cook, Jill

2017-01-01

Background and aim The impact of any injury prevention programme is a function of the programme and its implementation. However, real world implementation of injury prevention programmes is challenging. Lower limb injuries (LLIs) are common in community Australian football (community-AF) and it is likely that many could be prevented by implementing exercise-based warm-up programmes for players. This paper describes a systematic, evidence-informed approach used to develop the implementation plan for a LLI prevention programme in community-AF in Victoria, Australia. Methods An ecological approach, using Step 5 of the Intervention Mapping health promotion programme planning protocol, was taken. Results An implementation advisory group was established to ensure the implementation plan and associated strategies were relevant to the local context. Coaches were identified as the primary programme adopters and implementers within an ecological system including players, other coaches, first-aid providers, and club and league administrators. Social Cognitive Theory was used to identify likely determinants of programme reach, adoption and implementation among coaches (eg, knowledge, beliefs, skills and environment). Diffusion of Innovations theory, the Implementation Drivers framework and available research evidence were used to identify potential implementation strategies including the use of multiple communication channels, programme resources, coach education and mentoring. Conclusions A strategic evidence-informed approach to implementing interventions will help maximise their population impact. The approach to implementation planning described in this study relied on an effective researcher-practitioner partnership and active engagement of stakeholders. The identified implementation strategies were informed by theory, evidence and an in-depth understanding of the implementation context. PMID:26787739

SAGES climate survey: results and strategic planning for our future.

PubMed

Telem, Dana A; Qureshi, Alia; Edwards, Michael; Jones, Daniel B

2018-03-30

While SAGES prides itself on diversity and inclusivity, we also recognize that as an organization we are not impervious to blind spots impacting equity within the membership. To address this, the We R Sages task force was formed to identify the barriers and facilitators to creating a diverse organization and develop a strategic plan for the implementation of programing and opportunities that promote diversity and inclusivity within our membership. As the first step in the process, a survey was administered to gauge the current organizational climate. In September of 2017, a validated climate survey was administered to 704 SAGES committee members via SurveyMonkey®. Climate was assessed on: overall SAGES experience, consideration of leaving the organization, mentorship within the organization, resources and opportunities within the organization, and attitudes and experiences within the organization. Additional free text responses were encouraged to generate qualitative themes. The survey response rate was 52.1% (n = 367). Respondent self-identified demographics were: male (73%), white (63%), heterosexual (95.5%), and non-disabled (98%). Average overall satisfaction was 8.1/10. 12.5% of respondents had considered leaving the organization and 74.4% had not identified a formal mentor within the organization. Average agreement with equitable distribution of resources and opportunities was 5.8/10. 93.6% of respondents had not experienced bias within the organization. Overall SAGES has a very positive climate; however, several key issues were identified from the quantitative survey as well as the free text responses. Strategic planning to address issues of membership recruitment, committee engagement, advancement transparency, diversity awareness, leadership development, and formal mentorship are being implemented.

Decoupling the use and meaning of strategic plans in public healthcare

PubMed Central

2013-01-01

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

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

PubMed

Lega, Federico; Longo, Francesco; Rotolo, Andrea

2013-01-04

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

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.

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

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...

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.

Space Station Freedom operations planning

NASA Technical Reports Server (NTRS)

Accola, Anne L.; Keith, Bryant

1989-01-01

The Space Station Freedom program is developing an operations planning structure which assigns responsibility for planning activities to three tiers of management. The strategic level develops the policy, goals and requirements for the program over a five-year horizon. Planning at the tactical level emphasizes program integration and planning for a two-year horizon. The tactical planning process, architecture, and products have been documented and discussed with the international partners. Tactical planning includes the assignment of user and system hardware as well as significant operational events to a time increment (the period of time from the arrival of one Shuttle to the manned base to the arrival of the next). Execution-level planning emphasizes implementation, and each organization produces detailed plans, by increment, that are specific to its function.

International Space Station Increment Operations Services

NASA Astrophysics Data System (ADS)

Michaelis, Horst; Sielaff, Christian

2002-01-01

The Industrial Operator (IO) has defined End-to-End services to perform efficiently all required operations tasks for the Manned Space Program (MSP) as agreed during the Ministerial Council in Edinburgh in November 2001. Those services are the result of a detailed task analysis based on the operations processes as derived from the Space Station Program Implementation Plans (SPIP) and defined in the Operations Processes Documents (OPD). These services are related to ISS Increment Operations and ATV Mission Operations. Each of these End-to-End services is typically characterised by the following properties: It has a clearly defined starting point, where all requirements on the end-product are fixed and associated performance metrics of the customer are well defined. It has a clearly defined ending point, when the product or service is delivered to the customer and accepted by him, according to the performance metrics defined at the start point. The implementation of the process might be restricted by external boundary conditions and constraints mutually agreed with the customer. As far as those are respected the IO has the free choice to select methods and means of implementation. The ISS Increment Operations Service (IOS) activities required for the MSP Exploitation program cover the complete increment specific cycle starting with the support to strategic planning and ending with the post increment evaluation. These activities are divided into sub-services including the following tasks: - ISS Planning Support covering the support to strategic and tactical planning up to the generation - Development &Payload Integration Support - ISS Increment Preparation - ISS Increment Execution These processes are tight together by the Increment Integration Management, which provides the planning and scheduling of all activities as well as the technical management of the overall process . The paper describes the entire End-to-End ISS Increment Operations service and the implementation to support the Columbus Flight 1E related increment and subsequent ISS increments. Special attention is paid to the implications caused by long term operations on hardware, software and operations personnel.

Implementing Best Purchasing and Supply Management Practices. Lessons from Innovative Commercial Firms

DTIC Science & Technology

2002-01-01

the momentum, power , or time to get rid of all obstacles. But the big ones must be confronted and removed" (Kotter, 1995, p ...activities? C . Which practices have you adopted or are in the process of adopting? Who determined the priorities? D . How long ago did you begin to adopt...Contract F49642-01- C -0003. Further information may be obtained from the Strategic Planning Division, Directorate of Plans, Hq USAF. ISBN: