Allogeneic hematopoietic cell transplantation (HCT) is part of the standard of care for many hematological diseases. Over the last decades, significant advances in patient and donor selection, conditioning regimens as well as supportive care of patients undergoing allogeneic HCT leading to improved overall survival have been made. In view of many new treatment options in cellular and molecular targeted therapies, the place of allogeneic transplantation in therapy concepts must be reviewed. Most aspects of HCT are well standardized by national guidelines or laws as well as by certification labels such as FACT-JACIE. However, the requirements for human resources, construction and layout of a unit treating patients during the transplantation procedure and for different complications are not well defined. Here, we describe the process of planning a transplant unit in order to open a discussion that could lead to more precise guidelines in the field of personnel and infrastructural requirements for hospitals caring for people with severe immunosuppression.

To determine a minimum threshold of human resources (midwives, obstetricians and gynecologists, anesthesiology and intensive care units, pediatricians) to ensure the safety and quality of unplanned activities in Obstetrics and Gynecology.
Consultation of the MedLine database, the Cochrane Library and the recommendations of authorities. Meetings of representative members in different modes of practice (university, hospital, liberal) under the aegis of and belonging to the French College of Obstetricians and Gynecologists (CNGOF), the French Society of Anesthesia and Resuscitation (SFAR), the French Society of Neonatalogy (SFN), the French Society of Perinatal Medicine (SFMP), the French College of Midwives (CNSF), the French Federation of Perinatal Care Networks (FFRSP) with elaboration of a re-read text by external experts, in particular by the members of the Boards of Directors of these authorities and of Club of Anesthesiology-Intensive Care Medicine in Obstetrics (CARO).
Different minimum thresholds for each category of caregivers were proposed based on the number of births/year. These proposed minimum thresholds can be modulated upwards according to the types (level I, IIA, IIB or III) or the activity (existence of an emergency reception service, maternal-fetal and/or surgical activity of resort or referral). Due to peak activity and the possibility of unpredictable concomitance of urgent medical procedures, it is necessary that organizations plan to use resource persons. The occupancy rate of the target beds of a maternity ward must be 85%.
These proposed minimum thresholds are intended to help caregivers providing non-scheduled perinatal as well as Obstetrics and Gynecology care to make the most of the human resources allocated to institutional bodies to ensure their safety and quality.

METHODS: Antimicrobial stewardship teams are responsible for implementing antimicrobial stewardship programmes (ASP). However, in many countries, lack of funding challenges this obligation. A consensus procedure was performed to investigate which structural activities need to be performed by Dutch stewardship teams and how much time (and thus full-time equivalent (FTE) labor) is needed to perform these activities.
METHODS: In 2015, an electronic survey, based on a nonsystematic literature search and interviews with seven experienced stewardship teams, was sent to 21 stewardship teams that performed an ASP. This was followed by a semistructured face-to-face consensus meeting. Fourteen stewardship teams completed the survey (18% of Dutch acute-care hospitals), and 13 participated in the consensus meeting.
CONCLUSIONS: The hours needed each year are dependent on hospital size and number of stewardship objectives monitored. If all activities are performed at a minimal base (one stewardship objective; minimal staffing standard), time investment was estimated to be 1393 to 2680 hours annually in the early phase, corresponding with 0.87 (300 beds) to 1.68 FTE (1200 beds), with a further increase to minimally 1.25 to 3.18 FTE in the following years with three stewardship objectives monitored (optimal staffing standards during the first few years of implementing an ASP). This consensus on required human resources provides a directive for structural financial support of stewardship teams in the Dutch context. Some stewardship activities (and related time investments) might be specific to the Dutch context and hospital setting. To develop standards for other settings, our methodology could be applied.

This article, written by the Head of the department responsible for preparing the 1999 Russian census, first summarizes current demographic trends in the country. The main emphasis is on initiating a debate on methodological issues concerning the upcoming census, particularly on topics such as migration, households and families, ethnic and national groups, age and sex composition, and labor force activities. The paper is followed by a discussion of these topics (pp. 24-30). (SUMMARY IN ENG)

These Guidelines provide concrete examples of measures aimed at eliminating sex discrimination in regard to recruitment and appointment, post assignment, and promotion. Among the Guidelines is one stating that employers should avoid imposing different recruitment ages for men and women.

Health workforce planners need to follow some basic principles of planning. Planners must use epidemiological data and manpower/population ratios to formulate realistic workforce projection models that are geographically appropriate. They need to combine workforce categories when interactions between categories are relevant. Workforce and health planning should be linked, although workforce planners should be concerned with only broad future predictions for health workers. Both supply and requirement questions need to be addressed equally. Student and workforce retention need to be monitored to follow any trends and detect any problems. Planners should try to increase productivity by examining workforce quality and utilization and making any necessary changes. Workforce projections should be made from several independent methods to test reliability and usefulness. Evaluation of past experiences may be useful. Planners should determine the margin of error of the projections and act in the most cost-effective manner. Planners should \"project long, act short, and update often\". Process, or planning so as to inform and involve all interested parties in policy formation, and product, or a final document and guide for action, both need to be equally effective. Predictions are sure to be inaccurate, so the real test of planning is how effective the overall plan was in improving a specific situation.