Ready to read, ready to learn: First lady chairs Child Literacy Task Force to implement governor's strategic plan

2005 ◽  
Keyword(s):  
Task Force ◽  
Strategic Plan ◽  
First Lady ◽  
Ready To Learn

scholarly journals Symposium: The Role of Human Factors Standards in Advancing Science and Practice: Some Examples from Automotive, Nuclear, Healthcare, and Petrochemical Industries

2019 ◽  
Vol 63 (1) ◽  
pp. 597-600 ◽  
Author(s):  
Paul Green
Keyword(s):  
Human Factors ◽  
Oil And Gas ◽  
Task Force ◽  
Strategic Plan ◽  
Motor Vehicles ◽  
Human Factors And Ergonomics ◽  
Supporting Materials ◽  
Petrochemical Industries

The Human Factors and Ergonomics Society (HFES) has created a Task Force to help implement Goal D of the HFES Strategic plan ( https://www.hfes.org/about-hfes/strategic-plan ), to “translate the science of HF/E into practice.” One way for that to occur is for HFES publications to cite standards. This symposium will raise awareness of this idea and provide additional supporting materials. The focus is on 4 example applications - automotive (in particular, SAE standards for motor vehicles), healthcare (with a focus on AAMI), nuclear (from both the IEEE and NRC perspectives), and oil and gas. Papers in this symposium will (1) describe organizations and the groups within them that develop human factors standards for each of the 4 applications, (2) describe how to find human factors standards relevant to these applications, (3) summarize some of those standards, and (4) identify where human factors input is needed to improve the standards of each organization.

Strategy in a Fishbowl An Invitation to Determine the Shape of IMIA in 2015

2006 ◽  
Vol 45 (03) ◽  
pp. 235-239 ◽  
Keyword(s):  
San Francisco ◽  
Health Informatics ◽  
Task Force ◽  
Early Stage ◽  
Strategic Plan ◽  
Concentric Circle ◽  
Central Core ◽  
General Assembly ◽  
Conference Calls ◽  
The Impact

Summary Objectives: The International Medical Informatics Association (IMIA) today is an inclusive organization that represents the medical and health informatics world through its multiple member countries as well as affiliate, corporate and academic institutions, plus working groups and regions. The IMIA leadership deemed this is an excellent time to create a strategic alignment of IMIA’s goals and in turn to create a framework of the IMIA agenda for the future. Methods: The process began in early 2004, with a survey distributed to all IMIA members seeking members‘ views. The initial views were presented to the IMIA Board and General Assembly at Medinfo 2004 in San Francisco, USA. A Strategic Planning Task Force was established to take forward the development of a Strategic Plan. Through a combination of e-mail exchanges, face-to-face planning-discussion sessions in Geneva, Switzerland, and Washington DC, USA, and use of mediated conference calls, the IMIA Strategic Plan was evolved. Results: The framework model (also known as the IMIA rainbow umbrella) seeks to represent, in visual and descriptive terms, the numerous possibilities for connections and integration. Knowledge is the central core of IMIA. All of our strategies, interactions and efforts, emanate from this knowledge core. Using a concentric circle model, the next circle (from the central core) represents science. This is followed by the application layer circle, then the impact layer/circle and finally the outermost circle represents the people layer. Another dimensionality of the IMIA Strategic Plan is the need to represent various key sectors. There are six sectors superimposed on the five concentric circle layers of IMIA’s integration and connection to others. These sectors represent: health (our vision), research and science, behavioral responsibility, education, relationships and reach. Conclusion: We are still at a relatively early stage of planning. The Strategic Framework and Plan will be discussed by the IMIA Board and the IMIA General Assembly meeting (November 2006).

scholarly journals Creation of the National Artificial Intelligence Research and Development Strategic Plan

