The document discusses event management. It defines event management as the process of planning festivals, ceremonies, competitions, parties, concerts or conventions. This includes budgeting, site selection, permits, logistics, catering, security, and cleanup. Event managers are responsible for the creative, technical and logistical aspects of events. Studies in event management include skills like organization, marketing, budgeting, and knowledge of related industries. Certifications exist for event management professionals. The conclusion restates that event management is important for planning and promoting events and represents the image of the event location.
This module provides an introduction to sustainable tourism and the Global Sustainable Tourism Criteria (GSTC). It discusses the origins of sustainable tourism concepts and the development of the GSTC. The module then outlines the four central themes of the GSTC - sustainable management practices, socio-economics, cultural heritage, and environment. Learners complete exercises to demonstrate their understanding of the criteria and how organizations can apply them.
This module provides an introduction to sustainable tourism and the Global Sustainable Tourism Criteria (GSTC). It discusses the origins of sustainable tourism concepts and the events that led to the development of common standards. The GSTC were created by a global partnership to define sustainability standards and prevent "greenwashing" in the tourism industry. The criteria are organized around four themes: sustainable management practices, socio-economic impacts, cultural heritage, and environmental impacts. Exercises are included to help users understand and apply the criteria.
This document provides an introduction to the Global Sustainable Tourism Criteria (GSTC). It discusses the origins and development of the GSTC, which were created through a collaborative global process to establish a common set of standards for sustainable tourism. The document outlines the four themes addressed by the GSTC criteria - sustainable management practices, socio-economic impacts, cultural heritage, and environmental impacts - and provides exercises for students to review and demonstrate understanding of the criteria.
This document provides an overview and introduction to the Global Sustainable Tourism Criteria (GSTC). It discusses how sustainable tourism concepts originated from changing views of the environment. It describes the stakeholders involved in developing the GSTC, including the GSTC Partnership coalition of 27 organizations. The goals of the GSTC are to establish a common set of globally applicable standards to define and measure sustainability in tourism, and to avoid "greenwashing". The four themes addressed in the GSTC are sustainable management practices, socio-economic impacts, cultural heritage impacts, and environmental impacts. Tourism businesses can use the GSTC to self-assess their sustainability performance.
This document presents a framework for developing health and well-being tourism destinations. It outlines key factors for destination competitiveness including natural assets, culture, authenticity and quality services. It also describes essential aspects of destination management and development such as strategic planning, brand identity, infrastructure development and responding to trends. The framework is intended as a guide for public-private cooperation to create sustainable and customer-oriented health and well-being destinations.
The 3-day CCPS training program provides both theoretical and practical instruction in crime prevention to security professionals. Upon successful completion of the training and exam, participants receive the CCPS certification from the Chartered International Institute of Security and Crisis Management (CIISCM). The training enhances participants' understanding of crime prevention fundamentals and allows them to apply academic concepts to their practical experience. The CCPS certification demonstrates high security standards and expertise that can benefit security organizations.
The document discusses event management. It defines event management as the process of planning festivals, ceremonies, competitions, parties, concerts or conventions. This includes budgeting, site selection, permits, logistics, catering, security, and cleanup. Event managers are responsible for the creative, technical and logistical aspects of events. Studies in event management include skills like organization, marketing, budgeting, and knowledge of related industries. Certifications exist for event management professionals. The conclusion restates that event management is important for planning and promoting events and represents the image of the event location.
This module provides an introduction to sustainable tourism and the Global Sustainable Tourism Criteria (GSTC). It discusses the origins of sustainable tourism concepts and the development of the GSTC. The module then outlines the four central themes of the GSTC - sustainable management practices, socio-economics, cultural heritage, and environment. Learners complete exercises to demonstrate their understanding of the criteria and how organizations can apply them.
This module provides an introduction to sustainable tourism and the Global Sustainable Tourism Criteria (GSTC). It discusses the origins of sustainable tourism concepts and the events that led to the development of common standards. The GSTC were created by a global partnership to define sustainability standards and prevent "greenwashing" in the tourism industry. The criteria are organized around four themes: sustainable management practices, socio-economic impacts, cultural heritage, and environmental impacts. Exercises are included to help users understand and apply the criteria.
This document provides an introduction to the Global Sustainable Tourism Criteria (GSTC). It discusses the origins and development of the GSTC, which were created through a collaborative global process to establish a common set of standards for sustainable tourism. The document outlines the four themes addressed by the GSTC criteria - sustainable management practices, socio-economic impacts, cultural heritage, and environmental impacts - and provides exercises for students to review and demonstrate understanding of the criteria.
