OCR: Student's remediation plan not discriminatory

2021 ◽  
Vol 23 (1) ◽  
pp. 11-11
Keyword(s):  
Remediation Plan

Identification and Remediation of At-Risk Student Clinicians in Audiology and Speech-Language Pathology

2008 ◽  
Vol 18 (1) ◽  
pp. 24-31
Author(s):  
Martha Wilder Wilson ◽  
Elizabeth Zylla-Jones
Keyword(s):  
At Risk ◽  
Training Programs ◽  
Professional Services ◽  
Speech Language Pathology ◽  
High Quality ◽  
The Public ◽  
Language Pathology ◽  
Remediation Plan ◽  
University Training ◽  
At Risk Student

Abstract The goal of university training programs is to educate speech-language pathology and audiology students to become competent and independent practitioners, with the ability to provide high quality and professional services to the public. This article describes the behaviors of “at-risk” student clinicians, so they may be identified early in their practica and remediation may be implemented. The importance of establishing a student at-risk protocol is discussed as well as a remediation plan for these students. This article summarized the Auburn University Speech and Hearing Clinic’s Student At-Risk Protocol, which may serve as a model for university training programs. The challenges of implementing such a protocol are also discussed.

scholarly journals Risk communication and trust in decision-maker action: a case study of the Giant Mine Remediation Plan

2013 ◽  
Vol 72 (1) ◽  
pp. 21184 ◽  
Author(s):  
Cynthia G. Jardine ◽  
Laura Banfield ◽  
S. Michelle Driedger ◽  
Christopher M. Furgal
Keyword(s):  
Risk Communication ◽  
Decision Maker ◽  
Mine Remediation ◽  
Remediation Plan

A Dialogue-Centric Approach to Environmental-Remediation Decision-Making

2011 ◽  
Author(s):  
Laurel Boucher ◽  
James F. Clark
Keyword(s):  
Decision Making ◽  
Department Of Defense ◽  
Environmental Remediation ◽  
Leadership Skills ◽  
Decision Making Process ◽  
Remediation Plan ◽  
The Impact ◽  
The U.S ◽  
Poor Management ◽  
Responsible Party

This paper outlines a multi-step approach to streamline and enhance the decision-making process that guides environmental remediation. The inability of the responsible party and the various stakeholders to reach agreement on the remediation plan can delay the remediation, result in financial penalties, and lead to the development of an adversarial stance that inhibits the ability of the parties to work together in a creative and constructive manner. The approach presented by the authors is designed to expand dialogue in a way that moves it beyond technical or fiscal matters by addressing what the authors describe as the “hidden barriers” to productive dialogue. These “hidden barriers” include: self-interests, the perception as to how people are being treated, a lack of clarity or poor management of responsibilities and accountabilities, unclear or convoluted communication protocols, and an underlying tone of conflict and cynicism. A key element of the multi-step approach outlined in this paper is the process of uncovering these “hidden barriers” and addressing them in a way that turns discourse into collaboration. The paper describes a model the authors have used to streamline and enhance the process of creating sustainable agreements both for the U.S. Department of Energy’s Office of Environmental Management as well as the U.S. Department of Defense for a variety of environmental remediation projects. The results of this approach include the acceleration of an environmental clean-up from a projected 19 years to 11 years, the development of innovative technical strategies, the reduction of a major backlog of environmental proposals requiring review and comment, and the distinction accorded one group of being recognized as a model of effective partnering. The approach described has widespread implications not only because its use can be expanded to include a multitude of decision-making applications but also because of the impact it creates by expanding both the management and leadership skills of those who use it.

scholarly journals TRANSFORMATION OF ANTI-CRISIS MANAGEMENT OF ENTERPRISES IN ACCORDANCE WITH THE CODE OF UKRAINE ON BANKRUPTCY PROCEDURES

2021 ◽  
Author(s):  
Yaroslava Nazarenko ◽  
Nataliia Tesliuk ◽  
Nataliia Levkovets
Keyword(s):  
Crisis Management ◽  
World Bank Group ◽  
Institutional Conditions ◽  
Doing Business ◽  
Court Proceedings ◽  
Bank Group ◽  
International Experts ◽  
Remediation Plan ◽  
Practical Recommendations ◽  
Selection Of

Anti-crisis management of Ukrainian enterprises takes place in difficult institutional conditions, which is confirmed by international experts and analytical studies of the World Bank Group. It is determined that Ukraine’s indicators are several times lower than those indicators in OECD high-income countries and European countries (Doing Business 2020). The purpose of the study is to substantiate the theoretical and methodological foundations of crisis management and develop practical recommendations for the transformation of crisis management in accordance with the provisions of the Code of Ukraine on bankruptcy procedures. Approaches to the selection of types of crisis management are generalized. The types of crisis management that have been transformed under the influence of the Code of Ukraine on bankruptcy procedures are identified. The Code of Ukraine on bankruptcy procedures defines the features of anti-crisis management of the enterprise in the event of a crisis. Thus, changes in current legislation lead to the need to transform crisis management and take into account changes in the basic provisions of the legal support of business. The Code of Ukraine on bankruptcy procedures determines the possibility of reorganization before the opening of bankruptcy proceedings and court proceedings (disposal of property, reorganization and liquidation). The Law of Ukraine “On restoring the debtor’s solvency or declaring him bankrupt” and the Code of Ukraine on bankruptcy procedures are generalized and the existence of changes in the current legislation that produce a change in anti-crisis management of the enterprise is determined. The process of reorganization requires special attention and study before the opening of bankruptcy proceedings, when the management of the enterprise is obliged to: inform the founders about the presence of signs of bankruptcy; to hold a meeting of the founders and ensure the decision on reorganization; develop a remediation plan and liquidation analysis; convene a meeting of creditors and also submit to the commercial court the approved reorganization plan for approval. The scheme of sequence of carrying out of reorganization before opening of proceedings in bankruptcy case is constructed.

