This paper provides background on planning and organizational culture change in libraries and describes a grassroots planning process taking place at the Ohio State University Libraries. Now in its third phase, the process aims to create a long-term plan for the organization while fostering a more collaborative, innovative culture.

/pdf/osul2013-fostering-organizational-change-through-a-1m4twjyrd8.pdf

OSUL2013: Fostering Organizational Change through a Grassroots Planning Process

Strategic planning is a necessary undertaking for many university libraries. Through a literature review and an open-ended, exploratory survey to university libraries in Australia, Canada, New Zealand, and United Kingdom, the researcher was able to get a sense of nuance and importance of some of the parts of the process. Themes are organized into who worked on the process, the timeframe of the plan and process, prioritization and focus, environmental scanning, university plan alignment, and assembling the plan. Understanding what worked (and what did not) can help others who are tasked with taking on lead roles in the strategic planning process, and can enable libraries to create a strategic plan that works best for their staff, users, and institution.

/pdf/what-is-helpful-and-not-in-the-strategic-planning-process-an-47xnil8tem.pdf

What is helpful (and not) in the strategic planning process? An exploratory survey and literature review

/pdf/a-legal-analysis-related-to-the-implementation-of-the-2jdi3wp3ey.pdf

A legal analysis related to the implementation of the national logistics strategy 2030 of Panama

Ensuring a productive clinical and research workforce requires bringing together physicians and communities to improve health, by strategic targeting of initiatives with clear and significant public health relevance. Within anesthesiology, the traditional perspective of the field's health impact has focused on providing safe and effective intraoperative care, managing critical illness, and treating acute and chronic pain. However, there are limitations to such a framework for anesthesiology's public health impact, including the transient nature of acute care episodes such as the intraoperative period and critical illness, and a historical focus on analgesia alone-rather than the complex psychosocial milieu-for pain management. Due to the often episodic nature of anesthesiologists' interactions with patients, it remains challenging for anesthesiologists to achieve their full potential for broad impact and leadership within increasingly integrated health systems. To unlock this potential, anesthesiologists should cultivate new clinical, research, and administrative roles within the health system-transcending traditional missions, seeking interdepartmental collaborations, and taking measures to elevate anesthesiologists as dynamic and trusted leaders. This special article examines 3 core themes for how anesthesiologists can enhance their impact within the health care system and pursue new collaborative health missions with nonanesthesiologist clinicians, researchers, and administrative leaders. These themes include (1) reframing of traditional anesthesiologist missions toward a broader health system-wide context; (2) leveraging departmental and institutional support for professional career development; and (3) strategically prioritizing leadership attributes to enhance system-wide anesthesiologist contributions to improving overall patient health.

Opportunities Beyond the Anesthesiology Department: Broader Impact Through Broader Thinking

Challenges to Strategic Planning.

Strategic planning is essential for the growth, evolution, and improvement of any successful academic department. This process should be performed with any changes in departmental leadership and at least every 5 years to ensure that the faculty and staff stay engaged and focused on the department’s vision, commonly agreed-upon departmental goals, and the strategies to achieve the vision. The strategic plan should be comprehensive, have clear performance metrics, and should be used as documents for communicating the vision and goals of the department. It is important that the departmental strategic plan serves as a living document and be monitored and evaluated on at least an annual basis for refinement and to address any new trends or changes in the environment.

How to Engage in Departmental Strategic Planning

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Challenges to Strategic Planning.

How to Engage in Departmental Strategic Planning