Početak razvoja Kliničkoga bolničkog centra u Osijeku vezanje uz Huttler Kohlhoffer Monspergerovu zakladnu bolnicu, osnovanu 1874. godine, koja je tada bila najmodernija bolnica na jugoistoku Europe. Naredbom Vlade 1895. godine postaje "Sveobća i javna Huttler Kohlhoffer-Monspergerova zakladna bolnica pod Zemaljskom upravom u Osieku". U vrijeme Prvoga svjetskog rata Zakladna bolnica skrbi o ranjenima i bolesnima. Poslije Prvoga svjetskog rata otvaraju se novi bolnički odjeli. Osim Kirurgije i Interne medicine, novi su odjeli Oftalmologija, Otorinolaringologija, Dermatovenerologija, Epidemiološkohigijenski zavod i Dispanzer za tuberkulozu. Daljnji razvoj prekinuo je Drugi svjetski rat. U teškim prilikama razvijen je poseban način medicinskoga rada, osobito u pogledu zbrinjavanja ranjenika i bolesnika, poduzimanja protuepidemijskih mjera, medicinskog opskrbljivanja i si. Nakon Drugoga svjetskog rata obnavlja se Opća bolnica Osijek i započinje moderan ustroj kao temelj razvoja buduće kliničke bolnice. U razdoblju 1980. - 1990. godine provode se stručna usavršavanja na svim područjima, objavljuju se brojni znanstveni i stručni radovi, razvija izdavačka djelatnost, što pridonosi stvaranju obrazovno nastavne djelatnosti i znanstveno-istraživačkoga rada. Posebno treba istaknuti razdoblje Domovinskoga rata u kojem je bolnica časno izvršila sve svoje zadaće u liječenju ranjenih i bolesnih. Stoga joj je dodijeljena nagrada "Medicina . Godine 1992. stekla je naslov Klinička bolnica Osijek. Daljnjim razvojem, izgradnjom, opremanjem i napredovanjem djelatnika u znanstvena, nastavna, znanstveno nastavna i stručna zvanja, 2009. godine postaje Klinički bolnički centar. Klinike i odjeli Kliničkoga bolničkog centra u Osijeku nastavna su baza Medicinskoga fakulteta Sveučilišta J. J. Strossmayera u Osijeku. ; Beginnings of the University Hospital Centre in Osijek were related to Huttler Kohlhoffer Monsperger Foundation Hospital, which was founded in 1874 and was the most modern hospital in the south-east Europe at the time. By the Government legislation in 1895 it became "General and public Huttler Kohlhoffer Monsperger Foundation Hospital under Country's management in Osiek". Foundation hospital was taking care of the wounded and sick during the World War 1. New hospital departments were opened after the World War I. Apart from Surgery and Internal Department; new departments were Ophthalmology, Otorhinolaryngology, Dermatovenereology, Epidemiological and Hygienic Institute and Tuberculosis Clinic. Further development was interrupted by the World War II. A special way of performing medical work developed in those hard times, especially regarding taking care of the wounded and sick, taking epidemic precaution measures, medical supplying, etc. After the World War II General Hospital Osijek was renovated and modern organization began, which was a basis for development of the future university hospital. In the period 1980 - 1990 professional educations in all areas were implemented, many scientific and professional papers were published, publishing developed, what contributed to creating educational and teaching activities, as well as scientific and research work. Period of the War for Croatian Independence, in which the hospital honourably performed all its duties regarding treating wounded and sick, especially needs to be pointed out. For those activities it was rewarded with "Medicine" reward. In 1992 it became University Hospital Osijek. By further development, construction, and equipment and by promoting its employees to scientific, teaching, scientific teaching and professional titles, it became University Hospital Centre in 2009. Clinics and Departments of the University Hospital Centre in Osijek are the teaching base of the Faculty of Medicine, Josip Juraj Strossmayer University of Osijek.
