Student Number : 9910519W - M Med research report - School of Public Health - Faculty of Health Sciences / Introduction: This study sought to determine the costs of providing health care to HIV/AIDS patients in a tertiary level hospital in Gauteng Province. The study also determined what the implications were for the hospital in terms of planning and resource allocation. Methodology Study design: Retrospective Record Review Study Period: 03 May 2005 – 15 June 2005 Study setting: Chris Hani Baragwanath Hospital, Gauteng. Study population: Medical & Pediatric inpatient discharges and deaths Results: 1185 records reviewed (812 HIV positive) HIV positive patients were staying longer than others and costing the hospital more as well. Those on ARV therapy cost the most. Conclusion: More resources were being spent on HIV/AIDS patients. Increased lengths of stay and expenditure on drugs and investigations were the reasons for higher costs compared to HIV negative inpatients. Identifying ways of reducing admission and other costs must be seen as strategies in reducing the financial burden of HIV/AIDS to the facility.

The purpose of the study was to develop a training manual for admissions officers. The problem to be resolved was to translate into a series of linear frames some principles of good practice, management, and conduct that could be used as a guide by most admissions officers and offices.On many occasions, persons are designated as admissions officers in institutions of higher learning without having any knowledge of the functions and responsibilities of the office. Competence as an admissions officer may be achieved through experience or in-service training. As of now, no formal collegiate courses are available for the training of admissions officers. The problem that currently exists is the one of making workshops and institutes available to all of the new admissions officers nationally. The use of a programmed instructional training manual for admissions officers was expected to fill this void.Research was conducted on the subject matter areas of which admissions officers should be informed. Information for the training manual was obtained from The Professional Audit, compiled by a training team consisting of members of the American Association of Collegiate Registrars and Admissions Officers and the National Association of College Admissions Counselors. The Professional Audit,contained seventeen sections of basic principles pertinent to good management, practice, and conduct for admissions officers.Research on programmed instruction was conducted to gain a knowledge of the concept and theory of developing programmed materials. The research yielded results favorable to the technique of linear programming as the technique best suited for the purpose of the study.A linear programmed instructional unit was developed using the statements of basic principles in The Professional Audit as a source of subject matter. Seven of the seventeen sections of The Professional Audit were programmed. The seven sections constituted a model training manual that in-service training of admissions officers.The programmed materials were developed with the assistance of Dr. James G. Hunt, professor of educational psychology, Ball State University. Dr. Hunt was an experienced programmer and had co-authored several published programmed texts. The frames, written a few at a time were edited by Dr. Hunt for composition and programming techniques. The frames that were found to be inadequate were revised before being included in the training manual.The programmed unit was tested for validity by using the 90/90 standard. Ten graduate students were selected as subjects to field test the training manual. Of the ten, seven completed the program. In order for the program to technique of programmed instruction could be used to develop training manuals for other administrators who do not have the opportunity for formal training, for example, development officers, housing administrators, and career information specialists.The programmed instructional training manual for admissions officers will be expanded to include all of the seventeen original sections. Further, it is hoped that the manual will be published and utilized nationally by the professional organization.

With the rapid development of Web-based technologies, our daily life has become intensely involved with Internet. Combined with the maturity of wireless network technologies, the transmission of multimedia data using mobile communication equipments will surely become the next step of Internet usage. More and more real-time data and massive amount of information are being transmitted on the Internet, making the bandwidth a scarce resource. To resolve the congestion of Internet, therefore, the efficient management and distribution of limited and valuable resource is more important than the enhancement of it. Our research posed a dynamic resource allocation method, which exploited the reward-penalty concept in order to find the most efficient allocation solution under the constraint of limited resources. The method enabled the users who need to use resource to achieve the necessary resources and their guarantee of quality. The system resource managers or service providers could make the best arrangement of their constrained resources and gain the highest reward through two essential procedures: Admission Control and Resource Allocation. Users themselves, on the other hand, ¡§smoothly¡¨ adjust the resource they had to match the resources they gained. Our algorithm provided existent users with what they requested while at the same time maximized the benefit of the system and made the most efficient arrangement of resources in regards to new requests. The consequences of simulation experiments showed that our system, which was based on reward-penalty model, is apparently superior to the so-called one based on reward model. The results also showed that CB method took users¡¦ reward rate as well as their penalty rate into account while maintaining admission control.