This document provides an overview and introduction to the Global Sustainable Tourism Criteria (GSTC). It discusses how sustainable tourism concepts originated from changing views of the environment. It describes the stakeholders involved in developing the GSTC, including the GSTC Partnership coalition of 27 organizations. The goals of the GSTC are to establish a common set of globally applicable standards to define and measure sustainability in tourism, and to avoid "greenwashing". The four themes addressed in the GSTC are sustainable management practices, socio-economic impacts, cultural heritage impacts, and environmental impacts. Tourism businesses can use the GSTC to self-assess their sustainability performance.
This document presents a framework for developing health and well-being tourism destinations. It outlines key factors for destination competitiveness including natural assets, culture, authenticity and quality services. It also describes essential aspects of destination management and development such as strategic planning, brand identity, infrastructure development and responding to trends. The framework is intended as a guide for public-private cooperation to create sustainable and customer-oriented health and well-being destinations.
The 3-day CCPS training program provides both theoretical and practical instruction in crime prevention to security professionals. Upon successful completion of the training and exam, participants receive the CCPS certification from the Chartered International Institute of Security and Crisis Management (CIISCM). The training enhances participants' understanding of crime prevention fundamentals and allows them to apply academic concepts to their practical experience. The CCPS certification demonstrates high security standards and expertise that can benefit security organizations.
This unit outline provides an overview of market research principles and their application within the tourism industry. The unit is divided into principles of market research, covering topics like competitive advantage and understanding consumer behavior, and applications of market research, where students will use case studies to practice the market research process from design to recommendations. Upon completing the unit, students will be able to engage in market monitoring, analyze and interpret research data, and understand the role of market research in tourism marketing and development.
This unit outline provides an overview of market research principles and their application to tourism. It is divided into two main components: principles of market research, which covers topics like competitive advantage and understanding consumer behavior, and practice of market research, where students will apply these principles to real case studies. The goal is for students to gain experience with all aspects of the market research process to inform tourism product development and marketing strategies.
“Competitiveness Planning 3.0” explains the key strategies and operational programs that enhance the destination’s competitiveness to approach the Vision of Tourism 3.0 and ensure a sustainable development, providing inspirational guidance for creative strategists and visionaries who are designing the next generation’s destinations
Strategic Management Research StudiesDr. Salas.docxsusanschei
Strategic Management Research Studies
Dr. Salas
Choose a Publicly Traded Company &
Identify a company that is either
Pursuing a strategy (domestically, locally, or globally)
Overcoming a threat in the external environment
Experiencing quality control/quality management issues, or
Personnel issues.
Provide the following for the chosen company:
Mission
Vision
Strategic Objectives
Market Analysis
Human Resources Management
High level overview SWOT
Financial Analysis (include trend analysis, liquidity, profitability, and solvency ratios.
Mission Statement (Marriott)
Marriott’s mission statement is “to enhance the lives of our customers by creating and enabling unsurpassed vacation and leisure experiences.”
Vison Statement
Marriott’s vision statement is “to become the premiere provider and facilitator of leisure & vacation experiences in the world.”
Strategic Objectives
Sales efforts around how the customer wants to buy, reducing duplication of efforts by individual hotels and allowing us to cover a larger number of accounts.
We also utilize innovative and sophisticated revenue management systems, many of which are proprietary, which we believe provide a competitive advantage in pricing decisions, increasing efficiency and producing higher property-level revenue for hotels in our portfolio.
Most of the hotels in our portfolio utilize web-based programs to effectively manage the rate set-up and modification processes which provides for greater pricing flexibility, reduces time spent on rate program creation and maintenance, and increases the speed to market of new products and services.
Credit Card Programs
Credit Card Programs. We have multi-year agreements with JP Morgan Chase and American Express for our U.S.-issued, co-brand credit cards associated with our Loyalty Program.
We also license credit card programs in Canada, the United Kingdom, United Arab Emirates, and Japan.
We earn license fees based on card usage, and we believe that our co-brand credit cards contribute to the success of our Loyalty Program and reflect the quality and value of our portfolio of brands.
Sustainability and Social Responsibility
Our Sustainability and Social Impact Platform, Serve 360: Doing Good In Every Direction, is built around four focus areas: Nurture Our World; Sustain Responsible Operations; Empower Through Opportunity; and Welcome All and Advance Human Rights.
Market Analysis
Identify your audience
Define your target consumers
Explain what market need you satisfy
Analyze the industry
Identify market trends
Provide a competitive analysis
Draft a short summary of the market analysis
Adjust the other sections of your business plan
Human Resources Management
Attracting, Recruiting, selecting, hiring, training, and compensating personnel
(1) Understand the role of an organizational philosophy and culture in the development of human resource policies in a multin.
Are you ready for 'Marketing in digital age' ?Farrah Arif
Marketing in the Digital Age focuses on effectiveness of marketing in the context of today’s evolving digital business environment.
Join the conversation using #mDigitalAge on Twitter.
