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venerdì 21 settembre 2007
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Nursing - European Union Directives
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Applying for Registration under European Union Directives (77/452/EEC, 77/453/EEC for General nurses; 80/154/EEC, 80/155/EEC for Midwives.
For further information on Directives visit the European Union Law website.
Nurses and Midwives who Obtained their Qualifications under European Union Directives:
Nurses and midwives need verification of their qualification(s) from their Registration Authority.
Nurses:
Registration in Ireland for general nurses who trained in another member state of the European Union, is governed by EC Directives 77/452/EC and 77/453/EC. These directives provide two routes by which you may gain entry to An Bord Altranais register. You must either:
have trained under the EU Syllabus for general nursing; or
have practised in the capacity of a first-level general nurse for three out of the five years preceding your application for registration in Ireland.
Midwives:
EC Directives 80/154/EC and 80/155/EC allow midwives who meet their requirements, in relation to training and practice, to apply for registration with An Bord Altranais. You must either:
have trained under the EU Syllabus for midwifery; or
have practised as a midwife for three out of the five years preceding your application for registration in Ireland.
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Trends in International Nurse migration
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Ireland
Ireland is a noteworthy example of the potential for additional developed countries to join the ranks of current major host countries in active international nurse recruitment. For years Ireland produced more nurses than it could employ, and Irish nurses were highly sought after by other developed countries, including the United Kingdom and the United States. The recent Irish economic boom resulted in the expansion of jobs for nurses in Ireland, so much so that the number of jobs exceeded the domestic supply of employed nurses. Thus, Ireland became a major host rather than a source country and now recruits actively overseas, especially in the Philippines.
Some nurses come from Italy through an Italian agency called Idea lavoro - based in Bologna.
[14] Long-standing nurse migratory patterns between the United Kingdom and Ireland have totally reversed: Ireland is now a major destination for U.K. nurses instead of vise versa.[15] And, as in the United Kingdom, Ireland is now importing more new entrants to nursing than it is training domestically
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Ireland - Nursing & Healthcare - Upfates
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Nursing & HealthcareIreland’s nursing shortage is particularly acute in the Dublin area and the government recently announced measures aimed at attracting back nurses who had left the profession (11,000 nurses are registered as ‘inactive’) or work abroad and encouraging those who work part-time to work full time. In other parts of the country, doctors are in short supply and an extra 1,000 consultants are also needed. Specialist nurse training courses are being created in Cork, Waterford and Limerick, and fees for ‘back to nursing’ courses have been abolished.
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More UK businesses look to Internet to recruit
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More UK businesses look to Internet to recruit
Jobcentre Plus employer survey confirms sustained buoyancy in recruitment market
As the number of employers looking to recruit increases, more and more are turning to the Internet to advertise jobs according to a new report from Jobcentre Plus.
The annual survey of over 4,500 employers indicates that over a quarter of British businesses (604,000) were on the look out to hire new staff last year. The survey indicates that in 2006, 27% of businesses were actively recruiting new staff with 25% of all filled job vacancies advertised online. The proportion of overall vacancies now being advertised through the Internet has increased to 16% from 12% in 2004, with one in every eight employers surveyed confirming they had used Internet websites to advertise a vacancy in the last 12 months.
This online trend is also being reflected by jobseekers themselves. In a single week in June, the Jobcentre Plus website (www.jobcentreplus.gov.uk) experienced a record 6.6 million job searches conducted by nearly 2.2 million online jobseekers.
Caroline Flint, Minister of State for Employment and Welfare Reform, said:
“Employment in the UK continues to show sustained growth. However, if we are to meet our aim of achieving 80% employment we need to work harder still to support more people back into work. Yesterday we published our green paper on In Work, Better Off which sets out the steps to achieving full employment. That included our commitment to new Local Employment Partnerships through which major employers across all key sectors have pledged to create 250,000 jobs to support some of the hardest to help into work.
