RELATÓRIO TÉCNICO DE PESQUISAS DO PROJETO GESITI HOSPITALAR PROJETO GESITI/HOSPITALAR.
|
|
- Cecilia Blankenship
- 8 years ago
- Views:
Transcription
1 An Evaluation of the Management of the Information Systems (IS) and Technologies (IT) in Hospitals (GESITI-Hospitals): North-Eastern Planning Region in Bulgaria assoc.prof. Dr. Bistra Vassileva, University of Economics-Varna assist.prof. Nadezhda Kalinova, University of Economics-Varna Toni Avramov, Ph.D., MD, Saint Marina University Hospital Rositca Nedeva, MD, Saint Marina University Hospital Adriyana Miteva, Ph.D. student, University of Economics-Varna Prof. Dr. Antonio José Balloni, Projeto GESITI DTSD Abstract The aim of the report is to present the managerial situation in hospitals in North-Eastern Planning Region in Bulgaria with a focus on IT implementation. Our intention was to assess the penetration level and the key management issues during the process of information systems and technologies (IST) implementation in hospitals. To meet these goals we conducted a study using prospective questionnaire provided by GESITI project. The results helped us to summarise the challenges in IST management as well as to identify the critical points during the IST implementation in Bulgarian hospitals. Several recommendations and implications for future research were defined at the end of the study. I. Introduction The hospital sector in Bulgaria has undergone a series of structural, regulatory and financial changes over the last decade of dramatic political and economic transition. Although hospital reform has lagged behind the reform of primary health care, it has been intensified since Periodicidade da Publicação: Irregular. 1
2 Figure 1. Current healthcare ependiture 1, 2009 As shown in Figure 1, in 2009 the share of current healthcare ependiture as percentage of GDP in Bulgaria was still below European countries average. Health establishments for hospital aid by end-2012 constitute 339 hospitals with a total of beds (Table 1). Table 1. Health establishments as of , number Establishments Number Beds Health establishments for hospital aid Hospitals of which: Multi profile hospitals Specialized hospitals Dermato-venereological centres 8 80 Comple oncological centres Mental health centres Outpatient health establishments Diagnostic and consulting centres Medical centres Dental centres 49 7 Medical-dental centres _%281%29_YB2013.png&filetimestamp= Periodicidade da Publicação: Irregular. 2
3 Establishments Number Beds Medical-diagnostical and medical-technical laboratories Other health establishments of which: Centres for urgent medical aid 28 - Hospices Homes for medico-social care for children Regional health inspections 28 - National centres without beds 7 Source: National Statistical Institute, posted on Compared to the average number of hospital beds per 100 thousands inhabitants for EU-27, Bulgaria eceeds this indicator with more than 100 beds per 100 thousands inhabitants (Figure 2 and Table 2). Of them, private clinics were 92, with a total of 6915 beds. Figure 2. Number of hospital beds, EU-27, (per inhabitants) Source: 27,_ _%28per_100_000_inhabitants%29.png&filetimestamp= Table 2. Healthcare indicators, 2000, 2009 and 2010 (per inhabitants) Practising physicians Hospital beds Nospital discharges of inpatients (ecluding new born babies) EU Bulgaria Czech Republic Estonia Hungary Poland Romania Periodicidade da Publicação: Irregular. 3
4 Source: _2010_%28per_100_000_inhabitants%29.png&filetimestamp= NHIF 2 contract partners in 2011 are as follows: 4030 GP practices; 4700 doctors; 3050 specialists practices; doctors; 5432 dental practices; 5775 dentists; 650 laboratories; 330 hospitals; 2040 pharmacies. As data shows, Bulgaria's healthcare system is oversaturated with medical specialists and hospitals but yet it is inefficient and corrupt 3. According to the report published on the website of the Bulgarian Ministry of Health Care, bribes amount to around 3.6% of the total public epenses on healthcare and pose a great challenge to politicians. According to the newspaper Sega Daily, a total of BGN B have been earmarked for the sector in 2013, meaning that, following calculations of the Ministry of Health Care, around BGN M are circulating in the system in the form of donations and fees for certain services. According to the document and data provided above, Bulgaria's healthcare system has substantially more resources than average European standards. In 2012, for instance, there were 393 doctors per people, compared to the EU average of 333. Despite the promising figures for Bulgaria, however, regional disproportions cause inequalities in access to medical assistance (Table 3). Table 3. Health establishments as of , statistical regions Bulgaria and North-Eastern Planning Region Statistical region: Bulgaria North-Eastern Planning Region Establishments Number Beds Number Share, % Beds Share, % Health establishments for hospital aid of which: Multi profile hospitals Specialized hospitals Outpatient health establishments NHIF - National Health Insured Fund 3 According to a project for a national health strategy for the period Periodicidade da Publicação: Irregular. 4
5 Statistical region: Bulgaria North-Eastern Planning Region Establishments Number Beds Number Share, % Beds Share, % Diagnostic and consulting centres Medical centres Dental centres Medical-dental centres Medical-diagnostical and medical-technical laboratories Other helth establishments Source: Adapted by The supply of doctors by regions varies from 25.6 to 50.2 per people and is highest in the districts with functioning medical universities and university hospitals. According to the Ministry of Health Care, over the net 10 years, the situation is epected to change significantly as a result of the growing scarcity of medical eperts. The deficit of specialists in certain areas has the potential to destabilize the whole healthcare system and to increase the outflow of medical personnel. II. Methodology Both qualitative and quantitative methods were employed in this research. Five hospitals located in town of Varna, North-Eastern Planning Region in Bulgaria were included in the study. Two of them (coded as B1 and B2 ) are independent clinics within the organisational structure of a hospital which is registered as JSC. Qualitative stage. The qualitative study involved in-depth interviews with IT eperts, medical doctors and health care managers, as well as content analysis of secondary sources of information. Four in-depth interviews were conducted with IT eperts working in the field of health care organisations. Five in-depth interviews with medical doctors and health care managers were conducted followed by two sessions of brainstorming after the field work. Content analysis was performed for specialised reports about situation in Bulgarian hospitals and Bulgaria's healthcare system and for the customer opinion and attitudes shared in online forums. Quantitative stage. Periodicidade da Publicação: Irregular. 5
6 The prospective questionnaire provided by GESITI project was used as a tool for collecting primary information from respondents. The questionnaire was translated into English language and then to Bulgarian language. Data were collected by a combination of self-administered surveys and face-to-face interviews. The interviews were conducted by an assistant professor and a Ph.D. student. III. Results and Analysis. Results are presented following the structure of the questionnaire. Table 4. Profile of the hospitals, participated in the survey A B1 B2 C D Foundation date г.* Company s nominal capital, BGN Company s capital composition National National National National Amount of employees Total bed capacity 60 35** Annual amount of appointments that include internment Annual amount of lab appointments Annual hospital morbidity 34: Interviewed persons in the Board of Directors Interviewed persons in IT sector 1 Other interviewed persons * The hospital has been established in the 60s but the actual status was officially registered in ** Total bed capacity of hospital B equls to 1017 beds. Respondents positions in analysed hospitals are as follows: Hospital A - Medical Director; Hospital B1 - Medical Director; Hospital B2 - Assistant professor, Ph.D.; Hospital C - Medical Director; Hospital D - HR Manager. Table 5. Type of analysed hospitals Type of hospital Public Private University Municipal Periodicidade da Publicação: Irregular. 6
