Hospital Universitario San José de Popayán ESE, una organización que decidió desafiar su inminente orden de liquidación

Abstract

El Hospital Universitario San José de Popayán, Empresa Social del Estado (E.S.E.), para nada ajeno al entorno del sector, no pudo afrontar de forma eficiente el nuevo paradigma planteado por la renovada Constitución Política de 1991 y su nuevo Sistema General de Seguridad Social en Salud (SGSSS, Ley 100 de 1993), alterando considerablemente su visión estratégica y conduciéndolo a una profunda crisis. Este caso tiene como objetivo describir el desempeño estratégico y financiero del Hospital Universitario San José de Popayán durante las últimas dos décadas, partiendo de un escenario tan crítico que obligó a la institución a acogerse a la Ley 550, Ley de intervención económica para la reactivación empresarial mediante acuerdos de reestructuración y teniendo que afrontar altísimos niveles de insolvencia, en donde escasearon los insumos médicos, se cerraron servicios e hicieron que el personal tuviera que vivir en medio de un escenario administrativo aterrador (véase el Anexo1. Diario El Liberal. Fotos originales). En medio de un nuevo modelo de Sistema de Salud, se relatan cronológicamente los sucesos históricos, relevantes y las acciones estratégicas que afrontó el Hospital para evitar la inminente orden de liquidación. Al final se resaltan los aspectos que demuestran un verdadero caso de éxito, situación que condujo al reconocimiento por parte del sector y la sociedad caucana.

This case presents the challenges faced by Hospital Universitario San Jose, a highly complex public health care institution located in Popayan (Colombia). Hospital Universitario San Jose was established more than 300 years ago and transformed into a municipal Social State Enterprise (“Empresa Social del Estado”) in 1995, within the framework of the current health care system defined by Law 100 of 1993. This case describes in detail the events of a major financial crisis that the hospital, its staff and the community suffered in the past two decades. Issues such as the inability to comply with financial obligations and owing up to 18 months worth of salaries to hospital employees forced the institution to file Law 550 of 1999 (Bankruptcy Act) in October 2002. This law was created to allow state enterprises the opportunity to ensure their financial recovery and feasibility within the Social Security and Health System after seriously considering the possibility of liquidation. Thanks to this rescue measure and the support of the Bureau of Social Protection, the City Hall, the Law 550 Committee, the Board of Directors and a renewed management team, the institution signed in 2005 an interagency agreement which granted the hospital a loan that could be forgiven upon meeting very specific goals and objectives. As a result, Hospital San Jose was able to achieve a financial level that has made it sustainable in the past few years, supported by a clear vision, strong strategic actions and transformational leadership. All of these allowed the hospital not only to recover its corporate image but also being recognized as the main referral center and symbol of wellness and safety in the region.