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The student community in colleges and universities is based on students’ common living areas, and the community service model in colleges and universities should be student-oriented and centered on students’ development. This paper proposes a one-stop community service model from a student-oriented perspective, with the service community model and service recommendation model being the main component modules. In the service community model, a context-based association relationship mining algorithm is proposed to add time and location contexts to the collaborative filtering algorithm in order to obtain a collection of similar users and services. After constructing the one-stop service community, a service recommendation algorithm based on a trusted coalition is proposed to introduce student credibility and service usage frequency to achieve personalized recommendations of services. University H’s student community implemented the one-stop community service model. After the practice, the mean value of each dimension of the community’s service mode and content evaluation was greater than 3, and the overall satisfaction evaluation value of the community was 39.49, which was extremely significant compared with the evaluation value of University C (P<0.01). The mean value of students’ mental health evaluation reached 3.33.

With the continuous development of higher education, campus management needs to make changes with the times. The one-stop student community is of great significance in enhancing students’ comprehensive ability and meeting their diversified needs. The study designs a one-stop student community that includes a one-stop student service hall, a student dormitory management center, a student mental health education center, and a network information platform. A student community evaluation model was constructed to evaluate and analyze the effectiveness of the student community. Students rated the community culture and environment of the one-stop student community with the highest mean value (3.75) and the quality and scope of community building with the lowest mean value (3.55). The mean value of students’ ratings on the five dimensions was greater than 3.5, and they made positive evaluations on all five dimensions and the one-stop student community has a positive effect on students’ overall competence. The significant p-values of the five dimensions of the one-stop student community, namely, governance goal and orientation, governance personnel and team, governance content and method, governance system and mechanism, and governance significance and effect, are all less than 0.05 in terms of gender, grade, and specialization, which indicates that there is a significant difference in the evaluations of the five dimensions by students with different genders, grades, and specializations.

In the European energy market, the community energy sector is earmarked to make a significant contribution to the transition from fossil fuels to sustainable sources. Based on the diffusion of innovation model, large-scale development of community energy requires that the concept and the success of existing energy communities be widely communicated to potential participants and that user confidence be developed over time. In this paper, we present the architecture, design, prototyping, and testing of a digital support platform, co-designed with EU-wide energy communities, to support this process. The platform has been designed to engage early-stage or ongoing groups to progress projects and to connect and share experiences with other communities. This “community of communities” creates the necessary communication channel defined in the Diffusion of Innovation model. A transactional architecture for such a platform is outlined with clear links to all community energy actors. Based on this architecture, a prototype one-stop-shop (OSS) implementation is presented. Feedback gathered and lessons learned from beta testing with a representative group of end-users are outlined. The OSS architecture shows potential as a communications channel to expand the community energy concept and as a monitoring tool to track the progress of the energy community sector.

Background Malaria continues to pose a significant public health challenge for pregnant women in Ethiopia. This study explores the facilitators and barriers influencing malaria prevention and treatment services to this vulnerable group, emphasizing systemic, policy, and community-level factors within Ethiopia’s healthcare framework. Methods A qualitative study engaged 49 multi-level stakeholders in the prevention and treatment services, including policymakers, programme managers, advocacy groups, and healthcare service providers from diverse geographic, socio-economic, and epidemiological contexts. Data from interviews and field notes were analysed using Open Code 4.03, with inductive thematic analysis. Results The study identified key to facilitators and barriers, reflecting multi-level influences on malaria service delivery for pregnant women. The facilitators included prioritization of pregnant women in bed net distribution, active partnerships with non-governmental organizations, increased antenatal care contact time, expanded diagnostic infrastructure, community engagement, and local leadership participation, However, barriers were multifaceted: chloroquine shortages, fragmented service delivery, staff shortages, and bed net misuse hindered prevention and care. Policy gaps, such as the absence of targeted interventions and delayed adoption of WHO-recommended intermittent preventive treatment (IPTp), further impeded progress. Critical systemic gaps included inadequate data surveillance and underreporting of asymptomatic cases, which hindered targeted resource allocation and programme evaluation. Conclusion While Ethiopia demonstrates progress towards maternal services through decentralization of diagnostic services, increased antenatal care contact time, and community engagement. Persistent challenges in resource allocation, staffing, disintegrated service delivery and data surveillance hinder malaria care for pregnant women. Strengthening supply chains, adopting \"one-stop-shop\" ANC models, and piloting IPTp are essential. Improving digital surveillance with pregnancy-specific indicators and routine screening can guide equitable, evidence-based responses.