7 Hospitals are selected purposely to cover the whole range of different types of their ownership in order to conduct a comparative analysis later on. According to the answers, all respondents agree that their hospitals meet costumer needs and satisfy consumer wants and requirements. Unfortunately, we found out that there are a lot of negative opinions and attitudes shared in online forums about service quality provided in respective hospitals. Table 6. Health services scope of the hospitals Health services scope of the hospital A B1 B2 C D City 20% Region 70% State 10% International HUMAN RESOURCES Situation with human resources in respective hospitals are analysed based on data presented in Tables 7 to 13. Table 7. Profile of hospital s directors Number of directors General Director, President/ Eecutive 2 3 Clinical/Medical Director 1 20 Administrative-Financial Director 10 HR and IT Director 2 Hospital B is university hospital and its form of ownership is joint-stock company. The hospital includes several clinics which are managed by directors. That is why, the number of directors is much higher compared to the other hospitals participated in the survey. Table 8. Hospital s employees profile Number of employees with basic education 0 <5% 11 Number of employees with secondary 15 40% 6 82 education Number of employees with high education: 30% Business managers 4 5% 1 Doctors 37 30% 6 46 System analists 0 0 Periodicidade da Publicação: Irregular. 7
8 Engineers Economists Nurses Others The economic situation of hospital D is quite unstable. Although it is a specialised hospital (incl. provision of special vaccinations) which serves the whole North-Eastern Region in Bulgaria there are a lot of problems with financing and management. The staff was on strike several times during the last year though active strikes of medical personnel are not permitted by the law. Table 9. Training and qualification courses, provided by the hospitals to their personnel Hospital provides qualification courses to their employees. Formal programme or training guideline for top leadership, medium managers and technical staff. A B1 B2 C D A B1 B2 C D Don t know According to the data, hospitals do not provide systematic (if any) training and qualification courses to their personnel. Usually medical doctors invest their own money for qualification, participate in projects or apply for grants in order to finance their carrer development or to participate in international conferences. The most recent courses attended by the respondents are as follows: Hospital A - Medical imaging; Hospital B2 - Specialist Hospital Care. Table 10. How the courses are conducted? How are the employees training and development conducted (personal training inside or outside the hospital, e-learning, streaming (via internal or eternal video) From the efficiency and effectiveness results of each process From the search of needs by the leadership Internal training modules with outsourced trainers E-learning or presence courses in market recognised companies Periodicidade da Publicação: Irregular. 8
9 These results support the above conclusion that training and qualification courses are not planned in advance. Staff development can be considered an ad hoc activity. Table 11. The average staff proportion who have been trained for the last 2 years Top management Intermediate management Professional supervisors Administration professionals Main processes professionals ne Above 20% Above 50% ne Above 20% Above 50% ne Above 20% Above 50% ne Above 20% Above 50% ne Above 20% Above 50% A B1 B2 C D Number of collaborative doctors working in the respective hospitals are as follows: Hospital A 11 +; Hospital B1 7 to 10; Hospital B2-1; Hospital C - 1; Hospital D - 1. It is typical for private hospitals to have many collaborative doctors who work there, that is why the number for hospital A is more than 11 persons. Table 12. Methods adopted to promote people training in the hospital Free internet access Restricted internet access Purchase of specialized publications Subscription of specialized journals Remote learning Incentive to Master degree Incentive to Post Graduate degree Participation in national events Participation in international events Periodicidade da Publicação: Irregular. 9
10 Others Doesn t adopt any Hospital B performs better than other hospitals and provides a variety of methods to promote training and further education because it is university hospital. Other hospitals rely only on free internet access and epect that their staff will be prone to self-education. According to the performance evaluation implemented on site to the staff we can conclude that hospitals do that occasionally instead of planning it (Table 10). Table 13. Performance evaluation of the personnel A B1 B2 C D, in a systematic manner, occasionally such evaluation is implemented The final conclusion is that ecept hospital B (univesrity hospital) training and qualification courses are not planned in advance and it is epected that medical doctors and nurses will self-educate themselves. Such lack of investment in human resources development combined with the low level of wages result in low quality of medical services and increase of the outflow of medical personnel. STRATEGIC HOSPITAL MANAGEMENT According to previous research (Tsolova et al., 2007, p.6) it is not very common for the clinics and hospitals in Bulgaria to be enabled to manage the funds in a fully autonomous manner. There is a salient attitude among health care professionals that clinics and hospitals have no financial autonomy which affects directly strategic hospital management. Our results confirm that conclusion. Only hospital A doesn t have a formally defined strategic plan. One of the reasons could be the intensive training of the management staff of the state hospitals years ago in conformity to the new legal regulations which required a master degree in economics for the management staff. Unfortunately, operational staff doesn t now anything about the strategic intentions of the hospitals (Table 14). Plans are revised annually or once in a two-year period. Periodicidade da Publicação: Irregular. 10
11 Table 14. Strategic plan implementation The strategic plan is known by what group of employees? Regularity of plan revision Director level Management and supervising level Operational level Till each 3 months From 3 to 6 months From 6 to 12 months From 12 to 24 months Above 24 months Only hospital B (clinic B2 ) shows full engagement with the strategic planning process. For the rest of the hospitals only the eecutive management is involved in strategic planning process. It remains hidden or invisible for the rest of the staff (Table 15). The level of engagement of the organisation to strategic planning action The elements from which strategies are created Table 15. Engagement in strategic planning process Only the eecutive leadership participates Everyone participates Leadership and processes leaders participate There is a planning group that prepares and the leadership approves They use market, clients, competition and organization data Others Scenarios analysis Competition threats and opportunities Level of customer satisfaction Potential and actual demand Benchmarking Mission and recognized competences Others A B1 B2 C D Scenarios analysis is the most prefered tool for all hospitals included in the survey. Management uses SWOT analysis, analysis of the competencies and demand analysis as well. Customer satisfaction is not included in the scope of analysed elements despite the formally declared concern to customer needs and requirements. Table 16. Attitudes toward strategic focus and methods A B1 B2 C D Periodicidade da Publicação: Irregular. 11
