Page 2 - ICS Vall d'Hebron University Hospital 2011

The year 2011 will certainly be
remembered for the complexity of
the prevailing economic situation
and the hard work done to reduce
expenses by 10% in order to meet
the budget passed by the Parlia-
ment of Catalonia. We were forced
to make some tough decisions in
that twelve-month period. Some of
these decisions were made becau-
se of the economic situation and
were designed to stick to a tight
budget. But there were also struc-
tural decisions whose main objec-
tive was to improve the organiza-
tion’s long-term efficiency and sus-
tainability.
Some of last year’s particularly
relevant achievements include the
reorganization of continuous care,
the enhancement of specialized
outpatient care, a reduction in the
average stay of admitted patients,
a change in the strategy of purcha-
sing electricity and other utilities,
a reduction in pharmacy expenses,
the streamlining of complementa-
ry tests, and agreements with sup-
pliers to reduce prices on material
purchases. The consolidation of
these strategic measures will allow
us to face 2012 with success,
though we know it will be another
very complicated year.
It is my pleasure to present this
summary of the work done in 2011
alongside the hospital director.
Our aim is to ensure our actions
are transparent while we provide a
record of the work done by all ICS
employees, who, despite the diffi-
culties, perform their day-to-day
work as excellent professionals to
guarantee a top-quality public
health system.
Joaquim Casanovas Lax
CEO, ICS
Major changes occurred in the economic context of healthcare in finan-
cial year 2011. Vall d’Hebron University Hospital adapted to these chan-
ges while maintaining its essential functions to comply with its mission
of providing patient-oriented services.
In the final quarter of 2011, we started the joint refection process with
the participation of the different groups represented at the hospital and
the aim of defining the future of our institution and the position to be
taken in the current difficult situation. The result of this process was the
confirmation of an organizational and care model that simplifies deci-
sion making and facilitates clinical management.
In 2011, we also defined the strategic lines for determining the hospital’s
future approach. We are moving towards a knowledge-based, patient-
centred model with a focus on multidisciplinary and multifunctional
units in which professionals from different disciplines can contribute
their knowledge and expertise to provide quality care that is more
centred on people. For this reason, our hospital professionals are at the
centre of this model and their leadership and commitment are key to
ensuring the position of Vall d’Hebron University Hospital in its
environment.
We must also rethink our care model to provide a response to the needs
of patients with chronic diseases. We should focus on patients and their
needs and we should coordinate our actions with other facilities in Cata-
lonia to keep these patients in their habitual environment as long as
possible and prevent the disease from becoming acute. Clinical mana-
gement and professional involvement are key factors for optimizing
resources and ensuring the quality of our services.
By promoting talent, leadership and professional development, the hos-
pital will maintain its position in the field of innovation, new knowledge
areas and teaching.
With the participation and commitment of our professionals (the sense
of belonging to a team is one of the outstanding strengths of our hospi-
tal), Vall d’Hebron will make excellence compatible with sustainability,
despite the current difficult conditions.
The achievements obtained and described in this annual report are the
result of the hard work of teams of highly qualified, committed profes-
sionals who make every effort to improve the quality of the services
they provide and the health of citizens.
José Jerónimo Navas Palacios
Hospital Director