AI Magazine ◽  
2018 ◽  
Vol 39 (2) ◽  
pp. 25-32 ◽  
Author(s):  
Lynne E. Parker
Keyword(s):  
Artificial Intelligence ◽  
United States ◽  
Research And Development ◽  
Task Force ◽  
Strategic Plan ◽  
The United States ◽  
Federally Funded ◽  
Artificial Intelligence Research ◽  
Goals And Objectives ◽  
Insight Into

In October 2016, the United States announced the release of the National Artificial Intelligence Research and Development Strategic Plan, which lays out a strategic plan for Federally-funded research and development in AI.  As a coleader of the Task Force that developed this plan, I was asked to discuss its creation in an invited presentation at AAAI 2017.  This article is based on that presentation, which outlines not only the Plan itself, but also provides insight into its goals and objectives, and background on how the Plan was created.

scholarly journals Towards IMIA 2015 - the IMIA Strategic Plan

2007 ◽  
Vol 16 (01) ◽  
pp. 1-5
Author(s):  
Nancy M. Lorenzi ◽  
Keyword(s):  
Public Health ◽  
Clinical Practice ◽  
Information Science ◽  
Task Force ◽  
Strategic Plan ◽  
General Assembly ◽  
Legal Rules ◽  
Planning Framework ◽  
Probability Of Success ◽  
Medical Health

SummaryTo report about the IMIA Strategic Plan ‘Towards IMIA 2015’.Starting in 2004 with a survey of member needs, expectations and wishes, an IMIA task force elaborated this plan. It has been updated by IMIA General Assembly members in 2005 and 2006.A Conceptual Framework for IMIA’s strategic plan has been elaborated. The IMIA Strategic Planning Framework stresses the following: (1) IMIA aims to improve biomedical research, clinical practice and public health (VISION); (2) IMIA aims to support investigation and development of advanced information systems and technologies (RESEARCH); (3) IMIA aims that its efforts are carried out in accordance with strict ethical and legal rules (BEHAVIORAL RESPONSIBILITY); (4) IMIA aims to promote education for and about biomedical informatics (EDUCATION); (5) IMIA aims to bridge relevant internal and external groups and organizations (RELATIONSHIP); (6) IMIA aims to incorporate multiple individuals, groups and organizations to constitute the IMIA Association. (REACH).IMIA plays a major global role in the application of information science and technology in the fields of healthcare and research in medical, health and bio informatics. This framework provides IMIA with an excellent opportunity to focus its plans to ensure the highest probability of success is possible.

scholarly journals SIR/RSNA/CIRSE Joint Medical Simulation Task Force Strategic Plan: Executive Summary

2009 ◽  
Vol 32 (6) ◽  
pp. 1320-1320
Author(s):  
Derek Gould ◽  
Aalpen Patel ◽  
Gary Becker ◽  
Buddy Connors ◽  
John Cardella ◽  
...  
Keyword(s):  
Task Force ◽  
Strategic Plan ◽  
Medical Simulation ◽  
Executive Summary ◽  
Simulation Task

Meta-Assessment: The ARL Library Assessment Ecosystem Modified for Montana State University

2019 ◽  
Author(s):  
Scott W. H. Young ◽  
David Swedman ◽  
Martha Kyrillidou
Keyword(s):  
Comparative Analysis ◽  
User Experience ◽  
Gap Analysis ◽  
Task Force ◽  
Strategic Plan ◽  
Second Phase ◽  
State University ◽  
Montana State University ◽  
Assessment Program

