Atenção, regulação e vigilância / Attention, regulation and surveillance

Relato de experiências das unidades da Secretaria de Estado da Saúde de Goiás, no período de 2019 a 2022. Relata sobre a regionalização dos serviços de saúde, processo que possibilita a definição de recortes espaciais para fins de planejamento, organização e gestão de redes de ações e serviços de saúde. Discorre sobre o financiamento da Atenção Primária em Saúde, a estruturação da Rede Estadual de Policlínicas, o planejamento da alta hospitalar responsável ou desospitalização, os avanços e equipes especializadas em saúde mental

Report on the experiences of the units of the State Department of Health of Goiás, from 2019 to 2022. It reports on the regionalization of health services, a process that allows the definition of spatial cuts for planning, organization and management of action networks and health services. Discusses the financing of Primary Health Care, the structuring of the State Network of Polyclinics, the planning of responsible hospital discharge or dehospitalization, advances and specialized teams in mental health

As Regionais que queremos / The Regions we want

O pioneirismo em regionalização no Estado de Goiás é demonstrado através da abordagem dos tópicos regionalização, regionais e suas divisões, matriciamento, gestão, planejamento, coordenação, neuroliderança e fortalecimento

Pioneering in regionalization in the State of Goiás is demonstrated through the approach of the topics regionalization, regions and their divisions, matrix support, management, planning, coordination, neuro-leadership and strengthening

Saúde auditiva nas Coordenadorias Regionais de Saúde do estado do Rio Grande do Sul: regulação de acesso, desafios e perspectivas / Hearing health care in the Regional Health Coordinating Bodies in Rio Grande do Sul: access regulation, challenges, and perspectives

RESUMO Objetivo compreender a dinâmica da regulação de acesso, os desafios e as perspectivas da atuação das Coordenadorias Regionais de Saúde do Rio Grande do Sul (CRS/RS) em saúde auditiva. Métodos estudo exploratório, transversal, de natureza censitária e análise descritiva. Envolveu os responsáveis pela regulação dos procedimentos de saúde auditiva nas CRS/RS, entrevistados quanto à formação profissional, identificação dos procedimentos disponíveis e respectiva oferta, sistemática da regulação de acesso e outras ações em saúde auditiva. Resultados participaram 15 profissionais, todas mulheres, de 16 das 18 CRS/RS existentes, entre 30 e 47 anos de idade: 13 fonoaudiólogas e duas fisioterapeutas, graduadas entre 1997 e 2012; 13 possuíam pós-graduação. Sobre a regulação nas CRS/RS, 13 utilizavam o Sistema Nacional de Regulação e três a realizavam manualmente; 12 utilizavam o protocolo disponibilizado pela Secretaria Estadual de Saúde/RS; dez CRS/RS regulavam procedimentos de Triagem Auditiva Neonatal e 16, de avaliação e diagnóstico, bem como de reabilitação. Verificou-se demanda reprimida para todos os procedimentos (maior para reabilitação auditiva) em 12 CRS/RS. Todas as CRS/RS realizavam uma ou mais ações promotoras da saúde auditiva, como vigilância, apoio matricial e atividades de educação em saúde. Conclusão a regulação de acesso em saúde auditiva é realizada de forma qualificada na maioria das CRS/RS. A oferta de procedimentos é insuficiente, sobretudo em reabilitação auditiva, que implica exclusiva atuação fonoaudiológica por meio de tecnologias leves e leve-duras.

ABSTRACT Purpose To understand the dynamics of access regulation, the challenges, and perspectives of the performance of the Regional Health Coordinating Bodies of Rio Grande do Sul (RHCB/RS) in hearing health care. Methods This is an exploratory, cross-sectional, census study and the analysis is descriptive. It involved those responsible for the regulation of hearing health care procedures in RHCB/RS, interviewed about professional training, identification of available procedures and their respective offer, access regulation systematics, and other actions in hearing health care. Results 15 professionals participated, all were women, from 16 of the 18 existing RHCB/RS, aged between 30 and 47; 13 speech-language pathologists and audiologists and two physiotherapists, who graduated between 1997 and 2012; and 13 had post -graduate degrees. Regarding regulation in RHCB/RS, 13 used the National Regulation System and three performed it manually; 12 used the protocol provided by the State Health Department/RS; ten RHCB/RS regulated procedures for Neonatal Hearing Screening and 16 for assessment and diagnosis, as well as auditory rehabilitation. There is a repressed demand for all procedures (greater for auditory rehabilitation) in 12 RHCB/RS. All RHCB/RS performed one or more actions to promote hearing health care such as surveillance, matrix support, and health education. Conclusion The access regulation in hearing health care is performed in a qualified way in most RHCB/RS; the offer of procedures is insufficient, especially in auditory rehabilitation, which includes exclusive speech-language pathologists and audiologists' performance through soft and soft-hard technologies.