Accelerating Health Care Value --Singerman 06 02 2010 BNA PreprintRichard Singerman
1) The document discusses the vision of transforming the US health system into a Learning Health System (LHS) as articulated by the Office of the National Coordinator for Health Information Technology.
2) It lays out a simplified view of an LHS as having targets of Quality, Community and Value for consumers, clinicians and healthcare organizations, with an Innovation Engine to drive progress towards these targets through components like scanning, sharing, incubating and measuring innovations.
3) It describes how in an LHS, knowledge-based assets like people, processes, technology and relationships fuel the Innovation Engines to create outputs that meet the Quality, Community and Value targets for consumers, clinicians and the broader health system working together.
Ahead of the marcus evans ACO & Payer Leadership Summit 2024, Ruth Krystopolski discusses the technology needed to empower value-based care in a community.
Digitalizing the patient journey involves mapping the patient experience across different steps to improve care. This includes defining objectives, engaging patients, and focusing on their needs and expectations. The key stakeholders in the patient journey are doctors, nurses, patients, and insurance companies. A digital patient medical file contains administrative data, demographics, progress notes, test results, and other clinical information. To ensure organizational readiness for digital transformation, an organization must train their workforce on new technologies and processes and select the appropriate coding systems, such as ICD codes, to standardize disease classification.
The World Bank offers a two-week core course on safety nets to provide participants with an in-depth understanding of conceptual and practical issues in developing social protection systems and safety net programs. The course covers the role of safety nets, program design and implementation experiences from around the world. Participants include policymakers, researchers, and practitioners working on social protection and poverty programs.
BCJ 4385, Workplace Security 1 UNIT V STUDY GUIDE Ri.docxJASS44
BCJ 4385, Workplace Security 1
UNIT V STUDY GUIDE
Risk Assessments, Surveys, Planning, and
Program Implementation & Administration
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
1. Identify and evaluate safety and security risks to individuals and
organizations and the measures available to alleviate these risks.
2. Discuss the importance of appropriate security planning with a focus on
the scope of the planning at the community, institutional, and
international level.
3. Compare and contrast security planning between a private and public
administration including the various security agencies involved.
Unit Lesson
General Overview
There are various types of risks (pure, dynamic, speculative, static, inherent)
that are associated with the protection of one’s assets. It is important that
organizations are aware of the risks that exist and take action to control known
risks. As a result, organizations should utilize the various risk assessment and
management tools that are available. When managing risk, the focus should be
on the elimination of risk, the reduction of risk, and the mitigation of risk. There
are three factors that influence risk management: vulnerability, probability, and
criticality. All three factors are equally important, and once assessed, resources
should be allocated so that the maximum amount of risk is reduced.
Conducting a risk assessment is a very detailed procedure which requires
security managers to consider several factors such as the human, physical and
information assets at risk, the probability or of loss, the frequency of loss, the
impact of loss (financial, psychological, and other), options available to prevent
or mitigate loss, feasibility of implementing options, and cost-benefit analysis.
One way to assist organizations in conducting a risk assessment is to utilize a
security survey which identifies an organization’s assets, all potential threats to
those assets, and existing vulnerabilities that could be exposed by the threats to
the assets. Security survey results are not only useful for risk assessments, but
are also useful for the current maintenance of safety and future security
planning.
Planning and budgeting for implementing security strategies that result from risk
assessment is not a simple task. First, there are several types of plans that one
must choose from: single-use, repeat-use (standing), tactical, strategic, and
contingency. All plans are comprised of three elements that flow in the cyclical
manner: needs or risk assessment, alternative courses of action, and action plan
selection. There are also several planning and management tools (CompStat,
GIS) that can assist in the development of a plan. Once the plan is drafted a
budget must be developed which includes a cost-benefit analysis that can help
planners determine possible consequences associated with plan-related
expenditures ...
Sustainable Tourism Toolkit: Operations and ManagementMatt Humke
Teaches tourism entrepreneurs the day-to-day tasks of managing a tourism enterprise. From reservation and payment systems to tour logistics and financial procedures, this volume of the toolkit focuses on the “nuts & bolts” of running a small business.
This module aims to develop entrepreneurial and tourism-specific skills. It covers entrepreneurial activity and entities, social entrepreneurship, and building sustainable tourism capacities. Key topics include defining entrepreneurs and entrepreneurship; commercial vs non-commercial and social enterprises; how social entrepreneurship addresses social issues while generating profit; and how sustainable tourism businesses can create jobs and reduce poverty through skills development, capacity building, and enabling access to opportunities for vulnerable groups. The module emphasizes strengthening decent work and an inclusive growth approach in tourism.
This document outlines course descriptions for a variety of business subjects, including introductions to business, accounting, marketing, statistics, law, management, communications, operations, human resources, project management, negotiations, strategy, and finance. The courses cover fundamental business concepts and principles, as well as more specialized topics like international business, change management, data analytics, and sustainability. The goal is to provide a well-rounded business education covering the full range of business disciplines.
