78 FR 49283 - Chicken Ranch Rancheria-Chicken Ranch Liquor Licensing Ordinance, Ordinance No. 12-10-03

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-13

... obtained by the fermentation of any infusion of decoction of barley, malt, hops, or any other similar... from the normal alcoholic fermentation of the juice of the grapes or other agricultural products...

77 FR 41200 - Indian Gaming

Federal Register 2010, 2011, 2012, 2013, 2014

2012-07-12

... DEPARTMENT OF THE INTERIOR Bureau of Indian Affairs Indian Gaming AGENCY: Bureau of Indian Affairs... and the Federated Indians of Graton Rancheria. DATES: Effective Date: July 12, 2012. FOR FURTHER INFORMATION CONTACT: Paula L. Hart, Director, Office of Indian Gaming, Office of the Deputy Assistant...

76 FR 2703 - Draft Environmental Impact Statement for the Big Sandy Rancheria Band of Western Mono Indians...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-01-14

... gaming and entertainment facility that will include a gaming floor, restaurant and lounge facilities, an... hotel with meeting facilities, a restaurant, a pool and spa and no gaming facilities; and (5) No action...

Schooling Experiences of Central California Indian People across Generations

ERIC Educational Resources Information Center

Williams, Tara

2012-01-01

This exploratory study took a post-colonialist lens to record, examine and document schooling experiences of California Indian people across several generations representing three Central Valley tribes: the Mono, the Tachi Yokuts of Santa Rosa Rancheria, and the Tule River Tribe. Past and present perceptions of Indian schooling were elicited…

75 FR 47618 - Final Environmental Impact Statement for the Proposed Enterprise Rancheria Gaming Facility and...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-06

... (consisting of a buffet, gourmet restaurant, and bar), meeting space, guest support services, offices, and a... resources, water resources, air quality, biological resources, cultural and paleontological resources..., Cultural Resources Management and Safety, at the BIA address above or at the telephone number provided in...

75 FR 57290 - Notice of Inventory Completion: University of Colorado Museum, Boulder, CO

Federal Register 2010, 2011, 2012, 2013, 2014

2010-09-20

...; Winnemucca Indian Colony of Nevada; Yavapai-Apache Nation of the Camp Verde Indian Reservation, Arizona... of Oklahoma; Susanville Indian Rancheria, California; and Yavapai-Apache Nation of the Camp Verde...; Winnemucca Indian Colony of Nevada; Yavapai-Apache Nation of the Camp Verde Indian Reservation, Arizona...

77 FR 47868 - Indian Entities Recognized and Eligible To Receive Services From the Bureau of Indian Affairs

Federal Register 2010, 2011, 2012, 2013, 2014

2012-08-10

...: (Barona Group of Capitan Grande Band of Mission Indians of the Barona Reservation, California; Viejas (Baron Long) Group of Capitan Grande Band of Mission Indians of the Viejas Reservation, California... Rancheria of California Tejon Indian Tribe Te-Moak Tribe of Western Shoshone Indians of Nevada (Four...

77 FR 32998 - Solicitation of Comments on Request for United States Assumption of Concurrent Federal Criminal...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-04

... DEPARTMENT OF JUSTICE [Docket No. OTJ 103] Solicitation of Comments on Request for United States Assumption of Concurrent Federal Criminal Jurisdiction; Elk Valley Rancheria AGENCY: Office of Tribal Justice, Department of Justice. ACTION: Notice. SUMMARY: This notice solicits public comments on the Request for...

77 FR 74025 - Federated Indians of Graton Rancheria-Liquor Control Statute

Federal Register 2010, 2011, 2012, 2013, 2014

2012-12-12

..., hydrated oxide of ethyl, or spirit of wine, in any form, and regardless of source or the process used for its production. (b) Alcoholic beverage means all alcohol, spirits, liquor, wine, beer and any liquid or solid containing alcohol, spirits, liquor, wine, or beer, and which contains one-half of one...

75 FR 71732 - Proposed Finding Against Federal Acknowledgment of the Tolowa Nation

Federal Register 2010, 2011, 2012, 2013, 2014

2010-11-24

... ancestors were involved in interaction indicative of a social community, but does not to show that they... social interaction. Researchers also consulted BIA enrollments conducted by Henry Roe Cloud in 1939. The... Rancherias in 1906, 1908, and 1938 respectively; and Federal interaction with the Del Norte Indian Welfare...

The Influence of English as a Social Marker in a Migrant Community.

ERIC Educational Resources Information Center

Matus-Mendoza, Mariadelaluz

Moroleon, Guanajuato (Mexico), is an industrial city on the Mexican Plateau. People from the surrounding hamlets known as rancherias frequently seek employment in the city. However, many men with low levels of education travel to Kennett Square, Pennsylvania, to work on mushroom farms. A study explored the use of English in these two communities.…

A mono harvest of California black oak acorns

Treesearch

Jonathan W. Long; Ron W. Goode

2017-01-01

In about 1925 or 1926, Margaret Baty, a tribal member of Big Sandy Rancheria, displayed a collection of acorns from California black oak (Quercus kelloggii, wi-yap' in Mono) and an acorn cooking basket. This photograph, taken by George Holt and courtesy of the Flegal Collection of the Jesse Peter Museum at Santa Rosa Junior College,...

75 FR 47621 - Final Environmental Impact Statement for the North Fork Rancheria's Proposed 305-Acre Trust...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-06

... include a main gaming hall, food and beverage services, retail space, banquet/meeting space, and administration space. Food and beverage facilities would include three full service restaurants, a five-tenant food court, a buffet, four bars and a lounge. The hotel would include 200 rooms, a resort style pool...

77 FR 71611 - Land Acquisitions; North Fork Rancheria of Mono Indians of California

Federal Register 2010, 2011, 2012, 2013, 2014

2012-12-03

..., Madera County, California, described as: Real property in the City of UNINCORPORATED AREA, County of Madera, State of California, described as follows: PARCEL NO. 1: APN: 033-030-(010 THRU 015 AND 017) PARCELS 1, 2, 3, 4, 5, 6, AND 8 of PARCEL MAP 3426 IN THE UNINCORPORATED AREA OF THE COUNTY OF MADERA...

Charters, Constitutions and By-Laws of the Indian Tribes of North America, Part VII: The Indian Tribes of California.

ERIC Educational Resources Information Center

Fay, George E., Comp.

The publication, Part VII of a series, includes the charters, constitutions, articles of association or community organization, and by-laws of California Indians on 16 reservations and rancherias. Legal documents from the following groups are provided: Hoopa, Me-Wuk, and Paiute Indians; the Agua Caliente Band of Mission Indians; the Mission Creek…

75 FR 47622 - Draft Environmental Impact Statement for the Cloverdale Rancheria of Pomo Indians' Proposed 70...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-06

... public comment period and thereby grants an automatic 30-day extension to the normal 45-day public... square-foot convention center; 28,100 square-foot entertainment center; 3,400 garage and surface parking... the exception of the hotel and parking garage which would have a height of up to five stories above...

Tribal Boundaries, U.S., 2014, EPA/OAR/OAQPS/AQAD

EPA Pesticide Factsheets

This web service contains a layer depicting the union of TigerWEB AIANNHA map service layers 2 (Federal American Indian Reservations) and 3 (Off-Reservation Trust Lands) located at https://tigerweb.geo.census.gov/arcgis/rest/services/TIGERweb/AIANNHA/MapServerFederal (federal AIRs) are areas that have been set aside by the United States for the use of tribes, the exterior boundaries of which are more particularly defined in the final tribal treaties, agreements, executive orders, federal statutes, secretarial orders, or judicial determinations. The Bureau of Indian Affairs maintains a list of all federally recognized tribal governments and makes final determination of the inventory federal AIRs. The Census Bureau recognizes federal reservations (and associated off-reservation trust lands) as territory over which American Indian tribes have primary governmental authority. American Indian reservations can be legally described as colonies, communities, Indian colonies, Indian communities, Indian rancheria, Indian reservations, Indian villages, pueblos, rancherias, ranches, reservations, reserves, settlements, or villages. The Census Bureau contacts representatives of American Indian tribal governments to identify the boundaries for federal reservations through its annual Boundary and Annexation Survey. Federal reservations may cross state and all other area boundaries.State (state AIRs) are reservations established by some state governments for tribes recognized by

A bill to amend the Omnibus Indian Advancement Act to modify the date as of which certain tribal land of the Lytton Rancheria of California is considered to be held in trust and to provide for the conduct of certain activities on the land.

THOMAS, 112th Congress

Sen. Feinstein, Dianne [D-CA

2011-05-03

Senate - 11/10/2011 Committee on Indian Affairs. Hearings held. Hearings printed: S.Hrg. 112-489. (All Actions) Tracker: This bill has the status IntroducedHere are the steps for Status of Legislation:

Measuring Indoor Air Quality and Engaging California Indian Stakeholders at the Win-River Resort and Casino: Collaborative Smoke-Free Policy Development

PubMed Central

Klepeis, Neil E.; Dhaliwal, Narinder; Hayward, Gary; Acevedo-Bolton, Viviana; Ott, Wayne R.; Read, Nathan; Layton, Steve; Jiang, Ruoting; Cheng, Kai-Chung; Hildemann, Lynn M.; Repace, James L.; Taylor, Stephanie; Ong, Seow-Ling; Buchting, Francisco O.; Lee, Juliet P.; Moore, Roland S.

2016-01-01

Most casinos owned by sovereign American Indian nations allow smoking, even in U.S. states such as California where state laws restrict workplace smoking. Collaborations between casinos and public health workers are needed to promote smoke-free policies that protect workers and patrons from secondhand tobacco smoke (SHS) exposure and risks. Over seven years, a coalition of public health professionals provided technical assistance to the Redding Rancheria tribe in Redding, California in establishing a smoke-free policy at the Win-River Resort and Casino. The coalition provided information to the casino general manager that included site-specific measurement of employee and visitor PM2.5 personal exposure, area concentrations of airborne nicotine and PM2.5, visitor urinary cotinine, and patron and staff opinions (surveys, focus groups, and a Town Hall meeting). The manager communicated results to tribal membership, including evidence of high SHS exposures and support for a smoke-free policy. Subsequently, in concert with hotel expansion, the Redding Rancheria Tribal Council voted to accept a 100% restriction of smoking inside the casino, whereupon PM2.5 exposure in main smoking areas dropped by 98%. A 70% partial-smoke-free policy was instituted ~1 year later in the face of revenue loss. The success of the collaboration in promoting a smoke-free policy, and the key element of air quality feedback, which appeared to be a central driver, may provide a model for similar efforts. PMID:26805860

Measuring Indoor Air Quality and Engaging California Indian Stakeholders at the Win-River Resort and Casino: Collaborative Smoke-Free Policy Development.

PubMed

Klepeis, Neil E; Dhaliwal, Narinder; Hayward, Gary; Acevedo-Bolton, Viviana; Ott, Wayne R; Read, Nathan; Layton, Steve; Jiang, Ruoting; Cheng, Kai-Chung; Hildemann, Lynn M; Repace, James L; Taylor, Stephanie; Ong, Seow-Ling; Buchting, Francisco O; Lee, Juliet P; Moore, Roland S

2016-01-20

Most casinos owned by sovereign American Indian nations allow smoking, even in U.S. states such as California where state laws restrict workplace smoking. Collaborations between casinos and public health workers are needed to promote smoke-free policies that protect workers and patrons from secondhand tobacco smoke (SHS) exposure and risks. Over seven years, a coalition of public health professionals provided technical assistance to the Redding Rancheria tribe in Redding, California in establishing a smoke-free policy at the Win-River Resort and Casino. The coalition provided information to the casino general manager that included site-specific measurement of employee and visitor PM2.5 personal exposure, area concentrations of airborne nicotine and PM2.5, visitor urinary cotinine, and patron and staff opinions (surveys, focus groups, and a Town Hall meeting). The manager communicated results to tribal membership, including evidence of high SHS exposures and support for a smoke-free policy. Subsequently, in concert with hotel expansion, the Redding Rancheria Tribal Council voted to accept a 100% restriction of smoking inside the casino, whereupon PM2.5 exposure in main smoking areas dropped by 98%. A 70% partial-smoke-free policy was instituted ~1 year later in the face of revenue loss. The success of the collaboration in promoting a smoke-free policy, and the key element of air quality feedback, which appeared to be a central driver, may provide a model for similar efforts.

Uplift of continental crustal blocks adjacent to the Rancheria Basin-Guasare area: the effects of Maastrichtian-Paleocene collision along the southern Caribbean plate boundary

NASA Astrophysics Data System (ADS)

Bayona, G.; Montes, C.; Jaramillo, C.; Ojeda, G.; Cardona, A.; Pardo, A.; Lamus, F.

2007-05-01

In the Rancheria basin (RB) and Guasare area (GA), Maastrichtian-Paleocene synorogenic strata overlie the Aptian-Campanian carbonate platform. Nowadays, RB is bounded to the west by metamorphic-and-igneous cored Santa Marta massif, where Upper Cretaceous strata overlie unconformably pre-Cretaceous rocks. The eastern boundary of the RB is the Perija range that includes volcaniclastic and sedimentary rocks of Jurassic and Cretaceous age in the hanging-wall of a NW-verging, low-angle dipping thrust belt. The GA is on the eastern foothills of the Perija range and corresponds to the western boundary of the Maracaibo basin. Strata architecture, seismic reflectors, gravity, provenance, and paleocurrent analyses carried out in those basins constrain the timing and style of uplift of Santa Marta massif and Perija range, which are linked with tectonism along the southern Caribbean plate. Maastrichtian-Paleocene strata thicken eastward up to 2.2 km in the RB, and this succession includes (in stratigraphic order): foram-rich calcareous mudstone, oyster-pelecypod rich carbonate-siliciclastic strata, coal- bearing mudstones and feldspar-lithic-rich fluvial sandstones. Internal disconformities and truncations of seismic reflectors are identified to the west of the RB, but there are not major thrust faults at this part of the basin to explain such unconformities and truncations. In Early Paleocene, carbonates developed better to the west of the RB, whereas mixed carbonate-siliciclastic deposition continued toward the east of the RB. In early Late Paleocene, influx of terrigenous material (key grains=metamorphic, microcline and garnet fragments) derived from the Santa Marta massif increased to the west, but to the east of the RB and GA carbonate-siliciclastic and carbonate deposition continued, respectively. In mid-Late Paleocene, diachronous eastward advance of paralic/deltaic environments, tropical humid climate, and high subsidence rates favored production and preservation of peat in RB and GA. In the late Late Paleocene, inversion along a buried graben system under the Perija range explain supply toward RB and GA of micritic, volcanic, and sedimentary rock fragments, and the record of a thinner Upper Paleocene strata in the GA than in the RB. Tectonic subsidence in the RB was mainly related to pivoting of the Santa Marta massif as result of collision of the Maracaibo continental sub-plate with the southern margin of the Caribbean oceanic plate. This model explains the generation of accommodation space in the RB without faulting, denudation of upper crustal material of the Santa Marta massif, early capture of terrigenous detritus in the RB that favored carbonate deposition in the GA, the mechanism of initial inversion of the Perija range, and the present positive gravity anomaly under the Santa Marta massif.

Identifying Sustainable Design Opportunities in Tribal Hotels and Casinos: Mescalero Inn of the Mountain Gods Hotel and Casino

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

Fuller, Diana; Martino, Anthony; Begay, Sandra K.

The Indian Gaming Regulatory Act, passed by Congress on October 17, 1988 provided tribes with the Federal statute to pursue gaming activities on tribal lands. Many Native communities contribute to larger regional economies and tourism industries. These casino facilities often include resort-style hotel amenities. Not surprisingly, they are also large consumers of energy, operating 24 hours a day and 7 days a week. Tribes with hotels and casinos can implement sustainable design features and not only receive economic gain, but also environmental and community benefits. The intention of this paper is to identify sustainable design opportunities at the Inn ofmore » the Mountain Gods Hotel and Casino. This research stems from previous work the researcher conducted and subsequently published for the Illinois Green Business Association. First, the paper reviews what sustainable design is and points of interest when considering sustainable construction. Next, the paper explores the precedents set by the Blue Lake Rancheria, Rincon Band of Luiseno Indians, and the Forest County Potawatomi Tribe. Then, the research examines areas to collect baseline information and identify opportunities in sustainable design for the Mescalero Apache Tribe, Inn of the Mountain Gods Hotel and Casino located in New Mexico. Lastly, the work explores the resources and funding options available to the tribe.« less

Strategic Decision Making Paradigms: A Primer for Senior Leaders

DTIC Science & Technology

2009-07-01

decision making . STRATEGIC DECISION MAKING Strategic Change: There are several strategic...influenced by stakeholders outside of the organization. The Ontology of Strategic Decision Making . Strategic decisions are non-routine and involve...Coates USAWC, July 2009 5 The Complexity of Strategic Decision Making Strategic decisions entail “ill-structured,”6 “messy” or

78 FR 67131 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

Federal Register 2010, 2011, 2012, 2013, 2014

2013-11-08

.... Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of Advisory... following Federal Advisory Committee meeting of the U.S. Strategic Command Strategic Advisory Group. DATES... issues to the Commander, U.S. Strategic Command, during the development of the Nation's strategic war...

75 FR 67695 - U.S. Strategic Command Strategic Advisory Group Closed Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2010-11-03

... DEPARTMENT OF DEFENSE Office of the Secretary of Defense U.S. Strategic Command Strategic Advisory... meeting notice of the U.S. Strategic Command Strategic Advisory Group. DATES: December 9, 2010: 8 a.m. to..., intelligence, and policy-related issues to the Commander, U.S. Strategic Command, during the development of the...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2012-10-10

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

78 FR 17924 - U.S. Strategic Command Strategic Advisory Group; Notice of Federal Advisory Committee Closed Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2013-03-25

... DEPARTMENT OF DEFENSE Office of the Secretary U.S. Strategic Command Strategic Advisory Group... following federal advisory committee: U.S. Strategic Command Strategic Advisory Group. DATES: April 18, 2013..., intelligence, and policy-related issues to the Commander, U.S. Strategic Command, during the development of the...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-13

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

Cognitive Characteristics of Strategic and Non-strategic Gamblers.

PubMed

Mouneyrac, Aurélie; Lemercier, Céline; Le Floch, Valérie; Challet-Bouju, Gaëlle; Moreau, Axelle; Jacques, Christian; Giroux, Isabelle

2018-03-01

Participation in strategic and non-strategic games is mostly explained in the literature by gender: men gamble on strategic games, while women gamble on non-strategic games. However, little is known about the underlying cognitive factors that could also distinguish strategic and non-strategic gamblers. We suggest that cognitive style and need for cognition also explain participation in gambling subtypes. From a dual-process perspective, cognitive style is the tendency to reject or accept the fast, automatic answer that comes immediately in response to a problem. Individuals that preferentially reject the automatic response use an analytic style, which suggest processing information in a slow way, with deep treatment. The intuitive style supposes a reliance on fast, automatic answers. The need for cognition provides a motivation to engage in effortful activities. One hundred and forty-nine gamblers (53 strategic and 96 non-strategic) answered the Cognitive Reflection Test, Need For Cognition Scale, and socio-demographic questions. A logistic regression was conducted to evaluate the influence of gender, cognitive style and need for cognition on participation in strategic and non-strategic games. Our results show that a model with both gender and cognitive variables is more accurate than a model with gender alone. Analytic (vs. intuitive) style, high (vs. low) need for cognition and being male (vs. female) are characteristics of strategic gamblers (vs. non-strategic gamblers). This study highlights the importance of considering the cognitive characteristics of strategic and non-strategic gamblers in order to develop preventive campaigns and treatments that fit the best profiles for gamblers.

Strategic Management in the Community College.

ERIC Educational Resources Information Center

Myran, Gunder A.

1983-01-01

Defines strategic management and discusses its role in community colleges, focusing on the components and methodology of strategic management, strategic and operational management function, management teams, and the need for strategic management. (DMM)

Strategic Alliance Poker: Demonstrating the Importance of Complementary Resources and Trust in Strategic Alliance Management

ERIC Educational Resources Information Center

Reutzel, Christopher R.; Worthington, William J.; Collins, Jamie D.

2012-01-01

Strategic Alliance Poker (SAP) provides instructors with an opportunity to integrate the resource based view with their discussion of strategic alliances in undergraduate Strategic Management courses. Specifically, SAP provides Strategic Management instructors with an experiential exercise that can be used to illustrate the value creation…

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.

Strategic Analysis Overview

NASA Technical Reports Server (NTRS)

Cirillo, William M.; Earle, Kevin D.; Goodliff, Kandyce E.; Reeves, J. D.; Stromgren, Chel; Andraschko, Mark R.; Merrill, R. Gabe

2008-01-01

NASA s Constellation Program employs a strategic analysis methodology in providing an integrated analysis capability of Lunar exploration scenarios and to support strategic decision-making regarding those scenarios. The strategic analysis methodology integrates the assessment of the major contributors to strategic objective satisfaction performance, affordability, and risk and captures the linkages and feedbacks between all three components. Strategic analysis supports strategic decision making by senior management through comparable analysis of alternative strategies, provision of a consistent set of high level value metrics, and the enabling of cost-benefit analysis. The tools developed to implement the strategic analysis methodology are not element design and sizing tools. Rather, these models evaluate strategic performance using predefined elements, imported into a library from expert-driven design/sizing tools or expert analysis. Specific components of the strategic analysis tool set include scenario definition, requirements generation, mission manifesting, scenario lifecycle costing, crew time analysis, objective satisfaction benefit, risk analysis, and probabilistic evaluation. Results from all components of strategic analysis are evaluated a set of pre-defined figures of merit (FOMs). These FOMs capture the high-level strategic characteristics of all scenarios and facilitate direct comparison of options. The strategic analysis methodology that is described in this paper has previously been applied to the Space Shuttle and International Space Station Programs and is now being used to support the development of the baseline Constellation Program lunar architecture. This paper will present an overview of the strategic analysis methodology and will present sample results from the application of the strategic analysis methodology to the Constellation Program lunar architecture.

