Strategic Planning Task Force Research Articles

Strategic Planning for the Chinese American Library Association

This report explored the Chinese American Librarians Association (CALA)’s strategic planning process for 2020-2025 during COVID-19. The paper introduced CALA’s mission statement, values, and discussed the importance of the strategic plan. A strategic planning task force was formed to create an opportunity for membership input in virtual town hall meetings and surveys. The authors presented a case study on the process of revising a strategic plan and discussed the implementation phases. The authors also shared the challenges and recommendations in organizing strategic planning for a library association.

Relationship of Overall Cardiovascular Health and Hearing Loss in The Jackson Heart Study Population.

To evaluate the relationships among the overall cardiovascular health scoring tool, Life's Simple 7 (LS7), and hearing in an African-American cardiovascular study cohort. Using the Jackson Heart Study's cohort of African Americans, the relationships between the LS7 scoring metric and hearing of 1314 individuals were assessed. Standard audiometric data was collected and hearing loss was defined as a four-frequency average of 500, 1000, 2000, and 4000 Hz greater than 25 dBHL (PTA4). Measures of reported tinnitus and dizziness were also collected. The LS7 scoring tool, which consists of seven individual categories (abstinence from smoking, body mass index, physical activity, healthy diet, total cholesterol <200 mg/dL, normotension, and absence of diabetes mellitus), was used as measure of overall cardiovascular health. Each category of the LS7 was broken down into poor, intermediate, and ideal subgroups as in accordance with the American Heart Association Strategic Planning Task Force and Statistics Committee. Unadjusted and adjusted gamma regression and logistic regression models were constructed for determining relationships between LS7 and hearing loss. Higher total LS7 scores (per 1-unit increase) were associated with lower PTA4 in gamma regression analyses (RR = 0.942, 95% CI, 0.926-0.958, P < .001). This held true even after adjustments for age, sex, education, and history of noise exposure. Using logistic regression analyses to compare LS7 scores to presence of hearing loss, tinnitus, and vertigo; only hearing loss showed a statically significant relationship after adjustments for age, sex, education, and history of noise exposure. This study shows a significant, graded association between higher life's simple seven scores and lower incidence of hearing loss. 2b. Laryngoscope, 2019.

President's page

EDITOR'S SUMMARYThe ASIS&amp;T strategic plan has been the predominant concern of ASIS&amp;T board members leading into, during and following their retreat in July 2015. After updates from committees, chapters, SIGs and others, the Board, along with past and future leadership, focused on the findings of the Strategic Planning Task Force (SPTF). These included analysis of member input and reports from internal and external sources, together with a resulting compilation of proposed strategic directions. The directions identified generally address membership, programs, communications, outreach and institutional knowledge. The Board brainstormed goals and objectives for each of the five strategic directions. Individual board members will join working groups representing each of the directions to refine the goals and objectives. A draft strategic plan will be posted online by October 2015 to stimulate and solicit member feedback. The draft will be revised and presented to the Board for adoption at the 2015 Annual Meeting, and subsequently reviewed and revised as appropriate. Thanks are extended to the many members and leaders who participated in the strategic planning process.

President's page

EDITOR'S SUMMARYASIS&amp;T continues to set new directions with a modernized and reorganized website, option for members to join unlimited number of special interest groups without additional fees and updated online bookstore to come. The Association's self‐evaluation also continues in efforts to position itself for enhanced and extended success, for members and within the information community. The Strategic Planning Task Force has completed data collection through focus groups and surveys with a diverse group of members and nonmembers from three continents and is analyzing the membership database. The group's goal is to address members' changing needs, assess the benefits of membership, better balance the needs of academics and practitioners, promote internal communications and improve awareness of the Association. A draft of priorities and plans will be complete by the 2015 Annual Meeting. Thanks are extended to all who have participated in the process and provided thoughts and suggestions.