LO1 Understand the rationale for planning in the travel and tourism industry
Rationale: to achieve the determined objectives eg improved employment opportunities, protection and conservation of wildlife, landscape, co-ordination between public/private partners, to maximise benefits, provide infrastructure, co-ordinate development, consumer protection; involvement of stakeholders eg developers, tourism industry, tourists and host community; public/private partnerships and advantages/disadvantages of; effective use of resources eg infrastructure; natural, cultural, heritage, human resources
Case Analyses Submission Guidelines & Rubric Case an.docxcowinhelen
Case Analyses Submission Guidelines & Rubric
Case analyses should be approached as though you are a marketing manager
whose responsibility it is to assess the situation and present three long-term
strategies to the board of directors. Based on your understanding of the case
and external research on the CURRENT situation, what are the three best
strategies to revitalize and/or improve public perception to the same target
market and/or alternative markets? Please do not limit yourself to the
specifics of the case when formulating your strategies. Think ‘BIG
PICTURE’ (ethical objectives, internal/external factors, complementary
products/industries, sustainability, alternative products/services, cultural
assessment, pricing changes, etc.).
Your strategic recommendations should be 1) measurable and 2) broad
enough to encompass the direction of the brand for at least 5 years. At the
same time, analyses should explain IN DETAIL the logic and process
behind implementing such initiatives. Please do not provide vague
recommendations. Please use the critical thinking rubric below as a
guideline and checklist for your submissions.
Not Proficient
Some Proficiency
Proficient
Highly Proficient
Points Received
(10 x 5)
Identified and
Explained Issues
Fails to identify,
summarize, or explain
the main problem or
question, or represents
the issues inaccurately
or inappropriately.
Identifies main
issues but does not
summarize or
explain them
clearly or
sufficiently.
Successfully
identifies and
summarizes the
main issues, but
does not explain
why/how they
are problems or
create questions.
Clearly identifies
and summarizes
main issues and
successfully and
identifies implicit
issues, addressing
their relationship to
each other.
Recognizes
Stakeholders and
Contexts
Fails to accurately
identify and explain any
context for the issues or
presents problems as
having no connections
to other contexts.
Shows some
understanding of
the influences of
theoretical
contexts on
stakeholders, but
does not identify
any specific ones
relevant to
situation at hand.
Correctly
identified all the
empirical and
most of the
theoretical
contexts
relevant to all
the main
stakeholders in
the situation.
Not only correctly
identifies all the
contexts relevant to
stakeholders, but
also finds minor
stakeholders and
contexts and shows
conflicts of interests
among them.
Takes
Intellectual
Risks
Stays strictly within the
guidelines of the
assignment.
Considers new
directions or
approaches
without going
beyond the
guidelines of the
assignment.
Incorporates
new directions
or approaches to
the assignment
in the final
product.
Actively seeks out
and follows through
on untested and
potentially risky
direction.
When developing a business strategy centered on the patient, organizations must adapt and implement programs that foster information sharing and collaboration while providing faster and greater access to life-changing products.
Nurs 710 CA and National Requirements for Nursing ProgramsNsarr
The document outlines the nine essentials that all nursing schools must fulfill according to the American Association of Colleges of Nursing to be eligible to teach a Baccalaureate Education for Professional Nursing Practice. Essential I discusses the importance of a liberal education foundation in sciences, arts, and humanities. Essential II covers organizational and systems leadership skills for quality care and patient safety. Essential III addresses the importance of scholarship and applying evidence-based practice.
Medical tourism blues, and how to cure them by Dr Prem Jagyasi Dr Prem Jagyasi
The document discusses various challenges facing the medical tourism industry and how to address them. It identifies a lack of awareness about medical tourism, unreliable information online, a need for more bilateral cooperation between countries, issues of quality transparency and ethics, a need for more education, better networking and communication platforms, and establishing a global authority to provide direction and set standards for the industry. Developing two-way healthcare programs and addressing "medical tourism blues" will help the industry reach its full potential.
The document discusses tourism planning and marketing. It outlines the tourism planning process which involves 5 steps: background analysis, research and analysis, synthesis, goal and strategy setting, and plan development. It also discusses barriers to planning such as cost and complexity. The document then covers classifications of travelers according to purpose and characteristics of individual tourism development projects. Finally, it defines marketing and discusses marketing orientations in tourism.
Higowell Cloud, Medical and Dental Tourism Business Management SoftwareMaria K Todd MHA PhD
Higowell Cloud is the first cloud-based software for the health and wellness tourism industry. Try it for free and use it to manage your provider network and client services.
After more than 35 years, Maria Todd remains one of the industry’s most successful and respected managed care contracting consultants. Differentiating herself from the crowded marketplace with a unique and empowering culture, Maria Todd helps clients leverage brand value and integrity, outcomes and innovation to help clients negotiate better contract terms and higher rates.