12 The Customer degree of relevance (requirements, satisfaction, etc) during the strategies development. The Resources degree of relevance (requirements, availability, etc) during the strategies development. There is a follow up to the formulated strategies. Tools like Balance Scorecard are used. The hospital is aware of new technologies related to their business. High Medium Low ne High Medium Low ne Don t know Analysed hospitals follow predominantly resource-based strategic management. Such an approach could be eplained by the legal requirements and financial framework which is quite restrictive and doesn t provide a window for the management to develop customer-based management. The ways the hospital become aware of new technologies Table 17. Information sources for new technologies Journals Fairs and conventions ne Travelling abroad Consultancy Benchmarking Internet Others Journals, fairs and conventions are used by hospitals to receive information about technological development of contemporary medicine. Since hospital B is university hospital it is obvious that it will use variety of information sources, incl. guest lectors and interdisciplinary sessions. The way in which technological innovation could help the hospital Table 18. How technological innovation could help the hospital? by increasing productivity by improving quality by improving the hospital s image other forms Table 19. Intensions for future investments in technological innovation Periodicidade da Publicação: Irregular. 12
13 The hospital strategic plan and the hospital business plan foresee investments towards introduction of technological innovation of products and/or processes Don t know Respondents epress clear confidence for future investments in technological innovations which seems too positive when compared with present situation. R&D - RESEARCH AND DEVELOPMENT There is no clear predominant attitude of respondents according to the R&D activities of analysed hospitals. It is a symptom of a lack of targeted and planned in advance continuous R&D activities and efforts. R&D activities are assessed as random with low to high importance (Table 20). Table 20. Basic indicators for R&D activities The R&D activities that took place between 2010 and 2012 were The importance of R&D activity between 2010 and 2012 The importance of other eternal knowledge that took place between 2010 and 2012 Continuous Random High Medium Low Irrelevant High Medium Low Irrelevant A B1 B2 C D TECHNOLOGICAL INNOVATION Attitudes of respondents toward investments and implementation of technological innovation in respective hospitals are quite diverse. High awareness level regarding technological innovation demonstrates university hospital. Table 21. Technological profile of analysed hospitals Statement A B1 B2 C D Top management believes that competitive performance of the hospital would improve with the intensive use of Information Technology. Don t know The use of IT adds value to the services rendered by the hospital. Don t know Top management understands that the use of IT Periodicidade da Publicação: Irregular. 13
14 is seen as a factor of value adding and prompt dissemination of information that contributes to the enhancement of the hospital s performance. Are there any financial difficulties towards the investment in IT? The hospital understands the level of qualification of their staff (both employees with labor bond and collaborators) as being good enough to start implementing Information Technology. The hospital is qualifying their servers in order to implement IT/Internet. There are monitoring mechanisms of eternal environment (i.e., is the hospital alerted to the new technologies, customer s interests and concurrent hospitals strategies?) Don t know Don t know Don t know Don t know Don t know Based on the data showed in Table 21 we can conclude that only university hospital reached the level which is necessary for a profitable and effective implementation of contemporary information technologies. Top management of the hospital is determined to continue to develop IT services and to invest in medical staff qualification. One of the problems according to the respondents from that hospital is the lack of real market mechanisms which can stimulate hospitals to invest in better services. There is an attitude that health care sector is overregulated and the financial mechanisms are not transperent to the customers and general public. Table 22. Monitoring mechanisms of eternal environment used by the hospitals If the answer is YES, in what manner? Elements of the eternal environment which are monitored using IT Participation in fairs/ congresses/ events/etc IT Staff does monitors the ambiance Participation in Innovation Networks Meetings with representatives of the sector Participation in sectorial committees Other Costumers interests and/or satisfaction level Interesting technologies Competitors performance Others As monitoring mechanisms hospitals apply predominantly participation in fairs, congresses and events, followed by meetings with representatives of the sector and Periodicidade da Publicação: Irregular. 14
15 participation in sectorial committees. Hospitals monitor basically competitors performance and interesting technologies. Customers interests and satisfaction level are neglected. The eception is the university hospital. INVESTMENT IN TECHNOLOGICAL INNOVATION Bulgarian hospitals suffer from insufficient financing, which is seen as a crucial factor for both effective hospital care and penetration of technological innovation. Table 23. Hospitals investment policy in technological innovation Areas which are planned to be a largest investment for the introduction of technological innovation The hospital invests in technological innovation, regarding the billing in the last 3 years The hospital invests in technological innovation, regarding the billing of net year Management Operations Warehouse systems ERP CRM EAD (remote teaching) Telemedicine Others Less than 1% of billing From 1 to 2% From 2 to 3% From 3 to 4% More than 4% Less than 1% of billing From 1 to 2% From 2 to 3% From 3 to 4% More than 4% A B1 B2 C D A target area for future investment in technological innovation are operations for all hospitals participating in the survey. University hospital is planning to invest in warehouse system, CRM and telemedicine. Additional area which is planned to be a largest investment for the introduction of technological innovation for university hospital is the internal hospital RIS/HIS system. From strategic point of view the lack of interest in technological investments in hospital management could be considered as a negative feature. Table 24. Type of providers of innovative products / services A B1 B2 C D Тhe innovative Big national private companies Periodicidade da Publicação: Irregular. 15
16 products/ services providers in the last 3 years are Big foreign companies Small/medium sized national companies Small/medium sized foreign companies Public universities Private universities Research centers Self Development Other University hospital supports a diverse network of providers of innovative products / services while the other hospitals rely mainly on SMEs (national or foreign). Due to its unstable economic and financial situation hospital D do not pay attention on innovation. During the last few years its primary goal is to survive. The main obstacles to technology innovation already eisting in the hospital Table 25. Main obstacles to technology innovation A B1 B2 C D Allocation Low qualification of the employees Top management s view on the subject Others The main obstacles to technology innovation already eisting in the hospitals are as follows: Low qualification of the employees for hospitals C and D ; Allocation and top management attitude for hospital B. These results are easy to be eplain because hospital B is an organisation with more than 3000 employees, several clinics and many depratments which are managed by a director. As a JSC such organisation is quite difficult to be managed especially in a health care sector. Problems with budget allocation and top management decision making process are typical for such kind of organisations. Hospital A is a private hospital with clear subordination of responsibilities and management decision making process which results in other specific obstacles to technology innovation. Table 26. Types of partnership Partnerships with public entities for the development of technological innovation. Periodicidade da Publicação: Irregular. 16
