Administration

Beyond FMEA: The Structured What-If Technique (SWIFT)

by Alan Card

Card AJ, Ward JR, Clarkson PJ. Beyond FMEA: The Structured What-If Technique (SWIFT). Journal of Healthcare Risk Management. 2012;31(4):23-9.

If you would like a copy of the final published version of this paper, and do not have access to the Journal of Healthcare Risk Management, feel free to write me at: alan.j.card [at] gmail.com.

Although it is probably the best-known Prospective Hazard Analysis (PHA) tool, Failure Mode and Effects Analysis... more Although it is probably the best-known Prospective Hazard Analysis (PHA) tool, Failure Mode and Effects Analysis (FMEA) is far from the only option available. This paper introduces one of the alternatives: The Structured What-If Technique (SWIFT). SWIFT is a flexible, high-level risk identification technique that can be used on a standalone basis, or as part of a staged approach to make more efficient use of bottom-up methods like FMEA.

In this paper we describe the method, assess the evidence related to its use in healthcare using a systematic literature review, and suggest ways in which it could be better adapted for use in the healthcare industry. Based on the limited
evidence available, it appears that healthcare workers find it easy to learn, easy to use, and credible. Especially when used as part of a staged approach, SWIFT appears capable of playing a useful role as component of the PHA
armamentarium.

handbook of administrative italian law

by Luca R. Perfetti

Les documents des archives est du Palais royal sur les textiles: une contribution à la connaissance de la procédure administrative à Ougarit

by Juan-Pablo Vita

J.-M. Michaud (ed.), Le royaume d’Ougarit de la Crète à l’Éuphrate. Nouveaux axes de recherche, GGC Éditions, Sherbrooke 2007, 243-265.

Role of Pragmatism in Shaping Administrative Behavior

by Patricia Shields

Conference paper presented at the Berkley Symposium on Public Management Research, University of California Berkley 1993

A History of Administrative Divisions of Algeria under French Rule

by Sławomir Dorocki

The article deals with the history of Algeria's administrative divisions in the 19th and 20th century (until 1962).... more The article deals with the history of Algeria's administrative divisions in the 19th and 20th century (until 1962). After the French invasion of 1830, which inaugurated 132 years of colonial rule, the territory of northern Algeria was occupied by French troops and found itself under military administration. In 1834, when Algeria was officially proclaimed French territory, the military and the civil administrations were separated. Even then, however, the colony was ruled by the military governor. The administration was divided between tribal territories and 'arrondissements', which continued with some modification, until the 20th century. The structure of city administration with mayors and city councils was based on the French metropolitan model. In 1833 the first 'Bureaux Arabes' manned by both Europeans and Arabs, were set up to take charge of the indigenous population.In 1845 it was partly demilitarized and granted more autonomy. Algeria was divided into three provinces (Algiers, Oran and Constantine), which comprised three types of territories, civil (where the Europeans formed a majority), military (with indigenous population), and mixed (also run by the military, in areas with a small European population). Later the military territories were reclassified as mixed, and the mixed ones were granted full civil status. In 1848 the three provinces were refashioned into departements, subdivided into arrondissements and communes. In 1870, by special decree, Algeria was joined to France. Administratively, it consisted of three departements incorporating the former civil and military units. In the north the four-tier structure - with 3 departements, 20 arrondissements, 330 autonomous communes and 78 mixed communes - remained virtually unaltered until 1955. In 1958 in a major decentralizing reform, three new departements were created, while the old ones were divided into five territoires each. The arrondissements were reclassified as communes. This division was replaced by a new administrative grid in 1962, when Algeria became independent.

The “Paper Empire” of Díez de la Calle, clerk of the Council of the Indies: Space, Administration and Representations of the New World in the 17th Century.

by Guillaume Gaudin

Phd dissertation. French version.

The biography of Juan Díez de la Calle, clerk of the Secretariat of New Spain of the Council of the Indies from 1624... more The biography of Juan Díez de la Calle, clerk of the Secretariat of New Spain of the Council of the Indies from 1624 to 1662, contributes to our knowledge of how a composite monarchy succeeded in governing and preserving its American territories over three centuries. First, observing this modest, infra-letrado official sheds light on how a Castilian bourgeois worked for the developing royal administration. Juan Díez de la Calle's social and professional universe demonstrates the importance of family, transatlantic networks and client relationships in the Iberian empire's administration. His daily activities show how power was essentially expressed by the “manipulation of papers”: the main task of the Secretariat's staff and the primary concern and principal administrative practice of the authorities from Madrid. Due to serious time and distance constraints, the circulation of information was a major stake for the Crown: knowledge and power were inseparable in the imperial space studied here. Díez de la Calle gathered an important body of documentation and called on informants to draft a list of civil employees and clerics of the Crown in the West Indies. His Noticias Sacras y Reales, published between 1645 and 1654, reflect the representation of space produced by the Council of the Indies. The preference of this list, rather than of a map, and his utilization of pre-statistical methodology testify to the construction of a modern State. Imperialist and providential ideology transcends the entire work of the clerk, placing the West Indies in the heart of the Catholic monarchy.

