Let a Thousand Flowers Bloom: Transition towards Implementation of the IMIA Strategic Plan

2007 ◽  
Vol 46 (06) ◽  
pp. 625-628 ◽  
Author(s):  
P. Murray ◽  
R. Haux ◽  
N. Lorenzi
Keyword(s):  
Strategic Planning ◽  
Medical Informatics ◽  
Strategic Plan ◽  
Vice President ◽  
International Medical ◽  
Strategic Goals ◽  
Planning Implementation

Summary Objective : IMIA, the International Medical Informatics Association, has adopted the IMIA Strategic Plan, “Towards IMIA 2015”. In order to turn the vision into reality, we invite all members of IMIA, and others with an interest in our work, to engage in activities designed to achieve the key strategic goals of the plan. Methods : IMIA members and others are invited to study the IMIA Strategic Plan, and consider developing, or contributing to, proposals that can support the implementation of one or more parts of the Strategic Plan. IMIA has allocated a proportion of reserve funds for projectssupporting the implementation of the plan, and proposals can be submitted to the Interim Vice President for Strategic Planning Implementation. Results and Conclusions : Several projects are already being undertaken to support implementation of the IMIA Strategic Plan. IMIA looks forward to its members undertaking further projects, targeted at achieving its strategic goals and making the vision a reality by 2015.

scholarly journals Strategic planning for bioanalytical automation: managing growth successfully

1992 ◽  
Vol 14 (2) ◽  
pp. 47-50 ◽  
Author(s):  
Julie J. Tomlinson
Keyword(s):  
Strategic Planning ◽  
Strategic Plan ◽  
Current Status ◽  
Management Commitment ◽  
The Future ◽  
Planning Implementation ◽  
Term Management

Bioanalytical automation expanded at Glaxo Inc. from 1987 to 1991 by cycling through periods of justification, planning, implementation, obstacle-jumping and success, which justified continued cycling. In 1990 it became evident that the technology and its growth needed to be planned and the resources had to be managed. A Strategic Plan was researched and prepared. The plan describes the mission, values, goals and structure of the Bioanalytical Automation Group and the most important requirements for achieving those planned goals, including: (1) Long-term management commitment; (2) Trained, dedicated personnel; (3) Quality facilities; (4) Teamwork; and (5) Investment in automationcompatible equipment. The strategic plan has been in effect for over a year; current status, history, and the future are discussed in this article.

scholarly journals A Proposed Strategic Plan for the Preparatory Year in the Light of Saudi Arabia Vision 2030

2021 ◽  
Vol 13 (2) ◽  
pp. 1350-1366
Author(s):  
Dr. Yousry Mohammed Othman ◽  
Dr. Nasser Saud Alrayes
Keyword(s):  
Saudi Arabia ◽  
Strategic Planning ◽  
Gap Analysis ◽  
Strategic Plan ◽  
Academic Work ◽  
Self Evaluation ◽  
Vision 2030 ◽  
Strategic Goals ◽  
And Performance ◽  
Preparatory Year

The purpose of this study was to prepare a proposed strategic plan for the preparatory year, which would provide the first-year university program, in the light of Saudi Arabia vision 2030. The researchers in this study used the analytical descriptive curriculum to suit the nature of the subject, and given the nature and objectives of the study, the researchers used the "purposeful sampling", through the identification of a group of experts, selected from the specialists and management experience in academic work, according to the following criteria: (Have experience, leadership in academic work, focus on who has experience in strategic planning and focus on who has experience in academic accreditation and quality). 36 experts responded, taking their views on the applicability of the proposed strategic plan to Saudi Arabia's environment and their development observations. The study provided a practical explanation of how the proposed strategic plan was prepared in accordance with the Pfeiffer model and the SWOT model, which were developed in a number of stages: Define the concept of the strategic plan, Form the strategic planning group on the basis of the preparatory year, Self-evaluation and self-study for the preparatory year in the light of the criteria of the National Centre for Assessment and Academic Accreditation (NCAAA) and environmental analysis of the preparatory year, gap analysis and define prioritization, Building the strategic plan, which includes the following stages: exploring the stakeholders' views on the vision, mission and current objectives of the preparatory year; formulating the vision, mission and strategic goals in the light of the results of the stakeholders survey and the views of the experts, after adjusting the formulation of the vision, mission and strategic goals in the light of the results of the stakeholders survey; alignment the proposed strategic goals of the preparatory year with each of the following: The strategic goals of Imam Abdul Rahman Ben Faisal University “IAU”, the criteria of the NCAAA, the National Qualifications Framework 2020 and the formulation of the final vision, mission and strategic goals in the light of the results of the survey of stakeholders and experts; formulation of sub-goals, blessings and performance indicators for each strategic goals, the implementation plan for apply of the strategy, follow-up and evaluation of the proposed strategic plan for the preparatory year.

