THE ANDALUSIAN PUBLIC HEALTH SYSTEM TRAINING PLAN

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THE ANDALUSIAN PUBLIC HEALTH SYSTEM TRAINING PLAN

  1. 1. Within the quality-based policies on which its actions are based, the Regional Ministry of Health uses a competence-based management model as a tool for managing public health system professionals. This model brings together the organisation’s different strategic development lines and uses training, evaluation and recognition as the main pillars for achieving excellence. The development of the Training Plan gave the Regional Ministry of Health, as the government body responsible for providing healthcare services, an opportunity to review and update all matters relating to training within the healthcare system, and provided a training policy management tools which: 1. INTRODUCTION ANDALUCIA 1.500 Primary care health centres 44 Hospitals 88.310 health professionals 9.518,91 m € Helath budget THE ANDALUSIAN PUBLIC HEALTH SYSTEM TRAINING PLAN Campos-Garcia, T*. Romanos, A, Cortes-Martinez, C. Regional Ministry of Health, Government of Andalusía, Sevilla, Spain ) any inquire mail to: universidad.csalud@juntadeandalucia.es 2. OBJETIVES (i) Improves the PROFESSIONAL COMPETENCIES required by each professional profile. (ii) Is focussed on HEALTHCARE NEEDS AND DEMANDS both now and in the future. (iii) Stimulates KNOWLEDGE-BASED MANAGEMENT. The healthcare system as a permanent opportunity for learning. (iv) Enables the public health system to be SUSTAINED by using efficient and effective methods and integrating different training stages. (v) Encourages PROFESSIONALS to ADHERE TO health promotion and healthcare strategies by following professional development guidelines. The Training Plan was based on an analysis of >> the skills required for different professional profiles adapted to the healthcare system >> public health needs and present and future healthcare demands >>Andalusia’s comprehensive health plans (oncology, diabetes, mental health, child obesity, etc.). All of these are contained within a knowledge-based management framework through which the healthcare system is viewed as a permanent training opportunity. Furthermore, over one hundred healthcare professionals from different spheres have been organised into seven work groups . 3. METHODOLOGY The most valuable assets of any organisations, even more so in the area of healthcare, are its professionals, both individually and as a group. In view of this it is particularly important to have a training management instrument for providing qualifications and motivation, and ensuring performance. 5. CONCLUSION A comprehensive training plan is transformational and provides the healthcare organisation with a new learning culture (vi) is MICRO-MANAGEMENT-based. Focussed on the clinical management model. Provides training for middle management and training managers . 4. RESULT

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