“Jobcentre Plus plays a crucial role working with employers to fill vacancies by identifying the right people with the right skills.”
Overall, the results of the survey show that the UK recruitment market continues to maintain momentum. Last year 3.39 million vacancies were successfully filled. Small and medium-sized organisations (10-249 employees) were the most proactive recruiters, accounting for almost two thirds of successfully filled vacancies. They were closely followed by larger establishments in particular the businesses employing over 250 people.
Regionally, the South East and London maintained the trend for accounting for the highest proportion of filled vacancies and were also the regions most likely to refer to internet or web-based recruitment.
Employers continue to use Jobcentre Plus as a service for advertising jobs. Of the 3.97 million vacancies advertised externally over the last 12 months, over a third were advertised with Jobcentre Plus. 41% of employers questioned confirmed they had used Jobcentre Plus within the last 12 months, with those in Scotland (56%), and the North West (54%) making particular use of the organisation to advertise their vacancies. Larger, multi-sited employers were significantly more likely to use Jobcentre Plus, as were those with strong relationships in place.
Lesley Strathie, Chief Executive, Jobcentre Plus said:
“This survey demonstrates the continued strength and development of the UK recruitment market. It is encouraging to see employers using services such as our website and the Employer Direct Online service, which gives employers complete control of the recruitment process from advertising to appointment. That is growing at a rapid pace and we expect that trend to continue. Alongside that the new Local Employment Partnerships give us a framework for close work with employers committed to recruiting a more diverse work force including lone parents and others who have been out of the jobs market”
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In Italia salari tra i più bassi d'Europa
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La crescita delle retribuzioni è inferiore a quella di altri Paesi. In termini di potere d'acquisto solo i portoghesi stanno peggio
Il livello dei salari Italia, in termini di potere d’acquisto è tra i più bassi d'Europa, inferiori a quelli della Grecia e superiori solo a quelli del Portogallo (tabella). Lo indica l'ultimo rapporto Eurispes, che si riferisce al periodo 2000-2005. Nell'arco di tempo considerato c'è stata una crescita media del salario comunitario – per l’insieme dei Paesi europei – del 18%, mentre nel nostro Paese i lavoratori dell’industria e dei servizi (con esclusione della Pubblica amministrazione) hanno goduto dil una crescita dei livelli retribuiti del 13,7%. una crescita ancora minore c'è stata in Germania e la Svezia , dove però i dati di partenza erano più elevati., mentre i lavoratori di Gran Bretagna, Norvegia, Olanda e Finlandia hanno visto, nel quinquennio, la propria busta paga accrescersi di oltre il 20% (grafico e tabella).
■ Tutti i dati dello studio Eurispes
COMPETITIVITA' - Da un punto di vista della competitività, ciò si dimostra naturalmente un vantaggio, perché la dinamica salariale assicura un vantaggio in termini di costi: in Italia il costo medio in euro per ora di lavoro, calcolato sui dati forniti dallo Yearbook dell’Eurostat, è superiore solo a quello di Spagna, Grecia e Portogallo, che è anche il paese dove i costi del lavoro sono minimi (9,5 euro all’ora) mentre Danimarca e Svezia fanno registrare i valori massimi (30,7 e 30,4 euro per ora rispettivamente) (grafico e tabella).
AUSPICI UE - Ciò appare in linea con gli auspici della Commissione Europea, espressa nel rapporto trimestrale sull'eurozona della dg affari economici. In Italia, Portogallo, Spagna e Grecia «i costi unitari del lavoro dovranno essere mantenuti sotto la media eurozona», è l'opinione della commissione . Il motivo è che questi Paesi «devono riguadagnare competitività». Secondo il rapporto «Tutti gli indicatori mostrano che nel 2006 ha prevalso la moderazione salariale e in futuro i rischi appaiono equilibrati». Ci sono dei rischi «a breve termine», ma le riforme del mercato del lavoro e la globalizzazione «possono contribuire a contenere rivendicazioni salariali eccessive».
