Public Service Agreement 2010-2014 - Health Sector Action Plan 2012

This revised Action Plan is designed to support the delivery of the HSEâ?Ts 2012 National Service Plan by facilitating the fast-tracking of measures required to deliver essential health and personal social services across the country within the context of further reductions in funding and staff numbers. The implementation of the National Service Plan, approved by the Minister for Health on 13 January 2012, represents a major challenge to the health services and comes at a time of major reform of the public health system.   Click here to download PDF 161kb

Action Plan A, B, and C v. Ireland

Action Plan A, B, and C v. Ireland As required, Ireland submitted an Action Plan to the Committee of Ministers of the Council of Europe on 30th November on the implementation of the judgment of the European Court of Human Rights in the A, B and C v Ireland case. The Action Plan can be downloaded at this link: Click here to download PDF 56kb  

HIV & AIDS education and prevention plan 2008-2012. Mid-term review.

In 2008 a 4-year plan for HIV and AIDS Education and Prevention in Ireland was published. The plan aimed to contribute to a reduction in new infections of HIV and AIDS through education and prevention measures. It also aimed to guide and inform the development of policy and services in the statutory and non-statutory sectors with responsibility in this regard. This report is produced as a response to a letter from the Secretariat of the National AIDS Strategy Committee (NASC). The letter requested “feedback from the Education and Prevention Sub-Committee on prevention activities currently in place and on progress to date on the Education and Prevention Action Plan (2008-2012).” In addition, action 2 under Action Area 5: Monitoring and evaluation states that “a mid-term review of the implementation of this action plan should be published”. We note from the HPSC data that there has been a slight decrease in the overall number of new HIV infections however; there has been a huge concern over the large increase in new diagnoses in men who have sex with men (MSM). Although we cannot provide the evidence for the reason for this increase, it is stipulated that there has been a huge increase in the education and prevention programmes targeted at MSM and the report will show the evidence of that increase (Action Area 3: Preventing new infections: population group MSM). There is a presumption that because of increased awareness, access and confidence of MSM and improved treatment that there are more MSM being tested and more diagnoses. This report presents an update on the progress of the implementation of the actions in the HIV and AIDS Education and Prevention Plan 2008-2012.This resource was contributed by The National Documentation Centre on Drug Use.

Speech, language and communication therapy action plan

This is the first update newsletter of the Speech, language and communication therapy action plan. The action plan was developed by the Department of Health, Social Services and Public Safety (DHSSPS) with the aim that all children and young people at risk of or presenting with speech, language or communication needs will be able to benefit from timely support and integrated services that best meet their requirements.The Public Health Agency (PHA), in partnership with the Health and Social Care Board (HSCB), has been tasked with implementing the action plan.The update includes news on the publication of the Healthy child, health future framework and highlights other points of progress so far, including the development of the Family Support NI website. There is also an invite for parents to join a focus group to influence and assist with the implementation of the action plan.�

Northern Ireland Infectious Disease Incident / Outbreak Plan 2013

The new Northern Ireland Infectious Disease Outbreak Plan 2013 developed by the Public Health Agency in liaison with Trust and DHSSPS colleagues. The Plan is based on the most up-to-date guidance available on leading and managing an incident or outbreak, and was developed as part of the implementation of the RQIA Review of Outbreaks of Pseudomonas aeruginosa in Neonatal Units in Northern Ireland, 2012.

NetEye - Network Monitoring, Zabbix implementation

Con este proyecto se pretende implementar en un entorno real la herramienta Zabbix de monitoring de red. La idea es realizar un estudio de las necesidades, instalar la plataforma base, comprobar con ejemplos reales que la plataforma cumple con las necesidades corporativas y por último diseñar el plan de acción para el despliegue final a la organización.

Mass casualty incidents with multiple burn victims: rationale for a Swiss burn plan.

