Current and capital expenditure per full-time equivalent student by type of institution, primary to tertiary education (2018)

This qualitative descriptive work briefly examines what it has been and continues to be like for islamic education institutions to be alternative institutions in the Singapore’s education system that has the highest performance in international education and tops in global rankings. In Singapore’s education system, islamic education institutions represented by madrasah that are full-time and offer a pedagogical mix of Islamic religious education and secular education in their curricula. There are currently six madrasahs in Singapore offering primary to tertiary education, namely, Aljunied Al-Islamiah, Al-Irsyad Al-Islamiah, Al-Maarif Al-Islamiah, Alsagoff Al-Arabiah, Al-Arabiah Al-Islamiah, and Wak Tanjong Al-Islamiah. Four of them are co-educational, while the other two offer madrasah education exclusively to girls. It explores the powerful and positive potential of islamic education institutions in developing a truly humane science of the the future.

ANALISIS BEBAN KERJA DENGAN METODE FULL TIME QUIVALENT UNTUK MENGOPTIMALKAN KINERJA PADA BAGIAN PRODUKSI DI ERLANGGA KONVEKSI, MALANG

Industri Inovatif : Jurnal Teknik Industri ◽

10.36040/industri.v10i2.2825 ◽

2020 ◽

Vol 10 (2) ◽

pp. 55-59

Author(s):

Irgi Achmad Fahrezy ◽

ST. Salmia L. A ◽

Soemanto Soemanto

Keyword(s):

Quality Control ◽

Full Time ◽

Full Time Equivalent

Pertumbuhanydan permintaan akan sandang yangysemakin meningkat menuntutbperusahan konveksi untuk memiliki tingkat produktifitas yang tinggi, dimana proses ini dapat dilakukan dengan cara meningkatkanbproduktifitas karyawannya. Erlangga Konveksi adalah salah satu perusahaan konveksi yang berdiri tahun 2010. Masalah yang terjadi di Erlangga Konveksi adalah tidak seimbangnya waktu proses produksi pada tiap stasiun kerja yang menyebabkan terjadinya penambahan jumlahpwaktu kerja dan menyebabkan penumpukanfdan banyak kegiatan dari operator yang menghabiskantwaktu dimana operator banyak melakukan kegiatan di luar dari stasiun kerja mereka sendiri untuk membantu operator di stasiun kerja lainya. Untuk itu perlu dilakukan pengukuran beban kerja sebagai dasar perhitungan kebutuhan tenaga kerja yang sesuai pada bagian produksi. Metode yang digunakan dalam penelitian ini adalah metode Full Time Equivalent. Hasil pengukuran menunjukkan beban kerja adalah sebesar 0,33 pada operator gambar pola; 0,29 pada operator pemotongan 1; 0,31 pada operator pemotongan 2; 0,21 pada operator sablon 1 dan 2; 0,22 pada operator press sablon; 1,24 pada operator jahit obras 1; 1,27 padaooperator jahit obras 2; 0,34 pada operator jahit rantai; 0,25 pada operator cutting sebelumnoverdeck; 0,55 pada operator overdeck 1 dan 2; 0,57 pada operator overdeck 3; 0,18 pada operator quality control 1 dan 2; 0,14 pada operator steam; 0,42 pada operatorpsetrika dan 0,20 pada operator packaging. Berdasarkan beban kerja yang telah dihitung pada masing-masing operatorybagian produksi Erlangga Konveksi, Malang, jumlah tenaga optimal pada bagian produksi adalah sebanyak 7 orang yang terbagi ke dalam 7 stasiun kerja.

Effects of coronavirus disease 2019 (COVID-19) pandemic on antimicrobial prevalence and prescribing in a tertiary hospital in Singapore

Antimicrobial Resistance and Infection Control ◽

10.1186/s13756-021-00898-8 ◽

2021 ◽

Vol 10 (1) ◽

Author(s):

Tat Ming Ng ◽

Sock Hoon Tan ◽

Shi Thong Heng ◽

Hui Lin Tay ◽

Min Yi Yap ◽

...

