If the address matches an existing account you will receive an email with instructions to retrieve your username. Public Administration Volume 65, Issue 3. Tools Request permission Export citation Add to favorites Track citation. Share Give access Share full text access. Share full text access. Please review our Terms and Conditions of Use and check box below to share full-text version of article. Volume 65 , Issue 3 September Pages Related Information. As seen, the flow of risk communication will vary according to the type of actor and his or her relationship with disasters.
Thus, for cooperation to take place, it is necessary to involve, broaden, encourage and increase the discussion about the role of the different DRM actors in the production and dissemination of knowledge. Finally, there is no way to talk about DRM without information and knowledge about the nature, impact and outcome of disasters. This means that the DRM also involves the collection, storage and dissemination of disaster-related information.
In this scenario, the DRM is also the management of information and risk communication, being fundamental the conversion of the information in knowledge to create models on the dynamics of the nature and the human activity - in which ICTs constitute the necessary connection between the information generated by an event, in all multidimensions, meanings and directions, and the understanding and communication of this information to users and decision makers.
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A Definition of Scope
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Strengthening Disaster Risk Management in Costa Rica
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Creating an Information Governance Framework
Article Content Whether you've been asked to start a council on your unit or you want to refresh an existing council, there are proven actions for nurse leaders to develop and support shared governance councils. No caption available. With that brief overview, here are 10 essential actions for nurse leaders to put into practice. Be clear about what shared governance is Shared governance is a venue for clinical staff members to have a voice in decisions regarding practice and the practice environment. Help staff members understand why shared governance is important Staff members may worry that shared governance will mean more work for them and the payoff won't be worth it.
Orient council chairpersons on the basics of planning and running meetings Once councils are formed, staff chairpersons need education on how to run a meeting, plan an agenda, keep meaningful minutes, set goals, and more. Cultivate a sense of ownership In shared governance, staff members take ownership of their unit's outcomes.
Encourage a continuous focus on mission and vision When you begin designing or improving a unit practice council, it's a great time to review the organization's mission, vision, and strategic priorities. Provide council members with protected time to meet Staff members will need protected time away from regular work to focus on shared governance.
Include staff in council development or redesign If there are staff members on your unit who are versed in the principles and value of shared governance, include them in council planning and implementation, or council revival, to enhance the engagement of others. Coach and mentor chairpersons Ongoing support from leaders in planning meetings, analyzing data, leadership-building skills, and expectations is needed for councils to be successful. Recognize excellence Nurse managers support unit councils by recognizing team members involved in shared governance.
Study the successes and struggles of others Shared governance success stories aren't hard to find.