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Lokale Voedselinitiatieven Groningen

Deze inventarisatie is uitgevoerd als voorbereidend onderzoek naar de vraag: Wat voor lokale voedselinitiatieven zijn er in Groningen en wat hebben deze nodig om hun beoogde meerwaarde blijvend te kunnen realiseren en zichtbaar te maken?Deze inventarisatie op basis van literatuurstudie en interviews geeft:- een overzicht van bestaande voedselinitiatieven rond de stadsregio Groningen;- een beeld van de meerwaarde zoals die in de literatuur en vanuit de praktijk is aangegeven;- knelpunten waar lokale voedselinitiatieven mee te maken (kunnen) krijgen;- aanbevelingen voor toekomstige ontwikkeling van lokale voedselinitiatieven, zoals aangetroffen in literatuur en praktijk.

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Lokale Voedselinitiatieven Groningen

Deze inventarisatie is uitgevoerd als voorbereidend onderzoek naar de vraag: Wat voor lokale voedselinitiatieven zijn er in Groningen en wat hebben deze nodig om hun beoogde meerwaarde blijvend te kunnen realiseren en zichtbaar te maken?Deze inventarisatie op basis van literatuurstudie en interviews geeft:- een overzicht van bestaande voedselinitiatieven rond de stadsregio Groningen;- een beeld van de meerwaarde zoals die in de literatuur en vanuit de praktijk is aangegeven;- knelpunten waar lokale voedselinitiatieven mee te maken (kunnen) krijgen;- aanbevelingen voor toekomstige ontwikkeling van lokale voedselinitiatieven, zoals aangetroffen in literatuur en praktijk.

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Body Weight and Composition Changes in Geriatric Rehabilitation Are Dependent on Sarcopenia and Malnutrition: RESORT

ObjectivesBody weight and muscle mass loss following an acute hospitalization in older patients may be influenced by malnutrition and sarcopenia among other factors. This study aimed to assess the changes in body weight and composition from admission to discharge and the geriatric variables associated with the changes in geriatric rehabilitation inpatients.DesignRESORT is an observational, longitudinal cohort.Setting and ParticipantsGeriatric rehabilitation inpatients admitted to geriatric rehabilitation wards at the Royal Melbourne Hospital, Melbourne, Australia (N = 1006).MethodsChanges in body weight and body composition [fat mass (FM), appendicular lean mass (ALM)] from admission to discharge were analyzed using linear mixed models. Body mass index (BMI) categories, (risk of) malnutrition (Global Leadership Initiative on Malnutrition), sarcopenia (European Working Group on Sarcopenia in Older People), dependence in activities of daily living (ADL), multimorbidity, and cognitive impairment were tested as geriatric variables by which the changes in body weight and composition may differ.ResultsA total of 1006 patients [median age: 83.2 (77.7–88.8) years, 58.5% female] were included. Body weight, FM (kg), and FM% decreased (0.30 kg, 0.43 kg, and 0.46%, respectively) and ALM (kg) and ALM% increased (0.17 kg and 0.33%, respectively) during geriatric rehabilitation. Body weight increased in patients with underweight; decreased in patients with normal/overweight, obesity, ADL dependence and in those without malnutrition and sarcopenia. ALM% and FM% decreased in patients with normal/overweight. ALM increased in patients without multimorbidity and in those with malnutrition and sarcopenia; ALM% increased in patients without multimorbidity and with sarcopenia.Conclusions and ImplicationsIn geriatric rehabilitation, body weight increased in patients with underweight but decreased in patients with normal/overweight and obesity. ALM increased in patients with malnutrition and sarcopenia but not in patients without. This suggests the need for improved standard of care independent of patients’ nutritional risk.