President's page

EDITOR'S SUMMARYFrom focus groups and other member input opportunities at the 2014 Annual Meeting in Seattle, several themes emerged for organizational goals and priorities. Seeing ASIS&amp;T as a professional home, members appreciate opportunities for recognition and development and look for stronger links between theory and practice. Commenters approve of the association's international scope, and many note the value of expanding strategic alliances with other information‐oriented organizations, the desire to network outside the Annual Meeting and build regional chapters and the need to improve internal communications. The Strategic Planning Task Force will continue collecting and analyzing data and, drawing on feedback, draft and finalize a strategic plan for the Association's long‐term success.

Circulation Editors’ Picks

<i>Circulation</i> Editors’ Picks

Response to Guest Editorial (“Veterinary Pathology Under the Microscope: Planning for the Future”)

Several interesting and important issues were raised in a recent editorial published in Veterinary Pathology regarding possible future directions and emphases of the ACVP/ECVP/JCVP’s official publication. One of the principal reasons for publishing Veterinary Pathology, as outlined in that editorial, is its indispensible role in disseminating scientific information that is relevant to the field of veterinary pathology and to practicing veterinary pathologists, veterinary pathologists in training, and nonpathologists alike. I applaud the establishment of a Strategic Planning Task Force that will produce a plan designed to ensure the continued success of the journal in what promises to be a challenging future in the world of scientific publications. The wide range of interests and needs of ACVP/ECVP/ JCVP members makes this a daunting task and one that will have a large impact on the future of our specialty. Perhaps the primary consideration is that as the official publication of the ACVP/ECVP/JCVP, Veterinary Pathology affects the image and prestige of our profession/specialty. Fairly or not, the inordinately weak impact factor of the journal probably does not influence perceptions of our specialty in a positive way. At the very least, on the basis of personal experiences with coauthors, I can attest that a weak impact factor does not encourage submission of some potentially important papers to Veterinary Pathology. In this regard, the large improvement in the journal’s impact factor in the past year reflects well on the concerted efforts of the journal editors to improve the quality of papers accepted for publication. As the editors continue this effort and if ACVP/ECVP/JCVP members will increase their support of the journal by submitting more of their best work for publication, it is very likely that a ‘‘virtuous cycle’’ can be established in which researchers are incentivized to submit their probable ‘‘high impact’’ papers to a journal having a higher impact factor. One of the challenges facing the Strategic Planning Task Force will be to figure out how to publish a journal with global importance that still provides real value to its supporting members. I believe that it is possible to reconcile the seemingly conflicting requirements to provide useful information for ACVP/ECVP/JCVP members having a wide range of professional interests and job requirements while simultaneously raising the profile of veterinary pathology and veterinary pathologists in the global biomedical research community. I believe that this is an achievable goal, but some changes will be necessary. The strategic plan must continue to recognize and address the especially critical role that the journal plays in the training and continuing education of veterinary pathologists. Veterinary Pathology is one of the few existing venues in which detailed descriptive reports that focus on the pathology and/or pathogenesis of disease in animals can be published. Although veterinary pathologists often make valuable contributions to studies published in many different top-tier journals, the pathology itself is often shortchanged in those reports. The strict space constraints in many journals too often result in severely condensed pathology descriptions, generally accompanied by postage stamp–sized images that function more as colorful decorations felt necessary for a ‘‘real science’’ paper. In contrast, because Veterinary Pathology is published by organizations and editors that understand and appreciate the value of pathology, papers can include detailed morphologic descriptions of lesions, as well as high-quality images large enough to actually convey useful information. Following are some specific suggestions to consider in mapping a strategy to increase the impact factor of Veterinary Pathology, without negating the distinct services it provides to our profession.

