Training of Vancouver 2010 volunteers: a legacy opportunity?

The successful delivery of a mega-sport event depends upon a volunteer workforce. It is often asserted that the training of event volunteers contributes to the creation of a social legacy via the transfer of learning to other volunteer contexts; thereby creating an enhanced volunteer pool after the event that will support the tourism and events industries in the host communities. This article reflects upon the reality of that assertion and argues that in order to achieve legacy both training and development strategies are required. As such an analysis of data collected at the Vancouver 2010 Olympic and Paralympic Winter Games around training and legacy is discussed. A Legacy Training and Development Model is offered and subsequently, applied to the case study. The article concludes by suggesting that training at Vancouver 2010 was a missed opportunity in achieving legac

Making sense of law and disorder

This article tells the story of a cross-cultural encounter on a beach at King George\u27s Sound in the south west of Australia in 1826, when Major Edmund Lockyer arrived to establish a British military garrison. The account we have of those early encounters come from the pen of Lockyer, and by taking a close reading of his journal this article attempts to reveal the meanings and context of Aboriginal actions. It also analyses how the Aborigines and the British made sense and subsequently responded to the encounter. Whilst this story is not given iconic status in Australian historiography, it is valuable in opening up a porthole into this contact zone at the moment when precarious relationships were being formed.<br /

Is Privacy Controllable?

One of the major views of privacy associates privacy with the control over information. This gives rise to the question how controllable privacy actually is. In this paper, we adapt certain formal methods of control theory and investigate the implications of a control theoretic analysis of privacy. We look at how control and feedback mechanisms have been studied in the privacy literature. Relying on the control theoretic framework, we develop a simplistic conceptual control model of privacy, formulate privacy controllability issues and suggest directions for possible research.Comment: The final publication will be available at Springer via http://dx.doi.org/ [in press

Audit and feedback and clinical practice guideline adherence: Making feedback actionable

BACKGROUND: As a strategy for improving clinical practice guideline (CPG) adherence, audit and feedback (A&F) has been found to be variably effective, yet A&F research has not investigated the impact of feedback characteristics on its effectiveness. This paper explores how high performing facilities (HPF) and low performing facilities (LPF) differ in the way they use clinical audit data for feedback purposes. METHOD: Descriptive, qualitative, cross-sectional study of a purposeful sample of six Veterans Affairs Medical Centers (VAMCs) with high and low adherence to six CPGs, as measured by external chart review audits. One-hundred and two employees involved with outpatient CPG implementation across the six facilities participated in one-hour semi-structured interviews where they discussed strategies, facilitators and barriers to implementing CPGs. Interviews were analyzed using techniques from the grounded theory method. RESULTS: High performers provided timely, individualized, non-punitive feedback to providers, whereas low performers were more variable in their timeliness and non-punitiveness and relied on more standardized, facility-level reports. The concept of actionable feedback emerged as the core category from the data, around which timeliness, individualization, non-punitiveness, and customizability can be hierarchically ordered. CONCLUSION: Facilities with a successful record of guideline adherence tend to deliver more timely, individualized and non-punitive feedback to providers about their adherence than facilities with a poor record of guideline adherence. Consistent with findings from organizational research, feedback intervention characteristics may influence the feedback's effectiveness at changing desired behaviors