Energy efficiency is vital for energy transitions, and energy-poor, vulnerable, and hard-to-reach groups are at risk of being left behind. In this context, local middle actors have been suggested as partners in deploying targeted energy support. Nevertheless, scarce research has engaged with them to assess if they are willing and capable of contributing, if they can reach households, and if they have unmet needs. In this research, we draw on the mapping of 198 local organizations and 34 semi-structured interviews conducted after deploying a pilot energy support service in Setúbal, Portugal. Interviews characterized the organizations and target audiences, assessed energy literacy, explored potential collaborative roles, and recognized drivers, barriers, and solutions. Results show that most organizations are willing to disseminate activities, forward citizens, facilitate contacts, co-organize events, and participate in training. Half can identify vulnerable families for proactive support. Drivers include environmental concerns, community participation, and social support. However, few seem able to conduct energy support, hire/redirect staff, or participate in coordination. Scarce human resources, lack of time, other priorities, and financing concerns severely constrain local organizations. This case study finds some potential for local organizations to act as intermediaries in energy support, building on their communication channels and trusted relationships to fulfill specific roles. However, they are often hard-to-reach themselves and burdened with demanding activities. Thus, we suggest that fostering collaborations with local organizations is challenging but possible. It requires dedicated funding, time, and resources to empower, capacitate, and reward middle actors for their contributions in delivering energy support.

This paper aims to adopt a governance innovation policy that is new in current practice by One-Stop Integrated Services. Qualitative approaches to finding data were collected from multiple sources information who implemented overall license programs. This research conducted based on sources semi-structured interviews with key-informants, stakeholders, businessmen, and policy experts was used simple random sampling based on consideration types of services and distribution of industrial estates in assuming the number of elements in each sub-population is different. This research contributed to develop service governance that has succeeded in enhancing service quality and public satisfaction by One-Stop Integrated Services who has adopted digital transformed by government bureaucrats in designing service strategies, includes e-services, strengthening public supervision, and strengthening the innovation ecosystem so that the role of the community as service users can actively participate as government partners in the future.

The innovative role of “One-Stop Integrated Services” (one-stop service in Indonesia) is now being developed. On the other hand, the problems faced by the community in their efforts to obtain service have not been decomposed precisely. The issue of distance and travel time to the service center (service offices: OSS) and the resulting costs are still burdensome. This situation is very prevalent in communities in districts, cities, and provinces, because Indonesia’s topography is divided into land administration areas and large islands.The aim is to unravel the burden of problems faced by the community of service users in the land administration area and large islands. The authority, main tasks, and functions of the “one-stop integrated service office” can be stretched close to the residents of far-flung communities in remote areas, because the original public service users are there.Technically, the tasks and functions of PTSP services are delegated through sub-district offices in various parts of the region, and may even be delegated to the village offices/village offices. PTSP parties only need to place 1 (one) up to 2 (two) personnel to carry out this task. This technique administratively utilizes government work networks and e-gov networks that are ready and able to mediate recording and transactions in real time. Regional Government Banks can also provide support in the same way to handle the management of super service delivery transactions in various parts of the district.

Background and methodology Little evidence is available on the extent to which one-stop shops address users' sexual health needs and the extent to which they identify additional needs users may not have identified. As part of the One-Stop Shop Evaluation, a questionnaire was designed to compare the reasons for users' visits and the reported outcomes of visits at a one-stop shop with the experiences of users in separate genitourinary medicine (GUM) and contraceptive clinics. Results The difference in the proportions of those attending the one-stop shop and those attending the control sites services for a sexually transmitted infection (STI)-related reason who were diagnosed with an STI was minimal, but those attending for an STI-related reason in the one-stop shop were more likely to receive an additional contraceptive outcome. Women attending for a contraceptive-related reason at the one-stop shop were more likely to have an STI screen than those attending the control sites for the same reason, but there was little difference in the proportions amongst this group receiving an STI diagnosis or receiving treatment. When focusing on women attending for a pregnancy-related reason, one-stop shop users were more likely to have received contraceptive advice or supplies. Discussion and conclusions It was not possible in our evaluation to determine the relative effectiveness of the one-stop shop in comparison to the traditional GUM and contraceptive clinics in improving sexual health status, however the one-stop shop was more likely to address additional sexual health needs that service users may not have previously identified.