A planning model for needs analysis for subacute care

The purpose of this study is to produce a model to be used by state regulating agencies to assess demand for subacute care. In accomplishing this goal, the study refines the definition of subacute care, demonstrates a method for bed need assessment, and measures the effectiveness of this new level of care. This was the largest study of subacute care to date. Research focused on 19 subacute units in 16 states, each of which provides high-intensity rehabilitative and/or restorative care carried out in a high-tech unit. Each of the facilities was based in a nursing home, but utilized separate staff, equipment, and services. Because these facilities are under local control, it was possible to study regional differences in subacute care demand.^ Using this data, a model for predicting demand for subacute care services was created, building on earlier models submitted by John Whitman for the American Hospital Association and Robin E. MacStravic. The Broderick model uses the "bootstrapping" method and takes advantage of high technology: computers and software, databases in business and government, publicly available databases from providers or commercial vendors, professional organizations, and other information sources. Using newly available sources of information, this new model addresses the problems and needs of health care planners as they approach the challenges of the 21st century. ^

Examining Technology Adoption and Management Perception of Inventory Management Systems: The Case of Aruba Restaurants

The purpose of this paper is to explore the use of automated inventory management systems (IMS) and identify the stage of technology adoption for restaurants in Aruba. A case study analysis involving twelve members of the Aruba Gastronomic Association was conducted using a qualitative research design to gather information on approaches currently used as well as the reasons and perceptions managers/owners have for using or not using automated systems in their facilities. This is the first study conducted using the Aruba restaurant market. Therefore, the application of two technology adoption models was used to integrate critical factors relevant to the study. Major findings indicated the use of an automated IMS in restaurants is limited, thus underscoring the lack of adoption of technology in this area. The results also indicated that two major reasons that restaurants are not adopting IMS technology are budgetary constraints and service support. This study is imperative for two reasons: (1) the results of this study can be used as a comparison for future IMS adoption, not only for Aruba’s restaurant industry but also for other Caribbean destinations and the U.S., (2) this study also provides insight into the additional training and support help needed in hospitality technology services.

A planning model for needs analysis for subacute care

The purpose of this study is to produce a model to be used by state regulating agencies to assess demand for subacute care. In accomplishing this goal, the study refines the definition of subacute care, demonstrates a method for bed need assessment, and measures the effectiveness of this new level of care. This was the largest study of subacute care to date. Research focused on 19 subacute units in 16 states, each of which provides high-intensity rehabilitative and/or restorative care carried out in a high-tech unit. Each of the facilities was based in a nursing home, but utilized separate staff, equipment, and services. Because these facilities are under local control, it was possible to study regional differences in subacute care demand. Using this data, a model for predicting demand for subacute care services was created, building on earlier models submitted by John Whitman for the American Hospital Association and Robin E. MacStravic. The Broderick model uses the "bootstrapping" method and takes advantage of high technology: computers and software, databases in business and government, publicly available databases from providers or commercial vendors, professional organizations, and other information sources. Using newly available sources of information, this new model addresses the problems and needs of health care planners as they approach the challenges of the 21st century.

A Coopetition Space for Complex Product Specification

Part 3: Product-Service Systems

Estudo dos Princípios da Eficiência Energética de um Edifício

O trabalho aqui desenvolvido tem como objetivos descrever o empreendimento acompanhado durante o estágio, relatar as tarefas realizadas no contexto do estágio e por fim desenvolver um tema adequado ao ramo de Mestrado. Primeiro é apresentado o empreendimento acompanhado durante o estágio. O empreendimento acompanhado foi do Hotel Golden Tulip em Águeda, constituído por um edifício principal e um edifício anexo destinado a spa. São referidas as soluções construtivas, os equipamentos e os serviços que irá proporcionar aos seus utilizadores. Seguidamente são relatadas as tarefas realizadas no contexto do estágio, relacionadas com o acompanhamento da construção do hotel. Estas tarefas foram diversas, desde a direção até à coordenação de segurança em obra. Por último é desenvolvido o tema “Estudo e avaliação de princípios de sustentabilidade de um edifício”, que é aplicado ao edifício principal do hotel. Este tema procura estudar e avaliar soluções aplicadas no edifício, desde soluções construtivas a equipamentos, de forma a propor melhorias ao seu desempenho e a retirada das respetivas conclusões.

