Galdakao Usansolo Hospital saves more than two million euros in the first phase of its project of efficient management.

Efficient hospital management

– is a project that will expire at the end of 2012 to improve the efficient use of resources.

– had been introduced, for the time being, in the units of Traumatology, General Surgery, pneumology and Neurology.

-initiative aims that all those responsible for service of process from the hospital to commit to health care outcomeseconomic strategic, and marked.

Vizcaya, 2011-July The Hospital vizcaíno Galdakao-Usansolo (HGU) has achieved an estimated savings of 2.157.877 euros after having implemented the first phase of the project in 2010 ‘ management contracts ’, in the units of Traumatology, General Surgery, pneumology, and Neurology. This initiative is a project to decentralize management and improve the efficient use of resources, the aim of which is not saving in the short term but the efficient management of resources.

In the current economic situation, the HGU has focused its management strategy in the decentralization of the management to move from a macro to a micro-management, with the aim that all those responsible for service of process from the HGU commit with care, economic and strategic results of the hospital.

Four services management contracts have been introduced which represent 28% of hospital discharges and the aim is that, by the end of 2012, has implemented in 100 per cent of the health centre.

In this regard, the managing director of the hospital, Santiago Rabanal, points out that are improving the Organization’s face to these complicated times to be able to continue offering good service to our patients and to ensure the sustainability of our system ”.

Also, Rabanal explains that they want to move from a macro in which almost all aspects of accountability in the management fall into the management team, a micro-management in which all those responsible for services or processes also have this responsibility in the management of the resources entrusted to ”.

The project consists in the signing of a management contracts ” covering health care, economic and strategic commitments of each service. To achieve these commitments, it has provided the Hospital of an information system that allows for monitoring, control and evaluation of the results.

Information system comprises, on the one hand, the welfare indicators monitored through of ‘ Osakliniker ’, a clinical search engine developed in the hospital and he was recognized with the Barea prize. This tool allows you to compare, by diagnosis and procedure, all the processes that all the specialties that take place in Hospital with take at different hospitals in Osakidetza.

In this sense, the managing director indicates that in this way, for example, responsible for service of Pneumology can know if their income for pneumonia last longer in our hospital than in others, if they have more infections or complications ”.

On the other hand, the information system also includes a tool that keeps track of economic indicators, whose name is ‘ Business Intelligence ”. This resource allows services display in a flexible manner and make comparisons with other periods, allowing to track expenditure and cost which have.

This picture of economic controls, explains Rabanal, shows the expenses of pharmacy or medical supplies of the Pneumology Service, which are compared with those of other years to identify if there is increasing spending, or what is the drug that most it is consuming, for example. Also lets you know spending involved through their requests to other services or processes, as for example expense ordered analytical or rays x ”

this allows us to take action agile, know if a treatment is set to the number of patients is attending or not,. In addition, allows us to make some kind of modification, in which case you need to make it ”, says the managing director. Both tools are integrated and facilitate assessment of the efficiency objectives agreed in the contract.
Evaluation

The managing director of the HGU points out is another important feature of these contracts has been an emphasis on the results of the services and not so much in their activity. We care about most is the number of patients that have a list of surgical waiting and delay that have to be taken care that the number of surgical interventions which are ”, says.

The evaluation of these management contracts has been very positive with 67% of the objectives achieved. In the area of economic commitments emphasizes the cost weight GRD (measure of hospital production) who has been a decrease in pilot services – 4.32% compared to the rest of services has increased 1.99%… This means that if the 4 services that have begun with contracts management had the behavior of the rest of the hospital we had increased our spending 2010 2.157.877 euro.