scholarly journals Summary of the 2002 CAG Strategic Planning Survey

2004 ◽  
Vol 18 (1) ◽  
pp. 55-56
Author(s):  
Philip M Sherman ◽  
Sandra M Daniels ◽  
Richard N Fedorak
Keyword(s):  
Strategic Planning ◽  
Strategic Plan ◽  
Governing Board ◽  
Fall Meeting ◽  
Cover Letter ◽  
Subsequent Issue ◽  
The Past ◽  
Canadian Association ◽  
Goals And Objectives ◽  
Cag A

In thisJournal, we have recently highlighted the progress of the Canadian Association of Gastroenterology (CAG) in meeting the goals and objectives outlined in the first Strategic Plan developed in 1993 (1). In September 2002, a Strategic Planning survey was mailed to all members of the CAG (a copy of the cover letter and survey are present for viewing on the CAG Web site www.cag-acg.org/whatsnew/strat_plann_surv.htm. The results of the responses to this survey were collated and presented to the Past Presidents of the CAG at a retreat held during the summer of 2003. These findings were then employed to develop a Strategic Plan for the CAG to guide its progress and development over the next five to ten years. A subsequent issue of this Journal will include a presentation of the CAG 2004 Strategic Plan, which was finalized and approved by the CAG Governing Board during the annual fall meeting in October 2003.

scholarly journals The 1993 Canadian Association of Gastroenterology Strategic Plan: Excellence in Achievement

2003 ◽  
Vol 17 (11) ◽  
pp. 673-676
Author(s):  
Richard Fedorak ◽  
Philip Sherman
Keyword(s):  
Strategic Planning ◽  
Royal College ◽  
Technical Assistance ◽  
Planning Process ◽  
Strategic Plan ◽  
Exponential Growth Phase ◽  
Strategic Planning Process ◽  
The Past ◽  
Canadian Association ◽  
Planning Group

By the summer of 1990, the Canadian Association of Gastroenterology (CAG) had been in existence as Canada’s premier gastroenterology society for nearly thirty years. The specialty of gastroenterology was in an exponential growth phase and many changes were on the horizon, including discussions as to whether the CAG should continue to conduct its annual meeting in conjunction with the Royal College meeting. In 1990, the CAG Governing Board and then president Dr Eldon Shaffer initiated a membership needs analysis (with technical assistance provided through the Strategic Planning Group at Searle Canada Inc) to provide a foundation for a strategic planning process that was to carry forward over the next several years and ultimately produce the CAG’s first strategic planning document. After substantial review and assessment, the 1991/1992 and 1992/1993 CAG Governing Boards approved the 1993 CAG Strategic Plan. This strategic plan served the organization well over the past decade and has provided the cornerstone upon which the CAG advanced many progressive initiatives.

scholarly journals Canadian Association of Gastroenterology 2004 Strategic Plan

2004 ◽  
Vol 18 (2) ◽  
pp. 125-126 ◽  
Author(s):  
Philip M Sherman ◽  
Richard N Fedorak ◽  
Desmond Leddin ◽  
John L Wallace
Keyword(s):  
Strategic Planning ◽  
Strategic Plan ◽  
Needs Analysis ◽  
Canadian Association

Presented below is the Canadian Association of Gastroenterology (CAG) five year Strategic Plan for July 2004 to June 2009. The Strategic Plan represents an extension of the organization's original 1993 Strategic Plan (1), and directly reflects input from the membership provided via a Strategic Planning Needs Analysis undertaken in the fall of 2002 (2).

scholarly journals Strategic planning in financial institutions

1982 ◽  
Vol 13 (2) ◽  
pp. 53-60
Author(s):  
Kenneth C. Krogh
Keyword(s):  
Strategic Planning ◽  
Financial Institutions ◽  
Mission Statement ◽  
Strategic Plan ◽  
Action Planning ◽  
Continuous Evaluation ◽  
Evaluation Of Performance ◽  
Strategic Plans ◽  
Planning Cycle ◽  
Goals And Objectives

The article outlines an approach to strategic planning for financial institutions in which functional strategic plans are first developed for each business unit or unique area of service in the organization. The bank's overall strategic plan is then developed by approving or modifying individual plans so that resources are channelled into areas offering the greatest potential for achievement of the bank's goals. The strategic planning cycle for each line of business should include eight planning elements: mission statement; internal analysis including the unit's strengths and weaknesses; external analysis which includes opportunities and threats in the environment; goals and objectives; strategies for action; management review action; planning for implementation; and continuous evaluation of performance of both people and products in terms of the strategic plan and stated objectives. Several models are shown to illustrate the process.

scholarly journals Canadian Association of Gastroenterology Launches Human Resource Planning Initiatives

2004 ◽  
Vol 18 (9) ◽  
pp. 583-584
Author(s):  
Desmond Leddin
Keyword(s):  
Human Resource ◽  
Canadian Journal ◽  
Web Site ◽  
Strategic Plan ◽  
Resource Planning ◽  
Human Resource Planning ◽  
The Past ◽  
Canadian Association