Sobre la aplicación y desarrollo del concepto de innovación en el sector público: Estado del arte, alcances y perspectivas

by Álvaro V. Ramírez-Alujas

Título: Sobre la aplicación y desarrollo del concepto de innovación en el sector público: Estado del arte, alcances y perspectivas

Autor: Álvaro V. Ramírez-Alujas
Doctorando en Ciencias Políticas – Mención Gobierno y Administración Pública, del Instituto Universitario de Investigación Ortega y Gasset (IUIOG), adscrito a la Universidad Complutense de Madrid. Licenciado en Ciencias Políticas, Administrador Público y Magíster en Gestión y Políticas Públicas de la Universidad de Chile. Miembro fundador, coordinador e investigador asociado del Grupo de Investigación en Gobierno, Administración y Políticas Públicas (GIGAPP) del IUIOG (www.gigapp.org) y colaborador del Grupo de Investigación en Liderazgo e Innovación en Gestión Pública (GLIGP) del Instituto de Gobernanza y Dirección Pública de ESADE, Barcelona. Se ha desempeñado como académico, investigador y consultor, en diversas universidades y organismos públicos e instituciones internacionales.

Resumen:
Una frecuente y peligrosa confusión respecto a la innovación es la creencia de que se trata de una... more Resumen:
Una frecuente y peligrosa confusión respecto a la innovación es la creencia de que se trata de una nueva moda propiciada por los expertos del management. Ello definitivamente no es así. La innovación es un principio fundamental y universal de supervivencia de cualquier sistema. La innovación no es más que el proceso a través del cual los sistemas –ya sean biológicos, productivos, sociales, políticos u otros- mantienen la congruencia con el entorno que los hace posibles (Vignolo, Ramírez y Vergara, 2010). Lo anterior, en la práctica, se ve reflejado de distintas formas y adquiere modalidades diversas en las organizaciones: mejoras incrementales en la prestación de servicios; nuevas formas de organización y/o nuevas formas de incentivar o recompensar a los actores; rediseño de procesos y “reinvención”; nuevas formas de gestión y comunicación; cambios radicales en los modelos de negocio y en la incorporación de tecnología; etc. (Mulgan, 2007). Es por todo ello necesario indagar sobre los niveles de avance que la innovación ha presentado en el sector público en los últimos años y si es factible lograr acuñar una nomenclatura y marco de referencia propio que potencie el mejoramiento de nuestras instituciones públicas.
Palabras clave: Innovación, gestión pública, cambio organizativo, sector público, modernización administrativa.

Abstract:
A frequent and dangerous confusion about innovation is the belief that it is a new trend brought about by the management experts. This definitely is not. Innovation is a fundamental and universal principle of survival of any system. Innovation is just only the process by which systems - biological, productive, social, political or other - maintain consistency with the environment that makes it possible (Vignolo, Ramirez and Vergara, 2010). This, in practice, is reflected in different ways and takes different forms in organizations: incremental improvements in service delivery, new forms of organization and / or new ways to encourage or reward the actors, process redesign and "reinvention", new forms of management and communication, radical changes in business models and the incorporation of technology, etc. (Mulgan, 2007). Is necessary to investigate all levels of advancement that innovation presented in the public sector in recent years and if it is feasible to strike a nomenclature and framework to enhance improvement of our public institutions.
Keywords: Innovation, public management, organizational change, public sector, administrative modernization.

The Public Administration Case Against Participation Income

by Jurgen De Wispelaere

published in Social Service Review 81(3), 2007 (co-authored with Lindsay Stirton)

Anthony Atkinson’s proposal for a participation income (PI) has been acclaimed as a workable compromise between the... more Anthony Atkinson’s proposal for a participation income (PI) has been acclaimed as a workable compromise between the aspirations of unconditional basic income proposals and the political acceptability of the workfare model. This article argues that PI functions poorly in terms of a number of essential administrative tasks that any welfare scheme must perform. This leads to a trilemma of participation income, which suggests that PI can only retain its apparent ability to satisfy the requirements of universalist and selectivist approaches to welfare at the cost of imposing a substantial burden on administrators and welfare clients alike. Consequently, the main apparent strength of PI, its capacity to garner support across different factions within welfare reform debates, is shown to be illusory.

