In the context of new coronavirus COVID-2019 infection spread, many students in numerous higher education institutions have undergone the transition to education applying distance learning technology while medical students undergo partially remote education. It is worth noting that in the setting of the COVID-19 pandemic, remote education is the best prevention measure for decrease in incidence of the new coronavirus infection among students.
This article explores the importance of capability building to the success of public service reforms. It draws on the neglected literature on capability to explore how capability is a product (or not) of the interaction between the skills, experience and methods of an individual – and the culture, structures, processes of the organisation they work in. The analysis identifies four key features of successful capability-building reforms in the UK, which are also found in the early successes of the Goal Programme for Public Service Reform and Innovation: an iterative and permissive approach to project identification and scoping; projects on high-priority, cross-cutting outcomes that demand new ways of working; projects that are connected with conducive elements of the organisational and leadership context; projects that are designed to create or adapt ‘enabling routines’ which civil servants ‘learn by doing’. Such reforms have acted as capability factories. And as the early adopters of new routines rise through the organisation and take on new roles, they become advocates and teachers of the routines and practice they have acquired. This is how organisations learn and build the capability they need to succeed.
The article proceeds from the context for corporate governance in the public sector in Ireland. It examines the adoption and evolution of corporate governance guidance, standards and codes, and focuses on the Code of Practice for the Governance of State Bodies. In reflecting on the scope and depth of the provisions of the state body code, the article points to various implementation challenges using examples in the areas of culture, risk appetite and assurance arrangements. The article concludes by pointing to future challenges and suggestions for a research agenda for corporate governance in the public sector in Ireland.
This article examines the choices made by Norwegian distribution companies during three key phases of cinema lockdown and reopening in 2020. Though the article mainly aims to chronicle this particular moment in time I find that Norwegian and Scandinavian VOD-services acted differently than international services and that, while distributor companies used several different strategies in the face of sudden change, no one was close to recouping the losses from the lack of ordinary cinematic exhibition.
The article discusses some developments in the audio- visual media industry in Germany that became apparent during the pandemic. Tendencies in the production, distribution and consumption of film, television and streaming are examined. While streaming platforms and linear television are becoming more important, cinemas are facing some problems.