Nurturing the virtuous circle: Looked After Children's participation in reviews,a cyclical and relational process

Children's participation in decision making of all kinds is of increasing interest across the world as more and more countries seek to comply with Article 12 of the United Nations Convention on the Rights of the Child. The participation rights of children who are in the care of the state are of particular concern. Recent research in England suggests that Independent Reviewing Officers (IROs) can play a crucial role in ensuring that looked after and accommodated children are able to participate in care planning and review processes. This paper outlines the findings of the first Scottish study to investigate the role of Reviewing Officers in encouraging children's participation in reviews. Surveys were collected from social workers, Reviewing Officers and young people after 69 review meetings as part of an action research study. Follow‐up qualitative interviews were then completed with 10 young people and a focus group held with the five participating Reviewing Officers. The findings suggest that participation in looked after reviews can best be understood as a cyclical and relational process and that taking part in action research may enhance participation practices. While the role of the Reviewing Officer was found to be important, the findings suggest that everyone involved in the care and support of the young person needs to encourage participation processes that are individualized.     

Financing for Development: The Gap between Words and Deeds since Monterrey

The Monterrey Consensus agreed at the UN summit on Financing for Development in 2002 promised a breakthrough in terms of donor generosity, aid effectiveness and new means of financing. However, the development orientation of world leaders proved to be short‐lived. This is even though our evaluation reveals progress since Monterrey in some areas, notably debt relief and private (FDI) flows. Calls for substantially scaling‐up regular aid had less effect than envisaged, and financial innovations have contributed only marginally to overall development financing so far. Nor is there much progress from the perspective of critics focusing on the quality of aid. In particular, the targeting of aid according to need and merit leaves much to be desired. The gap between words and deeds continues to be wide with regard to aid proliferation and donor co‐ordination as well.     

A structured methodology to implement judiciously the right JIT tactics

In order to enhance the competitiveness and efficiency of manufacturing operations, many companies arc looking at implementing key strategic technologies. Two of the most predominant programs are ‘just-in-time’ and ‘synchronous organizations’. However, their impacts on improving quality and reducing time-to-market have been mixed. It is not very clear why, in some cases, results are poor, when in a similar situation, programmes have proved to work well. There are conflicting reasons reported for such a discrepancy. Some have argued that during J IT implementation either a right mix of tactics was not selected at the outset or the process was not carefully monitored to see whether a mid-course correction or change in tactics was necessary. In order to (a) protect the manufacturing and strategic teams from making the same/similar mistakes and (b) sustain a series of successful activity throughout during the strategic implementation cycle, this paper outlines a structured methodology. The method utilizes a matrix-based procedure to dynamically (over time) measure the effectiveness of a line of JIT tactics against the organization's principles and objectives. The operating procedure suggests first (a) using a method for monitoring the changing conditions of market and business and then (b) using the metrics to guide the management with a new line of tactics that might have better impact on the newly aligned company goals. In an effort to help managers and engineers decide on a proper line of tactics to implement JIT, a line of JIT quality matrices (JQM) is developed. JQM provides a framework to guide group managers to ‘plan, pick and choose’ a set of effective JIT techniques. An approach similar to quality function deployment (QFD) is used to generate the JIT house and their corresponding JQM matrices. With the JQM-based structured methodology, managers can design the best line of JIT strategy blended with JIT theory and adapted to the manufacturing environments in which it is expected to operate.     

创新创效活动与企业青年人才培养

创新创效活动对企业青年素质提出新的要求，为其成长成才开辟新的途径，并提供重要保证。针对目前企业高素质青年人才数量不足，缺乏高层次带头人，尤其缺乏高新技术领域人才等问题，转变观念，把握特点规律，建立现代培训制度，建立大胆选拔青年人才的竞争、激励与量才使用机制，是发展深化创新创效活动的关键。     

风险投资专家决策支持系统的体系结构设计

根据风险投资决策问题与其系统功能 ,设计了用于风险投资决策的数据、模型和规则 ,并结合当前决策支持系统相关软件的发展状况 ,提出了一种现实可行的体系结构。     

The Holocaust Survivor in Late Life

No abstract available for this article.     

书法创作论

书法创作是一件复杂的事。在整个创作过程中,作者必须做到:一、文字内容上,要选择好诗妙词和佳文警句;二、创作条件上,要抓住能使作者神融笔畅的"五合交臻";三、艺术风格上,要吸收融合多种风格因素;四、书法成品上,要既重视神采,也重视形质。     

欧老留给我们的遗产——纪念欧远方先生逝世十周年

本文从解读欧远方先生兴趣格言——读书读史书、写字写颜字、交友交诤友入手,阐释了先生治学为人的高尚品格,以志缅怀。     

浅谈社会科学理论创新的推进与驾御

进行社科理论创新,有两个方面的问题必须引起足够的重视:一方面是过分的政治敏感将从思想上束缚创新的正常开展,另一方面是这种创新具有风险性,将会导致一定范围或时期内的思想混乱、舆论失控和当事人付出不必要的政治代价。不妥善处理上述问题,社科理论创新就会偏离预期目标,就会走调变味。因此,必须更新思想观念以推进创新,转变管理方式以引导创新,改善研究环境以驾御创新。     

试论贾谊的安民思想

在中国思想史上 ,贾谊如同流星一般 ,光芒灼目 ,瞬间即逝。在贾谊的思想体系中 ,安民是一个主题。他认为安民是治国理民的核心 ,所谓“牧民之道 ,务在安之。”为此 ,他提出了安民的三步曲。他的安民思想在一定程度上得到实践 ,推动了社会的稳定发展