The goal of every health care institution (HCI) is to provide safe and highquality services to patients, but sometimes the provision of health care (HC) services result in unavoidable adverse events (AE). AE can harm and cause irreversible health problems to the patient, so patient safety and AE remain a global concern worldwide. Recently there has been a growing number of researches both locally and worldwide on how to ensure patient safety (PS), how to deliver quality services in HC sector, and how to reduce the number of AE. Council of Europe has issued recommendations on how to improve HC services, but according to the results of the survey conducted in 2014, AE remain a big problem in EU countries. Later in 2017, it has been noted that the recommendations were insufficiently implemented at a national level. The European Commission has pointed out some shortcomings: lack of cooperation between EU countries, deficiencies in safety culture implementation, lack of knowledge and skills in analyzing AE. This article analyzes the success of AE policy implementation in Lithuania, why Lithuania and the EU countries have created a mandatory AE register, but the registration of these events is slow, most of them are still unreported, their real number and frequency are still hidden, and their causes are not analyzed. Based on a case study and qualitative study in one large hospital, attempts are made to identify the factors of AE management that constitute a barrier to effective AE management policy in healthcare institutions. Prerequisites for successful AE management consist of electronisation of AE reporting system, development and control of quality standards, strategic, continuous and ongoing leadership of HC administration and staff involvement and their motivation, also adjusted training, creating organizational culture of confidentiality and learning from mistakes. Some shortcomings were also noted: lack of knowledge and skills, overcoming fears of being punished and humiliated, lack of feedback, lack of national AE IT system. This limits the efficiency of the AE management process both nationally and locally. Successful choice of AE management model directly depends on the internal policies, operations, and leadership of HC institution. Well-planned, organized and controlled measures, based on European recommendations, help to achieve the objectives by monitoring and evaluating their results in a consistent and long-term manner. It is confirmed, that AE registration and continuous analysis is key to prevent future AE. Therefore, the basis of EU countries' AE management policy is choosing the right AE management model according to the maturity of the system, which includes the implementation of the reporting system in HC institutions and, most importantly, the analysis and development of prevention actions. This helps to share experience, constantly analyze, learn from mistakes, and shape a new approach and PS culture.
The goal of every health care institution (HCI) is to provide safe and highquality services to patients, but sometimes the provision of health care (HC) services result in unavoidable adverse events (AE). AE can harm and cause irreversible health problems to the patient, so patient safety and AE remain a global concern worldwide. Recently there has been a growing number of researches both locally and worldwide on how to ensure patient safety (PS), how to deliver quality services in HC sector, and how to reduce the number of AE. Council of Europe has issued recommendations on how to improve HC services, but according to the results of the survey conducted in 2014, AE remain a big problem in EU countries. Later in 2017, it has been noted that the recommendations were insufficiently implemented at a national level. The European Commission has pointed out some shortcomings: lack of cooperation between EU countries, deficiencies in safety culture implementation, lack of knowledge and skills in analyzing AE. This article analyzes the success of AE policy implementation in Lithuania, why Lithuania and the EU countries have created a mandatory AE register, but the registration of these events is slow, most of them are still unreported, their real number and frequency are still hidden, and their causes are not analyzed. Based on a case study and qualitative study in one large hospital, attempts are made to identify the factors of AE management that constitute a barrier to effective AE management policy in healthcare institutions. Prerequisites for successful AE management consist of electronisation of AE reporting system, development and control of quality standards, strategic, continuous and ongoing leadership of HC administration and staff involvement and their motivation, also adjusted training, creating organizational culture of confidentiality and learning from mistakes. Some shortcomings were also noted: lack of knowledge and skills, overcoming fears of being punished and humiliated, lack of feedback, lack of national AE IT system. This limits the efficiency of the AE management process both nationally and locally. Successful choice of AE management model directly depends on the internal policies, operations, and leadership of HC institution. Well-planned, organized and controlled measures, based on European recommendations, help to achieve the objectives by monitoring and evaluating their results in a consistent and long-term manner. It is confirmed, that AE registration and continuous analysis is key to prevent future AE. Therefore, the basis of EU countries' AE management policy is choosing the right AE management model according to the maturity of the system, which includes the implementation of the reporting system in HC institutions and, most importantly, the analysis and development of prevention actions. This helps to share experience, constantly analyze, learn from mistakes, and shape a new approach and PS culture.
