Three-year Strategic Plan Research Articles

School Performance and the Proposed Strategic Plan: The Case of a Laboratory School

This study determined the laboratory school’s performance and developed a three-year strategic plan to enhance its organizational performance. The researcher used a descriptive survey design, and the survey results were analyzed using frequency count and mean. The participants consisted of the school management, alumni, faculty, nonteaching staff, and students. Purposive sampling was used to select 101 participants within a school year for the study. The analysis and synthesis of data showed that the areas that needed attention were reducing the number of students per class, formulating faculty development programs, conducting in-service training, and hiring competent teachers. Further, developing the laboratory school’s purpose, values statement, objectives, key improvement strategies conducting operational research, publication of research studies, funding for faculty research, providing incentives for researchers, and preparing the vision-mission for the laboratory school are recommended in this study. These findings are addressed in the strategic plan developed for review and approval of the management committee to achieve organizational effectiveness and raise the performance of the laboratory school. Finally, this study may ensure the continued operation of laboratory schools in state universities and colleges.

Grupo SMU: su compleja reestructuración corporativa

El presente caso relata el proceso de reestructuración corporativa del Grupo SMU, ligado a la industria chilena de supermercados minoristas, detonado por una situación interna provocada por ineficiencias operativas posteriores a un agresivo proceso de adquisiciones ocurrido entre los años 2007 y 2012. Esta problemática la experimentó el Grupo SMU, quien a través de una política de “Buy and Build” se convirtió en el tercer actor de la industria de supermercados en Chile a finales del año 2012. Si bien esta estrategia le permitió afianzar la posición competitiva del conglomerado, causó un crecimiento inorgánico que ocultó las diferencias en el desempeño operacional de las diferentes cadenas y no permitió el aprovechamiento de sinergias propias en el proceso de consolidación de un holding. Por ello, a mediados del año 2013, la falta de definición en la estrategia competitiva de SMU tuvo como consecuencia un fuerte debilitamiento en su posición financiera debido al significativo endeudamiento que se utilizaba para financiar las adquisiciones, así como por la insuficiente generación de flujos de caja. 
 Por otro lado, comparado con los dos principales actores de la industria, SMU mostraba menores niveles de rentabilidad y de ventas por metro cuadrado. Así, para hacer frente a la crisis, SMU implementó un plan estratégico trianual (2014-2016) sobre el fortalecimiento de tres pilares fundamentales: financiero, operacional y comercial, cuya meta era devolver la viabilidad financiera al conglomerado a finales del año 2016. Tras la implementación de dicho plan, SMU logró una mejora a nivel operacional y comercial. Sin embargo, en los primeros meses de 2017 las Clasificadoras de Riesgo aún tenían dudas sobre el desempeño futuro de SMU y su capacidad de gestión de la crisis. Por ello, Álvaro Saieh, quien se desempeñaba en ese momento como presidente del Directorio de la empresa, tenía diversas interrogantes relacionadas principalmente a si: ¿Fue exitoso el plan de reestructuración operacional y estratégico que llevó a cabo SMU en los últimos tres años? ¿Cuáles serían las variables críticas para asegurar la sostenibilidad de la compañía y su crecimiento en los próximos años? ¿Volveré a ser cuestionado como en 2013? Finalmente, ¿qué posibilidades tengo para crear valor corporativo en el futuro?

Development of a Dental School Strategic Plan to Inform Interprofessional Education.

Changes in U.S. health care delivery systems and Commission on Dental Accreditation standards provide impetus for interprofessional education (IPE) and collaborative practice, but roadmaps for engaging dental and dental hygiene faculty to incorporate IPE in a systematic manner are limited. The purpose of this report is to describe the process for creating a strategy and gathering a variety of baseline data to use for determining objectives and metrics and the subsequent development of an IPE strategic plan at the University of North Carolina (UNC) at Chapel Hill Adams School of Dentistry (SOD). SOD IPE committee members included representation from the UNC Schools of Dentistry, Medicine, Pharmacy, and Business. A three-phase framework was developed. Phase 1 (IPE assessment) was an internal environmental scan including a 2017 faculty survey, departmental mapping of IPE activities, comparison of UNC with national results on the IPE component of the American Dental Education Association (ADEA) survey of dental school seniors (2016 graduating class), identification of faculty joint/adjunct appointments at other UNC schools, and a strengths, weaknesses, opportunities, threats (SWOT) analysis. Phase 2 (visioning) consisted of development of IPE mission, vision, and priorities. In Phase 3 (implementation), priorities were developed. Data-gathering led to a strategic plan with three objectives: 1) increase faculty engagement and recognition, 2) develop predoctoral dentistry and dental hygiene IPE curricula, and 3) develop an infrastructure that supports IPE. Specific initiatives and activities, supporting metrics, and estimated costs were developed for each objective. The framework guided a systematic, transparent, and organized process for collecting and monitoring the evidence and directing activities. A three-year strategic plan for IPE was developed in 2017, and implementation is ongoing.