17 If the answer was negative, would the hospital be willing to participate in a joint effort towards technological innovation coordinated by a public entity Do you know any kind of financing, credit line or eisting governmental incentive for investment in technological innovation? Don t know Don t know Don t know Only university hospital develop a partnership with public entities for the development of technological innovation through donations and financial subsidies. Both university hospital and private hospital participate in EU financed projects through operational programmes in different fields (competitiveness, innovation, scientific research, etc.). University hospital regularly use these tools. In 2013 private hospital applied for financing with a project under EU operational programme Competitiveness of Bulgarian economy, priority field: Implementing innovation in organisations. Table 27. Hospital s priorities concerning technological innovation Automate the hospital management Use of digital mapping from the hospital Use of databases to store customers information Computerizing Others A B1 B2 C D The hospital is holding a quality system based on ISO 9000, ISO or any similar to that. The hospital is already certified. Table 28. Modernisation of medical appliances Don t know Don t know If the answer was positive, since when (year)? 2003 The hospital uses a quality management methodology (such as KANBAN, 5S, Suggestions and Ideas Program, etc.) University hospital is certified and applies quality management methodology. Hospital C is accreditated according to the requirements of the Ministry of Health Periodicidade da Publicação: Irregular. 17
18 Care but there is no certified quality system operating there. According to the respondent from B1 there are difficulties during the quality systems implementation process, especially regarding criteria which are used and which are obligatory. COOPERATION FOR INNOVATION The analysis of hospitals regarding their innovative profile will eclude partly hospital D, because this hospital faces only problems and challenges to overcome when it comes to innovation. Other hospitals are certain about their involvement in cooperative arrangements with other organisations, in order to develop innovative activities during the period (Table 29). The importance of introducing technological innovations in the hospital between 2010 and Between 2010 and 2012 the hospital was involved in cooperative arrangements with other organization(s), in order to develop innovative activities. Table 29. Innovative profile of hospitals If YES, show below the importance of each partner category: Customers or consumers High Medium Low Irrelevant Providers High Medium Low Irrelevant Other hospitals High Medium Low Irrelevant Consultant companies High Medium Low Universities and research institutes Professional competence and technical assistance centers High Medium Low Irrelevant Irrelevant High Medium Low Irrelevant High Medium Low Irrelevant A B1 B2 C D A B1 B2 C D Periodicidade da Publicação: Irregular. 18
19 Hospital C focuses on providers and universities in its endeavours to develop cooperative arrangements for implementation of innovative activities. Hospitals A and B are customer-oriented regarding development of innovative activities while providers are rated as medium important. Unfortunately, consultant companies and other hospitals are considered unimportant or even irrelevant as potential partners for joint activities in the field of innovation. Hospitals are clearly differentiated by their attitudes toward professional competence and technical assistance centers for potential partnership. University hospital rates them as highly important while hospitals A and C consider them as unimportant. The subject or area of established cooperation by partner categories are indicated in Table 30. Table 30. Cooperation area by partner categories Partner Cooperation area A B1 B2 C D Customers or R&D consumers Technical assistance Training Trials for product tests Other cooperation activities Providers R&D Technical assistance Training Trials for product tests Other cooperation activities Other hospitals R&D Technical assistance Training Trials for product tests Other cooperation activities Consultant R&D companies Technical assistance Training Trials for product tests Universities and research institutes Professional competence and technical assistance centers Other cooperation activities R&D Technical assistance Training Trials for product tests Other cooperation activities R&D Technical assistance Training Trials for product tests Other cooperation activities Periodicidade da Publicação: Irregular. 19
20 Most prefered areas for cooperation are technical assistance and training. R&D is a field for coopertion with universities and research institutes, other hospitals and consulting companies. The importance of the factors that harmed innovative activities in the hospitals are presented in Table 31. Table 31. Importance of the factors that harmed innovative activities in the hospitals Factor Importance A B1 B2 C D Ecessive economical risks High Medium Low Irrelevant Lack of qualified personnel High Medium Low Irrelevant Difficulty to adapt to standards, High rules and regulations Medium Low Insufficient of appropriate financing sources Lack of information about the markets Insufficiency of appropriate outsourced technical services Irrelevant High Medium Low Irrelevant Periodicidade da Publicação: Irregular. 20 High Medium Low Irrelevant High Medium Low Irrelevant High costs of the innovation High Medium Low Irrelevant Lack of information about technology Weak response from consumers relating new products High Medium Low Irrelevant High Medium Low Irrelevant Organisation rigidity High Medium Low Irrelevant Insufficient possibilities of cooperation with other companies/institutions High Medium Low
HUMAN RESOURCE MANAGEMENT IN BULGARIA DURING THE TRANSITION TO MARKET ECONOMY
HUMAN RESOURCE MANAGEMENT IN BULGARIA DURING THE TRANSITION TO MARKET ECONOMY Vatchkova E. (1997). Human Resource Management in Bulgaria During the Transition to Market Economy, European Conference: Human
More informationBulgaria: The IT and Telecommunications Sector. Sector: IT and Telecommunications. Prepared by the Royal Danish Embassy in Sofia
MINISTRY OF FOREIGN AFFAIRS OF DENMARK THE TRADE COUNCIL ICT SECTOR BULGARIA Bulgaria: The IT and Telecommunications Sector Date: September, 2014 Sector: IT and Telecommunications Prepared by the Royal
More informationICT Category Sub Category Description Architecture and Design
A A01 Architecture and Design Architecture and Design Enterprise & Business Architecture A02 Architecture and Design Information Architecture A03 Architecture and Design Solution Architecture B Benchmarking
More informationEmerging Modes of Cooperation between Private Enterprises and Universities
Grant agreement no.: 2012-2948/001-001 Emerging Modes of Cooperation between Private Enterprises and Universities National Report of Bulgaria (draft version) This project has been funded with support from
More informationTesco: use of IT and information systems
Student Self-administered case study Tesco: use of IT and information systems Introduction to MIS Case duration (Min): 45-60 Management Information Systems (MIS) Introduction to MIS Business functions
More informationA9. What is the total number of employees worldwide including Denmark by headcount?
