Impacto da transição de gestão interna no Hospital de Clínicas-UFU sobre a nova gestão administrativa da Ebserh

Abstract

Hospital management has a long history, with the first hospitals founded in the 4th century AD in Italy. In Brazil, its systematization began with the installation of the Portuguese Crown. Hospital management is crucial for the public health system, and in 2013 the National Policy for Hospital Care (PNHOSP) was established to ensure access, quality and safety in services. The adherence of university hospitals to Ebserh seeks to face challenges such as underfunding, strengthening regulation and quality of care. This study aims to analyze the financial, care and personnel impacts of the management transition of the Hospital de Clínicas da UFU to Ebserh. A descriptive quantitative research was carried out, in the form of a time trend analysis, on beds, staff and funding. The data were requested from the hospital and analyzed using the joinpoint type model. The Hospital de Clínicas da UFU is a center for teaching, research and care. The transition to Ebserh faced challenges such as bureaucracy and resistance. Ebserh’s collegiate management seeks efficiency and participation, but faces challenges in implementation. After the transition, there was a reduction in the average length of stay, having an APC (Annual Percentage Change) from 2021 to 2023 of -7.5850 with Cl (confidence interval) of -13.25; -1.54 and AAPC (Average Annual Percentage Change) of -2.1911 with Cl of -4.29; -0.03, and in the number of beds, having an APC from 2021 to 2023 of -4.6849 with Cl of -6.33; -3.00 and AAPC of -1.2276 with Cl of -1.48; -0.96, while the staff increased. These changes may reflect improvement efforts, but also financial challenges. Difficulties in obtaining data on outsourced and funding limited the analysis. The transition to Ebserh positively impacted the Hospital de Clínicas da UFU, improving its performance. Collegiate management and strategic planning were important in this process, despite the challenges faced. It is crucial to continue improving the relationship with health authorities and academia, as well as optimizing funding to maintain the quality of services.