Future Challenges. Whilst Magenta Living’s current business plan is strong, there are a number of upcoming challenges to its revenue streams in the future including: • with the continued ‘right to buy’ and selective demolition of non-sustainable homes the organisation needs to be able to build more replacement homes to ensure it continues to have the economies of scale to continue to deliver high quality services. Magenta Living had 13,087 homes at transfer and this has reduced to 12,133 homes as at 31 March 2014. • reduced public subsidy to build new affordable housing will require housing associations to look at raising funding in other ways to provide the ‘subsidy’ for social and affordable rent schemes • with continuing reforms to welfare spending there will be reduced support to rent payers and potentially reduced income which will need to be offset with income from other sources in order for Magenta Living to carry on providing the services presently being delivered • working in more deprived neighbourhoods at a time when competing pressures have resulted in publicly funded services being withdrawn Magenta Living will have to identify new sources of funding in order to provide wider services to support its communities.
Future Challenges. Challenges center on Title 21 CFR Part 11. Title 21 CFR Part 11 is part of the code of federal regulation established by the FDA on electronic records and electronic signatures. It defines the regulations through which her, as well as electronic signatures, are considered trustworthy and equivalent to paper records (33,34). It particularly targets pharmaceutical industries, contract research organizations, and biotechnologies companies. It requires the implementation of auditing and validation on any software or IT system that deals with EHR (35-37). This regulation in particular can be challenging because of the costs associated and the possible impracticality due to the FDA’s statements regarding (enforcement discretion) in applying this regulation. Additionally, this regulation is currently under revision. These different factors have led to confusion on how and what exactly is required (37). We will comply with the regulations once the final revision is assigned. We will keep “hard copies” of EHR and use it as the authoritative document for regulation purposes.
Future Challenges. The sustainability strategies implemented by CSRA depend on securing Bolivian Government funds. This is a high-risk business. CSRA has been very successful to date, given the limited time frame during which decentralization and municipal financial management and decision- making processes have been in place in Bolivia. A key requirement for future success in shared management of health systems is to tighten formal agreements with municipal and regional governments and MOH Districts. Another requirement is on-going training of municipal authorities in the basics of health governance. This is essential given the frequent changes that take place among municipal leaders. Another key for success is for CSRA to reduce its commitment to municipal governments that do not provide the agreed upon counterpart funding. As CSRA enters into new geographical areas, clear conditions are now placed on municipal government partners, including a commitment for on-going operational expenses for local health systems.
Future Challenges. It is desirable that new examples of Good Practices are added and accumulated continually and systematically. This will allow the final report of Annex VIII activities to cover a wider regional area and collect more cases covering the full range of issues. This will overcome the present deficiencies in some areas and enhance the value of this report to users. For example, although sand sedimentation into reservoirs is one of the most urgent issues that require prompt measures all over the world, the collection of cases includes only one example which is related to a small-scale reservoir in Asia. In addition, it is possible to collect cases on subjects and issues not already included in this report. This could include “change in river topography associated with flooding or sand sedimentation” and “outbreak of water- borne infectious diseases”, which have already been recognized widely, and cases dealing with contributions towards the reduction of global warming (for example, CDM using hydropower) as a contemporary case related to benefits brought about by hydropower development. Table 1: List of Good Practice Reports (1/2) Key Issue & Project Name (*1) Country Main Subject (GP) (*2) Project Type (*3) GP Phase (*4) Sub Key Issues Climate (*5) Major Reasons for Success KI-1: Biological Diversity 1 Okinawa Seawater PSPP Japan Ecosystem Conservation Measures PS CO Cf Consult Experts 2 Okutadami & Ohtori Expansion Hydropower Project Japan Ecosystem Conservation Measures R PC 11 Cf EMS, Proper Design, Adadptive Mnagement 3 Shin-Hannou Substation Japan Afforestation and Revegetation of Construction Site in Harmony with Surrounding Environments SS PCO 10 Cf Consult Experts 4 Tomura PP Japan Post-Project Investigation of River Ecosystem Recovery R O Df Consult Experts & Stakeholders, Proper Monitering 5 Palmiet PSPP South Africa Ecosystem Conservation by Environmental Management Plan PS PCO 14 Cs EIA & Proper Planning, Consult Experts & Stakeholders KI-2: Hydrological Regimes
Future Challenges. Fish Flow Releases 5 The City has not yet finalized a flow agreement with state and federal fishery agencies. Two flow 6 regimes have been identified and are being used by the WSAC to assess water supply reliability 7 implications. The lower bound flow regime is called “City Proposal” and the upper bound flow regime 8 is called “DFG-5.” Both result in less water available for diversion than the natural flows discussed 9 above and both have different impacts on the long-term availability of water to meet City needs.