SURVEY OF EMPLOYMENT PRACTICES OF MULTINATIONAL COMPANIES OPERATING IN DENMARK Home-based English version Please select a language: SECTION A: INTRODUCTION English... 1 Danish... 2 First page: EMPLOYMENT
More informationNorfolk Community Fiber Optic Network
Norfolk Community Fiber Optic Network It s not only about technology; it s also about relationships! Norfolk s Community Fiber Optic Network Norfolk s Community Fiber Optic Network Overview Connects 12
More informationHEALTH PROFESSIONALS IN EUROPE: NEW ROLES, NEW SKILLS
HEALTH PROFESSIONALS IN EUROPE: NEW ROLES, NEW SKILLS "HEALTH PROFESSIONALS IN EUROPE: NEW ROLES, NEW SKILLS" HOPE EXCHANGE PROGRAMME 2009 HOPE, the European Hospital and Healthcare Federation, is a non-profit
More informationTHE ORGANISATION AND FINANCING OF HEALTH CARE SYSTEM IN LATVIA
THE ORGANISATION AND FINANCING OF HEALTH CARE SYSTEM IN LATVIA Eriks Mikitis Ministry of Health of the Republic of Latvia Department of Health Care Director General facts, financial resources Ministry
More informationProject co - financed by the European Union from the European Social Fund within the Human Capital Operational Program 2007-2013
Project co - financed by the European Union from the European Social Fund within the Human Capital Operational Program 2007-2013 The global economy evolves into a knowledge-based economy, where market
More informationOPPORTUNITIES FOR VOCATIONAL TRAINING AND TRAINING IN INVESTMENT PROJECT MANAGEMENT IN BULGARIA
Articles 43 Econ Lit I290 OPPORTUNITIES FOR VOCATIONAL TRAINING AND TRAINING IN INVESTMENT PROJECT MANAGEMENT IN BULGARIA Assistant Prof. Vanya Antonova Introduction Arguably, having the necessary knowledge,
More informationEPOC Taxonomy topics list
EPOC Taxonomy topics list Delivery Arrangements Changes in how, when and where healthcare is organized and delivered, and who delivers healthcare. How and when care is delivered Group versus individual
More informationIntroduction and background
ICT STRATEGY AND IMPLIMENTATION FOR A HOSPITAL Introduction and background The Hospital ICT Strategy and implementation has the overall goal of establishing a strong ICT infrastructure to support hospital
More informationBULGARIA. Digital Transformation of Small and Medium Enterprises in. DELab UW Country Report April 2016. delab.uw.edu.pl delab@uw.edu.
Digital Transformation of Small and Medium Enterprises in DELab UW Country Report April 2016 delab.uw.edu.pl delab@uw.edu.pl DELAB raport B5 Bulgaria.indd 1 01/04/16 15:13 Authors: dr hab. Katarzyna Śledziewska
More informationICT budget and staffing trends in the UK
ICT budget and staffing trends in the UK Enterprise ICT investment plans to 2013 January 2013 TABLE OF CONTENTS 1 Trends in ICT budgets... 1 1.1 Introduction... 1 1.2 Survey demographics... 1 1.3 IT budget
More informationReport. on the analysis of human resource management issues in the medical institutions
Report on the analysis of human resource management issues in the medical institutions Designed by Oleg Galbur consultant assistance in developing local human resources strategy and action plan for implementation
More informationThe Community Innovation Survey 2010 (CIS 2010)
The Community Innovation Survey 2010 (CIS 2010) THE HARMONISED SURVEY QUESTIONNAIRE The Community Innovation Survey 2010 FINAL VERSION July 9, 2010 This survey collects information on your enterprise s
More informationFunctional Area 3. Skill Level 301: Applications Systems Analysis and Programming Supervisor (Mercer 1998 Job 011)
Functional Area 3 Skill Level 301: Applications Systems Analysis and Programming Supervisor (Mercer 1998 Job 011) Description: Supervises activities of all applications systems analysis and programming
More informationSTATE OF NEVADA Department of Administration Division of Human Resource Management CLASS SPECIFICATION
STATE OF NEVADA Department of Administration Division of Human Resource Management CLASS SPECIFICATION TITLE GRADE EEO-4 CODE DIGITAL TELECOMMUNICATIONS SUPERVISOR 37 B 6.963 SERIES CONCEPT Digital Telecommunications
More informationIMPROVING DENTAL CARE AND ORAL HEALTH A CALL TO ACTION. February 2014 Gateway reference: 01173
1 IMPROVING DENTAL CARE AND ORAL HEALTH A CALL TO ACTION February 2014 Gateway reference: 01173 2 Background NHS dental services are provided in primary care and community settings, and in hospitals for
More informationCloud Computing Survey Perception of the companies. DPDP - Macedonia
Cloud Computing Survey Perception of the companies DPDP - Macedonia Survey regarding the awareness of the companies in relation to Cloud computing in Macedonia Executive summary The survey was conducted
More informationA programme of the National Centre for Research and Development
A programme of the National Centre for Research and Development GO_GLOBAL.PL Increasing the scale of commercialisation of research results or development works of Polish companies on global markets 1.
More informationInformation Technology 2015 Programmes
Information Technology 2015 Programmes Well connected. Right here Innovation, intelligence and ingenuity. Do you have what it takes to make technology work? IT is a booming industry worth an estimated
More informationICT budget and staffing trends in Healthcare
ICT budget and staffing trends in Healthcare Enterprise ICT investment plans November 2013 ICT budget and staffing trends in Healthcare P a g e 1 www.kable.co.uk / The id Factor Ltd / + 44 (0) 207 936
More informationConceptual issues in development of telemedicine in the Republic of Moldova
Computer Science Journal of Moldova, vol.17, no.1(49), 2009 Conceptual issues in development of telemedicine in the Republic of Moldova I. Ababii, C. Gaindric, O. Lozan, I. Brinister Abstract The article
More informationEUROPASS DIPLOMA SUPPLEMENT
EUROPASS DIPLOMA SUPPLEMENT TITLE OF THE DIPLOMA (ES) Técnico Superior en Sistemas de Telecomunicaciones e Informáticos TRANSLATED TITLE OF THE DIPLOMA (EN) (1) Higher Technician in Telecommunications
More informationFinancial Accounting Business Management (B2)
Financial Accounting Business Management (B2) My name is Marco Mongiello and I am your tutor for Accounting. My aim is to make your learning experience effective and enjoyable, i.e. I will make every effort
More informationInformation Notice. ComReg Market surveys. Residential Internet and business datacommunications research
Information Notice ComReg Market surveys Residential Internet and business datacommunications Document No: 04/78 Date: 21 st,july 2004 An Coimisiún um Rialáil Cumarsáide Commission for Communications Regulation
More informationFundamentals of Information Systems, Seventh Edition
Chapter 1 An Introduction to Information Systems in Organizations 1 Principles and Learning Objectives The value of information is directly linked to how it helps decision makers achieve the organization
More informationCore Skills Framework in Africa
Core Skills Framework in Africa Tsukuba, Japan 5 September 2014 Oumar SARR Statistician ACS/UNECA Guide on the development of the human resources policies of agricultural statistics agencies Overview of
More informationThe Future Master in Nursing Science
The Future Master in Nursing Science by Lis Wagner & Birthe D. Pedersen 8th Why a demand for new academic qualifications? A new generation new users demands and expectations. Longevity among older people.