scholarly journals The IMIA Strategic Plan - Towards IMIA 2015

2008 ◽  
Vol 17 (01) ◽  
pp. 7-15 ◽  
Author(s):  
P.J. Murray ◽  
Keyword(s):  
Medical Informatics ◽  
Strategic Plan ◽  
General Assembly ◽  
World Population ◽  
Wide Audience ◽  
Policy Makers ◽  
The World ◽  
Transition Plan ◽  
Strategic Goals ◽  
Wide Dissemination

Summary Objective To present the IMIA Strategic Plan, ‘Towards IMIA2015’, to a wide audience within and outside the ‘IMIA family’, so as to aid in turning the vision of the plan into reality. Methods IMIA, the International Medical Informatics Association, unanimously adopted the IMIA Strategic Plan, ‘Towards IMIA2015’, at its 2007 General Assembly meeting in Brisbane, Australia. The wide dissemination of this plan is one of the first stages in the developing IMIA Transition Plan, which will develop a roadmap and specific projects for implementing the strategy. The IMIA Strategic Plan is presented here, and we welcome dialogue with all who wish to work with IMIA to achieve the vision and the strategic goals, of providing leadership and expertise to the multidisciplinary health focused community and policy makers to enable the transformation of healthcare to improve the health of the world population. Results and conclusions IMIA and its members are now engaged in work to support implementation of the IMIA Strategic Plan. IMIA invites all with an interest in our activities to work with us towards achieving the strategic goals and making the vision a reality by 2015.

UNIFICATION OF STANDS SELECTION FOR FINAL FELLING IN STRATEGIC AND TACTICAL PLANNING

2015 ◽  
Author(s):  
Ainārs GRĪNVALDS
Keyword(s):  
Strategic Planning ◽  
Net Present Value ◽  
Strategic Plan ◽  
Regression Function ◽  
Tactical Planning ◽  
Present Value ◽  
Black Alder ◽  
Value Maximization ◽  
Annual Changes ◽  
Selection For

The stand selection for cutting in tactical planning should be done according to the same principles like in strategic planning – to maximize net present value. The simple way of how to transfer the net present value maximization principle from strategic planning to tactical planning was created in Sweden. The method is based on annual changes in the net present value by postponing final felling. Forest inventory data and forestry modelling system was used for calculation of changes in net present value for pine, spruce, birch, aspen and black alder stands. And changes in net present value were described by regression function with factors from stand parameters. The regression function allows calculating annual changes in net present value for each stand. And stands with higher decrease in net present value have higher cutting priority. Stands selected for the final felling in strategic plan were compared with the stands selected in tactical plan with two methods, first, by using annual changes in the net present value, second, by traditional planning principles. Stands selected by annual changes in the net present value were similar to stands that were selected for cutting in strategic plan, but stands selected by traditional planning principles – not.

Health and Medical Informatics Competencies: Call to Participate in Updating the IMIA Recommendations

2002 ◽  
Vol 41 (02) ◽  
pp. 86-88 ◽  
Author(s):  
Judith Douglas ◽  
Evelyn Hovenga
Keyword(s):  
Literature Review ◽  
Small Group ◽  
Learning Outcomes ◽  
Medical Informatics ◽  
Working Group ◽  
International Medical ◽  
Three Dimension ◽  
Virtual University ◽  
Group 1

Summary Objectives: On behalf of the International Medical Informatics Association (IMIA), its Working Group 1 (WG1) addresses health and medical informatics education. Methods: As part of its mission, WG1 developed recommendations for competencies, describing a three-dimension framework and defining learning outcomes. Results: Officially approved by IMIA in 1999, the recommendations have been translated into seven languages. In 2001, WG1 charged a small group with updating the recommendations and consider the work undertaken by others to develop competencies. Additional work underway in support of the recommendations includes a literature review to help extract the fundamental competencies from the recommendations. To ensure the highest quality of input in the updated recommendations, WG1 is issuing a call for participation to the international informatics community. Conclusions: Further work with the competencies will result in updated IMIA guidelines. These are expected to support the creation of a virtual university for health and medical informatics.

scholarly journals University Community Engagement and the Strategic Planning Process

2018 ◽  
Vol 13 (1) ◽  
pp. 4-17 ◽  
Author(s):  
Laura Newton Miller
Keyword(s):  
Strategic Planning ◽  
Qualitative Methods ◽  
Quantitative Methods ◽  
Planning Process ◽  
Strategic Plan ◽  
User Experience Design ◽  
Strategic Planning Process ◽  
Research Libraries ◽  
The University ◽  
University Community

