2015
DOI: 10.1590/0102-311x00102214
|View full text |Cite
|
Sign up to set email alerts
|

Descentralização das ações de vigilância epidemiológica em Pernambuco, Brasil

Abstract: O objetivo do estudo foi analisar a relação entre o processo de descentralização da gestão do Sistema Único de Saúde (SUS) e o desenvolvimento das ações de vigilância epidemiológica em municípios de Pernambuco, Brasil. A estratégia de trabalho consistiu num estudo descritivo e exploratório qualitativo/quantitativo, com a realização de uma pesquisa de caráter documental e entrevistas semiestruturadas com informantes-chave, como também um estudo ecológico espacial e de série temporal, no qual foi traçada uma sér… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

1
6
0
6

Year Published

2017
2017
2019
2019

Publication Types

Select...
6
1

Relationship

4
3

Authors

Journals

citations
Cited by 9 publications
(13 citation statements)
references
References 17 publications
(28 reference statements)
1
6
0
6
Order By: Relevance
“…23 In terms of the Structure, several studies indicate that, historically, the VS in Brazil has been constituted in the midst of a framework of precariousness human resources and physical structure. 24,25 In spite of the mandatory minimum structure defined by the protocols of certification for the actions of epidemiology and disease control in the year 1999, 26 in practice, this process occurred asymmetrically within the National territory, a fact that prevailed after the decentralization. 25 The exception in this structural context is due to the development in the financing actions of VS, with the creation of more stabled mechanisms and more available resources after the advent of decentralization.…”
Section: Discussionmentioning
confidence: 99%
See 1 more Smart Citation
“…23 In terms of the Structure, several studies indicate that, historically, the VS in Brazil has been constituted in the midst of a framework of precariousness human resources and physical structure. 24,25 In spite of the mandatory minimum structure defined by the protocols of certification for the actions of epidemiology and disease control in the year 1999, 26 in practice, this process occurred asymmetrically within the National territory, a fact that prevailed after the decentralization. 25 The exception in this structural context is due to the development in the financing actions of VS, with the creation of more stabled mechanisms and more available resources after the advent of decentralization.…”
Section: Discussionmentioning
confidence: 99%
“…24,25 In spite of the mandatory minimum structure defined by the protocols of certification for the actions of epidemiology and disease control in the year 1999, 26 in practice, this process occurred asymmetrically within the National territory, a fact that prevailed after the decentralization. 25 The exception in this structural context is due to the development in the financing actions of VS, with the creation of more stabled mechanisms and more available resources after the advent of decentralization. 11 In relation to the Organization dimension, it was possible to perceive the importance of planning, managing and integrating intra and inter-sector for VS in the region.…”
Section: Discussionmentioning
confidence: 99%
“…Inúmeros são os estudos sobre avaliação da vigilância em saúde 14,15,16,17,18,19 , entretanto, ainda são escassos os que abordam o tema sobre a estruturação da regionalização e o seu desempenho. Não há consenso quanto à melhor abordagem para aferir o desempenho de sistemas de saúde, em parte pelo seu caráter contingente, variável conforme valores, princípios e concepções sobre saúde, aliado à pluralidade conceitual e metodológica dos modelos avaliativos 20,21,22 .…”
Section: Cad Saúde Pública 2019; 35 Sup 2:e00065218unclassified
“…Artículos respuesta al marco regulatorio promueve la participación promueve la democracia incrementa la eficiencia en la asignación de recursos mejora las capacidades y prácticas de gestión (Avelino, Barberia, & Biderman, 2014) x (Gerigk & Pessali, 2014) x x (da Silva et al, 2014) x x (Jesus, & Teixeira, 2014) x (Duarte et al, 2015) x (L. Santos & Campos, 2015) (Vargas et al, 2015) x x x (Filippon, Kantorski, & Saeki, 2015) x (Mazon, Mascarenhas, & Dallabrida, 2015) x (Barreto Junior, 2015) x x x (Albuquerque et al, 2015) x x Fuente: elaboración propia…”
Section: Apéndice Bunclassified