...Implementing your Strategic Plan Implementation framework The following shows from the management or committee (in a volunteer club) perspective the key elements that will need to address to make the transition from the development of strategic plans and strategies to implementation. [pic] The organisation may wish to include an implementation framework as part of their planning documents to assist with implementation. This could be expressed in table form as outlined below: |Implementation framework | |Element |Example activity | |Governance |Ensuring that board reporting links to the strategic direction of the organisation | |Communication |Distribution of the various planning documents to the appropriate key stakeholders | |Resource allocation |Re-alignment of staffing structures and budgets against the plan | |Key stakeholders |Ensuring that member associations such as states adopt and sign-off on the plans | |Ethics and values |Managing the conflicts of interest that may arise within the organisation | |Risk management...
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...RIDERS FOR NREGA: CHALLENGES OF BACKWARD DISTRICTS The 200 backward districts where the NREGA is being implemented make the Act more desirable but at the same time less feasible. Their unique socio-economic and governance problems better be understood for the NREGA to be effective. The 200 backward districts, identified by the Planning Commission (See box: Measuring Backwardness), will pose major challenges to the implementation of the NREGA because of their special problems. They are the least developed areas of the country comprising mostly marginal farmers and forest dwellers. In many of these districts poverty has increased despite consistent focus of several poverty eradication programmes. Governance has little or no presence in most of these districts. The NREGA with the aim to reduce poverty is thus desirable for these districts. The NREGA can target development using huge demand for casual jobs. However, the absence of governance will make the implementation difficult. It is thus imperative to understand the complex socioeconomic and governance challenges of the backward districts. This will help implement the NREGA in an effective way. And for the NREGA, these districts will decide its overall success. A DIFFICULT CONSTITUENCY Widespread poverty is a major feature with all these districts. A large number of them are located in the arid and semi–arid regions with 94 districts covered under the Drought Prone Areas Programme (DPAP) and 8 districts covered...
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...REPUBLIC OF SOUTH AFRICA DEPARTMENT OF EDUCATION Strategic Plan 2007-2011 1 Mrs Naledi Pandor, MP Minister of Education Mr Enver Surty, MP Deputy Minister of Education 2 Mr Duncan Hindle Director - General: Education TABLE OF CONTENTS 1. Statement by the Minister of Education 4 2. Legislative mandates 6 3. Vision, mission and values 9 4. Introduction by the Director-General 11 5. Five-year Broad Priorities 12 6. Five-year Branch Plans 15 7. Physical and Financial Asset Acquisition Plans including Information and Communications Technology 77 8. Administration Service Delivery Improvement Plans 83 9. Education Provision Service Delivery Improvement Plans 87 10. 2007/08 Operational Branch Plans 101 11. Statutory bodies 175 12. Structure of the Department 179 3 1. STATEMENT BY THE MINISTER OF EDUCATION, MRS NALEDI PANDOR, MP In my statement in the 2006 Strategic Plan, I indicated that Education received the largest share of the National Budget. This year Government has once again reaffirmed its commitment to the education system. Building on the transformation successes of the past but also recognizing the huge backlogs that exist in many parts for the system throughout the country, additional funds have been allocated to further address backlogs in the system. This investment is reflected in our plans to improve the quality of services that we offer to the nation...
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...QI Plan Part III HCS/588 August 3, 2015 Georgia Rothstein QI Plan Part III Health care organizations have a responsibility to their consumers as well as various stakeholders to ensure only the highest quality of health care is being delivered. There are two measures that play a huge role in ensuring the highest quality care is being delivered and they performance measures and quality improvement. This study will address the authority, structure, and organization by identifying who is responsible for implementing the plan discussed in the early papers. It will provide who is responsible for communicating the plan to be implemented. It will provide a description of the education the staff will receive. It will also provide a description of the annual evaluation, external entities involved if any, and challenges faced. Authority, Structure, and Organization At St. Joseph’s Hospital in Denver, Co the board of directors is responsible for making sure the employees are providing the patients with quality care. It is important for the board of directors to know the importance of monitoring quality improvement within the facility and ensure the employees are following the standards that have been set. The quality improvement standards set for the hospital are important and by leaders monitoring the quality improvement it can also lower the risk of liability as well as improve patient care (Farrell, 2008). The executive leaders of the hospital have a responsibility...
