2013
DOI: 10.1590/s0034-76122013000200002
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Práticas avaliativas na gestão da Atenção Básica à Saúde: estudo de caso em Camaquã e Canguçu (RS)

Abstract: O artigo aborda a gestão municipal do Sistema Único de Saúde (SUS) a partir das práticas avaliativas realizadas em Camaquã e Canguçu (RS). Apresenta estudo de casos múltiplos, qualitativo, com análise de dados de observação participante, entrevistas semiestruturadas e documentos locais. Foram considerados os tipos de práticas avaliativas (cotidiana, normativa, pontual, de monitoramento ou investigação avaliativa) e a origem dos avaliadores (internos ou externos). Identificaram-se o predomínio de práticas avali… Show more

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Cited by 9 publications
(14 citation statements)
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“…This difficulty was not only related to geographical issues, but also the difficulty in getting the consultation, accessibility to specialized services and cultural access as related to their reason for seeking care. In addition, the provision of services and their geographical distribution, availability and quality of human and technological resources, financing mechanisms, the care model and the information about the system are characteristics of the offer that can affect access to health services (17) . Access to basic health services is especially reduced in rural communities, resulting in increased use of specialized services, hospital and emergency situations due to the shortage of access to other forms of health care (18)(19) .…”
Section: Discussionmentioning
confidence: 99%
“…This difficulty was not only related to geographical issues, but also the difficulty in getting the consultation, accessibility to specialized services and cultural access as related to their reason for seeking care. In addition, the provision of services and their geographical distribution, availability and quality of human and technological resources, financing mechanisms, the care model and the information about the system are characteristics of the offer that can affect access to health services (17) . Access to basic health services is especially reduced in rural communities, resulting in increased use of specialized services, hospital and emergency situations due to the shortage of access to other forms of health care (18)(19) .…”
Section: Discussionmentioning
confidence: 99%
“…Several aspects of management mentioned in the texts as challenges or difficulties, visible in group 1 of Figure 2, are related to the characteristics of the PHC model itself, highlighting aspects of this new model that constitutes a challenge for management. Among them were the difficulties of effectiveness of the comprehensive care, including the deficits in the functioning of the care network (18)(19)26,31,(35)(36)(37)(38)(39)(40)(41)(42)(43)(44)(45)(46) and the challenges of deploying and working intersectorality (18)(19)23,25,28,31,(47)(48)(49)(50)(51)(52)(53) . It was identified difficulties related to the effectiveness of the Healthcare Councils in relation to the articulation with the population for sharing and approval management instruments of the Unified Health System, in the Brazilian case (19,54) .…”
Section: -Inadequate Work Instruments and Work Environmentmentioning
confidence: 99%
“…Group 2 describes aspects related to the workforce of the manager including: the deficits in the training for management (18,20,27,36,40,42,47,(64)(65)(66)(67)(68)(69) , discrepancy between speech and practice (70) political influence (17,19,36,38,40,44,61,63,(66)(67) ; little autonomy (17,25,29,36,40,50,56,59,63,66,68) ; Overload (22,36,55,66) ; duplicity of activities -management and care, especially in the case of nurses; insecurity in employment (17,22,26,40,45,48,57) and difficulties related to power relations.…”
Section: -Inadequate Work Instruments and Work Environmentmentioning
confidence: 99%
“…Healthcare services availability/access; 20,56,58,96 deficit of resources; 25,98,100 manager training/ experience/ unpreparedness; 32,39,87 analysis of management guidelines; 18 management model; 29 human resources/relations; 30 data management; 51 managers' perception of management; 65 work process in PHC; 71 implementation of PHC; 73 quality assessment; 78 organization of work in PHC. 80 Quality management Instrument/model; 23,27,35,41,48,53,[61][62]68,83,101 evaluation; 21,33,47,[49][50] performance of services; 26 evaluation policy. 88 Role/Management Activities Coordination activity; 52,70 organization of work; 34 team management; 44 articulation of services in the healthcare network; 63 planning; 72 management model (traditional).…”
Section: Health Policymentioning
confidence: 99%