DALMINE
Overview
Date/time interval
Syllabus
Course Objectives
This course adopts a quantitative and engineering-oriented perspective to address the main managerial challenges in the context of public and mixed healthcare systems. Its goal is to train professionals capable of analyzing real-world problems using a structured, data-driven approach that integrates economic-financial and operational aspects.
The first part of the course focuses on the financial sustainability of the healthcare system, exploring funding mechanisms, the financial statements of healthcare providers, and the constraints that influence resource allocation decisions. This perspective, typically that of a CFO, is followed by a second part focused on the management of healthcare processes and operational decisions, where the patient is considered not only as a recipient of care but also as a unit of analysis and flow optimization.
Through a combination of theory, practical tools, and applied case studies, the course aims to provide a set of tools and interpretive frameworks to approach economic and organizational decisions in healthcare with greater awareness. The final part extends this perspective to the management of complex projects—such as those funded by the NRRP (National Recovery and Resilience Plan) or linked to clinical and digital innovation initiatives—integrating the financial and operational competencies explored in the previous sections.
Course Prerequisites
None
Teaching Methods
Teaching will be delivered through traditional lectures, with a particular emphasis on discussion and direct interaction with students. During class, students will be encouraged to propose topics for further exploration or debate. The course will also include practical seminars (exercises) focused on investment analysis.
To better structure these seminars, the instructor will identify topics that emerged as particularly engaging during the lecture cycle, selecting those that offer the greatest potential for in-depth discussion. This process will involve students through a learning-on-demand approach, fostering active participation and dialogue.
Assessment Methods
The final assessment will consist of a case study presented by the students. Working individually or in small groups, students will be asked to apply the evaluation methodologies and analytical tools covered in the course to a real or hypothetical healthcare-related case. The goal is to demonstrate the ability to develop a coherent and comprehensive evaluation report, critically interpret financial and operational data, and effectively communicate their analyses and conclusion
Contents
PART 0 – Introduction
Module 0 – Healthcare Systems: Structural Challenges and Institutional Dynamics
- Introduction to structural trends influencing healthcare: aging, chronic conditions, new technologies
- Governance of the Italian National Health Service (SSN): roles of the State, Regions, Local Health Authorities (ATS), and Public Health Trusts (ASST)
- The role of private providers (Case study: Lombardy Region)
PART I – Economic and Financial Sustainability: CFO Perspective
Module 1 – Financial Flows in Healthcare
- Funding mechanisms: National Health Fund, Essential Levels of Care (LEA), DRG, Regional Resolutions (DGR)
- Allocation of resources and spending constraints
Module 2 – Financial Statements of Public Healthcare Providers
- Principles of public accounting applied to healthcare
- Economic and financial analysis of Local Health Authorities (ASL) and Public Health Trusts (ASST)
Module 3 – Strategic Tools for Healthcare Sustainability: Project Financing
- Alternative financing for infrastructure and services
- Public-private partnerships, concessions
PART II – Service Management: COO Perspective
Module 4 – A Patient-Centered Perspective: Managing the Patient Journey
- The patient as a unit of flow
- Quantitative tools to identify bottlenecks, inefficiencies, and critical issues in care delivery
- Case study: Queue management in emergency settings, with a focus on clinical priorities, service levels, costs, and efficiency
Module 5 – Real-World Decision Making: Tools and Criteria for Resource Allocation
- Decision making under resource constraints
- Trade-offs between cost, quality, and accessibility
- Quantitative decision-support tools
- Case study: Staff management, operating room planning, or outpatient scheduling (non-emergency context), with focus on efficiency and economic sustainability
Module 6 – An Institutional Perspective: Decisions in Multi-Facility Systems
- Decision-making dynamics in multi-institution and multi-actor environments (hospitals, community care, emergency services)
- Roles, responsibilities, and coordination across facilities
- Case study: Centralized management of emergency departments and ambulance networks, with a focus on multi-objective evaluation (service levels, efficiency, costs), including shared resource allocation
PART III – Nature and Management of Healthcare Projects: CFO & COO Perspective
Module 7 – Practical Management of Healthcare Projects: Planning, Control, and Execution
- Types of projects: NRRP-funded, internal projects, research initiatives, EU-funded projects, etc.
- Integration of financial and operational management to ensure sustainability
- Practical tools for monitoring time, costs, and outcomes
- Case study: Real-life experience managing a complex healthcare project, from central coordination to institutional-level operational and financial reporting
Online Resources
More information
The examination method is the same for both attending and non-attending students.