76 FR 14950 - Closed Meeting of the U.S. Strategic Command Strategic Advisory Group

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-18

... DEPARTMENT OF DEFENSE Office of the Secretary Closed Meeting of the U.S. Strategic Command.... Strategic Command Strategic Advisory Group. DATES: April 7, 2011, from 8 a.m. to 5 p.m. and April 8, 2011... policy-related issues to the Commander, U.S. Strategic Command, during the development of the Nation's...

76 FR 52642 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

Federal Register 2010, 2011, 2012, 2013, 2014

2011-08-23

... DEPARTMENT OF DEFENSE Notice of Advisory Committee Closed Meeting; U.S. Strategic Command.... Strategic Command Strategic Advisory Group. DATES: November 1, 2011, from 8 a.m. to 5 p.m. and November 2..., intelligence, and policy-related issues to the Commander, U.S. Strategic Command, during the development of the...

Characteristics of Useful and Practical Organizational Strategic Plans

ERIC Educational Resources Information Center

Kaufman, Roger

2014-01-01

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

Strategic 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

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.

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.

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…

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

PubMed

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

2017-01-01

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

The Concept of Strategic Decisionmaking.

ERIC Educational Resources Information Center

Collier, Douglas J.

Strategic decision-making literature is reviewed, and applications to colleges and universities are made. The key requirement for strategic decision-making is that decisions affect the entire organization. While strategic decision-making can occur at different levels within the organization, the specific strategic decisions available to the…

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...

77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

Federal Register 2010, 2011, 2012, 2013, 2014

2012-09-05

... Manager, Strategic Management Program; National Transportation Safety Board, 490 L'Enfant Plaza SW., MD-1... NATIONAL TRANSPORTATION SAFETY BOARD Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan AGENCY: National Transportation Safety Board. ACTION: Notice: Request for comments. SUMMARY: This...

Strategic agility for nursing leadership.

PubMed

Shirey, Maria R

2015-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented.

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...

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...

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...

77 FR 31899 - Self-Regulatory Organizations; NYSE Arca, Inc.; Notice of Filing of Proposed Rule Change Relating...

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2012-05-30

... Trading of iShares Strategic Beta U.S. Large Cap Fund and iShares Strategic Beta U.S. Small Cap Fund Under... Fund Shares''): iShares Strategic Beta U.S. Large Cap Fund and iShares Strategic Beta U.S. Small Cap...: \\3\\ iShares Strategic Beta U.S. Large Cap Fund and iShares Strategic Beta U.S. Small Cap Fund (each...

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

PubMed Central

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

2017-01-01

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

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.

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.

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…

75 FR 22561 - Federal Advisory Committee; United States Strategic Command Strategic Advisory Group; Charter...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-29

... Command Strategic Advisory Group; Charter Renewal AGENCY: Department of Defense (DoD). ACTION: Renewal of... Command Strategic Advisory Group (hereafter referred to as the Group). FOR FURTHER INFORMATION CONTACT... Chairman of the Joint Chiefs of Staff and the Commander of the U.S. Strategic Command independent advice...

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…

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...

A Correlation Study between EFL Strategic Listening and Listening Comprehension Skills among Secondary School Students

ERIC Educational Resources Information Center

Amin, Iman Abdul-Reheem; Amin, Magdy Mohammad; Aly, Mahsoub Abdul-Sadeq

2011-01-01

The present study was undertaken to investigate the correlation between EFL students strategic listening and their listening comprehension skills. Eighty secondary school students participated in this study. Participants' strategic listening was measured by a Strategic Listening Interview (SLI), a Strategic Listening Questionnaire (SLQ) and a…

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

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

PubMed

Henderson, J C; Thomas, J B

1992-01-01

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

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

DTIC Science & Technology

1981-02-01

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

Departure Queue Prediction for Strategic and Tactical Surface Scheduler Integration

NASA Technical Reports Server (NTRS)

Zelinski, Shannon; Windhorst, Robert

2016-01-01

A departure metering concept to be demonstrated at Charlotte Douglas International Airport (CLT) will integrate strategic and tactical surface scheduling components to enable the respective collaborative decision making and improved efficiency benefits these two methods of scheduling provide. This study analyzes the effect of tactical scheduling on strategic scheduler predictability. Strategic queue predictions and target gate pushback times to achieve a desired queue length are compared between fast time simulations of CLT surface operations with and without tactical scheduling. The use of variable departure rates as a strategic scheduler input was shown to substantially improve queue predictions over static departure rates. With target queue length calibration, the strategic scheduler can be tuned to produce average delays within one minute of the tactical scheduler. However, root mean square differences between strategic and tactical delays were between 12 and 15 minutes due to the different methods the strategic and tactical schedulers use to predict takeoff times and generate gate pushback clearances. This demonstrates how difficult it is for the strategic scheduler to predict tactical scheduler assigned gate delays on an individual flight basis as the tactical scheduler adjusts departure sequence to accommodate arrival interactions. Strategic/tactical scheduler compatibility may be improved by providing more arrival information to the strategic scheduler and stabilizing tactical scheduler changes to runway sequence in response to arrivals.

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.

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…

The Strategic Attitude: Integrating Strategic Planning into Daily University Worklife

ERIC Educational Resources Information Center

Dickmeyer, Nathan

2004-01-01

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

76 FR 60811 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-09-30

... DEPARTMENT OF DEFENSE Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group; Correction AGENCY: Department of Defense. ACTION: Notice of Advisory Committee... Command Strategic Advisory Group gave notice of a meeting to be held on November 1, 2011, from 8 a.m. to 5...

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…

Strategic Leader Development for a 21st Century Army

DTIC Science & Technology

2008-04-30

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

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.

The mineral resources of the Sierra Nevada de Santa Marta, Columbia (Zone I)

USGS Publications Warehouse

Tschanz, Charles McFarland; Jimeno V., Andres; Cruz, Jaime B.

1970-01-01

The Sierra Nevada de Santa Maria on the north coast of Colombia is an isolated triangular mountain area that reaches altitudes of almost 19,000 feet. The exceedingly complex geology is shown on the 1:200,000 geologic map. Despite five major periods of granitic intrusion, three major periods of metamorphism, and extensive volcanic eruptions, metallic deposits are small and widely scattered. Sulfide deposits of significant economic value appear to be absent. Many small copper deposits, of chalcocite, cuprite, malachite, and azurite are found in epidotized rock in Mesozoic redbeds and intercalated volcanic rocks, but their economic potential is very small. Deposits of other common base metals appear to be absent. The most important metallic deposits may prove to be unusual bimineralic apatite-ilmenite deposits associated with gneissic anorthosite. The known magnetite deposits are too small to be exploited commercially. Primary gold deposits have not been identified and the placer deposits are uneconomic and very small. The largest and most important deposits are nonmetallic. Enormous reserves of limestone are suitable for cement manufacture and some high-purity limestone is suitable for the most exacting chemical uses. Small deposits of talc-tremolite could be exploited locally for ceramic use. The important noncoking bituminous coal deposits in the Cerrej6n area are excluded from this study. Other nonmetallic resources include igneous dimension stone in a variety of colors and textures, and agricultural dolomite. There probably are important undeveloped ground water resources on the slopes of the wide Rancheria and Cesar valleys, which separate the Sierra Nevada from the Serrania de Persia.

The Collins Center Update. Volume 10, Issue 1, October-December 2007

DTIC Science & Technology

2007-12-01

developmental focus area topics are Strategic Leadership , Management of Change, and Strategic Communications. (b) The Expeditionary Thinking...Volume 10, Issue 1 October - December 2007 THE COLLINS CENTER UPDATE THE CENTER FOR STRATEGIC LEADERSHIP U.S. ARMY WAR COLLEGE CARLISLE...PENNSYLVANIA INSIDE THIS ISSUE The Center for strategic • Leadership : An Overview of Recent and Future Activities Strategic Negotiation

Cyber Defense: An International View

DTIC Science & Technology

2015-09-01

NAME(S) AND ADDRESS(ES) U.S. Army War College,Strategic Studies Institute,47 Ashburn Drive,Carlisle,PA,17013-5010 8. PERFORMING ORGANIZATION REPORT...role of ground forces in achieving national security objectives. The Strategic Studies Institute publishes national security and strategic research...honor Soldiers—past and present. U.S. Army War College SLDR Senior Leader Development and Resiliency i STRATEGIC STUDIES INSTITUTE The Strategic

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.

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.…

Enhancing the Future Strategic Corporal

DTIC Science & Technology

2006-01-01

with greater firepower than ever before, the Strategic Corporal will be charged with greater responsibility than ever before, while the potential for...translation of “Strategic Corporal ”, and the article responsible for popularizing the term, see General Charles C. Krulak, “The Strategic Corporal ...Quantico, Virginia 22134-5068 FUTURE WAR PAPER ENHANCING THE FUTURE STRATEGIC CORPORAL SUBMITTED IN PARTIAL FULFILLMENT OF THE

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

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

PubMed

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

2018-06-11

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

Strategic Leadership

ERIC Educational Resources Information Center

Davies, Barbara; Davies, Brent

2004-01-01

This article explores the nature of strategic leadership and assesses whether a framework can be established to map the dimensions of strategic leadership. In particular it establishes a model which outlines both the organizational abilities and the individual characteristics of strategic leaders.

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.

Strategic Control Algorithm Development : Volume 3. Strategic Algorithm Report.

DOT National Transportation Integrated Search

1974-08-01

The strategic algorithm report presents a detailed description of the functional basic strategic control arrival algorithm. This description is independent of a particular computer or language. Contained in this discussion are the geometrical and env...

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…

Comprehensive U.S. Government Strategic Communication Policy: The Way Forward

DTIC Science & Technology

2009-06-12

franchised cell. It costs little, is easy to distribute, and has near- immediate worldwide impact. (White 2007) The Smith-Mundt Act The historical...lack of ability to communicate strategically. The United States‘ strategic communication failure has cost the country friends and allies, and it...to communicate strategically. The United States‘ strategic communication failure has cost the country friends and allies, and it also hurts the

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.

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.

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 Budgeting.

ERIC Educational Resources Information Center

Jones, Dennis P.

1993-01-01

An approach to college budgeting that encompasses strategic as well as operational decisions is proposed. Strategic decisions focus on creation and maintenance of institutional capacity, whereas operational decisions focus on use of that capacity to accomplish specific purposes. Strategic budgeting must emphasize institutional assets and their…

Descriptive Case Study of Theories of Action, Strategic Objectives, and Strategic Initiatives Used by California Female County Superintendents to Move Their Organizations from Current State to Desired Future

ERIC Educational Resources Information Center

Park, Valerie Darlene

2014-01-01

The purpose of this study was to describe the theories of action, strategic objectives, and strategic initiatives of school systems led by female county superintendents in California and examine their impact on improving system outcomes. Additionally, the factors influencing theory of action, strategic objective, and initiative development were…

Unity of Effort in Joint Information Operations

DTIC Science & Technology

2002-12-01

of strategic intent , strategic architecture, 80 JFQ / Winter 2002–03 if the Nation conducts information operations, the military would not be the...responsible for setting the strategic intent of infor- mation operations. This intent implies a particular point of view on the long-term environment in...which an organization hopes to build a competi- tive position over time. Considering strategic ar- chitecture the brain and strategic intent the heart

The NATO Warsaw Summit: How to Strengthen Alliance Cohesion (Strategic Forum, Number 296)

DTIC Science & Technology

2016-06-01

the Center for Strategic Research , Institute for National Strategic Studies , at the National Defense University. Key Points ◆◆ In July 2016 NATO...Strategic Research within the Institute for National Strategic Studies provides advice to the Secre- tary of Defense, Chairman of the Joint Chiefs of...Staff, and unified combatant commands through studies , reports, briefings, and memoranda. The center conducts directed research and analysis in the

A Strategic Culture Assessment of the Transatlantic Divide

DTIC Science & Technology

2008-03-01

security divide through the strategic culture lens, taking a comparative case study approach . It analyzes the emergent EU strategic culture by looking...utilize the strategic culture approach in the ensuing case study comparisons. B. WHY THE USE OF STRATEGIC CULTURE? In a study published in 2004...analysis use a comparative cultural approach when a previous comparison of U.S. and EU behavior found these actors’ behavior most aligned with realism’s

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.

Developing strategic thinking in senior management.

PubMed

Zabriskie, N B; Huellmantel, A B

1991-12-01

Chief Executive Officers have recently stated that their greatest staffing challenge for the 1990s is the development of strategic leadership in their senior management. In order to do this, it is necessary to identify the substance of strategic thinking, and the capabilities that must be mastered. Writers on strategy have identified six major elements of strategic thinking and these have been organized to reveal the tasks, questions, decisions, and skills that senior executives must acquire in order to lead their organizations strategically. Finally, the article identifies training programme elements which are used by Directors of Manpower Development to develop strategic leadership ability.

Neural mechanisms mediating degrees of strategic uncertainty.

PubMed

Nagel, Rosemarie; Brovelli, Andrea; Heinemann, Frank; Coricelli, Giorgio

2018-01-01

In social interactions, strategic uncertainty arises when the outcome of one's choice depends on the choices of others. An important question is whether strategic uncertainty can be resolved by assessing subjective probabilities to the counterparts' behavior, as if playing against nature, and thus transforming the strategic interaction into a risky (individual) situation. By means of functional magnetic resonance imaging with human participants we tested the hypothesis that choices under strategic uncertainty are supported by the neural circuits mediating choices under individual risk and deliberation in social settings (i.e. strategic thinking). Participants were confronted with risky lotteries and two types of coordination games requiring different degrees of strategic thinking of the kind 'I think that you think that I think etc.' We found that the brain network mediating risk during lotteries (anterior insula, dorsomedial prefrontal cortex and parietal cortex) is also engaged in the processing of strategic uncertainty in games. In social settings, activity in this network is modulated by the level of strategic thinking that is reflected in the activity of the dorsomedial and dorsolateral prefrontal cortex. These results suggest that strategic uncertainty is resolved by the interplay between the neural circuits mediating risk and higher order beliefs (i.e. beliefs about others' beliefs). © The Author(s) (2017). Published by Oxford University Press.

Neural mechanisms mediating degrees of strategic uncertainty

PubMed Central

Nagel, Rosemarie; Brovelli, Andrea; Heinemann, Frank

2018-01-01

Abstract In social interactions, strategic uncertainty arises when the outcome of one’s choice depends on the choices of others. An important question is whether strategic uncertainty can be resolved by assessing subjective probabilities to the counterparts’ behavior, as if playing against nature, and thus transforming the strategic interaction into a risky (individual) situation. By means of functional magnetic resonance imaging with human participants we tested the hypothesis that choices under strategic uncertainty are supported by the neural circuits mediating choices under individual risk and deliberation in social settings (i.e. strategic thinking). Participants were confronted with risky lotteries and two types of coordination games requiring different degrees of strategic thinking of the kind ‘I think that you think that I think etc.’ We found that the brain network mediating risk during lotteries (anterior insula, dorsomedial prefrontal cortex and parietal cortex) is also engaged in the processing of strategic uncertainty in games. In social settings, activity in this network is modulated by the level of strategic thinking that is reflected in the activity of the dorsomedial and dorsolateral prefrontal cortex. These results suggest that strategic uncertainty is resolved by the interplay between the neural circuits mediating risk and higher order beliefs (i.e. beliefs about others’ beliefs). PMID:29228378

Processing of intended and unintended strategic issues and integration into the strategic agenda.

PubMed

Ridder, Hans-Gerd; Schrader, Jan Simon

2017-11-01

Strategic change is needed in hospitals due to external and internal pressures. However, research on strategic change, as a combination of management and medical expertise in hospitals, remains scarce. We analyze how intended strategic issues are processed into deliberate strategies and how unintended strategic issues are processed into emergent strategies in the management of strategy formation in hospitals. This study empirically investigates the integration of medical and management expertise in strategy formation. The longitudinal character of the case study enabled us to track patterns of intended and unintended strategic issues over 2 years. We triangulated data from interviews, observations, and documents. In accordance with the quality standards of qualitative research procedures, we analyzed the data by pattern matching and provided analytical generalization regarding strategy formation in hospitals. Our findings suggest that strategic issues are particularly successful within the strategy formation process if interest groups are concerned with the strategic issue, prospective profits are estimated, and relevant decisions makers are involved early on. Structure and interaction processes require clear criteria and transparent procedures for effective strategy formation. There is systematic neglect of medical expertise in processes of generating strategies. Our study reveals that the decentralized structure of medical centers is an adequate template for both the operationalization of intended strategic issues and the development of unintended strategic issues. However, tasks, roles, responsibility, resources, and administrative support are necessary for effective management of strategy formation. Similarly, criteria, procedures, and decision-making are prerequisites for effective strategy formation.

Army Medicine’s Role in Strength & Resilience

DTIC Science & Technology

2011-01-24

djusts R esourcing D ecisions To deliver the Strategic Processes... That achieve our Strategic Ends We marshal our Resources… And enable our... esourcing D ecisions To deliver the Strategic Processes... That achieve our Strategic Ends We marshal our Resources… And enable our People

Setting Strategic Directions Using Critical Success Factors.

ERIC Educational Resources Information Center

Bourne, Bonnie; Gates, Larry; Cofer, James

2000-01-01

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

The Possibilities of Strategic Finance

ERIC Educational Resources Information Center

Chaffee, Ellen

2010-01-01

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

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

PubMed

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

2014-09-28

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

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

PubMed

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

2013-01-01

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

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

PubMed Central

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

2015-01-01

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

A Hard Look at Hard Power: Assessing the Defense Capabilities of Key U.S. Allies and Security Partners

DTIC Science & Technology

2015-07-01

Army War College,Strategic Studies Institute,47 Ashburn Drive,Carlisle,PA,17013-5010 8. PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING...achieving national security objectives. The Strategic Studies Institute publishes national security and strategic research and analysis to influence...U.S. Army War College SLDR Senior Leader Development and Resiliency STRATEGIC STUDIES INSTITUTE The Strategic Studies Institute (SSI) is part of the

Strategic group stability: evidence from the health care industry.

PubMed

Churchman, Richard L; Woodard, Beth

2004-01-01

To better understand strategic group stability and the associated mobility barriers concept, we surveyed health care administrators on their reasons for remaining in their current strategic group. We offer administrators' responses to the strategic group stability (mobility barrier) question. Decision-makers may be unaware of these cognitive biases (e.g., group-level world-view and resource similarity) and may not recognize the extent to which they are reducing their strategic alternatives.

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

PubMed

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

2015-01-01

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

75 FR 80515 - National Boating Safety Advisory Council

Federal Register 2010, 2011, 2012, 2013, 2014

2010-12-22

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

Strategic Partnerships in Higher Education

ERIC Educational Resources Information Center

Ortega, Janet L.

2013-01-01

The purpose of this study was to investigate the impacts of strategic partnerships between community colleges and key stakeholders; to specifically examine strategic partnerships; leadership decision-making; criteria to evaluate strategic partnerships that added value to the institution, value to the students, faculty, staff, and the local…

Rethinking Strategy and Strategic Leadership in Schools.

ERIC Educational Resources Information Center

Davies, Brent

2003-01-01

Reviews nature of strategy and strategic leadership in schools. Considers how leaders can map and reconceptualize the nature of strategy and develop strategic capabilities for longer-term sustainability. Questions hierarchical models of leadership. Highlights three characteristics of strategically oriented schools; suggests ways to improve art of…

Strategic Planning and Financial Management

ERIC Educational Resources Information Center

Conneely, James F.

2010-01-01

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

Measuring strategic control in implicit learning: how and why?

PubMed

Norman, Elisabeth

2015-01-01

Several methods have been developed for measuring the extent to which implicitly learned knowledge can be applied in a strategic, flexible manner. Examples include generation exclusion tasks in Serial Reaction Time (SRT) learning (Goschke, 1998; Destrebecqz and Cleeremans, 2001) and 2-grammar classification tasks in Artificial Grammar Learning (AGL; Dienes et al., 1995; Norman et al., 2011). Strategic control has traditionally been used as a criterion for determining whether acquired knowledge is conscious or unconscious, or which properties of knowledge are consciously available. In this paper I first summarize existing methods that have been developed for measuring strategic control in the SRT and AGL tasks. I then address some methodological and theoretical questions. Methodological questions concern choice of task, whether the measurement reflects inhibitory control or task switching, and whether or not strategic control should be measured on a trial-by-trial basis. Theoretical questions concern the rationale for including measurement of strategic control, what form of knowledge is strategically controlled, and how strategic control can be combined with subjective awareness measures.

Measuring strategic control in implicit learning: how and why?

PubMed Central

Norman, Elisabeth

2015-01-01

Several methods have been developed for measuring the extent to which implicitly learned knowledge can be applied in a strategic, flexible manner. Examples include generation exclusion tasks in Serial Reaction Time (SRT) learning (Goschke, 1998; Destrebecqz and Cleeremans, 2001) and 2-grammar classification tasks in Artificial Grammar Learning (AGL; Dienes et al., 1995; Norman et al., 2011). Strategic control has traditionally been used as a criterion for determining whether acquired knowledge is conscious or unconscious, or which properties of knowledge are consciously available. In this paper I first summarize existing methods that have been developed for measuring strategic control in the SRT and AGL tasks. I then address some methodological and theoretical questions. Methodological questions concern choice of task, whether the measurement reflects inhibitory control or task switching, and whether or not strategic control should be measured on a trial-by-trial basis. Theoretical questions concern the rationale for including measurement of strategic control, what form of knowledge is strategically controlled, and how strategic control can be combined with subjective awareness measures. PMID:26441809

Learning to think strategically.

PubMed

1994-01-01

Strategic thinking focuses on issues that directly affect the ability of a family planning program to attract and retain clients. This issue of "The Family Planning Manager" outlines the five steps of strategic thinking in family planning administration: 1) define the organization's mission and strategic goals; 2) identify opportunities for improving quality, expanding access, and increasing demand; 3) evaluate each option in terms of its compatibility with the organization's goals; 4) select an option; and 5) transform strategies into action. Also included in this issue is a 20-question test designed to permit readers to assess their "strategic thinking quotient" and a list of sample questions to guide a strategic analysis.

