Órgão de governação de topo do hospital público português : estrutura e constituição

RESUMO - Pretende-se com este projecto fazer uma reflexão sobre a problemática dos modelos de governação na gestão pública de hospitais e sobre a forma de incrementar a capacidade estratégica da gestão, contextualizando a governação dos hospitais num quadro mais amplo e comunitário, integrando os interesses e expectativas dos diversos interessados no funcionamento dos hospitais públicos. Sinteticamente, a questão fundamental de investigação é: Como conseguirá o sistema de governação de um hospital público incorporar os interesses de todos os seus stakeholders e shareholders? A resposta a esta questão integra duas fases, uma primeira dedicada ao estudo de um novo modelo de configuração para o órgão de governação de topo do hospital público e uma segunda fase dedicada à construção de um questionário para discussão e validação do modelo proposto através da técnica Delphi. A metodologia utilizada passou pela condução prévia de entrevistas exploratórias a informadores privilegiados e pela divisão do projecto em duas partes – uma primeira parte de enquadramento que segue a metodologia clássica da revisão bibliográfica e uma segunda parte prática que segue a metodologia Delphi, precedida de um levantamento das questões críticas para integrar no questionário que servirá de base à discussão dos peritos. Como resultado, o actual modelo pareceu-nos dificultar a consideração das expectativas e dos interesses dos proprietários/accionistas e dos stakeholders em geral do hospital público, concluindo-se pela necessidade de um novo modelo que estabeleça, inequivocamente, os papéis e as funções inerentes ao órgão de governação, garantindo a internalização da perspectiva de todos os interessados. -------------------------------ABSTRACT - The objective of this project is to reflect on the problematic of models of governance in the public management of hospitals and on the means for incrementing strategic management capacity. It does so by contextualizing the governance of public hospitals on a more ample community–wide scale, integrating the interests and expectations of different parties. The main research question is: how can the system of governance of a public hospital incorporate the interests of all its stakeholders and shareholders? The answer to this question involves two phases, one dedicated to the study of the configuration of the top-level governing body of the public hospital and, a second, dedicated to the construction of a questionnaire for discussion and validation of the proposed model by means of a Delphi technique. The methodology involved, first of all, exploratory interviews with key- informants and by the structuring of the project in two parts – the first, dedicated to contextualization by means of a standard literature review and the second, essentially practical by means of the Delphi technique, preceded by the raising of critical questions that integrate the questionnaire that will form the basis of expert discussion. The present model of public hospital governance appears to limit the possibility of integrating the expectations and interests of stakeholders and owner/shareholders. It is concluded that a new model is needed, one that establishes unequivocally the roles and functions of the top- level governing body, thereby

Decentralization and privatization in Portuguese health reforms

ABSTRACT - The Portuguese National Health Service (SNS), a universal, centralized and public owned health care system, exhibits an extraordinary record of equalization in the access to health care and health gains in the late thirty years. However, the most recent history of the Portuguese health reform is pervaded by the influence of decentralization and privatization. Decentralization has been present in the system design since the 1976 Constitution, at least in theory. Private ownership of health care suppliers and out-ofpocket expenditures, on the financing side, both have a long tradition of relevance in the NHS mix of services. The initial aim of this study was to demonstrate expected parallelism between health reforms and public administration reforms, where a common pattern of joint decentralization and privatization was observed in many countries. Observers would be tempted to consider these two movements as common signs of new public management (NPM) developments. They have common objectives, are established around the core concepts of gains in effectiveness, efficiency, equity and quality of public services, through improved accountability. However, in practice, in Portugal, each movement was developed in a totally separated way. Besides those rooted in the NPM theory, there are few visible signs of association between decentralization and privatization. Decentralization, in the Portuguese SNS, was never intended to be followed by a privatization movement; it was seen merely as a public administration tool. Private management of health services, as stated in the most recent SNS legislation, was never intended to have decentralization as a condition or as a consequence. Paradoxically, in the Portuguese context, it has led invariably to centralized control. While presented as separate instruments for a common purpose, the association between decentralization and privatization still lacks a convincing demonstration. Many common health care management stereotypes remain to be checked out if we want to look for eventual associations between these two organizational tools.