Preparing for the Next Pandemic: An Asian National Cancer Centers Alliance (ANCCA) Initiative.

The COVID-pandemic has shown significant impact on cancer care from early detection, management plan to clinical outcomes of cancer patients. The Asian National Cancer Centres Alliance (ANCCA) has put together the 9 "Ps" as guidelines for cancer programs to better prepare for the next pandemic. The 9 "Ps" are Priority, Protocols and Processes, Patients, People, Personal Protective Equipments (PPEs), Pharmaceuticals, Places, Preparedness, and Politics. Priority: to maintain cancer care as a key priority in the health system response even during a global infectious disease pandemic. Protocol and processes: to develop a set of Standard Operating Procedures (SOPs) and have relevant expertise to man the Disease Outbreak Response (DORS) Taskforce before an outbreak. Patients: to prioritize patient safety in the event of an outbreak and the need to reschedule cancer management plan, supported by tele-consultation and use of artificial intelligence technology. People: to have business continuity planning to support surge capacity. PPEs and Pharmaceuticals: to develop plan for stockpiles management, build local manufacturing capacity and disseminate information on proper use and reduce wastage. Places: to design and build cancer care facilities to cater for the need of triaging, infection control, isolation and segregation. Preparedness: to invest early on manpower building and technology innovations through multisectoral and international collaborations. Politics: to ensure leadership which bring trust, cohesion and solidarity for successful response to pandemic and mitigate negative impact on the healthcare system.

A Educação Permanente em Saúde e a humanização sob a perspectiva do apoio institucional "produzindo redes e territórios vivos": Planejamento, Monitoramento e Avaliação ­ PMA / Permanent Health Education and humanization from the perspective of institutional support "producing networks and living territories": Planning, Monitoring and Evaluation - PMA

Trata de parâmetros da Educação Permanente em Saúde e a humanização sob a perspectiva do apoio institucional na escola de Saúde pública do Tocantins (Etsus-TO). Trata ainda a organização do coletivo EPS/Humanização no contexto da pandemia da covid-19, as competências da GEPSUS e objetivos da assessoria de humanização, o apoio institucional, a produção de coletivos e de redes, os caminhos e pistas metodológicas para a estruturação do PMA bem como seus objetivos e arranjo de gestão além da modalidade e dinâmica do trabalho no contexto da pandemia da covid-19 e da matriz de planejamento 2021. Traz o diagnostico de estratégias de planejamento, monitoramento e avaliação, o percurso proposto para o PMA na dinâmica dos coletivos do plano de 2020 e a indissociabilidade entre planejamento, monitoramento e avaliação para o plano 2021. Mostra ainda os instrumentos de monitoramento e avaliação e as reflexões acerca do trabalho colaborativo.

It deals with parameters of Permanent Education in Health and humanization from the perspective of institutional support in the public health school of Tocantins (Etsus-TO). It also deals with the organization of the EPS / Humanization collective in the context of the covid-19 pandemic, the skills of GEPSUS and objectives of humanization assistance, institutional support, the production of collectives and networks, the methodological paths and tracks for structuring the PMA as well as its objectives and management arrangement in addition to the modality and dynamics of work in the context of the pandemic of the covid-19 and the planning matrix 2021. It brings the diagnosis of planning, monitoring and evaluation strategies, the proposed route for the PMA in the dynamics of the 2020 plan collectives and the inseparability between planning, monitoring and evaluation for the 2021 plan. It also shows the monitoring and evaluation instruments and reflections on collaborative work.

Se trata de parámetros de Educación Permanente en Salud y humanización desde la perspectiva del apoyo institucional en la escuela de salud pública de Tocantins (Etsus-TO). También se ocupa de la organización del colectivo EPS / Humanización en el contexto de la pandemia del covid-19, las competencias del GEPSUS y los objetivos de la humanización asistencial, el apoyo institucional, la producción de colectivos y redes, los caminos y pistas metodológicas para estructurar PMA así como sus objetivos y arreglo de gestión además de la modalidad y dinámica de trabajo en el contexto de la pandemia del covid-19 y la matriz de planificación 2021. Trae el diagnóstico de estrategias de planificación, seguimiento y evaluación, la ruta propuesta para el PMA en la dinámica de los colectivos del plan 2020 y la inseparabilidad entre planificación, seguimiento y evaluación para el plan 2021. También muestra los instrumentos de seguimiento y evaluación y reflexiones sobre el trabajo colaborativo.

