Agency Strategic Planning Guidebook, August 2013

In creating a strategic plan, an organization analyzes current and historical trends and other factors to try and anticipate the future. The state of Iowa’s strategic planning process asks agencies to look three to five years into the future to lay out essential goals, strategies, and measures to ensure that it remains focused on achieving its vision and mission. Agency plans should address strategic challenges or opportunities related to their mission, programs and services. To the extent possible, agencies should align their plans with the enterprise plan, considering how they can contribute to achieving the Governor’s Goals. Agencies are required to review their plan on an annual basis, and, if appropriate, refine the plan.

Bombolles financeres i confusió informativa. Relació entre la informació econòmica als mitjans de comunicació i la presa de decisions d’inversió

La Teoria Econòmica està construïda sobre la hipòtesis de racionalitat dels agents econòmics. La racionalitat de l’homo economicus consisteix en què maximitza la seva utilitat tractant d’obtenir els majors beneficis amb el menor esforç, si bé l’aplicació d’aquesta hipòtesi a l’ésser humà no és plena ja que la seva motivació no sempreés biològica i de vegades actua empès per aspectes culturals difícils d’associar a un benefici1. Tanmateix, la hipòtesi de racionalitat s’ha considerat una bona representació dels aspectes essencials del comportamenteconòmic de l’ésser humà. El problema es presenta quan la Teoria Econòmica no és capaç d’explicar ni resoldre satisfactòriament problemes tan rellevants com les bombolles especulatives i la causa d’aquesta mancança s’atribueix a una construcció inadequada d’aquesta Teoria...

Apren 2010. [The fourth UPC strategic plan for libraries]

Postprint (published version)

Good practice for dialogue and communication as strategic principle for policing political manifestations in Europe (GODIAC):field study handbook

This handbook describes the peer review methodology that was applied at the GODIAC project fi eld studies1. The peer review evaluation method as initiated by Otto Adang in the Netherlands and further developed in a European football context (Adang & Brown, 2008) involves experienced police offi cers cooperating with researchers to perform observational fi eld studies to identify good practices and learning points for public order management. The handbook builds on the GODIAC seminars and workshops, for the fi eld study members, which took place in September 2010, January 2012 and January 2013. The handbook has been discussed in the project group and in the steering committee. It is primarily written for the GODIAC fi eld study members as background material for understanding the fi eld study process and for clarifying the different responsibilities that enable active participation in the fi eld study. The handbook has been developed during the project period and incorporates learning points and developments of the peer review method. The handbook aims at promoting the use of fi eld studies for evaluation of policing major events.

Good practice for dialogue and communication as strategic principle for policing political manifestations in Europe (GODIAC):the anthology

The volume is divided into two parts; the fi rst deals with issues related to the police, and the second addresses issues related to demonstrators and protesters. We hope that this volume will provide further insight into issues associated with policing at major events and shed light on the complexity of the organisations, motives, and strategies in play whenever protester groups are involved.

Good practice for dialogue and communication as strategic principle for policing political manifestations in Europe (GODIAC):recommendations for policing political manifestations in Europe

This report summarises the fi eld study results of the project ’Good practice for dialogue and communication as strategic principles for policing political manifestations in Europe’ (GODIAC).1 The overall idea was to integrate operative police work, research and training within the fi eld and to build international and institutional networks, ensuring and recognising the responsibilities of the organisers. The purpose of the GODIAC project was to contribute to the development of a European approach to policing political manifestations.

'Do not attempt resuscitation' and 'cardiopulmonary resuscitation' in an inpatient setting: factors influencing physicians' decisions in Switzerland.