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Body Weight and Composition Changes in Geriatric Rehabilitation Are Dependent on Sarcopenia and Malnutrition: RESORT

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Analysis of banana value chain in Ethiopia

Banana is an important commercial fruit crop for smallholder farmers in Arba Minch, southern Ethiopia. However, its sector is experiencing many constraints and limited attention given to productivity and marketing. Therefore, this study was conducted to analyze the banana value chain in order to identify constraints on productivity and marketing, and possibilities of improvements towards a sustainable value chain in Arba Minch. Data were collected through a survey, key informants’ interviews, and focus group discussions. Different analytical and statistical tools were used for data analysis. Results describe actors, supporters, and influencers of the existing banana chain. The current banana chain has three different distribution channels in Arba Minch. The channel that connects with rural consumers has the highest value share for farmers while the channel that includes traveling traders has the lowest value share for farmers. The marketing cooperative channel has an intermediate value share for farmers in the chain. Poor agronomic practice, diseases, pests, and climate change were the major constraints for the banana yield while limited market information, lack of cold store and refrigerated trucks, poor post-harvest handling, lack of alternative markets, and weak capacity of cooperatives were the main constraints for banana marketing in Arba Minch. Economic, social and environmental indicators have a moderate sustainability performance within the Ethiopian context. The chain has an advantage in terms of profitability, employment, emission of air pollutants and constraints in terms of coordination, value share, profit margin, market diversity, product and market information, transportation, waste management, and safety and hygiene.

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Analysis of banana value chain in Ethiopia

Banana is an important commercial fruit crop for smallholder farmers in Arba Minch, southern Ethiopia. However, its sector is experiencing many constraints and limited attention given to productivity and marketing. Therefore, this study was conducted to analyze the banana value chain in order to identify constraints on productivity and marketing, and possibilities of improvements towards a sustainable value chain in Arba Minch. Data were collected through a survey, key informants’ interviews, and focus group discussions. Different analytical and statistical tools were used for data analysis. Results describe actors, supporters, and influencers of the existing banana chain. The current banana chain has three different distribution channels in Arba Minch. The channel that connects with rural consumers has the highest value share for farmers while the channel that includes traveling traders has the lowest value share for farmers. The marketing cooperative channel has an intermediate value share for farmers in the chain. Poor agronomic practice, diseases, pests, and climate change were the major constraints for the banana yield while limited market information, lack of cold store and refrigerated trucks, poor post-harvest handling, lack of alternative markets, and weak capacity of cooperatives were the main constraints for banana marketing in Arba Minch. Economic, social and environmental indicators have a moderate sustainability performance within the Ethiopian context. The chain has an advantage in terms of profitability, employment, emission of air pollutants and constraints in terms of coordination, value share, profit margin, market diversity, product and market information, transportation, waste management, and safety and hygiene.

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Value Adding Management (VAM) of buildings and facility services in four steps

This paper presents a new Value Adding Management (VAM) model that aims to support decision makers in identifying appropriate interventions in buildings, other facilities and services that add value to the organisation, to manage its implementation, and to measure the output and outcomes. The paper builds on value adding management theories and models that use the triplet input-throughput-output, a distinction between output, outcome and added value, and concepts, theories and data on the impact of interventions in corporate real estate and facility services, change management and performance measurement. Furthermore, input has been used from a cross-chapter analysis of a new book in which 23 authors from five different European countries present a state of the art of theory and research on 12 value parameters: satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. The new VAM model follows the steps from the well-known Plan-Do-Check-Act cycle, which are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections. In order to be able to select appropriate interventions in the Plan-phase, this paper includes a typology of typical interventions in corporate real estate and facility services that may add value to the organisation. The Check-phase is supported by an overview of ways to measure the 12 value parameters and related Key Performance Indicators. The new Value Adding Management model connects Corporate Real Estate Management (CREM) and Facilities Management (FM) with general business management in order to align CREM/FM interventions to the organizational context and organizational objectives. The VAM model opens the black box of input-throughput-output-outcome and is action oriented due to the connection to various management and measurement tools.