The goal of every health care institution (HCI) is to provide safe and highquality services to patients, but sometimes the provision of health care (HC) services result in unavoidable adverse events (AE). AE can harm and cause irreversible health problems to the patient, so patient safety and AE remain a global concern worldwide. Recently there has been a growing number of researches both locally and worldwide on how to ensure patient safety (PS), how to deliver quality services in HC sector, and how to reduce the number of AE. Council of Europe has issued recommendations on how to improve HC services, but according to the results of the survey conducted in 2014, AE remain a big problem in EU countries. Later in 2017, it has been noted that the recommendations were insufficiently implemented at a national level. The European Commission has pointed out some shortcomings: lack of cooperation between EU countries, deficiencies in safety culture implementation, lack of knowledge and skills in analyzing AE. This article analyzes the success of AE policy implementation in Lithuania, why Lithuania and the EU countries have created a mandatory AE register, but the registration of these events is slow, most of them are still unreported, their real number and frequency are still hidden, and their causes are not analyzed. Based on a case study and qualitative study in one large hospital, attempts are made to identify the factors of AE management that constitute a barrier to effective AE management policy in healthcare institutions. Prerequisites for successful AE management consist of electronisation of AE reporting system, development and control of quality standards, strategic, continuous and ongoing leadership of HC administration and staff involvement and their motivation, also adjusted training, creating organizational culture of confidentiality and learning from mistakes. Some shortcomings were also noted: lack of knowledge and skills, overcoming fears of being punished and humiliated, lack of feedback, lack of national AE IT system. This limits the efficiency of the AE management process both nationally and locally. Successful choice of AE management model directly depends on the internal policies, operations, and leadership of HC institution. Well-planned, organized and controlled measures, based on European recommendations, help to achieve the objectives by monitoring and evaluating their results in a consistent and long-term manner. It is confirmed, that AE registration and continuous analysis is key to prevent future AE. Therefore, the basis of EU countries' AE management policy is choosing the right AE management model according to the maturity of the system, which includes the implementation of the reporting system in HC institutions and, most importantly, the analysis and development of prevention actions. This helps to share experience, constantly analyze, learn from mistakes, and shape a new approach and PS culture. ; Kiekvienos asmens sveikatos priežiūros įstaigos (toliau – ASPĮ) tikslas suteikti saugias ir kokybiškas paslaugas pacientams, tačiau kartais teikiant sveikatos priežiūros (toliau – SP) paslaugas susiduriama su nepageidaujamais įvykiais (toliau – NĮ), kurių nepavyksta išvengti. NĮ gali pakenkti pacientui ir sukelti negrįžtamas sveikatos problemas, todėl pacientų sauga ir NĮ medicinoje išlieka globalinė problema visame pasaulyje. Pastaruoju metu mūsų šalyje ir pasaulyje gausėja tyrimų, įrodančių, kaip užtikrinti pacientų saugą (toliau – PS), kaip teikti kokybiškas paslaugas SP sektoriuje ir sumažinti NĮ skaičių. Europos Taryba 2009 m. pateikė rekomendacijas, kaip tobulinti PS, tačiau 2014 m. atlikto tyrimo rezultatai rodo, kad NĮ išlieka ASPĮ problema Europos Sąjungos (toliau – ES) šalyse.1 Kiek vėliau, 2017 m., nuspręsta, kad pateiktos rekomendacijos nacionaliniu lygiu nepakankamai įgyvendintos. Europos Komisija įvertino, kad vis dar yra trūkumų: bendradarbiavimo stoka tarp ES šalių, saugos kultūros įgyvendinimo, žinių ir įgūdžių analizuojant NĮ trūkumai. Straipsnyje analizuojama, kaip sekasi Lietuvoje įgyvendinti NĮ politiką, kodėl Lietuvoje ir ES šalyse patvirtintas privalomų registruoti nepageidaujamų įvykių sąrašas, tačiau šių įvykių registravimas vyksta vangiai, apie daugumą jų nepranešama, slepiamas jų realus skaičius ir dažnis, neanalizuojamos priežastys. Per praktinį didelės ligoninės pavyzdį atliekant atvejo studiją ir kokybinį tyrimą bandoma identifikuoti NĮ valdymo veiksnius, kurie yra barjeras veiksmingai vykdyti NĮ valdymo politiką SP įstaigose. Įžvelgiamos prielaidos sėkmingam NĮ valdymui: NĮ pranešimų sistemos elektronizavimas, kokybės standartų sukūrimas ir jų kontrolė, strateginė, tęstinė ir nuolatinė SP įstaigos administracijos lyderystė bei viso personalo įtraukimas jį motyvuojant, pritaikyti padalinio reikmėms mokymai, organizacinės kultūros laikantis konfidencialumo ir mokymosi