OBJECTIVE: To determine the prevalence of cardiopulmonary resuscitation (CPR) and do-not-attempt-resuscitation (DNAR) orders, to define factors associated with CPR/DNAR orders and to explore how physicians make and document these decisions. METHODS: We prospectively reviewed CPR/DNAR forms of 1,446 patients admitted to the General Internal Medicine Department of the Geneva University Hospitals, a tertiary-care teaching hospital in Switzerland. We additionally administered a face-to-face survey to residents in charge of 206 patients including DNAR and CPR orders, with or without patient inclusion. RESULTS: 21.2% of the patients had a DNAR order, 61.7% a CPR order and 17.1% had neither. The two main factors associated with DNAR orders were a worse prognosis and/or a worse quality of life. Others factors were an older age, cancer and psychiatric diagnoses, and the absence of decision-making capacity. Residents gave four major justifications for DNAR orders: important comorbid conditions (34%), the patients' or their family's resuscitation preferences (18%), the patients' age (14.2%), and the absence of decision-making capacity (8%). Residents who wrote DNAR orders were more experienced. In many of the DNAR or CPR forms (19.8 and 16%, respectively), the order was written using a variety of formulations. For 24% of the residents, the distinction between the resuscitation order and the care objective was not clear. 38% of the residents found the resuscitation form useful. CONCLUSION: Patients' prognosis and quality of life were the two main independent factors associated with CPR/DNAR orders. However, in the majority of cases, residents evaluated prognosis only intuitively, and quality of life without involving the patients. The distinction between CPR/DNAR orders and the care objectives was not always clear. Specific training regarding CPR/DNAR orders is necessary to improve the CPR/DNAR decision process used by physicians.

Strategic alliances. How to make them succeed

Mitjançant aquest treball hem analitzat com en aquest temps en què la internacionalització és un fet necessari i les empreses volen globalitzar, aquestes decideixen unir-se per tal d'aconseguir. Aquí analitzem els diferents tipus d'unió possible centrant-nos més específicament en les aliances estratègiques però veient també les adquisicions. Primer analitzem quan és més convenient aliar-se amb una empresa o adquirir-la. Això ho portarem a terme mitjançant el desenvolupament d'una sèrie d'elements a tenir en compte. Un cop vist això, analitzem els principals motius pels quals les empreses decideixen aliar-se, entre els quals destaquen l'obtenció de coneixement i recursos. A més analitzem les diferents variants d'aliança estratègica com són les llicències, franquícies, contractes de recerca i desenvolupament, Joint Ventures, etc. i quan és més convenient desenvolupar una o una altra. En aquest treball, ja que com veurem les aliances tendeixen a fracassar ja que les empreses no les implementen correctament o no dediquen el temps suficient a analitzar l'entorn i les condicions per veure quina estratègia li convé més a l'empresa, analitzarem els elements necessaris per fer-les funcionar i els factors claus d'èxit d'aquestes aliances com ara l'experiència, la reputació, la confiança, els objectius clars, el Know-how, la cultura ... A més en aquest treball analitzem el cas de l'aliança estratègica sorgida entre Disney i Pixar el 1991. Aquest anàlisi el duem a terme tenint en compte els factors que Dyer et. al. esmentà en el seu estudi. Aquest anàlisi el realitzem amb l'objectiu de conèixer si l'aliança realitzada per ambdues empreses va ser una estratègia encertada o si per contra deurien haver dut a terme una altra estratègia, la qual els hauria aportat més beneficis.

Strategic Plan State Fiscal Years 2015-2017, Department on Aging, 2014

This report outlines the strategic plan for Iowa Department on Aging, goals and mission.

Iowa Division of Banking, Strategic Plan, 2014-2018

This report outlines the strategic plan for Iowa Division of banking including, goals and mission.

Iowa Department for the Blind State Strategic Plan, 2014-2019

The Iowa Department for the Blind is the means for persons who are blind to obtain for themselves universal accessibility and full participation as citizens in whatever roles they may choose, including roles that increase family income, create jobs, improve educational outcomes, and reduce reliance on public services.

Iowa Civil Rights Commission Strategic Plan 2014-2017

This report outlines the strategic plan for Iowa Civil Rights Commission Strategic Plan including, goals and mission.

Iowa College Student Aid Commission Strategic Plan 2013-2015

This report outlines the strategic plan for Iowa College Student Aid Commissions including,goals and mission.

Iowa Alcoholic Beverages Division Strategic Plan, 2003

Iowa Alcoholic Beverages Division Strategic Plan

Iowa Utilities Board, Strategic Plan, 2010-2015

This report outlines the strategic plan for Iowa Utilities Board including, goals and mission.