Community Of Andalusia�s ICT Centres Implementation Process Outcomes. A Transferable Model.

2009 ◽  
Vol 5 (1) ◽  
pp. 25-35
Author(s):  
Jose Ignacio Aguaded Gomez ◽  
◽  
Ramon Tirado Morueta ◽  
Manuel Fandos Igado ◽  
◽  
...  
Keyword(s):  
Implementation Process ◽  
Process Outcomes

scholarly journals Rapid Adoption of Telehealth at an Interprofessional Student-Run Free Clinic

PRiMER ◽  
2020 ◽  
Vol 4 ◽  
Author(s):  
Ryan Cao Vinh Phan ◽  
Dung Van Le ◽  
Alexander Nguyen ◽  
Kari Mader
Keyword(s):  
Best Practices ◽  
Systematic Approach ◽  
Implementation Process ◽  
Social Needs ◽  
Free Clinics ◽  
Team Members ◽  
Process Outcomes ◽  
Pdsa Cycle ◽  
Chief Complaints ◽  
Community Volunteers

Introduction: Student-run free clinics (SRFCs) have become important primary care homes during the COVID-19 pandemic. With students pulled from clinical sites, funding deficits, SRFCs’ voluntary nature, and no best practices for telehealth SRFCs, many have been forced to close. This report shares a systematic approach for implementing a telehealth clinic along with initial outcomes from the Dedicated to Aurora’s Wellness and Needs (DAWN) SRFC. Methods: We utilized pilots with students, community volunteers, and patients to identify a telehealth platform. We implemented weekly plan-do-study-act (PDSA) cycles to develop a feasible interprofessional telehealth model. Key PDSA cycle goals included seamless utilization of platform, identification of necessary team members, appropriate scheduling of patients and volunteers, integration of interprofessional learners, positive patient and volunteer experience, and process for identifying and addressing patient social needs. Measured outcomes included total visits, no-show rates, and chief complaints addressed. Results: Outcomes from PDSA cycles included a resultant telehealth clinic team and model, workflow for outreach for social needs screening and navigation, and team training guides. Visit data and no-show rates from January 2020 through July 2020 demonstrated total visits returned to 60% of pre-COVID numbers while no-show rates decreased significantly below pre-COVID rates. A range of acute and chronic concerns were successfully managed via telehealth. Conclusion: SRFCs are poised to continue serving an important role in caring for the country’s most vulnerable populations. The DAWN telehealth implementation process, outcomes, and resultant protocols may help inform other SRFCs seeking to establish telehealth services.

Corporate Social Responsibility Implementation - Lessons from Uganda

10.33117/512 ◽  
2017 ◽  
Vol 13 (1) ◽  
pp. 47-69
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Involvement ◽  
Implementation Process ◽  
Structured Interviews ◽  
Implementation Success ◽  
Success Model ◽  
Strategic Csr ◽  
Corporate Social

Purpose: This paper presents aspects of a Corporate Social Responsibility (CSR) Implementation Success Model to guide CSR engagements. Design/methodology/approach: A qualitative case methodology is used to investigate two CSR companies in Uganda. Semi-structured interviews with managers and stakeholders are conducted. Data triangulation includes reviewing CSR reports and documents, and visiting communities and CSR activities/projects mentioned in the case companies’ reports. Grounded theory guides the data analysis and aggregation. Findings: The findings culminate into a “CSR Implementation Success Model. ” Key aspects of CSR implementation success are identified as: (i) involvement of stakeholders and management (i.e., co-production) at the start and during every stage of CSR implementation; (ii) management of challenges and conflicts arising within/outside of the company itself; and (iii) feedback management or performance assessment—i.e., accountability via CSR communications and reporting. Stakeholder involvement and feedback management (accountability) are pivotal, though all three must be considered equally. Research limitations: The studied companies were large and well-established mature companies, so it is unclear whether newer companies and small and medium-sized enterprises would produce similar findings. Practical implications: Successful CSR implementation starts with a common but strategic understanding of what CSR means to the company. However, CSR implementation should (i) yield benefits that are tangible, and (ii) have a sustainable development impact because these two aspects form implementation benchmarks. Additionally, top management should be involved in CSR implementation, but with clear reasons and means. Originality/value: This paper unearths a CSR Implementation Success Model that amplifies views of “creating shared value” for sustainable development. It guides organizations towards strategic CSR, as opposed to the responsive CSR (returning profits to society) that largely dominates in developing countries. Additionally, it explains how to add value to the resource envelope lubricating the entire CSR implementation process

