Abstract In February 2018, Resolution 189/2018 was published in the Autonomous Community of Madrid with the objective of centralizing the procedure for the acquisition, preparation, distribution, and dispensing of methadone to Centres for the Comprehensive Care of Drug Addiction Patients within the Madrid Health Service under the responsibility of a Hospital Pharmacy Service. The Hospital Pharmacy Service began this activity in March 2018. This is the first time that the comprehensive management of a methadone maintenance plan has been centralized in an Hospital Pharmacy Service for the care of drug-dependent patients in the Autonomous Community of Madrid. At the beginning of the Project, the previous workflow was analysed, the pharmaceutical laboratory was adapted, and the methadone acquisition procedure was designed. A communication channel with the Centres for the Comprehensive Care of Drug Addiction Patients was implemented and application forms were designed. Corresponding control procedures were established given that the medication under consideration was a narcotic. Standard procedures for the acquisition of methadone, of containers for personalized dosing in Centres for the Comprehensive Care of Drug Addiction Patients, and transport routes were designed and contracted out through public tender in compliance with the Public Administration Contract Law. A tender has also been awarded for the implementation of a computerized management system and automated dispensing systems, which are currently undergoing installation. The pharmacotherapeutic protocol of the Methadone Maintenance Plan of the Autonomous Community of Madrid is also being updated. Over 18 months, 5,300 L of methadone solution have been prepared and 2,844 individual prescriptions have been dispensed. High levels of perceived satisfaction were reported via a questionnaire administered to the Centre for the Comprehensive Care of Drug Addiction Patients staff. The response rate was 92%. Overall satisfaction was very satisfied/quite satisfied (91%) and satisfied (9%). These results highlight the high level of satisfaction (quite satisfied or very satisfied: 81.8%) with the effectiveness and speed of resolution of incidents by the Hospital Pharmacy Service staff. This process incorporates the knowledge and experience of hospital pharmacists into this healthcare field, as well as taking advantage of existing resources, facilities, and procedures. All these aspects lead to an efficient, effective, and safe approach to this clinical-care activity and enable a change in the pharmacotherapeutic health care model for opioid-dependent patients.

Resumen En febrero de 2018 se publicó en la Comunidad de Madrid la Resolución 189/2018 con el objetivo de centralizar el procedimiento de adquisición, elaboración, distribución y dispensación de metadona a los Centros de Atención Integral a Drogodependientes del Servicio Madrileño de Salud bajo la responsabilidad de un servicio de farmacia hospitalaria. El servicio de farmacia hospitalaria inició esta actividad en marzo de 2018, siendo la primera vez que se centraliza en un servicio de farmacia hospitalaria la gestión integral del plan de mantenimiento con metadona para la atención de pacientes drogodependientes en la Comunidad de Madrid. Al inicio del proyecto se analizó el circuito anterior, se adaptó el laboratorio de farmacotecnia y se diseñó el procedimiento de adquisición de metadona. Se implementó una vía de comunicación con los Centros de Atención Integral a Drogodependientes, diseñándose formularios de solicitud y se establecieron los correspondientes procedimientos de control derivados de su naturaleza estupefaciente. Se han diseñado y adjudicado, cumpliendo la Ley de Contratos de la Administración Pública, procedimientos normalizados para la adqui sición de metadona, envases para la dosificación personalizada en los Centros de Atención Integral a Drogodependientes y rutas de transporte. Asimismo, se ha adjudicado un concurso para la implementación de un sistema informático de gestión y sistemas automatizados de dispensación, actualmente en vías de instalación. También se está actualizando el protocolo farmacoterapéutico del Plan de mantenimiento con metadona de la Comunidad de Madrid. En año y medio se han elaborado 5.300 litros de metadona solución y se han dispensado 2.844 prescripciones individualizadas. Disponemos de resultados de calidad percibida por los profesionales de los Centros de Atención Integral a Drogodependientes mediante una encuesta de satisfacción. La tasa de respuesta fue del 92%. El grado de satisfacción global fue: 91% muy satisfecho/bastante satisfecho y 9% satisfecho. Destaca el alto grado de satisfacción (bastante o muy satisfecho) del 81,8% con la eficacia y rapidez de la resolución de incidencias por parte de los profesionales del servicio de farmacia. Este proceso permite incorporar el conocimiento y experiencia de los farmacéuticos especialistas a este ámbito asistencial, así como aprovechar recursos, instalaciones y procedimientos ya existentes. Todo ello redunda en un abordaje eficiente, eficaz y seguro de esta actividad clínico-asistencial y posibilitar un cambio de modelo de asistencia farmacoterapéutica de los pacientes dependientes de opiáceos.