iš klaidų palaikymas. Taip pat pastebėti ir trūkumai: žinių ir įgūdžių stoka, baimės būti nubaustam ir pažemintam įveikimas, grįžtamojo ryšio trūkumas, nacionalinės NĮ IT sistemos nebuvimas. Tai riboja NĮ valdymo proceso efektyvumą ir nacionaliniu, ir įstaigos mastu. Sėkmingas NĮ valdymo pasirinkimas tiesiogiai priklauso ir nuo vidinės tinkamos ASPĮ politikos, veiklos ir lyderystės. Nuosekliai ir ilgalaikėje perspektyvoje remiantis europinėmis rekomendacijomis planuojamos, organizuojamos ir kontroliuojamos priemonės stebint ir vertinant jų rezultatus padeda pasiekti tikslus. Dar kartą patvirtinta, kad, norint išvengti NĮ ateityje, būtina juos registruoti ir nuolat analizuoti. Todėl ES šalių NĮ valdymo politikos pamatas – tinkamo NĮ valdymo modelio, priklausomai nuo sistemos brandos, pasirinkimas; valdymo modelis apima pranešimų sistemos diegimą ASPĮ, jų analizavimą ir prevencijos veiksmų sudarymą bei įgyvendinimą. Tai padeda dalytis patirtimi, nuolat analizuoti, mokytis iš klaidų ir formuoti naują požiūrį ir PS kultūrą.
Nursing policy and its implementation in the hospital was analyzed in Master's thesis. Scientific literature, international and national nursing policies governing documents were analysed; nursing definitions and functions for tasks of nursing policies were presented. The analysis of statistical data reveals Lithuania nursing situation and identify the main nursing policy problems. Qualitative semi-structured interviews study justifying in theoretical part described care policy issues were carried out. Study reveals the main interferences for purposeful nursing policy-making and implementation.
Nursing policy and its implementation in the hospital was analyzed in Master's thesis. Scientific literature, international and national nursing policies governing documents were analysed; nursing definitions and functions for tasks of nursing policies were presented. The analysis of statistical data reveals Lithuania nursing situation and identify the main nursing policy problems. Qualitative semi-structured interviews study justifying in theoretical part described care policy issues were carried out. Study reveals the main interferences for purposeful nursing policy-making and implementation.
Object.To investigate the flow of patients and nurses' workload ratio emergency section. Tasks. 1. Analise patient flow patterns change day period LSMU KK emergency departament. 2. Identify patient flow patterns change weekly.3. Compare flow changes in patients with nurses working hours per day during the period. Research methods. A retrospective analysis of patients flow was made analysis LSMU KK emergency section 01.01.2016 - 01.01.2017 calendar year. Also nurses work schedules are analysed in the same period. The obtained data were processed using SPSS 20.0 software package for Microsoft Office Excel 2010 program. The comparative analysis of the literature data, luginantto same type of work in the emergency department of the European Union. Results. The minimum number of patients served per day by the hour set from 4:00 to 7:00. - an average of 2 patients per hour., The highest from 12:00 to 12:59 hours. - an average of 12 patients per hour. The analysis of patient flows within a week minimum set of patients served Wednesdays - an average of 157 patients, the largest lead times - an average of 182 patients. Patient flow-month periods are different.The minimum number of patients served per day is in January - an average of 155 patients, the highest in July and August - an average of 181 patients. A comparison of patient-nurses ratio found that from 2 to 4 times there were more nurses than the patients from 0:00 to 8:59 min. From 22:00 to 12:00 min. and from 10:00 to 21:59 there was 1.2 more patients than nurses. Conclusions. 1.LSMU KK ED serves the average of 170 patients per day. Individual daily hours of patient flow changes. Minimum average quantity of patients are served from 0:00 to 7:00., The maximum average day flow of patients is from 10:00 to 20:00.2. Separately weekdays patient flow is different. Minimum patient flow points on Wednesday - average of 157 patients, the highest is on Monday - 181 patients. 3. Nurse - patient relationship (work intensity) significant changes in all analyzed in daily hours. From 0:00 to 8:59 min. nurses - patient ratio is 2-4: 1, from 22:00 to 0:00 min. 1.2: 1.All the other hours the ratio is 1: 1.2-1.5. The results show that nurses who work from 9:00 to 21:59 have significantly higher workload (1.2 - by 1.5 times) compared to nurses working from 22:00 to 8:59. Recommendations. In assessing the uneven distribution between patients and nurses during the day can be changed by adjusting the distribution of nurses' schedules. From 0:00 to 7:00 there should be smaller amount of nurses than it is at the moment, but it is recommended to increase the amount of nurses from 10:00 to 22:00.
