Foreign-born Canadian emigrants and their characteristics (1981-1986)

"This article provides estimates of levels and structures of recent return migration from Canada. Estimates are distinguished according to sex, period of immigration and place of birth of foreign-born emigrants. Special attention is paid to propensity to return. The impact of return migration on change of foreign-born populations is also evaluated." This is a revised version of a paper originally presented at the 1989 Annual Meeting of the Population Association of America (see Population Index, Vol. 55, No. 3, Fall 1989, p. 426).     

Population changes and the cost of health care for the elderly in Poland

"The author...has attempted to measure the effects of population changes upon the costs of health care [in Poland] by applying a simulation model. In this model the total cost of health care is a function of the per capita cost of health care by age, sex, and place of residence (urban, rural) and population structure.... The paper includes...the results concerning population 60 years of age and over." Data are from several official health-related surveys carried out in 1989.     

富民兴盟 教育先行

沙漠戈壁绵亘境内2/3的阿拉善盟,建国初(原阿拉善旗、额济纳旗)仅有小学4所,初中一所,在校生738人,教职工33人.民族教育尤为落后,蒙古族识字者仅有270余人,占人口总数的2.1%.1990年底,全盟所辖三旗(阿拉善左旗、阿拉善右旗、额济纳旗)、两场(吉兰太、雅布赖盐场)各级种类学校已发展到132所,在校生33656人,其中蒙授6878人,教职工专任教师3449人,蒙授800人.建盟十年间,全盟基本普及初等教育,扫除了文盲.中小学全部实现"一无两有"或"一无五有".危房下降到0.84%.小学、初中、高中专任教师合格率均列全区前茅.冲破樊篱走出新路1983年,鉴于陈旧落后的教育结构、教学方法、教学内容、教育管理体制等制约着教育的发展.盟委、行署制定了《关于当前教育改革若干问题的决定》,首先     

Strategic planning for the board

Although the planning operation is regarded by some observers as unrealistic in conditions of rapid change and increasing competition, the discipline of strategic thinking and the need for strategic leadership continue to be of vital importance. The author examines the purpose of the Board of Directors and its role in the management of strategy.     

The impact of migratory flows on population changes in Jordan: a Middle Eastern case study

The impact of migration into and out of Jordan on population changes from 1949 to the present is examined. The author briefly discusses population growth, spatial distribution, urban growth, economic conditions, and remittances. (SUMMARY IN FRE AND SPA)     

Population and towns in Senegal: demo-geographic growth

Using data from the 1976 and 1988 censuses, the author notes that the population of Senegal has grown by 37.6 percent over the period and that this growth is concentrated in urban areas. One feature of this trend has been the growing primacy of the capital Dakar and a decline in the relative importance of smaller towns. The need to discourage rural-urban migration by promoting socioeconomic development in rural areas is stressed. (SUMMARY IN ENG)     

Twelve questions to ask about your outcomes monitoring system--Part I

Outcomes monitoring is an integral part of any decision maker's information resources--the cornerstone of a provider's commitment to quality improvement or of a purchaser's strategy for seeking value. In their eagerness to obtain useful information about provider performance, purchasers and consumers naively may accept flawed evaluations and thereby create perverse incentives for providers that undermine the very qualities they wish to foster. Inaccurate or misleading information about provider performance will lead managers to reward the wrong behavior and so induce more of it. Inaccurate information also can discourage better providers whose performances are not recognized and can lead all providers to distrust and denounce clinical monitoring in general. When these things happen, the great value of outcomes monitoring systems as a tool for quality improvement is lost.     

Housestaff coverage in a nonteaching community hospital

In August 1992, a project team of senior medical and administrative personnel was formed (Housestaff Coverage Project Team) at the Park Ridge Health System, Rochester, N.Y.. The team was given a mandate to address housestaff coverage, primarily from an economic standpoint. Through total quality management (TQM), the project team sought to develop a house coverage plan that was sustainable, efficient, and effective. A plan was developed that includes three layers of service. A minimum "standard hospital coverage" would be available to all physicians and their patients and cover the basic needs of admission, crisis intervention, and issues of length of stay. A complete level of service would be available under the title of "case management" and would consist of total patient management, under the direction of the attending physician, from admission through discharge. The third level of service available to both "standard" and "case managed" patients would be a "consultative service." The latter would function as a traditional in-house medical service and would bill for its services. Park Ridge Hospital believes it has developed a system of housestaff coverage that is sustainable, efficient, and effective. An evaluation mechanism, primarily addressed at length of stay, will tell if we are correct in this assumption.