Her work in payer contracting, physician-hospital integration, and healthcare consumerism is known on 5 continents. As a testament, Maria Todd has been recognized by the Healthcare Financial Management Association (USA) as a Muncie Gold recipient, and has helped many chapters earn Helen Yerger Awards with single- and multi-chapter member education hours through her award winning training and development workshops, webinars and Masterclasses. She offers onsite training and remote coaching for contract analysts, negotiators and healthcare executives.
She has distinguished her career with 19 copyrights, 2 trademarks and 1 patent pending on a health tourism business management and patient logistics software design.
More Related Content
Similar to HEALTH TOURISM WORKSHOPS & TRAINING FROM MARIA TODD
This unit outline provides an overview of market research principles and their application within the tourism industry. The unit is divided into principles of market research, covering topics like competitive advantage and understanding consumer behavior, and applications of market research, where students will use case studies to practice the market research process from design to recommendations. Upon completing the unit, students will be able to engage in market monitoring, analyze and interpret research data, and understand the role of market research in tourism marketing and development.
This unit outline provides an overview of market research principles and their application to tourism. It is divided into two main components: principles of market research, which covers topics like competitive advantage and understanding consumer behavior, and practice of market research, where students will apply these principles to real case studies. The goal is for students to gain experience with all aspects of the market research process to inform tourism product development and marketing strategies.
“Competitiveness Planning 3.0” explains the key strategies and operational programs that enhance the destination’s competitiveness to approach the Vision of Tourism 3.0 and ensure a sustainable development, providing inspirational guidance for creative strategists and visionaries who are designing the next generation’s destinations
Strategic Management Research StudiesDr. Salas.docxsusanschei
Strategic Management Research Studies
Dr. Salas
Choose a Publicly Traded Company &
Identify a company that is either
Pursuing a strategy (domestically, locally, or globally)
Overcoming a threat in the external environment
Experiencing quality control/quality management issues, or
Personnel issues.
Provide the following for the chosen company:
Mission
Vision
Strategic Objectives
Market Analysis
Human Resources Management
High level overview SWOT
Financial Analysis (include trend analysis, liquidity, profitability, and solvency ratios.
Mission Statement (Marriott)
Marriott’s mission statement is “to enhance the lives of our customers by creating and enabling unsurpassed vacation and leisure experiences.”
Vison Statement
Marriott’s vision statement is “to become the premiere provider and facilitator of leisure & vacation experiences in the world.”
Strategic Objectives
Sales efforts around how the customer wants to buy, reducing duplication of efforts by individual hotels and allowing us to cover a larger number of accounts.
We also utilize innovative and sophisticated revenue management systems, many of which are proprietary, which we believe provide a competitive advantage in pricing decisions, increasing efficiency and producing higher property-level revenue for hotels in our portfolio.
Most of the hotels in our portfolio utilize web-based programs to effectively manage the rate set-up and modification processes which provides for greater pricing flexibility, reduces time spent on rate program creation and maintenance, and increases the speed to market of new products and services.
Credit Card Programs
Credit Card Programs. We have multi-year agreements with JP Morgan Chase and American Express for our U.S.-issued, co-brand credit cards associated with our Loyalty Program.
We also license credit card programs in Canada, the United Kingdom, United Arab Emirates, and Japan.
We earn license fees based on card usage, and we believe that our co-brand credit cards contribute to the success of our Loyalty Program and reflect the quality and value of our portfolio of brands.
Sustainability and Social Responsibility
Our Sustainability and Social Impact Platform, Serve 360: Doing Good In Every Direction, is built around four focus areas: Nurture Our World; Sustain Responsible Operations; Empower Through Opportunity; and Welcome All and Advance Human Rights.
Market Analysis
Identify your audience
Define your target consumers
Explain what market need you satisfy
Analyze the industry
Identify market trends
Provide a competitive analysis
Draft a short summary of the market analysis
Adjust the other sections of your business plan
Human Resources Management
Attracting, Recruiting, selecting, hiring, training, and compensating personnel
(1) Understand the role of an organizational philosophy and culture in the development of human resource policies in a multin.
Are you ready for 'Marketing in digital age' ?Farrah Arif
Marketing in the Digital Age focuses on effectiveness of marketing in the context of today’s evolving digital business environment.
Join the conversation using #mDigitalAge on Twitter.
Accelerating Health Care Value --Singerman 06 02 2010 BNA PreprintRichard Singerman
1) The document discusses the vision of transforming the US health system into a Learning Health System (LHS) as articulated by the Office of the National Coordinator for Health Information Technology.
2) It lays out a simplified view of an LHS as having targets of Quality, Community and Value for consumers, clinicians and healthcare organizations, with an Innovation Engine to drive progress towards these targets through components like scanning, sharing, incubating and measuring innovations.
