Here’s a place DC and I are divided on. Obviously I like it enough to blog about it. This is a strange sort of bak chor mee/Teochew mee pok tar hybrid. It’s got all pork balls, minced pork and dried sole, plus there’s seaweed in the soup. But it also has prawns and beansprouts, so it’s a bit of a confused dish.

Here’s why we’re divided: the pork balls are run of the mill and the soup is but a notch above the usual dishwater. The chilli sauce is decent but nothing memorable. What I really liked was that the meepok was very well done. It was done perfectly chewy, neither soggy nor underdone. Perfect. I also liked the mushroom and dried sole always hits the spot for me. Thumbs up in my book!

Noi’s Mushroom Minced Meat Noodle
Teck Seng Coffeeshop
588 Jalan Datoh off Balestier Road

Constatemente em actualização ;D

“Água é vida. Não despredices. Bebe sangria”

“Os integrais são como sandes. Uns são de queijo, outros de fiambre, e há outros são mistos”

“Este strogonof já foi sol”

“A lei de Laplace é uma lei que diz podemos fazer tudo o que quiseremos”

“O saber é aquilo que fica depois de nos esquecermos do que aprendemos”

“Façam barulho” (= calem-se)

“Não há dúvidas estupidas, há estupidos que não põem duvidas”

“Para que servem as vitaminas no YMGB?
Para as células crescerem saudáveis e fortes!!!”

“Para dividir potências da mesma base, deixa-se a base e eleva-se ao expoene o dividendo das potências, não é?”

“Experiencia experimental”

“Punha a água em suspensão”

“Esta matriz é tipo 3 em 1: shampoo, amaciador e bálsamo”

“Há um tipo de cabras que quando se assustam ficam tipo pedras paraliticas”

“Cadáver morto”

“… cumo as operações são baseadas …”

“… vamos entrar dentro..”

“Darwin estudou as ervilhas”

This week full time district staff of the UUA gather in Boston for their annual meeting.  Over time this meeting has come to be called the “Big Complex Meeting” or BCM for short.

I can’t wait to see what comes out of this meeting.  It is the first Big Complex Meeting with the Rev. Peter Morales as UUA President.  It is the first meeting of this kind since the staff restructuring resulting in the Rev. Harlan Limpert being named vice president of Ministries and Congregational Support.

You may recall that growth was one of the pillars of the Peter Morales campaign.  His campaign platform document said the following about growth:

Our congregations are surrounded by the spiritually hungry and religiously homeless. Growing our movement is the moral equivalent of feeding the hungry and housing the homeless. Growth is not something that is merely organizationally desirable, growth is a moral and religious imperative.

If the need is so great and what we have to offer is so vital, then why have we failed to grow? Why have our growth initiatives proved ineffective? We have failed to grow because we have misplaced our attention and our energy. Growth will not result from ambitious media campaigns or costly efforts to start mega-churches. There are no gimmicks or magic bullets. We will grow our movement primarily in our existing congregations. We must grow our
movement one Sunday at a time, one relationship at a time. This is how our fast-growing churches have always done it. They grow because they are welcoming, because they have a sense of mission, because they insist upon quality, and because they are passionate.

Being the new growth consultant for the Ballou Channing Distirct I’m eager to see what kind of growth oriented ideas, energy and collaborations come out of this week-long meeting.  Rev. Morales said he would do the following as UUA President:

• Create and sustain a sense of urgency throughout our movement. We will grow by unleashing the commitment and idealism in our congregations. Our president must be both a bold visionary and a practical realist.
• Work in close partnership with our fastest growing churches. These are the people who know how to grow our movement. I would challenge them to use their knowledge to help us grow our movement.
• Focus growth efforts by ensuring that the Association’s staff is an effective partner to our congregations. Our field staff must focus their efforts on working with congregations committed to sharing our faith and serve as capable consultants who help unleash the congregation’s potential.
• Reorganize how we deliver services to congregations so that we are more agile, more versatile, and more useful. There is broad consensus that we should move to a more flexible regional model. Much work has been done already by the Congregations Come First Task Force. As president I’ll put high priority on leading the design and then implementing a new service delivery model informed by this work.
• Start new congregations in growing and underserved areas, using new approaches that build on the expertise of our leading congregations and seize opportunities of modern technology.

