Vertaling van "other organisations " (Nederlands → Frans) :

National mental health policies that should strengthen the value of mental health, recognise and try to solve the great problems affecting mental health in all layers of society: refugees, disaster victims, those marginalised from society, the mentally handicapped, very old and disabled individuals, abused women and children, as well as financially impoverished people. In order to do so, it is necessary to adapt the organisation of the Community accordingly (with regard to mass media, health services, other organisations, industry and business, legislation).
Politiques nationales de santé mentale qui doivent renforcer la valeur de la santé mentale, reconnaître et tenter de résoudre les grands problèmes affectant la santé mentale dans tous les secteurs de la société: réfugiés, victimes de catastrophes, exclus sociaux, handicapés mentaux, personnes très âgées et infirmes, femmes et enfants victimes de mauvais traitement, ainsi que les personnes financièrement démunies; et à cette fin, adapter l’organisation de la Communauté (mass media, services de santé, autres organisations, industries et commerces, législation).

In this context the FAMHP supports provision of pharmacotherapeutic information to care providers and has concluded partnerships with independent organisations providing objective information about medicines (for instance the Belgian Centre for Pharmacotherapeutic Information – BCFI-CBIP and Project Farmaka, not-for-profit organisations). This process needs to take into consideration the expectations of healthcare professionals in terms of information content on the one hand, and the ease of access and consultation of the data on the other.
In this context the FAMHP supports provision of pharmacotherapeutic information to care providers and has concluded partnerships with independent organisations providing objective information about medicines (for instance the Belgian Centre for Pharmacotherapeutic Information – BCFI-CBIP and Project Farmaka, not-for-profit organisations). This process needs to take into consideration the expectations of healthcare professionals in terms of information content on the one hand, and the ease of access and consultation of the data on the other.

The implementation of the new organisation chart as envisaged for the start of 2009 requires the P&O Service to develop a definition of its future role in terms of the expectations from the 3 Directorates-General and other departments and services, to implement the 1 % reduction imposed for personnel expenditure and to further develop the strategic decision to convert the FAMHP into a “learning organisation”.
The implementation of the new organisation chart as envisaged for the start of 2009 requires the P&O Service to develop a definition of its future role in terms of the expectations from the 3 Directorates-General and other departments and services, to implement the 1 % reduction imposed for personnel expenditure and to further develop the strategic decision to convert the FAMHP into a “learning organisation”.

Among others, these include Budget & Management Control (B&Mc), Information & Communication Technology (ICT), the Legal service, Personnel & Organisation (P&O), the Translation service, Communication & Scientific support, International Relations, PMO (the support monitoring unit), Internal Audit & Quality and the Crisis unit (non-permanent).
Among others, these include Budget & Management Control (B&Mc), Information & Communication Technology (ICT), the Legal service, Personnel & Organisation (P&O), the Translation service, Communication & Scientific support, International Relations, PMO (the support monitoring unit), Internal Audit & Quality and the Crisis unit (non-permanent).

This allows each member of staff to declare any financial or other interests in organisations or companies falling within the FAMHP mission and obliges members of staff to inform the Agency immediately of any significant changes occurring to those interests.
This allows each member of staff to declare any financial or other interests in organisations or companies falling within the FAMHP mission and obliges members of staff to inform the Agency immediately of any significant changes occurring to those interests.

three pillars (PRE, POST and INSPECTION) ●● Integrating the spearheads across the organisation Transversally integrating and coordinating the operational departments and other services
three pillars (PRE, POST and INSPECTION) ●● Integrating the spearheads across the organisation Transversally integrating and coordinating the operational departments and other services

LUCAS is also a consultant for the 10-Stappen Campagne (10-Steps Campaign) against depression organised by the Flemish authorities, as well as for other initiatives concerning the image of depression and for guidelines for the media on how to give information on depression and suicide.
LUCAS est également consultant de la 10-Stappen Campagne contre la dépression organisée par les autorités flamandes et d’autres initiatives qui concernent l’image de la dépression et les directives pour les médias sur la façon d’informer sur la dépression et le suicide.

This calls for a guideline on optimal care that groups together the necessary indicators to assess the follow-up of the quality of care, as well as an inventory of the different persons involved and their specific skills, a distribution of the tasks, including a communication strategy and a co-ordination task, a precise list of the health professionals and other organisations involved, and adequate means to support the completion of these tasks.
Ceci requiert une directive de soins optimaux, reprenant des indicateurs nécessaires pour évaluer le suivi de la qualité des soins, un inventaire des différentes personnes impliquées et leurs compétences spécifiques, une répartition des tâches, y compris une stratégie de communication et une mission de coordination, une liste précise des professionnels de la santé et des organisations concernés, et les moyens adéquats pour soutenir la finalisation des tâches.

The discussion groups receive both substantive and logistical support thanks to organising of training and “intervision” sessions for those coaching these groups and the writing and distributing of a booklet entitled “De Wegwijzer” (the Signpost), which contains, among other things, an inventory of all the self-help and discussion groups for those bereaved by suicide.
Les groupes de discussion reçoivent un soutien logistique et au niveau du contenu, grâce à l’organisation de formations et de moments d’intervision pour ceux qui encadrent ces groupes, et par l’élaboration et la distribution de la brochure « De WegWijzer » qui contient entre autre un inventaire de tous les groupes d’entraide et de discussion pour les proches après un suicide.

To achieve this aim, various types of action are undertaken, not only for the bereaved, health professionals and other organisations in contact with the bereaved, but also for the general public, in order to break the taboo and make it possible to talk about mourning a suicide.
Pour y arriver, des actions sont entreprises pour les proches, les prestataires de soins et autres organisations qui entrent en contact avec les proches, mais également pour le grand public, dans le but de rompre le tabou et de rendre discutable le thème du deuil après un suicide.