More informationHIS Implementation Guide
Introduction The main goal of the Integrated Health Information System (EU-IHIS) Project is to implement and integrate hospital information systems (HIS) in 19 beneficiary hospitals and link these systems
More informationCloud Computing: An enabler of IT in Indian Healthcare Sector. Media Briefing September 29, 2010
Cloud Computing: An enabler of IT in Indian Healthcare Sector Media Briefing September 29, 2010 Executive Summary Indian healthcare spending is about 4.1 percent of its GDP. The Indian healthcare industry
More informationCOURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management
COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management What is the Australian Qualifications Framework? The Australian Qualifications Framework (AQF) establishes the quality of Australian
More informationSample pages provided by: MarketResearch.com
Sample pages provided by: MarketResearch.com Contact us: Call 1.800.298.5699 OR +1.240.747.3093 Int l Fax 240.747.3004 Email customerservice@marketresearch.com Our Offices: Headquarters Rockville, MD 11200
More informationReport in progress please do not cite and/or distribute. Edited by: Samo Pavlin and Mateja Melink. University of Ljubljana, Faculty of Social Sciences
Emerging Modes of Cooperation between Private Enterprises and Universities Insights of European Enterprises and Employers Organisations (Draft of the EMCOSU report) Report in progress please do not cite
More informationBottleneck Vacancies in Hungary
Bottleneck Vacancies in Hungary Skilled and elementary occupations affected Bottleneck vacancies occur both within skilled and elementary occupations, such as retail sellers, stone masons, cooks, truck-drivers
More informationTraining Criminal Justice Professionals in Harm Reduction Services for Vulnerable Groups
Caren Weilandt WIAD, Bonn, Germany The TCJP Project (12/2007-11/2010) www.tcjp.eu Training Criminal Justice Professionals in Harm Reduction Services for Vulnerable Groups This action was funded by the
More informationFACULTY OF ENGINEERING AND INFORMATION SCIENCES
FACULTY OF ENGINEERING AND INFORMATION SCIENCES ENGINEERING INFORMATION & COMMUNICATION TECHNOLOGY MATHEMATICS & STATISTICS PHYSICS ENGINEERING Master of Engineering go.uow.edu.au/meng 083844B ENTRY REQUIREMENTS
More informationHealthcare Recruitment: Facing the Sequester Slash Costs and Cost-to-Fill
Healthcare Recruitment: Facing the Sequester Slash Costs and Cost-to-Fill The healthcare industry is facing significant challenges in light of Medicare reimbursement cuts resulting from the Federal Sequester.
More informationROLE OF E-LEARNING IN THE FACULTY OF PUBLIC HEALTH SOFIA
ROLE OF E-LEARNING IN THE FACULTY OF PUBLIC HEALTH SOFIA Alexandrina VODENICHAROVA Prof. Dr. Tihomira ZLATANOVA Prof. Dr. Magdalena ALEXANDROVA Assoc. Prof. Dr. Ralitsa Z. ZLATANOVA- VELIKOVA ABSTRACT
More informationVIDEO REMOTE INTERPRETING SERVICES IN EUROPE. September 2013 R1301
VIDEO REMOTE INTERPRETING SERVICES IN EUROPE September 2013 R1301 TABLE OF CONTENTS 1. INTRODUCTION 2 2. VRI IN EUROPE: A GENERAL OVERVIEW 4 2.1 PHONE CALLS 6 2.2 LEGAL SETTINGS 7 2.3 HEALTHCARE SETTINGS
More informationArts, Humanities and Social Science Faculty
MA English Language Education (in Guangdong) (full-time) For students entering in 2015/6 Awarding Institution: Teaching Institution: Relevant QAA subject Benchmarking group(s): Faculty: Programme length:
More informationBachelor s degree study program Business Administration
Bachelor s degree study program Business Administration The aim of the Business Administration Bachelor s degree study program is to provide students with academic education and higher level professional
More informationIT Strategy Review April 2014
IT Strategy Review April 2014 1. Executive Summary UCD IT Services developed a five year IT Strategy (2009-2013) and has now completed its implementation. The strategy set out key objectives for each area
More informationArts, Humanities and Social Science Faculty
MA in Public Policy (full-time) For students entering in 2014/5 Awarding Institution: Teaching Institution: Relevant QAA subject Benchmarking group(s): Faculty: Programme length: Date of specification:
More informationThe relatively recent combination of
Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have
More informationTOP 100-500 VARs Printers Servers Desktops Storage Security Mobility Software Telco
Channel solution for 2015 TOP 100-500 VARs Printers Servers Desktops Storage Security Mobility Software Telco www.compubase.net compubase is the leading source of information on ICT market players in EMEA.
More informationEncouraging Quality in Early Childhood Education and Care (ECEC)
Encouraging Quality in Early Childhood Education and Care (ECEC) STRATEGIES TO TACKLE CHALLENGES IN IMPROVING WORKFORCE DEVELOPMENT AND WORKING CONDITIONS Challenge 1: Improving staff qualifications Qualifications
More informationTechnology Spending Plans in UK Healthcare
A Datamonitor report Technology Spending Plans in UK Healthcare Technology decision-maker panel Published: Jul-05 Product Code: DMTC1130 Providing you with: An examination of the drivers for providers'
More informationVocational Training on Open Source Software Needs Analysis REPORT
Vocational Training on Open Source Software Needs Analysis REPORT from conducted survey, interviews and additionally gathered data under the project October 2009 Sofia, Bulgaria Internet Society Bulgaria
More informationManaged Services. Your 10-Week Guide to Becoming an MSP
Managed Services Your 10-Week Guide to Becoming an MSP Managed services is one of the fastest-growing segments in IT services. U.S. revenues associated with the managed services market are predicted to
More informationDepartment of Information Systems and Cyber Security
The University of Texas at San Antonio 1 Department of Information Systems and Cyber Security All graduate programs in Information Systems and Cyber Security are accredited by AACSB International The Association
More informationGovernment Decision No. 1139/2013 (21 March) on the National Cyber Security Strategy of Hungary
Government Decision No. 1139/2013 (21 March) on the National Cyber Security Strategy of Hungary 1. The Government hereby approves the National Cyber Security Strategy of Hungary laid down in Annex No.
