Diabetes Statewide Strategic Plan, August 19, 2015

Statewide Strategic Plan for diabetes management from the Iowa Department Public Health

Iowa State wide Strategic Plan for Healthcare Associated Infections, October 28, 2015

Iowa State wide Strategic Plan for Healthcare Associated Infections, prevention, harm reduction, community care coordination, survey and data.

Iowa Medication Safety and Effectiveness Statewide Strategic Plan, August 4, 2015

Improve the effectiveness, coordination, and safety of medication use in Iowa.

Obstetrical Care Statewide Strategic Plan, August 20, 2015

Increase provider and consumer awareness of available resources for obstetrical care.

Iowa Department of Public Health's Office of Multicultural Health Strategic Plan FY 2007-2011, September 26, 2008

The Iowa Department of Public Health's Office of Multicultural Health invited 21 representatives, key informants throughout the State of Iowa and five state personnel to help chart a strategic map for the OMH staff and it constituents to travel during the next 3-5 years, as the office strengthens its infrastructure and continues to meet its mission.

Iowa Department of Public Health Office of Minority and Multicultural Health Strategic Plan 2012 to 2017, February 19, 2013

The Iowa Department of Public Health's Office of Multicultural Health invited 21 representatives, key informants throughout the State of Iowa and five state personnel to help chart a strategic map for the OMH staff and it constituents to travel during the next 3-5 years, as the office strengthens its infrastructure and continues to meet its mission. This two day strategic planning session brought forth the consensus of maintaining the four major function areas held within the 2007 to 2011 strategic plan. Those four areas are: education, advocacy, data and training and development. 2

Iowa Department of Cultural Affairs, Strategic Plan 2016-2018

The Department of Cultural Affairs was created in the state government reorganization in 1986. The department’s two divisions, the Iowa Arts Council and the State Historical Society (SHSI) have a much longer history of service to Iowans. With such a rich history, it is fitting that the Department of Cultural Affairs calls the State Historical Museum home, a facility which collects, preserves and showcases Iowa’s treasures that itself can trace its roots in state government back 120 years. Generations of Iowans have been touched by the programs and services provided through this department. Though organized as one department, the DCA has never undergone strategic planning as a single, cohesive organization. With a desire to move forward as a stronger, more unified entity, a department wide strategic planning process becomes critical to future success as the department continues to better assess its resources and expertise internally, while ensuring it is focused on the common goal of leveraging cultural resources across the state of Iowa.

Asian/Pacific Americans Strategic Plan 2013-2014, September 2013

Strategic Plan for Asian and Pacific Islanders.

The Citadel blueprint : the strategic plan for educating principled leaders

The Citadel conducted a campus-wide planning process that engaged the campus community in a discussion of the institution’s strategic goals and future vision, culminating in The Citadel’s 2009-2012 Strategic Plan. This planning document communicates The Citadel’s priorities and lays the foundation for a successful capital campaign that will take the institution to new heights of academic and leadership excellence. Building upon previous strategic planning processes, our mission, and core values, eight strategic initiatives will continue to form the foundation of the institution’s planning efforts and help define the college’s planning priorities.

DHEC strategic plan

This short strategic plan explains the agency's vision, mission and core values. It's agency strategies are broken down into five strategic focus areas, the imperatives that unite its teams, align its work, and enable the agency to move forward in our ambitious mission. Those five strategies are: education and engagement, science in action, leadership and contribution, service and accessibility and operational excellence.

Submission to Brisbane City Council : Draft Brisbane Economic Development Plan

As with any strategic planning process, evidence-based estimates are needed to plan effectively for the future. Comments below are based upon data drawn from the Brisbane Long Term Infrastructure Plan (Department of Local Government, Planning, Sport and Recreation, 2005) and the Brisbane Long Term Planning Economic Indicators (National Institute of Economic and Industry Research, 2005), as these are cited as the underpinning research for the economic plan. This submission focuses on one critical aspect of the strategic plan — the relationship between population growth, employment growth, and infrastructure provision. While the focus of the strategic plan is on the changes which would occur within Brisbane, it is important that consideration of predicted changes in surrounding local government areas be also carried out.

Point Henry Bushfire Safety : 10 Year Plan

Bushfire responsive design and management strategy at the bioregion scale. 248 Page document containing text, original designs, photographs, masterplans and critique - created as an alternative community-based strategy for risk mitigation and management reponse to bushfire in the Point Henry and Bremer Bay region of Western Australia. Document drafted as an alternative to a local government commissioned plan which had many shortcomings. It was presented as a 'powerpoint' presentaion at a public meeting in Bremer Bay on 7th April 2014 and disseminated to local community members and councillors to encourage public debate and feedback to the Shire of Jerramungup, WA.

Strategic planning for long-term financing of Pacific leatherback conservation and recovery:Proceedings of the Bellagio Sea Turtle Conservation Initiative, Terengganu, Malaysia; July 2007

On 17-20 July 2007, 45 experts on sea turtles, fisheries, conservation and finance from 10 countries convened at the Bellagio Sea Turtle Conservation Initiative workshop in Terengganu to focus on methods to save the imperiled Pacific leatherback from extinction. The group developed a strategic plan to guide the prioritization and long term financing of Pacific leatherback turtle conservation and recovery objectives. Participants identified critical conservation actions and agreed that a business plan is urgently needed to reverse the trajectory towards extinction of the Pacific leatherback. The conservation actions prioritized by the participants encompassed protecting nesting beaches including eggs and nesting females; reducing direct and indirect turtle take in coastal fisheries; and strengthening regional and sub-regional cooperation. The group committed to work together on fundraising and implementation of these urgent conservation actions. This report presents outputs and the plan that was produced from the workshop.

Giza baliabideetara zuzendutako eitb enpresaren plan estrategikoa

EiTBren Giza Baliabideen plan estrategiko honek, erakundearen langileen ibilbide-orriak finkatzen ditu, 2013-2016 plan estrategiko orokorra oinarritzat hartuta. Hausnarketa estrategiko honetan, etorkizunari buruzko gogoeta egiten da, eta etorkizuna giza baliabideen esfortzuarekin eraikitzen da.

Arrantza sektorea: Santi Burgoa sl, 2018rako plan estrategikoa

Gradu Amaierako Lan hau egiterakoan arrantza sektorearen gaineko jakintza maila handiagotzea, sektorearen egoeraren berri ematea eta graduan zehar ikasgai ezberdinetan landutakoa praktikara eraman eta enpresa bati Plan Estrategikoa lantzea dira nire helburuak. Horretarako lehenik eta behin, Gradua Amaierako Lan honetan erabiliko dudan metodologia azaldu, landuko ditudan atalen buruzko Marko Teorikoa aurkeztu, arrantza sektoreari buruzko ezaugarri, iraganeko eta gaur egungo egoera, jasandako aldaketen zergatik, eta hobetzeko asmoz aurrera eraman daitezkeen pausuak plazaratuko ditut. Ondoren enpresaren kasuan murgilduko naiz, bere historia, xedea, bisioa eta balioak azalduz ondoren analisi estrategikoa egin eta helburuak planteatzeko. Azkenik, Gradu Amaierako Lan honen ondoriekin amaituko da lana.