The progresses of technology bring up the bandwidth of the network, that can afford the increasing data amount from text to multimedia and make the network application development change with every passing day and become more varied. Recently, the rising of the wireless network attracts the public¡¦s attention. Compared with the traditional network, the wireless network has the advantage in its convenience and extensibility, but it has shortcoming in its bandwidth and stability. Because of the limited resources of the wireless network, introducing QoS (Quality of Service) can use the resources more efficiently. QoS guarantee the ability to achieve the special network applications¡¦ requests by using the network components or technology. QoS can differentiate between different classes of network services and allocate the system resources much better. Our research adopts the reward-penalty model to differentiate between different kinds of service requests to maximize the system¡¦s earning. It is decided by three QoS parameters, reward rate, delay penalty rate and drop penalty. In the reward-penalty model, the admission control¡¦s goal is to maximize the system¡¦s benefit. The purpose of our research is to design an efficient and dynamic resource allocation method, including admission control and resource allocation, to find the most efficient solution under the constraint of limited resources and smoothly adjust the resources of the existing users to promise the QoS. The consequences of simulation experiments show that MDI, posed in our research, has a better performance than other algorithms. Under different network environments, e.g. arrival rate, request bandwidth, transmission time, MDI is better and more stable than other algorithms. MDI can adjust QoS parameters, e.g. reward rate, delay penalty rate, drop penalty, to achieve different system¡¦s goal, like low delay rate or low drop rate. Thus it can be seen that MDI is able to not only make an efficient use of system resources but also adjust the QoS parameters to counter the change of the network environment in order to have a better performance.

The purpose of the study was to investigate the effects the predicted enrollment decline will have on the thirteen selected colleges and universities in the Christian College Consortium. An equally important purpose of the study was to develop strategies for continued recruitment and retention of students for the thirteen institutions.To determine the effects of enrollment declines, recruitment, and retention policies and practices, a descriptive Likert-type study was conducted. Because of the small size of the target population of admissions directors, the respondents were given specific narrative and descriptive freedom on which to elaborate and clarify. The items on the instrument were arranged in four sections: general information, enrollment data, recruitment practices, and retention strategies.The conclusions of the study were:Admissions offices throughout the Consortium have chosen to recruit students in those areas that have been successful in the past and have resisted probing into new geographic areas for a different type of prospective clientele. Decreases in recruitment travel were not shown to be made up elsewhere in the recruitment effort. The admissions officers did not send institutional admissions master plans for comparison and analysis.Academic advising was reported as having been only fairly effective as a retention tool throughout the Consortium. The retention efforts of the reporting institutions were most effective in the areas of career counselling and placement. The diversity of institutional assets for retention reported by the Consortium admissions officers had some commonalities. The common denominators were Christian atmosphere, excellence in faculties, personal contacts, and academic qualities in programs and curricula.Evidence of high attrition rates throughout the Consortium was found. The disparity of class sizes was high. The impact of serious demographic decreases in students is not evident in the current classes throughout the Consortium.Based upon conclusions, the following recommendations were made:Admissions directors in the Consortium institutions should have a direct responsibility to the chief executive with movement away from academic affairs. In communicating with the chief executive, admissions directors should decrease recruitment with caution. Increases in other recruitment activities such as personal telephone contacts, alumni visits, and on campus visitation days must offset travel reductions.Each institution must pursue a thorough institutional study and planning process to develop goals, objectives, and timetables for results. This planning process must be built around the strengths of the institution. Curricular programs, major fields of study, and faculty teaching assignments should reflect the abilities of the instructors and be in keeping with the tradition, mission, and long range planning of the institution. Innovative new programs throughout an institution must not attempt to emulate trends embraced by other institutions, but must be a gradual growth and evaluation.Realistic admissions goals must be set well in advance so that efforts can be designed to attain these goals. The admissions year must be seen as an eighteen month calendar for matriculating each new freshman class.

Thesis (M.H.A.)--University of Michigan, 1975.

Thesis (M.H.A.)--University of Michigan, 1975.

Thesis (M.S.)--University of Michigan, 1991.

Thesis (M.A.)--Rowan University, 2007. / Typescript. Includes bibliographical references.

Thesis (M.S.)--University of Michigan, 1991.