More informationICT in Health Care : A Case Study on Computer Network Applications in an Healthcare Institution in India
ICT in Health Care : A Case Study on Computer Network Applications in an Healthcare Institution in India S.N.RAGU KUMAR All India Institute of Medical Science, New Delhi, INDIA. In association with ICTP
More informationMicrosoft Amalga Hospital Information System (HIS)
m Microsoft Amalga Hospital Information System (HIS) > Manage all hospital functions with one integrated solution PG 0 Our Vision: To improve health around the world For more than a decade, Microsoft has
More informationThe PhD programme in Economics and Business at NBMU School of Economics and Business. The programme consists of the following programme options:
1 ECONOMICS AND BUSINESS The Regulations for the Degree of Philosophiae Doctor (PhD) at the Norwegian University of Life Sciences apply for the PhD education. The regulations concern the objectives of,
More informationSmall Scale Study ll. Managed Migration and the Labour Market the Health Sector
1 Small Scale Study ll Managed Migration and the Labour Market the Health Sector Swedish NCP 2 1. Executive summary...3 2. Introduction to the healthcare sector in Sweden...4 2.1 County councils' main
More informationMEDICAL CENTER LIBRARIES & TECHNOLOGIES (MCL&T) Division: Health Sciences (90) Department: Edward G. Miner Library (0050)
POSITION DESCRIPTION (MCL&T) Division: Health Sciences (90) Department: Edward G. Miner Library (0050) INCUMBENT S NAME: [position is vacant] DATE: June 30, 2015 FUNCTIONAL TITLE: Instructional Design
More informationstra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17
stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17 INTRODUCTION 1. Introduction The strategy of Aarhus University's School of Business and Social Sciences for the period
More informationTRUCKEE DONNER RECREATION & PARK DISTRICT INFORMATION TECHNOLOGY ADMINISTRATOR
TRUCKEE DONNER RECREATION & PARK DISTRICT INFORMATION TECHNOLOGY ADMINISTRATOR Open Recruitment APPLICATION PROCESS/DUE DATE: Applicants must submit a completed Truckee Donner Recreation & Park District
More informationEuropean Wide Certified Diabetes Educator Course (EU-CDEC) Quality Assurance and Risk Management Plan Report (WP7)
Annex 26 - Quality Assurance and Risk Management Plan Report European Wide Certified Diabetes Educator Course (EU-CDEC) Quality Assurance and Risk Management Plan Report (WP7) WP Leaders: Ondrej Cinek,
More informationProcurement Policy Note Use of Cyber Essentials Scheme certification
Procurement Policy Note Use of Cyber Essentials Scheme certification Action Note 09/14 25 September 2014 Issue 1. Government is taking steps to further reduce the levels of cyber security risk in its supply
More informationUniversity of Nebraska Central Administration Job Description
General Information Working Job Title: PeopleSoft Testing Specialist Position Number: University of Nebraska Central Administration Job Description Job Family: IT Department Name: NeSIS Job Family Zone:
More informationINSTITUTE FOR BASIC AND CONTINUING EDUCATION OF HEALTH WORKERS
INSTITUTE FOR BASIC AND CONTINUING EDUCATION OF HEALTH WORKERS Institute for Basic and Continuing Education of Health Workers 15 Horánszky u., Budapest H-1085 Tel.: +36 (1) 338-3190, Fax: +36 (1) 338-3944
More informationJanuary 2016. Brand and Campaigns Executive: Information for Candidates
January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you
More informationICANWK406A Install, configure and test network security
ICANWK406A Install, configure and test network security Release: 1 ICANWK406A Install, configure and test network security Modification History Release Release 1 Comments This Unit first released with
More informationNEED FOR QUALIFICATION OF MASTERS IN HEALTH MANAGEMENT AT THE FACULTY OF PUBLIC HEALTH SOFIA
NEED FOR QUALIFICATION OF MASTERS IN HEALTH MANAGEMENT AT THE FACULTY OF PUBLIC HEALTH SOFIA Alexandrina Vodenicharova Medical University of Sofia, Faculty of Public Health, Department of Health Policy
More informationWHO ARE WE AND WHAT WE DO?
1 WHO ARE WE AND WHAT WE DO? itgroup was founded in 2010 through integration of company Net Service s 2003, modern IT management platforms and new business concept. We passed a long way and become leading
More informationManaged Services. Business Intelligence Solutions
Managed Services Business Intelligence Solutions Business Intelligence Solutions provides an array of strategic technology services for life science companies and healthcare providers. Our Managed Services
More informationManaging Risk and Innovation: the Challenge for Smaller Businesses
University of Warwick Risk Initiative Briefing Managing Risk and Innovation: the Challenge for Smaller Businesses Successful innovation is in large measure an issue of identifying and controlling risk.
