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Administrative Functions (administrative + function)

Distribution by Scientific Domains

Humanities and Social Sciences	60%

Selected Abstracts

Quality assurance of specialised treatment of eating disorders using large-scale internet-based collection systems: Methods, results and lessons learned from designing the Stepwise database

EUROPEAN EATING DISORDERS REVIEW, Issue 4 2010
Andreas Birgegård
Abstract Computer-based quality assurance of specialist eating disorder (ED) care is a possible way of meeting demands for evaluating the real-life effectiveness of treatment, in a large-scale, cost-effective and highly structured way. The Internet-based Stepwise system combines clinical utility for patients and practitioners, and provides research-quality naturalistic data. Stepwise was designed to capture relevant variables concerning EDs and general psychiatric status, and the database can be used for both clinical and research purposes. The system comprises semi-structured diagnostic interviews, clinical ratings and self-ratings, automated follow-up schedules, as well as administrative functions to facilitate registration compliance. As of June 2009, the system is in use at 20 treatment units and comprises 2776 patients. Diagnostic distribution (including subcategories of eating disorder not otherwise specified) and clinical characteristics are presented, as well as data on registration compliance. Obstacles and keys to successful implementation of the Stepwise system are discussed, including possible gains and on-going challenges inherent in large-scale, Internet-based quality assurance. Copyright © 2010 John Wiley & Sons, Ltd and Eating Disorders Association. [source]

The White House Office of Management and Administration

PRESIDENTIAL STUDIES QUARTERLY, Issue 2 2001
PERI E. ARNOLD
The Office of Management and Administration (OMA) grew out of President Carter's 1977 reorganization of White House administration. Its title dates to the administration of George H. W. Bush. The head of the office, the assistant to the president for management and administration, currently handles numerous White House administrative functions such as salaries, office space, and budgeting, along with the allocation of perquisites like mess privileges and parking. OMA supervises units collectively called "White House Operations," including the Travel Office, the Visitors Office, the Intern Program, and personnel security. The assistant for management and administration also oversees the White House Military Office. Drawing principally on interviews with former heads of the OMA and its predecessors, this article enumerates the great range of the office's responsibilities, highlights areas of potential controversy, considers the characteristics of a successful OMA manager, and summarizes the diverse approaches that have been taken to running the office. [source]

In search of a governance institution model for Jakarta Metropolitan Area (JMA) under Indonesia's new decentralisation policy: old problems, new challenges

PUBLIC ADMINISTRATION & DEVELOPMENT, Issue 4 2008
Tommy Firman
Abstract This study explores a possible governance model for Jakarta Metropolitan Area (JMA) under Indonesia's new Decentralisation Policy. At present the management of JMA development is coordinated by Badan Koordinasi Pembangunan Jabodetabekjur (BKSP) ,Coordinating Board for JMA Development, but this agency is ineffective and powerless to perform its tasks because of lack of authority and power. The establishment of JMA governance model should take into account the existence of the BKSP which has been politically accepted by all provincial and local governments in the region. Involvement of central government in JMA governance is very important. A mixed model of urban governance is most suitable for the JMA. Thereunder the central government should have authority to plan and develop major physical infrastructure for the whole JMA, while the provincial and local governments retain their respective general administrative functions. Copyright © 2008 John Wiley & Sons, Ltd. [source]

Savings from integrating administrative systems for social assistance programmes in Russia

PUBLIC ADMINISTRATION & DEVELOPMENT, Issue 2 2003
L. Jerome Gallagher
Russian local governments now have primary responsibility for the administration of social assistance programmes thanks to a combination of decentralization of some responsibilities from higher levels of government and the transfer of certain administrative functions from state enterprises to municipalities. Over the past few years, there has also been a distinct shift to means-testing of social assistance. This article reports on the results of a pilot project undertaken to improve the efficiency of programme administration conducted in the city of Arzamas (pop. 110,000). The municipal administration promotes it as a programme to ease client burden and improve access to benefits. Specifically, the pilot introduced a unified application form for all the major social assistance programmes in the city and required, regardless of how many programmes are applied for, that applicants visit only one office and supply one set of documents verifying their eligibility for assistance. Benefit processing is also consolidated. Staff efficiency improvements are substantial: under the one-window system, 127 benefits are processed per month per staff member, while 85 benefits were processed per month per staff member under the old administrative system. Impressive time savings for clients were also observed: the statistically average client saves between 1.3 and 2.4 hours, depending on the degree to which a client was able to coordinate documentation collection and trips to the benefit agencies under the old system. The total potential time saved by clients as a result of the one-window reforms is between 4100 and 7600 person hours per month. Copyright © 2002 John Wiley & Sons, Ltd. [source]

A Multilevel Model for Continuous Time Population Estimation

BIOMETRICS, Issue 3 2009
Jason M. Sutherland
Summary Statistical methods have been developed and applied to estimating populations that are difficult or too costly to enumerate. Known as multilist methods in epidemiological settings, individuals are matched across lists and estimation of population size proceeds by modeling counts in incomplete multidimensional contingency tables (based on patterns of presence/absence on lists). As multilist methods typically assume that lists are compiled instantaneously, there are few options available for estimating the unknown size of a closed population based on continuously (longitudinally) compiled lists. However, in epidemiological settings, continuous time lists are a routine byproduct of administrative functions. Existing methods are based on time-to-event analyses with a second step of estimating population size. We propose an alternative approach to address the twofold epidemiological problem of estimating population size and of identifying patient factors related to duration (in days) between visits to a health care facility. A Bayesian framework is proposed to model interval lengths because, for many patients, the data are sparse; many patients were observed only once or twice. The proposed method is applied to the motivating data to illustrate the methods' applicability. Then, a small simulation study explores the performance of the estimator under a variety of conditions. Finally, a small discussion section suggests opportunities for continued methodological development for continuous time population estimation. [source]