Case analysis online: a strategic management case model for the health industry.

PubMed

Walsh, Anne; Bearden, Eithne

2004-01-01

Despite the plethora of methods and tools available to support strategic management, the challenge for health executives in the next century will relate to their ability to access and interpret data from multiple and intricate communication networks. Integrated digital networks and satellite systems will expand the scope and ease of sharing information between business divisions, and networked systems will facilitate the use of virtual case discussions across universities. While the internet is frequently used to support clinical decisions in the healthcare industry, few executives rely upon the internetfor strategic analysis. Although electronic technologies can easily synthesize data from multiple information channels, research as well as technical issues may deter their application in strategic analysis. As digital models transform access to information, online models may become increasingly relevant in designing strategic solutions. While there are various pedagogical models available to support the strategic management process, this framework was designed to enhance strategic analysis through the application of technology and electronic research. A strategic analysis framework, which incorporated internet research and case analysis in a strategic managementcourse, is described alongwith design and application issues that emerged during the case analysis process.

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

ERIC Educational Resources Information Center

Myran, Gunder A., Ed.

1983-01-01

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

Strategic Leadership Reconsidered

ERIC Educational Resources Information Center

Davies, Brent; Davies, Barbara J.

2005-01-01

This paper will address the challenge of how strategic leadership can be defined and articulated to provide a framework for developing a strategically focused school drawing on a NCSL research project. The paper is structured into three main parts. Part one outlines the elements that comprise a strategically focused school, develops an…

15 CFR 1160.22 - Goal of the Strategic Partnership initiative.

Code of Federal Regulations, 2011 CFR

2011-01-01

... INNOVATION Strategic Partnership Initiative § 1160.22 Goal of the Strategic Partnership initiative. (a) This... the innovation activities for a broad range of applications made possible by that technology. The... precompetitive stage of innovation. In contrast, Strategic Partnerships are made up generally of noncompeting...

15 CFR 1160.22 - Goal of the Strategic Partnership initiative.

Code of Federal Regulations, 2013 CFR

2013-01-01

... INNOVATION Strategic Partnership Initiative § 1160.22 Goal of the Strategic Partnership initiative. (a) This... the innovation activities for a broad range of applications made possible by that technology. The... precompetitive stage of innovation. In contrast, Strategic Partnerships are made up generally of noncompeting...

15 CFR 1160.22 - Goal of the Strategic Partnership initiative.

Code of Federal Regulations, 2012 CFR

2012-01-01

... INNOVATION Strategic Partnership Initiative § 1160.22 Goal of the Strategic Partnership initiative. (a) This... the innovation activities for a broad range of applications made possible by that technology. The... precompetitive stage of innovation. In contrast, Strategic Partnerships are made up generally of noncompeting...

Strategic Capability Development in the Higher Education Sector

ERIC Educational Resources Information Center

Brown, Paul

2004-01-01

The research adopts a case study approach (in higher education) to investigate how strategic capabilities might be developed in an organisation through strategic management development (SMD). SMD is defined as "Management development interventions which are intended to enhance the strategic capability and corporate performance of an…

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

DTIC Science & Technology

2010-11-01

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

Comparative Strategic Cultures Curriculum Project: Assessing Strategic Culture as a Methodological Approach to Understanding WMD Decision-Making by States and Non-State Actors

DTIC Science & Technology

2006-10-31

International Security and Arms Control;: Stanford University Press, 1994. Lin, Chong-Pin. China’s Nuclear Weapons Strategy : Tradition within Evolution ...analysts tend to posit interests, emphasize strategic interaction , and discount bureaucratic influence. - Paul DiMaggio, “Culture and Cognition...Additional Sources - Henry Rowen, "The Evolution of Strategic Nuclear Doctrine," in Laurence Martin, ed., Strategic Thought in the Nuclear Age

Strategic groups, performance, and strategic response in the nursing home industry.

PubMed

Zinn, J S; Aaronson, W E; Rosko, M D

1994-06-01

This study examines the effect of strategic group membership on nursing home performance and strategic behavior. Data from the 1987 Medicare and Medicaid Automated Certification Survey were combined with data from the 1987 and 1989 Pennsylvania Long Term Care Facility Questionnaire. The sample consisted of 383 Pennsylvania nursing homes. Cluster analysis was used to place the 383 nursing homes into strategic groups on the basis of variables measuring scope and resource deployment. Performance was measured by indicators of the quality of nursing home care (rates of pressure ulcers, catheterization, and restraint usage) and efficiency in services provision. Changes in Medicare participation after passage of the 1988 Medicare Catastrophic Coverage Act (MCCA) measured strategic behavior. MANOVA and Turkey HSD post hoc means tests determined if significant differences were associated with strategic group membership. Cluster analysis produced an optimal seven-group solution. Differences in group means were significant for the clustering, performance, and conduct variables (p < .0001). Strategic groups characterized by facilities providing a continuum of care services had the best patient care outcomes. The most efficient groups were characterized by facilities with high Medicare census. While all strategic groups increased Medicare census following passage of the MCCA, those dominated by for-profits had the greatest increases. Our analysis demonstrates that strategic orientation influences nursing home response to regulatory initiatives, a factor that should be recognized in policy formation directed at nursing home reform.

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.

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...

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…

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...

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...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-26

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

Strategic Activism, Educational Leadership and Social Justice

ERIC Educational Resources Information Center

Ryan, James

2016-01-01

This article describes the strategic activism of educational leaders who promote social justice. Given the risks, educational leaders need to be strategic about the ways in which they pursue their activism. Citing current research, this article explores the ways in which leaders strategically pursue their social justice agendas within their own…

Strategic Help in User Interfaces for Information Retrieval.

ERIC Educational Resources Information Center

Brajnik, Giorgio; Mizzaro, Stefano; Tasso, Carlo; Venuti, Fabio

2002-01-01

Discussion of search strategy in information retrieval by end users focuses on the role played by strategic reasoning and design principles for user interfaces. Highlights include strategic help based on collaborative coaching; a conceptual model for strategic help; and a prototype knowledge-based system named FIRE. (Author/LRW)

Robin Newmark - Executive Director for Strategic Initiatives | NREL

Science.gov Websites

Robin Newmark - Executive Director for Strategic Initiatives Robin Newmark - Executive Director for Strategic Initiatives A photo of Robin Newmark. At NREL, Robin Newmark focuses on the development of size and diversified its support. She previously served as the Director of the Strategic Energy

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 Learning Capability: Through the Lens of Environmental Jolts

ERIC Educational Resources Information Center

Moon, Hanna; Lee, Chan

2015-01-01

Purpose: This paper aims to deepen the understanding of strategic learning through the lens of environmental jolts. Design/methodology/approach: Strategic learning is explained from the three paradigms of organizational learning. Findings: Organizational learning provides a firm foundation to develop and elaborate the concept of strategic learning…

77 FR 25706 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

Federal Register 2010, 2011, 2012, 2013, 2014

2012-05-01

..., Command and Control, Science and Technology, Missile Defense. Meeting Accessibility: Pursuant to 5 U.S.C... DEPARTMENT OF DEFENSE Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of Advisory Committee closed meeting...

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 Research Partnerships: Proceedings from an NSF Workshop (Washington, D.C., October 13, 2000). Special Report.

ERIC Educational Resources Information Center

Jankowski, John E.; Link, Albert N.; Vonortas, Nicholas S.

This document contains the proceedings from the National Science Foundation (NSF) Workshop on Strategic Research Partnerships. Papers include: (1) "Strategic Research Partnerships: Results of the Workshop" (Albert N. Link and Nicholas S. Vonortas); (2) "Strategic Research Partnerships: Evidence and Analysis" (Stephen Martin);…

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...

Distance Education Strategy: Mental Models and Strategic Choices

ERIC Educational Resources Information Center

Adams, John C.; Seagren, Alan T.

2004-01-01

What issues do distance education (DE) leaders believe will influence the future of DE? What are their colleges' DE strategies? This qualitative study compares DE strategic thinking and strategic choices at three community colleges. Two propositions are investigated: (1) each college's DE leaders use common strategic mental models (ways of…

Unmasking the Capability of Strategic Learning: A Validation Study

ERIC Educational Resources Information Center

Siren, Charlotta A.

2012-01-01

Purpose: The strategic learning perspective has attracted increased interest among strategic management scholars, yet the operationalisation of this concept is still in its infancy. The aim of this study is to develop a multidimensional understanding of the strategic learning process and to build an instrument to measure this concept.…

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…

10 CFR 73.72 - Requirement for advance notice of shipment of formula quantities of strategic special nuclear...

Code of Federal Regulations, 2012 CFR

2012-01-01

... quantities of strategic special nuclear material, special nuclear material of moderate strategic significance, or irradiated reactor fuel. 73.72 Section 73.72 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED... shipment of formula quantities of strategic special nuclear material, special nuclear material of moderate...

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...

Enhancing the Strategic Capability of the Army: An Investigation of Strategic Thinking Tasks, Skills, and Development

DTIC Science & Technology

2016-02-01

continually develop their ability to think strategically, they gain the power to explore all options and help “ write the rules of the game” rather than...continually develop their ability to think strategically, they gain the power to explore all options and help “ write the rules of the game,” rather than...barriers to streamline communication Convey the position of multiple distinct agencies in writing through strategic use of language to the President

Applying Strategic Management in the Office of the Assistant Secretary of the Army for Financial Management and Comptroller (ASA(FM&C))

DTIC Science & Technology

2000-05-31

direction for the Office of the ASA (FM&C), consolidate all of the office’s subordinate organization strategic plans, and better define the roles and...responsibilities within the office of the ASA(FM&C). Mrs. McCoy directed Ms. Barbara Bonessa, Chief of the Financial Management Redesign Office, to...lead the strategic planning effort. Ms. Bonessa built a strategic planning team primarily with strategic management expertise from outside of the office of

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.

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...

Proposed Strategic Mandates for Ontario Universities: An Organizational Theory Perspective

ERIC Educational Resources Information Center

Buzzelli, Michael; Allison, Derek J.

2017-01-01

This paper presents an empirical analysis of the Ontario-led strategic mandate agreement (SMA) planning exercise. Focusing on the self-generated strategic mandates of five universities (McMaster, Ottawa, Queen's, Toronto, and Western), we asked how universities responded to this exercise of strategic visioning? The answer to this question is…

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…

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.…

Using Cognitive Conflict to Promote the Use of Dialectical Learning for Strategic Decision-Makers

ERIC Educational Resources Information Center

Woods, Jeffrey G.

2012-01-01

Purpose: The purpose of this paper is to develop a conceptual model that uses dialectical inquiry (DI) to create cognitive conflict in strategic decision-makers for the purpose of improving strategic decisions. Activation of the dialectical learning process using DI requires strategic decision-makers to integrate conflicting information causing…

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...

Developing a Model for Strategic Leadership in Schools

ERIC Educational Resources Information Center

Davies, Barbara J.; Davies, Brent

2006-01-01

Strategic leadership is a critical component in the effective development of schools. Currently the educational debate is shifting to focus on how short-term improvements can become strategically sustainable. This article will put forward the view that renewed attention needs to be paid to the strategic dimension of leadership to ensure this…

The Theory and Practice of Structural and Strategic Family Therapies: A Delphi Study.

ERIC Educational Resources Information Center

Fish, Linda Stone; Piercy, Fred P.

1987-01-01

Examined the similarities and differences in the theory and practice of structural and strategic family therapy. A national panel of structural and strategic therapists identified items they thought important to a profile of either structural or strategic family therapy. Mental Research Institute, Haley/Madanes, and Milan/Ackerman approaches to…

Issues in Business and Medical Education: Brief Literature Review on Strategic Management of Health Care Institutions.

ERIC Educational Resources Information Center

Smith, Alan D.

The literature on the use of strategic management principles by health care organizations is reviewed. After considering basic concepts of strategic management and managerial problems in nonprofit organizations, strategic planning and management of health care organizations are covered. Attention is directed to the health care environment,…

Promise or Peril: The Strategic Defense Initiative.

ERIC Educational Resources Information Center

Brzezinski, Zbigniew, Ed.; And Others

The major policy debate touched off by President Reagan's March 1983 speech announcing the Strategic Defense Initiative (SDI) was the reopening of one that had begun 35 years before. Then and now the ultimate question is what kind of strategic posture is most likely to contribute to mutual strategic stability? The answer is central to national…

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…

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...

Dealing with Change in Hong Kong Schools Using Strategic Thinking Skills

ERIC Educational Resources Information Center

Pang, Nicholas Sun-Keung; Pisapia, John

2012-01-01

This paper reports an investigation into the strategic thinking skills of school leaders in Hong Kong. By adapting the Strategic Thinking Questionnaire in the school context and based on data self-reported from 543 Hong Kong school leaders, three cognitive capabilities with strategic thinking were identified: reflection, systems thinking and…

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.

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 Long Range Planning for Universities. AIR Forum 1980 Paper.

ERIC Educational Resources Information Center

Baker, Michael E.

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

Strategic Purchasing in Practice: Comparing Ten European Countries.

PubMed

Klasa, Katarzyna; Greer, Scott L; van Ginneken, Ewout

2018-02-05

Strategic purchasing of health care services is widely recommended as a policy instrument. We conducted a review of literature of material drawn from the European Observatory on Health Systems and Policies Health Systems in Transition series, other European Observatory databases, and selected country-specific literature to augment the comparative analysis by providing the most recent healthcare trends in ten selected countries. There is little evidence of purchasing being strategic according to any of the established definitions. There is little or no literature suggesting that existing purchasing mechanisms in Europe deliver improved population health, citizen empowerment, stronger governance and stewardship, or develop purchaser organization and capacity. Strategic purchasing has not generally been implemented. Policymakers considering adopting strategic purchasing policies should be aware of this systemic implementation problem. Policymakers in systems with strategic purchasing built into policy should not assume that a purchasing system is strategic or that it is delivering any expected objectives. However, there are individual components of strategic purchasing that are worth pursuing and can provide benefits to health systems. Copyright © 2018. Published by Elsevier B.V.

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.

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

PubMed

Harrison, Donald L

2006-01-01

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

Strategic planning by independent community pharmacies.

PubMed

Harrison, Donald L

2005-01-01

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

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.

Picking up the shield: Incorporating defense into strategic nuclear doctrine. Research report

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

Ruotsala, M.G.

Picking up the Shield is an interesting and enlightening account of the evolution of strategic nuclear doctrine. It puts the offense-defense relationship into a historical perspective that lends important insight into the ongoing debate over strategic defenses. Although this debate centers on the active defenses contemplated by the strategic defense initiative, Lt Col Michael G. Ruotsala makes the point that passive defenses are also an important component of strategic defense. He sees the inherent passive defenses of the Triad as being a key to maintaining offense-oriented deterrence, and he makes a good case for survivable Peacekeeper basing and a smallmore » mobile intercontinental ballistic missile (ICBM) to enhance deterrence and pave the way for active defense. Although the future may hold a strategic defense with new, even revolutionary, weapons, any future program will embody old concepts of offense and defense. For the foreseeable future, offensive strategic forces will continue to play a dominant role in US defense policy. However, strategic defenses are consistent with US strategic doctrine. More important for deterrence, defenses are consistent with Soviet doctrine. Clearly, complementing roles for both the offense and defense are critical for developing a doctrine that enhances deterrence of a nuclear exchange between the United States and the Soviet Union. It is also clear that Picking up the Shield makes a significant contribution to understanding the challenge we face as we incorporate defense into strategic nuclear doctrine.« less

Strategic groups, performance, and strategic response in the nursing home industry.

PubMed Central

Zinn, J S; Aaronson, W E; Rosko, M D

1994-01-01

OBJECTIVE. This study examines the effect of strategic group membership on nursing home performance and strategic behavior. DATA SOURCES AND STUDY SETTING. Data from the 1987 Medicare and Medicaid Automated Certification Survey were combined with data from the 1987 and 1989 Pennsylvania Long Term Care Facility Questionnaire. The sample consisted of 383 Pennsylvania nursing homes. STUDY DESIGN. Cluster analysis was used to place the 383 nursing homes into strategic groups on the basis of variables measuring scope and resource deployment. Performance was measured by indicators of the quality of nursing home care (rates of pressure ulcers, catheterization, and restraint usage) and efficiency in services provision. Changes in Medicare participation after passage of the 1988 Medicare Catastrophic Coverage Act (MCCA) measured strategic behavior. MANOVA and Turkey HSD post hoc means tests determined if significant differences were associated with strategic group membership. FINDINGS. Cluster analysis produced an optimal seven-group solution. Differences in group means were significant for the clustering, performance, and conduct variables (p < .0001). Strategic groups characterized by facilities providing a continuum of care services had the best patient care outcomes. The most efficient groups were characterized by facilities with high Medicare census. While all strategic groups increased Medicare census following passage of the MCCA, those dominated by for-profits had the greatest increases. CONCLUSIONS. Our analysis demonstrates that strategic orientation influences nursing home response to regulatory initiatives, a factor that should be recognized in policy formation directed at nursing home reform. PMID:8005789

Neurocognitive dysfunction in strategic and non-strategic gamblers.

PubMed

Grant, Jon E; Odlaug, Brian L; Chamberlain, Samuel R; Schreiber, Liana R N

2012-08-07

It has been theorized that there may be subtypes of pathological gambling, particularly in relation to the main type of gambling activities undertaken. Whether or not putative pathological gambling subtypes differ in terms of their clinical and cognitive profiles has received little attention. Subjects meeting DSM-IV criteria for pathological gambling were grouped into two categories of preferred forms of gambling - strategic (e.g., cards, dice, sports betting, stock market) and non-strategic (e.g., slots, video poker, pull tabs). Groups were compared on clinical characteristics (gambling severity, and time and money spent gambling), psychiatric comorbidity, and neurocognitive tests assessing motor impulsivity and cognitive flexibility. Seventy-seven subjects were included in this sample (45.5% females; mean age: 42.7±14.9) which consisted of the following groups: strategic (n=22; 28.6%) and non-strategic (n=55; 71.4%). Non-strategic gamblers were significantly more likely to be older, female, and divorced. Money spent gambling did not differ significantly between groups although one measure of gambling severity reflected more severe problems for strategic gamblers. Strategic and non-strategic gamblers did not differ in terms of cognitive function; both groups showed impairments in cognitive flexibility and inhibitory control relative to matched healthy volunteers. These preliminary results suggest that preferred form of gambling may be associated with specific clinical characteristics but are not dissociable in terms of cognitive inflexibility and motor impulsivity. Copyright © 2012 Elsevier Inc. All rights reserved.

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

The paradox of strategic environmental assessment

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

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

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

A 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.

Helpful or harmful? The impact of strategic change on the performance of U.S. urban hospitals.

PubMed

Trinh, Hanh Q; O'Connor, Stephen J

2002-02-01

To contribute to the debate as to whether strategic change helps or harms organizations by empirically examining how strategic change influences performance change in urban hospitals. AHA Annual Survey (1994 and 1996), Health Care Financing Administration's Medicare Cost Reports (1994 and 1996) and Medicare HMO Files (1994), U.S. Bureau of the Census' County Business Patterns Files (1994), and Area Resources File (1994). This work employed a longitudinal approach using a panel design to study the effect of environmental and organizational characteristics on urban hospital strategic behavior and performance. A path analytic model was used to examine the simultaneous effects of environmental and organizational characteristics (1994) on strategic behavior (change in strategies to enhance HMO business and change in strategies to control costs 1994-96), as well as the effects of all of these variables on change in urban hospital performance (change in market share, change in operational efficiency, change in financial performance 1994-96). (1) Environmental context exerts a greater influence on urban hospitals' HMO business enhancement strategies, whereas organizational characteristics have more influence on cost-control strategies. (2) Between the two strategies, HMO business enhancement and cost control, strategic change to enhance business with HMOs is much more complex. (3) Strategic change observed across the 1994 to 1996 time period can be either helpful or harmful to urban hospitals. A strategic change that contributes positively to one type of performance can negatively impact the other. Although differences of opinion persist in the strategic change debate, results of this study indicate that strategic change can be helpful or harmful to urban hospitals, and its consequences are far more complex than previously thought. Strategic rationality has its own limitations and cannot always be relied on to yield expected results. Hospital strategic changes require coordination to achieve greater performance results.

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);…

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…

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...

Is Air War College Teaching the Right Leadership Skill Sets?

DTIC Science & Technology

2008-02-15

Following are the skill sets for strategic leaders: • Critical Thinking (includes Conceptual Competence/ Decision Making / Strategic Thinking... Decision Making / Strategic Thinking) • Creative Thinking (includes Conceptual Flexibility) • Integrating internal and external environments • Long Range... Making / Strategic Thinking Yes Integrating Internal and External Environments Yes Long Range Vision Yes Team Performance Facilitation/Team Building

An examination of the relationship between strategic group membership and hospital performance.

PubMed

Marlin, Dan; Huonker, John W; Sun, Minghe

2002-01-01

Membership in a particular strategic group, where a strategic group can be defined as groups of firms in an industry following similar competitive approaches and having similar market positions, defines the essentials of a firm's strategy. This study longitudinally examines the relationship between strategic group membership and performance in the hospital industry.

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…

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

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 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…

Criteria for Evaluating United States Marine Corps Installation Strategic Management

DTIC Science & Technology

2001-12-01

STATES MARINE CORPS INSTALLATION STRATEGIC MANAGEMENT by James E. Leighty December 2001 Thesis Advisor: Joseph San Miguel Report...Marine Corps Installation Strategic Management Contract Number Grant Number Program Element Number Author(s) Leighty, James Project Number Task...TYPE AND DATES COVERED Master’s Thesis 4. TITLE AND SUBTITLE: Criteria For Evaluating United States Marine Corps Installation Strategic

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...

Information Technology (IT) Strategic Alignment: A Correlational Study between the Impact of IT Governance Structures and IT Strategic Alignment

ERIC Educational Resources Information Center

Asante, Keith K.

