Strategic Planning in the Occupational Health Department

Introduction: Universities play a key role in creating a knowledge-based society and its sustainable development. Strategic planning by strategically analyses internal and external environments of the organization, forecast its future, identifying its strategic direction, and strengthening organizational structures, processes, and outcomes, creates and sustains competitive advantages. This study aimed to formulate a strategic plan for the Occupational Health Engineering (OHE) department of School of Public Health (SPH) at Tehran University of Medical Sciences (TUMS). Material and Methods: In this participatory action research, a strategic planning committee was formed. The strategic planning committee used the strength, weakness, opportunity and threat (SWOT) matrix to evaluate the internal and external environments of the OHE department. Then, the mission, vision, values, goals and objectives of the OHE department were defined. Finally, the operational plan including actions to achieve the goals and objectives were formulated. Results: Experienced professors and staff, specialized laboratories, professional journals, and high ranked postgraduate students were the most important strengths; and theoretical and non-practical courses, lack of educational protocols, poor communication with industries, lack of resources, and low motivation of employees were some of the weaknesses of the OHE department.  The support of senior managers of TUMS, industry liaison council at school and university, facilities of the university faculties, comprehensive research laboratories of the university, capacities of the private sector and increasing the demand for research in the industry were the opportunities. High inflation, political sanctions, the absence of consulting engineering companies and the uncertainty of research priorities of industries were important threats to the OHE department. Therefore, the OHE department is in a conservative strategic position. The strategic direction of the department, including the mission, vision, values and goals, until 2025 was determined. Improving the structures, working processes and performance of the occupational health department were determined as objectives and 81 actions were formulated to achieve these objectives. Conclusion: The educational departments, schools and universities must have a strategic plan for progress. The strategic plan of the occupational health department of TUMS was formulated in line with the four-year plan of the university and coordinated with the operational plans of the educational, health and research deputies of TUMS and school of public Health. Proper implementation of this comprehensive and evidence-based strategic plan will improve the performance of the occupational health department.