In Context: Nursing Unions, Part II: Mature Organizations Lead to Shared Management

1999 ◽  
Vol 77 (3) ◽  
pp. 33-35
Author(s):  
Paul Bruder
2014 ◽  
Vol 4 (2) ◽  
pp. 54-80 ◽  
Author(s):  
Lucile Medina

The Grupo Gestor Binacional de la Cuenca del Río Goascorán (GGBCG) was created in 2007 as an original initiative managing a shared basin in the Eastern part of El Salvador-Honduras boundary. In less than twenty years, the issue of confrontation in this border area has led to a logical approach to reconciliation and cooperation through shared management of the Río Goascorán basin. This article analyzes the ways in which the actors involved understand this cooperation. The initiative that is studied is part of a regional context that is of interest for the management of transboundary river basins. Several elements relevant to the analyzed case are addressed, including the difficulty of cross-border action and shared management, the turnover of the actors involved, and the forms of institutionalization on which the management of transboundary watersheds can be based. Spanish Este artículo se interesa en la conformación del Grupo de Gestión Binacional de la Cuenca del Río Goascorán (GGBCG) en el año 2007, como una iniciativa original de gestión de una cuenca compartida en la parte oriental de la frontera Honduras-El Salvador. El artículo muestra cómo en menos de veinte años, la problemática de enfrentamiento en este sector fronterizo dio lugar a una lógica de acercamiento y de cooperación por medio de la gestión compartida de la cuenca del Río Goascorán. También se analizan las formas en que los actores involucrados conciben la cooperación alrededor de la cuenca. El presente artículo resalta varios elementos de reflexión a través del caso analizado: la dificultad de la acción transfronteriza y de la gestión compartida; la renovación de los actores involucrados; así como las formas de institucionalización sobre las cuales puede basarse la gestión de cuencas transfronterizas que invitan a interrogarse sobre la conformación del GGBCG. French Cet article s'intéresse à la constitution depuis 2007 d'un Grupo Gestor Binacional de la Cuenca del Río Goascorán (GGBCG) comme initiative originale de gestion d'un bassin partagé sur la partie orientale de la frontière Honduras-El Salvador. L'article montre comment, en moins de vingt ans, la problématique d'affrontement sur ce secteur frontalier longtemps en litige a laissé la place à une logique de rapprochement et de coopération par le biais de la gestion partagée du bassin du Río Goascorán. Il analyse également les formes sous lesquelles les acteurs impliqués conçoivent la coopération autour du bassin. L'initiative étudiée s'inscrit dans un contexte régional d'intérêt pour la gestion des bassins hydrographiques transfrontaliers. Cet article met en lumière plusieurs éléments de réflexion à travers le cas analysé : la difficulté de l'action transfrontalière et de la gestion partagée ; le renouvellement des acteurs mobilisés ; les formes d'institutionnalisation sur lesquelles peut reposer la gestion de bassins transfrontaliers, que la création du GGBCG invite à interroger.


2013 ◽  
Vol 03 (08) ◽  
pp. 41-47
Author(s):  
OYEWALE I.O ◽  
ADEYEMO S.A ◽  
OGUNLEYE P.O

Sustainable economic development does not occur without entrepreneurship and entrepreneurship is the practice of starting new organizations or revitalizing mature organizations. This study therefore is done to analyse the impact of innovation, technology and on the entrepreneurial development activities in Nigeria. Simple random sampling technique was used to select a total of 12 entrepreneurs from Lagos State that constituted our sample size. The primary data consists of a number of items in well- structured questionnaire that was administered to and completed by the respondents. Regression analysis was used to analyse the data. The results showed that there is significant relationship between technological innovation and entrepreneurship development in Nigeria. It is therefore recommended that government should create a friendly or an enabling environment for entrepreneurship and consumer goods to boost the Nigeria economy.


PEDIATRICS ◽  
1980 ◽  
Vol 66 (6) ◽  
pp. 907-911
Author(s):  
Faye Strayer ◽  
C. Thomas Kisker ◽  
Carol Fethke

Costs of two alternative methods for obtaining comparable quality outpatient care for pediatric cancer patients were examined. Costs incurred in obtaining care from specialists, "specialist-management," were compared to costs incurred in obtaining "shared-management," care provided by specialists and primary physicians combined. Shared-management medical costs for outpatient care were 10% less than they would have been had the care been obtained from specialists. The nonmedical costs of transportation, parking, food away from home, and lost productivity or income were all less under the shared-management medical care delivery system than they would have been had specialist management been utilized. The total estimated cost differences between the alternative systems for the delivery of outpatient care ($2,191.34) represents for shared management a mean saving per patient of approximately 29% in direct out-of-pocket expenses and a 59% savings in the indirect costs of lost income or productivity. A total theoretical mean 41% saving per patient was shown to accrue through the use of shared management.


Rheumatology ◽  
2021 ◽  
Vol 60 (Supplement_5) ◽  
Author(s):  
Simon Stones

Abstract Background Juvenile idiopathic arthritis (JIA) requires some form of lifelong management, with at least one third of children symptomatic in adulthood. Therefore, empowering children to competently self-manage their health and wellbeing across the lifecourse is logical, while supporting families in their shared-management role during childhood. However, there was a limited theoretical basis to the self- and shared-management of JIA across the lifecourse. The objective is to explore the factors facilitating the self- and shared-management of JIA using a realist approach to evaluation. Methods Guided by the Individual and Family Self-management Theory, a three-stage realist approach to evaluation was undertaken: 1) initial JIA self- and shared-management question theories were elicited from literature reviews and stakeholder insights [1]; 2) seven initial question theories were tested using teacher-learner cycle interviews with 20 participants; 3) findings were analysed using a theory-driven approach to thematic analysis, using deductive, inductive, and retroductive reasoning to extend or refute the initial question theories, in order to identify demi-regularities in the data. Results Six refined JIA self- and shared-management question theories emerged: 1) meaningful and bespoke self-management support across the life course for children and young people with JIA; 2) recognised and valued shared-management support for the families of children and young people with JIA, with autonomy in mind; 3) individual healthcare plans as a shared management communication tool to facilitate optimal management of JIA; 4) consistent recognition, value, and encourage of self- and shared-management support from the paediatric rheumatology multi-disciplinary team and associated professionals; 5) child, young-person, and family-focused paediatric rheumatology care and support services across the lifecourse; and 6) bespoke and inclusive approaches by education providers to enable children and young people with JIA to feel safe, supported, and able to fulfil their potential. Conclusion There is an increasing recognition of the importance of self- and shared-management of JIA and other paediatric-onset chronic conditions. However, there is a lack of an overall, cohesive approach to self- and shared-management between healthcare providers, education providers, and patient/parent organisations. The findings from this study illuminate the factors facilitating JIA self- and shared-management at individual, interpersonal, institutional and infrastructural levels, bearing relevance to individuals and organisations involved in caring for, and supporting children with JIA and their families.


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