Information and Knowledge Management using ArcGIS ModelBuilder

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Rita Cristóvão and Pedro Gomes independent and competent entities to which we delegate the task of safeguarding the settlement between the products and services; Risk - increasingly important, it relates to the need to quantify and reduce the risk associated with the transaction (purchase of service or product) in clinical and administrative terms. Risk concerns the potential failure of the treatment, the likelihood of complications or squeals, failure of critical business processes, the occurrence of unanticipated and non-reported increased costs, the mismatch between expectations and results, and the occurrence of accidents, insolvency or incapability of the provider, amongst others; Reliability - the soundness of institutions and systems is a guarantee of continuity, durability, predictability and security. Solid institutions have first to be relevant to its potential clients, to ensure a team that is motivated and aligned with the mission and goals of the organization, to safeguard financial efficiency and economic sustainability, to evolve by adapting constantly to new market demands. Financing, regulatory, legal, information and other kind of systems have to assure consistency and be reliable over time, adapt to changing needs, be steady with the established goals, add value to the services provided either by interference in increasing quality and by action in reducing costs. People need to trust that NHS provides a service of quality and will endure over time; Results – the value of services provided is measured by the treatment results, both in gains in health and in the implicit or explicit needs of the patient. The outcomes must be objective, satisfy the patient’s expectations and be according to the reference values. Only acceptable results can promote confidence in a transparent system. These results must address the different needs, expressed or implied, primarily in the extent of healthcare but also in the extents of comfort, empathy, aesthetics, availability and complementary services (administrative, hospitality, transport, among others). Value and cost of health services provided must be balanced over time and NHS needs to give that guarantee to the patients and the society in general. Time comprises the very notion of a continuity that is intended to be flexible to the changing environment, the values and desires and that is the trust keeper that any system needs to be pursued and cherished. Though directed at the side of access and knowledge, SIGIC focused on value chain associated with the services provided to patients, in search for implementation of a system that contributed decisively to the sustainability of the NHS. To this extent, SIGIC implemented a controlled competitive system with private providers based on more competitive access times and prices. It promoted internal negotiation practices in hospitals based on goal-setting and minimum levels of services provided. It promoted the attribution of individual responsibilities in a pre-established hierarchical skills organization. SIGIC also has implemented procedures for regular monitoring and reporting that attend the various steps in the patient management process. It mobilizes actively the demand by disseminating and providing access to alternative but efficient providers, collaborates with other institutions in promoting and spreading clinical protocols and good practices implemented together with the Ministry of Health, such as the safe surgery program sponsored by the World Health Organization. SIGIC established indicators and periodic reports of compliance procedures, results on access, productivity, human and physical capacity, economic and financial indicators. It also audits regularly health providers and reports the results, compliances, constraints and recommendations to their guardianship. Figure 4 shows the circuit of the patient in SIGIC and the transfer to another hospital in order to guarantee the maximum waiting time established by clinical priority and adjusted by type of pathology. When a public hospital reveals inability to treat a patient in the maximum waiting time established by the Ministry of Health for his particular problem, SIGIC guarantees the transfer of the patient to a hospital capable of treating him within the guaranteed maximum waiting time. Figure 5 shows the evolution of the national waiting list for surgery since SIGIC was implemented in the NHS. In 5 years SIGIC reduce the waiting list for surgery by almost 35%, but it also achieved a significant decrease in waiting time to surgery of 61,6% to 3 months, which is a considerable improvement in the access to surgical treatment in the NHS. Figure 6 shows that evolution. 582
Figure 4: Circuit of the patient in SIGIC in the NHS Nr of surgical episodes 250,000 230,000 210,000 190,000 170,000 150,000 Rita Cristóvão and Pedro Gomes Evolution of national waiting list for surgery 248,404 221,208 197,150 ‐ 34,9% 174,179 164,751 161,621 2005 2006 2007 2008 2009 2010 Figure 5: Evolution of national waiting list for surgery between 2005 and 2010, compared at the 31 st of December (source: SIGLIC) Median waiting time in month 9 8 7 6 5 4 3 Evolution of nacional waiting time for surgery 8.6 6.9 4.4 ‐61,6% 2005 2006 2007 2008 3.7 3.4 3.3 2009 2010 Figure 6: Evolution of national waiting time for surgery in months between 2005 and 2010 (source: SIGLIC) 583
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Proceedings of the 5th European Con
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Cont
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Preface The 5th European Conference
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Dr Jorge Ricardo da Costa Ferreira
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LSE while working at the British St
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Minna Isomursu, PhD, is a research
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Elmarie Papageorgiou is a Senior Le
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Information and Knowledge Managemen
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João Agrela et al. So modeling bec
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João Agrela et al. ETRS 89 project
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João Agrela et al. (accidents) tha
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Figure 8: Final model João Agrela
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João Agrela et al. outputs and res
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System Integration Model Based on O
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Kamsuriah Ahmad, Azwan Mohamed and
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Kamsuriah Ahmad, Azwan Mohamed and
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Building Virtual Communities on top
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Cuneyt Gurcan Akcora, Barbara Carmi
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References Cuneyt Gurcan Akcora, Ba
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Karen Anderson, Göran Samuelsson a
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Developing a Model for Assessing IT
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Mohammad Abooyee Ardakan et al. Fig
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Mohammad Abooyee Ardakan et al. cor
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Investigating the Relationship of M