Object.To investigate the flow of patients and nurses' workload ratio emergency section. Tasks. 1. Analise patient flow patterns change day period LSMU KK emergency departament. 2. Identify patient flow patterns change weekly.3. Compare flow changes in patients with nurses working hours per day during the period. Research methods. A retrospective analysis of patients flow was made analysis LSMU KK emergency section 01.01.2016 - 01.01.2017 calendar year. Also nurses work schedules are analysed in the same period. The obtained data were processed using SPSS 20.0 software package for Microsoft Office Excel 2010 program. The comparative analysis of the literature data, luginantto same type of work in the emergency department of the European Union. Results. The minimum number of patients served per day by the hour set from 4:00 to 7:00. - an average of 2 patients per hour., The highest from 12:00 to 12:59 hours. - an average of 12 patients per hour. The analysis of patient flows within a week minimum set of patients served Wednesdays - an average of 157 patients, the largest lead times - an average of 182 patients. Patient flow-month periods are different.The minimum number of patients served per day is in January - an average of 155 patients, the highest in July and August - an average of 181 patients. A comparison of patient-nurses ratio found that from 2 to 4 times there were more nurses than the patients from 0:00 to 8:59 min. From 22:00 to 12:00 min. and from 10:00 to 21:59 there was 1.2 more patients than nurses. Conclusions. 1.LSMU KK ED serves the average of 170 patients per day. Individual daily hours of patient flow changes. Minimum average quantity of patients are served from 0:00 to 7:00., The maximum average day flow of patients is from 10:00 to 20:00.2. Separately weekdays patient flow is different. Minimum patient flow points on Wednesday - average of 157 patients, the highest is on Monday - 181 patients. 3. Nurse - patient relationship (work intensity) significant changes in all analyzed in daily hours. From 0:00 to 8:59 min. nurses - patient ratio is 2-4: 1, from 22:00 to 0:00 min. 1.2: 1.All the other hours the ratio is 1: 1.2-1.5. The results show that nurses who work from 9:00 to 21:59 have significantly higher workload (1.2 - by 1.5 times) compared to nurses working from 22:00 to 8:59. Recommendations. In assessing the uneven distribution between patients and nurses during the day can be changed by adjusting the distribution of nurses' schedules. From 0:00 to 7:00 there should be smaller amount of nurses than it is at the moment, but it is recommended to increase the amount of nurses from 10:00 to 22:00.
This paper analyzes the scientific discourse of governance and university governance within the framework of the existing concepts, it also deals with alternation of university governance in the context of European higher education regulations and directives, presents analysis of the traditional and entrepreneurial university governance models of the content aspect. It also presents the results of "International Comparative Research on University Governance Models" carried out by the paper authors emphasizing the context of Finland's higher education and university governance and the case of Lapland University. Although traditional higher education values dominate in many missions and visions of Finnish universities, internal institutional governance of the University of Lapland has recently become entrepreneurial. Good governance of the university is associated not only with distinction of administrative and academic functions, reduction of bureaucratic processes, but also with the openness of the university, good communication and understanding of the academic culture.
