Measuring the Global Research Environment: Information Science Challenges for the 21st Century

“What does the global research environment look like?” This paper presents a summary look at the results of efforts to address this question using available indicators on global research production. It was surprising how little information is available, how difficult some of it is to access and how flawed the data are. The three most useful data sources were UNESCO (United Nations Educational, Scientific and Cultural Organization) Research and Development data (1996-2002), the Institute of Scientific Information publications listings for January 1998 through March 2003, and the World of Learning 2002 reference volume. The data showed that it is difficult to easily get a good overview of the global research situation from existing sources. Furthermore, inequalities between countries in research capacity are marked and challenging. Information science offers strategies for responding to both of these challenges. In both cases improvements are likely if access to information can be facilitated and the process of integrating information from different sources can be simplified, allowing transformation into effective action. The global research environment thus serves as a case study for the focus of this paper – the exploration of information science responses to challenges in the management, exchange and implementation of knowledge globally

Enhancing Election Monitoring and Observation using E-Messaging Tools

Election monitoring and observation are an integral part of an electoral process. They help to enhance the transparency and credibility of elections as well as the acceptance of results. Challenges faced by election monitoring and observation organizations include: the need for coordination and cooperation among observer groups; the need for follow-up on recommendations made after an election; the need to develop technologies appropriate for assessing e-voting technologies; and the need to develop commonly shared criteria for assessing democratic elections. In addition, challenges peculiar to Nigeria include: difficult terrain, poor Internet coverage, poor electricity and political instability bringing about insecurity. In this paper, we present contemporary e-messaging tools and initiatives that will help to address these challenges and thereby enhance the efficiency of election monitoring and observation missions

Records management capacity and compliance toolkits : a critical assessment.

This article seeks to present the results of a project that critically evaluated a series of toolkits for assessing records management capacity and/or compliance. These toolkits have been developed in different countries and sectors within the context of the e-environment and provide evidence of good corporate and information governance. Design/methodology/approach - A desk-based investigation of the tools was followed by an electronic Delphi with toolkit developers and performance measurement experts to develop a set of evaluation criteria. Different stakeholders then evaluated the toolkits against the criteria using cognitive walkthroughs and expert heuristic reviews. The results and the research process were reviewed via electronic discussion. Findings - Developed by recognised and highly respected organisations, three of the toolkits are software tools, whilst the fourth is a methodology. They are all underpinned by relevant national/international records management legislation, standards and good practice including, either implicitly or explicitly, ISO 15489. They all have strengths, complementing rather than competing with one another. They enable the involvement of other staff, thereby providing an opportunity for raising awareness of the importance of effective records management. Practical implications - These toolkits are potentially very powerful, flexible and of real value to organisations in managing their records. They can be used for a "quick and dirty" assessment of records management capacity or compliance as well as in-depth analysis. The most important criterion for selecting the appropriate one is to match the toolkit with the scenario. Originality/value - This paper aims to raise awareness of the range and nature of records management toolkits and their potential for varied use in practice to support more effective management of records

Illegal, Unreported and Unregulated (IUU) Fishing: A Whitepaper

Illegal, unregulated and unreported (IUU) fishing refers to fishing activities that do not comply with regional, national, or international fisheries conservation or management measures. This whitepaper characterizes the status of Illegal, unregulated, and unreported fishing, the philanthropic community's current efforts to help reduce it, and potential opportunities for the Packard Foundation to become more actively engaged. The paper was drafted between March and June 2015, following a combination of desk research and a handful of select interviews

