scholarly journals Capacity empowerment and building: integrated recovery management framework in China

2009 ◽  
Author(s):  
Y. Chang ◽  
S. Wilkinson ◽  
E. Seville ◽  
R. Potangaroa
Keyword(s):  
Management Framework ◽  
Integrated Recovery ◽  
Recovery Management

scholarly journals A Decision-Making Support System on a Products Recovery Management Framework. A Fuzzy Approach

2008 ◽  
Vol 16 (2) ◽  
pp. 129-138 ◽  
Author(s):  
Isabel Fernández ◽  
Javier Puente ◽  
Nazario García ◽  
Alberto Gómez
Keyword(s):  
Decision Making ◽  
Support System ◽  
Fuzzy Approach ◽  
Management Framework ◽  
Recovery Management ◽  
Decision Making Support

scholarly journals Self-guided CcARM pogramme-COVID 19-March 2020. Complex case and recovery management framework (the CcARM*) - a quality improvement project

BJPsych Open ◽  
2021 ◽  
Vol 7 (S1) ◽  
pp. S191-S192
Author(s):  
Syeda Hasan ◽  
Mark Spurrell
Keyword(s):  
Learning Disability ◽  
Complex Case ◽  
List Type ◽  
Service Users ◽  
Online Environment ◽  
Management Framework ◽  
Complex Needs ◽  
Pdsa Cycle ◽  
Recovery Management ◽  
The Impact

AimsDuring the recent lockdown, it was difficult for those with complex needs associated with learning disability and autism to source timely support. Despite the challenges posed by the COVID-19 epidemic, several resourceful initiatives were implemented, across the clinical landscapeThe Self-guided CCaRM Programme was developed as a format for on-line workshops with those concerned. The expectation was to reframe support already there, and streamline further support to best effect.MethodThis programme evolved from the Complex Case and Recovery Management Framework (The CCaRM*), developed within Merseycare Specialist LD Services. This value-based platform was being used by the Specialist Support Team (SST) to support people in the community with LD and Autism with complex needs. With lockdown constraints, the service became reliant on working indirectly through family and carers.Primary Driver: 1:The priority during the lockdown was to make sure how quickly to carry on functioning ,when everyone was distant from each other, and not been able to see people who have Learning Disability & Autism with complex needs.2: Bringing CCARM to the people as a internet based intervention as CcARM was successfully practice with specialist services.3: To provide a format for service users and then career to better review and reframe the care needs, to better effect for themselvesDuring the recent lockdown, for those with complex needs associated with learning disability and autism:It was difficult for people to source timely support for themselves.It was difficult for specialist teams to reach them with useful adviceSecondary Drivers: 1:To reframe support already there and to streamline farther support to best effect.2:Increase Engagement:3:Ensure Accessibility4:Continuing workshops through COVID-Pandemic with no gaps in between-in first PDSA cycleChange Ideas 1: The approach to counter the impact of Lockdown in a critical area2: To adapt the CCARM framework to the online environment.3: Simplification to improve over all engagement within the processA skype-based workshop was convened for all relevant parties. In advance, attendees reviewed concerns using the 6 self-guided CCaRM headings, in line with the original CCaRM, as follows: Having a good circle of supportHaving a good shared understandingHaving clear problem areas thought aboutSocial Participation and Living a Good LifeKeeping people safe and wellMaking progressFor each theme, areas of strengths, concerns, and possible fresh approaches were explored. Subsequently, collaborative care plans were refreshed accordingly.ResultThere were 8 such workshops conducted in first PDSA cycle . Participants included support staff and family members, though no service users in this period. All gave positive feedback: that the experience helped with understanding and confidence in roles, and generated fresh ideas to try.Conclusion•This approach helped counter the impact of lockdown in a critical area.•It was interesting to adapt the CCaRM framework to the online environment.•The perforce simplification seemed to improve the engagement of carers•Further work needs to explore potential service user involvement also, and to evaluate the approach longer term.

Asset recovery practices in combating money laundering: evidence from FATF mutual evaluation report of FATF member countries of Asia pacific region

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Salwa Zolkaflil ◽  
Sharifah Nazatul Faiza Syed Mustapha Nazri ◽  
Normah Omar
Keyword(s):  
Money Laundering ◽  
Task Force ◽  
Evaluation Report ◽  
Content Type ◽  
Management Framework ◽  
Recovery Mechanism ◽  
Asset Recovery ◽  
Current Asset ◽  
Recovery Management ◽  
Mutual Evaluation

Purpose This study aims to understand the member countries’ current asset recovery mechanism based on two elements, namely, confiscation policy and asset recovery management framework. Design/methodology/approach Content analysis was performed on the Financial Action Task Force (FATF) Mutual Evaluation Report (MER) of eight countries. Findings The result showed that only a few countries established a centralised asset recovery centre or special task force to manage recovered assets. Research limitations/implications This study is limited to information mentioned in the FATF MER. Practical implications This study highlights the need to have a centralised asset recovery management centre as an initiative to improve the outcome of money laundering investigations. The study findings will benefit regulators to understand further the practical challenges of the asset recovery mechanism for future improvement. Originality/value FATF recommends that each country establish a centralised asset recovery centre and work closely with the investigating officers and prosecutors in deciding on assets confiscation. However, the implementation is contingent on their local environment and resources at the member countries’ discretion. Therefore, this study aimed to understand the member countries’ current asset recovery mechanism based on two elements, namely confiscation policy and asset recovery management framework.

Developing and implementing the risk management framework into business processes of Gazprom transgaz Tomsk Ltd., for implementation of the Eastern gas program of PJSC Gazprom

2020 ◽  
Vol 17 (1) ◽  
pp. 68-77
Author(s):  
V. E. Zaikovsky ◽  
A. V. Karev
Keyword(s):  
Risk Management ◽  
Human Resources ◽  
Management Information System ◽  
Business Processes ◽  
Project Success ◽  
Management Information ◽  
Timely Manner ◽  
Project Approach ◽  
Management Framework ◽  
Risk Management Framework

Project success depends on the ability to respond to risks and make correct decisions in a timely manner. The project approach provides a better framework for implementing a new management system into the company’s business processes. The risk management framework developed by the company comprises a risk management infrastructure, a set of standards, human resources, and a risk management information system. To improve staff compliance, it is necessary to provide training and to communicate the goals of the project effectively. It is also important to develop a motivation system because well trained and motivated staff are able to work more efficiently.

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