Creative Destruction

Love Canal ◽  
2016 ◽  
Author(s):  
Richard S. Newman
Keyword(s):  
Test Data ◽  
The State ◽  
Rust Belt ◽  
Love Canal ◽  
Safe Place ◽  
Niagara Falls ◽  
Black And White ◽  
Health Commissioner ◽  
Remediation Plan ◽  
Positive Statement

Although the tenth anniversary of the crisis pictured Love Canal as a thing of the past, the area still inspired dreams of development in the future. That became clear in September 1988, when Health Commissioner David Axelrod returned to Niagara Falls to announce that the state would back Love Canal resettlement. The longtime mayor of Niagara Falls, Michael O’Loughlin, beamed at the news. This was the first “positive statement about Love Canal” in years, he said. Axelrod’s resettlement recommendation was the result of a five-year, $14 million study. Using massive amounts of test data, the study drilled down into Love Canal’s new nature to see if the monumental remediation plan had worked. The study determined that parts of the ten-block Emergency Declaration Area (EDA) had acceptable chemical levels and only slightly higher contamination risks than comparison areas hard by landfills, steel plants, and old manufacturing facilities in the American Rust Belt. While no one could certify the neighborhood’s absolute safety, Axelrod proposed that people might soon move into sections of the nearly empty subdivision. Former residents again fumed at Axelrod. Joann Hale called Axelrod’s decision “piece meal,” at best, and dangerous at worst. Anything but a “black and white” answer about the safety of resettlement was wrong. The ETF’s Roger Cook said that resettlement posed “unacceptable risks” to future residents. Janet Ecker, a former resident not known for screaming and shouting, told a reporter that Axelrod’s announcement was “very sad.” “I don’t agree it is a safe place. The chemicals don’t know that they’re supposed to stop” at certain places. The mere mention of Love Canal brought back unhappy memories to Ecker, who left in 1980 for Florida and was still “glad to be as far away as I can get from that place.” Lois Gibbs went even further: it was morally wrong for the state to resettle the area. As these divergent perspectives on Axelrod’s announcement indicated, Love Canal remained a hotly contested environment well after final evacuation had occurred.

Phosphorus Budget and Remediation Plan for Big Platte Lake, Michigan

2010 ◽  
Vol 136 (5) ◽  
pp. 576-586 ◽  
Author(s):  
Raymond P. Canale ◽  
Todd Redder ◽  
Wilfred Swiecki ◽  
Gary Whelan
Keyword(s):  
Lake Michigan ◽  
Phosphorus Budget ◽  
Remediation Plan

scholarly journals Development of a clinical skills remediation program for chiropractic students at a university

2018 ◽  
Vol 32 (2) ◽  
pp. 152-158
Author(s):  
Suzanne D. Lady ◽  
Leslie A.K. Takaki
Keyword(s):  
Student Performance ◽  
Clinical Skills ◽  
Clinical Skill ◽  
Acceptable Level ◽  
Educational Institutions ◽  
Important Goal ◽  
Assessment Measures ◽  
Consistent Assessment ◽  
Remediation Plan ◽  
Chiropractic Students

Objective: An important goal of chiropractic educational institutions is to ensure that all graduates reach an acceptable level of clinical competency and thus institutions are equipped to offer traceable remediation when skills fall below certain benchmarks. Methods: Working with key individuals in the faculty, administration, and assessment department, a process of remediation was created and materials were produced that could be used by faculty and assessment staff to focus on a student's lack of knowledge, technique, or documentation in specific clinical skill areas. The primary goal was to create an individualized remediation plan that suits the specific needs of the student. Results: Utilization of the remediation center continues to increase. Referrals to the center for fiscal years 2015, 2016, and 2017 were 60, 125, and 126 students, respectively. Retesting rates after remediation continue to be high, with 98.3%, 95.2%, and 95.8% for fiscal years 2015, 2016, and 2017, respectively. Conclusion: We developed and implemented a chiropractic remediation program to satisfy the need for objectively identifying and remediating clinical skill deficiencies. This remediation program experienced an increase in use in its initial 3 years of operation, indicating more inclusion of the program across the departments, clinics, and assessment. The outcome of remediation is still not clear because there are no consistent assessment measures in place to determine pre- and postremediation student performance.

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