Keyword(s):

Infectious Disease ◽

Quality Indicators ◽

Survey Methodology ◽

Tertiary Hospital ◽

Full Time ◽

Full Time Equivalent ◽

Prevalence Survey ◽

Antimicrobial Prescribing ◽

Point Prevalence Survey ◽

Prescribing Quality

Abstract Background The deployment of antimicrobial stewardship (AMS) teams to deal with the COVID-19 pandemic can lead to a loss of developed frameworks, best practices and leadership resulting in adverse impact on antimicrobial prescribing and resistance. We aim to investigate effects of reduction in AMS resources during the COVID-19 pandemic on antimicrobial prescribing. Methods One of 5 full-time equivalent AMS pharmacists was deployed to support pandemic work and AMS rounds with infectious disease physicians were reduced from 5 to 2 times a week. A survey in acute inpatients was conducted using the Global Point Prevalence Survey methodology in July 2020 and compared with those in 2015 and 2017–2019. Results The prevalence of antimicrobial prescribing (55% in 2015 to 49% in 2019 and 47% in 2020, p = 0.02) and antibacterials (54% in 2015 to 45% in 2019 and 42% in 2020, p < 0.01) have been reducing despite the pandemic. Antimicrobial prescribing in infectious disease wards with suspected or confirmed COVID-19 cases was 29% in 2020. Overall, antimicrobial prescribing quality indicators continued to improve (e.g. reasons in notes, 91% in 2015 to 94% in 2019 and 97% in 2020, p < 0.01) or remained stable (compliance to guideline, 71% in 2015 to 62% in 2019 and 73% in 2020, p = 0.08). Conclusion During the COVID-19 pandemic, there was no increase in antimicrobial prescribing and no significant differences in antimicrobial prescribing quality indicators.

Review of the Health, Welfare and Care Workforce in Tasmania, Australia: 2011–2016

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph18137014 ◽

2021 ◽

Vol 18 (13) ◽

pp. 7014

Author(s):

Belinda Jessup ◽

Tony Barnett ◽

Kehinde Obamiro ◽

Merylin Cross ◽

Edwin Mseke

Keyword(s):

Oral Health ◽

Rural Communities ◽

Health Workforce ◽

Census Data ◽

Care Service ◽

The State ◽

Full Time ◽

Full Time Equivalent ◽

Diverse Range ◽

Per Capita

Background: On a per capita basis, rural communities are underserviced by health professionals when compared to metropolitan areas of Australia. However, most studies evaluating health workforce focus on discrete professional groups rather than the collective contribution of the range of health, care and welfare workers within communities. The objective of this study was therefore to illustrate a novel approach for evaluating the broader composition of the health, welfare and care (HWC) workforce in Tasmania, Australia, and its potential to inform the delivery of healthcare services within rural communities. Methods: Census data (2011 and 2016) were obtained for all workers involved in health, welfare and care service provision in Tasmania and in each statistical level 4 area (SA4) of the state. Workers were grouped into seven categories: medicine, nursing, allied health, dentistry and oral health, health-other, welfare and carers. Data were aggregated for each category to obtain total headcount, total full time equivalent (FTE) positions and total annual hours of service per capita, with changes observed over the five-year period. Results: All categories of the Tasmanian HWC workforce except welfare grew between 2011 and 2016. While this growth occurred in all SA4 regions across the state, the HWC workforce remained maldistributed, with more annual hours of service per capita provided in the Hobart area. Although the HWC workforce remained highly feminised, a move toward gender balance was observed in some categories, including medicine, dentistry and oral health, and carers. The HWC workforce also saw an increase in part-time workers across all categories. Conclusions: Adopting a broad approach to health workforce planning can better reflect the reality of healthcare service delivery. For underserviced rural communities, recognising the diverse range of workers who can contribute to the provision of health, welfare and care services offers the opportunity to realise existing workforce capacity and explore how ‘total care’ may be delivered by different combinations of health, welfare and care workers.

Recruitment, Readiness, and Retention of Providers at a Field Hospital during the Pandemic

Disaster Medicine and Public Health Preparedness ◽

10.1017/dmp.2022.2 ◽

2022 ◽

pp. 1-21

Author(s):

Ishaan Gupta ◽

Zishan K. Siddiqui ◽

Mark D. Phillips ◽

Amteshwar Singh ◽

Shaker M. Eid ◽

...

