PERENCANAAN DAN PENGEMBANGAN SISTEM INFORMASI SEKTOR PUBLIK BERBASIS KOMPUTER

Accounting information systems provide information for both internal and external users. Public sectors adopted internal control procedures in accounting systems to ensure accurate and reliabilty of financial report. One of internal. control components is information that is tools for decision making. Nowadays, information technology facilitates internal control procedures. Both information and information technology support sector public activities more easily, more reliable and more accurate. This article provides explanation about how to use information system in public sector with information technology support. Furthermore, the explanation will be focused on planning and developing information ' systems in public sector based on computer system

Information Technology Support in the 8000 Directorate

My summer internship was spent supporting various projects within the Environmental Management Office and Glenn Safety Office. Mentored by Eli Abumeri, I was trained in areas of Information Technology such as: Servers, printers, scanners, CAD systems, Web, Programming, and Database Management, ODIN (networking, computers, and phones). I worked closely with the Chemical Sampling and Analysis Team (CSAT) to redesign a database to more efficiently manage and maintain data collected for the Drinking Water Program. This Program has been established for over fifteen years here at the Glenn Research Center. It involves the continued testing and retesting of all drinking water dispensers. The quality of the drinking water is of great importance and is determined by comparing the concentration of contaminants in the water with specifications set forth by the Environmental Protection Agency (EPA) in the Safe Drinking Water Act (SDWA) and its 1986 and 1991 amendments. The Drinking Water Program consists of periodic testing of all drinking water fountains and sinks. Each is tested at least once every 2 years for contaminants and naturally occurring species. The EPA's protocol is to collect an initial and a 5 minute draw from each dispenser. The 5 minute draw is what is used for the maximum contaminant level. However, the CS&AT has added a 30 second draw since most individuals do not run the water 5 minutes prior to drinking. This data is then entered into a relational Microsoft Access database. The database allows for the quick retrieval of any test@) done on any dispenser. The data can be queried by building number, date or test type, and test results are documented in an analytical report for employees to read. To aid with the tracking of recycled materials within the lab, my help was enlisted to create a database that could make this process less cumbersome and more efficient. The date of pickup, type of material, weight received, and unit cost per recyclable. This information could then calculate the dollar amount generated by the recycling of certain materials. This database will ultimately prove useful in determining the amounts of materials consumed by the lab and will help serve as an indicator potential overuse

Disease-Management Programs Can Improve Quality of Care for the Chronically Ill, Even in a Weak Primary Care System: A Case Study From Germany

Examines how Germany's disease management programs featuring information technology support, designated ambulatory care doctors, focus on self-management, quality assurance, and financial incentives raised quality and satisfaction. Outlines implications

Building Change Readiness Practices for Information Technology Support Staff

With the turbulent economic conditions of the healthcare market, organizational leaders are faced with significant factors driving unprecedented change. Healthcare organizations are challenged with reimbursement reductions, high costs, modification of government regulations, and demanding healthcare consumers. Survival for healthcare organizations in this volatile climate requires successful implementation of rapid change. Healthcare leaders recognize a correlation between competitive advantage and the implementation of advanced information technology. Unfortunately, despite the efforts of healthcare leaders, many change initiatives fail. This study explores the effects communication, leadership, and culture strategies have on individual change readiness as perceived by IT support staff in a not-for-profit healthcare system during the rapid implementation of an electronic medical record