Il traite des paramètres de l'Education Permanente à la Santé et à l'humanisation dans la perspective de l'appui institutionnel à l'école de santé publique de Tocantins (Etsus-TO). Il traite également de l'organisation du collectif EPS / Humanisation dans le cadre de la pandémie de covid-19, des compétences de GEPSUS et des objectifs d'aide à l'humanisation, de soutien institutionnel, de la production de collectifs et de réseaux, des pistes méthodologiques et des pistes de structuration du PMA ainsi que ses objectifs et son dispositif de gestion en plus de la modalité et de la dynamique de travail dans le cadre de la pandémie du covid-19 et de la matrice de planification 2021. Il apporte le diagnostic des stratégies de planification, de suivi et d'évaluation, le tracé proposé pour le PMA dans la dynamique des collectifs du plan 2020 et l'inséparabilité entre planification, suivi et évaluation pour le plan 2021. Il montre également les instruments de suivi-évaluation et les réflexions sur le travail collaboratif.

Economic assessment of changes to an existing medication therapy management program of a large regional health plan.

BACKGROUND: Although medication therapy management (MTM) has specific eligibility criteria and is mandated for specific Medicare Part D enrollees, some health plans have expanded MTM eligibility beyond the minimum criteria to include other Medicare Part D enrollees, Medicaid, and commercial health plan patients. Differences exist in the mode of delivery, location of services, type of personnel involved in managing the service, and the subsequent outcomes. The type and intensity of MTM services delivered have evolved with time to more streamlined and robust interventions, necessitating ongoing evaluation of the effect on clinical and economic outcomes. OBJECTIVE: To assess the effect of changes to an existing MTM program on cost of care, utilization, and medication adherence. METHODS: UPMC Health Plan made changes to an existing MTM program by expanding eligibility (customized by the type of health plan), intervention types, pharmacist involvement, and patient followup contacts. After matching our intervention cohort (identified January 2017-June 2018) with the pre-2016 MTM historical controls (patients identified January 2014-June 2015 who would have been eligible if we used the intervention cohort eligibility criteria), we estimated that the effect of the program changes with a difference-in-difference model (preintervention [2014-2016] and postintervention [2017-2019]). Outcomes of interest included cost (total cost of care including medical, pharmacy, and unplanned care [i.e., unscheduled health care use such as emergency department visits] in 2017 U.S. dollars); utilization; medication adherence (proportion of days covered); and return on investment (ROI). Target population included continuously enrolled patients aged ≥ 21 years in the commercial, Medicare, and Medicaid health plans. RESULTS: Total propensity score-matched members was 10,747, 55% of which were in the historic control group. The average (SD) ages after matching the groups were similar (historical control group: 57.08 years [14.23], intervention group: 56.79 years [14.21]) and the majority was female (57%). Comorbidities identified most for patients included hypertension (77%), dyslipidemia (70%), and diabetes (52%). Forty-one percent were in the commercial, 37% in the Medicaid, and 23% in the Medicare health plans. Proportion of care activities undertaken in the intervention period compared with the control period were significantly different: "sent letter to physician" (67% vs. 87%), "sent letter to member" (15% vs. 0%), "pharmacist phone call to physician" (15% vs. 0.1%), and "pharmacist phone call to member" (13% vs. 7%). There were statistically significant reductions in unplanned care across all health plans especially in the Medicare population, in total cost of care, and increases in medication adherence in 4 therapeutic classes: anticoagulants (OR = 1.25, P = 0.005), cardiac medications (OR = 1.20, P < 0.001), statins (OR = 1.21, P < 0.001), and antidepressants (OR = 1.15, P < 0.001). There was a positive ROI of $18.50 per dollar spent, which equated to a cumulative net savings of $11 million over 24 months. CONCLUSIONS: In a large health plan, expanding MTM eligibility, intensifying patient follow-up contact and pharmacist involvement, and improving provider awareness had favorable clinical and economic benefits. DISCLOSURES: There was no funding for this project except employees' time. All authors are employees of UPMC and have no conflicts of interest to report.

Regional cooperation is essential to combatting health emergencies in the Global South.