Circulation: Clinical Summaries

<i>Circulation:</i> Clinical Summaries

Medication Cost Sharing and Health Outcomes in Children With Asthma

1. Lloyd-Jones DM, Hong Y, Labarthe D, et al; American Heart Association Strategic Planning Task Force and Statistics Committee. Defining and setting national goals for cardiovascular health promotion and disease reduction: the American Heart Association’s Strategic Impact Goal through 2020 and beyond. Circulation. 2010; 121(4):586-613. 2. Rose G. Sick individuals and sick populations. Int J Epidemiol. 1985;14(1): 32-38. 3. Rose G. The Strategy of Preventive Medicine. New York, NY: Oxford University Press; 1992. 4. Strasser T. Reflections on cardiovascular diseases. Interdiscip Sci Rev. 1978; 3(3):225-230. 5. Yang Q, Cogswell ME, Flanders WD, et al. Trends in cardiovascular health metrics and associations with all-cause and CVD mortality among US adults [published online March 16, 2012]. JAMA. 2012;307(12):1273-1283. 6. Bambs C, Kip KE, Dinga A, Mulukutla SR, Aiyer AN, Reis SE. Low prevalence of “ideal cardiovascular health” in a community-based population: the heart strategies concentrating on risk evaluation (Heart SCORE) study. Circulation. 2011; 123(8):850-857. 7. Ford ES, Greenlund KJ, Hong Y. Ideal cardiovascular health and mortality from all causes and diseases of the circulatory system among adults in the United States [published online January 30, 2012]. Circulation. doi:10.1161/CIRCULATIONAHA .111.049122. 8. Folsom AR, Yatsuya H, Nettleton JA, Lutsey PL, Cushman M, Rosamond WD; ARIC Study Investigators. Community prevalence of ideal cardiovascular health, by the American Heart Association definition, and relationship with cardiovascular disease incidence. J Am Coll Cardiol. 2011;57(16):1690-1696. 9. Roger VL, Go AS, Lloyd-Jones DM, et al; American Heart Association Statistics Committee and Stroke Statistics Subcommittee. Heart disease and stroke statistics—2012 update: a report from the American Heart Association. Circulation. 2012;125(1):e2-e220. 10. Liu K, Daviglus ML, Loria C, et al. Healthy lifestyle through young adulthood and presence of low cardiovascular disease risk profile in middle age [published online January 30, 2012]. Circulation. doi:10.1161/CIRCULATIONAHA.111 .060681. 11. Koh HK, Sebelius KG. Promoting prevention through the Affordable Care Act. N Engl J Med. 2010;363(14):1296-1299. 12. Frieden TR, Berwick DM. The “Million Hearts” initiative—preventing heart attacks and strokes. N Engl J Med. 2011;365(13):e27. 13. My Life Check. American Heart Association website. http://mylifecheck.heart .org. Accessed February 29, 2012.

Multisociety Task Force for Critical Care Research: Key Issues and Recommendations: Executive Summary

In 2009 the four largest professional societies involved in critical care in the United States – the American Association of Critical-Care Nurses (AACN), the American College of Chest Physicians (ACCP), the American Thoracic Society (ATS), and the Society of Critical Care Medicine (SCCM) – formally established the Critical Care Societies Collaborative (CCSC) to explore common issues. At that time, in spite of the importance of critical care, there was no consensus on the agenda for critical care research in the United States. To overcome deficiencies in the conduct and expansion of critical care research, experts from each of the four CCSC component societies joined with a successful clinical research collaborative, the US Critical Illness and Injury Trials Group (USCIITG), and formed the Multisociety Strategic Planning Task Force for Critical Care Research. The task force was charged with defining a comprehensive agenda for critical care research based upon input from a broad range of participants and relevant stakeholders.

Advancing Critical Care Through Interdisciplinary Research

This issue of the American Journal of Critical Care presents a pivotal report from the Multisociety Strategic Planning Task Force for Critical Care Research that outlines an agenda for research to improve outcomes in critically ill patients. The report lists 4 crucial themes for advancing critical care research and identifies research priorities in 5 broad categories (basic/cellular, translational, clinical, outcomes, and education). The 4 themes address the counterproductive nature of the traditional approach to conducting research in “silos,” the need to link diverse research approaches (such as basic and translational research), the importance of disease complexity and patient heterogeneity, and a need to improve research infrastructure. The task force is a joint effort of the Critical Care Societies Collaborative (CCSC), which is a formal collaboration among the American Association of Critical-Care Nurses, the American College of Chest Physicians, the American Thoracic Society, and the Society of Critical Care Medicine. It includes experts from each of the CCSC member societies as well as the US Critical Illness and Injury Trials Group. In order to provide the widest exposure to critical care practitioners, the executive summary and/or recommendations are being published concurrently in the journals of the CCSC member societies (the American Journal of Critical Care and Critical Care Nurse, CHEST, the American Journal of Respiratory and Critical Care Medicine, and Critical Care Medicine).