Keyword(s):

Team Building ◽

Well Being ◽

Just In Time ◽

Multidisciplinary Teams ◽

Full Time ◽

Full Time Equivalent ◽

Field Hospital ◽

Convention Center ◽

Key Steps ◽

Experienced Personnel

Abstract In response to the coronavirus disease 2019 (COVID-19) pandemic, the State of Maryland established a 250-bed emergency response field hospital at the Baltimore Convention Center to support the existing healthcare infrastructure. To operationalize this hospital with 65 full-time equivalent (FTE) clinicians in less than four weeks, more than 300 applications were reviewed, 186 candidates were interviewed, and 159 clinicians were credentialed and onboarded. The key steps to achieve this undertaking involved employing multidisciplinary teams with experienced personnel, mass outreach, streamlined candidate tracking, pre-interview screening, utilizing all available expertise, expedited credentialing, and focused onboarding. To ensure staff preparedness, the leadership developed innovative team models, applied principles of effective team building, and provided ‘just in time’ training on COVID-19 and non-COVID-19 related topics to the staff. The leadership focused on staff safety and well-being, offered appropriate financial remuneration and provided leadership opportunities that allowed retention of staff.

An Input Adjustment Method for Challenging Privatization: A Case from Michigan Prison Health Services

Labor Studies Journal ◽

10.1177/0160449x16678326 ◽

2016 ◽

Vol 42 (2) ◽

pp. 85-98

Author(s):

Roland Zullo

Keyword(s):

Best Practice ◽

Full Time ◽

Managed Competition ◽

Physical And Mental Health ◽

Full Time Equivalent ◽

The Public ◽

Prison Health ◽

Good Government ◽

Personnel Practice ◽

Price Differences

I investigate the feasibility of completely privatizing prison physical and mental health service. The study is based on bid documents from Michigan’s 2012 exploration of privatized health care, along with historical documents. Five lessons are reported: (1) Price differences are largely attributable to staffing strategies, with private agents using fewer full-time equivalent (FTE) and less-qualified staff; (2) privatization ushers in personnel practice that is less structured for long-term employee retention; (3) managed competition is impractical due to qualified provider scarcity and desirability of client-patient continuity; (4) tension between best practice medicine and the profit motive is unresolvable, which necessitates diligent monitoring; and (5) privatization ideology is a powerful force that is external to the public interest but one that can be challenged by “good government” coalitions.

Characteristics of the healthcare information technology workforce in the HITECH era: underestimated in size, still growing, and adapting to advanced uses

JAMIA Open ◽

10.1093/jamiaopen/ooy029 ◽

2018 ◽

Vol 1 (2) ◽

pp. 188-194 ◽

Cited By ~ 4

Author(s):

William R Hersh ◽

Keith W Boone ◽

Annette M Totten

Keyword(s):

Information Technology ◽

Weighted Average ◽

Full Time ◽

Healthcare Information Technology ◽

Full Time Equivalent ◽

Healthcare Information ◽

Hospital Size ◽

Average Analysis ◽

Size Growth ◽

Information Technology Workforce

Abstract Objective There is little readily available data about the size and characteristics of the healthcare information technology workforce. We sought to update a previous description of the size, growth, and characteristics of this workforce based on the Healthcare Information Management Systems Society (HIMSS) Analytics® Database, a resource that includes hospital size, number of beds, amount of staffing, and an eight-stage model of electronic health record adoption (Electronic Medical Record Adoption Model, EMRAM℠). Materials and Methods We updated an analysis done using a 2007 snapshot of the HIMSS Analytics Database with a comparable snapshot from 2014 in order to estimate the size of the current workforce and project future needs. For the 2014 data, we applied the same weighted average analysis used in 2007 to obtain a ratio of information technology (IT) hospital full-time equivalent (FTE) to staffed beds, extrapolate the results to all US hospitals, and project the workforce needs as hospitals achieve higher EMRAM stages. Results Our estimated size of the healthcare information technology workforce in the US in 2014 was 161 160, which was 8.0% larger than the estimate based on the 2007 data. Based on the new data, we project a potential need for an additional 19 852 and 153 114 FTE, if all hospitals were to achieve EMRAM Stages 6 and 7, respectively. The distribution of FTE across job function category varies by EMRAM stage. Discussion and Conclusions Although these data are limited, especially for EMRAM Stage 7, there is likely need for substantial workforce growth as hospitals increase their adoption of advanced healthcare information technology. Further research with data better focused on workforce characteristics will provide a better picture of staffing requirements.