Future Challenges. As described above, in the thirty-some years since the Stockholm Conference in 1972, the international commu- nity has held many conferences to try to resolve global environmental issues. Numerous discussions have been held, covering differences dividing the northern and southern hemispheres. For example, in the discussion about a post-2013 framework at the 2002 Johannesburg Summit (attended by heads of States from 104 countries and representatives from over 190 countries), while the developed countries sought a framework that would require the participation of all countries, the Group of 77 (G77) and China (a group of developing states in the UN) were worried about missing out on their countries’ oppor- tunity for economic development and took an opposing stance, saying that until the developed countries could fully implement the Kyoto Protocol, they should not ask other countries for new commitments. The difference in position and opinion also exists within the camps of the developed countries and the developing countries. Among the developed countries, there were debates on how to formulate a post-2013 framework, including methods to determine the national emissions tar- gets and the base year. The developing countries, represent- ed by the G77 and China, are made up of many groups; namely, emerging economies such as China, India, and Brazil; OPEC countries that export oil to developed coun- tries and Arabian oil-producing countries; the Alliance of Small Island States (AOSIS) that are most vulnerable to the impacts (rise in sea level) of global warming; and African countries that have low GHG emissions but are most sus- ceptible to the impacts of global warming. Thus, the groups advocated different claims based on their different positions. For example, the AOSIS, wary of the rise of the emerging economies, asserted that differentiated responsibilities among developing countries should be incorporated into the post-2013 framework. The position and opinion held by different countries are becoming increasingly complicated. As a result, interna- tional negotiations of global warming issues have also become extremely difficult. In order to reduce GHG emis- sions drastically on a global scale and find a solution to global warming issues, the post-2013 framework must
Future Challenges. As the post-WTO era will be characterised by further economic development and global integration and will open up business opportunities as well as challenges for Vietnamese enterprises, strategic foci aimed at enhancing competitiveness through human capital should be addressed (see Table 10). This can be seen across the spectrum of the main HRM practices areas, from acquiring, utilising and developing to retaining. Obviously, the level of challenges and prospects concerning HRM may differ considerably in terms of urgency, scope and impact from one type of organisation to another (Xxxxx et al., 2008). Consequently, a company and sector- specific HRM policy is needed in order to respond to the changing labour market and HRD needs. TABLE 10: HRM CHALLENGES AND RESPONSES HRM area Current status Solutions Acquiring • Recruitment and selection (R&S) not regulated or standardised • External channels of recruitment not fully exploited • HR planning and HR information system (HRIS) • Job analysis and description • R&S based on job requirements and qualifications of applicants • Standardisation of processes Utilising • No structured orientation • Placement and appointment based on relationship rather than merit • Socialisation program for recruits (corporate culture) • Best match job/qualifications • Define core staff (downsizing) • Use outsourcing alternatives Developing • No or inappropriate training and development (T&D) program • No career planning or succession chart • Promotion based on seniority and relationship • Reserve budget for T&D • Career plan for each employee • Succession plan • Job rotation • Development plan for executives, potential managers and professionals Retaining • Pay under industry standard; no link between pay and performance • Competent and willing performers not recognised and rewarded properly • No relationship between reward policy and corporate business development strategy • Lack of support from management • Working environment not appropriate • Industry remuneration review (participation in industry salary survey) • Pay for performance; incentives linked to key business indicators • Linking goal-setting and performance achievement • 360° degree evaluation and feedback; performance management system • Better employee-employer relationship; regular employee satisfaction survey SOURCE: Adapted from Xxxxx (2006: 249)
