The course is aimed at providing students with knowledge about: - systems and strategies for planning and controlling outcomes of the operating processes within public and private/private accredited healthcare structures; - the relationships between planning and control systems and the concepts of effectiveness, efficiency and cost-effectiveness of public and private/private accredited healthcare structures; - the organization of public, private/private accredited healthcare services, and their policies regarding human resource management; - the national and regional legislation on inpatient and outpatient services management, specifically referring to accreditation and pricing; - the contractual legislation and the use of appropriate tools to monitor assigned resources; - the legislation governing reporting and management of clinical and professional-specific health records; - the interconnection with other processes and/or structures/services for promoting process effectiveness; - the underlying criteria and the technical tools that promote an effective human resource management; - the management of the structure budget; - the planning and control of service delivery; - the concept of health organization and the areas of intervention of rehabilitation professionals; - Clinical Governance (CG) and its evolution in the most recent health/regulatory contexts; - the tools for applying CG and their application in the health area; - the role of the Health Professions Manager (DPS) in the most recent organizational contexts; - the critical assessment of the role of DPS in the application of CG tools; - Company Quality Management System (SGQ) and the characteristics of the documentary apparatus; - the main tools available for planning/verification/monitoring by the management in the health area.
Expected learning outcomes
At the end of the course, the student will be able to: - understand planning and control systems and the results in the operating processes of healthcare structures; - understand the systems and tools employed for planning and controlling, in the light of the institutional and management targets of the health structure; - understand the relationships between planning and control systems and the concepts of effectiveness, efficiency and cost-effectiveness of the healthcare structure; - identify the organisation patterns of health services and their human resources policies
Module 1. 1. Challenges and "future" of the Italian health sector: the implications for the management of healthcare companies and for professionals 2. The complexity of healthcare companies 3. Why does "management does matter" in healthcare? And which one? 4. Professionalism: resource and complication 5. Uniformity and Differences of the Private and Public Healthcare Company 6. Meaning and role of clinical management and engagement in the healthcare company 7. Running the health company: a matter of method 8. Planning as a leadership exercise (abrasive) 9. Strategic change 10. Budgeting and performance management 11. Strategic human resources management and organisation 12. Hospital networks, the hospital and its transformations 13. Primary care and new paradigms of territorial health services: from performance to population health management 14. Epilogue: the key issues to boost the NHS and the Italian health sector
Module 2: 1. The resources allocated: Structure characteristics and accreditation requirements; Process management: health, operators, budget and quality; Calculation of requirements; 2. The contract rules: CCNL - rights and obligations; Company supplementary contracts; The management of requests (holidays, permits, 104, expectations, recovery hours, compulsory and optional approach ); working and working hours (contract to TP or PT); Hourly dress/undress split recognition; physical fitness: limitations / requirements from MC 3. Governance of activities: Daily SGQ: procedures, protocols, operating instructions; Activity management tools: work plans; Staff management tools: absence planning: Integration and digitization; Storage and archiving
Module 3: 4 MACROPROCESSES will be described and analyzed during two days: Day 1: · Presentation of SITRA: Allocation within POAS; Mission and Vision 1. Human Resources Management · reception of newly recruited/transferred staff: Insertion plans; Job description; evaluation and self-evaluation · Appropriate measures for the protection of personnel following judgment of the competent physician: Training; Documentation of measures taken · Evaluation of staff: Updating levels of acquired responsibilities; Annual evaluation of performance 2. budgeting and monitoring health services · Budget of structure: monitoring of hospital units activities;monitoring of activities and performance quality of territorial services; management of overtime: identification and analysis of structure needs; Criteria for assigning overtime budget; Monitoring of overtime use · Regional rehabilitation medical documentation: Documentation for access to outpatient rehabilitation treatment; The documentation of territorial rehabilitation activities Day 2 3. Training activities: mandatory training: evaluation of training needs, training planning and monitoring; Residential training: evaluation of training options; monitoring of training processes 4. Quality management: Quality of care: definition of Clinical Governance and Clinical Risk; Classification of errors; Methods of risk analysis; Local rehabilitation documentation; documentation for outpatient of access to rehabilitation treatments The classroom didactics includes: · analysis of POAS: Mission and Vision of the Medical Technical and Prevention Service · real examples of business contexts and proposed/adopted operating solutions; simulations of possible contexts/scenarios
Module 4: Part 1. THE ORGANISATION IN HEALTH AND THE APPLICATION OF CLINICAL GOVERNMENT - Notes on the various definitions of organization and its typical components: · The representation of Mintzberg · The Weber pyramid and the health context · Organisation and strategic management: The GC - definition, objectives and instruments (indication of the latest NSPs-RDPs in health); The DPS - definition and roles in the application of the GC; evidence Based healt Care (EBHC) and departmental models in healthcare; Activity Based Management (ABM) and the set of management indicators Part 2. QUALITY MANAGEMENT SYSTEMS - The three facets of quality;the Plan-Do-Check-Act (PDCA) system; accreditation and quality certification in healthcare; management of internal quality processes: documentation systems; examples from practice Part 3. TOOLS FOR HEALTH SERVICES MANAGEMENT - Measurement and monitoring of management activities; Activity Based Management (ABM) and the set of management indicators
Prerequisites for admission
No prior knowledge required
The teaching includes 4 modules consisting of frontal classroom lessons, scheduled according to a timetable published on the ARIEL website of the course of study
- Slides e altro materiale a cura della docente - Lega F., Economia e Management Sanitario: Settore, Sistema, Aziende, Protagonisti, EGEA, 2018. - Pennini A., Barbieri G., Le responsabilità del coordinatore delle professioni sanitarie 2/e, Mc Graw Hill, 2017. - Calamandrei, Manuale di management per le professioni sanitarie 4/e, Mc Graw Hill, 2015
Assessment methods and Criteria
The assessment of learning outcomes consists of a written test, taking place during specific exam sessions, as per the Rules. The test includes multiple choice and open-ended questions. No intermediate or early exam sessions are planned. Teaching materials or notes are not allowed for consultation during testing. The results are published on the ARIEL website of the course of study. The Teacher in charge of the teaching provides the final verbalization according to the UNIMI model.