Favaretti boston dr foster (1) 2011

1 © Azienda Ospedaliero-Universitaria Santa Maria della Misericordia di Udine

Carlo Favaretti CEO, Hospital and University Trust Udine (Italy)

QUALITY MANAGEMENT AND CHANGE WITHIN HOSPITAL AND UNIVERSITY TRUST

UDINE, ITALY


Italy


Leadership Processes Customer Results

Key Performance

Results

People Results

Society Results

Partnerships & Resources

Policy and Strategy

People

ENABLERS RESULTS

INNOVATION AND LEARNING


Leadership

People

Policy and Strategy

Partnerships & Resources

Processes

People Results

Customer Results

Society Results

Key Performance

Results

ENABLERS RESULTS

… but the underlying network is also crucial … ! The EFQM Excellence Model

INNOVATION AND LEARNING


The EFQM Excellence Model Innovation and learning

ENABLERS

RESULTS INNOVATION

AND LEARNING

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Once we were two ….

Year

Number of Units

Beds

Admissions Employees Trials Budget €

AOSMM

48

758

32.754 2937

85 235.328.000

APUGD

27

327

12.360 834 198

67.660.000


INTEGRATED ACTIVITY CARE DEPARTMENTS (DAI)

CARE DEPARTMENTS (DA)

Diagnostic Imaging Transfusion Medicine

Laboratory Medicine ADMINISTRATIVE DEPARTMENT Cardiothorax

Internal Medicine TECHNICAL DEPARTMENT General Surgery

Specialty Surgery

Anesthesia and Resuscitation SHARED SERVICES DEPARTMENT

Mother and Child Care

Oncology Total number of units 89

78 care units / 11 technical-administrative units Specialty Medicine

Neurosciences

Hospital Services Organization

AOU services

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Beds: 1.104 Admissions 47.088 Average DRG admission weight 1.21 Outpatient care interventions 3.255.229 Staff: 3.914 of which 627 physicians Budget 2010: € 364,590,000

© Azienda Ospedaliero-Universitaria Santa Maria della Misericordia di Udine

AOU profile

•  Total area: 300.000 m2

•  Total longitudinal extension: 600 m

•  Inpatient buildings: 11

A PAVILION HOSPITAL

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Why did we start the accreditation process?

•  To guide the merging of the two organizations

•  To create a new common identity –  By reviewing the entire internal

organization •  To promote the culture of continuous

improvement •  To have international excellence

standards as reference point


La sicurezza del paziente - 2009

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THE INITIAL SITUATION:

1.  Non standardized processes

2.  Fragmentary communication between units and care providers

3.  Multiple, heterogeneous documents


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Process-related decisions •  JCI’s Support •  Leadership’s Commitment

–  accreditation is listed among the hospital’s yearly budgetary goals

•  Staff involvement at all levels •  Different tools •  Hospital support group leading the process


La sicurezza del paziente - 2009

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Now we are one ! AOU

… and we know there are still many opportunities for improvement



PERSONAL TRANSFORMATIONS

•  Working on multiple scenarios •  Balancing interests •  Strategic influencing capacity •  Try and learn approach •  Increasing people accountability •  Promoting best practices •  Building distinctive capacities •  Working with emotional intelligence •  Ethical values awareness


To improve is human

Carlo Favaretti, M.D.

Favaretti boston dr foster (1) 2011

Health & Medicine

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