[Analysis of the emergency system of the Spanish neurosurgical services].
OBJECTIVE
1)To study the alert system (on call duty) in the Spanish neurosurgical departments and main issues of the emergency neurosurgical attention; 2) To establish common sense criteria for a thorough review of the system; 3) To analyse the effects of the current alert system on neurosurgical planning in Spain from the point of view of aging of Spanish neurosurgeons.


METHODS
An interview containing 11 items related to the main aspects of the alert system was developed. The interview was sent to 51 departments. Answer from 42 of them were received. Neurosurgical departments were categorized in two different patterns to analyse the results: 1 st )according to the size of the staff. Three different types were observed:Type A (more than 10 neurosurgeons);Type B (between 6 and 10), and Type C (less than 6). 2 nd ) according to qualification of the personnel receiving the patient in the emergency area:Type I (the patient is received by paramedic personnel);Type II (trainee sends patient to specialist);Type III (training doctor orders diagnostic procedures) and Type IV (neurosurgeon orders diagnostic procedures and decides next actions).


RESULTS
Type A departments :This group is formed by 8 departments. Alerts are always mix (at home or in hospital). There are usually 3 neurosurgeons on call (sometimes 4). Staff personnel is on call duty at the hospital 5 days a month plus 5-6 days at home. In 38% of the hospitals, department is type I-II (the patient is initially attended by paramedic personnel, not responsible for diagnostic or treatment). Surgical emergencies account for 0.54 a day as a rule and 12.75 patients require neurosurgeon's attention every day. In 75% of the hospital the neurosurgeon must also read neuroimaging procedures and suture scalps in 37%. Next day, neurosurgeon on call is off duty almost routinely. Type B :it was formed by 21 services. Alert are always mix (at home or in hospital). There are usually two neurosurgeons on call. Staff personnel are on call 4-5 days a month at the hospital and 5-6 days at home. The patient is initially attended by a doctor starting diagnosis in 85% of the cases (types III and IV).They operate 0.52 times a day,attending 6.19 patients/day as a mean. Neurosurgeon must read neuroimaging procedures in 57%. They do not repair scalps (except for a 5%) and personnel is off duty next day routinely. Type C :Nine (9) departments were grouped under this lining. Staff is always on call at home. There is usually only one neurosurgeon (sometimes two). Staff perform 10-12 alerts at home along the month. In 4 of the departments they must duplicate the number of days as far as there are two of them on-call. Patients are attended initially as type III-IV in 100% of the cases (doctor asks for diagnostic tools and decides therapy in 78%). Neurosurgeon on-call receives 4-5 phone-calls a day. Surgical emergencies account for 0.34 a day and 1.84 patients a day are attended directly by them. They never suture scalps. They seldom are off-duty next day. Aging of the Spanish neurosurgeons (389 interviewed). Most important issues are: 152 neurosurgeons will be 55 yo between 2003 and 2008, so they can ask for leaving on-call duties. 121 neurosurgeons will be 65 yo between 2009 and 2013.


CONCLUSIONS
1 st ) Alert system, mostly in bigger departments, is disproportioned and does not to fit to reality. 2 nd ) Emergency is worse organized in bigger hospitals. Besides, neurosurgeon on-call is not properly consulted. 3 rd ) Almost routinely neurosurgeons are offduty the day after alert in hospital. 4 th ) 152 neurosurgeons are necessary in the next five years to maintain the current system, which is obviously unviable. 5 th ) Most of the finishing trainees (residents) should tolerate "on-call contracts"in bigger departments to sustain the actual system. 6 th )For future planning, Neurosurgical National Committee must offer 20 training places a year to fill jubilees to happen from 2009 on. Finally we believe that the current alert system cannot be maintained any more, so Health Administratt system cannot be maintained any more, so Health Administrations must develop a profound reform. In this sense, the role that Local Neurosurgical Societies must play is essential.
Esparza
J
J
Junta Directiva de la Sociedad Española de Neurocirugía, Madrid, España. jesperanza12oct@yahoo.es
Carrillo
R
R
D000328:Adult; D039602:After-Hours Care / Q000458:organization & administration / Q000592:standards; D000368:Aged; D004636:Emergency Service, Hospital / Q000458:organization & administration* / Q000592:standards; D019538:Health Care Surveys; D006752:Hospital Planning; D006801:Humans; D008875:Middle Aged; D009493:Neurosurgery / Q000458:organization & administration* / Q000592:standards; D012017:Referral and Consultation; D013030:Spain; D013503:Surgery Department, Hospital / Q000458:organization & administration* / Q000592:standards; D000078329:Workforce