Analysis of Immunization Program Management in Achieving Universal Child Immunization (UCI) Coverage at Bebesen Health Center, Central Aceh Regency

The purpose of the study was to analyze the implementation of immunization program management in an effort to achieve UCI at the Bebesen Health Center, Central Aceh Regency. This research uses descriptive qualitative method. The research location is Bebesen Public Health Center, Central Aceh Regency. Sources of data used consisted of primary data, secondary data and tertiary data. Data collection techniques in the form of observation, in-depth interviews with 10 informants and documentation. Data analysis techniques are carried out through data reduction, data presentation and drawing conclusions. To analyze the availability of resources for the implementation of the immunization program at the Bebesen Health Center, Central Aceh Regency, the researchers used management theory including input, process and output consisting of the availability of officers, sources of funds and facilities and infrastructure. The implementation of the immunization program consists of planning, implementation, monitoring and evaluation. The output can be seen in the UCI coverage at the Bebesen Health Center. It has not yet reached the target where the achievement is still 71.4%. The conclusion of this study is that the staff's resources have met the qualification standards, namely having a medical or nursing educational background and having STR with a minimum education of DIII in the field of Health, as well as sufficient funds, facilities and infrastructure. The evaluation has been carried out and it is necessary to increase cross-sectoral collaboration.

MAKARENKO STUDIES AS A RESOURCE FOR TRAINING MODERN EDUCATIONAL MANAGERS

The innovative experience of the Poltava Makarenko branch on the creation of methodological support for the elective discipline "Fundamentals of Modern Makarenko Studies" for applicants for the third, master's, higher education within the educational-professional program "Management of Educational Institution" specialty 073 Management. It is emphasized that, choosing the form of methodological support of the discipline, the authors focused on this type of manual, which would not only cover all major aspects of Macarenko, but also present them in the context of professionally oriented disciplines. The logic of constructing the content of the developed textbook provides coverage of three main aspects of modern Makarenko studies: life and personality of AS Makarenko; the science of AS Makarenko in the international and domestic dimensions; practical and controversial issues of perception of the legacy of an outstanding teacher-writer. The book of such purpose, format and content is not only able to fill its place in a number of mandatory attributes of Makarenko as a scientific field, but also to contribute to the formation of professional competencies of future educational managers by updating the didactic potential of rich national historical and pedagogical heritage.

Examining the OPM: Form, Function, and Policy Implications

Online program management (OPM) is the merging of online education and outsourcing practices in higher education. OPM firms facilitate the development, delivery, and management of online programs for colleges and universities. Although OPM partnerships can help institutions offer online programs they otherwise would not be able to offer, such agreements raise concerns not seen with other types of outsourcing. To help others understand the phenomenon of online program management, we pulled together fragmented information from previous studies and literature, national datasets, websites, policies and regulations, and interviews with experts. Because previous writings use a range of definitions for the term OPM, we start by providing a working definition of an OPM agreement. Each side of the agreement is then examined in turn. For colleges and universities, we consider the reasons why they choose (or do not choose) to enter into an OPM partnership. Special attention is paid to reasons pertaining to organizational finances and nonprofit conversions. For OPM firms, we provide details about the organizations that participate in this rapidly changing market. Last, we offer policy perspectives while noting possible modifications of current regulations and providing caution about unintentional consequences of over-regulation.

The Market Systems Resilience Index: A Multi-Dimensional Tool for Development Practitioners to Assess Resilience at Multiple Levels

In this paper, the authors present an innovative approach to measuring the resilience of a market system—the Market Systems Resilience Index (MSRI). The MSRI has been developed both to guide development practitioners in the process of conducting resilience assessments and to promote the inclusion of all relevant actors within a market system. A narrative review of the evolution of resilience measurement is presented including identifying the gaps and challenges that remain. Some of these include balancing comparability and contextualization of the questions, understanding how often to perform the survey, and determining how many market actors are needed to properly assess the resilience of the market. This is followed by outlining the development of the MSRI and how it fills some of the existing gaps including the addition of households into the market analysis while creating a set of questions that are consistent while allowing for some optional questions to add nuance. Examples from Nepal and Bangladesh are used to highlight the types of findings that come from using the MSRI. Finally, we describe how these results may be used to inform and guide program management and design of projects.

Aligning Program Management Competencies to Industry Standards

The 2020 National Defense Authorization Act mandated that acquisition career fields realign their certification requirements to be based on the nationally recognized standards of an accredited third party. This study offers recommendations for improving the DoD program management (PM) training standards by providing traceability between the DoD PM competencies and the Project Management Institute (PMI)’s standards for project, program, and portfolio management. The study elaborates on the extent of alignment, finding that 96% of the DoD PM competency elements align to PMI standards. Areas of misalignment identify opportunities to augment DoD PM training and highlight areas where DoD PM training deviates from industry standards.

Aligning Program Management Competencies to Industry Standards

The 2020 National Defense Authorization Act mandated that acquisition career fields realign their certification requirements to be based on the nationally recognized standards of an accredited third party. This study offers recommendations for improving the DoD program management (PM) training standards by providing traceability between the DoD PM competencies and the Project Management Institute (PMI)’s standards for project, program, and portfolio management. The study elaborates on the extent of alignment, finding that 96% of the DoD PM competency elements align to PMI standards. Areas of misalignment identify opportunities to augment DoD PM training and highlight areas where DoD PM training deviates from industry standards.