These points tie in very closely with what I’m trying to do through this blog and the new UU Growth Podcast launching in December.   My hope is that this blog will help keep more of us – leaders, ministers, consultants – focused on congregational health, growth and vitality,  facilitate the sharing of knowledge, and together figure out how to serve more effectively.  As I said, I can’t wait to see what comes out of this meeting.

Clarification:   Just received an email from a UUA Staffer who read this and was excited I’d be at the meeting. Sorry this post wasn’t clear.  I’m excited to see what comes out of this meeting because I’m not scheduled to be there as a part time consultant. As I understand it, the BCM is for full time staff.

Está confirmado…De facto, na quarta feira dia 2/12 irá haver aula teórica de BCM  ás 9
horas. Na próxima semana volta a acontecer o
mesmo, passando a aula de terça dia 8 para quarta feira, dia 9/12 às 9h da
manhã.

Aulinhas………………:p

Foi encontrada uma sebenta de anatomia, provavelmente pertencente à turma 5 ou 6.

Foi também perdido um livro (não fotocopiado, original) do Esperança Pina.

Os respectivos donos entrem em contacto comigo sff.

Hugo Cordeiro (rapaz anatómico)

Ahir varem tenir la oportunitat de conèixer una mica més en profunditat en què consisteixen els Plans de Contingència i de Continuïtat de Negoci. L’Alex Barnadas, Director d’Operacions, i en David Pujadas, Consultor IT, ambdós de la firma eZone Solutions S.L. ens varen traslladar la necessitat i la importància de disposar d’un Pla de Continuïtat de Negoci, i de quines pautes seguir per començar a avaluar en primera persona, quins riscos tenim a la nostra empresa. Crec que va ser una sessió molt enriquidora i que, si més no, va servir per què tots els assistents a la sessió, que per cert varen ser un grup força nombrós, hi reflexionéssim.

La majoria de les trobades que fins ahir havíem organitzat des del Grup OSI, havien estat sessions orientades a com les TIC poden donar resposta a aspectes de gestió, a com aquestes contribueixen a la millora de la productivitat, i a reflexionar sobre el canvi cultural que han implicat tant per les persones com per a les organitzacions.

Amb la sessió d’ahir varem anar un pas més enllà. Varem parlar i reflexionar de quines preguntes ens havíem de fer i quines activitats hem de dur a terme per garantir la continuïtat del negoci.

En destacaria algunes idees de la conferència de l’Àlex i en David:

• Les persones tenen un paper fonamental en el pla de continuïtat de negoci.
• És una qüestió de responsabilitat disposar d’un pla de continuïtat de negoci.
• El pla és global, impacta sobre les persones i els processos, i garanteix el valor de negoci.
• Ha de ser liderat pels responsables l’empresa amb capacitat de decisió.
• Identifiquem diferents riscos: naturals, de seguretat, de maquinari, de programari, de dades, de personal, …
• El pla no és sol una responsabilitat de l’àrea d’ IT.

La creixent evolució dels Sistemes d’Informació i el ràpid desenvolupament dels dispositius, fixes o mòbils, tant per accedir a la informació, com per generar-ne de nova, ha fet que les empreses s’hagin de plantejar diferents mecanismes per garantir la salvaguarda de la informació de negoci que aquestes generen diàriament. Ja no és suficient disposar d’un tallafocs, o d’un programari d’antivirus i antispam. De fet una de les conclusions que varem extreure de la sessió era que els sistemes d’informació eren un dels riscos, dels més importants, però no era ni molt menys l’únic.

El volum d’informació crítica per la continuïtat de qualsevol negoci creix a uns ritmes impressionants, informació sense la qual l’empresa no pot continuar donant servei als seus clients. Aquest fet es constata clarament en empreses altament descentralitzades i que operen en mercats globalitzats.

