Search results

This chapter maps out and provides a rapid assessment of, the successes and shortcomings of key national interventions on youth employment in South Africa. It focuses on programmes intended for young people aged 15–34 years of age, considering the specific needs of 15–24 year olds as compared 25–34 year olds and the particular needs of young women, youth with different educational qualifications, youth from the rural areas, youth with disabilities as well as youth from varied socio-economic backgrounds and social issues. The conceptual framework underpinning this chapter informs the way in which the data has been categorised and analysed. The framework is underpinned by a core assumption, that, while unemployment is a national challenge in South Africa, there are particular challenges that specifically affect youth. This requires a youth employment strategy that addresses the needs of different cohorts of young people and specifically addresses the myriad of ways in which young people transition into the labour market. The chapter further proposes that we need to understand that enabling successful Labour Market Transitions necessitate a strategy that can overcome ‘failures’ with respect to both supply and demand as well as ‘failures’ of alignment between supply and demand.

Healthcare is indispensable for any civilisation to attain a good quality of life and well-being on both mental and physical levels. The healthcare domain primarily falls under pharma, medical, biotechnology, and nursing. Also, other fields may be aligned with these primary fields. Healthcare amasses the contemporary trends and knowledge of upcoming techniques to improve healthcare processes. The practitioners are primarily doctors, nurses, specialists and health professionals, hospital administrators, and health insurance.

It is a fundamental attribute needed for any society to attain good quality of life and well-being in mental and physical health. It is a fundamental right of people to receive good healthcare where drug treatment and hospitalization are available at a nominal cost, as a requirement of today’s modern era. There appears to be a significant disparity in the availability of good healthcare in rural areas compared to urban in India. Even though we enter the digital era with the facilities offered in Industry 4.0 and other advanced technologies brings about a significant change of overall processing within healthcare systems. During the pandemic of COVID-19, there has been digital transformation with success globally. Healthcare cooperatives are a new norm to support the healthcare systems globally. The chapter discusses Gampaha healthcare cooperative and reviews Ayushman Sahakar scheme in India. The reforms require time to evolve.

The history of the profession in Central and Eastern European (CEE) countries is not a long one; it results from their history, their size, their spending on research and innovation, their position in geopolitics and world economy. Nevertheless, what makes it exciting is the fact that we are just at the birth of the profession in the region. Historically, there have been very few professionals either related to or officially recognised as Research Managers and Administrators (RMAs) in CEE countries, resulting in their limited resources and capabilities. Nevertheless, some RMAs have found the way to start mutually beneficial collaboration for the sake of their own professional development, for their institution’s and country’s competitiveness by launching networks of RMAs or using regional or European funds for capacity building and developing training or educational programmes.

This chapter aims to provide a short summary of the profession in CEE countries while highlighting a few cases which show how the RMA profession is moving forward but still lagging behind.

This chapter outlines milestones and circumstances that led to the evolution of the profession of research management and administration (RMA) in Poland. The RMA has a history stretching back around 20 years, with the breakthrough year being in 2007, when the Polish National Council for Research Project Coordinators (KRAB) was established. Currently, the Polish community of RMA is scattered across universities, scientific and research institutes; and its RMAs are employed in research support centres, national/international research programmes offices or welcome offices. At the national level, main activities concerning RMA are centred around KRAB and its pool of activities related to research project management implemented by International Project Management Association (IPMA) Poland. In some respects, RMA can still be considered a semi-profession in the country; and RMAs are that part of the administration staff engaged with the development of scientific excellence in research institutions: they are more often an invisible workforce, but necessary to project development and related activities. There are no dedicated RMA certifications available yet, however, support for RMAs in Poland has been consistently becoming stronger and more widespread over the years in the higher education system (HES) and beyond.