SALARI LORDI - La posizione del nostro Paese non cambia all’interno della classifica europea secondo il rapporto Eurispes se vengono considerati i salari lordi, ossia l’importo che il lavoratore dipendente vede segnato sulla busta paga (e che non corrisponde al suo contenuto, perché da quel valore il datore di lavoro avrà sottratto, per versarli agli Enti di previdenza, i contributi a carico del dipendente e le imposte dirette, delle quali è responsabile come sostituto d’imposta). Il salario lordo differisce dal costo del lavoro soprattutto per la quota di contributi previdenziali a carico del datore di lavoro (grafico e tabella ). Confrontando ( 1 ) e (2) si evince che la classifica dell’Italia è rimasta immutata (al quartultimo posto) ma che mentre il costo del lavoro è da noi inferiore del 30,6% (-9,4 euro) rispetto a quello della Danimarca (dove è il più caro), se si confronta il salario lordo, si vede che al lavoratore dipendente italiano medio spetta solo il 52% del salario lordo del lavoratore medio danese: questo perché i contributi sociali sono da noi più gravosi che in Danimarca. A causa del diverso peso di quella parte dei contributi sociali a carico delle imprese si modifica anche ed in maniera significativa, la classifica dei Paesi europei: ecco allora che la Francia che occupa uno dei primi posti per costo del lavoro scivola al disotto della Germania e soprattutto della Gran Bretagna per consistenza del salario lordo. Molto interessante è la condizione del lavoratore britannico che, pur costando poco alle imprese (il costo del lavoro nelle isole britanniche è solo del 16% più elevato che in Italia), garantisce il terzo salario medio assoluto in Europa, dietro solo a Danimarca e Germania e superiore a quello italiano dell’80%.
29 marzo 2007
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Ragazzi andate all’estero
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GIULIO PRETI*
Nel 1960 quando decisi di diventare dentista, l’odontoiatria in Italia era considerata una branca minore della medicina. I medici potevano praticarla senza un’apposita preparazione, talvolta come attività secondaria accanto a quella medica. Le Università italiane vedevano la professione odontoiatrica con scetticismo e l’impegno nella ricerca era scarso o nullo.
L’istruzione odontoiatrica come noi la conosciamo, semplicemente non esisteva. Presto mi resi conto che per eccellere nella professione che avevo scelto avrei dovuto recarmi a studiare altrove, quindi mi iscrissi alla scuola odontoiatrica dell’Università di Zurigo dove venni a contatto con educatori clinici straordinari.
A metà degli Anni Sessanta tornai a Torino e su invito del professor Modica - che diventò il mio maestro in Italia - cominciai a frequentare la Clinica odontoiatrica. A Torino ho compiuto la mia carriera accademica, iniziando da assistente volontario. Ho potuto essere testimone, e contribuire con i colleghi della mia generazione, alla profonda trasformazione che, con la nascita del corso di laurea in Odontoiatria, ha investito l’odontostomatologia.
L’odontoiatria, da semplice disciplina del corso di laurea in Medicina e Chirurgia, diventava corso di laurea essa stessa.
Nella nostra Università, in pochi anni, è stato creato un innovativo modello didattico. In retrospettiva, Torino si è dimostrata un luogo eccellente per cominciare, essendo una delle più antiche e stimate università europee, impegnata in forti programmi clinici in Medicina, e con risorse intellettuali superiori nel campo della ricerca. Precocemente si riconobbe che l’odontoiatria era parte integrante della cura e della salute e richiedeva una stretta collaborazione con la Medicina e le discipline affini.
Ci si impegnò nel fornire agli studenti una buona preparazione sia clinica sia nel campo della ricerca scientifica. Il modello didattico della scuola odontoiatrica di Torino può essere definito come autoportante. Lo studente, infatti, non è solo il destinatario dell’insegnamento, ma è coinvolto in misura tale nel lavoro clinico e nella ricerca, da diventare parte integrante necessaria e indispensabile per la vita della Scuola stessa. Gli studenti sono responsabili, non solo della gestione dei pazienti loro affidati e del proprio lavoro clinico, ma partecipano anche alla gestione dei locali della Scuola.