També varem reflexionar sobre com quantificar i valorar la informació que gestiona una empresa. Es va plantejar el pla de continuïtat de negoci, com un actiu d’aquesta, que li dona més valor, donat que al cap i a la fi, aquest pla està donant cobertura a la continuïtat de l’empresa.

En un entorn de crisi com l’actual, les empreses han d’adaptar-se a l’entorn i disposar de la informació requerida en qualsevol moment i garantir-la en el temps, per donar el millor servei. No disposar d’un pla de continuïtat es pot traduir en un cost d’oportunitat que no es poden permetre les empreses.

Agrair a l’Alex Barnadas, en David Pujadas i a eZone per la seva col·laboració i als assistents a la trobada. Sens dubte el tema d’ahir el continuarem tractant en d’altres sessions.

Podeu consultar la presentació tot seguit:

Informação dada pela professora Sandra Cardoso de BCM:

As turmas de terça feira, 5 e 6, devem trazer os seus trabalhos numa única pen. Para facilitar este processo podem enviar para mim os trabalhos para dianapg@sapo.pt até às 23h do dia 23 , ou seja da próxima 2ª feira. 

 Bom trabalho… A próxima semana vai ser complicada :s, cumprimentos a todos

Potentially yes, but how to be sure? It is of tremendous importance that a growing organization knows what it is able to deliver and how to get additional knowhow/expertise/resource on board. This is not a prayer for externals but:

• understaffed organizations fail on a long term view
• there is no more space for innovation, thus you stop developing you, your employees, your organization
• Peaks should be offloaded, innovation stream not be broken
• you cannot know everything the way the market does

So keep in mind, that you should only run your strategic stuff and if you start innovation, bring the market experience in. This does not mean that external partners do all the work. Where necessary, they should support, assist, coach you, but you are the one who knows your business best and if you bring in externals, do not forget to manage them. They are just people, maybe good ones with special expertise, but they are people like your employees are, the need order, direction and management. An uncontrolled external is a potential high risk for your organization as he is seen as a special knohow carrier and he can not only break your project, he can damage your organization too.

So to summit, two things to say: Bring in external partners where necessary, nobody expects you and your org to know everything better than the market. And last manage partners to deliver successful and in-time projects.

It is all time the same. Nobody know why, but the myth of “we must have bcm” is in everyone’s ear within IT department. First enthusiasts start reading what BCM (Business Continuity Management) should look like and immediately the first failure begins:

• BCM is a Business topic
• IT should be invited to join business wide BCM and not vice versa
• BCM is a process driven topic, not infrastructure

So BCM is much more a company wide umbrella and as IT Service Continuity Management in ITIL v2 already claims, the mission of the IT is to support the Business Continuity, not to run, drive it.

What we often see ist that there is often seen a direct link between resilience, high availability and BCM. Yes, at the end, all those kinds of providing a more robust service will likely be part of the mitigation plan of the BCM initiative but keep in mind that BCM for IT is:

• Define business critical processes
• Define technical services supporting those
• Assess and analyse risks assiociated to those services
• Define action plan for those risks (accept, mitigate ,delegate, solve)
• Define operations handbook and declare how desaster process is invoked by ops stuff
• ….

Reading those lines shows that only the mitigation/solve in the risk plan is a real “technology” part.

Definitely it is always a good idea to think about risks and how to mitigate, solve or whatever. BCM is much more a method to drive your thoughts/ideas to the mission critical services, nearly nobody will need a resilient lab in terms of a desaster (except you are a research organization). So focus on your value supporting technology and do your best and stop thinking in a tech-way only, it is the business which should be supported, not the nice blinking light in your Rack ^^

Its been forever. literally.

here’s whats happened:

1. Worked Winshape Camps C3 (team blue) over the summer. It was awesome. Now I’m working again this summer as a Production Director
2. College – being a sophomore and on the Service Team at the Georgia Tech BCM
3. Switched from blogger to wordpress (just for fun…)

The risk analysis is useful and should help the organization catalogue the threats. The risk analysis should also enable the key disaster scenario to be established, which will determine the maximum expected or estimated disruption period within which all critical business functions must recover and resume. An example of the key disaster scenario is the denial of access to the office premises and/or inaccessibility of essential and critical IT services for a period of up to seven (7) days; causing significant losses and impact to the organization.