Since COVID-19 was first discovered, it exploded into a pandemic resulting in devastating effects on human lives and a global recession. While there have been discussions that COVID-19 will accelerate the 'end of globalization and multilateralism', we have already seen the high costs of non-cooperation in responding to the virus resulting in sub-optimal use of resources, rapid spread of the virus between countries, and, ultimately, significant loss of life. In spite of their favorable demographic structures and relatively young populations, countries in the Global South are still harshly affected in both epidemiological and economic terms. Nations must find innovative ways to address health concerns and regional bodies are possible mechanisms for facilitating international cooperation on health. We delineate how regional organizations can support how countries address health threats namely by serving as a bridge between the global and national policy levels; strengthening disease surveillance; mobilizing supply chains and facilitating trade; supporting the production and procurement of medicines and supplies; and coordinating policies and work with other actors. We finalize by arguing that mechanisms for regional cooperation must be strengthened themselves in order to effectively contribute to positive health outcomes within member states.

Vaccination strategies for measles control and elimination: time to strengthen local initiatives.

BACKGROUND: Through a combination of strong routine immunization (RI), strategic supplemental immunization activities (SIA) and robust surveillance, numerous countries have been able to approach or achieve measles elimination. The fragility of these achievements has been shown, however, by the resurgence of measles since 2016. We describe trends in routine measles vaccine coverage at national and district level, SIA performance and demographic changes in the three regions with the highest measles burden. FINDINGS: WHO-UNICEF estimates of immunization coverage show that global coverage of the first dose of measles vaccine has stabilized at 85% from 2015 to 19. In 2000, 17 countries in the WHO African and Eastern Mediterranean regions had measles vaccine coverage below 50%, and although all increased coverage by 2019, at a median of 60%, it remained far below levels needed for elimination. Geospatial estimates show many low coverage districts across Africa and much of the Eastern Mediterranean and southeast Asian regions. A large proportion of children unvaccinated for MCV live in conflict-affected areas with remote rural areas and some urban areas also at risk. Countries with low RI coverage use SIAs frequently, yet the ideal timing and target age range for SIAs vary within countries, and the impact of SIAs has often been mitigated by delays or disruptions. SIAs have not been sufficient to achieve or sustain measles elimination in the countries with weakest routine systems. Demographic changes also affect measles transmission, and their variation between and within countries should be incorporated into strategic planning. CONCLUSIONS: Rebuilding services after the COVID-19 pandemic provides a need and an opportunity to increase community engagement in planning and monitoring services. A broader suite of interventions is needed beyond SIAs. Improved methods for tracking coverage at the individual and community level are needed together with enhanced surveillance. Decision-making needs to be decentralized to develop locally-driven, sustainable strategies for measles control and elimination.

Artificial intelligence in trauma systems.

Local trauma care and regional trauma systems are data-rich environments that are amenable to machine learning, artificial intelligence, and big-data analysis mechanisms to improve timely access to care, to measure outcomes, and to improve quality of care. Pilot work has been done to demonstrate that these methods are useful to predict patient flow at individual centers, so that staffing models can be adapted to match workflow. Artificial intelligence has also been proven useful in the development of regional trauma systems as a tool to determine the optimal location of a new trauma center based on trauma-patient geospatial injury data and to minimize response times across the trauma network. Although the utility of artificial intelligence is apparent and proven in small pilot studies, its operationalization across the broader trauma system and trauma surgery space has been slow because of cost, stakeholder buy-in, and lack of expertise or knowledge of its utility. Nevertheless, as new trauma centers or systems are developed, or existing centers are retooled, machine learning and sophisticated analytics are likely to be important components to help facilitate decision-making in a wide range of areas, from determining bedside nursing and provider ratios to determining where to locate new trauma centers or emergency medical services teams.

Surviving the COVID-19 Pandemic: Surge Capacity Planning for Nonemergent Surgery.

The coronavirus disease 2019 (COVID-19) pandemic has confronted the U.S. health care system with unprecedented challenges amidst a tenuous economic environment. As inpatient hospitals across the country prepare for an overwhelming influx of highly contagious COVID-19 cases, many nonemergent procedures have been cancelled or indefinitely postponed without guidance regarding eventual safe accommodation of these procedures in the future. Given the potentially prolonged impact of the COVID-19 pandemic on health care use, it is imperative for plastic surgeons to collaborate with other medical and surgical specialties to develop surge capacity protocols that allow continuation of safe, high-quality, nonemergent procedures. The purpose of this article is to provide necessary and timely public health information relevant to plastic surgery and also share a conceptual framework to guide surge capacity protocols for nonemergent surgery.

