Search

In March 2020, the Dean of the George Washington (GW) University School of Medicine and Health Sciences (SMHS) and the GW COVID-19 Incident Management Team asked the Senior Associate Dean for Clinical Public Health to initiate a daily report that surveyed COVID-19 literature/resources. This COVID-19 Intelligence Report would serve as a concise, authoritative source of COVID-19 information for clinicians, the Incident Management Team, and operational leaders. The Senior Associate Dean established an Intelligence Gathering Team comprised of clinicians and librarians. Himmelfarb librarians facilitated the collection, distribution, and archiving of COVID-19 resources and Intelligence Reports. [ABSTRACT FROM AUTHOR]

'Reporting and monitoring systems cannot be hurriedly cobbled at the first sign of an impending emergency‟. Crisis Management Cell was established on 29 January 2020 as part of the Medical Directorate COVID-19 response strategy with a mandate to act as a data collection point & repository for relevant decision making and policy formulation. Since its inception, it has proved its mettle by enabling a paradigm shift from an existing traditional passive surveillance system to an active, near-real-time data collection and dissemination arrangement. This transition involved a whole-hearted commitment of top brass and a herculean effort on part of Crisis Management Cell. Its functioning non-stop, 24/7 on war-like footings for attaining assigned objectives has been highly appreciated by all rank and file. By writing this case study, authors intend to share the work done by Crisis Management Cell for nearly seven months. By narrating a tale of blood, sweat and tears the purpose is to critically review the Crisis Management Cell structures, processes and outcomes. We provide insightful lessons and discerning tips based on our firsthand experience of what went well, what did not, and what could. The purpose is not only to highlight its distinctive work but also to highlight that the tasks were performed at break-neck pace. We conclude by commenting on the utility and effectiveness Crisis Management Cell in achieving the desired output which is also evident from the fact that its initial mandate pertaining to COVID-19 was expanded later to include Dengue Surveillance and Disease Early Warning System. [ABSTRACT FROM AUTHOR]

Recent development of online tools based on Web 2.0 are enabling the creation of metrics on the number of users who "read", "comment", "tweet", "share" or "discuss" scientific and academic papers. All these metrics are commonly known as 'altmetrics'. Altmetrics have gained importance recently because in the field of scientific communication and evaluation they are increasingly considered a key data source for studying the 'social impact' of science. This progress report presents an overview of the major conceptual advances, events and projects that have occurred around altmetrics in 2014, and also reflects on possible developments and practical applications that are expected in this area in the near future. [ABSTRACT FROM AUTHOR]

Presentation of the main projects and initiatives related to open access conducted during 2014, based on a bibliographical review of published studies and analysis of some activities that occurred that year. It has been divided into four sections: repositories, journals, research data and promotion policies. We found maturity and robustness of the open access movement, which continues to advance on all fronts, with a tendency to broaden the focus to what is called open science. [ABSTRACT FROM AUTHOR]

A tour is provided of the features, possibilities, scientific, technical and technologies that are collected under the interdisciplinary umbrella of big data and web analytics from the point of view of its application in practice. A reflection is offered about the challenges, risks and problems that the tools and data cannot resolve on their own, as well as the contexts in which these data processing techniques are useful for decision making. [ABSTRACT FROM AUTHOR]