3) It describes how in an LHS, knowledge-based assets like people, processes, technology and relationships fuel the Innovation Engines to create outputs that meet the Quality, Community and Value targets for consumers, clinicians and the broader health system working together.
Ahead of the marcus evans ACO & Payer Leadership Summit 2024, Ruth Krystopolski discusses the technology needed to empower value-based care in a community.
Digitalizing the patient journey involves mapping the patient experience across different steps to improve care. This includes defining objectives, engaging patients, and focusing on their needs and expectations. The key stakeholders in the patient journey are doctors, nurses, patients, and insurance companies. A digital patient medical file contains administrative data, demographics, progress notes, test results, and other clinical information. To ensure organizational readiness for digital transformation, an organization must train their workforce on new technologies and processes and select the appropriate coding systems, such as ICD codes, to standardize disease classification.
The World Bank offers a two-week core course on safety nets to provide participants with an in-depth understanding of conceptual and practical issues in developing social protection systems and safety net programs. The course covers the role of safety nets, program design and implementation experiences from around the world. Participants include policymakers, researchers, and practitioners working on social protection and poverty programs.
BCJ 4385, Workplace Security 1 UNIT V STUDY GUIDE Ri.docxJASS44
BCJ 4385, Workplace Security 1
UNIT V STUDY GUIDE
Risk Assessments, Surveys, Planning, and
Program Implementation & Administration
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
1. Identify and evaluate safety and security risks to individuals and
organizations and the measures available to alleviate these risks.
2. Discuss the importance of appropriate security planning with a focus on
the scope of the planning at the community, institutional, and
international level.
3. Compare and contrast security planning between a private and public
administration including the various security agencies involved.
Unit Lesson
General Overview
There are various types of risks (pure, dynamic, speculative, static, inherent)
that are associated with the protection of one’s assets. It is important that
organizations are aware of the risks that exist and take action to control known
risks. As a result, organizations should utilize the various risk assessment and
management tools that are available. When managing risk, the focus should be
on the elimination of risk, the reduction of risk, and the mitigation of risk. There
are three factors that influence risk management: vulnerability, probability, and
criticality. All three factors are equally important, and once assessed, resources
should be allocated so that the maximum amount of risk is reduced.
Conducting a risk assessment is a very detailed procedure which requires
security managers to consider several factors such as the human, physical and
information assets at risk, the probability or of loss, the frequency of loss, the
impact of loss (financial, psychological, and other), options available to prevent
or mitigate loss, feasibility of implementing options, and cost-benefit analysis.
One way to assist organizations in conducting a risk assessment is to utilize a
security survey which identifies an organization’s assets, all potential threats to
those assets, and existing vulnerabilities that could be exposed by the threats to
the assets. Security survey results are not only useful for risk assessments, but
are also useful for the current maintenance of safety and future security
planning.
Planning and budgeting for implementing security strategies that result from risk
assessment is not a simple task. First, there are several types of plans that one
must choose from: single-use, repeat-use (standing), tactical, strategic, and
contingency. All plans are comprised of three elements that flow in the cyclical
manner: needs or risk assessment, alternative courses of action, and action plan
selection. There are also several planning and management tools (CompStat,
GIS) that can assist in the development of a plan. Once the plan is drafted a
budget must be developed which includes a cost-benefit analysis that can help
planners determine possible consequences associated with plan-related
expenditures ...
Sustainable Tourism Toolkit: Operations and ManagementMatt Humke
Teaches tourism entrepreneurs the day-to-day tasks of managing a tourism enterprise. From reservation and payment systems to tour logistics and financial procedures, this volume of the toolkit focuses on the “nuts & bolts” of running a small business.
This module aims to develop entrepreneurial and tourism-specific skills. It covers entrepreneurial activity and entities, social entrepreneurship, and building sustainable tourism capacities. Key topics include defining entrepreneurs and entrepreneurship; commercial vs non-commercial and social enterprises; how social entrepreneurship addresses social issues while generating profit; and how sustainable tourism businesses can create jobs and reduce poverty through skills development, capacity building, and enabling access to opportunities for vulnerable groups. The module emphasizes strengthening decent work and an inclusive growth approach in tourism.
This document outlines course descriptions for a variety of business subjects, including introductions to business, accounting, marketing, statistics, law, management, communications, operations, human resources, project management, negotiations, strategy, and finance. The courses cover fundamental business concepts and principles, as well as more specialized topics like international business, change management, data analytics, and sustainability. The goal is to provide a well-rounded business education covering the full range of business disciplines.