2010-01-01

This dissertation explored the extent to which Information Technology (IT) strategic alignment are impacted by IT governance structures. The study discusses several strategic alignment and IT governance literature that presents a gap in the literature domain. Subsequent studies researched issues surrounding why organizations are not able to align…

Being Strategic in HE Management

ERIC Educational Resources Information Center

West, Andrew

2008-01-01

The call to be strategic--and with it the concept of strategic management--can bring to mind a wide range of definitions, and there is now a huge array of academic literature supporting the different schools of thought. At a basic level, however, strategic thinking is probably most simply about focusing on the whole, rather than the part. In…

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…

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

PubMed

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

2006-05-01

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

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

PubMed

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

2011-10-01

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

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.

The determinants of strategic thinking in preschool children.

PubMed

Brocas, Isabelle; Carrillo, Juan D

2018-01-01

Strategic thinking is an essential component of rational decision-making. However, little is known about its developmental aspects. Here we show that preschoolers can reason strategically in simple individual decisions that require anticipating a limited number of future decisions. This ability is transferred only partially to solve more complex individual decision problems and to efficiently interact with others. This ability is also more developed among older children in the classroom. Results indicate that while preschoolers potentially have the capacity to think strategically, it does not always translate into the ability to behave strategically.

Strategic management process in hospitals.

PubMed

Zovko, V

2001-01-01

Strategic management is concerned with strategic choices and strategic implementation; it provides the means by which organizations meet their objectives. In the case of hospitals it helps executives and all employees to understand the real purpose and long term goals of the hospital. Also, it helps the hospital find its place in the health care service provision chain, and enables the hospital to coordinate its activities with other organizations in the health care system. Strategic management is a tool, rather than a solution, that helps executives to identify root causes of major problems in the hospital.

The determinants of strategic thinking in preschool children

PubMed Central

Brocas, Isabelle

2018-01-01

Strategic thinking is an essential component of rational decision-making. However, little is known about its developmental aspects. Here we show that preschoolers can reason strategically in simple individual decisions that require anticipating a limited number of future decisions. This ability is transferred only partially to solve more complex individual decision problems and to efficiently interact with others. This ability is also more developed among older children in the classroom. Results indicate that while preschoolers potentially have the capacity to think strategically, it does not always translate into the ability to behave strategically. PMID:29851954

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.

Strategic and non-strategic problem gamblers differ on decision-making under risk and ambiguity.

PubMed

Lorains, Felicity K; Dowling, Nicki A; Enticott, Peter G; Bradshaw, John L; Trueblood, Jennifer S; Stout, Julie C

2014-07-01

To analyse problem gamblers' decision-making under conditions of risk and ambiguity, investigate underlying psychological factors associated with their choice behaviour and examine whether decision-making differed in strategic (e.g., sports betting) and non-strategic (e.g., electronic gaming machine) problem gamblers. Cross-sectional study. Out-patient treatment centres and university testing facilities in Victoria, Australia. Thirty-nine problem gamblers and 41 age, gender and estimated IQ-matched controls. Decision-making tasks included the Iowa Gambling Task (IGT) and a loss aversion task. The Prospect Valence Learning (PVL) model was used to provide an explanation of cognitive, motivational and response style factors involved in IGT performance. Overall, problem gamblers performed more poorly than controls on both the IGT (P = 0.04) and the loss aversion task (P = 0.01), and their IGT decisions were associated with heightened attention to gains (P = 0.003) and less consistency (P = 0.002). Strategic problem gamblers did not differ from matched controls on either decision-making task, but non-strategic problem gamblers performed worse on both the IGT (P = 0.006) and the loss aversion task (P = 0.02). Furthermore, we found differences in the PVL model parameters underlying strategic and non-strategic problem gamblers' choices on the IGT. Problem gamblers demonstrated poor decision-making under conditions of risk and ambiguity. Strategic (e.g. sports betting, poker) and non-strategic (e.g. electronic gaming machines) problem gamblers differed in decision-making and the underlying psychological processes associated with their decisions. © 2014 Society for the Study of Addiction.

Clinical assessment of organizational strategy: An examination of healthy adults.

PubMed

Banerjee, Pia; White, Desirée A

2015-06-01

During the assessment of patients with cognitive difficulties, clinicians often examine strategic processing, particularly the ability to use organization-based strategies to efficiently complete various tasks. Several commonly used neuropsychological tasks are currently thought to provide measures of organizational strategic processing, but empirical evidence for the construct validity of these strategic measures is needed before interpreting them as measuring the same underlying ability. This is particularly important for the assessment of organizational strategic processing because the measures span cognitive domains (e.g., memory strategy, language strategy) as well as types of organization. In the present study, 200 adults were administered cognitive tasks commonly used in clinical practice to assess organizational strategic processing. Factor analysis was used to examine whether these measures of organizational strategic processing, which involved different cognitive domains and types of organization, could be operationalized as measuring a unitary construct. A very good-fitting model of the data demonstrated no significant shared variance among any of the strategic variables from different tasks (root mean square error of approximation < .0001, standardized root-mean-square residual = .045, comparative fit index = 1.000). These findings suggest that organizational strategic processing is highly specific to the demands and goals of individual tasks even when tasks share commonalities such as involving the same cognitive domain. In the design of neuropsychological batteries involving the assessment of organizational strategic processing, it is recommended that various strategic measures across cognitive domains and types of organizational processing are selected as guided by each patient's individual cognitive difficulties. (c) 2015 APA, all rights reserved).

Strategic communication related to academic performance: Evidence from China.

PubMed

Zhao, Li; Chen, Lulu; He, Luwei; Heyman, Gail D

2017-09-01

We examined a range of forms of strategic communication relevant to academic performance among 151 seventh- and eleventh-grade adolescents in China. Participants were asked to rate the frequency of their engagement of strategic communication and to evaluate the possible motives for each strategy. The most commonly adopted strategy was to give a vague response about one's own performance, and the predominant motives for strategic communication were the desires to outcompete others, to be prosocial, and to be modest. Males were more likely than females to focus on gaining social approval, and eleventh graders were more likely than seventh graders to focus on being prosocial and modest when engaging in strategic communication. These findings provide insight into the development of strategic communication beyond Western culture. Statement of contribution What is already known on this subject? Adolescents in the West often hide their effort to appear more competent or to gain social acceptance. Little is known about other communication strategies related to academic performance. Little is known about the development of these strategies in non-Western samples. What does this study add? We show that in China, as in Western cultures, children often engage in strategic communication. We demonstrate links between different forms of strategic communication and specific motives. We demonstrate that strategic communication can be motivated by outcompeting others, by being prosocial, and by being modest. © 2017 The British Psychological Society.

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.

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…

The East Mediterranean Triangle at Crossroads

DTIC Science & Technology

2016-03-01

concerning the role of ground forces in achieving national security objectives. The Strategic Studies Institute publishes national security and...international audience, and honor Soldiers—past and present. STRATEGIC STUDIES INSTITUTE The Strategic Studies Institute (SSI) is part of the U.S...Army War College and is the strategic-level study agent for issues related to national security and military strategy with emphasis on geostrategic

Strategic Plan: Initiating an Orthopaedic Residency at Womack Army Medical Center

DTIC Science & Technology

2006-06-07

outlining WAMC’s strategy: analysis of Porter’s Five Forces Model; a Strategic Map for discovering competitive advantages and disadvantages ; identifying a...Figure 6. Strategic Map of Advantages and Disadvantages ............................... 27 Figure 7. Directional Strategy...analysis; analysis of Porter’s Five Forces Model; a strategic map for discovering competitive advantages and disadvantages ; identifying a directional

Cultivating strategic thinking skills.

PubMed

Shirey, Maria R

2012-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author presents an overview of strategic leadership and offers approaches for cultivating strategic thinking skills.

A Methodology to Assess the Strategic Benefits of New Production Technologies

DTIC Science & Technology

1990-01-01

does not capture these strategic advantage , that make new technologies attractive. Our methodology integrates investments in new pro- duction...capture these strategic advantages that make new technologies attractive. Our methodology integrates investments in new production technologies into the...focus on reducing labor costs, does not capture these strategic advantages that make new technologies attractive. In many cases, retaining the existing

Theater gateway closure: a strategic level barricade

DTIC Science & Technology

that at the strategic level the effects are based on the economic and diplomatic elements of the national power, affecting proportionally sustainment...Seven months of detrimental political implications, expensive effects on military operations, and strategic level barricades during 2011 and 2012 in...logistical planners at the strategic level can anticipate or mitigate the effects of a theater gateway closure on military operations. Through two

United States Strategic Plan for International Affairs.

DTIC Science & Technology

1998-01-01

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

Strategic planning: the first step in the planning process.

PubMed

Gelinas, Marc A

2003-01-01

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

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.

Strategic relatedness in mergers and financial performance: the case of the health maintenance organization industry in the United States.

PubMed

Weech-Maldonado, Robert

2002-11-01

Knowledge and identification of strategic factors associated with favourable post-acquisition performance can be of benefit to both managers and shareholders. From a management perspective, the identification of contextual factors that can influence postmerger performance is 'strategic' in nature, and should be considered in the analysis of future acquisitions. Within the context of the health maintenance organization (HMO) industry, this study examines the impact of strategic relatedness on postmerger financial performance. Strategic relatedness is conceptualized as similarity between the acquirer and target HMOs in terms of operational efficiency, marketing orientation, organizational structure and profit orientation. Regression analysis showed that similarity in operational efficiency and similarity in HMO structure were associated with better postmerger financial performance. However, marketing orientation similarity and profit orientation similarity were not significantly related to postmerger performance. This finding suggests that HMO mergers involving firms with similar strategic orientations and similar approaches to the delivery of care have greater strategic fit and experience better financial performance.

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.

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.

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

PubMed

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

1992-01-01

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

Sources and Information: Strategic Management.

ERIC Educational Resources Information Center

Palmer, Jim

1983-01-01

Provides an annotated bibliography of ERIC documents on strategic management, with emphasis on institutional responses to change, the role of the administrator in strategic management, budgeting and financial management, and institutional planning. (DMM)

Strategic Management of Resource Markets: An Exploratory Study of Department of Defense Contractors.

DTIC Science & Technology

1982-04-01

prime contractors focusing on (1) the operation and functional content of strategic management systems and their approaches to identifying, prioritizing...Introduction Strategic Planning for Procurement Approaches to Strategic Planning Relationship with the Procurement Process Organizational Demands Studies...planning/management with the same skill, content and commitment, what suggested improvements can come from a study of the approaches used by the more

Mastering the Gray Zone: Understanding a Changing Era of Conflict

DTIC Science & Technology

2015-12-01

debate concerning the role of ground forces in achieving national security objectives. The Strategic Studies Institute publishes national security and...an international audience, and honor soldiers—past and present. STRATEGIC STUDIES INSTITUTE The Strategic Studies Institute (SSI) is part of the...U.S. Army War College and is the strategic-level study agent for issues related to national security and military strategy with emphasis on

NATO Cyberspace Capability: A Strategic and Operational Evolution

DTIC Science & Technology

2016-06-01

Coalition 2012 was run concur- 24 rently with the annual NATO Crisis Management Ex - ercise (CMX), an internal command post exercise that does not involve...concerning the role of ground forces in achieving national security objectives. The Strategic Studies Institute publishes national security and...international audience, and honor Soldiers—past and present. STRATEGIC STUDIES INSTITUTE The Strategic Studies Institute (SSI) is part of the U.S

Alternative World Scenarios for Strategic Planning

DTIC Science & Technology

1988-01-20

STRATEGIC STUDIES INSTITUTE U.S. ARMY WAR COLLEGE CARLISLE BARRACKS, PENNSYLVANIA 17013-5050 20 JANUARY 198 ACN 81001 Lfl 0ALTERNATIVE WORLD...Howard D. Graves STRATEGIC STUDIES INSTITUTE Director Colonel Thomas R. Stone Author Charles W. Tayloi Editor Marianne P. Cowling Secretary Shirley A...Shearer STRATEGIC STUDIES INSTITUTE U.S. ARMY WAR COLLEGE Carlisle Barracks, Pennsylvania 17013-5050 20 January 1988 ACN 88001 4e 4’ ALTERNATIVE

Department of Defense Civilian Human Resources Strategic Plan

DTIC Science & Technology

2005-04-01

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

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.

Implications of Sino-American Strategic Competition on Southeast Asia’s Post-Cold War Regional Order

DTIC Science & Technology

2003-12-01

NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORNIA THESIS IMPLICATIONS OF SINO-AMERICAN STRATEGIC COMPETITION ON SOUTHEAST ASIA’S...Implications of Sino-American Strategic Competition on Southeast Asia’s Post-Cold War Regional Order 5. FUNDING NUMBERS 6. AUTHOR Sidharto R...IMPLICATIONS OF SINO-AMERICAN STRATEGIC COMPETITION ON SOUTHEAST ASIA’S POST-COLD WAR REGIONAL ORDER Sidharto R. Suryodipuro Civilian, Foreign

The United States’ Strategic Insecurity-The Oil Nexus

DTIC Science & Technology

2010-06-11

THE UNITED STATES’ STRATEGIC INSECURITY -THE OIL NEXUS A thesis presented to the Faculty of the U.S. Army Command and General...AND SUBTITLE The United States’ Strategic Insecurity -The Oil Nexus 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6...Candidate: Major John A. Gagan Thesis Title: The United States’ Strategic Insecurity -The Oil Nexus Approved by: , Thesis Committee

Transformation and Change Management for Strategic Leaders

DTIC Science & Technology

2002-04-09

TRANSFORMATION AND CHANGE MANAGEMENT FOR STRATEGIC LEADERS BY MR. KENNETH L. WRIGHT Department of the Army DISTRIBUTION STATEMENT A: Approved for Public...PROJECT TRANSFORMATION AND CHANGE MANAGEMENT FOR STRATEGIC LEADERS BY MR. KENNETH L. WRIGHT DEPARTMENT OF THE ARMY Dr. Robert M. Murphy Project Advisor The...STRATEGIC LEADERS FORMAT: Strategy Research Project DATE: 09 April 2002 PAGES: 33 CLASSIFICATION: Unclassified The objective of this work is to examine

Preparing for War Moscow Facing an Arc of Crisis

DTIC Science & Technology

2016-12-01

concerning the role of ground forces in achieving national security objectives. The Strategic Studies Institute publishes national security and...international audience, and honor Soldiers—past and present. STRATEGIC STUDIES INSTITUTE The Strategic Studies Institute (SSI) is part of the U.S...Army War College and is the strategic-level study agent for issues related to national security and military strategy with emphasis on geostrategic

A Primer on Strategic Financial Assessments.

ERIC Educational Resources Information Center

Richman, Naomi; Fitzgerald, Susan

2003-01-01

Describes how to perform a strategic financial assessment to enable the board to understand the fundamental internal and external challenges and opportunities confronting the institution when decision making and strategic capital planning. (EV)

Conceptualizing strategic environmental assessment: Principles, approaches and research directions

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

Noble, Bram, E-mail: b.noble@usask.ca; Nwanekezie, Kelechi

Increasing emphasis has been placed in recent years on transitioning strategic environmental assessment (SEA) away from its environmental impact assessment (EIA) roots. Scholars have argued the need to conceptualize SEA as a process designed to facilitate strategic thinking, thus enabling transitions toward sustainability. The practice of SEA, however, remains deeply rooted in the EIA tradition and scholars and practitioners often appear divided on the nature and purpose of SEA. This paper revisits the strategic principles of SEA and conceptualizes SEA as a multi-faceted and multi-dimensional assessment process. It is suggested that SEA can be conceptualized as series of approaches operatingmore » along a spectrum from less to more strategic – from impact assessment-based to strategy-based – with each approach to SEA differentiated by the specific objectives of SEA application and the extent to which strategic principles are reflected in its design and implementation. Advancing the effectiveness of SEA requires a continued research agenda focused on improving the traditional SEA approach, as a tool to assess the impacts of policies, plans and programs (PPPs). Realizing the full potential of SEA, however, requires a new research agenda — one focused on the development and testing of a deliberative governance approach to SEA that can facilitate strategic innovations in PPP formulation and drive transitions in short-term policy and initiatives based on longer-term thinking. - Highlights: • SEA facilitates strategic thinking, enabling transitions toward sustainability. • SEA is conceptualized as a spectrum of approaches, from IA-based to strategy-based. • Each approach variably emphasizes strategic principles in its design and practice. • There is no one conceptualization of SEA that is best, SEA is fit for PPP purpose. • Research is needed to advance SEA to facilitate strategic PPP transformations.« less

The Northeastern Research Station Strategic Framework: Regional Focus, Global Perspective

Treesearch

Northeastern Research Station

2000-01-01

The Northeastern Research Station Strategic Framework sets forth the strategic goals to provide information and technology required to ensure the sustainability of Northeastern forests and the goods and services they provide.

77 FR 37683 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-22

... update of strategic plans and performance goals. Oversees the CMS Challenge Competition, working with... strategic plans with Department of Health and Human Services' 5-year strategic plan and performance goals...

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

NASA Technical Reports Server (NTRS)

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

1983-01-01

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

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.

Ignoring the Obvious: The Influence of Islamism in America

DTIC Science & Technology

2008-06-13

footing in America, but they philosophically differed in the ways and means undertaken to secure the strategic vision. The BPP , regardless of strategic ...terroristic causes. CIST is an integral part of the strategic success in combating terrorism. CIST erodes the appeal to extremist ideology, an adversary’s...perceived strategic center of gravity. An examination of the proliferation of radical Muslim doctrine indicates that the goal of its strategy is

U.S. Governmental Information Operations and Strategic Communications: A Discredited Tool or User Failure? Implications for Future Conflict

DTIC Science & Technology

2013-12-01

U.S. GOVERNMENTAL INFORMATION OPERATIONS AND STRATEGIC COMMUNICATIONS : A DISCREDITED TOOL OR USER FAILURE? IMPLICATIONS FOR FUTURE CONFLICT Steve...TYPE 3. DATES COVERED 00-00-2013 to 00-00-2013 4. TITLE AND SUBTITLE U.S. Governmental Information Operations and Strategic Communications : A ...GOVERNMENTAL INFORMATION OPERATIONS AND STRATEGIC COMMUNICATIONS : A DISCREDITED TOOL OR USER FAILURE? IMPLICATIONS FOR FUTURE CONFLICT Steve Tatham

Unmanned Aerial Systems: Air Force and Army Should Improve Strategic Human Capital Planning for Pilot Workforces

DTIC Science & Technology

2017-01-01

UNMANNED AERIAL SYSTEMS Air Force and Army Should Improve Strategic Human Capital Planning for Pilot Workforces...Should Improve Strategic Human Capital Planning for Pilot Workforces What GAO Found The Air Force and the Army have not fully applied four of the five...key principles for effective strategic human capital planning for managing pilots of unmanned aerial systems (UAS) that are important for resolving

Reforming Pentagon Strategic Decisionmaking. Strategic Forum. Number 221, July 2006

DTIC Science & Technology

2006-07-01

capability that would improve Pentagon decisionmaking. Blink and Think It is commonly assumed that people can and should make decisions as rationally ... rationality ,” which not only helps them make decisions but also introduces a range of nonrational psychologi- cal factors into their thinking. An otherwise...decisionmaking shortcuts that limit their ability to make rational decisions . Strategic Forum No. 221July 2006 Institute for National Strategic Studies

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

ERIC Educational Resources Information Center

Miller, Queinnise; Kritsonis, William A.

2009-01-01

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

Strategic 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.

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.

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

PubMed

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

2015-01-01

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

More than just fun and games: the longitudinal relationships between strategic video games, self-reported problem solving skills, and academic grades.

PubMed

Adachi, Paul J C; Willoughby, Teena

2013-07-01

Some researchers have proposed that video games possess good learning principles and may promote problem solving skills. Empirical research regarding this relationship, however, is limited. The goal of the presented study was to examine whether strategic video game play (i.e., role playing and strategy games) predicted self-reported problem solving skills among a sample of 1,492 adolescents (50.8 % female), over the four high school years. The results showed that more strategic video game play predicted higher self-reported problem solving skills over time than less strategic video game play. In addition, the results showed support for an indirect association between strategic video game play and academic grades, in that strategic video game play predicted higher self-reported problem solving skills, and, in turn, higher self-reported problem solving skills predicted higher academic grades. The novel findings that strategic video games promote self-reported problem solving skills and indirectly predict academic grades are important considering that millions of adolescents play video games every day.

Conservation of strategic metals

NASA Technical Reports Server (NTRS)

Stephens, J. R.

1982-01-01

A long-range program in support of the aerospace industry aimed at reducing the use of strategic materials in gas turbine engines is discussed. The program, which is called COSAM (Conservation of Strategic Aerospace Materials), has three general objectives. The first objective is to contribute basic scientific understanding to the turbine engine technology bank so that our national security is not jeopardized if our strategic material supply lines are disrupted. The second objective is to help reduce the dependence of United States military and civilian gas turbine engines on worldwide supply and price fluctuations in regard to strategic materials. The third objective is, through research, to contribute to the United States position of preeminence in the world gas turbine engine markets by minimizing the acquisition costs and optimizing the performance of gas turbine engines. Three major research thrusts are planned: strategic element substitution; advanced processing concepts; and alternate material identification. Results from research and any required supporting technology will give industry the materials technology options it needs to make tradeoffs in material properties for critical components against the cost and availability impacts related to their strategic metal content.

Laboratory Directed Research and Development Program FY2011

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

none, none

2012-04-27

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

Strategic Development for Middle School Students Struggling With Fractions: Assessment and Intervention.

PubMed

Zhang, Dake; Stecker, Pamela; Huckabee, Sloan; Miller, Rhonda

2016-09-01

Research has suggested that different strategies used when solving fraction problems are highly correlated with students' problem-solving accuracy. This study (a) utilized latent profile modeling to classify students into three different strategic developmental levels in solving fraction comparison problems and (b) accordingly provided differentiated strategic training for students starting from two different strategic developmental levels. In Study 1 we assessed 49 middle school students' performance on fraction comparison problems and categorized students into three clusters of strategic developmental clusters: a cross-multiplication cluster with the highest accuracy, a representation strategy cluster with medium accuracy, and a whole-number strategy cluster with the lowest accuracy. Based on the strategic developmental levels identified in Study 1, in Study 2 we selected three students from the whole-number strategy cluster and another three students from the representation strategy cluster and implemented a differentiated strategic training intervention within a multiple-baseline design. Results showed that both groups of students transitioned from less advanced to more advanced strategies and improved their problem-solving accuracy during the posttest, the maintenance test, and the generalization test. © Hammill Institute on Disabilities 2014.

