Terni Hospital, 83 complaints in 2023. Organization and humanization in the lead

06 Jun 2024 17:15

of SF

A total of 3,849 contacts (direct office visits, phone calls and emails/PECs), 83 formalized complaints for members and 78 commendations for the professionals and for the quality of the service. These are the numbers contained in the 2023 report for what concerns the public relations office of the ‘Santa Maria’ hospital in Terni.

The Santa Maria report is interesting for the citizens’ opinion on the six aspects taken into consideration: structural (malfunctioning of systems, architectural barriers, etc.), organizational (service provision from a qualitative and quantitative point of view), administrative procedural (ticket payment, counter/cash office hours, booking of health services, transparency on the process, etc.), technical-professional (health treatments not up to standard or similar issues), humanization, relational aspects (user/health personnel relationship) and hotel-comfort ( cleanliness, suitability and pleasantness of the environments). The same sector is in the lead for complaints (30) and reports/requests, namely the organizational aspect.

In the document signed by Alessandra Ascani (manager of the simple departmental training-quality-communication structure) and by the person in charge of the procedure Maurizio Banconi it is specified that out of the total of 3,849 contacts (requests/reports) 20% «did not request corrective actions, as they were information with immediate response; 80% of the services were taken care of with resolution in a short time.” And the 83 complaints? «In 34 (41%) cases the company did not carry out corrective actions, as these were complaints generated by various misunderstandings», in the others «to avoid the problem recurring, every single fact complained about was followed by an improvement action, reported also to the user in the response produced”.

For the ‘Santa Maria’ the complex critical issues «were addressed with the company management and/or the structure managements to promptly initiate organizational improvement paths. For most of the problems reported, the URP has always completed the process which includes taking charge, investigation, corrective action where necessary and response to the user. With respect to the timing, the answers were given within the expected deadlines or, in more complex cases, given in a short time with the collaboration of the teams involved”.