1 / 10

UNIVERSITY-HOSPITAL MERGER IN ICELAND

UNIVERSITY-HOSPITAL MERGER IN ICELAND. Gisli Einarsson M.D. Ph.D. Asisstant professor Chief Executive of Education Research & Development Specialist in General Surgery and Medical Rehabilitation. Public Administration in Iceland. Two Levels of Executive Power State Level: < 300.000 people

vern
Download Presentation

UNIVERSITY-HOSPITAL MERGER IN ICELAND

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. UNIVERSITY-HOSPITAL MERGER IN ICELAND Gisli Einarsson M.D. Ph.D. Asisstant professor Chief Executive of Education Research & Development Specialist in General Surgery and Medical Rehabilitation

  2. Public Administration in Iceland • Two Levels of Executive Power • State Level: < 300.000 people • Almost all Health Care • Schools higher than Ground School – University Education (including University of Iceland) • Municipalities • Nursing Homes • Ground School (first ten years)

  3. Landspítali – University Hospital • Landspítali is the largest organization in Iceland in terms of employees, with approximately 5000 employees (3900 f.t.e) • The hospital is located around Reykjavík and vicinity. The main activities are concentrated at two sites three kilometers apart. • In-patient days around 300 thousand pr. year.

  4. Landspítali – University Hospital • Patient beds 900 • ER visits 75.000 • Visits; Day-care units 100.000 • Visits; Out-patients 220.000 • X-ray, MRI, CT etc. investigations 105.000 • Operations 15.000 • Clin.investigations (bact/im/path. etc) 1.400.000

  5. Only University Hospital in Iceland and County hospital for 2/3 – 3/4 of the population • Advantage:Uniformity in services and teaching • Best utilization of resources • Drawbacks: Lack of CompetitionComplacency • Ineffectivity • Demands great vigilance to foreign comparison

  6. Results Enlargement and strengthening of specialities -better subspecialist services, fewer on-call lines Decreased overhead / administration -one executive board, reduced nursing administration, fewer doctors in-chief Better utilization of housing and equipment Increased productivity Shorter waiting-lists Improved economy

  7. Results • Increased productivity • Surgical operations up 3% in 2003, 2,9% January-July 2004 • Cardiac interventions eliminated waiting-lists in 2003-2004 • Decreased in-patient length of stay (just under 5 days July 2004) • Faster turn-over (arrivals/discharges) • Almost 10 % increase in out-patient visits • Shorter waiting-lists • Eliminated in cardiology • Almost eliminated in orthopedics • Decreased considerably in eye-surgery (operations up 16% in-patient and 42% in day-care)

  8. Results • Improved economy • Decreased number of f.t.e. by 2.9 % 2003-2004 • Total expenditures in constant money value 1999-2004: • 1999-2000 -0.9 % • 2000-2001 -1.4 % • 2001-2002 +1.8 % • 2002-2003 +2.5 % • 2003-2004 -3.0 %

  9. Development • Out-patient/day-care policy completed 2004 • DRG-evaluation completed 2004 • Health department committee on the role and interaction of the two acute-care hospitals and out-patient services including primary care and privately run out-patient seervices (380.000 visits) • Co-operation agreement with The University of Iceland in 2001 and 2002

  10. Problems • Role of small community Hospitals • Nursing Homes • Local Competition • Inadequate funding for both main roles of the Hospital

More Related