Strategic management of health care information systems: nurse managers' perceptions.

PubMed

Lammintakanen, Johanna; Kivinen, Tuula; Saranto, Kaija; Kinnunen, Juha

2009-01-01

The aim of this study is to describe nurse managers' perceptions of the strategic management of information systems in health care. Lack of strategic thinking is a typical feature in health care and this may also concern information systems. The data for this study was collected by eight focus group interviews including altogether 48 nurse managers from primary and specialised health care. Five main categories described the strategic management of information systems in health care; IT as an emphasis of strategy; lack of strategic management of information systems; the importance of management; problems in privacy protection; and costs of IT. Although IT was emphasised in the strategies of many health care organisations, a typical feature was a lack of strategic management of information systems. This was seen both as an underutilisation of IT opportunities in health care organisations and as increased workload from nurse managers' perspective. Furthermore, the nurse managers reported that implementation of IT strengthened their managerial roles but also required stronger management. In conclusion, strategic management of information systems needs to be strengthened in health care and nurse managers should be more involved in this process.

Exploring Strategic Maturity in HRD--Rhetoric, Aspiration or Reality?

ERIC Educational Resources Information Center

McCracken, Martin; Wallace, Mary

2000-01-01

A study investigated the hypothesis that strategic human resource development shapes rather than supports corporate strategy. Data from 96 companies were used to analyze and revise a model of strategic partnerships. (Contains 92 references.) (SK)

2014 Strategic Sustainability Performance Plan

DTIC Science & Technology

2014-06-30

Strategic Sourcing Initiatives, such as Blanket Purchase Agreements ( BPAs ) for office products and imaging equipment, which include sustainable...end of FY2014. Use Federal Strategic Sourcing Initiatives, such as Blanket Purchase Agreements ( BPAs ) Yes USACE is required to participate in

Strategic Investments Overview

NASA Technical Reports Server (NTRS)

Comstock, Doug

2004-01-01

This viewgraph presentation provides an overview of the organizational hierarchy for strategic management and strategic investments at NASA. The presentation also relates these topics to the budgets it submits to Congress, strategies for space exploration research and development, and systems analysis.

The Science of Strategic Communication

EPA Science Inventory

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 s...

U.S. Department of Transportation strategic plan

DOT National Transportation Integrated Search

2010-01-01

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

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

NASA Technical Reports Server (NTRS)

Bankston, Perry

2005-01-01

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

Strategic Control Algorithm Development : Volume 4A. Computer Program Report.

DOT National Transportation Integrated Search

1974-08-01

A description of the strategic algorithm evaluation model is presented, both at the user and programmer levels. The model representation of an airport configuration, environmental considerations, the strategic control algorithm logic, and the airplan...

Strategic Control Algorithm Development : Volume 4B. Computer Program Report (Concluded)

DOT National Transportation Integrated Search

1974-08-01

A description of the strategic algorithm evaluation model is presented, both at the user and programmer levels. The model representation of an airport configuration, environmental considerations, the strategic control algorithm logic, and the airplan...

India’s Evolving Nuclear Force and Its Implications for U.S. Strategy in the Asia-Pacific

DTIC Science & Technology

2016-06-01

concerning the role of ground forces in achieving national security objectives. The Strategic Studies Institute publishes national security and...international audience, and honor Soldiers—past and present. STRATEGIC STUDIES INSTITUTE The Strategic Studies Institute (SSI) is part of the U.S...Army War College and is the strategic-level study agent for issues related to national security and military strategy with emphasis on geostrategic

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

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

DTIC Science & Technology

1998-01-01

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

Strategic Anslysis of Two Joint Contingency Operations: Lebanon 1958 and Dominican Republic 1965

DTIC Science & Technology

1989-01-01

political aims in Lebanon 1958 and the Dominican Republic 1965. The study uses the Strategic Analysis Model, developed at the Command and General Staff...employment and be followed by political negotiations with participation by all factions. U UNCLASS IFIED STRATEGIC ANALYSIS OF TWO JOINT CONTINGENCY...United States use of military power to achieve political aims in Lebanon 1958 and the Dominican Republic 1965. The study uses the Strategic Analysis

Proposal and Justification for Establishing Strategic Technology Information Analysis Center.

DTIC Science & Technology

1981-12-04

decision to establish a Strategic Technology Information Analysis Center (STIAC). This Center would provide a mission-oriented focus for Strategic Technology...SECTION 1. INTRODUCTION This proposal provides the Defense Logistic Agency with the following critical data to assist them in making the decision on...time consuming for the strategic BID community to acquire. 1.2 EVOLVING NEED FOR STIAC The need for a STIAC has been surfacing along multiple paths

The Role of the Office of Strategic Services in Operation Torch

DTIC Science & Technology

2008-06-13

THE ROLE OF THE OFFICE OF STRATEGIC SERVICES IN OPERATION TORCH A thesis presented to the Faculty of the U.S. Army Command and...NUMBER 5b. GRANT NUMBER 4. TITLE AND SUBTITLE THE ROLE OF THE OFFICE OF STRATEGIC SERVICES IN OPERATION TORCH 5c. PROGRAM ELEMENT NUMBER...Candidate: MAJ Thomas W. Dorrel, Jr. Thesis Title: THE ROLE OF THE OFFICE OF STRATEGIC SERVICES IN OPERATION TORCH Approved by

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

DTIC Science & Technology

1991-07-01

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

Lessons Learned from U.S. Government Law Enforcement in International Operations

DTIC Science & Technology

2010-12-01

NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) U.S. Army War College,Strategic Studies Institute,122 Forbes Avenue,Carlisle,PA,17013 8...the Department of the Army, the Department of Defense, or the U.S. Government. Authors of Strategic Studies Institute (SSI) publica- tions enjoy full...Director, Strategic Studies Institute, U.S. Army War College, 122 Forbes Ave, Carlisle, PA 17013-5244. ***** All Strategic Studies Institute (SSI

In Service to the Nation: Air Force Research Institute Strategic Concept for 2018-2023

DTIC Science & Technology

2009-01-01

must integrate at every level of operational planning and execution. The key to successful strategic communication lies in understanding that de ...Institute strategic concept for 2018–2023 / John A. Shaud. p. ; cm. Includes bibliographical references. ISBN 978-1-58566-189-3 1. Military planning ...United States. 2. United States—Air Force—Forecasting. 3. Strategic plan - ning—United States—Military aspects. 4. United States—Air Force—Operational

Strategic Talk in Film.

PubMed

Payr, Sabine; Skowron, Marcin; Dobrosovestnova, Anna; Trapp, Martin; Trappl, Robert

2017-01-01

Conversational robots and agents are being designed for educational and/or persuasive tasks, e.g., health or fitness coaching. To pursue such tasks over a long time, they will need a complex model of the strategic goal, a variety of strategies to implement it in interaction, and the capability of strategic talk. Strategic talk is incipient ongoing conversation in which at least one participant has the objective of changing the other participant's attitudes or goals. The paper is based on the observation that strategic talk can stretch over considerable periods of time and a number of conversational segments. Film dialogues are taken as a source to develop a model of the strategic talk of mentor characters. A corpus of film mentor utterances is annotated on the basis of the model, and the data are interpreted to arrive at insights into mentor behavior, especially into the realization and sequencing of strategies.

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.

Successful strategic planning: creating clarity.

PubMed

Adams, Jim

2005-01-01

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

Establishing strategic alliance among hospitals through SAIS: a case study in Taiwan.

PubMed

Hung, Won-Fu; Hwang, Hsin-Ginn; Liao, Chechen

2005-01-01

Due to a reformed healthcare insurance system and a gradually decreasing public affairs' budget by the government year by year, Central Taiwan Office (CTO), the Department of Health (DOH) in Taiwan, initiated a strategic alliance project of the hospitals subordinated to the DOH in November, 2001. This project was a five-year plan with an attempt to expand and develop three more strategic alliances covering the northern, southern and eastern regions of Taiwan respectively. Through a cooperative system, such an alliance allows the following: resource sharing, technique collaboration, marketing affiliations and so on. In order to decrease operation management costs and improve the quality of service at hospitals, the strategic alliance practice is supported by IS. We call this alignment the IS-enabled strategic alliance. All the IS-enabled functions are supported by the Strategic Alliance Information System (SAIS). In this article, the SAIS developed by the CTO of the DOH is introduced.

How Do Airlines Perceive That Strategic Alliances Affect Their Individual Branding?

NASA Technical Reports Server (NTRS)

Kalligiannis, Konstantinos; Iatrou, Kostas; Mason, Keith

2006-01-01

Much research has been carried out to evaluate the impact of strategic alliance membership on the performance of airlines. However it would be of interest to identify how airlines perceive this impact in terms of branding by each of the three global alliance groupings. It is the purpose of this paper to gather the opinion of airlines, belonging to the three strategic alliance groups, on the impact that the strategic alliance brands have had on their individual brands and how do they perceive that this impact will change in the future. To achieve this, a comprehensive survey of the alliance management and marketing departments of airlines participating in the three global strategic alliances was required. The results from this survey give an indication whether the strategic airline alliances, which are often referred to as marketing agreements, enhance, damage or have no impact on the individual airline brands.

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.

Supporting students' strategic competence: a case of a sixth-grade mathematics classroom

NASA Astrophysics Data System (ADS)

Özdemir, İ. Elif Yetkin; Pape, Stephen J.

2012-06-01

Mathematics education research has documented several classroom practices that might influence student self-regulation. We know little, however, about the ways these classroom practices could be structured in real classroom settings. In this exploratory case study, we purposefully selected a sixth-grade mathematics teacher who had participated in a professional development program focussed on NCTM standards and SRL in the mathematics classroom for extensive classroom observation. The purpose was to explore how and to what extend she structured classroom practices to support strategic competence in her students. Four features of classroom practices were found as evidence for how strategic competence was potentially supported in this classroom: (a) allowing autonomy and shared responsibility during the early stages of learning, (b) focusing on student understanding, (c) creating contexts for students to learn about strategic learning and to exercise strategic behaviour, and (d) helping students to personalise strategies by recognising their ideas and strategic behaviours.

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

What does God know? Supernatural agents' access to socially strategic and non-strategic information.

PubMed

Purzycki, Benjamin G; Finkel, Daniel N; Shaver, John; Wales, Nathan; Cohen, Adam B; Sosis, Richard

2012-07-01

Current evolutionary and cognitive theories of religion posit that supernatural agent concepts emerge from cognitive systems such as theory of mind and social cognition. Some argue that these concepts evolved to maintain social order by minimizing antisocial behavior. If these theories are correct, then people should process information about supernatural agents' socially strategic knowledge more quickly than non-strategic knowledge. Furthermore, agents' knowledge of immoral and uncooperative social behaviors should be especially accessible to people. To examine these hypotheses, we measured response-times to questions about the knowledge attributed to four different agents--God, Santa Claus, a fictional surveillance government, and omniscient but non-interfering aliens--that vary in their omniscience, moral concern, ability to punish, and how supernatural they are. As anticipated, participants respond more quickly to questions about agents' socially strategic knowledge than non-strategic knowledge, but only when agents are able to punish. Copyright © 2012 Cognitive Science Society, Inc.

Strategic Talk in Film

PubMed Central

Payr, Sabine; Skowron, Marcin; Dobrosovestnova, Anna; Trapp, Martin; Trappl, Robert

2017-01-01

ABSTRACT Conversational robots and agents are being designed for educational and/or persuasive tasks, e.g., health or fitness coaching. To pursue such tasks over a long time, they will need a complex model of the strategic goal, a variety of strategies to implement it in interaction, and the capability of strategic talk. Strategic talk is incipient ongoing conversation in which at least one participant has the objective of changing the other participant’s attitudes or goals. The paper is based on the observation that strategic talk can stretch over considerable periods of time and a number of conversational segments. Film dialogues are taken as a source to develop a model of the strategic talk of mentor characters. A corpus of film mentor utterances is annotated on the basis of the model, and the data are interpreted to arrive at insights into mentor behavior, especially into the realization and sequencing of strategies. PMID:29375243

Definitions of Tactical and Strategic: An Informal Study

NASA Technical Reports Server (NTRS)

Schutte, Paul C.

2004-01-01

Seventeen subject matter experts defined tactical and strategic within the aviation domain. They provided five verbs and a sentence describing both behaviors. The verbs for strategic behavior were Plan, Think, Arrange, Formulate, Intend, Devise, Anticipate, and Order. The verbs for tactical behavior were Act, Fly, Respond, Do, Avoid, Control, React, and Move. Verbs that were common to both were Get Information, Navigate, Know, Execute, Manage, Perceive, Understand, Direct, Concentrate, and Point. The responses highlight the difference between planning (strategic) and carrying out those plans (tactical). Tactical verbs are more action-oriented that change the state of the world after they have been accomplished. Strategic verbs are more prescriptive in that they do not change the state of the world but offer a procedure or program for changing the world. The pilot is in a tactical mode when actually moving the aircraft and in a strategic mode when thinking about moving it.

Neural correlates of depth of strategic reasoning in medial prefrontal cortex

PubMed Central

Coricelli, Giorgio; Nagel, Rosemarie

2009-01-01

We used functional MRI (fMRI) to investigate human mental processes in a competitive interactive setting—the “beauty contest” game. This game is well-suited for investigating whether and how a player's mental processing incorporates the thinking process of others in strategic reasoning. We apply a cognitive hierarchy model to classify subject's choices in the experimental game according to the degree of strategic reasoning so that we can identify the neural substrates of different levels of strategizing. According to this model, high-level reasoners expect the others to behave strategically, whereas low-level reasoners choose based on the expectation that others will choose randomly. The data show that high-level reasoning and a measure of strategic IQ (related to winning in the game) correlate with the neural activity in the medial prefrontal cortex, demonstrating its crucial role in successful mentalizing. This supports a cognitive hierarchy model of human brain and behavior. PMID:19470476

Strategic Control Algorithm Development : Volume 2A. Technical Report.

DOT National Transportation Integrated Search

1974-08-01

The technical report presents a detailed description of the strategic control functional objectives, followed by a presentation of the basic strategic control algorithm and how it evolved. Contained in this discussion are results of analyses that con...

Strategic Control Algorithm Development : Volume 2B. Technical Report (Concluded)

DOT National Transportation Integrated Search

1974-08-01

The technical report presents a detailed description of the strategic control functional objectives, followed by a presentation of the basic strategic control algorithm and how it evolved. Contained in this discussion are the results of analyses that...

The PVCC Strategic Plan.

ERIC Educational Resources Information Center

Piedmont Virginia Community Coll., Charlottesville, VA.

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

Strategic information systems planning for health service providers.

PubMed

Moriarty, D D

1992-01-01

There is significant opportunity for health service providers to gain competitive advantage through the innovative use of strategic information systems. This analysis presents some key strategic information systems issues that will enable managers to identify opportunities within their organizations.

Charting a new course in transportation : transportation strategic planning seminars

DOT National Transportation Integrated Search

1993-01-01

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

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 strategic security officer.

PubMed

Hodges, Charles

2014-01-01

This article discusses the concept of the strategic security officer, and the potential that it brings to the healthcare security operational environment. The author believes that training and development, along with strict hiring practices, can enable a security department to reach a new level of professionalism, proficiency and efficiency. The strategic officer for healthcare security is adapted from the "strategic corporal" concept of US Marine Corps General Charles C. Krulak which focuses on understanding the total force implications of the decisions made by the lowest level leaders within the Corps (Krulak, 1999). This article focuses on the strategic organizational implications of every security officer's decisions in the constantly changing and increasingly volatile operational environment of healthcare security.

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.

Innovation, Technology and Decision Making: A Perspective for Strategic Action in Firms

NASA Technical Reports Server (NTRS)

Mulenburg, Gerald M.

2002-01-01

Innovation, technology, and the making of decisions are tightly intertwined in what can generally be called, strategic decision making. Although true for all firms, it is especially true in innovative, high technology firms that operate in a turbulent, fast moving environment where strategic decisions must be made accurately and quickly to survive. This paper looks at some factors reported in the literature that affect how and why the strategic decision process is so important, especially in companies in fast-moving, competitive environments. The work of several prominent authors who looked critically at past theory and research, and the current state of knowledge and practice, provides a perspective of how firms make strategic decisions.

Enabling Others to Win in a Complex World: Maximizing Security Force Assistance Potential in the Regionally Aligned Brigade Combat Team

DTIC Science & Technology

2015-12-01

concerning the role of ground forces in achieving national security objectives. The Strategic Studies Institute publishes national security and...international audience, and honor soldiers—past and present. STRATEGIC STUDIES INSTITUTE The Strategic Studies Institute (SSI) is part of the U.S...Army War College and is the strategic-level study agent for issues related to national security and military strategy with emphasis on geostrategic

Strategic planning: today's hot buttons.

PubMed

Bohlmann, R C

1998-01-01

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

To Wield Excalibur: Seeking Unity of Effort in Joint Information Operations

DTIC Science & Technology

2002-06-07

University of Michigan. In 1994, they co-authored a book called “Competing for the Future” in which they introduce the concepts of strategic intent ... strategic architecture, and then to help “build” that future. According to Hamel and Prahalad , a strategic architecture is a “high-level blueprint for the...Figure 6: Develop JIO Intellectual Leadership. It shows that the JIOST would be responsible for setting the Strategic Intent of our IO efforts

Report of the Defense Science Board Task Force on Strategic Communication

DTIC Science & Technology

2008-01-01

America’s interests and values. This view of the Defense Science Board remains unchanged in this, its third study on the topic of strategic...Science Board’s third report in a decade on strategic communication. The world has changed and so have our views. We remain steadfast in our belief that...Despite Progress, Much Remains to be Done In 2004, this task force found “tactical achievements” in strategic communication, notably in public affairs

Milestones in Strategic Arms Control, 1945 2000: United States Air Force Roles and Outcomes

DTIC Science & Technology

2002-09-01

J. Robert Oppenheimer (wartime director of Los Alamos who now was at the University of California at Berkeley). Oppenheimer was the principal author...Foundations for strategic arms control, 1945 –1968 -- Strategic arms limitations, 1969–1980 -- The Reagan years , 1981–1988 -- Strategic arms reductions, 1989...The Air Force Plans for Peace, 1943 – 1945 (Baltimore, Md.: Johns Hopkins University Press, 1970), 16. 15. Copies of the tasking memo and the report

Strategic Forum. Number 274. January 2012. Raising Our Sights: Russian-American Strategic Restraint in an Age of Vulnerability

DTIC Science & Technology

2012-01-01

leader. Although Russians remain wary of the United States, perpetuating and accenting American- Russian dif- ferences is no longer the formula for...truly seek a nonadversarial relationship, each can agree not to be the Raising Our Sights: Russian - American Strategic Restraint in an Age of...Raising Our Sights: Russian -American Strategic Restraint in an Age of Vulnerability 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT

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

PubMed

Newhouse, John J

2010-11-01

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

Certainty is Illusion: The Myth of Strategic Guidance

DTIC Science & Technology

2015-06-21

faced an uphill battle with the British. Outlining the American position, Eisenhower wrote that Gymnast was “strategically unsound as an operation...Certainty is Illusion: The Myth of Strategic Guidance A Monograph by Lieutenant Colonel Matthew C. Gaetke United States...

75 FR 13294 - National Boating Safety Advisory Council

Federal Register 2010, 2011, 2012, 2013, 2014

2010-03-19

... the strategic planning process and any new issues or factors that could impact, or contribute to, the...) Recreational Boating Safety Strategic Planning Subcommittee meeting. Saturday, April 17, 2010: (12) Recreational Boating Safety Strategic Planning Subcommittee meeting (Cont.). (13) Prevention through People...

Strategic Decision Making Paradigms: A Primer for Senior Leaders

DTIC Science & Technology

2012-08-01

MAKING Strategic decisions are non-routine and involve both the art of leadership and the science of management. Routine decisions of how to...article are drawn from the social psychology, organizational behavior, sociology, and public administration literature. STRATEGIC DECISION

MnDOT Library strategic plan : final report.

DOT National Transportation Integrated Search

2017-06-01

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

Strategic Communication and its Utility in Ecosystem Service Science

EPA Science Inventory

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 s...

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

NASA Technical Reports Server (NTRS)

Coulter, Dan; Bankston, Perry

2005-01-01

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

A Database of Systems Management Cases

DTIC Science & Technology

1990-09-01

of weapons systems that effectively meet threats and national strategic objectives (28). Vanguard was the responsibility of HQ AFSC/ XRP , the Long...control of the process located in XRP . These areas were strategic offense; strategic defense; tactical; command, control, and communication (C3

Strategic Planning and Information Systems.

ERIC Educational Resources Information Center

Shuman, Jack N.