ANALISIS BEBAN KERJA PADA CLEANING SERVICE DI PT. XYZ DENGAN METODE FULL TIME EQUIVALENT

J TI UNDIP JURNAL TEKNIK INDUSTRI ◽

10.14710/jati.13.1.1-6 ◽

2018 ◽

Vol 13 (1) ◽

pp. 1

Author(s):

Arnold Samuel Chan ◽

Jessica Pratiwi ◽

Lucy Sanjaya ◽

Benedictus Rahardjo

Keyword(s):

Circuit Breaker ◽

Working Hours ◽

Foreign Company ◽

Optimum Number ◽

Full Time ◽

Full Time Equivalent ◽

Electrical Devices

Abstrak PT. XYZ adalah perusahaan asing asal Jerman yang memproduksi circuit breaker (sebagai pelindung peralatan listrik). Penelitian ini bertujuan untuk mengetahui jumlah tenaga bagian kebersihan (cleaning service) yang optimal sebab melalui pengamatan dari beberapa manajer, petugas cleaning service seringkali menganggur. Jumlah tenaga cleaning service saat ini adalah 9 orang. Metode yang digunakan dalam penelitian ini adalah Full Time Equivalent (FTE). Metode FTE dilakukan dengan menghitung total waktu beban kerja pada seluruh lokasi di PT. XYZ dan jumlah jam kerja efektif. Total waktu beban kerja petugas cleaning service adalah 464.746,5 menit dan total jam kerja efektif selama setahun setelah diberikan allowance adalah 93.585 menit. Total nilai FTE tenaga cleaning service adalah 4,97 yang berarti jumlah tenaga yang dibutuhkan adalah 5 orang. AbstractPT. XYZ is a foreign company based in German that manufactures circuit breaker (to protect an electrical devices). This research aims to find an optimum number of needed cleaning service’s employees as the information from the manager at PT. XYZ said that the current cleaning service’s employees are frequently idle. The current cleaning service’s total employees are 9. The method used in this research was Full Time Equivalent (FTE). FTE was applied by counting the total time workload at the entire location of PT. XYZ and the total effective working hours. Total time workload of the cleaning service’s employees are 464,746.5 minutes and the total effective working hours a year after adjusted with the allowance is 93,585 minutes. Total FTE value for cleaning service’s employee is 4.97 which means only 5 employees needed. Keywords: Workload; Employee; Full Time Equivalent

Measurement of Individual Clinical Productivity in an Academic Anesthesiology Department

Anesthesiology ◽

10.1097/00000542-200012000-00024 ◽

2000 ◽

Vol 93 (6) ◽

pp. 1509-1516 ◽

Cited By ~ 28

Author(s):

Amr E. Abouleish ◽

Mark H. Zornow ◽

Ronald S. Levy ◽

James Abate ◽

Donald S. Prough

Keyword(s):

Medical Center ◽

Clinical Care ◽

Obstetric Anesthesia ◽

Fiscal Year ◽

Full Time ◽

Full Time Equivalent ◽

High Productivity ◽

Academic Settings ◽

Individual Productivity ◽

American Society

Background The ability to measure productivity, work performed, or contributions toward the clinical mission has become an important issue facing anesthesiology departments in private practice and academic settings. Unfortunately, the practice and billing of anesthesia services makes it difficult to quantify individual productivity. This study examines the following methods of measuring individual productivity: normalized clinical days per year (nCD/yr); time units per operating-room day worked (TU/OR day); normalized time units per year (nTU/yr); total American Society of Anesthesiologists (ASA) units per OR day (tASA/OR day); and normalized total ASA units per year (ntASA/yr). Methods Billing and scheduling data for clinical activities of faculty members of an anesthesiology department at a university medical center were collected and analyzed for the 1998 fiscal year. All clinical sites and all clinical faculty anesthesiologists were included unless they spent less than 20% of their time during the fiscal year providing clinical care, i.e., less than 0.2 clinical full-time equivalent. Outliers, defined as faculty who had productivity greater or less than 1 SD from the mean, were examined in detail. Results Mean and median values were reported for each measurement, and different groups of outliers were identified. nCD/yr identified faculty who worked more than their clinical full-time equivalent would have predicted. TU/OR day and tASA/OR day identified apparently low-productivity faculty as those who worked a large portion of their time in obstetric anesthesia or an ambulatory surgicenter. tASA/OR day identified specialty anesthesiologists as apparently high-productivity faculty. nTU/yr and ntASA/yr were products of the per-OR day measurement and nCD/yr. Conclusion Each of the measurements studied values certain types of productivity more than others. By defining what type of service is most important to reward, the most appropriate measure or combination of measures of productivity can be chosen. In the authors' department, nCD/yr is the most useful measure of individual productivity because it measures an individual anesthesiologist's contribution to daily staffing, includes all clinical sites, is independent of nonanesthesia factors, and is easy to collect and determine.