The Union of South Africa, the precursor to the Republic of South Africa, introduced a decimal coinage system, comprising rand and cents, on 14 February 1961. The rand and cents replaced the imperial system of pounds, shillings and pennies (£/s/d). The decimalisation of 1961 is often associated with the establishment of the Republic of South Africa on 31 May 1961, but these were indeed two different processes that happened in the same year. Botswana (then the Bechuanaland Protectorate), Eswatini (then the Protectorate of Swaziland), Lesotho (then the Basutaland Protectorate) and Namibia (then South West Africa) also introduced a de facto decimal coinage system on 14 February 1961, since the South African currency served as legal tender in those countries at the time. The decision to introduce a decimal coinage system was taken as far back as 1956, while the decision to consider full independence of South Africa from the United Kingdom as the Republic of South Africa only came about in 1960. South Africa had its own currency, the South African pound, modelled on the system of £/s/d as used in the UK, as of 1910. Decimalisation was therefore not so much the announcement of an independent currency, but rather the replacement of one independent currency system with another. South Africa adopted a system of rand and cents, with an official conversion rate of R2,00 = £1/-/-. The conversion followed the report of the Decimal Coinage Commission appointed on 8 August 1956. The Commission was appointed to investigate (i) a decimal coinage system regarded as the most appropriate for the Union of South Africa; (ii) the conversion methodology considered most appropriate; and (iii) the cost of decimalisation. On 1 August 1958, the Commission published a report recommending a specific decimal system for South Africa. The South African government accepted the recommendation in the Commission's majority report that the country should establish a decimal monetary system on the basis of a 10 shillings/cent system. This system and conversion rate were recommended partly because it was found that the value of the vast majority of cash transactions at the time of the investigation was less than £1. The value of the pound as a base unit would therefore have been too large. The currency's name, rand, is derived from the Witwatersrand, the gold deposit where Johannesburg and the first gold mines were located. Decimalisation in South Africa preceded decimalisation in the United Kingdom by exactly a decade. The United Kingdom decimalised on 15 February 1971. Decimalisation also preceded metrication in South Africa by about a decade, with the latter commencing on 1 April 1971. At the time of decimalisation, the value of R2,00 was set to £1/-/-. Since then, the exchange rate of the rand has weakened and currently stands at around R21,00 = £1,00. This research uses a model to test a hypothesis for this weakening of the exchange rate based on economic growth, inflation and interest rate differentials as well as a political discount/premium between South Africa and the United Kingdom. The model analyses economic growth and the inflation rates in the United Kingdom and South Africa over the relevant period. The impact of interest rate differentials on the exchange rate is calculated as a forward exchange contract over the period of comparison. Any difference that is not explained by these aspects is considered a political discount/premium. On this basis, the model is therefore specified as: where pd = political discount, calculated by solving the model; £/R2020 = exchange rate in 2020, namely £1 = R21. tk = forward exchange rate. £/R1961 = exchange rate in 1961, namely £1 = R2. ∆n = difference in inflation between the United Kingdom and South Africa; and ∆y = difference in economic growth between the United Kingdom and South Africa. Based on this model, the rand trades at a very large political discount of about 45 per cent against the pound. Due to political uncertainty in South Africa, it is impossible to predict the value of the rand against the pound over the next 60 years. However, if the trend of the last 60 years is repeated, the exchange rate will be around £1 = R180,00 in 2081.