Ice Sheet Sensing - Information Technology support and development

This report provides a summary of the PolarGrid geospatial support activities carried out by Jun Wang from July 2010 to June 2012 while working in the Digital Science Center of the Pervasive Technology Institute and later in the Science Gateway Group of Research Technology.This document reports work supported by: • The National Science Foundation under award number 0424589 (Principal Investigator: S. Prasad Gogineni), which supports the Center for Research in Ice Sheet Sensing CReSIS. The University of Kansas serves as the lead institution for CReSIS, which is comprised of six additional partner institutions: Elizabeth City State University, Indiana University, University of Washington, The Pennsylvania State University, Los Alamos National Laboratory, and the Association of Computer and Information Science Engineering Departments at Minority Institutions. • Indiana University with the support of a major award from the Lilly Endowment for “The Pervasive Technology Institute,” through the Digital Science Center led by Geoffrey C. Fox. Some of the work reported here was provided as matching effort for and in support of NSF award 0723054 - MRI: Acquisition of PolarGrid: Cyberinfrastructure for Polar Science (Principal Investigator: Geoffrey Fox; Co-Principal Investigators: Linda Hayden, Craig A. Stewart, Marlon Pierce, Malcolm LeCompte) • Indiana University through its funding for the Research Technologies Division of University Information Technologies Services, particularly the Science Gateway Group led by Marlon Pierce. Research Technologies is affiliated with the Pervasive Technology Institute as a Cyberinfrastructure and Service Center. Any opinions expressed in this document are those of the author and do not necessarily reflect the positions of any of the funding or supporting agencies and organizations

Advice from the Webmaster: Be Paranoid

In the 17+ years I’ve been webmaster at Linfield College, I have learned the internet can hurt you anonymously, quickly and painfully. There isn’t enough space in this magazine to cover the topic in detail. But if I had to give an elevator pitch about what you should worry about and what you should do based on my experiences and what Linfield’s Information Technology support desk deals with, it would be this

State of Information Technology Support for Traders in Fixed Income Markets

A fixed-income security is defined as one whose income stream is fixed for the duration of the loan and where the maturity and face value are known. It is estimated that the global fixed-income market is about $40 trillion with the US having the lion’s share of$19 trillion. There were at least 74 trading platforms in North America and Europe in 2004. However, it is estimated that only about five percent of fixed-income trade is performed through electronic transaction systems. This is very low when compared with use of information systems in support of equity trade. Our research is guided by the following central question: What are the implications of using IT to mediate electronic brokerage relationships that are enacted through the work practices and interactions of actors representing buyers and sellers in financial institutions within the context of fixed income market. This paper, based on interviews with the senior managements and traders of 10 major financial institutions, provides an overview of information system support for traders in fixed-income trade markets

The Role of Information Technology Support Mechanisms in Coordination Managementfor Virtual Organizations

Technology offers real potential for changing the way in which people work (Daniels, 1995). Perhaps for the first time it may be possible to build organizations in the way people want, not constrained by information requirements and availability (Daniels, 1995). Companies are forming international collaborative arrangements as the basis for developing competitive advantage from technology (Bailetti and Callahan, 1993), and coordination of IT management presents a challenge to these firms with dispersed, decentralized IT practices (DeSanctis and Jackson, 1994).Virtual enterprises are emerging that reflect the current situation, with previously well-defined structures beginning to lose their edges, seemingly permanent things starting to change continuously, and products and services adapting to match our desires (Davidow and Malone, 1992). Virtual organizations are: reliant on cyberspace (the medium in which electronic communications flow and software operates), enabled by new computing and communications developments, and initially will exist only across conventional organizational structures (Barnatt, 1995). Currently,four different versions of the virtual organization have been identified: telecommuting, hot desk environment, hotelling, and virtual teams (Barnatt, 1995). This research will focus on virtual teams within existing corporations as representative of virtual organizations.To remain competitive in today\u27s business environment requires new levels of cooperation and coordination of both intra-and inter-organizational systems. DeSanctis and Jackson (1994) explored three major mechanisms for facilitating interunit coordination of IT management: structural design approaches, functional coordination modes, and computer-based communication systems. The authors presented a three-dimensional model consisting of: Coordination Structures (cross-functional teams, task forces, designated liaison roles, direct contact, reporting requirements), Coordination Modes (information sharing, procedural, structural, task outputs, task dialogue), and IT Support Mechanisms (document sharing, bulletin boards/E-Mail, computer conferencing, electronic meeting software, discussion databases).A next logical step in developing this work includes expanding its coverage to ongoing and ad-hoc intraorganizational groups serving as representatives for virtual organizations. In addition, further development is needed for each dimension of the proposed three-dimensional model. This research will attempt to identify the components of the IT Support Mechanisms dimension of the model and measure those components in organizations which exhibit virtual organization characteristics in their group operation