Konsekvensutredning ett akuttsjukehus i Nordmøre og Romsdal

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Sykefravær, helseforsikring og ventetider i spesialisthelsetjenesten. Kan sykefraværet reduseres ved å tilby raskere behandling i spesialisthelsetjenesten?

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Healthcare Engineering Defined: A White Paper

Engineering has been playing an important role in serving and advancing healthcare. The term "Healthcare Engineering" has been used by professional societies, universities, scientific authors, and the healthcare industry for decades. However, the definition of "Healthcare Engineering" remains ambiguous. The purpose of this position paper is to present a definition of Healthcare Engineering as an academic discipline, an area of research, a field of specialty, and a profession. Healthcare Engineering is defined in terms of what it is, who performs it, where it is performed, and how it is performed, including its purpose, scope, topics, synergy, education/training, contributions, and prospects

Hospital Equipment and Energy Usage. Applied Research by the Low Energy Hospitals Project, Norway

A26100 - Report No DP3-01Hospital Equipment and Energy Usage. Applied Research by the Low Energy Hospitals Project, NorwaypublishedVersio

Equipment and Energy Usage in a Large Teaching Hospital in Norway

This article presents a study of how equipment is used in a Norwegian University hospital and suggests ways to reduce hospital energy consumption. Analysis of energy data from Norway’s newest teaching hospital showed that electricity consumption was up to 50 % of the whole-building energy consumption. Much of this is due to the increasing energy intensity of hospital-specific equipment. Measured power and reported usage patterns for equipment in the studied departments show daytime energy intensity of equipment at about 28.5 kBTU/ft2 per year (90 kWh/m2 per year), compared to building code standard value of only 14.9 kBTU/ft2 (47 kWh/m2 per year) for hospitals. This article intends to fill gaps in our understanding of how users and their equipment affect the energy balance in hospitals and suggests ways in which designers and equipment suppliers can help optimize energy performance while maintaining quality in the delivery of health services

Equipment and Energy Usage in a Large Teaching Hospital in Norway

This article presents a study of how equipment is used in a Norwegian University hospital and suggests ways to reduce hospital energy consumption. Analysis of energy data from Norway’s newest teaching hospital showed that electricity consumption was up to 50 % of the whole-building energy consumption. Much of this is due to the increasing energy intensity of hospital-specific equipment. Measured power and reported usage patterns for equipment in the studied departments show daytime energy intensity of equipment at about 28.5 kBTU/ft2 per year (90 kWh/m2 per year), compared to building code standard value of only 14.9 kBTU/ft2 (47 kWh/m2 per year) for hospitals. This article intends to fill gaps in our understanding of how users and their equipment affect the energy balance in hospitals and suggests ways in which designers and equipment suppliers can help optimize energy performance while maintaining quality in the delivery of health services

Omsorgsplasser i Vestnes kommune, grunnlag for dimensjonering av ny sjukeheim

Som grunnlag for å planlegge etableringen av nye sjukeheims- eller omsorgsplasser i Vestnes kommune gir denne rapporten en oversikt over dagens tilbud og hvordan det må utvides for å dekke det økte behovet som flere eldre vil gi

Omsorgsplasser i Vestnes kommune, grunnlag for dimensjonering av ny sjukeheim

Som grunnlag for å planlegge etableringen av nye sjukeheims- eller omsorgsplasser i Vestnes kommune gir denne rapporten en oversikt over dagens tilbud og hvordan det må utvides for å dekke det økte behovet som flere eldre vil gi

A strategic document as a tool for implementing change. Lessons from the merger creating the South-East Health region in Norway

In 2007, the Norwegian Parliament decided to merge the two largest health regions in the country: the South and East Health Regions became the South-East Health Region (SEHR). In its resolution, the Parliament formulated strong expectations for the merger: these included more effective hospital services in the Oslo metropolitan area, freeing personnel to work in other parts of the country, and making treatment of patients more coherent. The Parliamentary resolution provided no specific instructions regarding how this should be achieved. In order to fulfil these expectations, the new health region decided to develop a strategy as its tool for change; a change “agent”. SINTEF was engaged to evaluate the process and its results. We studied the strategy design, the tools that emerged from the process, and which changes were induced by the strategy. The evaluation adopted a multimethod approach that combined interviews, document analysis and (re)analysis of existing data. The latter included economic data, performance data, and work environment data collected by the South-East Health Region itself. SINTEF found almost no effects, whether positive or negative. This article describes how the strategy was developed and discusses why it failed to meet the expectations formulated in the Parliamentary resolution.publishedVersio

A strategic document as a tool for implementing change. Lessons from the merger creating the South-East Health region in Norway

In 2007, the Norwegian Parliament decided to merge the two largest health regions in the country: the South and East Health Regions became the South-East Health Region (SEHR). In its resolution, the Parliament formulated strong expectations for the merger: these included more effective hospital services in the Oslo metropolitan area, freeing personnel to work in other parts of the country, and making treatment of patients more coherent. The Parliamentary resolution provided no specific instructions regarding how this should be achieved. In order to fulfil these expectations, the new health region decided to develop a strategy as its tool for change; a change “agent”. SINTEF was engaged to evaluate the process and its results. We studied the strategy design, the tools that emerged from the process, and which changes were induced by the strategy. The evaluation adopted a multimethod approach that combined interviews, document analysis and (re)analysis of existing data. The latter included economic data, performance data, and work environment data collected by the South-East Health Region itself. SINTEF found almost no effects, whether positive or negative. This article describes how the strategy was developed and discusses why it failed to meet the expectations formulated in the Parliamentary resolution