The Swaziland economy continues to suffer from the global economic crisis and an overvalued real exchange rate. The fiscal crisis is starting to affect external stability. Notwithstanding the fiscal crisis, banks continue to remain well capitalized and profitable. The 2011?12 budget promises to make significant progress in fiscal adjustment while safeguarding priority expenditures. The government is taking ambitious measures to cut the wage bill in FY2011?12. Improvements in revenue administration by the Swaziland Revenue Authority (SRA) will strengthen revenue collections
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The past decade has seen dramatic growth in every area of the prison enterprise. Yet our knowledge of the inner life of the prison remains limited. This book aims to redress this research gap by providing insight into various aspects of the daily life of prison staff. It provides a serious exploration of their work and, in doing so, will seek to draw attention to the variety, value and complexity of work within prisons. This book will provide practitioners, students and the general reader with a comprehensive and accessible guide to the contemporary issues and concerns facing prison staff
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Guinea is emerging from a prolonged period of political crisis. The new government has taken bold steps to address the serious macroeconomic imbalances. The intention to establish a special fund to govern spending from the recent windfall from the mining sector is commended by Executive Directors. The tightening of monetary policy will help drain the excess liquidity out of the economy. Guinea's foreign exchange market remains fragmented and underdeveloped. Revision of the mining code is important for establishing a better investment environment and improving governance
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Intro -- Title Page -- Copyright Page -- Dedication Page -- Contents -- Foreword -- Acknowledgments -- Introduction -- 1. The Organized Medical Staff-Moving from Autonomy to Accountability -- The Traditional Medical Staff Model -- A New Medical Staff Model -- Summary -- References -- 2. Strategic Medical Staff Development Planning-Moving from Demographic to Strategic Recruitment and Retention -- Traditional Physician Recruitment -- Contemporary Physician Recruitment -- Tenets of Strategic Medical Staff Development Planning -- Economic Credentialing -- Summary -- References -- 3. Credentialing and Privileging-Getting more Selective -- Accountability for Quality -- Credentialing and Privileging Defined -- Credentialing and Privileging Case Studies -- Summary -- References -- 4. Privileging Challenges -- Competency Clusters -- Low- or No-Volume Practitioners -- New Technology and Privileges -- Aging and Impairment Issues -- Professional Conduct Issues -- Leave of Absence and Reentry -- Advanced Practice Professionals -- Service Lines and Accountable Care Organizations -- Summary -- References -- 5. Negotiating Performance Expectations -- Physician-Manager Partnerships -- Physician Relationship Management -- Managing Physicians' Performance -- Summary -- References -- 6. Creating Performance Indicators and Targets Collaboratively -- Ongoing Professional Practice Evaluation -- Focused Professional Practice Evaluation -- Summary -- Note -- References -- 7. Moving Peer Review from Quality Assurance to Performance Improvement -- Peer Review Defined -- CMPR Committee Structure -- Applying the CMPR Model -- Addressing Medical Staff Concerns about CMPR -- Effecting the Peer Review Culture Shift -- Summary -- Notes -- References -- 8. Providing Feedback and Managing Improvement -- Successful Physician Feedback Techniques -- Summary -- References.
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Intro -- Contents -- 1: Introduction: Innovative and Courageous Human Resources Development in the Healthcare Sector -- 1.1 Healthcare in the Twenty-First Century -- Innovation in Healthcare -- The Health Care System from an Innovation System Perspective -- 1.2 Personnel Development Yesterday and Today -- New Requirements for the Personnel Development of the Future -- 1.3 Practical Projects of Innovative Personnel Development -- We Love the Challenge: Culture Change -- We Are Bold: Emotional Intelligence Pays -- We Are a Dream Team: Interprofessional Collaboration -- 1.4 Conclusion -- References -- Part I: We Love the Challenge: Culture Change -- 2: Engaging Hearts and Minds to Advance Relationship-Based Cultures -- 2.1 Creating a Culture of Caring -- 2.2 Beliefs About Innovative Learning -- 2.3 How to Achieve Relationship-Based Care -- 2.4 Dimensions of Relationship-Based Care [10] -- How Do We Find the Time? -- 2.5 Two Impactful Workshops -- Workshop #1: Re-Igniting the Spirit of Caring -- The Caring for Self Module of Re-igniting the Spirit of Caring -- The Caring for Colleagues Module of RSC -- The Caring for Patients and Families Module of RSC -- Workshop #2: See Me as a Person -- The Four Therapeutic Practices: Attuning, Wondering, Following, and Holding -- Experiential Learning in Action -- Sustaining and Deepening See Me as a Person -- Measuring the Impact of the Workshops -- 2.6 Quantitative Outcomes -- Patient and Family Experience/Satisfaction -- Employee Engagement/Satisfaction and Financial Health -- 2.7 Qualitative Outcomes -- Verbatim Comments from Re-Igniting the Spirit of Caring Participants -- Verbatim Comments from See Me as a Person Participants -- Implications and Lessons Learned -- 2.8 Closing Reflections -- References -- 3: Establishing Innovation Culture in Nursing: Butterfly Effect -- 3.1 Introduction.
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