Die Unie van Suid-Afrika het op 14 Februarie 1961 'n desimale geldstelsel, naamlik die rand en sent (R/c), in omloop geplaas. Die rand en sent het die imperiale geldstelsel van pond, sjielings en pennies (£/s/d) vervang. Desimalisasie in 1961 word dikwels met die republiekwording van Suid-Afrika op 31 Mei 1961 in verband gebring, maar hierdie was inderdaad twee verskillende prosesse wat net toevallig in dieselfde jaar plaasgevind het. Die besluit om 'n desimale muntstelsel in te stel is in 1956 geneem, terwyl die besluit om die volle onaf-hanklikheid van Suid-Afrika van die Verenigde Koninkryk as die Republiek van Suid-Afrika te oorweeg, eers in 1960 geneem is. Suid-Afrika het sy eie geldeenheid, hoewel gemodelleer op die stelsel van £/s/d soos gebruik in die VK, reeds teen 1910 in omloop gestel. Weens dieselfde benaming en struktuur (£/s/d) wat vir die twee geldeenhede gebruik is, het die algemene publiek dit verkeerdelik as homogeen beskou. Desimalisasie was dus nie die aankondiging van 'n onafhanklike geldeenheid nie; maar bloot die vervanging van een onafhanklike geldeenheid deur 'n ander. Desimalisasie in Suid-Afrika het desimalisasie in die Verenigde Koninkryk met presies 'n dekade voorafgegaan. Die Verenigde Koninkryk het op 15 Februarie 1971 gedesimaliseer. Desimalisasie het metrisering in Suid-Afrika ook met sowat 'n dekade vooruitgeloop, met laasgenoemde wat eers op 1 April 1971 'n aanvang geneem het. Ten tye van desimalisasie is die waarde van R2,00 aan £1/-/- gelykgestel. Sedertdien het die wisselkoers van die rand verswak en staan dit tans op sowat R21,00 = £1,00. Met hierdie navorsing word 'n hipotese getoets vir hierdie verswakking van die wisselkoers en daar word tot die gevolgtrekking gekom dat dit onder meer aan 'n politieke diskonto van sowat 45 persent toegeskryf kan word.

The role of the public administrator is to plan, set goals and objectives, in order not to cause harm to the Public Administration. In this way, inefficient management and action contrary to the tender law are avoided.

: La función del administrador público consiste en planear, trazar metas y objetivos, con la finalidad de no causar perjuicios a la Administración Pública. De esta manera se evita la gestión ineficiente y contraria a los mandatos de la ley de licitaciones.

All educational technology, all pedagogy, has always explicit or implicit a philosophy of education, in order to determine the purposes of it, which will later lead to educational policies decided by the State. This article analyzes two paradigms in education: one conservative, the other progressive. Both of them hold education as a universal right, one from a "substitutionalist" universalism and the other from an "interactive" universalism. Only in the second one the differences can be thought as dismissing the hegemonic subject for which the recognition of the Other and the Other as an alter ego, mediated by narrative and dialogue is indispensable. This dialogue requires a comprehensive, understanding listening, that always reinforces the arguments of the other (he or she). This communication will be politically efficient if an inclusive moral contract exists. A contract that makes an invitation to tend bridges of listening as a precondition to collective construction.