More informationMobile Device Management
Vodafone Global Enterprise Mobile Device Management Technical paper Vodafone Global Enterprise Introduction Managing for the future Secure control over your mobile data, devices and applications. The multi-national
More informationEUROPEAN FORUM FOR NEW IDEAS 2015
EUROPEAN FORUM FOR NEW IDEAS 2015 Panel discussion, Friday, 2 October 2015, 15:30-17:00 Partner: Silvermedia How Will Modern Technologies Influence the Health Care Systems? Can we expect new organizational
More informationCOMPANY PROFILE. Company Profile Dial a Service, Uganda LTD Page 1
2013 COMPANY PROFILE Company Profile Dial a Service, Uganda LTD Page 1 Dial-a-Service Company Profile Company Name: Dial-a-Service Uganda Ltd. Date of Establishment: September 2008 Managing Director: Business
More informationMobile System Technologies Certification Program
Mobile System Technologies Certification Program This is the Mobile Computing Promotion Consortium s (MCPC) official certification program for engineers who wish to obtain deeper knowledge of and experience
More informationFatPipe Networks www.fatpipeinc.com
XTREME WHITE PAPERS Overview The growing popularity of wide area networks (WANs), as a means by which companies transact vital information with clients, partners, and colleagues, is indisputable. The business
More informationChapter. Developing Business / IT Strategies. Copyright 2008, The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 6 Developing Business / IT Strategies McGraw-Hill/Irwin Copyright 2008, The McGraw-Hill Companies, Inc. All rights reserved. 2-2 Learning Objectives Discuss the role of planning in the business
More informationHiring the Best Qualified Technology Coordinator: A Pennsylvania Perspective. Roger A. Place Lee James Lesisko
Hiring the Best Qualified Technology Coordinator 1 Hiring the Best Qualified Technology Coordinator: A Pennsylvania Perspective By Roger A. Place Lee James Lesisko Copyright 2005 Paper presented at the
More informationICAWEB423A Ensure dynamic website security
ICAWEB423A Ensure dynamic website security Release: 1 ICAWEB423A Ensure dynamic website security Modification History Release Release 1 Comments This Unit first released with ICA11 Information and Communications
More informationIT Checklist. for Small Business INFORMATION TECHNOLOGY & MANAGEMENT INTRODUCTION CHECKLIST
INFORMATION TECHNOLOGY & MANAGEMENT IT Checklist INTRODUCTION A small business is unlikely to have a dedicated IT Department or Help Desk. But all the tasks that a large organization requires of its IT
More informationCARE GROUPS. 1. Organisation of care score max score 1.1
Legend orange: Weighting factor red: special scoring (maimised) Achieved of this outpatient clinic Maimum possible CARE GROUPS 1. Organisation of care ma 1.1 The diabetes care program 0.000 0.167 0.083
More informationInformation Technology (IT) in the management of hospitals in Poland. GESITI Research Project at Region Silesia
Information Technology (IT) in the management of hospitals in Poland GESITI Research Project at Region Silesia Małgorzata Piasecka 1, Elżbieta Napora 2, Agnieszka Kozerska 3, Luis Ochoa Siguencia 4, Henryk
More informationSolutions and IT services for Oil-Gas & Energy markets
Solutions and IT services for The context Companies operating in the Oil-Gas & Energy sectors are facing radical changes that have a significant impact on their business processes. In this context, compliance
More informationGruppent Technologie Pvt. Ltd. Business Plan
Gruppent Technologie Pvt. Ltd. Business Plan About Us Gruppent Technologie was established with an intent of providing quality support and services to business process outsourcing companies and individual
More informationDIPLOMA IN HOSPITAL AND HEALTHCARE MANAGEMENT INTRODUCTION
DIPLOMA IN HOSPITAL AND HEALTHCARE MANAGEMENT INTRODUCTION Healthcare sector is the largest in the world and is pegged at $2.8 trillion in sales. The Indian healthcare is worth $17 billion and is growing
More informationOn offshore outsourcing IT and why India is the best bet. 3. The advantages of offshore outsourcing IT
On offshore outsourcing IT and why India is the best bet Contents 1. Introduction 2. Offshore Outsourcing IT 3. The advantages of offshore outsourcing IT 4. IT functions ideal for mid size companies to
More informationSTRATEGY FOR IMPLEMENTATION OF ELECTRONIC HEALTHCARE IN BULGARIA
REPUBLIC OF BULGARIA MINISTRY OF HEALTH STRATEGY FOR IMPLEMENTATION OF ELECTRONIC HEALTHCARE IN BULGARIA TABLE OF CONTENTS І. Introduction 1 ІІ. Definition of ehealth 2 ІІІ. Legal frame 3 1. National Legal
More informationMapping of Health Care Providers in Ireland to the Provider Classification (ICHA HP) within the System of Health Accounts.
Mapping of Health Care Providers in Ireland to the Provider Classification (ICHA HP) within the System of Health Accounts December 2015 Mapping of the Health Care Providers in Ireland to the SHA Provider
More informationCountry Report on Adult Education in CROATIA
Country Report on Adult Education in CROATIA Helsinki, 2011 Please check our website for the latest version of this country report via the following url or QR-code, or contact us directly at eaea-info[at]eaea.org.
More informationDoctoral Education in the European Higher Education Area from a University Perspective
Doctoral Education in the European Higher Education Area from a University Perspective Lesley Wilson Secretary General European University Association 3rd Cycle Degrees: Competences & Researcher Careers
More informationCandidate Tips and Tricks
Candidate Tips and Tricks Energize your IT Security career www.infosecpeople.co.uk Our business is based on building long-term relationships with people like you. That s why we want you to have the very
More informationWorkplace Productivity Snapshot
Workplace Productivity Snapshot 2 WORKPLACE PRODUCTIVITY SNAPSHOT How To Use This Tool This self-assessment productivity tool is designed for the owners and managers of small-to-medium businesses. It is
More informationEngineering Graduate Training Scheme "A" Information Engineering. Model Training Guide
Engineering Graduate Training Scheme "A" Information Engineering Model Training Guide 1 Model Training Guide (MTG) The Model Training Guide is, as the name suggests, a guide to Companies on the practical
More informationMay 2008. a guide to Internet Protocol. for ARCs and RVRCs. Form No. 236. Issue 1. For other information please contact:
a guide to Internet Protocol for ARCs and RVRCs May 2008 For other information please contact: British Security Industry Association t: 0845 389 3889 f: 0845 389 0761 e: info@bsia.co.uk www.bsia.co.uk
More informationEUROPEAN AREA OF SKILLS AND QUALIFICATIONS
EUROPEAN AREA OF SKILLS AND QUALIFICATIONS REPORT Fieldwork: April - May 2014 Publication: June 2014 This survey has been requested by the European Commission, Directorate-General for Education and Culture
More informationCREATING A LEAN BUSINESS SYSTEM
CREATING A LEAN BUSINESS SYSTEM This white paper provides an overview of The Lean Business Model how it was developed and how it can be used by enterprises that have decided to embark on a journey to create
More informationRESULTS OF HOSPITAL SURVEY
RESULTS OF HOSPITAL SURVEY n=37 Georges De Moor EuroRec, Ghent University Electronic Health Records for Clinical Research 1 Which of the following best describes your organisation? Electronic Health Records
More informationE-Health An overview
E-Health An overview Definition www.himss.org/content/files/ehealth_whitepaper.pdf Vision Clinicians and patients receiving and recording the right information, at the right time, in the right place, on
More informationInformation Technology Plan for Harmony Hill School
Information Technology Plan for Harmony Hill School 2011-2013 William S. Bunch 8/24/10 Harmony Hill School, Inc. 63 Harmony Hill Road Chepachet, RI 02815 Janice DeFrances, Ed.D. Chief Executive Officer
More informationCOCOS HOSTING (Hosting and outsourcing on the COCOS infrastructure)
COCOS HOSTING (Hosting and outsourcing on the COCOS infrastructure) Simplifying Customer Interaction Management with the leading edge technology, best Customer Service and optimum costs. COCOS Hosting
More information