Uvod: U Republici Hrvatskoj zakon ne predviđa darovanje organa nakon cirkulacijske smrti iako je ono često u pojedinim drugim državama. Cilj: utvrditi koliko je mogućih darovatelja bubrega nakon cirkulacijske smrti bilo u jednogodišnjem razdoblju (2012.) u Kliničkome bolničkom centru Osijek (KBCO). Nacrt istraživanja: presječno istraživanje. Ispitanici i postupci: ispitanici su bili preminule osobe (N=1652) primljene na Zavod za patologiju KBCO tijekom 2012. Procjenjivalo se zadovoljavaju li Maastrichtske kriterije za darovanje organa nakon cirkulacijske smrti. Podaci su preuzeti iz medicinske dokumentacije i statistički obrađeni u SPSS-u. Rezultati: Maastrichtske kriterije zadovoljilo je 215 ispitanika (13 %), 53 od tih ispitanika isključeno je zbog kontraindikacija za transplantaciju (TX), te je konačan broj mogućih darovatelja bio 162 (10 %). Medijan dobi bio je 72 godine (42-91), a 83 od 162 (51 %) bilo je muškoga spola. Najčešći su uzroci smrti srčanožilne bolesti (78 %), a najviše mogućih darovatelja nakon cirkulacijske smrti preminulo je na Klinici za internu medicinu (42 %). Najčešće zadovoljeni Maastrichtski kriterij je bio drugi (88 %, neuspješna reanimacija). Nije utvrđena statistički značajna udruženost pojedinih Maastrichtskih kriterija sa spolom niti s dobi. U značajno ranijoj životnoj dobi preminuli su muški ispitanici. Zaključak: broj mogućih darovatelja bubrega nakon cirkulacijske smrti tijekom godine dana u KBCO bio je 162. Mogućnost darovanja nakon cirkulacijske smrti mogla bi povećati broj mogućih darovatelja bubrežnih presadaka i još više poboljšati uspjeh TX u Republici Hrvatskoj. Na razini KBCO može se reći da bi se broj TX s mogućim darovateljima mogao povećati i do 27 puta (otprilike je aktualno 12 TX godišnje, uz mogućnost po dvije bubrežne TX od jednoga darovatelja), premda bi vjerojatno manje tih darovatelja bilo i ostvareno, s obzirom na njihovu stariju životnu dob te moguće protivljenje obitelji darovanju organa. ; Introduction: In the Republic of Croatia organ donation after circulatory death (DCD) is not regulated by law, although this practice is well represented in some other countries. Goal of the research: To determine how many potential donors after circulatory death were eligible during the one-year period (2012) at University Hospital Centre Osijek (UHCO). Study design: cross-sectional study. Examinees and methods: The examinees included 1652 deceased persons who were admitted to the Department of Pathology of the UHCO during 2012. They were assessed for meeting the Maastricht criteria for organ DCD. Data were taken from medical documentation and statistically analyzed by SPSS. Results: 215 examinees met the Maastricht criteria (13 %), 53 of them were excluded due to the contraindications for donation, thus the final number of potential DCD was 162 (10 %). The median age was 72 years (range 42-91), and 83 (51 %) of 162 were males. The most common causes of death were cardiovascular diseases (78 %), and the highest number of potential DCD died at the Department of Internal Medicine (42 %). The most commonly met Maastricht criterion was the criterion 2 (88 %, unsuccessful resuscitation). Only one examinee met Maastricht criteria 1. Statistically significant association of particular Maastricht criteria with sex or age was not found. The examinees of male gender died at an earlier age. Conclusion: the number of potential DCD in a single year at the UHCO was 162, of which 161 were for kidney donation. Transplantation (TX) from DCD would increase the number of potential donor kidney transplants and further enhance the success of TX in Croatia. At the level of UHCO the number of kidney TX with those donors could increase up to 27 times (considering 12 kidney TX annually so far and 2 possible kidneys from a single DCD), although in reality probably less of those DCD would be realized, due to their old age and possibility of their families refusing the organ donation.