A Message from the Executive Director: Progress in the SMPTE Three-Year Strategic Plan

In a few short weeks, it is hard to believe that we will be ending yet another year. This is the first year of our new three-year strategic plan, which was approved by the Board of Governors in October 2018 after two years of discussion and planning effort. As I wrote in my column from earlier this year, this plan is designed to focus the Society on a sustainable future.

Setting the Stage for our Next Strategic Plan

Our days as busy pediatric advanced practice registered nurses (APRNs) are filled with addressing the urgent concerns of our patients and families. Amidst the intensity of all the critical conversations and complex decision making, it is important to reflect on how the work we do today will impact the future of our patients’ health and wellbeing. This year, we have a unique opportunity to craft the association's response to current trends in pediatric health and pediatric advanced nursing practice by developing our next three-year strategic plan. Our current strategic plan included the following priorities: leadership and mentorship, engagement, advocacy, professional practice, awareness and influence, and organizational operations and sustainability (National Association of Pediatric Nurse Practitioners (NAPNAP) 2016National Association of Pediatric Nurse Practitioners (NAPNAP)2016-19 Strategic Plan.2016https://www.napnap.org/2016-19-strategic-planGoogle Scholar). As we prepare for this process, our plan should mirror the current and evolving health care landscape. New priorities may focus on identifying innovative models of health care teams, investment in clinical care approaches to address social determinants of health, or carefully examining our patients’ interaction with social media and other technology platforms. We may need to advocate for policies which aim to expand access to coordinated care models for children with medical complexity or better characterize the unmet mental health care needs of children and adolescents. Finding ways to support provider wellness and prevent burnout will help ensure that we are all caring for ourselves and therefore, our patients, in the best way possible. NAPNAP, along with other pediatric-focused stakeholders, have the opportunity to lead research, understand, and advocate for these pressing health care needs, along with many other child health and professional topics. As with any new initiative, our approach will need to be thoughtful, intentional, and representative of many diverse and competing health care priorities. It is essential to learn from our past accomplishments and where we have opportunity to improve upon operational projects which are already underway. A review of current evidence will help identify where our shortcomings reside in meeting the demands of children's health care needs. We need to rely on the expertise of our leaders, that is, special interest group and chapter officers, committee chairs, and community partners, to better understand regional and local trends. Finally, staying abreast of current developments in children's health policy and regulatory changes will aid in placing NAPNAP as a trusted authority in advocating for those who cannot speak for themselves. The investment we place into this process will successfully lead to a current, well-informed, and comprehensive new direction for our association. I encourage your commitment to this process by getting involved in the association's programs, service offerings, and outreach. In just the last year, NAPNAP started on its journey of exploring diversity and inclusion as it relates to our members and the patients we care for. Through NAPNAP Partners for Vulnerable Youth and the Alliance of Children in Trafficking, we continue to identify and support efforts to advocate for children at-risk for significant health outcomes. The numerous opportunities to volunteer can be easily matched with your interests, no matter where you are in your career trajectory. Join a Special Interest Group to share your knowledge and learn from others in the same specialty. Attend chapter events to network with local colleagues and inform one another of changes in your community. Respond to calls for action, participate in our child health learning collaborative calls, and build relationships with your local legislators. Policy makers need to hear your voice and perspective on policies which directly impact children. Arm yourself with the most recent evidence to inform your practice by attending our national conference, specialty symposia, or courses from NAPNAP's pedsCE™ online database. Consider submitting a paper to the Journal of Pediatric Health Care or submit an abstract to the annual conference to disseminate your research and clinical expertise with others. I am truly looking forward to my year as President of NAPNAP. I am so inspired by the conviction of our members, who are committed to improving child health outcomes. Our collaborative teamwork as APRNs, no matter in which state or what setting, cannot be underestimated. I will keep members appraised of the progress of NAPNAP's strategic planning and welcome your feedback at any time. All of us have a responsibility to ensure our patients grow up to be healthy and resilient members of society. I, for one, am proud to be a part of that journey.

