Exodus? The training paths and plans of postgraduate medical trainees, under the Royal College of Physicians of Ireland

Background: In 2006, the Buttimer report highlighted the paucity of demographic data on those applying for and entering postgraduate medical education and training (PGMET) in Ireland. Today, concerns that there is an "exodus" of graduates of Irish medical schools are at the forefront of national discussion, however, published data on PGMET remains inadequate.

Aims: The objectives of this study were to collate existing data relating to trainees and training programmes at three stages of training and to examine the career plans of junior trainees.

Methods: Data from application forms for training programmes, commencing July 2012, under the Royal College of Physicians of Ireland (n = 870), were integrated with data from other existing sources. Candidates entering basic specialist training were surveyed with regard to career plans. Descriptive and comparative analysis was performed in SPSS version 18.

Results: Graduates of Irish medical schools made up over 70 % of appointees. Over 80 % of BST trainees aspired to work as consultants in Ireland, but 92.5 % planned to spend time working abroad (response rate 77 %). Decisions to leave the Irish system were linked to lifestyle, but also to failure to be appointed to higher specialist training. Significant numbers of trainees return to Ireland after a period abroad.

Conclusions: The trainee "exodus" is more complex than is often portrayed. The desire to spend time working outside Ireland must be accounted for in workforce planning and configuration of training programmes. Expansion of HST is a potential solution to reduce the numbers of graduates leaving Ireland post-BST.

Sharing services, saving money? Five risks to cost saving when organizations share administrative services

Shared services are a popular reform for governments under financial pressure. The hope is to reduce overheads and increase efficiency by providing support services like HR, finance and procurement once to multiple agencies. Drawing on insights from organization theory and political science, we identify five risks that shared services won’t live up to current expectations. We illustrate each with empirical evidence from the UK, Ireland and further afield, and conclude with suggestions on how to manage these risks.

Saving Energy by Delegating Network Activity to Home Gateways

Today, an ever-increasing number of devices has networking capability. The main implication of this fact is that such devices are often left fully powered yet idle just to maintain their network presence, hence leading to large energy waste. This ultimately results in higher electricity cost for consumers. This paper tackles an effective mechanism to reduce energy waste of consumer electronics, by boosting the usage of lowpower states available in most devices. The main concept is to delegate background networking routines to home gateways, which are today available in most homes and offices. The paper describes the functionality and the software architecture to be implemented by home gateways and consumer electronics, reports performance evaluation on a working prototype, and provides estimation of potential benefits for consumers.

Assessing the Potential for Saving Energy by Impersonating Idle Networked Devices

The idea of proxying network connectivity has been proposed as an efficient mechanism to maintain network presence on behalf of idle devices, so that they can “sleep”. The concept has been around for many years; alternative architectural solutions have been proposed to implement it, which lead to different considerations about capability, effectiveness and energy efficiency. However, there is neither a clear understanding of the potential for energy saving nor a detailed performance comparison among the different proxy architectures. In this paper, we estimate the potential energy saving achievable by different architectural solutions for proxying network connectivity. Our work considers the trade-off between the saving achievable by putting idle devices to sleep and the additional power consumption to run the proxy. Our analysis encompasses a broad range of alternatives, taking into consideration both implementations already available in the market and prototypes built for research purposes. We remark that the main value of our work is the estimation under realistic conditions, taking into consideration power measurements, usage profiles and proxying capabilities.

Adoption of farm-based irrigation water-saving techniques in the Guanzhong Plain, China

This article analyses adoption of farm-based irrigation water saving techniques, based on a cross-sectional data set of 357 farmers in the Guanzhong Plain, China. Approximately 83% of the farmers use at least one farm-based water-saving technique. However, the traditional, inefficient techniques border and furrow irrigation are still prevalent whereas the use of advanced, more efficient techniques is still rather rare. We develop and estimate an adoption model consisting of two stages: awareness of water scarcity and intensity of adoption. We find that awareness of water scarcity and financial status enhance adoption of more advanced techniques whereas access to better community-based irrigation infrastructure discourages it. We furthermore find both community-based irrigation infrastructure and farm-based irrigation water-saving techniques have mitigating effects on production risk. From the results it follows that adoption can be stimulated via financial support and via extension aimed at enhancing awareness of water scarcity.

THE CITADEL THE MILITARY COLLEGE OF SOUTH CAROLINA ANNUAL REPORT 1985-1986

South Carolina laws require that each state agency submit an annual accountability report to the Governor and General Assembly that contains the agency's or department's mission, objectives to accomplish the mission, and performance measures that show the degree to which objectives are being met.

THE CITADEL THE MILITARY COLLEGE OF SOUTH CAROLINA ANNUAL REPORT 1986-1987

South Carolina laws require that each state agency submit an annual accountability report to the Governor and General Assembly that contains the agency's or department's mission, objectives to accomplish the mission, and performance measures that show the degree to which objectives are being met.

THE CITADEL THE MILITARY COLLEGE OF SOUTH CAROLINA ANNUAL REPORT 1991-1992

South Carolina laws require that each state agency submit an annual accountability report to the Governor and General Assembly that contains the agency's or department's mission, objectives to accomplish the mission, and performance measures that show the degree to which objectives are being met.

THE CITADEL THE MILITARY COLLEGE OF SOUTH CAROLINA ANNUAL REPORT 1987-1988

South Carolina laws require that each state agency submit an annual accountability report to the Governor and General Assembly that contains the agency's or department's mission, objectives to accomplish the mission, and performance measures that show the degree to which objectives are being met.

THE CITADEL THE MILITARY COLLEGE OF SOUTH CAROLINA ANNUAL REPORT 1988-1989

South Carolina laws require that each state agency submit an annual accountability report to the Governor and General Assembly that contains the agency's or department's mission, objectives to accomplish the mission, and performance measures that show the degree to which objectives are being met.

THE CITADEL THE MILITARY COLLEGE OF SOUTH CAROLINA ANNUAL REPORT 1989-1990

South Carolina laws require that each state agency submit an annual accountability report to the Governor and General Assembly that contains the agency's or department's mission, objectives to accomplish the mission, and performance measures that show the degree to which objectives are being met.

THE CITADEL THE MILTARY COLLEGE OF SOUTH CAROLINA ANNUAL REPORT 1990-1991

South Carolina laws require that each state agency submit an annual accountability report to the Governor and General Assembly that contains the agency's or department's mission, objectives to accomplish the mission, and performance measures that show the degree to which objectives are being met.