1982-01-01

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

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

PubMed

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

2015-01-01

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

Impact of Tactical and Strategic Weather Avoidance on Separation Assurance

NASA Technical Reports Server (NTRS)

Refai, Mohamad S.; Windhorst, Robert

2011-01-01

The ability to keep flights away from weather hazards while maintaining aircraft-to-aircraft separation is critically important. The Advanced Airspace Concept is an automation concept that implements a ground-based strategic conflict resolution algorithm for management of aircraft separation. The impact of dynamic and uncertain weather avoidance on this concept is investigated. A strategic weather rerouting system is integrated with the Advanced Airspace Concept, which also provides a tactical weather avoidance algorithm, in a fast time simulation of the Air Transportation System. Strategic weather rerouting is used to plan routes around weather in the 20 minute to two-hour time horizon. To address forecast uncertainty, flight routes are revised at 15 minute intervals. Tactical weather avoidance is used for short term trajectory adjustments (30 minute planning horizon) that are updated every minute to address any weather conflicts (instances where aircraft are predicted to pass through weather cells) that are left unresolved by strategic weather rerouting. The fast time simulation is used to assess the impact of tactical weather avoidance on the performance of automated conflict resolution as well as the impact of strategic weather rerouting on both conflict resolution and tactical weather avoidance. The results demonstrate that both tactical weather avoidance and strategic weather rerouting increase the algorithm complexity required to find aircraft conflict resolutions. Results also demonstrate that tactical weather avoidance is prone to higher airborne delay than strategic weather rerouting. Adding strategic weather rerouting to tactical weather avoidance reduces total airborne delays for the reported scenario by 18% and reduces the number of remaining weather violations by 13%. Finally, two features are identified that have proven important for strategic weather rerouting to realize these benefits; namely, the ability to revise reroutes and the use of maneuvers that start far ahead of encountering a weather cell when rerouting around weather.

Action learning: a tool for the development of strategic skills for Nurse Consultants?

PubMed

Young, Sarah; Nixon, Eileen; Hinge, Denise; McFadyen, Jan; Wright, Vanessa; Lambert, Pauline; Pilkington, Carolyn; Newsome, Christine

2010-01-01

This paper will discuss the process of action learning and the outcomes of using action learning as a tool to achieve a more strategic function from Nurse Consultant posts. It is documented that one of the most challenging aspect of Nurse Consultant roles, in terms of leadership, is the strategic contribution they make at a senior corporate Trust level, often across organizations and local health economies. A facilitated action learning set was established in Brighton, England, to support the strategic leadership development of eight nurse consultant posts across two NHS Trusts. Benefits to patient care, with regard to patient pathways and cross-organizational working, have been evident outcomes associated with the nurse consultant posts involved in the action learning set. Commitment by organizational nurse leaders is essential to address the challenges facing nurse consultants to implement change at strategic levels. The use of facilitated action learning had been a successful tool in developing the strategic skills of Nurse Consultant posts within this setting. Action learning sets may be successfully applied to a range of senior nursing posts with a strategic remit and may assist post holders in achieving better outcomes pertinent to their roles.

Sandia National Laboratories: Strategic Partnership Projects, Non-Federal

Science.gov Websites

Technology Partnerships Business, Industry, & Non-Profits Government Universities Center for Development Agreement (CRADA) Strategic Partnership Projects, Non-Federal Entity (SPP/NFE) Agreements New Sandia Strategic Partnership Projects, Non-Federal Entity (SPP/NFE) Agreements Alt text Potential

Strategic Risk Assessment

NASA Technical Reports Server (NTRS)

Derleth, Jason; Lobia, Marcus

2009-01-01

This slide presentation provides an overview of the attempt to develop and demonstrate a methodology for the comparative assessment of risks across the entire portfolio of NASA projects and assets. It includes information about strategic risk identification, normalizing strategic risks, calculation of relative risk score, and implementation options.

Rocky Mountain Research Station: 2008 Strategic Framework Update

Treesearch

Lane Eskew

2009-01-01

The Rocky Mountain Research Station's 2008 Strategic Framework Update is an addendum to the 2003 RMRS Strategic Framework. It focuses on critical natural resources research topics over the next five to 10 years when we will see continued, if not accelerated, socioeconomic and...

State of Tennessee strategic highway safety plan

DOT National Transportation Integrated Search

2007-08-01

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

The science of Strategic Communication and its utility in natural resource management

EPA Science Inventory

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 si...

Strategic Planning for Higher Education.

ERIC Educational Resources Information Center

Kotler, Philip; Murphy, Patrick E.

1981-01-01

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

NASA's Human Planetary Landing Systems Capability Roadmap Development: General Background and Introduction

NASA Technical Reports Server (NTRS)

Mueller, Rob

2005-01-01

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

Strategic Marketing for Educational Systems.

ERIC Educational Resources Information Center

Hanson, E. Mark; Henry, Walter

1992-01-01

Private-sector strategic marketing processes can significantly benefit schools desiring to develop public confidence and support and establish guidelines for future development. This article defines a strategic marketing model for school systems and articulates the sequence of related research and operational steps comprising it. Although schools…

Managing Uncertainty: Thinking and Planning Strategically.

ERIC Educational Resources Information Center

Lorenzo, Albert L.

1993-01-01

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

42 CFR 457.700 - Basis, scope, and applicability.

Code of Federal Regulations, 2010 CFR

2010-10-01

... Strategic Planning, Reporting, and Evaluation § 457.700 Basis, scope, and applicability. (a) Statutory basis... strategic planning, reports, and program budgets; and (2) Section 2108 of the Act, which sets forth... strategic planning, monitoring, reporting and evaluation under title XXI. (c) Applicability. The...

42 CFR 457.700 - Basis, scope, and applicability.

Code of Federal Regulations, 2011 CFR

2011-10-01

... Strategic Planning, Reporting, and Evaluation § 457.700 Basis, scope, and applicability. (a) Statutory basis... strategic planning, reports, and program budgets; and (2) Section 2108 of the Act, which sets forth... strategic planning, monitoring, reporting and evaluation under title XXI. (c) Applicability. The...

Veterans Health Administration: Management Attention Is Needed to Address Systemic, Long standing Human Capital Challenges

DTIC Science & Technology

2016-12-01

Effort through Strategic Human Capital Management , GAO-04-85 (Washington, D.C.: Oct. 20, 2003); and A Model of Strategic Human Capital Management , GAO...Washington, D.C.: Jan. 30, 2015). 60See GAO-15-290 for the most recent update on strategic human capital management . VHA Reports Critical HR Competency...systems to obtain and process information to meet operational needs.71 Likewise, our prior work on strategic human capital management notes that high

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.

Developing Creative and Critical Thinkers

DTIC Science & Technology

2009-12-01

competitive advantage and long-term success. Strategic thinking meshes anticipated requirements with future organizational capabilities to ensure the organization wins in the future. Examples of failures in strategic thinking abound. They include the recent failures of U.S. auto companies to understand the key factors facing their industry. Of greater significance is our own failure of strategic thinking in the formulation and acceptance of the many pre-war assumptions about Iraq. The core elements of strategic thinking are the ability to think creatively and critically

Pro-sociality and strategic reasoning in economic decisions

PubMed Central

Arruñada, Benito; Casari, Marco; Pancotto, Francesca

2015-01-01

We study the relationship between pro-social preferences and strategic reasoning. These aspects are typically studied separately but little is known about their joint distribution. In an experiment, for each participant we elicit individual concerns toward pro-sociality—inequality aversion and efficiency—as well as the number of steps of reasoning through a guessing game. We report that self-regarding and pro-social participants exhibit similar levels of strategic reasoning, which supports the view that pro-sociality and strategic reasoning can be studied independently. PMID:26074799

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

PubMed

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

1995-01-01

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

Organizational Learning, Strategic Flexibility and Business Model Innovation: An Empirical Research Based on Logistics Enterprises

NASA Astrophysics Data System (ADS)

Bao, Yaodong; Cheng, Lin; Zhang, Jian

Using the data of 237 Jiangsu logistics firms, this paper empirically studies the relationship among organizational learning capability, business model innovation, strategic flexibility. The results show as follows; organizational learning capability has positive impacts on business model innovation performance; strategic flexibility plays mediating roles on the relationship between organizational learning capability and business model innovation; interaction among strategic flexibility, explorative learning and exploitative learning play significant roles in radical business model innovation and incremental business model innovation.

The strategic balance, the MX-system and deficiencies in the SALT Treaty

NASA Astrophysics Data System (ADS)

Karlsson, H.

1982-04-01

The Strategic Arms Limitation Treaty project SALT 2 is shown to have fundamental deficiencies. An asymetric development of the USA's and the USSR's strategic forces and their military doctrines led to increasing vulnerability of these forces. According to the American intimidation theory, nonvulnerable retaliation forces are a precondition for strategic stability, therefore the USA developed the MX-system, a more reliable land-based system for intercontinental missiles. The characteristics of the MX are not definitely defined yet.

National Civil Applications Program: strategic plan vision for 2005

USGS Publications Warehouse

,

2004-01-01

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

Transforming corner-office strategy into frontline action.

PubMed

Gadiesh, O; Gilbert, J L

2001-05-01

When CEOs push decision making out to the far reaches of an organization, good things happen: fleeting business opportunities are seized quickly and workers are motivated to innovate and take risks. But it's tricky to achieve both decentralized decision making and coherent strategic action at a company. If everyone is a decision maker, things can spin out of control. In this article, Bain consultants Orit Gadiesh and James Gilbert explore the concept of the strategic principle--a memorable and actionable phrase that distills a company's corporate strategy into its unique essence and communicates it across an organization. If it's devised and disseminated properly, a strategic principle can empower employees to seize business opportunities but also focus everyone in an organization--executives and line managers alike--on the same strategic objectives. The authors outline the three defining characteristics of a good strategic principle--it should force trade-offs between competing resource demands, it should serve as a test for the strategic soundness of a particular action, and it should set clear boundaries for employees to operate within even as it grants them freedom to experiment. They explain how managers can create a strategic principle, how they should test it, and when they should revisit it. The authors present real-world examples of how companies use their strategic principles. For instance, they describe how South-west Airlines stopped flying to Denver after it measured the high costs of providing flight service in that part of the country against its strategic principle of offering customers short-haul air travel at fares competitive with the cost of automobile travel. This tool is increasingly useful in today's rapidly changing business environment, the authors conclude, and it is likely to become even more crucial to corporate success.

How do incentives lead to deception in advisor-client interactions? Explicit and implicit strategies of self-interested deception.

PubMed

Mackinger, Barbara; Jonas, Eva

2012-01-01

When confronted with important questions we like to rely on the advice of experts. However, uncertainty can occur regarding advisors' motivation to pursue self-interest and deceive the client. This can especially occur when the advisor has the possibility to receive an incentive by recommending a certain alternative. We investigated how the possibility to pursue self-interest led to explicit strategic behavior (bias in recommendation and transfer of information) and to implicit strategic behavior (bias in information processing: evaluation and memory). In Study 1 explicit strategic behavior could be identified: self-interested advisors recommended more often the self-serving alternative and transferred more self-interested biased information to their client compared to the advisor without specific interest. Also deception through implicit strategic behavior was identified: self-interested advisors biased the evaluation of information less in favor of the client compared to the control group. Self-interested advisors also remembered conflicting information regarding their self-interest worse compared to advisors without self-interest. In Study 2 beside self-interest we assessed accountability which interacted with self-interest and increased the bias: when accountability was high advisor's self-interest led to higher explicit strategic behavior (less transfer of conflicting information), and to higher implicit strategic behavior (devaluated and remembered less conflicting information). Both studies identified implicit strategic behavior as mediator which can explain the relation between self-interest and explicit strategic behavior. Results of both studies suggest that self-interested advisors use explicit and implicit strategic behavior to receive an incentive. Thus, advisors do not only consciously inform their clients "self-interested," but they are influenced unconsciously by biased information processing - a tendency which even increased with high accountability.

Hospital boards and hospital strategic focus: the impact of board involvement in strategic decision making.

PubMed

Ford-Eickhoff, Karen; Plowman, Donde Ashmos; McDaniel, Reuben R

2011-01-01

Despite pressures to change the role of hospital boards, hospitals have made few changes in board composition or director selection criteria. Hospital boards have often continued to operate in their traditional roles as either "monitors" or "advisors." More attention to the direct involvement of hospital boards in the strategic decision-making process of the organizations they serve, the timing and circumstances under which board involvement occurs, and the board composition that enhances their abilities to participate fully is needed. We investigated the relationship between broader expertise among hospital board members, board involvement in the stages of strategic decision making, and the hospital's strategic focus. We surveyed top management team members of 72 nonacademic hospitals to explore the participation of critical stakeholder groups such as the board of directors in the strategic decision-making process. We used hierarchical regression analysis to explore our hypotheses that there is a relationship between both the nature and involvement of the board and the hospital's strategic orientation. Hospitals with broader expertise on their boards reported an external focus. For some of their externally-oriented goals, hospitals also reported that their boards were involved earlier in the stages of decision making. In light of the complex and dynamic environment of hospitals today, those charged with developing hospital boards should match the variety in the external issues that the hospital faces with more variety in board makeup. By developing a board with greater breadth of expertise, the hospital responds to its complex environment by absorbing that complexity, enabling a greater potential for sensemaking and learning. Rather than acting only as monitors and advisors, boards impact their hospitals' strategic focus through their participation in the strategic decision-making process.

How Do Incentives Lead to Deception in Advisor–Client Interactions? Explicit and Implicit Strategies of Self-Interested Deception

PubMed Central

Mackinger, Barbara; Jonas, Eva

2012-01-01

When confronted with important questions we like to rely on the advice of experts. However, uncertainty can occur regarding advisors’ motivation to pursue self-interest and deceive the client. This can especially occur when the advisor has the possibility to receive an incentive by recommending a certain alternative. We investigated how the possibility to pursue self-interest led to explicit strategic behavior (bias in recommendation and transfer of information) and to implicit strategic behavior (bias in information processing: evaluation and memory). In Study 1 explicit strategic behavior could be identified: self-interested advisors recommended more often the self-serving alternative and transferred more self-interested biased information to their client compared to the advisor without specific interest. Also deception through implicit strategic behavior was identified: self-interested advisors biased the evaluation of information less in favor of the client compared to the control group. Self-interested advisors also remembered conflicting information regarding their self-interest worse compared to advisors without self-interest. In Study 2 beside self-interest we assessed accountability which interacted with self-interest and increased the bias: when accountability was high advisor’s self-interest led to higher explicit strategic behavior (less transfer of conflicting information), and to higher implicit strategic behavior (devaluated and remembered less conflicting information). Both studies identified implicit strategic behavior as mediator which can explain the relation between self-interest and explicit strategic behavior. Results of both studies suggest that self-interested advisors use explicit and implicit strategic behavior to receive an incentive. Thus, advisors do not only consciously inform their clients “self-interested,” but they are influenced unconsciously by biased information processing – a tendency which even increased with high accountability. PMID:23440297

Health care administrators' perspectives on the role of absorptive capacity for strategic change initiatives: a qualitative study.

PubMed

Kash, Bita A; Spaulding, Aaron; Gamm, Larry; Johnson, Christopher E

2013-01-01

The dimensions of absorptive capacity (ACAP) are defined, and the importance of ACAP is established in the management literature, but the concept has not been applied to health care organizations attempting to implement multiple strategic initiatives. The aim of this study was to test the utility of ACAP by analyzing health care administrators' experiences with multiple strategic initiatives within two health systems. Results are drawn from administrators' assessments of multiple initiatives within two health systems using in-depth personal interviews with a total of 61 health care administrators. Data analysis was performed following deductive qualitative analysis guidelines. Interview transcripts were coded based on the four dimensions of ACAP: acquiring, assimilating, internalizing/transforming, and exploiting knowledge. Furthermore, we link results related to utilization of management resources, including number of key personnel involved and time consumption, to dimensions of ACAP. Participants' description of multiple strategic change initiatives confirmed the importance of the four ACAP dimensions. ACAP can be a useful framework to assess organizational capacity with respect to the organization's ability to concurrently implement multiple strategic initiatives. This capacity specifically revolves around human capital requirements from upper management based on the initiatives' location or stage within the ACAP framework. Strategic change initiatives in health care can be usefully viewed from an ACAP perspective. There is a tendency for those strategic initiatives ranking higher in priority and time consumption to reflect more advanced dimensions of ACAP (assimilate and transform), whereas few initiatives were identified in the ACAP "exploit" dimension. This may suggest that health care leaders tend to no longer identify as strategic initiatives those innovations that have moved to the exploitation stage or that less attention is given to the exploitation elements of a strategic initiative than to the earlier stages.

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

NASA Technical Reports Server (NTRS)

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

2012-01-01

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

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

NASA Technical Reports Server (NTRS)

Paul, Heather L.

2012-01-01

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

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.

78 FR 69462 - National Nanotechnology Initiative Strategic Plan; National Science and Technology Council...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-11-19

... OFFICE OF SCIENCE AND TECHNOLOGY POLICY OFFICE National Nanotechnology Initiative Strategic Plan; National Science and Technology Council; National Nanotechnology Coordination Office AGENCY: Executive... Nanotechnology Initiative (NNI) Strategic Plan. The draft plan will be posted at www.nano.gov/2014strategy...

Strategic Management or Strategic Planning for Defense?

DTIC Science & Technology

1989-02-01

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

Strategic Human Resource Development. Symposium.

ERIC Educational Resources Information Center

2002

This document contains three papers on strategic human resource (HR) development. "Strategic HR Orientation and Firm Performance in India" (Kuldeep Singh) reports findings from a study of Indian business executives that suggests there is a positive link between HR policies and practices and workforce motivation and loyalty and…

Global Security Sciences Home - Global Security Sciences

Science.gov Websites

Us About Our Research Global Security Sciences Leadership Strategic Initiatives Research Centers Center for Strategic Security Overview Leadership Risk and Infrastructure Science Center Overview Leadership Strategic Alliance for Global Energy Solutions Overview Leadership Systems Science Center Overview

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

ERIC Educational Resources Information Center

Herman, Jerry J.

1989-01-01

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

The Ethics of Strategic Ambiguity.

ERIC Educational Resources Information Center

Paul, Jim; Strbiak, Christy A.

1997-01-01

Examines the concept of strategic ambiguity in communication, and addresses the ethics of strategic ambiguity from an intrapersonal perspective that considers the congruity of communicators' espoused-ethics, ethics-in-use, and behavior, where ethical judgements are based on the congruity between espoused-ethics and actual behavior. Poses questions…

Addressing Learning Disabilities with UDL and Technology: Strategic Reader

ERIC Educational Resources Information Center

Hall, Tracey E.; Cohen, Nicole; Vue, Ge; Ganley, Patricia

2015-01-01

CAST created "Strategic Reader," a technology-based system blending Universal Design for Learning (UDL) and Curriculum-Based Measurement (CBM) in a digital learning environment to improve reading comprehension instruction. This experimental study evaluates the effectiveness of Strategic Reader using two treatment conditions for measuring…

Strategic Thinking: The Untapped Resource for Leaders.

ERIC Educational Resources Information Center

Alfred, Richard L.

2001-01-01

Strategic thinking is an organized, analytical process by which college leaders can assess: (1) existing and potential competitors; (2) sources of competitive advantage; and (3) college capabilities and competitive position. Three outcomes of strategic thinking are: (1) clear institutional strategy and direction; (2) improved institutional…

Teaching Strategic Management with a Business Game.

ERIC Educational Resources Information Center

Knotts, Ulysses S., Jr.; Keys, J. Bernard

1997-01-01

Management games are increasingly used to teaching strategic management by integrating functional areas of business and providing a working knowledge of the strategic management process. This article summarizes the experience of two veteran instructors, presenting course learning objectives, game pedagogy, team organization and management, game…

Strategic Planning and the Marketing Process: Library Applications.

ERIC Educational Resources Information Center

Wood, Elizabeth J.

1983-01-01

Illustrates how basic principles of marketing and strategic market planning can be applied to libraries and discusses some concepts of strategic planning (organization mission, objectives and goals, growth strategy, program portfolio plan) and marketing (opportunity analysis, target market selection, marketing mix strategy, marketing systems…

NASA Space Sciences Strategic Planning

NASA Technical Reports Server (NTRS)

Crane, Philippe

2004-01-01

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

Strategic Issues in Quality Management: 1. Theoretical Considerations.

ERIC Educational Resources Information Center

Johannsen, Carl Gustav

1996-01-01

Examines the relationship between strategic management and quality management concepts in a library and information services setting. Conceptual frameworks are presented and a new strategic quality management framework, inspired by the Japanese policy deployment approach, is developed that also discusses total quality management. (Author/LRW)

The Art of Strategic Management: A Case-Based Exercise

ERIC Educational Resources Information Center

Maranville, Steven

2011-01-01

This article contends that the strategic thinking process is composed of two joint, but paradigmatically distinct, activities--analysis and synthesis. Analysis represents the scientific paradigm, whereas synthesis represents the artistic paradigm. Nevertheless, the Strategic Management course is dominated by the scientific paradigm, even though…

78 FR 51713 - Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-21

... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development... Environmental Research and Development Program, Scientific Advisory Board (SAB). This notice is published in... meeting is to review new start research and development projects requesting Strategic Environmental...

Integrating Risk Management and Strategic Planning

ERIC Educational Resources Information Center

Achampong, Francis K.

2010-01-01

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

Strategic Planning: A Practical Primer for the Healthcare Provider: Part I.

PubMed

Baum, Neil; Brockmann, Erich N; Lacho, Kenneth J

2016-01-01

Entrepreneurs are known for opportunity recognition--that is, "How can I start a business to make money from this opportunity?" However, once a commercial entity is formed to take advantage of an opportunity, the leadership priority shifts from entrepreneurial to strategic. A strategic perspective leverages limited resources to position a business for future success relative to rivals in a competitive environment. Often, the talents needed for one priority are not the same as those needed for the other. This article, the first part of a two-part article, intends to simplify the transition from an entrepreneurial to a strategic focus. It walks an entrepreneur through the strategic management planning process using a fictional business. The various tasks in the process (i.e., mission, vision, internal analysis, external analysis) are illustrated with examples from a typical primary physician's private practice. The examples show how the strategic management tasks are interrelated and ultimately lead to a philosophical approach to managing a business.

The relationship between strategic control and conscious structural knowledge in artificial grammar learning.

PubMed

Norman, Elisabeth; Scott, Ryan B; Price, Mark C; Dienes, Zoltan

2016-05-01

We address Jacoby's (1991) proposal that strategic control over knowledge requires conscious awareness of that knowledge. In a two-grammar artificial grammar learning experiment all participants were trained on two grammars, consisting of a regularity in letter sequences, while two other dimensions (colours and fonts) varied randomly. Strategic control was measured as the ability to selectively apply the grammars during classification. For each classification, participants also made a combined judgement of (a) decision strategy and (b) relevant stimulus dimension. Strategic control was found for all types of decision strategy, including trials where participants claimed to lack conscious structural knowledge. However, strong evidence of strategic control only occurred when participants knew or guessed that the letter dimension was relevant, suggesting that strategic control might be associated with - or even causally requires - global awareness of the nature of the rules even though it does not require detailed knowledge of their content. Copyright © 2016 The Authors. Published by Elsevier Inc. All rights reserved.

