RESEARCH AND THE POLITICAL PROCESS: EXPERIENCE WITH A PLAN FOR DEINSTITUTIONALIZATION
In: Policy studies journal: the journal of the Policy Studies Organization, Band 4, Heft 3, S. 254-260
ISSN: 1541-0072
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In: Policy studies journal: the journal of the Policy Studies Organization, Band 4, Heft 3, S. 254-260
ISSN: 1541-0072
In: Political science quarterly: a nonpartisan journal devoted to the study and analysis of government, politics and international affairs ; PSQ, Band 74, Heft 2, S. 308-310
ISSN: 1538-165X
In: Political science quarterly: a nonpartisan journal devoted to the study and analysis of government, politics and international affairs ; PSQ, Band 70, Heft 3, S. 462-463
ISSN: 1538-165X
In: The journal of economic history, Band 1, Heft 1, S. 101-102
ISSN: 1471-6372
In: The Western political quarterly, Band 2, Heft 3, S. 438
ISSN: 1938-274X
In: International journal of public administration: IJPA, Band 20, Heft 11, S. 2023
ISSN: 0190-0692
In: Journal of the Royal Institute of International Affairs, Band 9, Heft 4, S. 570
In: The journal of human resources, Band 43, Heft 3, S. 721-728
ISSN: 1548-8004
In: Business history, Band 42, Heft 4, S. 67-90
ISSN: 1743-7938
International audience ; In November 2019, the fourth Volcano Observatory Best Practices workshop was held in Mexico City as a series of talks, discussions, and panels. Volcanologists from around the world offered suggestions for ways to optimize volcano-observatory crisis operations. By crisis, we mean unrest that may or may not lead to eruption, the eruption itself, or its aftermath, all of which require analysis and communications by the observatory. During a crisis, the priority of the observatory should be to acquire, process, analyze, and interpret data in a timely manner. A primary goal is to communicate effectively with the authorities in charge of civil protection. Crisis operations should rely upon exhaustive planning in the years prior to any actual unrest or eruptions. Ideally, nearly everything that observatories do during a crisis should be envisioned, prepared, and practiced prior to the actual event. Pre-existing agreements and exercises with academic and government collaborators will minimize confusion about roles and responsibilities. In the situation where planning is unfinished, observatories should prioritize close ties and communications with the land and civil-defense authorities near the most threatening volcanoes. To a large extent, volcanic crises become social crises, and any volcano observatory should have a communication strategy, a lead communicator, regular status updates, and a network of colleagues outside the observatory who can provide similar messaging to a public that desires consistent and authoritative information. Checklists permit tired observatory staff to fulfill their duties without forgetting key communications, data streams, or protocols that need regular fulfilment (Bretton et al. Volcanic Unrest. Advances in Volcanology, 2018; Newhall et al. Bull Volcanol 64:3–20, 2020). Observatory leaders need to manage staff workload to prevent exhaustion and ensure that expertise is available as needed. Event trees and regular group discussions encourage multi-disciplinary ...
BASE
International audience ; In November 2019, the fourth Volcano Observatory Best Practices workshop was held in Mexico City as a series of talks, discussions, and panels. Volcanologists from around the world offered suggestions for ways to optimize volcano-observatory crisis operations. By crisis, we mean unrest that may or may not lead to eruption, the eruption itself, or its aftermath, all of which require analysis and communications by the observatory. During a crisis, the priority of the observatory should be to acquire, process, analyze, and interpret data in a timely manner. A primary goal is to communicate effectively with the authorities in charge of civil protection. Crisis operations should rely upon exhaustive planning in the years prior to any actual unrest or eruptions. Ideally, nearly everything that observatories do during a crisis should be envisioned, prepared, and practiced prior to the actual event. Pre-existing agreements and exercises with academic and government collaborators will minimize confusion about roles and responsibilities. In the situation where planning is unfinished, observatories should prioritize close ties and communications with the land and civil-defense authorities near the most threatening volcanoes. To a large extent, volcanic crises become social crises, and any volcano observatory should have a communication strategy, a lead communicator, regular status updates, and a network of colleagues outside the observatory who can provide similar messaging to a public that desires consistent and authoritative information. Checklists permit tired observatory staff to fulfill their duties without forgetting key communications, data streams, or protocols that need regular fulfilment (Bretton et al. Volcanic Unrest. Advances in Volcanology, 2018; Newhall et al. Bull Volcanol 64:3–20, 2020). Observatory leaders need to manage staff workload to prevent exhaustion and ensure that expertise is available as needed. Event trees and regular group discussions encourage multi-disciplinary ...
BASE
In: Journal of developmental and physical disabilities, Band 32, Heft 3, S. 535-552
ISSN: 1573-3580
Background: The COVID-19 pandemic has disrupted routine hospital services globally. This study estimated the total number of adult elective operations that would be cancelled worldwide during the 12 weeks of peak disruption due to COVID-19. Methods: A global expert response study was conducted to elicit projections for the proportion of elective surgery that would be cancelled or postponed during the 12 weeks of peak disruption. A Bayesian β-regression model was used to estimate 12-week cancellation rates for 190 countries. Elective surgical case-mix data, stratified by specialty and indication (surgery for cancer versus benign disease), were determined. This case mix was applied to country-level surgical volumes. The 12-week cancellation rates were then applied to these figures to calculate the total number of cancelled operations. Results: The best estimate was that 28 404 603 operations would be cancelled or postponed during the peak 12 weeks of disruption due to COVID-19 (2 367 050 operations per week). Most would be operations for benign disease (90·2 per cent, 25 638 922 of 28 404 603). The overall 12-week cancellation rate would be 72·3 per cent. Globally, 81·7 per cent of operations for benign conditions (25 638 922 of 31 378 062), 37·7 per cent of cancer operations (2 324 070 of 6 162 311) and 25·4 per cent of elective caesarean sections (441 611 of 1 735 483) would be cancelled or postponed. If countries increased their normal surgical volume by 20 per cent after the pandemic, it would take a median of 45 weeks to clear the backlog of operations resulting from COVID-19 disruption. Conclusion: A very large number of operations will be cancelled or postponed owing to disruption caused by COVID-19. Governments should mitigate against this major burden on patients by developing recovery plans and implementing strategies to restore surgical activity safely.
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