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Novel Gorshkov
Novel Gorshkov

System Development: A Strategic Framework

For the past year, Maryland has been working through the development of an updated vision, mission, and 5-year strategic plan to guide our early care and education (ECE) system development to support young children and their families as they grow and develop from the prenatal period through age 8. Future drafts of the strategic plan will include measurable actions, as well as indicators of progress and success.

System Development: A Strategic Framework

Programmes adopting market systems approaches need a clear strategic framework that links the goal of large-scale poverty reduction with a focus on systemic change. The strategic framework is a logical model that shows the flow of cause and effect and how a programme will achieve its objectives.

A good strategic framework provides a clear direction for interventions and establishes the basis for monitoring and evaluating their effects. It also provides funders with the basis to oversee a market systems programme. The diagram below shows a strategic framework that sets out indicators and targets for poverty reduction.

The strategic framework isn't rigid nor is it an exercise to fill in boxes. Instead, the strategic framework is about thinking through the rationale and direction of a programme. It provides a programme with a coherent strategy and the discipline to assess the consistency of actions with the objectives.

In 2015-16, University of Illinois President Timothy Killeen led an initiative to develop a system-wide strategic framework to chart the institution's path to the future and build on the U of I's richlegacy of service to students and to the public good. The development process was a team effort involving all of the U of I's stakeholders.

The resulting strategic framework was approved at the May 19, 2016 meeting of the U of I Board of Trustees. The framework calls for the U of I System to organize its world-class resources around four strategic pillars:

This strategic plan describes how NINR will support scientific programs, training, and policies that both move the nursing research field forward and maximize the impact of our science through good stewardship of public funds. The plan includes our Director's overview, research framework, stewardship plan, development process, and frequently asked questions. The changes from prior plans are intentional and were made in recognition that our science needs to continue to innovate. As a living document, this plan will allow NINR to respond nimbly to evolving and emerging health issues facing our Nation.

This fact sheet provides an overview of the National Institute of Nursing Research's (NINR) 2022-2026 strategic plan, which includes NINR's mission, research lenses for investigating health-related questions, guiding principles for prioritizing research, and a research framework for achieving NINR's mission.

This paper offers a framework for the U.S. Agency for International Development (USAID) and its partners to support the expansion and improvement of basic education in Africa based on recent experience and lessons learned. This paper describes USAID's strategic framework and provides guidelines for designing, implementing, and evaluating basic education programs in Africa over the next decade. This framework is not a blueprint for specific interventions, nor does it provide detailed guidance on substantive elements of a basic education program such as information systems development, textbook procurement and distribution, or the assessment of classroom learning. Rather, it presents a strategic approach for supporting education reform, calling for creative interpretation by USAID Missions in partnership with country governments, stakeholders, and other donors, and articulates the precepts that should inform USAID's investment in education in Africa. It defines parameters and key issues to facilitate analysis and planning. It is a tool for designing, managing, and evaluating specific programs of USAID support.

In the fall of 2021, the newly appointed Chief Executive Officer engaged in a series of discussions with a broad spectrum of stakeholders to assess their experience with MainePERS. The knowledge gained through these meetings laid the groundwork for the development of a strategic plan. In December 2021, the Board of Trustees adopted a set of Goals and Objectives to guide the strategic planning process and create a framework for the Plan.

The federal Workforce Investment Act of 1998 (WIA) requires that each state and the District of Columbia submit a state integrated workforce plan to the US Department of Labor that outlines a five-year strategy for its workforce investment system. By law, the WIC is responsible for developing and implementing the District's strategic workforce plan.

VDSS developed an enterprise-wide strategic framework to help focus our agency's collective attention and resources toward strategies that best help us achieve our mission. The development of our goals, objectives and strategies reflects an inclusive process where staff across the system helped to create this framework from which we can all align how we plan, perform our work and advance our efforts toward transformation.

  • All strategic planning efforts at VDSS align with and support the Council on Virginia's Futures long-range goals for the Commonwealth. VDSS' performance as a state agency is evaluated as a part of Virginia's agency management scorecard, along with other state agencies at the Council's Web site, Virginia Performs.VDSS Plan & Performance Measures

  • VSSS Strategic Plan:Virginia Social Services System members participate in ongoing strategic planning efforts at both the statewide and local levels. To achieve their common mission and goals, system representatives use a committee structure.

The Plan contains a vision for Vermont's food system in 2030, 15 strategic goals with 87 objectives, and 34 priority strategies (recommendations for action). It is based on a series of 54 food system product, market, and issue briefs highlighting current conditions, bottlenecks and gaps, opportunities, and recommendations.

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