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...QI Plan Part III - Implementation and Revision HSC/588 Anna Caluza May 26, 2014 Linda Roan Q I Part III – Implementing and Revising The implementation of correct systems required a team including expert leader’s approach. Effective communications between leaders of Doctor’s Medical Center, end users, the vendors, and the department staff is important when collecting data. For data transfer, authority need to assure that the new system communicate with the existing system. The administrative leaders guide the project activities, data protocol collection, clearly understand roles and responsibilities, and set up policy and procedure. Leader guide the staff to pursue the desire to achieve the goal. In completion of the system, training is provided by trainers for the to staff to be efficient in using the system. A yearly system evaluation to improve quality performance is mandated. The final process of implementation and revising is to assure that the organization is complied with the Joint Commission and other accreditation agencies. Authority Structure and Organization Authority structure is crucial in implementing and revising plans to be successful. To achieve success in implementing project, roles and responsibilities must be organized. Included in the authority structures to achieve success are as follows: board of directors, executive leadership, quality improvement committee, medical staff, middle management, and department...
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...CHAPTER 7 IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES CHAPTER OUTLINE | |The Nature of Strategy Implementation | | |Annual Objectives | | |Policies | | |Resource Allocation | | |Managing Conflict | | |Matching Structure with Strategy | | |Restructuring, Reengineering, and E-Engineering | | |Linking Performance and Pay to Strategies | | |Managing Resistance to Change | | |Creating a Strategy-Supportive Culture | | |Production/Operations Concerns When Implementing...
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...MARKETING PLANNING INTRODUCTION This week you will be introduced to the concepts of strategic planning and the strategic planning process. Important in this discussion is an understanding of the hierarchies that exist within firms and within the planning process. Last week’s consideration of the differences between strategic and tactical is useful too. You will also be introduced to idea of marketing control, which is an important element you will need to address in Assessment Item 2 – Strategies & Implementation. Resources Lecture slides (download or view PowerPoint file) Recorded MyMedia lecture – Week 2 Prescribed text: Chapter 2 MyLO: Readings/Strategic marketing planning Acknowledgement: Sections adapted from Ferrell, OC & Hartline, MD 2010, Marketing strategy, 5th edn. Cengage Learning, Mason, OH. © 2010 Cengage 1 LECTURE OUTLINE Strategic Planning and the Strategic Planning Process The majority of organisations operate according to a formal plan. Formal planning can yield many benefits for all types of firms. It encourages senior management to think ahead systematically and refine its objectives and policies. Sound planning helps the company to anticipate and respond quickly to environmental changes, and prepare for sudden developments more effectively. Whether at the corporate, business unit, or functional level, the planning process begins with an indepth analysis of the organisation's internal and external environments—known as a situation...
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...POlytecnic university of the philippines open university Lopez, quezon The School Improvement Plan of Maulawin National High School towards the Attainment of its Mission and Vision Statement –An example of OD in the 21st century A Term Paper Submitted to Professor Rufo N. Bueza In Partial Fulfillment of the Requirement in Organizational Development and Leadership Effectiveness (MEM 643) Andrew C. Imperial October, 2013 ABSTRACT Every public school in the Philippines is mandated to have a three-year School Improvement Plan (SIP). It is a document which embodies what a school wants to achieve and the manner with which to achieve it. Mission and Vision, which the SIP contains, are one of the essential parts of the SIP. School Vision will provide the direction and leadership toward collaborative actions, steer the administration, teachers and the stakeholders to act in one course, serve as guide with the critical point such as dreams, goals and aspiration of the institution while the School Mission is something that describe the path that the school chooses to take to become what it wants to be as expressed in the vision statement. This term paper describes the issue on the process on school improvement planning that includes an instrument by which the community can hold a certain school accountable for student performance. The goal of every school improvement plan should be to reach every student. In order to accomplish this, school administrators and staff must focus on...