Based on the example of the key disaster scenario above, any function that must be recovered and resume within seven (7) days will be critical. Any function that can be delayed for more than seven (7) days will be considered non-critical during a disaster.

The key disaster scenario will also be used as a guide to assess the impact for each critical business function during the Business Impact Analysis (BIA) Phase.

As for the list of threats catalgued, this may be referenced during the Test and Exercise Phase. The scenarios for the test or exercise should be derived from the list of threats.

Diario Médico-Loreto Mármol

Dos sectores dispares, el turismo y la salud, comienzan a converger. España se presenta como un destino muy atractivo no sólo por sus playas, costumbres y clima, sino también por el tratamiento médico que se puede recibir. Para la sanidad pública repercute negativamente, pero para la privada supone una gran oportunidad de negocio. Calidad a buen precio es el requisito para que nuestro país se haga un hueco entre los grandes -el mercado asiático- y logre situar al sector sanitario por delante de la construcción como fuente económica.

La oferta turística rural, de sol y playa, golf, aventura, cultura y gastronomía le ha salido un competidor: el turismo médico, un negocio que en el mundo movió el año pasado más de 42.000 millones de euros, con un incremento previsto del 66 por ciento para 2010.

Combinar asistencia médica de alta calidad a precios competitivos con los recursos turísticos es un fenómeno relativamente nuevo en España que comienza a ser una práctica común en algunas regiones como Cataluña, Canarias, Madrid, Comunidad Valenciana, Baleares y Andalucía.

Con el apoyo gubernamental o por iniciativa propia, en algunas autonomías las clínicas privadas más punteras han constituido asociaciones con hoteles, spa y touroperadores, que se encargan desde la preparación del viaje hasta la visita turística, pasando por los servicios médicos.

El año pasado 57,3 millones de personas visitaron España. ¿Por qué no aprovechar que España tiene una sanidad de calidad y que es un país tradicionalmente receptor de turistas? Si el turismo sanitario parece tener nefastas repercusiones para el sistema público (ver DM del 5-X-2009 y del 27-X-2009), también puede ser una solución para mejorar la economía del sector privado y la de sus profesionales.

En 2008 unos 4.700 pacientes-turistas acudieron a Barcelona Centro Médico (BCM), una asociación de 24 clínicas privadas que cuenta con el apoyo de algunas instituciones -ayuntamiento, Turismo de Cataluña, la Cámara de Comercio y La Caixa-, para operarse, mientras que el año anterior consiguieron atraer a 2.000 que dejaron en la ciudad unos 12 millones de euros.

Las intervenciones más demandadas se producen en Oftalmología, Oncología, cirugía Plástica, Traumatología y Cardiología.

BCM tiene acuerdos de colaboración con centros médicos de Estados Unidos, Canadá, Qatar, Bélgica y el Reino Unido. Uno de sus primeros objetivos es captar parte de los casi 70.000 rusos que en 2008 viajaron a Alemania en busca de asistencia médica. Por ello, el año pasado firmó un convenio con Natalie Tours -la operadora líder en Rusia y principal gestor de turismo ruso en España- para que deriven pacientes a Barcelona en vez de hacerlo como hasta ahora a Viena o Suiza.

Este mes la empresa norteamericana Companion Global Healthcare y el Centro Médico Teknon de Barcelona han firmado un acuerdo de prestación de servicios sanitarios por el que la clínica española pasa a formar parte de su cuadro de centros de referencia, la primera red internacional de hospitales para dar servicio a sus asegurados y clientes en el extranjero que tiene presencia en Brasil, Costa Rica, Alemania, la India, Irlanda, México, Singapur, Tailandia y Turquía.