Objectives- To understand how university libraries are engaging with the university community (students, faculty, campus partners, administration) when working through the strategic planning process. Methods- Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians), CARL (Canadian Association of Research Libraries), CONZUL (Council of New Zealand University Librarians), and RLUK (Research Libraries UK) who are most directly involved in the strategic planning process at their library. Results- Out of a potential 113 participants from 4 countries, 31 people replied to the survey in total (27%). Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic plan process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens), library-focused, trends & vision, and feedback on plan. Conclusions- Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation in how the library moves forward is an important but difficult endeavour. Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning

scholarly journals A proposed strategy for the optimal use of databases and statistical data collection tools to enhance the strategic plan of the Islamic University: استراتيجية مقترحة للاستخدام الأمثل لقواعد البيانات وأدوات جمع البيانات الإحصائية لتعزيز الخطة الاستراتيجية للجامعة الإسلامية

2020 ◽  
Vol 4 (2) ◽  
Author(s):  
Tarek Mahmoud Emara, Ehab Ibrahim Mohamed Ibrahim
Keyword(s):  
Strategic Planning ◽  
Data Collection ◽  
Statistical Data ◽  
Strategic Plan ◽  
Vital Role ◽  
University Employees ◽  
Strategic Plans ◽  
The University ◽  
Future Plans

The databases and data collection tools are a fundamental pillar of strategic planning, especially in the higher education sector. The Islamic University has been interested in achieving ambitious strategic plans and at the same time designing databases and data collection tools to support the decision- making process. So that, this study aimed at presenting a proposed strategy for the optimal use of databases and statistical data collection tools to enhance the strategic plan of the Islamic University. The importance of this strategy is that it plays an essential role in promoting the university's current strategic plan and at the same time it will be an appropriate tool for designing the future plans of the university. The study relied on the descriptive and analytical statistical approach as a framework for the applied and field study. where we designed a strategy supportive of the strategic plan of the Islamic University, and has developed a set of hypotheses associated with the vital role of databases to promote the basic plan the strategy of the Islamic University, the feasibility of the proposed strategy and its benefit, and the extent of satisfaction of the beneficiaries of this strategy, and that exists compatibility in rai of employees of the Islamic University and the views of employers on the proposed strategic plan. The result of study appeared that the average of the opinions of university employees and employers about the proposed strategy and its benefit. The study recommended the necessity of applying the proposed strategy while expanding the integration of databases and data collection tools within the strategic planning requirements of the university and there are need to develop existing databases or create new rules to meet the strategic planning requirements.

scholarly journals Strategic Planning and Its Implications on SMEs in Bangladesh: An Empirical Study

2013 ◽  
Vol 2 (1) ◽  
pp. 47-60
Author(s):  
Md. Hafij Ullah ◽  
Faruk Bhuiyan
Keyword(s):  
Sustainable Development ◽  
Strategic Planning ◽  
Empirical Study ◽  
Strategic Plan ◽  
Direct Impact ◽  
Classification Code ◽  
Return On Sales ◽  
Vital Factor

Strategic plan is an important integral part and vital factor for long-tern success and sustainable development of any organization and also for SMEs. Without strategic plan an SME may journey towards an imaginary destination. The current study is an endeavor to highlight the present scenario of SMEs in Bangladesh, scope of strategic plan in SMEs, barriers to preparing strategic plan and ways to removal of the barriers and finally implications of strategic plan in SMES in Bangladesh.  The paper found that sustainable development of SMEs highly depends on the preparation and implementation of strategic plan in SMEs in Bangladesh and strategic plan has direct impact on the growth of number of employees, volume of capital and return on sales of SMEs. GEL Classification Code: O20; G32; M13

scholarly journals Perencanaan Strategik Pendirian Ma’had Aly Pondok Quran Bandung

2018 ◽  
Vol 3 (1) ◽  
pp. 173-193
Author(s):  
Rizka Dwi Seftiani ◽  
Siti Dieny Hafshoh ◽  
Irawan Irawan
Keyword(s):  
Action Research ◽  
Strategic Planning ◽  
Research Method ◽  
Swot Analysis ◽  
Strategic Plan ◽  
Master Plan ◽  
Contributing Factors ◽  
Kurt Lewin ◽  
Fact Finding ◽  
The Ideal

This research focuses on the process of strategic planning completion of the Ma'had Aly Pondok Quran establishment in Bandung Regency. This research uses Kurt Lewin model of action research method which consists of planning, acting and fact finding on the result of the action. The results of this study indicate that there are several efforts to meet the conditions that have been determined by the Minister of Religious Regulation 71/2015 on the establishment of Ma'had Aly Pondok Quran. The contributing factors of the succesful strategic planning are the results of the present and expected future conditions analysis, the results of Ma'had Aly SWOT analysis, the Master Plan Development Document (RIP)of Ma'had Aly Pondok Quran, Strategic Plan Cycles and Strategic Plan Matrix of the Ma'had Aly performance. These constitute as the guidelines for the realization of the ideal establishment of Ma'had Aly which is in accordance with the Guide of Establishment of Ma'had Aly as stated on the operational guidelines of the Ministry of Religious Affairs.  

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