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RESUMO - Introdução: Os Centros de Responsabilidade Integrada (CRI) são modelos de gestão
intermédia, constituídos por uma equipa multidisciplinar que acompanha o paciente e o
coloca no centro da prestação de cuidados. Negoceiam objetivos com o Conselho de
Administração da instituição de saúde, sendo recompensados se os cumprirem.
Objetivos: Compreender os processos de criação, implementação, funcionamento e
desafios dos CRI na vertente legislativa e segundo as perspetivas dos diretores dos
Conselhos de Gestão de CRI, verificando o contributo deste modelo de gestão para a
melhoria no acesso e eficiência na saúde.
Metodologia: A investigação é qualitativa. Os participantes do estudo foram os diretores
de Conselhos de Gestão de CRI. Utilizou-se uma técnica de amostragem não
probabilística e intencional. Realizou-se uma análise documental ao nível da legislação
que regula os CRI. Realizou-se uma entrevista semiestruturada aos diretores do CRI.
Resultados: A legislação não auxilia nas etapas de constituição e implementação do
CRI. A maioria dos Entrevistados sentiu dificuldades na sua implementação. O CRI
trouxe inúmeras mais-valias ao nível da gestão e na coesão da equipa multidisciplinar.
Conclusão: O CRI é um importante modelo de gestão, permite a tomada de decisões
mais céleres. Contribuiu para a melhoria no acesso à saúde, na qualidade dos serviços
prestados, no aumento da produtividade e eficiência, segundo a perspetiva dos
Entrevistados.
ABSTRACT - Introduction: Integrated Responsibility Centers (IRCs) are intermediate management models, composed of a multidisciplinary team that accompanies the patient and places them at the center of care provision. They negotiate objectives with the health institution's Board of Directors and are rewarded if they meet these objectives. Objectives: To understand the processes of creation, implementation, operation, and challenges of the IRCs from a legislative perspective and according to the perspectives of the IRC directors, assessing the contribution of this management model to improving access and efficiency. Methodology: The research is qualitative. The study participants were the directors of IRC Management Councils. A non-probabilistic and intentional sampling technique was used. A documentary analysis of the legislation regulating the IRCs was conducted. Semi-structured interviews were carried out with the IRC directors. Results: The legislation does not provide assistance in the stages of establishing and implementing the IRCs. The majority of interviewees experienced difficulties during implementation. The IRCs brought numerous benefits in terms of management and the cohesion of the multidisciplinary team. Conclusion: The IRC is an important management model, allowing for faster decisionmaking. It contributed to improving access to healthcare, the quality of services provided, and increasing productivity and efficiency, according to the perspectives of the interviewees.
ABSTRACT - Introduction: Integrated Responsibility Centers (IRCs) are intermediate management models, composed of a multidisciplinary team that accompanies the patient and places them at the center of care provision. They negotiate objectives with the health institution's Board of Directors and are rewarded if they meet these objectives. Objectives: To understand the processes of creation, implementation, operation, and challenges of the IRCs from a legislative perspective and according to the perspectives of the IRC directors, assessing the contribution of this management model to improving access and efficiency. Methodology: The research is qualitative. The study participants were the directors of IRC Management Councils. A non-probabilistic and intentional sampling technique was used. A documentary analysis of the legislation regulating the IRCs was conducted. Semi-structured interviews were carried out with the IRC directors. Results: The legislation does not provide assistance in the stages of establishing and implementing the IRCs. The majority of interviewees experienced difficulties during implementation. The IRCs brought numerous benefits in terms of management and the cohesion of the multidisciplinary team. Conclusion: The IRC is an important management model, allowing for faster decisionmaking. It contributed to improving access to healthcare, the quality of services provided, and increasing productivity and efficiency, according to the perspectives of the interviewees.
Descrição
Trabalho Final do Curso de Especialização em Administração Hospitalar
Palavras-chave
Centros de Responsabilidade Integrada Gestão Intermédia Legislação Acesso Eficiência Integrated Responsibility Centers Intermediate Management Legislation Access Efficiency
Contexto Educativo
Citação
Editora
Universidade Nova de Lisboa. Escola Nacional de Saúde Pública