TECHNICAL GOVERNANCE
Assets and logistics – see Table 3 As in the previous cases, the consistency of human resources is required to deal with: asset and inventory management, cadastral fulfilments, management of property contracts (rents, loan agreements, etc.), management of utilities and taxes, property use plans and disposals, donation management, car park management, etc. is determined by the type and complexity of the assets under management. The application of the proposed criterion results in a multidisciplinary assets and logistics structure capable of dealing with every aspect of the organisation’s assets and logistics management. This function envisages an internal core
of technicians and administrators with their own management and economic independence (simple departmental structure or complex structure), incardinated in the technical department.
Procedures and administrative staff – see Table 4 This table shows the number of human resources required to support the above functions with specialised staff in legal and administrative tasks, which are necessary to carry out the procedures effectively and efficiently. This function is ensured by a simple
departmental structure or complex structure characterised by strong transversality of the services provided and capable of providing legal-administrative support to all the departmental organisational units. Roles are subdivided by specialised areas that may also give rise to the creation of articulations with specific tasks (billing, tenders, data entry, inventory, personnel management, etc.). It should not be overlooked that, for the implementation of procurement procedures (works, supply of goods and services, PPPs, etc.), which require a high degree of specialisation and specific training, the tendency is to have autonomous organisational units serving several hospital and healthcare organisations. In this case, the core human resources dedicated to these functions are not included in the overall calculation of the technical area (Table 4).
Specific technical and administrative functions There are also other specialised figures not counted in the previous calculations that can carry out internally the relative activities and legal obligations of the sector of interest: energy manager, mobility manager, fire prevention technical manager, helipad manager, etc. Again, organisational articulation may
take place according to the size and complexity of the hospital structure. If, for example, we consider a Technical Department of a hospital of high level and complexity (assets > 200,000 m2
with
several hospitals and health facilities distributed over the territory), the total number of human resources for an effective and modern management of technical activities varies from n. 80 persons (if the technical operators dedicated to maintenance are outsourced) to n. 144 persons (with all functions managed internally). For healthcare authorities larger than 200,000 m2
, the
personnel of the ‘Building and facility maintenance management’ function must be increased according to the formula [X + 2*(S-200)/50], as shown in Table 1. It is not possible to manage effectively without human capital in healthcare, and not only healthcare, but also the essential technical capital. Urgent action must be taken to attract, train, and retain in the ward the technical personnel who work behind the scenes and who make it possible to ensure the correct and appropriate delivery of care, guaranteeing the continuity of healthcare facilities through the functionality and reliability of structures and plants, while governing costs and complying with criteria of ethics, transparency, and legality.
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