Strategic planning in an academic radiation medicine program
| Autor: | Sophie Foxcroft, C. Lam, Andrea Bezjak, Jasmine L. Hamilton, J. Cooke-Lauder, Elen Moyo, P. Zahedi, Raimond Wong, Tara Spence, Michael Milosevic, Daniel Letourneau, Richard W. Tsang, Fei-Fei Liu, David A. Jaffray |
|---|---|
| Jazyk: | angličtina |
| Rok vydání: | 2017 |
| Předmět: |
Strategic planning
vision Data collection business.industry Process (engineering) radiation medicine programs radiation oncology Plan (drawing) Public relations health care environment 030218 nuclear medicine & medical imaging 03 medical and health sciences Project charter 0302 clinical medicine mission Multidisciplinary approach 030220 oncology & carcinogenesis fiscal constraints Health care Medicine Original Article Confidentiality business strategic priorities |
| Zdroj: | Current Oncology Volume 24 Issue 6 Pages 3725-523 |
| ISSN: | 1718-7729 |
| DOI: | 10.3747/co.24.3725 |
| Popis: | Background: In this paper, we report on the process of strategic planning in the Radiation Medicine Program (RMP) at the Princess Margaret Cancer Centre. The RMP conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Methods: Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. Results: The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. Conclusions: The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations. |
| Databáze: | OpenAIRE |
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