INTRODUCTION: Mass casualty incidents involving victims with severe burns pose difficult and unique problems for both rescue teams and hospitals. This paper presents an analysis of the published reports with the aim of proposing a rational model for burn rescue and hospital referral for Switzerland. METHODS: Literature review including systematic searches of PubMed/Medline, reference textbooks and journals as well as landmark articles. RESULTS: Since hospitals have limited surge capacities in the event of burn disasters, a special approach to both prehospital and hospital management of these victims is required. Specialized rescue and care can be adequately met and at all levels of needs by deploying mobile burn teams to the scene. These burn teams can bring needed skills and enhance the efficiency of the classical disaster response teams. Burn teams assist with both primary and secondary triage, contribute to initial patient management and offer advice to non-specialized designated hospitals that provide acute care for burn patients with Total Burn Surface Area (TBSA) <20-30%. The main components required for successful deployments of mobile burn teams include socio-economic feasibility, streamlined logistical implementation as well as partnership coordination with other agencies including subsidiary military resources. CONCLUSIONS: Disaster preparedness plans involving burn specialists dispatched from a referral burn center can upgrade and significantly improve prehospital rescue outcome, initial resuscitation care and help prevent an overload to hospital surge capacities in case of multiple burn victims. This is the rationale behind the ongoing development and implementation of the Swiss burn plan.

Iowa's Adult Literacy Program State Plan Extension, 2005

The major purposes of Iowa’s Adult Literacy Program State Plan Extension for Program Year 2005 are: • provide a comprehensive blue print for implementation of Title II of the Act; • serve as a basis for both immediate and long-range planning and continuous, systematic evaluation of program effectiveness; • provide basis for common understanding among Iowa’s literacy partners, other interested entities and the U.S. Department of Education. The plan extension is designed to update Iowa’s Adult Literacy State Plan for Program Year 2005 in line with the guidelines provided by the United States Department of Education: Division of Adult Education and Literacy (USDE:DAEL).

Iowa's Adult Literacy Program State Plan Extension, 2006

The passage of the Workforce Investment Act of 1998 (WIA) [Public Law 105-220] by the 105th Congress has ushered in a new era of collaboration, coordination, cooperation and accountability. The overall goal of the Act is “to increase the employment, retention, earnings of participants, and increase occupational skill attainment by participants, and, as a result improve the quality of the workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the Nation.” The key principles inculcated in the Act are: • streamlining services; • empowering individuals; • universal access; • increased accountability; • new roles for local boards; • state and local flexibility; • improved youth programs. The purpose of Title II, The Adult Education and Family Literacy Act (AEFLA) of the Workforce Investment Act of 1998, is to create a partnership among the federal government, states, and localities to provide, on a voluntary basis, adult education and literacy services in order to: • assist adults to become literate and obtain the knowledge and skills necessary for employment and self-sufficiency; • assist adults who are parents obtain the educational skills necessary to become full partners in the educational development of their children; • assist adults in the completion of a secondary school education. The major purposes of Iowa’s Adult Literacy Program State Plan Extension for Program Year 2006 are: • provide a comprehensive blue print for implementation of Title II of the Act; • serve as a basis for both immediate and long-range planning and continuous, systematic evaluation of program effectiveness; • provide basis for common understanding among Iowa’s literacy partners, other interested entities and the U.S. Department of Education. The plan extension is designed to update Iowa’s Adult Literacy State Plan for Program Year 2006 in line with the guidelines provided by the United States Department of Education: Division of Adult Education and Literacy (USDE:DAEL).

Introducing systematic dispatcher-assisted cardiopulmonary resuscitation (telephone-CPR) in a non-Advanced Medical Priority Dispatch System (AMPDS): implementation process and costs.