LO1 Understand the rationale for planning in the travel and tourism industry
Rationale: to achieve the determined objectives eg improved employment opportunities, protection and conservation of wildlife, landscape, co-ordination between public/private partners, to maximise benefits, provide infrastructure, co-ordinate development, consumer protection; involvement of stakeholders eg developers, tourism industry, tourists and host community; public/private partnerships and advantages/disadvantages of; effective use of resources eg infrastructure; natural, cultural, heritage, human resources
Case Analyses Submission Guidelines & Rubric Case an.docxcowinhelen
Case Analyses Submission Guidelines & Rubric
Case analyses should be approached as though you are a marketing manager
whose responsibility it is to assess the situation and present three long-term
strategies to the board of directors. Based on your understanding of the case
and external research on the CURRENT situation, what are the three best
strategies to revitalize and/or improve public perception to the same target
market and/or alternative markets? Please do not limit yourself to the
specifics of the case when formulating your strategies. Think ‘BIG
PICTURE’ (ethical objectives, internal/external factors, complementary
products/industries, sustainability, alternative products/services, cultural
assessment, pricing changes, etc.).
Your strategic recommendations should be 1) measurable and 2) broad
enough to encompass the direction of the brand for at least 5 years. At the
same time, analyses should explain IN DETAIL the logic and process
behind implementing such initiatives. Please do not provide vague
recommendations. Please use the critical thinking rubric below as a
guideline and checklist for your submissions.
Not Proficient
Some Proficiency
Proficient
Highly Proficient
Points Received
(10 x 5)
Identified and
Explained Issues
Fails to identify,
summarize, or explain
the main problem or
question, or represents
the issues inaccurately
or inappropriately.
Identifies main
issues but does not
summarize or
explain them
clearly or
sufficiently.
Successfully
identifies and
summarizes the
main issues, but
does not explain
why/how they
are problems or
create questions.
Clearly identifies
and summarizes
main issues and
successfully and
identifies implicit
issues, addressing
their relationship to
each other.
Recognizes
Stakeholders and
Contexts
Fails to accurately
identify and explain any
context for the issues or
presents problems as
having no connections
to other contexts.
Shows some
understanding of
the influences of
theoretical
contexts on
stakeholders, but
does not identify
any specific ones
relevant to
situation at hand.
Correctly
identified all the
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also finds minor
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conflicts of interests
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Takes
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Stays strictly within the
guidelines of the
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without going
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Incorporates
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Actively seeks out
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When developing a business strategy centered on the patient, organizations must adapt and implement programs that foster information sharing and collaboration while providing faster and greater access to life-changing products.
Nurs 710 CA and National Requirements for Nursing ProgramsNsarr
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The document discusses various challenges facing the medical tourism industry and how to address them. It identifies a lack of awareness about medical tourism, unreliable information online, a need for more bilateral cooperation between countries, issues of quality transparency and ethics, a need for more education, better networking and communication platforms, and establishing a global authority to provide direction and set standards for the industry. Developing two-way healthcare programs and addressing "medical tourism blues" will help the industry reach its full potential.
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Higowell Cloud, Medical and Dental Tourism Business Management SoftwareMaria K Todd MHA PhD
Higowell Cloud is the first cloud-based software for the health and wellness tourism industry. Try it for free and use it to manage your provider network and client services.
After more than 35 years, Maria Todd remains one of the industry’s most successful and respected managed care contracting consultants. Differentiating herself from the crowded marketplace with a unique and empowering culture, Maria Todd helps clients leverage brand value and integrity, outcomes and innovation to help clients negotiate better contract terms and higher rates.
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The current changing threat environment and recent emergencies, including acts of nature, pandemic outbreaks, aviation and rail and other transportation accidents, technological emergencies, and military or terrorist attack-related incidents, active shooter, have increased the need for viable continuity of operations capabilities and plans that enable healthcare providers and facilities to continue their essential functions across a spectrum of emergencies. These conditions, coupled with the potential for terrorist use of weapons of mass destruction, radiation events and other incidences have increased the importance of having continuity programs that ensure continuity of essential functions across the healthcare delivery system. This is especially true when the hospital is a sole community provider or in a geographically isolated location far enough away from alternative health facilities who could immediately provide mutual aid or accept diverted patients.
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HEALTH TOURISM WORKSHOPS & TRAINING FROM MARIA TODD
1. HEALTH TOURISM CLUSTER DEVELOPMENT
Upon completion of this health tourism cluster development course, participants will understand what should be included
to create and operate a health or wellness tourism cluster at a destination. Clusters are often designed as a collaborative
public-private-partnership (PPP). This workshop is intended for cluster executive leadership and public sector agency
managers who will be involved at the decision-maker and managerial levels.
At the conclusion of the training, participants will have a firm understanding of the cluster design, operation, and
infrastructure required to sustain growth and drive volume. They will also gain knowledge of different types of organizational
development documentation such as program, system, information systems, quality, safety, and marketing and brand
standards for the PPP. The workshop also introduces the options that should be exercised to achieve ISO 9001:2015
certification within the first three years of operation.