Toda tecnología educativa, toda pedagogía, llevan explícita o implícita una filosofía de la educación, a fin de determinar los fines de la educación, que derivarán luego en políticas educativas a cargo del Estado. Se analizan en este artículo a grandes rasgos dos paradigmas en educación: uno conservador y uno progresista. Ambos sostienen a la educación como derecho universal, uno desde el universalismo "sustitucionalista" y el otro desde un universalismo "interactivo". Solo en el segundo se pueden pensar las diferencias destituyendo al sujeto hegemónico para lo cual es indispensable el reconocimiento del Otro y de la Otra como un alter ego, mediados por la narratividad y el diálogo. Este diálogo requiere una escucha atenta, comprensiva que refuerce siempre los argumentos del otro. Esa comunicación sólo tendrá eficacia política si existe un contrato moral incluyente que haga de todo sujeto un sujeto de ciudadanía, de todo Otro (de toda Otra) una invitación a tender los puentes de la escucha como condición previa a la construcción colectiva.

Under the current economic and social context, it is of great importance for organizations to manage the psychological contract adequately, that is, to manage the set of beliefs and expectations that are interchanged between the person and the organization. This study explores which are the spaces in which the psychological contract develops and how is it managed inside a multinational firm of the food sector in Spain, looking for those deal packages tendered by the organization and their level of fairness across workers. We chose to conduct a qualitative methodology that follows a case study design. We held semi-structured interviews to fourteen agents at different levels of the organization: HR technical staff members, managers and workers. The analysis of their contents revealed differences between those levels in terms of their perception about the management of the psychological contract. Two issues stemmed out: the lack of internal fairness embedded in the personalized tender deals when drafting personnel; and the lack of managerial training of managers who are directly responsible for the psychological contract.

En el contexto económico y social actual es de gran importancia que las organizaciones gestionen de forma adecuada el contrato psicológico, es decir, el conjunto de creencias y expectativas intercambiadas entre la persona y la organización. Este estudio explora en qué espacios se desarrolla el contrato psicológico y cómo se gestiona en una empresa multinacional del sector alimentario ubicada en España, indagando qué ofrece la organización y su equidad entre los trabajadores. Se utilizó la metodología cualitativa bajo el diseño de estudio de caso. Se realizaron entrevistas semiestructuradas a 14 agentes de diferentes niveles organizativos: técnicos de RRHH, managers y trabajadores. Los resultados del análisis de contenido indican diferencias en las percepciones de la gestión del contrato psicológico entre los diferentes niveles. Destaca la falta de equidad interna en las ofertas personalizadas que reciben los empleados; y la ausencia de preparación de los managers, responsables directos de la gestión del contrato psicológico.

This article offers a perspective on the legal, economic and institutional issues associated with a new type of procurement transaction that was made possible by the Energy Reform of 2008. The procurement by Pemex Exploration & Production (E&P) concerned the purchase of field redevelopment services on a long-term contract in three blocks located in the state of Tabasco. The procurement was carried out by means of a public tender in which the sole biddable element was the offered fee/barrel. The character of the contract was that of a farm-out, that is, the common practice, found internationally, by which an operating company with leaseholder rights to acreage in effect subleases an area to another company which, in return, receives a legal interest in the revenue from future production of the well or wells that the second company may drill. The discussion calls into question the legality and economic justification of the lowest-price award criterion, and observes that Pemex made an ad hoc interpretation of Article 6 of the Petroleum Law to justify the concept of a fee/barrel. Finally, the report asks if the new contractual modality represents, in the first place, a new chapter in Mexican oil policy, and, in the second place, does it represent a step toward privatization.