Questo modello è stato apprezzato all’estero, in quanto, oltre a ridurre le spese di gestione, che per una Dental School sono comunque alte, fornisce agli studenti un’ottima preparazione.
A Torino, la scuola di Odontoiatria ha iniziato il trasferimento nella nuova sede del Lingotto, dove strutture e risorse umane faranno sì che sia all’avanguardia in campo internazionale. Una nuova generazione sta affacciandosi alla ribalta accademica. Ho avuto l’opportunità di conoscere alcuni di questi giovani, dei quali ho apprezzato l’intelligenza, la passione e l’impegno. A questi giovani mi permetto di consigliare di fare un’esperienza in Paesi di lingua inglese, per estendere la loro esperienza professionale, incontrare nuovi colleghi, maturare idee innovative.
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Medico Italiano In Gb, Carriera e Stipendi Migliori Che In Italia
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- Prospettive di carriera, migliore formazione clinica e manageriale, stipendi all'altezza delle responsabilità. Sono sono alcuni degli aspetti che rendono vantaggioso fare il medico in Gran Bretagna. Parola di Francesco Mungai, specialista in psichiatria che, come altri camici bianchi italiani, ha risposto sì a un'offerta di lavoro del Servizio sanitario britannico. Un sistema che, secondo Mungai, "offre ottime opportunità".
"Quello che ho trovato al mio arrivo - spiega Mungai - è stato un mercato del lavoro decisamente vivace ed estremamente flessibile, in grado di rispondere alle aspettative e all'entusiasmo di un giovane medico. Rispetto all'Italia - aggiunge - qui c'è una maggiore possibilità di carriera e di crescita formativa. Sia da un punto di vista clinico che manageriale". Non trascurabile, poi, l'aspetto economico: "La retribuzione di uno specialista - sottolinea Mungai - è commisurata alle responsabilità richieste, e questo consente di mantenere un ottimo standard di vita in un Paese dove, in genere, il costo della vita tende a essere maggiore rispetto all'Italia".
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Hewitt announces 'fair and affordable' pay deals for NHS staff
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The NHS currently employs 1,331,087 staff. Of which:
177, 036 doctors (30,650 consultants, 16,823 registrars, 31,523 GPs and 2,562 GP registrars),
397,525 qualified nursing, midwifery and health visiting staff (including 24,844 qualified midwives)
128,883 Qualified scientific, therapeutic & technical staff (which includes 58,959 allied health professionals and 223,526 health care assistants)
37,726 managers & senior managers.
Since 1997 we have recruited an extra 78,700 nurses, 27,400 doctors, 32,600 therapists and scientists and 2,350 qualified ambulance staff
Since 2003 there has been a year on year decline in vacancies for most NHS staff groups
In 2005 2,549 more students entered medical school than in 1997 and 10,032 more nursing and midwifery training places were commissioned than in 1997.
A newly qualified nurse joining the profession in 1997 earned £12,385. They will now earn £19,166 on a par with a newly qualified primary school teacher.
The typical starting pay for a new junior doctor is now £30,433 - an increase of £8,817 (40%) since 1997
The pay of a new consultant (on the minimum salary scale) has risen from £42,170 in March 1997 to £69,991 from April 2006, £70,823 from November 2006 – a 68 per cent increase in cash terms.
And through clinical excellence awards they have the ability to earn up to £165,351 – around 25 per cent of NHS consultants receive a clinical excellence award of some level, of which 12 per cent of NHS consultants are paid a clinical excellence award at bronze level or above or a distinction award.
Pay increases average earnings of consultants are expected to rise by 5.2% due to the consultant contract
Media enquiries only to Department of Health Media Centre on 020 7210 5230 or 020 7210 5010.
