Planning, Organisation, and Monitoring in Healthcare Organisations

Prof. Federico Lega, prof.ssa Francesca Ferrè:
1.Hospitals: characteristics and elements of complexity
2.La Planning and Management Control: Logic and Purpose
3. Problems and design criteria: the traditional system
3.1 The articulation of corporate responsibilities
3.2 The Structure of Cost Accounting
3.3 The architecture of the budget system
3.4 The budget sheet: varied and unchanged resources
3.5 Reporting and management control
3.6 The role of the controller
3.7 The link with staff incentive and appraisal systems
4. Example of the planning and control process of a public health company
5. Towards integrated performance measurement systems

Prof. Claudio Trotti
Organizing to do clinical governance (GC)
1. The GC - definition, objectives and tools (indication of the latest NSP-RDPs in health);
2. The Director of Health Professions (DPS): definition and roles in the application of the GC
3. Evidence Based Health Care (EBHC) and departmental models in healthcare
Organizing to make quality
1 Quality management systems
2 Definition of quality, the three aspects of quality and the Plan-Do-Check-Act (PDCA) system
3 Accreditation and certification in healthcare
4 How to manage internal quality processes: document systems
5 Presentation of field experiences
Organize to measure
1 Systems for measuring and monitoring managerial activities
2 Activity Based Management (ABM) and the dashboard of management indicators

Prof.ssa Roberta Caligiuri
1. Basic design elements: operational management tools (Organizational Chart, Flow Chart, Gantt Chart, ...)
2. Working by processes: definition and construction methods. Practical exercise in defining a process and its representation.
3. Work by objectives and define indicators (examples and construction methods). Practical exercise in defining an objective and related indicators.
4. The tools for planning, controlling and reporting activities. Practical exercise in defining a planning or control or reporting tool.
5. Human Resources Management: Reception, Integration and Evaluation of New Hires and/or New Transferees, Performance Evaluation, Staff Training and Definition of Skills (Job Description)
6. The Directorate of Health Professions: organization and articulation starting from the Social and Health Business Organization Plan (POAS) up to the Organizational Document of Processes (DOP).

Prof. Federico Filippini
1. The resources allocated: Characteristics of the Structure and accreditation requirements; process management: health, operators,
budget and quality; Calculation of requirements
2. Contractual regulations: CCNL: rights and duties; Supplementary company contracts; The management of requests (holidays, permits, 104, leave, time recovery, mandatory and optional agg.to); working and service hours (contract to TP or PT); recognition of uniform dressing/undressing time; Physical fitness: limitations/prescriptions from MC
3. Governance of activities: QMS in everyday life: procedures, protocols, operating instructions; Task management tools: work plans; Personnel management tools: absence planning, management of unforeseen events, from preventive planning to daily monitoring; Performance Monitoring: Internal Reporting vs Management Control; Assignment of personnel to different types of activities: alternation as a tool for growth
4. Professionals' health records: Clinical, nursing and rehabilitation records; integration and digitalization; Conservation and archiving