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...Nature of Strategy Implementation Successful strategy formulation does not guarantee successful startegy implementation. It is always more difficult to do something (strategy implementation) than to say you are going to do it (strategy formulation). Although inextricably linked, startegy implementation is fundamentally different from strategy fromulation. Strategy formulation and implementation can be contrasted in the following ways: * Strategy formulation is positioning forces before the action. * Strategy implementation is managing forces during the action. * Strategy formulation focuses on effectiveness. * Strategy implementation focuses in efficiency. * Strategy formulation is primarily an intellectual process. * Strategy implementation is primarily an operational process. * Strategy formulation requires good intuitive and analytical skills. * Strategy implementation requires special motivation and leadeship skills. * Strategy formulation requires coordination among a few individuals. * Strategy implementation requires coordination among many individuals. Management perspectives Implementation problems can arise because of the shift in responsibility, especially if SF decisions come as a surprise to middle- and lower-level managers. Therefore, it is essential to involve divisional and functional managers in strategy-formulation activities. Management Issues Central to Strategy Implementation * Establish annual objectives ...
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...to be acted upon which cannot be held pending until the next scheduled meeting. Urgent matters of this nature are handled by an Executive Committee of the Board composed of three senior members for tentative action until the next Board meeting. The University Executive Body The executive body of the University is headed by the President, assisted by an Executive Vice President. Under the Executive Vice President is the Senior Vice President and Treasurer. The University President The President is the highest in the University. The functions of the position are as follows: ➢ recommend for the approval of the Board of Trustees institutional policies, plans, and programs consistent with the University's mission and thrusts; ➢ ensures the implementation of the University policies, plans and programs approved by the Board of Trustees; ➢ confers, with the authority from the Board of Trustees, academic degrees, diplomas or certificates to qualified candidates for graduation upon the recommendation of the Vice President for Academic Affairs; ➢ officially represents the University in academic, civic, social and other important functions; ➢ executes in behalf of the University, contracts, deeds, and other legal documents as authorized by the Board of Trustees; ➢ recommends to the board of trustees the appointment, promotion and termination of principal officers of the University; ➢ appoints, promotes, and...
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...USAID Project CYCLE OVERVIEW SUMMARY This paper provides an overview of the Program Cycle to all USAID staff and their development partners. The overview demonstrates how the components of the Program Cycle support each other and relate to annual processes and documents. We now live in a more dynamic world, however, with new development partners, more coordination among various US Government actors, shorter execution cycles, new policies and fiscal realities, and greater appreciation for the complexity and contingency of development. The Program Cycle acknowledges that development is not static and is rarely linear, and therefore stresses the need to assess and reassess through regular monitoring, evaluation, and learning. The Program Cycle encourages planning and project management innovations to reduce the unit cost of delivery and increase the cost-effectiveness and lasting impact of development cooperation. In short, we are not going back to the future, but moving forward based on historical best practices. PROGRAM CYCLE COMPONENTS: 1. Agency Policies and Strategies. 2. Country Development strategies 3. Project Design and Implementation 4. Monitoring 5. Evaluation 6. Learning and Adapting 7. Budget Resources Agency Policies and Strategies: The Program Cycle is informed by a series of U.S. Government and USAID policies and strategies that define the goals and purpose of this approach, and that ultimately strive to make...