The Optimal Distribution of the Tax Burden over the Business Cycle

This paper analyses optimal income taxes over the business cycle under a balanced-budget restriction, for low, middle and high income households. A model incorporating capital-skill complementarity in production and differential access to capital and labour markets is developed to capture the cyclical characteristics of the US economy, as well as the empirical observations on wage (skill premium) and wealth inequality. We .nd that the tax rate for high income agents is optimally the least volatile and the tax rate for low income agents the least countercyclical. In contrast, the path of optimal taxes for the middle income group is found to be very volatile and counter-cyclical. We further find that the optimal response to output-enhancing capital equipment technology and spending cuts is to increase the progressivity of income taxes. Finally, in response to positive TFP shocks, taxation becomes more progressive after about two years.

Iowa Department of Public Safety 2004 Annual Report

Annual Report

Executive Order Number Sixty One, 1997

Assigns responsibility to coordinate disparate information technology and to provide enterprise-wide information technology services to the exectutive branch agencies to the Information Technology Services (ITS) director appointed by the Governor.

Iowa Department of Public Safety 2005 Annual Report

The Iowa Department of Public Safety (DPS) has a history of dedication and service to the citizens of Iowa and those who visit our state. Since it was first established in 1939, DPS has been the chief law enforcement agency in the State of Iowa. DPS is headquartered in Des Moines, Iowa in the Wallace State Office Building on the Capitol Complex, along with a statewide presence.

Iowa Department of Public Safety 2006 Annual Report

The Iowa Department of Public Safety (DPS) has a history of dedication and service to the citizens of Iowa and those who visit our state. Since it was first established in 1939, DPS has been the chief law enforcement agency in the State of Iowa. DPS is headquartered in Des Moines, Iowa in the Wallace State Office Building on the Capitol Complex, along with a statewide presence.

Iowa Department of Public Safety 2007 Annual Report

The Iowa Department of Public Safety (DPS) has a history of dedication and service to the citizens of Iowa and those who visit our state. Since it was first established in 1939, DPS has been the chief law enforcement agency in the State of Iowa. DPS is headquartered in Des Moines, Iowa in the Wallace State Office Building on the Capitol Complex, along with a statewide presence.

Iowa Department of Public Safety 2008 Annual Report

The Iowa Department of Public Safety (DPS) has a history of dedication and service to the citizens of Iowa and those who visit our state. Since it was first established in 1939, DPS has been the chief law enforcement agency in the State of Iowa. DPS is headquartered in Des Moines, Iowa in the Wallace State Office Building on the Capitol Complex, along with a statewide presence.

Iowa Department of Public Safety: Iowa State Patrol, 2008 Annual Report

As Iowa's traffic enforcement agency, the Iowa State Patrol is responsible for providing law enforcement services to rural areas of the state as well as traffic enforcement and support for metropolitan areas around the state. Troopers patrol Iowa's highways and conduct traffic enforcement for both unincorporated areas and interstate highways. In addition, our Personnel provide security and police services throughout the state for many special events including, fairs, festivals, and large sporting events such as the Iowa Speedway, University of Iowa and Iowa State football games.

FY10 Enrich Iowa Report State Funding for Iowa Libraries, January 15, 2011

This report illustrates the critical role of Enrich Iowa funding in enhancing lifelong learning for Iowans through libraries; improving library resources aimed at assisting job seekers; maintaining library hours that meet library customers’ needs; improving library technology services; and providing safe, accessible library buildings.