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Mohammad Abooyee Ardakan, Babak Soh
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Table 3: Goodness of fit indices Mo
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Evaluation of ICT Investment in Hea
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Figure 1: Search strategy for syste
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A. Arviansyah, Egon Berghout and Ch
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Managerial A. Arviansyah, Egon Berg
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The Uses of Business Outcomes for I
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Dawit Asmelash Measurability of th
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Dawit Asmelash affected business pr
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Business Units HR Sales Step 2 Iden
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Dawit Asmelash In this case, at thi
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Data Governance in Practice: The SM
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Carolyn Begg and Tom Caira Our rese
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Carolyn Begg and Tom Caira In the f
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Carolyn Begg and Tom Caira Decision
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Carolyn Begg and Tom Caira SMEs nee
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Fergal Carton et al. The language u
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Fergal Carton et al. 2008) to abstr
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Payment integration (payment produc
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Fergal Carton et al. Kim,C., Mirsob
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Walter Castelnovo devised for, have
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Walter Castelnovo the potential ris
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Walter Castelnovo allow the informa
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Walter Castelnovo Risk assessment,
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Embedding Human Values Into Informa
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Sunil Choenni, Peter van Waart and
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Evaluating the Role and Potential o
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Renata Paola Dameri For these reaso
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Final assessment and evaluation. Re
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Renata Paola Dameri STRATEGIC GOALS
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Renata Paola Dameri To clearly com
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ICT and PA: A Marriage Made in Heav
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Maria Concetta De Vivo, Alberto Pol
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Jan Devos, Hendrik Van Landeghem an
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References Jan Devos, Hendrik Van L
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Luciana Duranti and Adam Jansen Dig
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Luciana Duranti and Adam Jansen A
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References Luciana Duranti and Adam
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Kate Dymoke-Bradshaw and Ann Brown
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Graham Fletcher and Marie Cahillane
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How Open Source Software Products:
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Chiara Friso, Valentina Lenarduzzi,
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Il giornale elettronico (Trivella,
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Yuwanuch Gulatee and Barbara Combes
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Table 1: Wholly online participants
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Florian Hamel, Thomas Ph. Herz, Fal
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Martin Hill, John Salt and Graham F
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Transforming Information to Knowled
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Vered Holzmann and Ben Holzmann Tot
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Vered Holzmann and Ben Holzmann kno
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Vered Holzmann and Ben Holzmann Prz
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Grant Howard and Sam Lubbe High-lev
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3. Theoretical discussion 3.1 Green
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Grant Howard and Sam Lubbe 3.6 Envi
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Grant Howard and Sam Lubbe Easterbr
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Evaluating ICT Based Services for O
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Minna Isomursu and Marja Harjumaa t
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4.2 Challenges with research method
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Minna Isomursu and Marja Harjumaa b
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The Geography of Criminality - Info
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Intelligence Paulo João, Jorge Fer
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4.1 Crime hot-spots Paulo João, Jo
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Paulo João, Jorge Ferreira and Jos
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Mobile Virtual Network Operator Inf
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Hallur Leivsgarð Joensen and Torbe
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Björn Johansson and Linda Bergkvis
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A Fair Partnership Model by Sharing
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Ghassan Kbar 2. Partnership and VC
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Ghassan Kbar Entering state of the
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Ghassan Kbar Saudi-chamber, (2011)
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Ghassan Kbar and Abdul Aziz AlDusar
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Dong-Hyun Kim and Hyun-Joo Kim We i
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Dong-Hyun Kim and Hyun-Joo Kim As a
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Dong-Hyun Kim and Hyun-Joo Kim We m
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Erdem Kirkbesoglu and Gizem Ogutcu
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Portfolio Management in Non-Profit
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Bert Kleersnijder and Egon Berghout
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Why is an IS Project Late? - A Case
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2. The project 2.1 Background and r
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Juha Kontio Phase In stallation Ope
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Table 2: Identified reason of the p
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Juha Kontio There are also reasons
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2. Performance review model for NDP
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Misoo Kwon Among the review indicat
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Type Average time saved Misoo Kwon
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Luigi Lavazza In conclusion, when a