MAPE Turismo y salud, empresa especializada en la oferta de servicios integrales relacionados con el turismo y la salud, ha sido la intermediaria en el acuerdo. Según su director, Pedro González, el país al que quieren echar el lazo es Estados Unidos, porque tiene un enorme potencial -este año un millón y medio de estadounidenses han buscado atención médica fuera de su país, y se espera que se alcancen los cuatro millones en un corto plazo de tiempo-. Aunque la crisis tampoco ha pasado desapercibida en este ámbito, y algunos estudios rebajan esa estimación a 1,7 millones de norteamericanos en 2012.

Calidad y ahorro

A su juicio, “España dispone de una oferta hospitalaria que cumple con todos los requisitos que un paciente americano puede necesitar, además de aportar calidad y ahorro”. En este sentido, apunta que una prótesis de cadera en Estados Unidos puede costar 100.000 dólares, mientras que en España supone un desembolso de entre 17.000 y 20.000.

La creciente demanda en Estados Unidos de servicios sanitarios en el extranjero ha llevado a las aseguradoras a identificar proveedores que les garanticen la más alta calidad sanitaria a precios competitivos. “El principal reto de las empresas españolas consistirá en garantizar el nivel de calidad que exigen; las que sean capaces de conseguirlo tendrán una magnífica oportunidad de crecimiento”, explica.

“Si para la sanidad pública repercute negativamente, para la privada supone una gran oportunidad de negocio”. El estancamiento de la sanidad privada española, debe motivar a los hospitales privados como alternativas de crecimiento en pacientes del extranjero, y recuerda que sólo en el mercado asiático -Tailandia, Malasia, la India y Singapur- esta práctica generará unos 4 billones de dólares en 2012.

Teknon también dispone de un Programa de Pacientes Internacionales, que incluye todos sus servicios y la planificación de todo lo que ellos y sus acompañantes puedan necesitar para su viaje y estancia (visados, recogida en el aeropuerto, desplazamientos, reserva de hotel, traducciones…)

En Canarias, gracias al Patronato de Turismo y a la Federación de Empresarios de Hostelería y Turismo de Las Palmas, empresarios del sector médico y turístico pusieron en marcha hace casi tres años la Asociación Gran Canaria Spa, Wellness & Health, que incluye una amplia oferta de hoteles, tratamientos médicos y centros de spa y talasoterapia.

Vicente Rodríguez Hernández, vicepresidente de la entidad y director médico de la Clínica Eurocanarias Oftalmológica -que forma parte de la asociación-, aplaude el apoyo que han recibido por parte de la administración pública.

También comenta que en Inglaterra el turismo médico es una tradición. De hecho, se estima que cada año dos millones de personas salen del país en busca de tratamientos quirúrgicos: “Si vienen a Canarias para encontrar sol y playa, ¿por qué no pueden también buscar un cirujano?”

No obstante, señala que para lograr una buena posición en el plano internacional tardarán tres años, aunque en 2010 el proyecto estará consolidado.

La Fundación IBIT, organismo dependiente de la Consejería de Economía de Baleares, ha creado el programa Health Destination, que pretende definir un proyecto amplio y ambicioso de interoperabilidad de información médica.

“El futuro pasa por estructurar la oferta e identificar a los proveedores -sobre todo hospitales- para que España puede ser destino no sólo turístico sino también médico”, concluye González.

I remember seeing the AT&T commercials for Toms Shoes. I didn’t really think it was a legit organization at first. Once I learned more about it, I realized that it is a great opportunity for people to help out in ways we never thought possible. If you aren’t familiar with Toms Shoes, visit his site and buy some super comfy shoes.

This is my first real experience with fondant. And honestly, I’m so happy, thrilled, ecstatic, you name it, with these cuppycakes. I chose the lazy way out and bought pre-made fondant, namely because I had a test to study for today. I wanted to bake something that I could take to BCM on wed. night.

My wonderful boyfriend surprised me at work one day with a cupcake book. I flipped through it and found a recipe I thought would yield fairly flat top cupcakes. I did get to taste these cupcakes since I cut off the tops of any that started to form a peak.