OBJECTIVE: In order to improve the quality of our Emergency Medical Services (EMS), to raise bystander cardiopulmonary resuscitation rates and thereby meet what is becoming a universal standard in terms of quality of emergency services, we decided to implement systematic dispatcher-assisted or telephone-CPR (T-CPR) in our medical dispatch center, a non-Advanced Medical Priority Dispatch System. The aim of this article is to describe the implementation process, costs and results following the introduction of this new "quality" procedure. METHODS: This was a prospective study. Over an 8-week period, our EMS dispatchers were given new procedures to provide T-CPR. We then collected data on all non-traumatic cardiac arrests within our state (Vaud, Switzerland) for the following 12months. For each event, the dispatchers had to record in writing the reason they either ruled out cardiac arrest (CA) or did not propose T-CPR in the event they did suspect CA. All emergency call recordings were reviewed by the medical director of the EMS. The analysis of the recordings and the dispatchers' written explanations were then compared. RESULTS: During the 12-month study period, a total of 497 patients (both adults and children) were identified as having a non-traumatic cardiac arrest. Out of this total, 203 cases were excluded and 294 cases were eligible for T-CPR. Out of these eligible cases, dispatchers proposed T-CPR on 202 occasions (or 69% of eligible cases). They also erroneously proposed T-CPR on 17 occasions when a CA was wrongly identified (false positive). This represents 7.8% of all T-CPR. No costs were incurred to implement our study protocol and procedures. CONCLUSIONS: This study demonstrates it is possible, using a brief campaign of sensitization but without any specific training, to implement systematic dispatcher-assisted cardiopulmonary resuscitation in a non-Advanced Medical Priority Dispatch System such as our EMS that had no prior experience with systematic T-CPR. The results in terms of T-CPR delivery rate and false positive are similar to those found in previous studies. We found our results satisfying the given short time frame of this study. Our results demonstrate that it is possible to improve the quality of emergency services at moderate or even no additional costs and this should be of interest to all EMS that do not presently benefit from using T-CPR procedures. EMS that currently do not offer T-CPR should consider implementing this technique as soon as possible, and we expect our experience may provide answers to those planning to incorporate T-CPR in their daily practice.

Plan estratégico 2012-2105 para la empresa Automatizaciones Eléctricas, SL

La empresa moderna, se encuentra en una situación actual de incertidumbre en la que además está más expuesta a factores externos con el aumento de la competencia y el impacto de la globalización. Se enfrenta a un panorama que debe ser gestionado adecuadamente para asegurar su supervivencia y el éxito de su existencia. En este TFC, se presenta una de las herramientas ‘buque insignia’ del Management moderno, aquella que está destinada a ser la base de la Gestión de la empresa y que cada vez más se hace imprescindible para la construcción de un futuro cada vez más incierto, la Planificación Estratégica. El Plan Estratégico 2012-2015 de AESL se desarrolla en varios apartados que intentarán dar con las claves de la dirección que la empresa debe seguir y propone los objetivos que encontrará a través de la puesta en marcha de las acciones y estrategias determinadas. La primera etapa, y la más extensa, realiza un Análisis de la situación externa e interna de la empresa además de un Diagnóstico de la misma. Se analizan diversos factores que pueden contribuir o hacer peligrar el futuro de la empresa, y constituye el punto de partida de la planificación. En la segunda etapa, y con la información de la anterior fase, comienza la fijación de los Objetivos Corporativos y la definición de las Decisiones Estratégicas que han de transformar nuestro rumbo actual en el logro de esos objetivos. Las estrategias no sólo comportarán un ámbito corporativo, también se centrarán en estrategias funcionales con un carácter más definitorio en el interior de la empresa. Por último, la tercera y última etapa, aglutinará todas estas Decisiones estratégicas para transformarlas en las Decisiones Operativas, aquellas que se encargarán de gestionar el día a día de la empresa a través de los Planes de Acción, que suponen la etapa de mayor concreción del Plan. Este Plan a 3 años deberá erigirse como la herramienta de planificación más importante de la empresa, debiendo guiar las principales decisiones tomadas y convirtiéndose en un instrumento de consulta no sólo para decidir hoy lo que se hará en el futuro sino también para mantener unos niveles altos de competitividad en el tremendo esfuerzo que supone la gestión de una PYME.

State Performance Plan IDEA Part C FFY 2008-2009

In accordance with the Individuals with Disabilities Education Improvement Act of 2004, Iowa must have in place a Part C State Performance Plan that evaluates Iowa's efforts to implement the requirements and purposes of Part C and describes how Iowa will improve such implementation. This plan is in effect for six years and Iowa will report annually to the U.S. Department of Education on the performance of the State under this plan.