The Administrative Efficiency of Basic Income

by Jurgen De Wispelaere

published in Policy & Politics 39(1), 2011 (co-authored with Lindsay Stirton)

Basic income advocates typically praise the administrative efficiency of universal income maintenance. This article... more Basic income advocates typically praise the administrative efficiency of universal income maintenance. This article exposes several misconceptions, unwarranted generalisations or careless assumptions that permeate discussion of the administrative properties of basic income. Each of these obscures a significant constraint on the possibility of administrative savings, or else inflates the likely size of such efficiencies where they do exist. Our analysis also reveals a number of important political choices faced by policy makers and advocates intent on implementing an administratively efficient basic income policy. The absence of systematic administrative analysis in the basic income literature has obscured these hard choices.

Rehabilitation Administration Literature: 30+ Years of Role and Function

by James Soldner

Co-authored with T. F. Riggar, William Crimando, Paige N. Dunlap, Published as a Monograph of the 'National Clearinghouse of Rehabilitation Training Materials', 2008

Steps To Making Peace In Groups and Relationships

by Daniel Keeran MSW

by Daniel Keeran, MSW, RMHC-S

The College of Mental Health Counseling at www.collegemhc.com... more The College of Mental Health Counseling at www.collegemhc.com announces the beginning of a new kind of peace movement including principles and steps for resolving conflict and creating hope.

The public is urged to learn and distribute the steps in this report that have the immediate effect of building hope and solving problems and conflict in family, personal relationships, and organizations.

This paper is adapted from the text "Effective Counseling Skills" by Daniel Keeran, MSW, RMHC-S at http://www.amazon.com/Effective-Counseling-Skills-therapeutic-statements/dp/1442177993

Das Polizeiliche Durchgangslager Westerbork [The Police Transit Camp Westerbork]

by Anna Hajkova

Wolfgang Benz, Barbara Distel (eds.), Terror im Westen: Nationalsozialistische Lager in den Niederlanden, Belgien und Luxemburg 1940-1945, Metropol, Berlin, 2004, pp. 217-248

Overview article on history and logistics of the Westerbork transit camp, making extensive use of the original... more Overview article on history and logistics of the Westerbork transit camp, making extensive use of the original Westerbork records in the NIOD. The paper also specifies the connection between the Jewish Council in Amsterdam and Westerbork, as well as the set-up of transports and the system of "Sperren". The article includes a complete and revised list of all transports that left the camp (to Auschwitz, Sobibor, Theresienstadt, Bergen-Belsen, Ravensbrück, Vittel, Liebenau, Tittmoning).

(Technical remark: I have attached the last version of the article as I have it on my computer, since Metropol doesn't sell the book on amazon and is generally not an easy press to buy a book from.)

Introduction à la décentralisation administrative : évolutions théoriques et pratiques politiques

by Pierre-Olivier de Broux

Published in P. Jadoul, B. Lombaert, F. Tulkens (eds.), Le paraétatisme. Nouveaux regards sur la décentralisation fonctionnelle en Belgique et dans les institutions européennes, Bruxelles, la Charte, 2010, pp. 1-32.

Chapitre I. La décentralisation à tâtons

§1. Le règne des établissements publics (1830-1918)
§2. Les... more Chapitre I. La décentralisation à tâtons

§1. Le règne des établissements publics (1830-1918)
§2. Les parastataux, contrepoids de l'étatisme et de la bureaucratie (1919-1944)

Chapitre II. La théorie classique et son évolution

§1. La décentralisation comme mode de gestion des services publics
§2. L'évolution des "organismes publics personnalisés"

I. La classification doctrinale initiée par Buttgenbach (1942)
II. Le contrôle des organismes d'intérêt public (1954) et des organismes administratifs publics (2003)
III. Les entreprises à capital public (1962)
IV. Les A.S.B.L., moyen d'action des pouvoirs publics (1974)
V. Les réformes de l'Etat (1980)
VI. L'européanisation et les libéralisations (1991)

§3. Pour conclure : autonomie, personnalité juridique, contrôle de tutelle : quel(s) critère(s) pour identifier la décentralisation fonctionnelle?