Wajah Undang-undang Keter (Tutup) Bukaan Informasi Publik di Indonesia

1970 ◽  
Vol 2 (2) ◽  
pp. 290-307
Author(s):  
Endang Widuri
Keyword(s):  
Human Rights ◽  
Public Information ◽  
Implementation Process ◽  
Public Right

On April 3rd 2008, DPR enacted Act Number 14 about Disclosure Public Information (UU KIP). This act aimed toinstitutionalize law framework for public right fulfillment to access power implementation process. The main object of this act isfreeing everyone from everything negative caused by a government reticence. People should free to participate in policymaking, free from corruption and human rights violence. Therefore, Disclosure Public Information Act is very important,because information is main resource for everyone to participation in government activity. Without information, people can’tuse his right and duty maximally as citizen

Setting-up an audit system to implement the municipal component of national projects in Russia: The experience of control and accounts bodies

2020 ◽  
Vol 18 (12) ◽  
pp. 2224-2255
Author(s):  
A.I. Mordvintsev ◽  
N.E. Buletova ◽  
R.S. Dubov
Keyword(s):  
Comparative Analysis ◽  
Implementation Process ◽  
System Model ◽  
Audit System ◽  
Municipal Level

Subject. This article discusses the peculiarities of organizing and conducting audit by municipal control and accounts bodies and issues of cooperation between regional and municipal executors of national projects. Objectives. The article aims to identify the main characteristics of audit of the municipal component of national projects. Methods. For the study, we used the methods of comparative analysis, generalization, synthesis, classification, and grouping. Results. The article compares the terms of Control, Audit, and Monitoring, and presents an audit system model to implement the municipal component of national projects, describing individual steps and features of the implementation process. Conclusions. The problems identified in the implementation of the municipal component of national projects are related to the lack of strict centralization of this process and the usage of different mechanisms for the implementation of national projects at the municipal level.

administrasi tata usaha fonny maswija p ( 16067082 )

2020 ◽  
Author(s):  
Fonny maswija priscilla
Keyword(s):  
School Administration ◽  
Implementation Process ◽  
School Organization ◽  
Business Administrators ◽  
Term Administration ◽  
Main Activity ◽  
Material Information ◽  
Taking Care

Abstrak—Administrative administration is an organizational subsystem, in this case the school organization. Its main activity is taking care of all forms of school administration, from correspondence to inventory of goods. When viewed from the above understanding, the administration does not only involve correspondence activities but also involves all material information and information in the form of documents. Abstract:Administration consists of two words, namely "Tata" and "Usaha", each of which has more or less the following understanding. Tata is a rule that must be obeyed, and Business is an effort by exerting energy, thoughts to achieve a purpose. So according to the meaning of the word, Administration is a rule or regulation contained in a work implementation process. In the Indonesian Dictionary it is explained that what is meant by the term Administration is the organization of writing (finance and so on) in companies, countries and so on, while business administrators are people who carry out business stages.Keywords— AdministrationAbstrak—Administrative administration is an organizational subsystem, in this case the school organization. Its main activity is taking care of all forms of school administration, from correspondence to inventory of goods. When viewed from the above understanding, the administration does not only involve correspondence activities but also involves all material information and information in the form of documents. Abstract:Administration consists of two words, namely "Tata" and "Usaha", each of which has more or less the following understanding. Tata is a rule that must be obeyed, and Business is an effort by exerting energy, thoughts to achieve a purpose. So according to the meaning of the word, Administration is a rule or regulation contained in a work implementation process. In the Indonesian Dictionary it is explained that what is meant by the term Administration is the organization of writing (finance and so on) in companies, countries and so on, while business administrators are people who carry out business stages.Keywords— Administration