Governor's Office of Drug Control Policy Five-Year Strategic Plan July 1, 2003-June 30, 2008

The Office of the Drug Policy Coordinator is established in Chapter 80E of the Code of Iowa. The Coordinator directs the Governor’s Office of Drug Control Policy; coordinates and monitors all statewide counter-drug efforts, substance abuse treatment grants and programs, and substance abuse prevention and education programs; and engages in other related activities involving the Departments of public safety, corrections, education, public health, and human services. The coordinator assists in the development of local and community strategies to fight substance abuse, including local law enforcement, education, and treatment activities. The Drug Policy Coordinator serves as chairperson to the Drug Policy Advisory Council. The council includes the directors of the departments of corrections, education, public health, public safety, human services, division of criminal and juvenile justice planning, and human rights. The Council also consists of a prosecuting attorney, substance abuse treatment specialist, substance abuse prevention specialist, substance abuse treatment program director, judge, and one representative each from the Iowa Association of Chiefs of Police and Peace Officers, the Iowa State Police Association, and the Iowa State Sheriff’s and Deputies’ Association. Council members are appointed by the Governor and confirmed by the Senate. The council makes policy recommendations related to substance abuse education, prevention, and treatment, and drug enforcement. The Council and the Coordinator oversee the development and implementation of a comprehensive State of Iowa Drug Control Strategy. The Office of Drug Control Policy administers federal grant programs to improve the criminal justice system by supporting drug enforcement, substance abuse prevention and offender treatment programs across the state. The ODCP prepares and submits the Iowa Drug and Violent Crime Control Strategy to the U.S. Department of Justice, with recommendations from the Drug Policy Advisory Council. The ODCP also provides program and fiscal technical assistance to state and local agencies, as well as program evaluation and grants management.

Infrastructure Plan for Iowa’s Future Economy A Strategic Direction, May 2010

Iowa’s infrastructure is at a crossroads. A stalwart collection of Iowans dared to consider Iowa’s future economy, the way ahead for future generations, and what infrastructure will be required – and what will not be required – for Iowa to excel. The findings are full of opportunity and challenge. The Infrastructure Plan for Iowa’s Future Economy: A Strategic Direction tells the story and points the way to a strong economy and quality of life for our children and our children’s children. This plan is different from most in that the motivation for its development came not from a requirement to comply or achieve a particular milestone, but, rather, from a recognition that infrastructure, in order to ensure a globally-competitive future economy, must transform from that of past generations. It is not news that all infrastructure – from our rich soil to our bridges – is a challenge to maintain. Prior to the natural disasters of 2008 and the national economic crisis, Iowa was tested in its capacity to sustain not only the infrastructure, but to anticipate future needs. It is imperative that wise investments and planning guide Iowa’s infrastructure development. This plan reflects Iowa’s collective assessment of its infrastructure– buildings, energy, natural resources, telecommunications, and transportation – as, literally, interdependent building blocks of our future. Over the months of planning, more than 200 Iowans participated as part of committees, a task force, or in community meetings. The plan is for all of Iowa, reflected in private, nonprofit, and public interests and involvement throughout the process. Iowa’s success depends on all of Iowa, in all sectors and interests, to engage in its implementation. The Infrastructure Plan for Iowa’s Future Economy: A Strategic Direction sets a clear and bold direction for all stakeholders, making it clear all have a responsibility and an opportunity to contribute to Iowa’s success.

Iowa in Motion, Planning Ahead State Transportation Plan, May 8, 2012

According to 23 CFR § 450.214(a), “The State shall develop a long-range statewide transportation plan, with a minimum 20-year forecast period at the time of adoption, that provides for the development and implementation of the multimodal transportation system for the State.” The state transportation plan (Plan) is a document that will address this requirement and serve as a transportation investment guide between now and 2040. Iowa’s most recent plan was developed by the Iowa Department of Transportation and adopted in 1997 through a planning process called Iowa in Motion. Much of Iowa in Motion has been implemented and this Plan, "Iowa in Motion – Planning Ahead," will build on the success of its predecessor. The Plan projects the demand for transportation infrastructure and services to 2040 based on consideration of social and economic changes likely to occur during this time. Iowa’s economy and the need to meet the challenges of the future will continue to place pressure on the transportation system. With this in mind, the Plan will provide direction for each transportation mode, and will support a renewed emphasis on efficient investment and prudent, responsible management of our existing transportation system. In recent years, the Iowa DOT has branded this philosophy as stewardship. As Iowa changes and the transportation system evolves, one constant will be that the safe and efficient movement of Iowans and our products is essential for stable growth in Iowa’s economy. Iowa’s extensive multimodal and multijurisdictional transportation system is a critical component of economic development and job creation throughout the state.