Defining and Setting National Goals for Cardiovascular Health Promotion and Disease Reduction

This document details the procedures and recommendations of the Goals and Metrics Committee of the Strategic Planning Task Force of the American Heart Association, which developed the 2020 Impact Goals for the organization. The committee was charged with defining a new concept, cardiovascular health, and determining the metrics needed to monitor it over time. Ideal cardiovascular health, a concept well supported in the literature, is defined by the presence of both ideal health behaviors (nonsmoking, body mass index <25 kg/m(2), physical activity at goal levels, and pursuit of a diet consistent with current guideline recommendations) and ideal health factors (untreated total cholesterol <200 mg/dL, untreated blood pressure <120/<80 mm Hg, and fasting blood glucose <100 mg/dL). Appropriate levels for children are also provided. With the use of levels that span the entire range of the same metrics, cardiovascular health status for the whole population is defined as poor, intermediate, or ideal. These metrics will be monitored to determine the changing prevalence of cardiovascular health status and define achievement of the Impact Goal. In addition, the committee recommends goals for further reductions in cardiovascular disease and stroke mortality. Thus, the committee recommends the following Impact Goals: "By 2020, to improve the cardiovascular health of all Americans by 20% while reducing deaths from cardiovascular diseases and stroke by 20%." These goals will require new strategic directions for the American Heart Association in its research, clinical, public health, and advocacy programs for cardiovascular health promotion and disease prevention in the next decade and beyond.

USDA animal genomics program: the view from the chicken coop

In 2007, the USDA Animal Genomics Strategic Planning Task Force prepared a Blueprint to direct national needs for future research, education, and extension efforts in agricultural animal genomics. This plan is entitled "Blueprint for USDA Efforts in Agricultural Animal Genomics 2008–2017". The Blueprint is reviewed from the perspective of a molecular biologist working within the poultry breeding industry. The diverse species used in animal agriculture require different tools, resources and technologies for their improvement. The specific requirements for chickens are described in this report.

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

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. 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. 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. 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).

Strategic planning taskforce tackles AGA priorities

Strategic planning taskforce tackles AGA priorities

Leading the future of dietetics☆

The ADA began our most recent strategic planning process in 1999, creating a framework that has guided our work to date. For several months, ADA has been formulating our 2004-08 strategic plan, and the process is nearing completion. Under the direction of President-elect Marianne Smith Edge and the Strategic Planning Task Force, many members have contributed their time and energy to developing the new plan. Key trends, especially in dietetics, were identified through a House of Delegates environmental scan and were validated by a respected futurist organization (1).

Leading the future of dietetics

The ADA began our most recent strategic planning process in 1999, creating a framework that has guided our work to date. For several months, ADA has been formulating our 2004-08 strategic plan, and the process is nearing completion. Under the direction of President-elect Marianne Smith Edge and the Strategic Planning Task Force, many members have contributed their time and energy to developing the new plan. Key trends, especially in dietetics, were identified through a House of Delegates environmental scan and were validated by a respected futurist organization ( 1 Journal. December 2002; : S1820-S1839 Google Scholar ). These trends created the context for review and refinement of our mission, vision, values, and strategic goals.

A Vision for ARES in the Twenty-First Century: The Virtual Community of Real Estate Thought Leaders

In the twenty-first century the American Real Estate Society (ARES) is a virtual community of real estate thought leaders, electronically interconnected and linked through the International Real Estate Society to counterpart organizations on all major continents as well as numerous country-specific societies. ARES growth is attributable to its emphasis on rigorous applied microeconomic decisionmaking and an inclusive, open style. The initiatives of the Strategic Planning Task Force, whose report was enthusiastically endorsed and implemented at the 1996 Lake Tahoe meetings, have led to an expansion of activities and services. Further, the “Great Water” location strategy continues to attract strong meeting participation, which meetings emphasize special tracks for the corporate space user, global portfolio investing, micro property strategies and transactions, property analytic advances, improving cognitive skills to overcome bounded rationality, and learning innovations as well as ethical and aesthetic iss...