Gestión de enfermería: proceso de creación de un complejo hospitalario. Área ii del servicio murciano de salud (Cartagena) / Nursery management: creation of a hospital complex. area ii of the murcia health care service (Cartagena)

INTRODUCCIÓN. Se analiza, mediante un estudio descriptivo, el traslado y cierre del Hospital Básico de Defensa, junto al cambio y reestructuración del Hospital Universitario Santa María del Rosell, al nuevo Hospital Universitario Santa Lucía, coincidiendo con la creación de la Gerencia Única del Área de Salud II. El objetivo es estudiar el proceso de apertura de un complejo hospitalario coincidiendo con la remodelación del Área Sanitaria. METODOLOGÍA. Se examina toda la labor de planificación, formación y traslado que afectó a más de 600 camas y a 275.000 habitantes, profundizando en las actuaciones desarrolladas en infraestructuras, logística y formación. Todo el proceso se hace desde el punto de vista de enfermería, como colectivo profesional implicado en el conocimiento de las funciones tanto de hospitales como de personal. El periodo de estudio comprende desde octubre de 2010, inicio de la actividad en el nuevo hospital, a noviembre de 2011, culminación efectiva del traslado. RESULTADO. El resultado fue el traslado a las nuevas instalaciones y la reestructuración de las anteriores en un tiempo breve para la magnitud del proceso (once meses). Todos los pacientes se trasladaron sin ningún incidente. CONCLUSIÓN. Durante todo el proceso se dio continuidad asistencial y se ocasionó el menor impacto tanto económico como en los pacientes y profesionales. Desde el punto de vista de futuro e implicaciones prácticas, se han sentado las bases para una prestación moderna y de calidad, y obtenido de los medios que se han puesto por la sociedad a nuestra disposición el mejor resultado en calidad asistencial (AU)

INTRODUCTION. This paper analyzes, by a descriptive study, the closing of the Basic Hospital of the Defence the restructuration of the Santa María del Rosell University Hospital, and the moving of both to a new hospital: the Santa Lucía University Hospital. This process was carried out in coordination with a coincident objective: the creation of an only management staff for the area. The aim is the analysis of the opening of a hospital complex that coincided with the restructuration of the health area. METHODOLOGY. This paper analyzes the actions in relation to the scheduling, training and moving, that concerned above 600 hospital beds and 275.000 inhabitants. Analyzes the intervention in infrastructures, logistics and training. The whole process is seen from de nursery point of view, as a professional stratus that knows the roles of the hospital and personnel. The period of the study comprises since October 2010, beginning of the activity in the new hospital, to November 2011, moment of the effective culmination of the move. RESULT. The result of the works carried out was the transfer of people and roles in a very short time (eleven months). All the patients were moved without any event. CONCLUSION. During the whole process healthcare continuity was obtained, whit the less economic impact, as in patients and professionals. From the point of view of future and practical implications, the basis for a modern and qualified provision of services have been established; and best results from means provided have been obtained in relation to health care quality (AU)

[NURSING MANAGEMENT: CREATION OF A HOSPITAL COMPLEX. AREA II OF THE MURCIA HEALTH CARE SERVICE (CARTAGENA)]. / Gestión de enfermería: proceso de creacín de un compleoj hospitaalrio. AÁea II del Servicio Murciano de Salud (Cartagena).

INTRODUCTION: This paper analyzes, by a descriptive study, the closing of the Basic Hospital of the Defence the restructuration of the Santa María del Rosell University Hospital, and the moving of both to a new hospital: the Santa Lucía University Hospital. This process was carried out in coordination with a coincident objective: the creation of an only management staff for the area. The aim is the analysis of the opening of a hospital complex that coincided with the restructuration of the health area. METHODOLOGY: This paper analyzes the actions in relation to the scheduling, training and moving, that concerned above 600 hospital beds and 275.000 inhabitants. Analyzes the intervention in infrastructures, logistics and training. The whole process is seen from de nursery point of view, as a professional stratus that knows the roles of the hospital and personnel. The period of the study comprises since October2010, beginning of the activity in the new hospital, to November 2011, moment of the effective culmination of the move. RESULT: The result of the works carried out was the transfer of people and roles in a very short time (eleven months). All the patients were moved without any event. CONCLUSION: During the whole process healthcare continuity was obtained, whit the less economic impact, as in patients and professionals. From the point of view of future and practical implications, the basis for a modern and qualified provision of services have been established; and best results from means provided have been obtained in relation to health care quality.