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Luigi Lavazza The former can be de
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Luigi Lavazza For each process, we
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6. Conclusions Luigi Lavazza When e
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eBusiness Model Design and Evaluati
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Monika Magnusson categories of busi
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Monika Magnusson Business Model Ele
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5.2 Guiding questions Monika Magnus
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Monika Magnusson Hay, M. and Kamsha
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Monika Magnusson and Marie-Therese
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4.3 Goals at the project level Moni
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Alignment in Enterprise Architectur
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Thanos Magoulas, Aida Hadzic, Ted S
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3.4 Infological alignment Thanos Ma
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Panagiotis Manolitzas et al. to Gov
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Panagiotis Manolitzas et al. Anothe
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Table 1: Criteria weights and satis
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Panagiotis Manolitzas et al. Satisf
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Understanding the Impact of Knowled
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Magdeline Mashilo and Tiko Iyamu Ac
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Magdeline Mashilo and Tiko Iyamu Cu
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Magdeline Mashilo and Tiko Iyamu Th
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Magdeline Mashilo and Tiko Iyamu Ho
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2. Literature review 2.1 The Batik
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Nor Laila Md Noor and Ariza Nordin
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Nor Laila Md Noor and Ariza Nordin
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Isolated Strategies Nor Laila Md No
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HOT-fit Evaluation Framework: Valid
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Maryati Mohd Yusof In order to vali
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Maryati Mohd Yusof Further framewor
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Maryati Mohd Yusof Kaplan, B., and
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Gunilla Myreteg social context (Orl
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Gunilla Myreteg needed routine. Ano
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Gunilla Myreteg used, which in turn
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Environmental Scanning Practice of
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Roslina Othman and Siti Rohimi Hame
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5. Conclusion Roslina Othman and Si
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Understanding Financial and non-Fin
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Elmarie Papageorgiou and Herman de
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Type of non-financial information a
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Shabnam Pasandide, Abbas Toloie Esh
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Can eGovernment Systems Bridge the
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Higher quality of services Elias Pi
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Elias Pimenidis, Lazaros Iliadis, a
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Elias Pimenidis, Lazaros Iliadis, a
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Contributions to the Measurement an
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Rui Alexandre Pires and Maria do C
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assessment Rui Alexandre Pires and
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Rozilawati Razali and Mahamsiatus K
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Figure 1: Research design 3.2 Phase
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David Sammon, Tadhg Nagle and John
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Teresa Santos, Ségio Freire and Jo
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Reflections on the Role of the Lect
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3. Reflective practice Elsje Scott,
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Elsje Scott, Peter Weimann and Nata
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Elena Serova traditional ERP manage
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Elena Serova Increase in percentag
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9. Conclusion Elena Serova At prese
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Sharina Tajul Urus, Alemayehu Molla
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4.2 Description of feral systems Sh
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Sharina Tajul Urus, Alemayehu Molla
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Type Sharina Tajul Urus, Alemayehu
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Open Source Disease Control Softwar
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Jose Teixeira and Reima Suomi do no
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Jose Teixeira and Reima Suomi from
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Jose Teixeira and Reima Suomi Futur
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Value of Knowledge Management Syste
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Nelly Todorova Human capital repres
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Nelly Todorova IT value from pure f
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Nelly Todorova unique and inimitabl
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Accountability and the Reconstructi
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Geert-Jan van Bussel cluding the pr
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Geert-Jan van Bussel (e.g., Wijnhov
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Geert-Jan van Bussel complementary,
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The Question of Selecting Appropria
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Bartosz Wachnik We can discern two
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Bartosz Wachnik Table 1: Criteria o
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Tasks in an ERP implementation proj
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Bartosz Wachnik Tests’ recapitul
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PhD Research Papers 501
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Information Systems for Production
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Denisa Ferenčíková 3. Correctly
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Denisa Ferenčíková method requir
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Denisa Ferenčíková mentioned typ
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1.2 Service oriented architecture A
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Antonio Hidalgo Landa, Ian Owens an
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Hesbon Nyagowa, Dennis Ocholla and
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