Représentations des acteurs de la mise en œuvre du projet régional de santé dans deux régions.

BACKGROUND: The Regional Health Project (RHP) is an important lever to build a health producing system. The RHP serves as the reference for health policies in the French regions. It is developed in three main stages, preparation, diagnosis and priorities. Different institutional actors are involved: managers, administrators, leaders for democracy and medico-social services as well as primary care professionals. How have all of these actors been involved in the three main stages of preparation of the RHP? AIM: The aim of this article is to analyze the implementation of the RHP in two French regions and how the actors in those regions perceived that implementation. METHOD: The analysis of the implementation of the RHP focused on the definition of the implementation process, the diagnosis and the identification of the problems. This later one included the development of the priorities and the objectives while taking into account the resources and the evaluation. This analysis was conducted in two medium-sized regions in France between 2011 and 2015. RESULTS: The formulation of the problems in the RHP is rather general. Priorities and objectives are poorly justified. Resources and evaluation are not taken into account. We attribute these weaknesses to the difficulty of crossing the administrative, managerial and democratic representations with care practices in the regions. CONCLUSIONS: A method and process that integrates the two public policy representations should be specified in a detailed document established prior to formally engaging the planning process. Therefore, the harmonization of methodology and terms is first needed as well as the development of training and research.

Co-Operative Vascular Intervention Disease (COVID) Team of Greater Philadelphia.

We established the Co-Operative Vascular Intervention Disease (COVID) Team of Greater Philadelphia because national guidelines may not apply to different geographic areas of the United States owing to varying penetrance of the virus. On April 10, 2020, a 10-question survey regarding issues and strategies dealing with COVID-19 was e-mailed to 58 vascular surgeons (VSs) in the Greater Philadelphia area. Fifty-four VSs in 18 surgical groups covering 28 hospitals responded. All groups accepted transfers because of continued availability of intensive care unit beds. Thirteen groups were asked to "redeploy" if the need arose to function outside of the usual duties of a VS. None imposed age restrictions regarding older VSs continuing clinical hospital work. The majority restricted noninvasive vascular laboratory studies to those studies for which findings might mandate intervention within 2 or 3 weeks, restricted dialysis access operations to urgent revisions of arteriovenous fistulas or grafts that were failing or had ulcerations, converted from in-person to telemedicine clinic interactions, and experienced moderate-severe anxiety or fear about personal COVID-19 exposure in the hospital. The majority of VSs in the Philadelphia area dramatically adjusted their clinical practices before the COVID-19 crisis reached peak levels experienced in other metropolitan areas.

Pandemic influenza preparedness in the WHO South-East Asia Region: a model for planning regional preparedness for other priority high-threat pathogens.

Pandemic influenza preparedness has contributed significantly to building, strengthening and maintaining countries' core capacities to prepare for health emergencies. The Pandemic influenza preparedness framework for the sharing of influenza viruses and access to vaccines and other benefits (the PIP framework) was adopted by the World Health Assembly in 2011. The experiences and lessons learnt from the implementation of the PIP framework have provided insights that can be used to strengthen preparedness for epidemics of other priority high-threat pathogens in the World Health Organization (WHO) South-East Asia Region in line with obligations under the International Health Regulations, 2005 (IHR). Implementation has established policies, strategies, action plans, strengthened systems and operational readiness to promptly diagnose influenza virus strains with pandemic potential and ensure timely event notifications and management in compliance with the IHR. WHO collaborating centres and the annual bi-regional meeting of national influenza centres and influenza surveillance have strengthened the influenza laboratory diagnostic knowledge network in the region. After action reviews following influenza outbreaks have documented best practices, strengths, constraints and areas for improvement in pandemic preparedness. The pandemic in 2009 and recent seasonal influenza outbreaks have offered real-life scenarios for testing national pandemic influenza preparedness plans and deploying vaccines. The successful implementation of the PIP framework, along with strengthening of health systems and operational procedures and continued technical collaboration with global centres of excellence, should be tapped into to strengthen preparedness to respond to epidemics of other high-threat pathogens based on the influenza model. The political commitment reflected in the Delhi Declaration on Emergency Preparedness, signed by all ministers of health in September 2019 and supported by the Five-year regional strategic plan to strengthen public health preparedness and response - 2019-2023, should be a catalyst for guidance and support in developing a broad, long-term strategic plan for preparedness and response to high-threat pathogens in the region.