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Institutional Resources (institutional + resource)
Selected AbstractsEnrollment Management, Institutional Resources, and the Private CollegeNEW DIRECTIONS FOR STUDENT SERVICES, Issue 89 2000Joseph A. Russo This chapter reviews the issues often involved in shaping institutional financial aid policy and suggests a number of questions for future policy development. [source] Changing Internal Governance: A Discussion of Leadership Roles and Management Structures in UK UniversitiesHIGHER EDUCATION QUARTERLY, Issue 4 2004Robin MiddlehurstArticle first published online: 13 DEC 200 A series of reviews over the past six years , from Dearing (NCIHE, 1997) to Lambert (Lambert, 2003) , have addressed the question of whether the structure and process of ,governance' in higher education is fit for modern times. This is a proper question to ask as operating environments change and pressures on institutional resources increase. Indeed, it is not coincidental that both the recent government-sponsored reports and those of the previous decade (Jarratt, 1985; NAB, 1987) were associated with significant financial changes in the sector. There are further parallels in that both the reports of the 1980s and those of the later period heralded legislative changes that produced , or will produce , new patterns of higher education provision in the UK (Education Reform Act, 1988; Further and Higher Education Act, 1992; Higher Education Act, 2004). The messages from the reports and White Papers (DES, 1987; DES, 1991; DfES, 2003) published in this twenty-year period have remained broadly similar, even though the wider environment has altered significantly. ,Increase efficiency, find new sources of income and improve performance across an ever-widening range of activities and services' have been the watchwords of successive governments. Given the consistency of the message, it is useful to analyse the changes that universities have been making to meet these requirements and to consider what further changes may be needed in the light of new external challenges. The first part of the paper offers a historical perspective before addressing the evolution of leadership roles and management structures from the late 1980s. The second part considers some of the current drivers of internal and external change before discussing the kind of changes in internal governance that are emerging and that should be considered for the future. I conclude by arguing for a shift in focus from structure and roles to people and processes in the task of leading change in universities. [source] The politics of Europe 2003: differences and disagreementsINDUSTRIAL RELATIONS JOURNAL, Issue 6 2004Erik Jones ABSTRACT The European Union (EU) was supposed to make a great leap forward in 2003. In many ways, it did. The European Convention presented its draft constitutional treaty. The 10 candidate countries signed and ratified their treaties of accession, and the EU and the North Atlantic Treaty Organisation (NATO) agreed to share institutional resources. However, the year was marked more by division than by achievement. A series of crises over Iraq, the Stability and Growth Pact and the intergovernmental conference together shook confidence in the future of Europe. This essay examines what the implications of these crises are for Europe's future. It argues that they represent important disagreements,,but not lasting differences,,between the member states. The politics of Europe remains on track at the intergovernmental level. If there are problems in Europe's future, they are more likely to arise between elites and voters than between the member states. [source] Political Parties and Governors as Determinants of Legislative Behavior in Brazil's Chamber of Deputies, 1988,2006LATIN AMERICAN POLITICS AND SOCIETY, Issue 1 2009José Antonio Cheibub ABSTRACT This article examines the relative importance of regional and national forces in shaping the behavior of Brazilian legislators at the national level. A widely held view is that national legislators respond to state pressures in making decisions, rather than pressures from the national government. Governors not only can influence national debates but also can determine outcomes by exerting control over their states' legislative delegations. This article examines a dataset of all roll-call votes in the Chamber of Deputies between 1989 and 2006 to isolate and evaluate the impact of local pressures on legislative voting. Spanning the terms of five presidents and five different congresses, the data show that the local influence is weaker than the national on the voting decisions of individual legislators and the voting cohesion of state delegations. Alternative institutional resources allow the central government to counteract the centrifugal pressures of federalism and other institutional influences. [source] Access to institutional resources as a measure of social exclusion: Relations with family process and cognitive development in the context of immigrationNEW DIRECTIONS FOR CHILD & ADOLESCENT DEVELOPMENT, Issue 121 2008Hirokazu Yoshikawa Few studies have examined how experiences associated with being an undocumented immigrant parent affects children's development. In this article, the authors apply social exclusion theory to examine how access to institutional resources that require identification may matter for parents and children in immigrant families. As hypothesized, groups with higher proportions of undocumented parents in New York City (e.g., Mexicans compared to Dominicans) reported lower levels of access to checking accounts, savings accounts, credit, and drivers' licenses. Lack of access to such resources, in turn, was associated with higher economic hardship and psychological distress among parents, and lower levels of cognitive ability in their 24-month-old children. [source] Institutionalizing Neutrally Competent Policy Analysis: Resources for Promoting Objectivity and Balance in Consolidating DemocraciesPOLICY STUDIES JOURNAL, Issue 2 2005David L. Weimer Creating institutions that foster the production of objective and balanced policy analysis is a challenging task for all types of regimes. The value of neutral competence often suffers in tradeoffs with the value of responsiveness, especially in the exercise of executive authority. Institutional designers, however, are not without resources for structuring arrangements to promote the production of objective and balanced policy analysis: organizations can be created with an incentive to achieve "reputations" for neutral competence; organizations can be isolated from being too politically responsive through forms of "independence"; for promoting interaction based on "professional norms" can be created to resolve conflicts about prediction; "participation in international organizations" can be leveraged to counteract domestic biases; and "transparency" can be employed to facilitate balancing of views or to shame severe abuses. This essay sets out the logic underlying design with these sorts of institutional resources, illustrates their use primarily in the U.S. context, and speculates on their application in consolidating democracies. [source] Surgical workforce in New Zealand: characteristics, activities and limitationsANZ JOURNAL OF SURGERY, Issue 4 2009Antony Raymont Planning the future surgical workforce is a vitally important activity in which the Royal Australasian College of Surgeons is actively engaged. This paper reports on a survey, undertaken in late 2005, of all vocationally registered New Zealand surgeons. It describes their age and gender distribution, their workload, the distribution of their work hours and limitations on their activities. It is hoped that this will contribute to planning of surgical services for the future. Of surgeons surveyed, 452 (73%) responded. Their mean age was 51 years and 7% were female. Recruitment has been stable at approximately 20 per year since 1990. New Zealand surgeons worked, on average, 48 h per week and could accommodate additional work. Seventy-seven per cent of surgeons took after-hours calls and reported a 55% chance of returning to the hospital each week (30% in the main population centres and 70% in other districts). Overall, surgeons spent 50% of their clinical time in private practice. Most surgeons experienced significant resource constraints in providing surgical care. The current workload of surgeons in New Zealand is acceptable but after-hours duties, especially in secondary hospitals, may be unattractive. Surgical services are currently limited by institutional resources. If there is a substantial increase in the need for surgery in the future, surgical recruitment, which has been stable, should be increased. [source] | |||||||||||||