Therefore, we invite you to read the three questions we asked José Crespo de Carvalho about the Healthcare Management Postgraduate Program.
Well if there was no offer it would mean that there would be no market. There is a market. Why did we think about doing it? Because we have the skills, because we have worked for health professionals and health, because we have doctors who have come to us, pharmacists, nurses, and many other health professionals and because we have an experience curve already drawn.
Then, because we think we have a word to say, because it seems to us that we have important components of the health approach - in soft and hard skills - that seem essential to us and are not being covered by other programs.
Because we think that there are five major themes and areas to deal with in what are the autonomies of Health units - these give the whole days. Then because we think that there are poignant themes that should be dealt with in the mornings and that are not necessarily the complement, but perhaps what we think are the cherries on top of the several cakes to be served.
It is also a 5-working-day model with 5 Saturday mornings, so it doesn't harm the professional tasks of the different professionals who come to us.
We think that having one day and then another right afterward also allows for some ideas exchange at the end of the first day and the end of the morning on the second. This promotes networking.
It is a model that is not heavy in terms of schedule and that allows addressing some critical issues in some depth.
Management problems are transversal to all health professionals. From doctors to nurses, to set an example of two critical valences of this program. Integrates, doesn't exclude. It is true that each one in his/her "functions", but all will have management as a transversal. And that is precisely where the various functional valences of health are found: in the transversality of management. It is no longer even worth justifying the importance of health management. It is worth mentioning that any health professional, today, without management knowledge is an incomplete professional. More management, better clinic. One thing helps the other and vice versa. The rationality of the several systems imposes this type of approach. There is, therefore, no escape.
If we add to this the possibility of seriously discussing critical health system problems and problems where all professionals will “meet” and see each other, whether in a small private clinic or a large public (or private) hospital, then we will have won the challenge. That we will certainly win. We lack a very important condiment: health professionals willing to do and change things, committed and willing to seriously discuss health management. But this condiment will come for our participants.