ADMINISTRATION DECISION-MAKING UNDER THE CONDITIONS OF EMERGENCY

2018 ◽  
Vol 1 (12) ◽  
pp. 201-216
Author(s):  
Anna Valeriivna Terentieva
Keyword(s):  
Public Administration ◽  
Educational Change ◽  
School Environment ◽  
Public Management ◽  
Political Process ◽  
Implementation Process ◽  
Opportunity To Learn ◽  
Educational Process ◽  
Educational Activity ◽  
Problem Situations

The author has analyzed the problem aspects of public administration of educational change in modern Ukraine. Special frameworks of public administration of educational change in an information society have been determined. The author has analyzed the categories of the implementation process of educational change. The author has explored the key features of external environment of such activity, formed by regulatory acts for settling relations in a particular area. The author has highlighted a set of contradictions of public management of educational change and recommendations for state agencies regarding the organization of an effective process of implementation of educational change as a social and political process with an emphasis on peculiar properties of the educational change. It is determined that the updated legal and regulatory framework of the educational sector, at the same time, extends the scope of professional freedom of teaching and, hence, sets high requirements for the professionalism of teachers. The change in the focus of educational activity by innovations is declared in terms of practice, interactivity and functionality. The teacher will now create educational and training programs tailored to the needs of students and local communities, will create an open learning environment, taking into account the potential of the school and involving the partners in the educational process. However, it has been proved that the methods of active and problem-searching approach defined in the updated normative provision of education in Ukraine require appropriate conditions for the educational process. An active student becomes an active citizen; school, school environment and class become a micro-society. Like the society itself, the school environment is not devoid of conflicts or problem situations. It is in these conditions that students have the opportunity to learn to consciously identify their own interests and gain experience in civic activity.

Innovative Thinking on the Relationship between the Provision of Local Services and Inequality in Israel

2020 ◽  
Vol 35 (3) ◽  
pp. 31-51
Author(s):  
Yoram Ida ◽  
Amir Hefetz ◽  
Assaf Meydani ◽  
Gila Menahem ◽  
Elad Cohen
Keyword(s):  
Implementation Process ◽  
Local Variation ◽  
Two Dimensions ◽  
National Standard ◽  
Local Authorities ◽  
Innovative Methodology ◽  
Local Services ◽  
Innovative Thinking ◽  
Mandatory Service ◽  
The Relationship

What innovative policy tools can be introduced so that the provision of local services will mitigate inequality among residents of different localities? Based on the ‘new localism’ approach, this article examines one such tool—a mandatory national standard for services provided by local authorities (a ‘service basket’)—and suggests that the implementation process should consider local variation and autonomy. The novelty of our approach lies in including both objective and normative considerations in the methodological instrument that we developed to capture these two dimensions. This innovative methodology also enabled us to estimate existing service gaps among local authorities and the burdens some will face upon instituting a mandatory service basket.

Characteristics of Total Maximum Daily Loads management system in Korea: status and future

2007 ◽  
Vol 7 (5-6) ◽  
pp. 77-84
Author(s):  
K.M. Poo ◽  
J.H. Im ◽  
B.K. Park ◽  
Y.S. Kim ◽  
C.K. Shin ◽  
...  
Keyword(s):  
Point Source ◽  
Watershed Management ◽  
Management System ◽  
Control Point ◽  
Implementation Process ◽  
Total Maximum Daily Loads ◽  
Major River ◽  
Management Policies ◽  
Maximum Daily Loads ◽  
Total Maximum

In Korea, there are four major rivers which are the most important water resources for 45 million peoples. To preserve the water quality, several water management policies had been adapted but they had been not successful because of focusing only on point source pollutants. With the establishment of the special act for four major rivers in 2002, which defined four watersheds, the watershed management was regularized. A Total Maximum Daily Loads (TMDLs) management system was introduced to control point and non-point source pollutants, and has been implemented for three major river watersheds from 2002 except the Han-river watershed, which is adopting the system voluntarily. This paper provides an overview of TMDLs management system and the implementation process and its progress in Korea. Also the next step for improving the management system is discussed.

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