U godini kada obilježavamo 250. obljetnicu hrvatskoga šumarstva, a u tijeku je 169. godina od utemeljenja Hrvatskoga šumarskoga društva i tiskanja 139. godišta našega znanstveno-stručnoga i staleškog glasila Šumarski list, interesantno je baciti pogled na tekstove iz prvih godišta tiskanja časopisa, pa i povući paralelu s današnjicom.Već u prvome godištu 1877 god. pozornost nam privlači članak Adolfa Danhelovskog "Predlozi o štednji drva u proizvadjanju francezkih duga", u kojemu kaže da se postupak proizvodnje neznatno poboljšao, "premda ova vrst robe zaslužuje, da se najvećom štednjom proizvadja, dočim su njoj namijenjeni najkrasniji hrastici". To mora raditi "vješt radnik", jer se inače može "mnogo drva potratiti …., a užje se duge imaju izradjivati od tanjih stabalah ili trupacah". Nastavno, preporuča se radi uštede sortirati trupce sukladno dužini i širini zadanih dimenzija dužica, a slijede ostale preporuke za uštedu. Povucimo sada paralelu s tadašnjim razmišljanjem i preporukama glede štednje i današnjim rasipanjem nacionalnog bogatstva, korištenjem "najkrasnijih hrastika", tako da netržišna cijena sortimenata omogućuje proizvodnju poluproizvoda, a ne visoko finaliziranih proizvoda s velikom dodanom vrijednošću i maksimalnom zaposlenošću. Najžalosnije je kada se furnirski sortiment kamuflira u pilanski prozvod za izvoz, čime se "izvoze" i radna mjesta za kojima plačemo. O tome smo detaljnije pisali u uvodniku ŠL br. 5-6/2012. "Odnos šumarstva i prerade drva". Stoga se ne slažemo s tvrdnjom resornog ministra izrečenoj u razgovoru poslije Konferencije za tisak o kojoj pišemo u rubrici Aktualno, da su potpisani netržišni ugovori s drvoprerađivačima spasili domaću preradu drva od inozemne konkurencije. Za nas je i dalje to način rasipanja nacionalnog bogatstva i trenutačni probitak za račun pojedinaca, a ne za opće dobro.Članak iz trećeg godišta, 1879. god. Alex. Nik. Schultz podnaslovom "Sedam glavnih točaka šumskoga gospodarstva i njihova teoretično-praktična uporaba" započinje motom: "Proizvadjanje najveće kvantitativne i kvalitativne množine drva na najmanjoj površini: i čim vrlije gospodarstvo". U članku navodi kako šumsko gospodarstvo dijeli djelatnosti na temeljne i pripomoćne. Temeljne su računarstvo i prirodoslovlje, a pomoćne: tehnologija, zakonodavstvo, državoznastvo, računovodstvo povijest i geografija. Razdioba praktičnih struka šumskog gospodarstva dijeli na: "gojenje šume, b) zaštita šume zajedno s šumskom stražom, c) šumska poraba za jedno sa šumskom tehnologijom, d) šumska procjena zajedno s uredbom obhodnje i obračunanjem vriednosti i e) šumska uprava i šumsko ravnateljstvo". Ako razmislimo o poanti i današnjem poštivanju mota članka, zaključujemo da se sugerira maksimalno moguće korištenje proizvodnosti pojedinog šumskog staništa, a njegova bi degradacija predstavljala katastrofu. Komentirajući spomenutih sedam točaka, ponajprije navodi da je prva i glavna točka upravljanja i rada "teoretično i praktično naobraženo gospodarstveno osoblje da se može šumom koristno i potrajno gospodariti". Pita se "kako može čovjek uobće, koji neima niti pojma o neophodno nuždnih znanosti, upravljati šumom s mnogimi njezinimi osebujnosti". Druga glavna točka je samostalno odgovorno vođenje gospodarstva "bez pohlepe za dobitkom". Treća točka govori ponajviše o načinima obnove sastojina – umjetnim načinom ili prirodnim pomlađivanjem. U četvrtoj točci bilježimo zaključak: "Pošteni šumar, koji znade računati, ne će nikada privoliti, da njegov gospodar, kada se u momentanoj novčanoj neprilici snadje, te bude prisiljen, uteći se šumi, postane žrtvom takvih švindlera i šumskih pustošnika, te će svu svoju duševnu snagu upotriebiti, da ono što se ne da izbjeći, ograniči bar na najmanji prostor i s obzirom na budućnost". Peta točka tiče se "šumske porabe zajedno sa šumskom tehnologijom i važnija je nego što se na prvi čas čini", a detaljnije obrazlažući zaključuje da joj treba posvetiti dužnu pozornost prateći razvoj i primjenu novih tehnologija. Šesta točka obuhvaća "šumsku taksaciju zajedno s uredjenjem obhodnje i vriednostnim obračunom", a sve spomenute točke međusobno se isprepleću i potrebno ih je ne razdvajati, "jer bez poznavanja jedne ne da se druga izvesti". O sedmoj točci "k šumskoj upravi i ravnateljstvu šuma" nema se što posebno reći kaže on, jer je uglavnom obuhvaćena u prethodnim točkama, ali zaključuje kako prema staroj poslovici "od glave riba smrdi, a preneseno na šumsku industriju: ne valja li ravnateljstvo, to ne valja ni cielo šumsko podčinjeno osoblje. To vriedi kod svake grane gospodarstva, a potvrdjuju to i nebrojeni dokazi u čovječjem družtvenom životu i u svih strukah". Na kraju mi zaključujemo ovaj tekst s porukom – usporedite sami!Uredništvo ; The 250th anniversary of Croatian forestry and the 169th year of the foundation of the Croatian Forestry Association and the publication of the 139th issue of the scientific-professional and specialist magazine Forestry Journal