In 2002, the Canadian Association of Gastroenterology (CAG) conducted a survey of the membership, the results of which were reviewed and developed by the Past Presidents' Council into a long term strategic plan. Survey findings and the resulting strategic plan were published earlier this year in The Canadian Journal of Gastroenterology and can be reviewed on the CAG Web site at http://www.pulsus.com/Gastro/18_01/Pdf/newe_ed.pdf and http://www.pulsus.com/Gastro/18_02/Pdf/newe_ed.pdf. Members repeatedly noted the importance of collecting statistics on gastroenterology in Canada and addressing human resource issues.

scholarly journals Guidelines for planning and monitoring corporate biodiversity performance

2021 ◽  
Author(s):  
Peter J. Stephenson ◽  
Giulia Carbone
Keyword(s):  
Strategic Planning ◽  
Goal Setting ◽  
Strategic Plan ◽  
Management Approach ◽  
Biodiversity Data ◽  
Indicator Development ◽  
Goals And Objectives ◽  
Corporate Level ◽  
Internal Capacity

These Guidelines offer an approach for developing a corporate-level biodiversity strategic plan, including measurable goals and objectives and a set of core linked indicators, that will allow companies to measure their biodiversity performance across their operations. The Guidelines can be used by any company in any sector that has impacts and dependencies on biodiversity, whether large or small, national or multinational. They are aimed at sustainability teams, managers and other company staff whose roles include strategic planning and reporting related to biodiversity. The focus is on a full-cycle, results-based management approach (not just risk analyses, goal setting or indicator development), since assessing pressures on biodiversity, and planning and developing measurable goals, are key prerequisites for monitoring. They also explain how, by choosing and using appropriate core indicators and building internal capacity and partnerships, companies can aggregate and use biodiversity data at the corporate level in a meaningful way.

scholarly journals The Canadian Association of Gastroenterology Education Committee Report

2004 ◽  
Vol 18 (10) ◽  
pp. 631-637
Author(s):  
Ronald J Bridges
Keyword(s):  
Strategic Planning ◽  
Professional Education ◽  
Basic Science ◽  
Committee Report ◽  
Future Directions ◽  
Digestive Diseases ◽  
Education Committee ◽  
Canadian Association ◽  
A Priority ◽  
Cag A

I am pleased to provide an update regarding the activities and future directions of the Canadian Association of Gastroenterology (CAG) Education Committee. The mandate of the CAG Education Committee is to facilitate, develop and promote excellence as it pertains to educational initiatives for the Canadian gastroenterology community. Professional education has long remained a priority of the CAG - a fact well recognized by the membership. The 2002 CAG Strategic Planning Survey showed that members rate Canadian Digestive Diseases Week (CDDW) as the most important CAG service, on par with Digestive Diseases Week regarding its usefulness (1). CDDW 2004 offered delegates a variety of basic science and clinical symposia, the popular and well received 'Breakfast with the Expert' sessions and a comprehensive Postgraduate Course reviewing key developments in gastroenterology, nutrition and hepatology.

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.

YEAR 2020: ON THE REMAINING REPRODUCTIVE THREATS AND THEIR NEUTRALIZATION ON THE WAYS TO IMPROVE STRATEGIC PLANNING AND INDUSTRIAL POLICY, THE DEPLOYMENT OF THE NATIONAL INNOVATION SYSTEM AND ITS SECTORAL AND REGIONAL SUBSYSTEMS

2020 ◽  
pp. 3-53
Author(s):  
Yu.B. Vinslav
Keyword(s):  
Strategic Planning ◽  
Industrial Policy ◽  
Innovation System ◽  
Poor Quality ◽  
National Innovation System ◽  
State Regulation ◽  
Industrial Complex ◽  
The Past ◽  
Technological Modernization

The article analyzes the main indicators of the evolution of the domestic economy and its industrial complex in the past year (in January — November 2019). It Identifies trends in this evolution, including negative trends that determine the preservation of reproductive threats in 2020: sluggishness, instability and low quality of economic growth. The main reasons for the fact that the objective resource capabilities of the macro level were clearly not used enough to effectively solve the urgent problems of technological modernization of the economy and increase people’s welfare are established. The main reason is the poor quality of public administration, including imperfect strategic planning and industrial policy; there is still no modern national innovation system in the country. Accordingly, recommendations for improving the quality of state regulation in its specified components are justified. The recommended measures, according to the author, will help the economy to move to a trajectory of rapid, sustainable and high-quality growth.

Emerging Framework for Planning and Implementation of Online Programs

2010 ◽  
Vol 1 (4) ◽  
pp. 1-16 ◽  
Author(s):  
Victor M. Hernández-Gantes
Keyword(s):  
Strategic Planning ◽  
Online Education ◽  
Program Planning ◽  
Successful Implementation ◽  
Online Programs ◽  
The Past ◽  
Effective Program ◽  
Assessment Strategies ◽  
Interactive Feedback ◽  
Dramatic Growth

The dramatic growth of online education over the past two decades is requiring colleges to make a shift from fragmented approaches to program planning and implementation towards a framework integrating both into a coherent support system. This article provides an overview of an emerging holistic framework for planning and implementation of online programs calling for shared strategic planning needs assessment strategies, and establishing program consensus. Guided by a program vision, curriculum and instructional strategies are identified along with internal and external supports needed for successful implementation. The framework suggests demand-driven strategic planning, benchmarking approaches to implementation practices, and interactive feedback to ensure effective program planning and implementation.

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