A safer place for patients: learning to improve patient safety

1 Every day over one million people are treated successfully by National Health Service (NHS) acute, ambulance and mental health trusts. However, healthcare relies on a range of complex interactions of people, skills, technologies and drugs, and sometimes things do go wrong. For most countries, patient safety is now the key issue in healthcare quality and risk management. The Department of Health (the Department) estimates that one in ten patients admitted to NHS hospitals will be unintentionally harmed, a rate similar to other developed countries. Around 50 per cent of these patient safety incidentsa could have been avoided, if only lessons from previous incidents had been learned. 2 There are numerous stakeholders with a role in keeping patients safe in the NHS, many of whom require trusts to report details of patient safety incidents and near misses to them (Figure 2). However, a number of previous National Audit Office reports have highlighted concerns that the NHS has limited information on the extent and impact of clinical and non-clinical incidents and trusts need to learn from these incidents and share good practice across the NHS more effectively (Appendix 1). 3 In 2000, the Chief Medical Officer’s report An organisation with a memory 1 , identified that the key barriers to reducing the number of patient safety incidents were an organisational culture that inhibited reporting and the lack of a cohesive national system for identifying and sharing lessons learnt. 4 In response, the Department published Building a safer NHS for patients3 detailing plans and a timetable for promoting patient safety. The goal was to encourage improvements in reporting and learning through the development of a new mandatory national reporting scheme for patient safety incidents and near misses. Central to the plan was establishing the National Patient Safety Agency to improve patient safety by reducing the risk of harm through error. The National Patient Safety Agency was expected to: collect and analyse information; assimilate other safety-related information from a variety of existing reporting systems; learn lessons and produce solutions. 5 We therefore examined whether the NHS has been successful in improving the patient safety culture, encouraging reporting and learning from patient safety incidents. Key parts of our approach were a census of 267 NHS acute, ambulance and mental health trusts in Autumn 2004, followed by a re-survey in August 2005 and an omnibus survey of patients (Appendix 2). We also reviewed practices in other industries (Appendix 3) and international healthcare systems (Appendix 4), and the National Patient Safety Agency’s progress in developing its National Reporting and Learning System (Appendix 5) and other related activities (Appendix 6). 6 An organisation with a memory1 was an important milestone in the NHS’s patient safety agenda and marked the drive to improve reporting and learning. At the local level the vast majority of trusts have developed a predominantly open and fair reporting culture but with pockets of blame and scope to improve their strategies for sharing good practice. Indeed in our re-survey we found that local performance had continued to improve with more trusts reporting having an open and fair reporting culture, more trusts with open reporting systems and improvements in perceptions of the levels of under-reporting. At the national level, progress on developing the national reporting system for learning has been slower than set out in the Department’s strategy of 2001 3 and there is a need to improve evaluation and sharing of lessons and solutions by all organisations with a stake in patient safety. There is also no clear system for monitoring that lessons are learned at the local level. Specifically: a The safety culture within trusts is improving, driven largely by the Department’s clinical governance initiative 4 and the development of more effective risk management systems in response to incentives under initiatives such as the NHS Litigation Authority’s Clinical Negligence Scheme for Trusts (Appendix 7). However, trusts are still predominantly reactive in their response to patient safety issues and parts of some organisations still operate a blame culture. b All trusts have established effective reporting systems at the local level, although under-reporting remains a problem within some groups of staff, types of incidents and near misses. The National Patient Safety Agency did not develop and roll out the National Reporting and Learning System by December 2002 as originally envisaged. All trusts were linked to the system by 31 December 2004. By August 2005, at least 35 trusts still had not submitted any data to the National Reporting and Learning System. c Most trusts pointed to specific improvements derived from lessons learnt from their local incident reporting systems, but these are still not widely promulgated, either within or between trusts. The National Patient Safety Agency has provided only limited feedback to trusts of evidence-based solutions or actions derived from the national reporting system. It published its first feedback report from the Patient Safety Observatory in July 2005

POLICY OPTIONS FOR OPEN BORDERS IN RELATION TO ANIMAL AND PLANT PROTECTION AND FOOD SAFETY

Agricultural and Food Policy, Food Consumption/Nutrition/Food Safety, International Relations/Trade,

A World That Counts: Mobilising The Data Revolution For Sustainable Development

This report sets out the main opportunities and risks presented by the data revolution for sustainable development. Seizing these opportunities and mitigating these risks requires active choices, especially by governments and international institutions. Without immediate action, gaps between developed and developing countries, between information-rich and information-poor people, and between the private and public sectors will widen, and risks of harm and abuses of human rights will grow

Study to gather evidence on the working conditions of platform workers VT/2018/032 Final Report 13 December 2019

Platform work is a type of work using an online platform to intermediate between platform workers, who provide services, and paying clients. Platform work seems to be growing in size and importance. This study explores platform work in the EU28, Norway and Iceland, with a focus on the challenges it presents to working conditions and social protection, and how countries have responded through top-down (e.g. legislation and case law) and bottom-up actions (e.g. collective agreements, actions by platform workers or platforms). This national mapping is accompanied by a comparative assessment of selected EU legal instruments, mostly in the social area. Each instrument is assessed for personal and material scope to determine how it might impact such challenges. Four broad legal domains with relevance to platform work challenges are examined in stand-alone reflection papers. Together, the national mapping and legal analysis support a gap analysis, which aims to indicate where further action on platform work would be useful, and what form such action might take