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Aplicação do Balanced Scorecard numa unidade local de saúde 2.0 - Unidade Local de Saúde do Baixo Alentejo, E.P.E.
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Advisor(s)
Abstract(s)
Este trabalho aborda a pertinência da aplicação de ferramentas de gestão estratégica em contexto real no setor da saúde, com ênfase na integração vertical dos cuidados. O principal objetivo foi aplicar o conhecimento teórico e as competências adquiridas ao longo do Mestrado em Gestão de Unidades de Saúde na construção de um Balanced Scorecard (BSC) para a Unidade Local de Saúde do Baixo Alentejo (ULSBA), constituído por dois elementos fulcrais da metodologia, o Mapa da Estratégia (ME) e o Scorecard Corporativo (SC), no contexto do novo modelo organizacional das Unidades Locais de Saúde (ULS) 2.0.
Atentando à escassez de estudos sobre a aplicação do BSC em organizações de saúde com modelos de integração vertical de cuidados, este trabalho procurou contribuir para o aprofundamento do conhecimento nesta área, através de uma metodologia de estudo exploratória e descritiva. A investigação empírica envolveu uma análise qualitativa de informação estratégica da ULSBA, conciliando a literatura existente sobre a temática e adaptando à realidade específica da entidade, acrescida do impacto do modelo ULS 2.0, que foi recentemente generalizado em todo o território continental. Por forma a atingir a pretensão principal, como métodos de recolha de dados foram utilizados a revisão da literatura, a análise documental e a investigação colaborativa.
Não obstante o trabalho ter sido realizado em contexto de profunda reorganização do setor da saúde, os resultados permitiram constatar que foram colhidos benefícios ao nível do aprimoramento do foco estratégico da instituição para o triénio 2024-2026, embora tenha sido afetado por limitações impostas pela transição para um novo modelo de gestão e avaliação do desempenho organizacional.
As conclusões apuradas sugerem que o presente trabalho possa situar-se ao nível de um protótipo aplicável a outras organizações da mesma natureza, abrindo-se uma janela de oportunidade para que noutros estudos seja reforçada a vantagem de aplicar o BSC ao atual modelo organizativo do SNS. Apresentaram-se, por fim, recomendações para que futuras investigações explorem a adaptação do BSC a diferentes segmentos do setor público, investigando de que forma os elementos estruturais do modelo podem ser ajustados às particularidades de cada serviço.
This work addresses the relevance of applying strategic management tools in a real context in the health sector, with an emphasis on the vertical integration of care. The main objective was to apply the theoretical knowledge and skills acquired during the Master's Degree in Health Care Services Management to build a Balanced Scorecard (BSC) in the Baixo Alentejo Local Health Unit (ULSBA), consisting of two key elements of the methodology, the Strategy Map and the Corporate Scorecard, in the context of the new model of Local Health Units (ULS) 2.0. Given the scarcity of studies on the application of the BSC in health organizations with vertical integration models of care, this work sought to contribute to the deepening of knowledge in this area, through an exploratory and descriptive study methodology. The empirical research involved a qualitative analysis of ULSBA's strategic information, reconciling the existing literature on the subject and adapting it to the specific reality of the entity, plus the impact of the ULS 2.0 model, which has recently been generalized throughout mainland Portugal. To achieve the main objective, literature review, document analysis and collaborative research were used as data collection methods. Although the work was carried out in a context of profound reorganization of the health sector, the results showed that benefits were reaped in terms of improving the institution's strategic focus for the three-year period 2024-2026, although it was affected by limitations imposed by the transition to a new management model and assessment of organizational performance. The conclusions drawn suggest that this work could be a prototype applicable to other organizations of the same nature, opening a window of opportunity for other studies to reinforce the advantages of applying the BSC to the current organizational model of the SNS. Finally, recommendations were made for future research to explore the adaptation of the BSC to different segments of the public sector, investigating how the structural elements of the model can be adjusted to the particularities of each service.
This work addresses the relevance of applying strategic management tools in a real context in the health sector, with an emphasis on the vertical integration of care. The main objective was to apply the theoretical knowledge and skills acquired during the Master's Degree in Health Care Services Management to build a Balanced Scorecard (BSC) in the Baixo Alentejo Local Health Unit (ULSBA), consisting of two key elements of the methodology, the Strategy Map and the Corporate Scorecard, in the context of the new model of Local Health Units (ULS) 2.0. Given the scarcity of studies on the application of the BSC in health organizations with vertical integration models of care, this work sought to contribute to the deepening of knowledge in this area, through an exploratory and descriptive study methodology. The empirical research involved a qualitative analysis of ULSBA's strategic information, reconciling the existing literature on the subject and adapting it to the specific reality of the entity, plus the impact of the ULS 2.0 model, which has recently been generalized throughout mainland Portugal. To achieve the main objective, literature review, document analysis and collaborative research were used as data collection methods. Although the work was carried out in a context of profound reorganization of the health sector, the results showed that benefits were reaped in terms of improving the institution's strategic focus for the three-year period 2024-2026, although it was affected by limitations imposed by the transition to a new management model and assessment of organizational performance. The conclusions drawn suggest that this work could be a prototype applicable to other organizations of the same nature, opening a window of opportunity for other studies to reinforce the advantages of applying the BSC to the current organizational model of the SNS. Finally, recommendations were made for future research to explore the adaptation of the BSC to different segments of the public sector, investigating how the structural elements of the model can be adjusted to the particularities of each service.
Description
Keywords
Unidades locais de saúde Estratégia Balanced scorecard Objetivos Indicadores Benchmarking