– sound health services in Finnmark Hospital
We understand that changes in the health service can create frustration – especially in those who are directly affected. We respect that. But prioritizing the resources we have available is not the same as « destroying » the services, or making them unjustifiable. On the contrary. Priorities are crucial to delivering and developing the best possible health services.
It is about using the resources we have – which is always limited – in a way that provides the most benefit to our patients. In order to provide high quality health care, we must constantly consider how we distribute capacity, expertise and funds. We do this based on broad knowledge of professional quality and defense.
With this post we want to convey why the changes are necessary. It is about ensuring proper operation over time, and giving the population of Finnmark an equal specialist health service offering at the level of the rest of the country.
Assessment of soundness requires broad professional competence, structure and cooperation
Leading a hospital involves a basic responsibility: to ensure that health services are justifiable. It also means organizing operations so that the health care provider has the necessary frameworks and support to do their job, in line with legislation and professional standards. At the same time, health care professionals are responsible for complying with the legal requirements of professionally sound professional practice.
Who really decides whether the health services in the Finnmark Hospital are justifiable? The answer can be found in a comprehensive framework of laws, regulations, supervisors and professional guidelines. This sets the framework for what is considered professionally sound – and forms the basis for the assessments the hospital management must make in the face of demanding decisions and priority needs.
In the Finnmark Hospital, these assessments are never taken by the CEO alone. We have a broadly composed management team that includes five medical specialties, two nurses, a pharmacist, a bio engineer and a leader with operational experience from the prehospital service. These again lead their units in ongoing dialogue with employees, union representatives, safety representatives, user councils and user representatives. This ensures a thorough anchoring and professional quality in the decisions that are made.
The assessments are supported by activity data and good systems for deviations, risk management and follow -up of national quality indicators, and are evaluated continuously. In addition, we receive support from professional staff and clinical ethics committee, internal audit and quality committees.
Adaptation of capacity is not the same as weakening
When we now adjust the number of intensive beds in Hammerfest, it is because over time we have only used about a third of the capacity. This means that we adapt the offer to the actual need, so that our resources can be used more purposefully – without compromising quality or emergency preparedness.
And even after this adjustment, we still have far more intensive beds per capita than the average in the country. It clearly shows that we still prioritize emergency preparedness in Finnmark. The change therefore does not weaken patient safety, but contributes to a more responsible and sustainable use of our resources.
The road ahead requires sustainable solutions
We also prioritize for services to stand over time. Finnmark Hospital today has higher staffing than comparable hospitals, while also dependent on temporary workers, hiring and overtime. It is struggling on our employees, and it weakens the professional environments and the economy. That’s why we have to make changes now.
It is about ensuring a safe and stable health service for the future. And it is precisely through professional assessments, broad involvement and responsible management that we should succeed.