2-days / 16 hours
HEALTH TOURISM DISASTER PREPAREDNESS
At many health and wellness tourism destinations, vulnerable visitors unfamiliar with the area may experience a number of
disaster events, inter alia: natural or man-made disasters, pandemic outbreaks or terrorist acts. This workshop is designed
to address prepareness, response and recovery planning and is intended for healthcare planners within the specified
settings like hospitals, ambulatory surgery centers, airline, and accommodation partners who are tasked with ensuring their
facility is prepared to respond to an emergency involving health and wellness tourism visitors.
1-day / 8 hours
CONTRACTING WITH INSURERS FOR HEALTH TRAVEL CASES
Students learn about the different strategie used by third party payers (insurers, employers, governments) to purchase group
health benefits that involve travel to domestic or international facilities and specialists. The instructor explains strategies and
tactics to determine interest and willingess to negotiate, structure offers to meet their needs, estimate volume of referrals
through the use of predictive modeling tools, prepare for due diligence site inspections, analyze the contracts and prepare
for contract negotiations. She will also explain how providers will be expected to use reasonable commercial efforts to
comply with unfamiliar foreign regulations and standards that may be required by contract.
The instructor guides the class through a hands-on, review of a typical third-party payer agreement and highlights
problematic terms and conditions and alternative language that can be used to counteroffer with more equitable terms and
conditions, pricing and reimbursement models, referral coordination, terms and conditions to mitigate denied claims, and
options to manage disputes that may arise without litigation.
4-days / 32 hours - includes mock payer site inspection at a healthcare facility
Instructor:
MARIA KTODD, MHA PhD
Travels from: St George, Utah, USA ( SGU)
www:MariaTodd.com +1.800.727.4160
Terms: Speaker Fee + AirTravel Expenses + Per Diem 1,2,3,4
1. 75% deposit required to secure dates; balance due 30 days prior to arrival
2. No refunds if cancelled less than 30 days prior to departure
3. Royalties required for Audio orVideo Recording
4. Contract required
HEALTH TOURISM WORKSHOPS & TRAINING
FROM MARIA TODD
2. HEALTH TOURISM PROJECT MANAGEMENT
Upon completion of this health tourism project management course, you will understand what needs to be considered
when planning a health tourism market entry and cluster development and administration project and the various phases
of the health and tourism delivery system development life cycle. This workshop is intended for project task force
members who will execute the health tourism initiative at the destination.
Students will have a good understanding of the health and wellness tourism project management methodology. They will
also gain knowledge of different types of documentation such as program, system, technical, paper-based, electronic,
and specialist user documentation that help to show how a project has been set up. Then use outputs to plan for ISO
9001:2015 certification and other accreditation programs.
2-days / 16 hours
HEALTH TOURISM LOCAL VALUE CHAIN DEVELOPMENT
In health tourism, supply chain management is the core consruct of destination health tourism value chain development
and a key component in organizational success for public and private sector stakeholders. Learn how high-performance
health tourism supply chain ecosystems comprise a complex network made up of: companies, countries and their
governments, social and political organisations, natural, industrial (clusters), financial and human resources, delivery
infrastructure including logistics and IT, and knowledge of the health and wellness tourism industrial environment.
Students completing the course understand how within these ecosystems, each configuration is unique to the particular
enterprise and destination that owns that supply chain. In today’s market, firms don’t compete, supply chains do.
Understand how health and wellness tourism destinations and services are intertwined. Learn what Governance
Formation involves and best practices for creating cluster governance structures. Understand the risks to health and
wellness tourism local value chains.
2-days / 16 hours
SYSTEMS ENGINEERING FOR HEALTH & WELLNESS
TOURISM CLUSTER OPERATIONS
Students learn to identify and evaluate the importance of collaborative relationships within the health and
wellness tourism case management process and assess the relative importance of stakeholders. The instructor
addresses how tourism and other public sector authorities and agencies should appropach and classify new
health and wellness tourism product developments with regard to: fault correction, enhancements, new but
similar products, radically different, revolutionary or iconoclastic products. She then explains how to analyze
the root cause of a systems failure in health and wellness tourism settings.
The relationships between systems engineering, quality management, balance of demands, choice and
constraint, and health and wellness tourism visitor experience and outcomes are discussed in depth.
2-days / 16 hours
Instructor:
MARIA KTODD, MHA PhD
Travels from: St George, Utah, USA ( SGU)
www:MariaTodd.com +1.800.727.4160
Terms: Speaker Fee + AirTravel Expenses + Per Diem 1,2,3,4
1. 75% deposit required to secure dates; balance due 30 days prior to arrival
2. No refunds if cancelled less than 30 days prior to departure
3. Royalties required for Audio orVideo Recording
4. Contract required
HEALTH TOURISM WORKSHOPS & TRAINING
FROM MARIA TODD