offer an ideal opportunity to look back at the texts published in the first issues and draw a parallel with present times. The very first volume from the year 1877 contains an interesting article by Adolf Danhelovski "Recommendations on saving wood in the production of French staves", which states that the production process has improved slightly "although this type of goods requires maximal saving in its production, since they are produced of the most beautiful oak trees". Work should be performed by a "skilful labourer", otherwise much of the wood "might go to waste". Narrower staves should be made of thinner trees or logs". Furthermore, logs should be classified according to the length and width of stave dimensions required. Other recommendations for saving follow. Let us draw a parallel with the present manner and recommendations related to saving and present squandering of national resources by using "the most beautiful oak forests", so that the non-market prices of the assortments allows the production of semi-finished goods and not high-quality products with a high added value and maximal employment. What is detrimental is the fact that veneer assortments are camouflaged into sawmill products intended for export; this also means "export" of working places which we sorely need. We discussed this in more detail in the Editorial of the Forestry Journal No. 5-6/2012, "The relationship between forestry and wood processing". This is why we do not agree with the words of the competent minister said after a Press conference, which we discuss in the column Current Affairs. The minister claimed that non-market contracts with wood processors had saved home wood processing from foreign competition. We continue to perceive this as a way of squandering national wealth for momentary gain of an individual and not for the benefit of the society as a whole. The article published in the third year of publication in 1879, written by Alex. Ni. Sshulz and entitled "Seven main points of forest management and their theoretical-practical use" starts with a motto: "Production of he highest quantitative and qualitative amount of wood in the smallest area: and the best management". According to the article, forest management activities are divided into basic and auxiliary. The basic activities are mathematics and natural sciences and the auxiliary ones are technology, law-making, political sciences, book keeping, history and geography. Practical parts of forest management are divided into "a) silviculture, b) forest protection together with forest surveillance, c) use of forests together with forest technology, d) forest inventory with rotation and calculation of value and e) forest administration and forest directorate". From the present standpoint, the motto of the article suggests maximum possible use of the productivity of a particular forest site, whose degradation would mean catastrophe. In his comment of the seven points that follow, the author stresses that the first and the main point of management and work lies in "highly educated management personnel who posses theoretical and practical knowledge for useful and sustainable management of forests". He asks himself: "How can a person who has absolutely no knowledge of the basic sciences manage such a highly complex system as a forest?" The second point is independent management devoid of "greed for profit". The third point is primarily concerned with stand regeneration methods - artificial or natural regeneration. The fourth point contains a conclusion: "An honest forester who knows how to calculate will never allow his master, who, if faced with financial problems and forced to exploit his forest, to become a victim of swindlers and forest exploiters, and will use all his spiritual strength to at least limit what is unavoidable to the smallest space with regard to the future". The fifth point refers to "use of forests together with forest technology, which is more important that might seem at first glance". In his detailed explanation, the author concludes that the development and application of new technologies should be given due importance. The sixth point comprises "forest taxation together with rotations and value calculation". All the above points are mutually intertwined and cannot be separated from one another, "since without knowing one it is impossible to perform another". In the author´s words, the seventh point concerning "forest administration and forest directorate" requires no comments because everything is contained in the previous points, but he concludes that, as the old proverb says, "the fish rots from the head down", or translated into forest industry: if the directorate is no good, then the entire subordinate personnel will be no good. This refers to all branches of economy, and has been proven myriad of times in the human society and in all the professions". We conclude this text with the message – compare!Editorial Board