How can we apply an assessment lens to our own assessment practices? To answer this question, we follow a mixed-methods approach by applying the assessment ecosystem design described in the recent ARL Assessment Program Visioning Task Force Recommendations (December 17, 2017). Our research synthesizes the evidence and insights gathered through three methods: a case study analysis, a comparative analysis, and a gap analysis.First, we examine a case study of a UX and Assessment (UX&A) program recently developed at Montana State University (MSU). The vision of the UX&A program at MSU is to build and sustain a library that is useful, usable, and desirable for our diverse community of users. UX&A personnel work collaboratively with other Library departments to continually measure, assess, and improve users' experience of Library services and instruction, both physical and online. This new UX&A program was developed in tandem with a new library strategic plan, which is based on the Balanced Scorecard framework.With the new assessment program and strategic plan in place, we conducted a second phase of research: a comparative analysis of the MSU UX&A program vis-à-vis the assessment landscape described in the ARL Recommendations. In this analysis, we highlight which ecosystem elements are currently in place, which elements are in development, and which still need to be developed at MSU.Next, we conducted a gap analysis comparing the ARL recommendations with established and emerging user experience and assessment programs in place at other research libraries to determine if there are additional elements outside of these recommendations that may be useful for describing, assessing, and improving a library’s assessment framework.Finally, we synthesized the insights gathered from our meta-assessment to create an enhanced version of the ARL ecosystem as applied to the MSU library. In terms of practical impact, this enhanced meta-assessment ecosystem can be applied to comprehensively evaluate and improve a library’s user experience and assessment program. Our research ultimately demonstrates and models an approach for meta-assessment that can help inform the development of more effective and sustainable library UX and assessment programs, for the ultimate benefit of our users.

scholarly journals DEVELOPMENT STRATEGIES IN ARSENAL AS A UPT DISSENLEKAL NAVY DISTRIBUTION LOGISTICAL SUPPLIES CLASS V

JOURNAL ASRO ◽  
2019 ◽  
Vol 10 (1) ◽  
pp. 62
Author(s):  
Ahmadi Ahmadi ◽  
Sutrisno Sutrisno ◽  
Arie Handito ◽  
I Nengah Putra A
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Strategic Planning ◽  
Value Chain ◽  
Analytical Methods ◽  
Task Force ◽  
Strategic Plan ◽  
Force Model ◽  
Main Task ◽  
Class V

Planning Information Systems and Information Technology (SI/IT) is part of the Strategic Plan (Renstra) of an institution. Every institution or organization must have a framework for developing information systems and documentation that is adequate and in line with developing systems and technologies. A comprehensive and integrated strategic information system planning is needed by a supply and logistics institution, especially Arsenal with capacity as the Dissenlekal Task Force of the Indonesian Navy Headquarters (Mabesal) in the management of TNI AL Class V logistics. In general this research is a efforts in developing strategic IS/IT planning and identification of their needs at the Arsenal institution as UPT Dissenlekal Mabesal to be more optimal so that it can be integrated and support the strategic planning of logistics supplies within the Navy. The basic concept in this research begins with the preparation of the IS/IT Strategic Plan framework using the Ward and Peppard model approach, then in the evaluation process the translation of the Strategic Plan IS/IT and management of the institution's basic tasks using Balance Scorecard. Some analytical methods such as Value Chain Analysis, SWOT Analysis, PEST Analysis and Five Force Model Analysis are used to analyze the internal and external institutional environment. Next is the McFarlan Analysis Strategic Grid method that is used for application portfolio planning. The results of this research are the recommendations of the relevant IS/IT blue print strategic planning owned by Arsenal UPT Dissenlekal Mabesal and development priorities by referring to the institution's main task plan based on data obtained through the implementation of analytical methods. The information produced will be integrated data for administrative needs and services for related work units. The optimal implementation of information data processing as well as increasing the role of stakeholders in the provision of infrastructure will improve the quality of logistics management services in the fifth grade of the Navy Navy logistics in a comprehensive and integrated manner.  Keywords : IS/IT Strategic Planning, Ward and Peppard Model, information systems, information technology

scholarly journals SIR/RSNA/CIRSE Joint Medical Simulation Task Force Strategic Plan: Executive Summary

2007 ◽  
Vol 30 (4) ◽  
pp. 551-554 ◽  
Author(s):  
Derek Gould ◽  
Aalpen Patel ◽  
Gary Becker ◽  
Buddy Connors ◽  
John Cardella ◽  
...  
Keyword(s):  
Task Force ◽  
Strategic Plan ◽  
Medical Simulation ◽  
Executive Summary ◽  
Simulation Task
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