RESUMO
Orhei District Hospital has 420 beds located in 17 wards. Providing beds in 2010 is 39.2 to 10 000 people compared with 47.7 in 2008, but it is still more than the regional average for the country- 32.6. Rotation bed, the lethality rate of hospitalization of people have not changed in the previous year. The average duration of treatment and average bed occupancy rose in 2010 compared with 2009, but the bed occupancy rate is still small--about 60%. Share divergence diagnostic is lower than the previous year--this is a good indicator of quality. Enough old equipment is still an issue for the District Hospital Orhei. Making an analysis of the distinctive features of health care evaluations, where resources are expressed by the cost and the results are expressed as effects on health, we conclude that it is necessary to change the conceptual aspects regarding health care financing. For redress the economic and financial situation, is proposed following strategy: 1. Reduced costs for hotel accommodation, by introducing "a day hospital". This system implies investigation and medical advice, and writing medication without the patient to remain hospitalized for a long time (for cases that do not require prolonged hospitalization) 2. Reducing costs the necessary material resources with, the introduction of electronic auction. 3. Introducing the concept of health management, need for hospital management, better management the four types of resources available (human resources, material resources, financial resources, time). 4. Increasing managerial capacity, through a competitive selection manager, will be combine short-term planning and the long-term strategy (more flexible) to raise the efficiency of medical care. In this respect spaces allocated section of Pulmonology, will be reassembled in geriatric beds, and the space available, will be outsourced of other persons (individuals or corporate person), under the law where they will earn additional income. It is noted that the actual development costs are increasing.