I started with the Mini Cocoa Cupcake recipe. Since it was meant for mini-cupcakes, it only made 12 cupcakes. Don’t worry, I made more than 12.

Ingredients

1 cup sugar

1 cup all-purpose flour

1/3 cup Cocoa

3/4 teaspoon baking power

3/4 teaspoon baking soda

1/2 teaspoon salt (I used sea salt. I love this stuff!)

1 egg

1/2 cup milk

1/4 cup vegetable oil

1 teaspoon vanilla extract

1/2 cup boiling water

Directions

Heat oven to 350. Either spray muffin cups with cooking spray or use paper liners.

Stir together sugar, flour, cocoa, baking power, baking soda, and salt in bowl.

Add egg, milk, oil, and vanilla. Beat on medium speed for about two minutes.

Stir in boiling water. This will make the batter very thin. Make sure to stir it together very well.

Fill muffin cups 2/3 full. Really try hard not to put that little bit extra in there to overfill it. It is tempting, I know.

I used a 1/3 cup scooper to fill it, but I didn’t make sure the scooper was all the way each time.

Bake for around 10-12 minutes or until a toothpick comes out clean. Let cool in pan for about 10 minutes then set out on wire rack to cool.

Make sure the tops of each are nice and flat. If they aren’t, just slice it off slightly and feel free to eat the scraps! Yum! I sure did.

Once the cupcakes are absolutely completely cooled, ice them with buttercream icing. Do this buy dipping the

tops of them. Let the excess drip off back into the icing mix.

Now is time for the fondant. So much patience comes with these steps. While the cupcakes were baking, I took the time to dye and flavor the fondant. For me, fondant is rather bland, so I like to add some plain flavoring to it. Since I needed three colors for these cupcakes, I divided the pre-made fondant into three sections for about how much I felt I would need for each section. To die and flavor, I took a toothpick, dipped either in vanilla extract or food coloring, and kneaded it into it and kept adding color until I got the color I was aiming for. Usually it’s best to buy fondant that is already dyed black. So  I tried to use the littlest amount of black as I could. For true black, it’ll take a whole bottle of food coloring and then will leave it tasting funny. Make sure to add plenty of confectioner’s sugar to your work surface and keep picking up the fondant so it doesn’t stick.

Whew! Now moving on…

I started with the white covering. I took a large round cookie cutter and cut out circles to fit around the cupcakes, smoothing it around the edges to be even with the edges. After doing every single one of these little cupcakes.

Then I made these nice trident looking strips. To attach these I brushed the back of them with water, either with your finger, or with a paint brush. Then press it onto the top and bottom of each cupcake.

Next come these itty bitty letters. Let’s see. TOMS.. that’s four letters. 4×26= 92. 92 letters that is. Whew.

This isn’t even half of the letters… more pressing and cutting.

I just did the same with these letters. Add water. Usually with these I dipped them into the water to get all the powered sugar off of them.

And Viola! Fondant TOMS shoes cupcakes. I hope everyone at BCM thoroughly enjoyed them!

As representantes de BCM informam os alunos inscritos na referida cadeira da existência de material de apoio da disciplina, até Terça Feira  (17/11), no centro de cópias (L.J.R.C. Cópias) situado perto do Pólo 3, entre a Farmácia de Celas e a Óptica de Celas,em frente  à paragem de autocarro perto do Hotel Melia.

Diana Gonçalves

Joana Couto

Adopting a BCM Planning approach that is consistent with industry best practices and standards is a key success factor to implementing a BC plan and supporting a sustainable BCM program.

Like all major and enterprise-wide projects- a good BCM planning methodology must segment the project into several main phases or stages. The main phases typically includes:
Project planning
Risk analysis and review
Business impact analysis
Strategy development
Plan development
Testing and exercising
Program development

Each phase has a specific outcome which will provide important input for the next subsequent stage.

Posted by Wordmobi

Halloween 2008 @ BCM

Free admission dates for November 2009:

Early bird admission is available before 11am on the second weekend of each month.

