994 resultados para Survivor’s service


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Communication between trainer and trainee plays a central role in teaching and learning in the clinical environment. There are various strategies to frame the dialogue between trainee and trainer. These strategies allow trainers to be more effective in their supervision, which is important in our busy clinical environment. Communication strategies are well adapted to both in- and out-patient settings, to both under- and postgraduate contexts. This article presents three strategies that we think are particularly useful. They are meant to give feedback, to ask questions and to present a case.

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Objective Undertaking of a complete audit of the service of mammography, as recommended by BI-RADS®, in a private reference institution for breast cancer diagnosis in the city of São Paulo, SP, Brazil, and comparison of results with those recommended by the literature. Materials and Methods Retrospective, analytical and cross-sectional study including 8,000 patients submitted to mammography in the period between April 2010 and March 2011, whose results were subjected to an internal audit. The patients were followed-up until December 2012. Results The radiological classification of 7,249 screening mammograms, according to BI-RADS, was the following: category 0 (1.43%), 1 (7.82%), 2 (80.76%), 3 (8.35%), 4 (1.46%), 5 (0.15%) and 6 (0.03%). The breast cancer detection ratio was 4.8 cases per 1,000 mammograms. Ductal carcinoma in situ was found in 22.8% of cases. Positive predictive values for categories 3, 4 and 5 were 1.3%, 41.3% and 100%, respectively. In the present study, the sensitivity of the method was 97.1% and specificity, 97.4%. Conclusion The complete internal audit of a service of mammography is essential to evaluate the quality of such service, which reflects on an early breast cancer detection and reduction of mortality rates.

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Dans la première partie de ce mémoire, après un bref rappel du contexte institutionnel et des modes de décisions dans l'organisation hospitalière, nous traiterons des nouvelles règles du jeu sanitaire vaudois et nous nous intéresserons en particulier au premier Contrat de Prestations, passé entre les Hospices Cantonaux et l'Etat de Vaud [en 1997]. C'est à la déclinaison de ce nouveau dispositif à l'intérieur de l'organisation des Hospices que nous consacrerons la deuxième partie, en nous focalisant sur la démarche "projets de service" et sur son impact au niveau de la vie des services. Enfin, nous examinerons les résultats de la démarche "projets de service" une année après son introduction, en tenant de dresser un premier bilan à partir de nos propres constats. Nous avons volontairement restreint notre analyse aux services cliniques, et plus particulièrement à celles du Centres Hospitalier Universitaire Vaudois (CHUV). [Auteur]

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[...] L'Etat se doit d'imposer aux institutions des objectifs de qualité corollairement aux objectifs financiers. La préparation et la négociation des contrats de prestations ainsi que du cadre budgétaire et le contrôle du respect des éléments y relatifs devient une tâche primordiale de l'Etat. C'est par ce biais qu'il garde un certain contrôle sur les objectifs des institutions. Dès lors, pour ne pas recréer les conditions-cadres que l'on veut justement changer, à savoir le manque d'incitation à la bonne gestion, l'État doit se doter d'instruments de surveillance capables de mettre en évidence suffisamment tôt une éventuelle dérive financière, de manière à permettre la prise de mesures adéquates. Il doit également surveiller l'activité des institutions et en mesurer les effets au sein de la population (qualité des soins, accessibilité, etc.). Cette surveillance nécessite la collecte de données épidémiologiques et elle s'exerce grâce à la création de tableaux de bord composés d'indicateurs pertinents. [...] [Auteur, p. 20]

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Peer-reviewed

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This report was requested by the Innovation and Marketing department of the ETHBibliotek, for the purpose of assessing the social cataloguing tool LibraryThing and its potential uses in an academic library.

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Project business companies are moving towards solution offering in order to avoid discontinuity of project business and to gain other advantages. An option to implement solution business could be BOOT (Build-Own-Operate-Transfer) business model where a company is given the responsibilities to design, finance, build, own, operate and maintain for example production facilities of a client. The contract is made for 10-30 years, the client pays the solution during this period of time and after contract termination the facilities are transferred to the ownership of the client. The purpose of this study was to provide knowledge about BOOT business model for the company in question and its employees and to create a settlement of the advantages, disadvantages and risks of it. Furthermore, one of the main objectives was to create a description of the network needed to run a BOOT project. The objectives were met through a literature study and an explorative case study with appropriate interviews. Based on this study, the company should be able to evaluate the applicability of BOOT business model to their business environment better.