Resources - Supply and availability. [of superalloys for United States aerospace industry

NASA Technical Reports Server (NTRS)

Stephens, Joseph R.

1989-01-01

Over the past several decades there have been shortage of strategic materials because of our near total import dependence on such metals as chromium, cobalt, and tantalum. In response to the continued vulnerability of U.S. superalloy producers to disruptions in resource supplies, NASA has undertaken a program to address alternatives to the super-alloys containing significant quantities of the strategic materials such as chromium, cobalt, niobium, and tantalum. The research program called Conservation of Strategic Aerospace Materials (COSAM) focuses on substitution, processing, and alternate materials to achieve its goals. In addition to NASA Lewis Research Center, universities and industry play an important role in the COSAM Program. This paper defines what is meant by strategic materials in the aerospace community, presents a strategic materials index, and reviews the resource supply and availability picture from the U.S. point of view. In addition, research results from the COSAM Program are highlighted and future directions for the use of low strategic material alloys or alternate materials are discussed.

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

NASA Astrophysics Data System (ADS)

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

2015-10-01

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

Superalloy resources: Supply and availability

NASA Technical Reports Server (NTRS)

Stephens, Joseph R.

1987-01-01

Over the past several decades there have been shortages of strategic materials because of our near total import dependence on such metals as chromium, cobalt, and tantalum. In response to the continued vulnerability of U.S. superalloy producers to disruptions in resource supplies, NASA has undertaken a program to address alternatives to the super-alloys containing significant quantities of the strategic materials such as chromium, cobalt, niobium, and tantalum. The research program called Conservation of Strategic Aerospace Materials (COSAM) focuses on substitution, processing, and alternate materials to achieve its goals. In addition to NASA Lewis Research Center, universities and industry play an important role in the COSAM Program. This paper defines what is meant by strategic materials in the aerospace community, presents a strategic materials index, and reviews the resource supply and availability picture from the U.S. point of view. In addition, research results from the COSAM Program are highlighted and future directions for the use of low strategic material alloys or alternate materials are discussed.

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

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."

Impulse control and underlying functions of the left DLPFC mediate age-related and age-independent individual differences in strategic social behavior.

PubMed

Steinbeis, Nikolaus; Bernhardt, Boris C; Singer, Tania

2012-03-08

Human social exchange is often characterized by conflicts of interest requiring strategic behavior for their resolution. To investigate the development of the cognitive and neural mechanisms underlying strategic behavior, we studied children's decisions while they played two types of economic exchange games with differing demands of strategic behavior. We show an increase of strategic behavior with age, which could not be explained by age-related changes in social preferences but instead by developmental differences in impulsivity and associated brain functions of the left dorsolateral prefrontal cortex (DLPFC). Furthermore, observed differences in cortical thickness of lDLPFC were predictive of differences in impulsivity and strategic behavior irrespective of age. We conclude that egoistic behavior in younger children is not caused by a lack of understanding right or wrong, but by the inability to implement behavioral control when tempted to act selfishly; a function relying on brain regions maturing only late in ontogeny. Copyright © 2012 Elsevier Inc. All rights reserved.

Investigating the strategic antecedents of agility in humanitarian logistics.

PubMed

L'Hermitte, Cécile; Brooks, Benjamin; Bowles, Marcus; Tatham, Peter H

2017-10-01

This study investigates the strategic antecedents of operational agility in humanitarian logistics. It began by identifying the particular actions to be taken at the strategic level of a humanitarian organisation to support field-level agility. Next, quantitative data (n=59) were collected on four strategic-level capabilities (being purposeful, action-focused, collaborative, and learning-oriented) and on operational agility (field responsiveness and flexibility). Using a quantitative analysis, the study tested the relationship between organisational capacity building and operational agility and found that the four strategic-level capabilities are fundamental building blocks of agility. Collectively they account for 52 per cent of the ability of humanitarian logisticians to deal with ongoing changes and disruptions in the field. This study emphasises the need for researchers and practitioners to embrace a broader perspective of agility in humanitarian logistics. In addition, it highlights the inherently strategic nature of agility, the development of which involves focusing simultaneously on multiple drivers. © 2017 The Author(s). Disasters © Overseas Development Institute, 2017.

IT strategic planning in hospitals: from theory to practice.

PubMed

Jaana, Mirou; Teitelbaum, Mari; Roffey, Tyson

2014-07-01

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

Children's strategic theory of mind.

PubMed

Sher, Itai; Koenig, Melissa; Rustichini, Aldo

2014-09-16

Human strategic interaction requires reasoning about other people's behavior and mental states, combined with an understanding of their incentives. However, the ontogenic development of strategic reasoning is not well understood: At what age do we show a capacity for sophisticated play in social interactions? Several lines of inquiry suggest an important role for recursive thinking (RT) and theory of mind (ToM), but these capacities leave out the strategic element. We posit a strategic theory of mind (SToM) integrating ToM and RT with reasoning about incentives of all players. We investigated SToM in 3- to 9-y-old children and adults in two games that represent prevalent aspects of social interaction. Children anticipate deceptive and competitive moves from the other player and play both games in a strategically sophisticated manner by 7 y of age. One game has a pure strategy Nash equilibrium: In this game, children achieve equilibrium play by the age of 7 y on the first move. In the other game, with a single mixed-strategy equilibrium, children's behavior moved toward the equilibrium with experience. These two results also correspond to two ways in which children's behavior resembles adult behavior in the same games. In both games, children's behavior becomes more strategically sophisticated with age on the first move. Beyond the age of 7 y, children begin to think about strategic interaction not myopically, but in a farsighted way, possibly with a view to cooperating and capitalizing on mutual gains in long-run relationships.

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

NASA Technical Reports Server (NTRS)

2000-01-01

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

SEA and strategy formation theories: From three Ps to five Ps

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

Cherp, Aleh; Watt, Alan; Vinichenko, Vadim

2007-10-15

A transition to environmentally sustainable societies should involve a significant and comprehensive - strategic - change. Much of the promise of SEA is associated precisely with its perceived capacity to facilitate such a strategic transformation by influencing selected 'strategic decisions'. This paper examines the potential effectiveness and limitations of such an approach in light of contemporary organizational strategy theories. Most of these theories separate 'strategies' from 'decisions' and also transcend the notion of strategies as formal plans, policies and programs (PPPs). Instead, they consider strategies as 'five Ps', adding 'Position', 'Perspective', 'Pattern' and 'Ploy' to the 'Plan'. Lessons from organizationalmore » strategy formation give rise to the following challenges for SEA theory and practice: 1.How to assess and influence informal as well as formal aspects of strategic initiatives? 2.How to extend SEA 'beyond decisions' to address 'emergent strategies' where strategic action is not necessarily preceded by a decision? 3.How to ensure that knowledge provided as a result of SEA is strategically relevant and communicated to key players in strategy formation? 4.How to deal with an uncontrollable and unpredictable environment in which strategic initiatives unfold? 5.How to recognize those situations when SEA can have most strategic influence? This paper takes a step towards examining these challenges by exploring the intellectual history of SEA in light of the main strategy formation theories and by identifying directions in which the SEA discourse may be further enhanced to meet these five challenges.« less

Children’s strategic theory of mind

PubMed Central

Sher, Itai; Koenig, Melissa; Rustichini, Aldo

2014-01-01

Human strategic interaction requires reasoning about other people’s behavior and mental states, combined with an understanding of their incentives. However, the ontogenic development of strategic reasoning is not well understood: At what age do we show a capacity for sophisticated play in social interactions? Several lines of inquiry suggest an important role for recursive thinking (RT) and theory of mind (ToM), but these capacities leave out the strategic element. We posit a strategic theory of mind (SToM) integrating ToM and RT with reasoning about incentives of all players. We investigated SToM in 3- to 9-y-old children and adults in two games that represent prevalent aspects of social interaction. Children anticipate deceptive and competitive moves from the other player and play both games in a strategically sophisticated manner by 7 y of age. One game has a pure strategy Nash equilibrium: In this game, children achieve equilibrium play by the age of 7 y on the first move. In the other game, with a single mixed-strategy equilibrium, children’s behavior moved toward the equilibrium with experience. These two results also correspond to two ways in which children’s behavior resembles adult behavior in the same games. In both games, children’s behavior becomes more strategically sophisticated with age on the first move. Beyond the age of 7 y, children begin to think about strategic interaction not myopically, but in a farsighted way, possibly with a view to cooperating and capitalizing on mutual gains in long-run relationships. PMID:25197065

The Strategic Reader.

ERIC Educational Resources Information Center

Devine, James T., Ed.; And Others

1986-01-01

To add a foundation to the growing excitement among educators about the central role they play in helping learners become strategic readers, the articles in this thematic journal provide insight into current reading theory and practice. Richard Telfer's article reviews research on strategic reading and clarifies what is meant by the phrase…

Collaborative Strategic Planning in Higher Education

ERIC Educational Resources Information Center

Sanaghan, Patrick

2009-01-01

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

Long-Range Strategic Planning: The Rochester Experience.

ERIC Educational Resources Information Center

Schultz, John M.; Anthony, Deborah L.

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-04-04

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

Deterrence and Engagement: A Blended Strategic Approach to a Resurgent Russia

DTIC Science & Technology

2016-04-15

increasing the alliances’ hard power projection to contain and deter further aggression. This strategic approach represents an extreme pendulum ...This strategic approach represents an extreme pendulum swing that is a polar opposite of the U.S. administration’s 2009 approach to ‘Reset’ relations

A Critical Review of Strategic Planning: Panacea for Public Education?

ERIC Educational Resources Information Center

Beach, Robert H.; Lindahl, Ron

2004-01-01

Many states, accrediting agencies, and the Interstate School Leaders Licensure Consortium have policies and standards mandating strategic planning for public schools. Planning in schools has become synonymous with strategic planning. However, alternative approaches to change exist that offer more effective solutions to school improvement. School…

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

Federal Register 2010, 2011, 2012, 2013, 2014

2012-01-27

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

Centralia College Strategic Plan, January 1996. Preliminary Report.

ERIC Educational Resources Information Center

Centralia Coll., WA.

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

Strategic Planning for Educational Reform and Improvement.

ERIC Educational Resources Information Center

D'Amico, Joseph J.

1988-01-01

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

Integrating Adult Learning and Technologies for Effective Education: Strategic Approaches

ERIC Educational Resources Information Center

Wang, Victor C. X.

2010-01-01

As adult learners and educators pioneer the use of technology in the new century, attention has been focused on developing strategic approaches to effectively integrate adult learning and technology in different learning environments. "Integrating Adult Learning and Technologies for Effective Education: Strategic Approaches" provides innovative…

78 FR 57845 - Notice of Availability (NOA) for Strategic Network Optimization (SNO) Program Environmental...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-09-20

... (NOA) for Strategic Network Optimization (SNO) Program Environmental Assessment AGENCY: Defense Logistics Agency, DoD. ACTION: Notice of Availability (NOA) for Strategic Network Optimization (SNO) Program... implement the SNO initiative for improvements to material distribution network for the Department of Defense...

The Strategic Data Project's Strategic Performance Indicators

ERIC Educational Resources Information Center

Page, Lindsay C.; Fullerton, Jon; Bacher-Hicks, Andrew; Owens, Antoniya; Cohodes, Sarah R.; West, Martin R.; Glover, Sarah

2013-01-01

Strategic Performance Indicators (SPIs) are summary measures derived from parallel, descriptive analyses conducted across educational agencies. The SPIs are designed to inform agency management and efforts to improve student outcomes. We developed the SPIs to reveal patterns common across partner agencies, to highlight exceptions to those…

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...

Strategic Planning: Looking through the Lens of Foucault.

ERIC Educational Resources Information Center

Rusch, Edith A.

Strategic planning is a rational, private-sector planning model that results in a document outlining the "ideal vision" for the individual, organization, and society. Public schools gained familiarity with strategic planning through the American Association of School Administrators, who sponsor the activity as a combination of rational…

Learning Strategic Planning from Australian and New Zealand University Experience

ERIC Educational Resources Information Center

Zhang, Anfu

2014-01-01

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

Beyond Strategic Planning: Tailoring District Resources to Needs.

ERIC Educational Resources Information Center

Bollin, Thomas D.; Eadie, Douglas C.

1991-01-01

The strategic management process tries to create and maintain a dynamic balance between an organization's vision, mission, goals, strategies, and resources and its external environment. One Ohio school district's strategic management process succeeded resulting from a highly committed school board, a strong board-superintendent partnership, active…

Manage "Human Capital" Strategically

ERIC Educational Resources Information Center

Odden, Allan

2011-01-01

To strategically manage human capital in education means restructuring the entire human resource system so that schools not only recruit and retain smart and capable individuals, but also manage them in ways that support the strategic directions of the organization. These management practices must be aligned with a district's education improvement…

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...

47 CFR 0.271 - Authority delegated.

Code of Federal Regulations, 2011 CFR

2011-10-01

... of Strategic Planning and Policy Analysis § 0.271 Authority delegated. (a) Insofar as authority is... status, the Chief, Office of Strategic Planning and Policy Analysis is delegated authority to deny... Strategic Planning and Policy Analysis has primary authority. (b) [Reserved] [45 FR 10347, Feb. 15, 1980, as...

ICD-10: from assessment to remediation to strategic opportunity.

PubMed

Dugan, John K

2012-02-01

Healthcare finance teams should perform an enterprisewide assessment to determine what ICD-10 means to their organization, strategically, operationally, and financially. CFOs should strategically evaluate the impact of ICD-10 on the organization's entire financial operation. Organizations should have a contingency plan in place across all processes.

[Strategic planning and mental health policies].

PubMed

Tonini, Nelsi Salete; Kantorski, Luciane Prado

2007-03-01

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

Integrated Strategic Planning in a Learning-Centered Community College

ERIC Educational Resources Information Center

Kelley, Susan; Kaufman, Roger

2007-01-01

In learning-centered community colleges, planning, like all processes, must measurably improve learning and learner performance. This article shares Valencia Community College's approach to revising its strategic planning process based on the Organizational Elements Model to: 1) focus strategic planning on learning results that add value for…

Strategic Planning to Enhance Teaching and Learning with Technology

ERIC Educational Resources Information Center

Delamarter, Steve

2006-01-01

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

Strategic Planning and Online Learning

ERIC Educational Resources Information Center

McLaughlin-Graham, Karen; Berge, Zane L.

2005-01-01

Strategic planning is a critical part of sustaining distance education. Through such planning, the organization can solve business problems that involve training and education in an effective and often cost savings manner compared to in-person training efforts. This paper examines the strategic planning process as it relates to sustaining distance…

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

ERIC Educational Resources Information Center

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

2016-01-01

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

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…

Applying Mixed Methods Techniques in Strategic Planning

ERIC Educational Resources Information Center

Voorhees, Richard A.

2008-01-01

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

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

ERIC Educational Resources Information Center

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

2009-01-01

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

Strategic Planning and Retention within the Community College Setting

ERIC Educational Resources Information Center

Walters, Evon Washington; McKay, Shaun

2005-01-01

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

NCVER's Strategic Plan: 2017-20

ERIC Educational Resources Information Center

National Centre for Vocational Education Research (NCVER), 2017

2017-01-01

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-21

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

What Can the Business World Teach Us about Strategic Planning?

ERIC Educational Resources Information Center

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

2015-01-01

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

SSC San Diego Strategic Plan. Revision 2

DTIC Science & Technology

2000-05-01

information dominance . This Strategic Plan is SSC San Diego’s blueprint to meet that challenge. The plan is both a vehicle for carrying us into the...provider of integrated C4ISR solutions for warrior information dominance is our enduring goal. Our plan specifies five long-range strategic objectives. SSC

SSC San Diego Strategic Plan. Revision 1

DTIC Science & Technology

1998-04-01

information dominance . This Strategic Plan is SSC San Diego’s blueprint to meet that challenge. The plan is both a vehicle for carrying us into the...provider of integrated C4ISR solutions for warrior information dominance - is our enduring goal. Our plan specifies five long-range strategic

The Role of Information in the Strategic Management Process.

ERIC Educational Resources Information Center

Hayward, Tim; Broady, Judith E.

1995-01-01

Presents research on the use of external information in the strategic management of retail banks in the United Kingdom. Explores the organizational role of the environmental analysis department, the character of business environment analysis, and the nature of information used in strategic management and its perceived importance. (Author/AEF)

Work schedule manager gap analysis : assessing the future training needs of work schedule managers using a strategic job analysis approach.

DOT National Transportation Integrated Search

2010-05-01

This report documents the results of a strategic job analysis that examined the job tasks and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job of a work schedule manager. The strategic job analysis compared in...

Work schedule manager gap analysis : assessing the future training needs of work schedule managers using a strategic job analysis approach

DOT National Transportation Integrated Search

2010-05-01

This report documents the results of a strategic job analysis that examined the job tasks and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job of a work schedule manager. The strategic job analysis compared in...

Strategic Management and Evaluation: Rivals, Partners, or Just Fellow Travelers?

ERIC Educational Resources Information Center

Klay, William Earle

1991-01-01

Evaluation and strategic management are related in that each attempts to improve the quality of policy decisions and each has evolved from a product-centered focus to one in which implementation and utilization are vital. Evaluators should understand strategic management theory to evaluate its applications appropriately. (SLD)

78 FR 26100 - Advisory Committee on the Secretary of State's Strategic Dialogue With Civil Society; Notice of...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-05-03

... businesses engaged with civil society. They may include: leaders of independent public policy advocacy... DEPARTMENT OF STATE [Public Notice 8312] Advisory Committee on the Secretary of State's Strategic... of the Advisory Committee on the Secretary of State's Strategic Dialogue with Civil Society...

Is Communications a Strategic Activity in UK Education?

ERIC Educational Resources Information Center

Chapleo, Chris

2006-01-01

This qualitative exploratory paper investigates whether communications/public relations is regarded by opinion formers in UK education as a strategic business activity or a tactical marketing tool. It is based upon depth interviews with 16 senior managers with strategic roles in UK higher or further education, or Government bodies, conducted…

78 FR 66681 - Draft 2013 Marine Mammal Stock Assessment Reports

Federal Register 2010, 2011, 2012, 2013, 2014

2013-11-06

... may be publicly accessible. Do not submit Confidential Business Information or otherwise sensitive or... completed in 1995. The MMPA requires NMFS and FWS to review the SARs at least annually for strategic stocks... non-strategic stocks. The term ``strategic stock'' means a marine mammal stock: (A) For which the...

Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success

ERIC Educational Resources Information Center

Hughes, Richard L.; Beatty, Katherine Colarelli

2005-01-01

Based on CCL's (Center for Creative Leadership) successful Developing the Strategic Leader program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also…

The Use of a Citizen Leader Model for Teaching Strategic Leadership

ERIC Educational Resources Information Center

Langone, Christine A.

2004-01-01

Strategic leadership is perhaps the area where undergraduate students have the least experience. Therefore, a focus on developing these skills is critical for college-level leadership educators. Teaching strategic leadership requires that educators design programs that make explicit, direct, and formal links between theory and practical…

The first powerful steps in strategic development.

PubMed

Chang, Y N; Platt, W

1986-11-01

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

Strategic plan creates a blueprint for budgeting.

PubMed

Cook, D

1990-05-01

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

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

ERIC Educational Resources Information Center

Community Development Journal, 1991

1991-01-01

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

Public Relations Manager Involvement in Strategic Issue Diagnosis.

ERIC Educational Resources Information Center

Lauzen, Martha M.

1995-01-01

Reports on an exploratory study that seeks to build theoretical understanding of how public relations practitioner involvement in one type of strategic organizational decision making--strategic issue diagnosis--is related to shared values with top management, diagnosis accuracy, strategy pursued, and the power of the public relations function. (TB)

78 FR 48862 - Intent To Prepare an Environmental Impact Statement for the Gulf Regional Airspace Strategic...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-12

... DEPARTMENT OF DEFENSE Department of Air Force Intent To Prepare an Environmental Impact Statement for the Gulf Regional Airspace Strategic Initiative (GRASI) Landscape Initiative AGENCY: Department of... Airspace Strategic Initiative (GRASI) Landscape Initiative (GLI) is a U.S Air Force-led partnership with...

15 CFR 1160.22 - Goal of the Strategic Partnership initiative.

Code of Federal Regulations, 2010 CFR

2010-01-01

... initiative. 1160.22 Section 1160.22 Commerce and Foreign Trade Regulations Relating to Commerce and Foreign... INNOVATION Strategic Partnership Initiative § 1160.22 Goal of the Strategic Partnership initiative. (a) This new initiative is designed to provide the private sector with the opportunity to discuss the possible...

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

ERIC Educational Resources Information Center

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

1987-01-01

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

77 FR 44216 - Mid-Atlantic Fishery Management Council (MAFMC); Public Meetings

Federal Register 2010, 2011, 2012, 2013, 2014

2012-07-27

..., 2012--The Visioning and Strategic Planning Working Group (facilitated by Adam R. Saslow, Senior.... SUMMARY: The Mid-Atlantic Fishery Management Council (Council) and its Strategic Planning Working Group... INFORMATION: Monday, August 13, 2012 9 a.m. until 5 p.m.--The Visioning and Strategic Planning Working Group...

Using Appropriate Tools Strategically for Instruction

ERIC Educational Resources Information Center

Sherman, Milan; Cayton, Charity

2015-01-01

Students' ability to use appropriate tools strategically is an important skill of mathematically proficient students (SMP 5, CCSSI 2010, p. 7). A parallel practice for teachers is using appropriate tools strategically for mathematics instruction. An important element of this practice is that the use of technology depends on the goals of…

Using Strategic Planning To Improve Rural Schools.

ERIC Educational Resources Information Center

D'Amico, Joseph J.