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...Section 2 Submitted to: Ato Mengistu Bogale August 2015 1. Introduction The word budget means the financial plan of business enterprise for the period of specific period. Predicting financial results of organization. Budget is a quantity of plan of action and aid to the coordination and implementation of plan. A budget system builds on historical or actual performance. Moreover, budget is the most widely used method to control resources of profit making and nonprofit making organizations. Preparation of annual budget is mandatory for all organizations because of its unique feature in controlling financial resources of any entities because of its unique feature in controlling financial resources of any organization. It is one of the most of important financial reports produces by the organizations. Budgeting is concerned with implementation of the approved program within long range of plan. The budget translates the long range plan in to annual operating plan. The annual budgeting process lead to the refinement of those plans. Since managers must produce detailed plans for implementation of the long range plan. Generally nowadays most or every organizations are requiring budgeting. It should be available to management tools, but its goes beyond that. The budget express qualitatively and in detail, what the organization or the business plans to do next and what result it expected. It states how available resources will be needed. It communicates where emphasis...
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...Team E researched intervention programs and conducted personal interviews to formulate recommendations for a director of a public health department regarding appropriate education programs and prevention interventions which could be implemented by the health department to fight the spread of HIV in youth. Intervention Programs to Educate Youth Several interventions will be included in the education plan for youth age 13-24. The plan will address the transmission of sexually transmitted diseases (STDs) and the known correlation of early sexual activity and development of STDs with increased risk of contracting HIV (HAHSTA Annual Report, 2010). To reach the largest population of youth, we will partner with public and private middle schools, high schools, Boys and Girls Clubs, teen pregnancy clinics, and local churches and community groups involved with youth age 13 -24 years old (Maurer & Smith, 2009). The focus of the plan will include abstinence, early screening for STDs and HIV for those who are presently sexually active, use of condoms, and living with HIV (HAHSTA Annual Report, 2010). Abstinence for many youth equates to avoiding pregnancy, however STDs and HIV are transmitted with the exchange of bodily...
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...may be determined by the organization based on its unique needs, or they may be dictated by regulatory agencies. The measures of the indicators allow an organization to gauge its performance against itself over time or against other similar organizations statewide or nationwide. Regardless, the quality indicators must be congruent with the organization’s mission, vision, and values. This paper will provide a description of the Community Health Center of Franklin County, Inc. (CHCFC), describe the mission, vision, and values of CHCFC, explain some quality indicators and measures currently in place at CHCFC, and discuss who is responsible for CHCFC’s quality improvement plan. CHCFC Description CHCFC is a nonprofit federally funded community health center located in rural Alabama. It operates 10 clinics in eight different counties. TCMC is fully accredited by The Joint Commission. Services vary slightly from clinic to clinic. Each clinic offers general primary healthcare, in-house laboratory testing, patient medication assistance programs, and four of the clinics offer in-house X-ray services. According to CHCFC’s 2008 Uniform Data System Report, providers within the organization saw more than 11,000 patients, generating over 45,000 encounters. CHCFC Mission, Vision, and Values CHCFC opened the doors of its first...
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...Management – Strategic Planning: Shriner’s Hospital for Children, Shreveport, Louisiana Name: Institution: Date: The Shriner’s Hospitals for Children of Shreveport, Louisiana published their strategic plan online. The plan was developed based on the findings of a 2012 Health Needs Assessment study, which was commissioned by their Shreveport Community Health Needs Assessment Steering Committee. Environmental Scan The study and ultimate strategic plan, very succinctly identified their regional medical healthcare landscape, regional economic and demographic statistics. Based on this data, the hospital determined that they could have a positive influence, not just within their 9-parish region, as well as, on the overall health of Louisiana’s pediatric population. Theory of Change and Program Portfolio According to the theory of change, for any change to take place, there should be a comprehensive description and illustration as to the way and reason the change would be the thing that is expected in that specific context. The entire theory focused on the specific gap that described as lacking for a program to work. All the goals are set, and the condition necessary is also explained. How the initiative would work should be explained together with the set goals to be achieved when the changes take place. Having the theory`s ideas in mind, access to care was the major issue identified. Proposed programs initialized included an increase...
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