Este comentario ofrece una perspectiva acerca de la problemática legal, económica e institucional relacionada con una nueva forma de adquisiciones que se puede realizar a partir de la reforma energética de 2008. Se ofrece un estudio de caso de la adquisición por Pemex Exploración y Producción (PEP) de servicios para un nuevo desarrollo de un contrato de largo plazo de campos ubicados en tres cuadrantes en el estado de Tabasco. La adquisición se llevó a cabo por medio de una licitación en la cual el único componente de la licitación fue con respecto a la oferta de precio por barril. La naturaleza del contrato fue la de una subcontratación, una práctica común a nivel mundial en la cual una empresa explotadora con derechos de arrendatario de una superficie le otorga en subarrendamiento a otra empresa los derechos que a su vez recibe un beneficio legal de los ingresos de la producción futura del pozo o pozos que esta última pudiera perforar. El texto cuestiona la legitimidad y la justificación legal del criterio de otorgarlo al postor con el menor precio, y advierte que Pemex realizó una interpretación ad hoc del artículo 6 de la Ley Federal del Petróleo para justificar el concepto de precio de barril. Por último, el comentario pregunta si la nueva modalidad contractual representa, en primer lugar, un nuevo capítulo en la política del petróleo mexicano y, en segundo lugar, si constituye un paso hacia la privatización.

Recent developments in circulating fluidized bed (CFB) once-through supercritical technology (OTSC) have enabled this technology to be offered as a utility-scale alternative competing head-to-head with pulverized fuel (PF) OTSC offerings. One clear example is the CFB supercritical unit at the Łagisza Power Plant in Poland, owned by PoludniowyKoncernEnergetyczny SA (PKE). This unit has now been in commercial operation for three full years, exhibiting very good performance, and has validated Foster Wheeler's performance model at this utility scale as well as for units in the 600 MWe and 800 MWe size ranges offering net efficiency of ~43 per cent (LHV basis). This operating unit has also proven the use of the world's first FW/BENSON-vertical-tube OTSC low mass flux technology. Since the Lagjsza original international tender specified OTSC PF technology, it is important to note that the alternative selection of CFB OTSC technology over conventional PF technology is of historic significance, not only for the validation of the CFB supercritical platform as a viable alternative to conventional PF technology, but it also positions the CFB OTSC with fuel flexibility for offering of sizes up to and including 800 MWe units. This paper explores the differences between CFB OTSC technology and standard PF OTSC in utility power generation. Selection criteria, fuel burning range in both technologies, and other selection drivers are discussed. Economic analysis of both technologies, based on existing cases, is also provided. Also discussed are the technical advantages and uses of each technology. Foster Wheeler has recently been awarded a contract for four units of CFB OTSC technology, which utilizes a 2 on 1 configuration of two 550 MWe CFB OTSC boilers on two single 1000 MWe turbines. Essentially this provides a fuel-flexible low-emissions alternative to a 2 x 1000 MWe solid fuel power block.

The French public procurement contracts at large, including the public markets - public Works or services contracts - the delegation public service, public-private partnership contract or even the administrative emphyteutic lease are close as these contracts aims to procure a good or service to a public entity. But these contracts are classified and specialized, as France does not know a single and generic type of contract for its relation between the administration and the private sector. This categorization is rigid and complex. It is thus extremely difficult in France to create new forms of contract, due to the fact that each contract must enter into a predefined and pre-existing category. If the strict supervision of contracts of public seems dictated by a desire to secure the relationship between the administration and its contractors, it may nevertheless be asked whether this principle of categorization does not be an additional cost to the contractors and the same administration.

Les contrats de la commande publique Français au sens large, dont le marché public - de travaux, de fournitures ou de services - la délégation de service public, le contrat de partenariat et même le bail emphytéotique administratif, sont proches en tant que contrats de «faire-faire». Mais, ces contrats sont catégorisés et spécialisés, la France ne connaissant en effet pas de régime unique et générique pour ses contrats de l'administration. Or cette catégorisation est rigide et complexe. Il est ainsi en France extrêmement difficile de créer de nouvelles formes contractuelles, et ce dû au fait que chaque contrat doit entrer dans une catégorie préexistante et prédéfinie. Si ce stricte (à supp) encadrement des contrats de la commande publique semble dicté par une volonté de sécuriser les relations entre l'administration et ses cocontractants, on peut néanmoins se demander si ce principe de catégorisation n'engendre pas un coût supplémentaire pour les cocontractants.