November 14th and 15th

Wednesday afternoons enjoy free admission to the Museum from 2 to 5 p.m

November 18th & November 25th

The Brooklyn Children’s Museum is located at:
145 Brooklyn Avenue (at St. Marks Avenue), Brooklyn, NY 11213
(718) 735-4400

For more information check out:

www.brooklynkids.org

Após termos sido abordadas por vários colegas, que apresentaram dúvidas quanto ao facto de haver ou não aula na quarta-feira, informamos os alunos inscritos à cadeira de BCM de que não há aula esta Quarta-feira das 9-10h, facto confirmado pela regente da cadeira.

As representantes:

Diana Gonçalves

Joana Couto

Javier de Benito (Director Instituto Javier de Benito de Cirugía Plástica Reparadora y Estética) – La Vanguardia

Barcelona siempre ha sido una ciudad joven, porque la juventud es la capacidad que se tiene de progresar. Especialmente en medicina, una ciencia en la que nuestra ciudad ha sido pionera en técnicas y procedimientos médicos gracias a un nutrido grupo de profesionales que, en muchos casos, han tenido el reconocimiento internacional.

Este liderazgo nacional e internacional ha sido fruto del trabajo y del esfuerzo realizado desde la medicina privada. Profesionales como Trueta, Barraquer, Puigvert, Gil Vernet, Planas, Cabot, Ley, Deixeus, Massaguer, Cordón, Cardo, entre otros, han elevado con su reconocimiento internacional la sanidad catalana. Junto a ellos, han estado y están, empresarios y profesionales del sector que han apostado por Barcelona como plaza de excelencia médica. Me refiero a personas como Echevarne, Cordón, Sabater, Masfurrol, y otros.

En este contexto se creó hace ya 23 años Barcelona Centro Médico (BCM), como una idea pionera en su día para situar nuestra ciudad en un lugar destacado en el contexto médico internacional.

Seguramente a nuestras administraciones les ha faltado una apuesta más decidida por la potenciación de la sanidad privada catalana, y otros factores decisivos para conseguir la aspiración de convertir Barcelona en capital médica internacional. 

Me refiero a las dificultades para que las compañías aéreas dispongan de vuelos directos a las principales capitales del mundo. Es cierto que actualmente existen trayectos punto a punto pero, en muchos casos, por parte de las compañías de bajo coste. En cambio las tradicionales líneas aéreas de bandera están, por diferentes motivos, prescindiendo de nuestro aeropuerto como hub de operaciones.

Un enfermo que se ha tratado en Barcelona desea regresar a su país sin escalas y en el menor tiempo posible. Tampoco ha contribuido a internacionalizar Barcelona el uso frecuente del inglés, idioma universal de la ciencia y de los negocios.

Sin embargo algo está cambiando. Estoy seguro que con un esfuerzo común de todos los agentes implicados en esta labor conseguiremos situar a la capital de Cataluña en el lugar que le corresponde por tradición, situación y voluntad.

By: Arlen Peterson

It had been a couple of years since I had gone on a vacation.  As the owner of a business I just kept on working.  There was always something important for me to do. With the recession I felt that it was my duty to work hard in order to get my company back on track. 

Finally, feeling burnt out and exhausted I booked a couple of weeks in Maui, packed my bags and left.  The first few days were spent in a condition that I will describe as withdrawal.  I got up and wanted to check my e mails.  Was tempted to turn on my cell phone and check in with the office.  Wondered if work orders were being done and what the sales numbers were at.

Eventually vacation mode kicked in.  I started to get rested and stopped worrying about all of the things that I could not control.  As my energy came back and I stopped worrying about my business an amazing thing happened…. I started to get some good ideas for the company.  I started a list and just wrote things down. By the end of the vacation I had a page and a half of things to work on. 

I went back to work rested and inspired to do great things, it felt so good to have my energy and vision back.  When I started my business it wasn’t because I wanted to work more, it was because I wanted a better life. 

Take a holiday, you need it and deserve it.

I want to help send you on vacation, go to http://www.technicalservices.ab.ca/mauisale.htm to learn how!