By Bernd Rechel, Jonathan Erskine, Barrie Dowdeswell, Stephen Wright, Martin McKee
Capital funding in ecu wellbeing and fitness structures has to take account of an array of demanding situations and possibilities: the demographic and epidemiological transitions linked to an getting older inhabitants; advances in clinical applied sciences and prescribed drugs; emerging public expectancies; and chronic wellbeing and fitness inequalities.
This quantity provides eleven case experiences from throughout Europe and those provide quite a few views on present concerns on the subject of wellbeing and fitness capital funding and methods of attempting to meet current demanding situations in addition to these of the long run. The case stories comprise the Orbis clinical Centre, Sittard, and the Martini clinic, Groningen (both within the Netherlands); the St Olav's medical institution in Trondheim (Norway); the recent Karolinska Solna clinic in Stockholm (Sweden); the Coxa clinic in Tampere (Finland); the Rhön Klinikum workforce (Germany); the toilet Paul II sanatorium in Krakow (Poland); the Alzira version within the Valencia zone (Spain); local making plans in Northern eire and Tuscany (Italy); and the personal Finance Initiative (England).
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Additional info for Capital Investment for Health: Case Studies from Europe
The shareholding was originally divided as follows: Pirkanmaa hospital district (35%), Tampere City (20%), Wittgensteiner Kliniken AG (20%), Orton Hospital (5%) and four Pirkanmaa municipalities (5% each). Coxa Ltd was oﬃcially established in February 2001. Coxa Hospital, Tampere, Finland 35 Capital procurement Advantage was taken of the freedoms available to limited companies during the capital ﬁnancing and procurement stages. Although initial thought was given to leasing premises from Pirkanmaa hospital district, this was felt to be too restrictive.
In Spain, public sector wages for physicians vary according to region. The private salaries negotiated within the Alzira model tend to be above the Spanish average for public wages, when both the ﬁxed and the variable component are taken into account. The Alzira model: Hospital de la Ribera, Valencia, Spain 19 In 2007, UTE-Ribera had 1832 employees, of which 1314 were directly employed by the managing company and the rest – 518 employees – were civil servants contracted by the Valencia Health Ministry.
Public property The private consortium, UTE-Ribera – responsible for building the Hospital de la Ribera – is required to maintain its structures and equipment in good condition until the end of the concession, when they will revert to the Valencia Health Ministry. During the second period of the administrative concession, UTE-Ribera built a new and fully equipped Health Centre, Alzira II (€6 million investment), and has renovated other health centres and invested in new equipment. At the end of the administrative concession, UTE-Ribera is required to leave an up-to-date and functional complement of equipment.