BACKGROUND: An early return to normal intake and early mobilization enhances postoperative recovery. However, one out of six surgical patients is undernourished during hospitalization and approximately half of the patients eat 50% or less of the food provided to them. We assessed the use of newly introduced breakfast buffets in two wards for gastrointestinal and oncological surgery and determined the impact on postoperative protein and energy intake.METHODS: A prospective pilot cohort study was conducted to assess the impact of the introduction of breakfast buffets in two surgical wards. Adult patients had the opportunity to choose between an attractive breakfast buffet and regular bedside breakfast service. Primary outcomes were protein and energy intake during breakfast. We asked patients to report the type of breakfast service and breakfast intake in a diary over a seven-day period. Prognostic factors were used during multivariable regression analysis.RESULTS: A total of 77 patients were included. The median percentage of buffet use per patient during the seven-day study period was 50% (IQR 0-83). Mean protein intake was 14.7 g (SD 8.4) and mean energy intake 332.3 kcal (SD 156.9). Predictors for higher protein intake included the use of the breakfast buffet (β = 0.06, p = 0.01) and patient weight (β = 0.13, p = 0.01). Both use of the breakfast buffet (β = 1.00, p = 0.02) and Delirium Observation Scale scores (β = -246.29, p = 0.02) were related to higher energy intake.CONCLUSION: Introduction of a breakfast buffet on a surgical ward was associated with higher protein and energy intake and it could be a promising approach to optimizing such intake in surgical patients. Large, prospective and preferably randomized studies should confirm these findings.
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In 2013 the Centre of Applied Labour Market Research (Kenniscentrum Arbeid, KCA) has developed a method for data collection to get an insight in employer’s future demand for staff. The method is developed to contribute to solve an action problem in the Eemsdelta region. Despite indications of a threat of shortage of technicians in that region, none of the regional actors undertakes action. They miss detailed information about the employers’ future demand for staff. To be able to take tailor-made measures, the actors must have a proper idea of the labour market problems which can be traced back to company level. For each job opening must be clear to which profession it is related and to which educational specialism and educational level. These information appears to be not available. For employers it is, understandable, difficult to estimate their future demand for staff, because a lot of uncertain factors influence that need. Especially SME’s who often don’t have a HR-officer are missing the knowledge and time or money to invest in making a future picture of their need for staff. And data from existing labour market information sources can’t be translated well at regional or local level, never mind at company level. Without detailed information about the future employer’s demand for staff, possible problems stay latent. There is no sense of urgency for the employers to take action and the regional policy makers are missing information to develop specific educational and labour market policy. To get the needed detailed information, it has to be obtained from the employers themselves, at company level. During a research pilot in 2013 KCA has designed a method for data collection and practiced it with nine companies in the Eemsdelta region. The results indicate that the method works. In a relatively labour-extensive way the needed information can be obtained. At company level it gives the employer insight in his actual and future staff requirements and makes him aware of possible problems. As regards to the policy makers, the pilot was too small for a complete regional picture, but it demonstrates that the anonymised data of the individual companies can be merged to one umbrella data-file. From that file analyses can be made to find trends and possible problems at the labour market, both at regional and sectoral level and to obtain input for developing effective policy. The successful results of the pilot offers good reasons for a follow-up study with much more companies and to develop the method into a complete labour market monitor, by broadening the method with data about the labour supply and data of new employers.
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The Academy for Leisure & Events has always been one of the frontrunners when it comes to the development, design and implementation of cultural tourism and creative industry business models as well as lifelong learning programmes.These programmes are attended by a variety of leisure and tourism professionals, including public authorities in leisure, culture and nature fields.The CULTURWB project addresses the need for strengthening the development of the cultural tourism industry.The experts from BUas together with the other project partners have utilised diverse research methodologies (marketing and branding, strategy business planning, digital tourism, sustainable development, strategy and action plan implementation, etc.) to develop and pilot a toolkit for Lifelong Learning courses in the field of cultural tourism and heritage. They have also designed and implemented a master’s programme in the WB countries and created an online platform for communication between stakeholders, industry leaders, managers, workforce, and academia.PartnersHochschule Heibronn, FH Joanneum Gesellschaft, World University Service - Österreichisches Komitee (WUS Austria), Dzemal Bijedic University of Mostar (UNMO), University of East Sarajevo (UES), The University of Banja Luka (UBL), University of NIS (UNI), University of Montenegro (UoM), Sarajevo Meeting of Cultures (SMOC), rovincial Institute for the Protection of Cultural Monuments (PZZZSK), Tourism Organisation of Kotor Municipality (TO Kotor)