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Value Adding Management (VAM) of buildings and facility services in four steps

This paper presents a new Value Adding Management (VAM) model that aims to support decision makers in identifying appropriate interventions in buildings, other facilities and services that add value to the organisation, to manage its implementation, and to measure the output and outcomes. The paper builds on value adding management theories and models that use the triplet input-throughput-output, a distinction between output, outcome and added value, and concepts, theories and data on the impact of interventions in corporate real estate and facility services, change management and performance measurement. Furthermore, input has been used from a cross-chapter analysis of a new book in which 23 authors from five different European countries present a state of the art of theory and research on 12 value parameters: satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. The new VAM model follows the steps from the well-known Plan-Do-Check-Act cycle, which are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections. In order to be able to select appropriate interventions in the Plan-phase, this paper includes a typology of typical interventions in corporate real estate and facility services that may add value to the organisation. The Check-phase is supported by an overview of ways to measure the 12 value parameters and related Key Performance Indicators. The new Value Adding Management model connects Corporate Real Estate Management (CREM) and Facilities Management (FM) with general business management in order to align CREM/FM interventions to the organizational context and organizational objectives. The VAM model opens the black box of input-throughput-output-outcome and is action oriented due to the connection to various management and measurement tools.

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The impact of early FM involvement on the use of BIM in the operation and maintenance phase

This research investigates the impact of early facility management involvement on the effective utilization of building information modelling during the operation and maintenance phase. It looks at understanding the factors that encourage building owners to prioritize early facility manager engagement. This research also examined the role of facility managers when involved early in the process, including the stage in which FM should be involved, the additional knowledge and competencies to add value, the main tasks to perform and what barriers should be overcome to involve FM early. Lastly, this research defines the potential added value that early engagement has on the use of BIM in the operational phase. Recognizing that facility managers bear the ultimate responsibility for building management, this study explores how their early engagement can ensure BIM model align with operational needs, maximizing the technology’s benefits throughout a building’s lifespan. By examining the impact of early FM input, this research aims to provide actionable insights for facility managers to contribute to the BIM development process.

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The impact of early FM involvement on the use of BIM in the operation and maintenance phase

This research investigates the impact of early facility management involvement on the effective utilization of building information modelling during the operation and maintenance phase. It looks at understanding the factors that encourage building owners to prioritize early facility manager engagement. This research also examined the role of facility managers when involved early in the process, including the stage in which FM should be involved, the additional knowledge and competencies to add value, the main tasks to perform and what barriers should be overcome to involve FM early. Lastly, this research defines the potential added value that early engagement has on the use of BIM in the operational phase. Recognizing that facility managers bear the ultimate responsibility for building management, this study explores how their early engagement can ensure BIM model align with operational needs, maximizing the technology’s benefits throughout a building’s lifespan. By examining the impact of early FM input, this research aims to provide actionable insights for facility managers to contribute to the BIM development process.

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Lokale Voedselinitiatieven Groningen

Lokale Voedselinitiatieven Groningen

Body Weight and Composition Changes in Geriatric Rehabilitation Are Dependent on Sarcopenia and Malnutrition: RESORT

Analysis of banana value chain in Ethiopia

Analysis of banana value chain in Ethiopia

Value Adding Management (VAM) of buildings and facility services in four steps

Value Adding Management (VAM) of buildings and facility services in four steps

The impact of early FM involvement on the use of BIM in the operation and maintenance phase

The impact of early FM involvement on the use of BIM in the operation and maintenance phase

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Products 162

Lokale Voedselinitiatieven Groningen

Lokale Voedselinitiatieven Groningen

Body Weight and Composition Changes in Geriatric Rehabilitation Are Dependent on Sarcopenia and Malnutrition: RESORT

Analysis of banana value chain in Ethiopia

Analysis of banana value chain in Ethiopia

Value Adding Management (VAM) of buildings and facility services in four steps

Value Adding Management (VAM) of buildings and facility services in four steps

The impact of early FM involvement on the use of BIM in the operation and maintenance phase

The impact of early FM involvement on the use of BIM in the operation and maintenance phase