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MERCURY RISES TO CHALLENGE
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Cutting waiting times for patients is one of the Government’s key objectives.
It is increasingly turning to the independent sector to deliver results.
THE PERFORMANCE of the NHS in particular and the health of the nation in general proved to be key issues during the recent election. The Labour manifesto promised higher national standards, not only through increased investment, but also by using new providers and offering greater control and choice to the patient. The provision of additional facilities run by the independent sector is central to these reforms. The Government had already begun moving in this direction. Several providers signed contracts prior to the election to build and operate independent sector treatment centres (ISTCs). The £214 million contract awarded to Mercury Health, the health service delivery arm of Tribal Group, is the largest allocation of resources to a single provider and represents around 13 per cent of the total first wave funding. Peter Martin, chief executive of Mercury Health, said: “Treatment centres provide a unique opportunity for us to work with the NHS to increase healthcare capacity across the UK, reducing waiting times, extending patient choice, and above all, improving facilities for patients. Our team combines the best of UK public and private sector, international healthcare management and clinical experience.” Some might have doubted the Government’s intentions to increase the role of the independent sector, but the day after the election it advertised a further phase of NHS procurement in the Official Journal of the European Union. The NHS is to more than double its use of the independent sector in a series of reforms. More than £3 billion is to be invested in treatment centres over the next five years, which will deliver 1.7 million routine operations. This tranche of procurement is in addition to the £1bn to be spent on buying in diagnostic services over the next five years, as announced in April. Waiting lists are a particular concern, acting as an easily recognisable though simplistic measure of the health service’s efficiency. The Labour manifesto promised that “no-one [will be] waiting more than 18 weeks from referral to treatment” and there will be “no hidden waits”. But this, as Group strategy director Mark Smith explains, is a tough target. “The 18 week wait is made up of three components – the outpatient’s appointment, where the patient is referred to a consultant; the consultant’s decision that some diagnostic tests are required; and finally, if they then decide that an operation is required, there is another waiting period. So the 18 week target is actually very aggressive.” Mark says that Mercury will be cutting the waiting time for all three of those components – outpatient appointments, diagnostic tests and operations - as part of the contract that it won in December 2004. Mercury’s five new health units in Wycombe, Haywards Heath, Portsmouth, Havant and Medway will provide more than 130,000 episodes of care each year when all are fully operational. This will include some 16,000 surgical procedures, more than 53,000 diagnostic procedures, over 12,000 outpatient consultations, 30,000 minor injuries unit visits and 20,000 walk-in centre visits.
Although some staff are being seconded by NHS organisations into the treatment centres at Haywards Heath and Portsmouth, the majority will be from Australia, New Zealand, Canada and Europe. Doctors in particular will all be drawn either from the private sector in the UK or from Europe, ensuring that staffing needs are met without taking skilled personnel away from the NHS. But Mercury is bringing more than new facilities to the NHS – it is importing best practice from the US through strategic alliances. One partner is Ascent Health, or Health Inventures as it is known in the US, which runs 30 ambulatory centres where the patient is able to walk in and walk out after receiving treatment. The second is the Hospital for Special Surgery [HSS], based in New York, which is the leading orthopaedic hospital on the east coast. “The idea is that we can use their intellectual property and access their operating methods, clinical pathways, quality improvement and cost control systems, as well as patient education materials and an intensive rehabilitation programme,” explains Mark. “Ascent Health has over 25 years experience in this field. It currently manages more than 30 treatment centres in America where consistently good outcomes have been achieved, indeed several NHS trusts have visited Ascent’s units as part of their search for examples of best practice in operating treatment centres.” Mercury also has a separate diagnostics division, headed by managing director Paul Hobson, who joined recently from Capio Diagnostics. Apart from permanently-housed diagnostic facilities, such as those being built in Medway and Portsmouth, the division can also offer mobile diagnostic services in the form of two 1.5 Tesla MRI scanners. These are capable of providing short or medium-term capacity.
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