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

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

ERIC Educational Resources Information Center

Lund, Teri B.; Barksdale, Susan B.

1995-01-01

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

Cypress College Strategic Plan, 2000-2004.

ERIC Educational Resources Information Center

Cypress Coll., CA.

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

Ohio Water Resources Council

Science.gov Websites

Salt Storage Fact Sheet QUICK LINKS 2015-2019 Strategic Action Plan 2010-2014 Strategic Action Plan 2006 Strategic Action Plan OWRC Bylaws For More Information Brian Hall OWRC - State Agency Coordinating Program (Indirect Discharge) Primary Headwater Habitat Streams Remedial Action Plans (RAP) River Mile Maps

Operational Art and Risk: Why Doctrine Does Not Help

DTIC Science & Technology

2013-05-23

across all levels of warfare towards a single immutable strategic end state. 19 The critical factor for the operational artists is the arrangement of...of tactical actions to strategic objectives happens from tactical to strategic levels of war. 20 Operational art is the mental gymnastics that creates

The Strategic Thinking Skills of Hong Kong School Leaders: Usage and Effectiveness

ERIC Educational Resources Information Center

Pang, Nicholas Sun-Keung; Pisapia, John

2012-01-01

The purpose of this study was to identify strategic thinking skills that distinguish effective school leaders in Hong Kong. Three constructs framed the study: strategic thinking skills, organizational-personal characteristics, and school leader effectiveness. This study used a quantitative non-experimental design, and univariate and correlation…

Development of Program to Enhance Strategic Leadership of Secondary School Administrators

ERIC Educational Resources Information Center

Chatchawaphun, Pimpisa; Julsuwan, Suwat; Srisa-ard, Boonchom

2016-01-01

This research aimed to 1) study principles, attributes and skills needed for secondary school administrators, 2) investigate current situations, desirable conditions and needs for strategic secondary school administrators, 3) develop a strategic secondary school administrator enhancement program, and 4) explore the efficiency level of the…

Strategic Leadership in Schools

ERIC Educational Resources Information Center

Williams, Henry S.; Johnson, Teryl L.

2013-01-01

Strategic leadership is built upon traits and actions that encompass the successful execution of all leadership styles. In a world that is rapidly changing, strategic leadership in schools guides school leader through assuring constant improvement process by anticipating future trends and planning for them and noting that plans must be flexible to…

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

ERIC Educational Resources Information Center

Morrison, James L.

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

Strategic Planning for Policy Development--An Evolving Model.

ERIC Educational Resources Information Center

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

1989-01-01

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

Strategic Positioning of HRM in Knowledge-Based Organizations

ERIC Educational Resources Information Center

Thite, Mohan

2004-01-01

With knowledge management as the strategic intent and learning to learn as the strategic weapon, the current management focus is on how to leverage knowledge faster and better than competitors. Research demonstrates that it is the cultural mindset of the people in the organisation that primarily defines success in knowledge intensive…

10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 10 Energy 2 2013-01-01 2013-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low strategic...

10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 10 Energy 2 2011-01-01 2011-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low strategic...

10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 10 Energy 2 2014-01-01 2014-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low strategic...

10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 10 Energy 2 2012-01-01 2012-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special Nuclear...

10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 10 Energy 2 2010-01-01 2010-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special Nuclear...

10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 10 Energy 2 2013-01-01 2013-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special Nuclear...

10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 10 Energy 2 2011-01-01 2011-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special Nuclear...

10 CFR 74.51 - Nuclear material control and accounting for strategic special nuclear material.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 10 Energy 2 2014-01-01 2014-01-01 false Nuclear material control and accounting for strategic special nuclear material. 74.51 Section 74.51 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) MATERIAL CONTROL AND ACCOUNTING OF SPECIAL NUCLEAR MATERIAL Formula Quantities of Strategic Special Nuclear...

10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 10 Energy 2 2012-01-01 2012-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low strategic...

10 CFR 76.117 - Special nuclear material of low strategic significance-Category III.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 10 Energy 2 2010-01-01 2010-01-01 false Special nuclear material of low strategic significance-Category III. 76.117 Section 76.117 Energy NUCLEAR REGULATORY COMMISSION (CONTINUED) CERTIFICATION OF GASEOUS DIFFUSION PLANTS Safeguards and Security § 76.117 Special nuclear material of low strategic...

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…

24 CFR 91.415 - Strategic plan.

Code of Federal Regulations, 2011 CFR

2011-04-01

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

10 CFR 74.33 - Nuclear material control and accounting for uranium enrichment facilities authorized to produce...

Code of Federal Regulations, 2011 CFR

2011-01-01

... enrichment facilities authorized to produce special nuclear material of low strategic significance. 74.33... NUCLEAR MATERIAL Special Nuclear Material of Low Strategic Significance § 74.33 Nuclear material control... strategic significance. (a) General performance objectives. Each licensee who is authorized by this chapter...

24 CFR 91.415 - Strategic plan.

Code of Federal Regulations, 2010 CFR

2010-04-01

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

24 CFR 598.430 - Revocation of designation.

Code of Federal Regulations, 2011 CFR

2011-04-01

... approval from HUD; (2) Has failed to make progress in implementing the strategic plan; or (3) Has not complied substantially with the strategic plan. (b) Letter of warning. Before revoking the designation of... complying substantially with, or has failed to make progress in implementing the strategic plan; and (2...

24 CFR 598.430 - Revocation of designation.

Code of Federal Regulations, 2010 CFR

2010-04-01

... approval from HUD; (2) Has failed to make progress in implementing the strategic plan; or (3) Has not complied substantially with the strategic plan. (b) Letter of warning. Before revoking the designation of... complying substantially with, or has failed to make progress in implementing the strategic plan; and (2...

Using Research To Inform Business and Strategic Decisions.

ERIC Educational Resources Information Center

Young, Graeme

This paper examines and reviews research techniques used to support business and strategic planning at a large metropolitan technical and further education (TAFE) college. Section 1 is an outline of the structure of Chisholm Institute's planning and research processes. It discusses the management structure, strategic plan, and departments within…

76 FR 15307 - Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-21

... DEPARTMENT OF ENERGY Federal Energy Regulatory Commission Notice of Staff Attendance at Southwest Power Pool Strategic Planning Committee Meeting The Federal Energy Regulatory Commission hereby gives notice that members of its staff may attend the meeting of the Southwest Power Pool, Inc. (SPP) Strategic...

Dynamic Strategic Planning in a Professional Knowledge-Based Organization

ERIC Educational Resources Information Center

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

2010-01-01

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

76 FR 12943 - Mid-Atlantic Fishery Management Council; Public Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-09

... Strategic Planning Project. The roadmap will detail how the Council solicits stakeholder input and then incorporates that input into a vision and strategic plan that will guide Council Actions in the future. Any briefing materials will be posted to the Council's Visioning and Strategic Planning Project Web site: http...

Strategic Planning Is an Oxymoron

ERIC Educational Resources Information Center

Bassett, Patrick F.

2012-01-01

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

Developing Strategic Planning for the Retail Market.

ERIC Educational Resources Information Center

Greenawalt, Richard A.

1983-01-01

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

ACHP | Stragetic Sustainability Performance Plans

Science.gov Websites

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

Strategic Capacity and Organisational Capabilities: A Challenge for Universities

ERIC Educational Resources Information Center

Thoenig, Jean-Claude; Paradeise, Catherine

2016-01-01

Are universities able to operate as strategic actors? An organisational sociology based approach supported by a comparative field research project identifies three types of social, cultural and cognitive processes that play a decisive role in building and implementing local capabilities required to mobilise a strategic capacity. The paper…

24 CFR 598.305 - Designation factors.

Code of Federal Regulations, 2011 CFR

2011-04-01

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

Strategic Planning Techniques: Matching External Assessment with Internal Audit.

ERIC Educational Resources Information Center

Groff, Warren H.

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

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…

Strategic Retrieval in a Reality Monitoring Task

ERIC Educational Resources Information Center

Rosburg, Timm; Mecklinger, Axel; Johansson, Mikael

2011-01-01

Strategic recollection refers to control processes that allow the retrieval of information that is relevant for a specific situation. These processes can be studied in memory exclusion tasks, which require the retrieval of particular kinds of episodic information. In the current study, we investigated strategic recollection in reality monitoring…

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.

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

DTIC Science & Technology

1986-02-01

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

Strategic Project Management at the NASA Kennedy Space Center

NASA Technical Reports Server (NTRS)

Lavelle, Jerome P.

2000-01-01

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

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.

Simulation: A Complementary Method for Teaching Health Services Strategic Management

PubMed Central

Reddick, W. T.

1990-01-01

Rapid change in the health care environment mandates a more comprehensive approach to the education of future health administrators. The area of consideration in this study is that of health care strategic management. A comprehensive literature review suggests microcomputer-based simulation as an appropriate vehicle for addressing the needs of both educators and students. Seven strategic management software packages are reviewed and rated with an instrument adapted from the Infoworld review format. The author concludes that a primary concern is the paucity of health care specific strategic management simulations.

MILITARY MEDALS: AMERICAN STRATEGIC CULTURE and AIR POWER

DTIC Science & Technology

2017-06-01

11 2 THE KNIGHTS OF THE AIR (1903 – 1918): A PERFECTED REALITY ………………………………………………… 19 3 STRATEGIC BOMBING (1919 – 1945): AN...pivotal periods in air power history: the introduction of air power (1903 – 1918), the development of strategic bombing (1919 – 1945), and the use of...discourse, advanced by the Army Air Corps, favored strategic bombing as the most effective method to fight and win a war. The second case study shows

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

NASA Astrophysics Data System (ADS)

Chang, Rang-Seng

1992-05-01

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

From vision to reality: strategic agility in complex times.

PubMed

Soule, Barbara M

2002-04-01

Health care is experiencing turbulent times. Change has become the constant. Complexity and sometimes chaos are common characteristics. Within this context, infection control professionals strive to maintain their practices, achieve excellence, and plan for the future. As demands shift and expectations increase, professionals in infection surveillance, prevention, and control (ISPC) programs must develop strategic agility. This article describes the rationale for strategic thinking and action set within a framework of 6 thought-provoking questions. It also describes a number of techniques to use for thinking strategically, such as designing visions, becoming entrepreneurial, and engaging in creative and futuristic exercises to evaluate possibilities for program direction. These techniques can guide individual professionals or ISPC programs in strategic decision-making that will increase the ability to survive and succeed in the future.

Strategic Accident Reduction in an Energy Company and Its Resulting Financial Benefits.

PubMed

Reiman, Arto; Räisänen, Tuomo; Väyrynen, Seppo; Autio, Tommi

2018-04-10

This study provides a case example of an energy company that prioritised occupational safety and health and accident reduction as long-term, strategic development targets. Furthermore, this study describes the monetary benefits of this strategic decision. Company-specific accident indicators and monetary costs and benefits are evaluated. During the observation period (2010-2016), strategic investments in occupational safety and health cost the company EUR 0.8 million. However, EUR 1.8 million were saved in the same period, resulting in a 2.20 cost-benefit ratio. The trend in cost savings is strongly positive. Annual accident costs were EUR 0.4 million lower in 2016 compared to costs in 2010. This study demonstrates that long-term, strategic commitment to occupational safety and health provides monetary value.

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.

Communicative versus strategic rationality: Habermas theory of communicative action and the social brain.

PubMed

Schaefer, Michael; Heinze, Hans-Jochen; Rotte, Michael; Denke, Claudia

2013-01-01

In the philosophical theory of communicative action, rationality refers to interpersonal communication rather than to a knowing subject. Thus, a social view of rationality is suggested. The theory differentiates between two kinds of rationality, the emancipative communicative and the strategic or instrumental reasoning. Using experimental designs in an fMRI setting, recent studies explored similar questions of reasoning in the social world and linked them with a neural network including prefrontal and parietal brain regions. Here, we employed an fMRI approach to highlight brain areas associated with strategic and communicative reasoning according to the theory of communicative action. Participants were asked to assess different social scenarios with respect to communicative or strategic rationality. We found a network of brain areas including temporal pole, precuneus, and STS more activated when participants performed communicative reasoning compared with strategic thinking and a control condition. These brain regions have been previously linked to moral sensitivity. In contrast, strategic rationality compared with communicative reasoning and control was associated with less activation in areas known to be related to moral sensitivity, emotional processing, and language control. The results suggest that strategic reasoning is associated with reduced social and emotional cognitions and may use different language related networks. Thus, the results demonstrate experimental support for the assumptions of the theory of communicative action.

Emotions and cooperation in economic games.

PubMed

Haselhuhn, Michael P; Mellers, Barbara A

2005-04-01

In this paper, we examine decisions to cooperate in economic games. We investigate which payoffs give players the greatest pleasure and whether the pleasure they feel about payoffs predicts their decisions to cooperate. To do this, we modify the ultimatum and dictator games by asking players to consider a fixed set of offers and report their preferences over all offers. Players also report the pleasure they imagine feeling from each possible payoff. Results show that players differ in the extent to which they derive pleasure from fairness or greediness. They also differ in the extent to which their choices depend on what we call "strategic" and "non-strategic" pleasure. Strategic pleasure is the expected pleasure of offers, whereas non-strategic pleasure is the pleasure of accepted payoffs. Players whose pleasure primarily depends on larger payoffs tend to make fair offers in the ultimatum game and selfish offers in the dictator game. They maximize strategic pleasure in the ultimatum game and non-strategic pleasure in the dictator game. Players who derive greater pleasure from fairness tend to act fairly in both games. These players maximize non-strategic pleasure. Brain imaging studies should address the question of whether the observed differences in pleasure and preference are systematically linked to differences in neurological activation.

Strategic management system in a healthcare setting--moving from strategy to results.

PubMed

Devitt, Rob; Klassen, Wolf; Martalog, Julian

2005-01-01

One of the historical challenges in the healthcare system has been the identification and collection of meaningful data to measure an organization's progress towards the achievement of its strategic goals and the concurrent alignment of internal operating practices with this strategy. Over the last 18 months the Toronto East General Hospital (TEGH) has adopted a strategic management system and organizing framework that has led to a metric-based strategic plan. It has allowed for formal and measurable linkages across a full range of internal business processes, from the annual operating plan to resource allocation decisions, to the balanced scorecard and individual performance evaluations. The Strategic Management System (SMS) aligns organizational planning and performance measurement, facilitates an appropriate balance between organizational priorities and resolving "local" problems, and encourages behaviours that are consistent with the values upon which the organization is built. The TEGH Accountability Framework serves as the foundation for the entire system. A key tool of the system is the rolling three-year strategic plan for the organization that sets out specific annual improvement targets on a number of key strategic measures. Individual program/department plans with corresponding measures ensure that the entire organization is moving forward strategically. Each year, all plans are reviewed, with course adjustments made to reflect changes in the hospital's environment and with re-calibration of performance targets for the next three years to ensure continued improvement and organizational progress. This system has been used through one annual business cycle. Results from the past year show measurable success. The hospital has improved on 12 of the 15 strategic plan metrics, including achieving the targeted 1% operating surplus while operating in an environment of tremendous change and uncertainty. This article describes the strategic management system used at TEGH and demonstrates the formal integration of the plan into its operating and decision making processes. It also provides examples of the metrics, their use in decision-making and the variance reporting and improvement mechanisms. The article also demonstrates that a measurement-oriented approach to the planning and delivery of community hospital service is both achievable and valuable in terms of accountability and organizational responsiveness.

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

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.

The challenges of strategic purchasing of healthcare services in Iran Health Insurance Organization: a qualitative study.

PubMed

Gorji, Hasan Abolghasem; Mousavi, Sayyed Masoud Shajari Pour; Shojaei, Ali; Keshavarzi, Anahita; Zare, Hossein

2018-02-01

Strategic purchasing in healthcare services is a key component in improving health system performance, and it has been one of the most important issues in health system reform around the world, especially Europe in the last decade. Iran health system and insurance, although sometimes considered the issue of strategic purchasing goals, has not been made possible to achieve or even to implement, due to the associated problems. To determine the associated problems of strategic purchasing in the Iran Health Insurance Organization (IHIO). This study is a qualitative study, and framework analysis which was conducted in Iran in 2014-15. The participants in this study were 34 individuals from decision-makers and executives in the IHIO purchasing process, and university experts who have been chosen purposefully. This study conducted frame analysis, by using MAXQDA 10. The findings included associated problems of IHIO strategic purchasing in 12 themes and 65 subthemes. The themes included: Laws and regulations for purchasing, Organization of purchasing, Qualified and authorized providers, Right type of services, Right type of contracts, Target groups for purchasing, Resources allocation, financing and pricing system, Purchasing as improving performance and quality, Purchasing as shaping the market and competition, Purchasing as health progress state of people and society, Guided purchasing and stewardship of government, Structure of decision-making process in the health and welfare ministries. The findings of this study showed associated problems in IHIO strategic purchasing. To achieve strategic purchasing goals in Iran, identification of all issues and factors of the total insurers and health system sets which affect strategic purchasing is essential.

A framework for guiding sustainability assessment and on-farm strategic decision making

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

Coteur, Ine, E-mail: ine.coteur@ilvo.vlaanderen.be; Marchand, Fleur; University of Antwerp, Ecosystem Management Research Group and IMDO, Universiteitsplein 1, 2610 Wilrijk

Responding to future challenges and societal needs, various actions are taken in agriculture to evolve towards more sustainable farming practices. These actions imply strategic choices and suppose adequate sustainability assessments to identify, measure, evaluate and communicate sustainable development. However, literature is scarce on the link between strategic decision making and sustainability assessment. As questions emerge on how, what and when to measure, the objective of this paper is to construct a framework for guiding sustainability assessment and on-farm strategic decision making. Qualitative research on own experiences from the past and a recent project revealed four categories of actual needs farmers,more » advisors and experts have regarding sustainability assessment: context, flexibility, focus on farm and farmer and communication. These stakeholders' needs are then incorporated into a two-dimensional framework that marries the intrinsic complexity of sustainability assessment tools and the time frame of strategic decision making. The framework allows a farm-specific and flexible approach leading to harmonized actions towards sustainable farming. As this framework is mainly a procedural instrument to guide the use of sustainability assessment tools within strategic decision making, it fits to incorporate, even guide, future research on sustainability assessment tools themselves and on their adoption on farms. - Highlights: • How to link sustainability assessment and on-farm strategic decision making is unclear. • Two-dimensional framework incorporating stakeholders' needs regarding sustainability assessment • Linking complexity of sustainability assessment tools and the time frame of strategic decision making • Farm-specific and flexible approach to harmonize action towards sustainable farming.« less

Developing Academic Strategic Alliances: Reconciling Multiple Institutional Cultures, Policies, and Practices

ERIC Educational Resources Information Center

Eckel, Peter D.; Hartley, Matthew

2008-01-01

Interorganizational relationships (IORs), according to these authors, represent a promising means for developing new capacities in the creation of strategic partnerships between colleges and universities. In this study, the authors focus on academic IORs that are strategic in nature (i.e., they extend beyond the mere sharing of library books or…

User-Focused Strategic Services for Technological University Libraries.

ERIC Educational Resources Information Center

Townley, Charles T.

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

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

ERIC Educational Resources Information Center

Tan, David L.

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

Test-Takers' Strategic Behaviors in Independent and Integrated Speaking Tasks

ERIC Educational Resources Information Center

Barkaoui, Khaled; Brooks, Lindsay; Swain, Merrill; Lapkin, Sharon

2013-01-01

This study investigated the strategic behaviors that test-takers reported using when responding to integrated and independent speaking tasks in an English oral proficiency test [the Speaking Section of the Internet-based Test of English as a Foreign Language[TM] (TOEFL iBT)] and the relationship between test-takers' strategic behaviors and their…

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

ERIC Educational Resources Information Center

West Virginia Higher Education Policy Commission, 2014

2014-01-01

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

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

ERIC Educational Resources Information Center

Mieso, Rob Roba

2010-01-01

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

78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018

Federal Register 2010, 2011, 2012, 2013, 2014

2013-09-10

... strategic planning consultation process is an opportunity for the Department to refine and strengthen the... and Human Services, Office of the Assistant Secretary for Planning and Evaluation, Strategic Planning... planning process under the Government Performance and Results Modernization Act of 2010 (GPRA-MA) (Pub. L...

To Plan or Not to Plan, That Is the Question

ERIC Educational Resources Information Center

Dolph, David A.

2016-01-01

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

A Strategic Model to Address Issues of Student Achievement

ERIC Educational Resources Information Center

Fontana, Leonard; Johnson, Elease; Green, Peggy; Macia, Jose; Wright, Ted; Daniel, Yanick; Distefano Diaz, Mary F.; Obenauf, Steve

2006-01-01

This article describes an interactive and collaborative strategic planning process by a community college in which student retention and success became a focus of a re-accreditation endeavor. The underlying assumption of this strategic planning effort was that engaging all groups that have a stake in student retention at the beginning of the…

75 FR 341 - FY 2010-FY 2011 Broad Agency Announcement

Federal Register 2010, 2011, 2012, 2013, 2014

2010-01-05

... Agency's strategic plan and mission goals, as well as to provide the general public with information and... and programs associated with the Agency's strategic plan and mission goals, as well as to provide the... systematic approach that links our strategic goals through multi-year plans to the daily activities of our...

Toward a Dynamic, Multidimensional Research Framework for Strategic Processing

ERIC Educational Resources Information Center

Dinsmore, Daniel L.

2017-01-01

While the empirical literature on strategic processing is vast, understanding how and why certain strategies work for certain learners is far from clear. The purpose of this review is to systematically examine the theoretical and empirical literature on strategic process to parse out current conceptual and methodological progress to inform new…

How Do We Teach Reading as a Strategic, Decision-Making Process?

ERIC Educational Resources Information Center

Ellery, Valerie

2010-01-01

The following activities, Detail/Retell and Collaborate and Elaborate, adapted from the new IRA book "Creating Strategic Readers" (second edition), highlight how two of the five essential reading components are used in a comprehensive literacy classroom to create strategic readers. The activities also demonstrate how to engage and motivate…