Message from the Executive Director: The “Is-Does-Means” of SMPTE

As many of you are already aware, SMPTE has embarked upon a three-year strategic plan, which was approved at the October 2018 Board Meeting. The goals of the plan are to grow SMPTE in many dimensions and to embrace the industry as it evolves into a new space that is still not clearly defined. The plan includes investment in some toolsets that allow extending our visibility into new markets, thereby increasing our relevance to the vast market of digital media technologists. The investment will also involve new business processes and product plans. For example, we envision a new path for how we create, use, and disseminate our standards content. This Knowledge Network will be a significant change to how SMPTE creates standards and how we engage with users in consuming them. I plan to report on our progress, so be sure to watch this space as the process evolves.

Talking Strategy: A Look at ALSC’s Strategic Plan 2017–2020

In February 2017, the Association for Library Service to Children (ALSC) adopted a three-year strategic plan for 2017–2020, which is the framework to direct how ALSC will invest its valuable and limited resources in meeting the future needs of its members and influencing the evolution of the profession.

Three-Year Strategic Plan

Three-Year Strategic Plan

Oh My! How We Have Grown!

All medical societies grow through three basic stages: First is the “Collegial Gathering” of those with similar interests that wish to share ideas and increase their knowledge. The second stage is “The Good O'l Boy's Club,” when a few senior members of a society hold the control and direction of the society. The final stage is the “Professional Organization.” During this phase, the society develops formalized planning and implements long-range goals. The year 2010 is a transition year for the American Academy of Pain Medicine (AAPM), as we simultaneously wind up with one three-year strategic plan while setting the stage for the next one. I want to take this opportunity to provide you with a status report on the 2008–2010 Strategic Plan, as well as our plans for the next three-year cycle. The AAPM developed a strategic plan in 2007 to promote the specialty of Pain Medicine and our academy as a leader in the field. The Strategic Planning Committee established priorities, developed goals, and put our organization on a path toward achieving those goals for the following three years. The AAPM leadership chose to phase the goals in gradually over the three years rather than take them on all at once, which was, in retrospect, a wise decision because we were able to focus on one or two goals at a time. The early priorities included establishing the AAPM as the premier Pain Medicine organization, strengthening the leadership development process, and increasing active memberships. Our successes have included organizing the Pain Summit, publishing a Pain Medicine position paper, playing a leadership role in key pain care legislation, and achieving significant membership growth, among many other accomplishments. As …

Strategic Management System in a Healthcare Setting - Moving from Strategy to Results

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.

Restructuring pharmacy services to reduce expenses without eliminating services

The manner in which pharmaceutical services in a 719-bed teaching institution were restructured to reduce expenses without eliminating services is described. Before the department was restructured, the labor-intensive nature of the drug distribution system and high personnel costs hindered the introduction of upgraded services. Drugs were dispensed from a central pharmacy and 14 pharmacy satellites located throughout the hospital campus. A traditional floor stock system was used in the critical-care units, the operating suites, and the pediatric facility; i.v. admixture services were provided to only two patient-care units. Under a three-year strategic plan, the organizational structure of the department was changed to regroup existing functions and to give more autonomy to the managers. The 12 small pharmacy satellites in the main hospital building were replaced by two larger and more efficiently designed satellites. An automated medication order entry system with bar-code-reading capabilities was installed; automation was also used to increase the efficiency of the nutritional support and oncology services and to create an online file of all statistical, fiscal, and purchasing records. Fax machines that were installed on five critical-care units and the oncology unit decreased turnaround time for new medication orders. These changes enabled the department to eliminate 17 positions while adding 5 clinical pharmacist specialist positions and 6 technician group leader positions. By integrating automation technology with controlled downsizing and restructuring of drug distribution services, the department was able to reduce expenses while improving existing pharmaceutical services.