Gestão hospitalar: gerenciando processos de trabalho em saúde / Hospital management: managing health work processes

A função de gestor hospitalar é invariavelmente complexa, independentemente da região, de fato que, ainda em certos aspectos, os serviços de saúde são mais desafiadores em alguns países, devido à regulação de leitos, financiamento e tecnologias à disposição. Acrescenta-se à extensa relação de demandas gerenciais, a exigência por conhecimentos específicos na gestão dos recursos humanos e físicos. A influência do modelo fragmentado de organização do trabalho, em que cada profissional realiza parcelas do trabalho sem uma integração com as demais áreas envolvidas, tem sido apontada como uma das razões que dificultam a realização de um trabalho em saúde mais integrador e de melhor qualidade, tanto na perspectiva daqueles que o realizam como para aqueles que dele usufruem. A partir do momento em que profissionais de saúde, que trabalham diretamente com o paciente, ocupam coordenações, na medida em que ascendem na organização, passam a desempenhar mais tarefas administrativas. Como exemplo, é possível perceber que uma enfermeira ou médico que coordenam uma unidade de internamento, realizam mais funções administrativas e quase nenhuma técnica, usando seus conhecimentos técnicos para atuar na chefia. Esses profissionais, ao ocupar determinados cargos, nem sempre entendem das atividades administrativas. Com isso, o hospital perde um bom técnico e pode não ganhar um bom chefe. Este trabalho tem uma descrição reflexiva acerca do processo de gestão hospitalar.(AU)

The role of hospital manager is invariably complex, regardless of the region. In some countries, health services are even more challenging due to the regulation of beds, financing, and technologies available. In addition to the extensive list of managerial demands, there is also the requirement for specific knowledge in the management of human and physical resources. The influence of the fragmented model of work organization, where each professional performs portions of the work without integration with the other involved areas, has been pointed out as one of the reasons hindering the accomplishment of a more integrating and better-quality health work, both from the perspective of those who perform it and of those who use it. From the moment health professionals, who work directly with the patient, occupy managerial positions, as they ascend in the organization, they inevitably start to have more administrative tasks. As an example, it is possible to notice that a nurse or doctor who coordinates an inpatient unit performs more administrative functions and almost no technical ones. They use their technical expertise to act in managerial positions. These professionals, when occupying certain positions, are not always fully trained to understand administrative activities. Thus, the hospital ends up losing a good technician worker and may not always get a good manager in return. This work presents a reflexive description on the hospital management process.(AU)

Fundação pública de direito privado / Public foundation of private law

Muitas alternativas de gestão de unidades públicas de saúde têm sido discutidas com o objetivo de aumentar a eficiência destas e garantir melhorias no atendimento e serviços prestados à população em geral. Dentre os diversos modelos de gerência atualmente em voga, como opção à administração direta tem-se: Fundações Públicas de direito público e as de direito privado, Autarquia, Consórcio Público, Empresa Estatal, vínculos paraestatais e de colaboração, Organização Social (OS), Organização da Sociedade Civil de Interesse Público (OSCIP) e Fundação de Apoio.

Many alternatives for the management of public health units have been discussed with the objective of increasing their efficiency and ensuring improvements in care and services provided to the general population. Among the various management models currently in vogue, as an option for direct administration are: Public Foundations of public law and those of private law, Municipality, Public Consortium, State Company, parastate and collaborative links, Social Organization (OS), Civil Society Organization of Public Interest (OSCIP) and Support Foundation.

[Emergency overcrowding and hospital organization: Causes and solutions]. / La saturation de la structure des urgences et le rôle de l'organisation hospitalière : réflexions sur les causes et les solutions.

Emergency Department (ED) overcrowding is a silent killer. Thus, several studies in different countries have described an increase in mortality, a decrease in the quality of care and prolonged hospital stays associated with ED overcrowding. Causes are multiple: input and in particular lack of access to lab test and imaging for general practitioners, throughput and unnecessary or time-consuming tasks, and output, in particular the availability of hospital beds for unscheduled patients. The main cause of overcrowding is waiting time for available beds in hospital wards, also known as boarding. Solutions to resolve the boarding problem are mostly organisational and require the cooperation of all department and administrative levels through efficient bed management. Elderly and polypathological patients wait longer time in ED. Internal Medicine, is the ideal specialty for these complex patients who require time for observation and evaluation. A strong partnership between the ED and the internal medicine department could help to reduce ED overcrowding by improving care pathways.

Publicização da gestão hospitalar no SUS: reemergência das Organizações Sociais de Saúde / Publicization of hospital management in SUS: re-emergence of Health Social Organizations

Resumo O Estado da Bahia foi pioneiro na privatização da gestão hospitalar por meio de uma política de incentivo às Organizações Sociais de Saúde (OSS), sob o discurso da eficiência. A rapidez de penetração do setor privado na esfera pública, com alteração da noção de democracia e interesse público, tem sido globalmente observada. A análise da incorporação das OSS à gestão dos hospitais estaduais baianos, proposta por este estudo de caso, utilizou documentos disponíveis em sites de domínio público e entrevistas com gestores de hospitais "publicizados" e da Secretaria Estadual de Saúde da Bahia (Sesab). A interpretação dos resultados sob o filtro de categorias históricas e analítico-operacionais evidenciou a ascensão das terceirizações, a partir de 1996, e a incorporação das OSS à cena hospitalar baiana, a partir de 2005, pari passu com o afrouxamento do Conselho Estadual de Saúde e o avivamento do discurso de maior resolutividade das OSS, que seriam "quase como o Estado". Para afinar-se com o novo discurso governamental, empresas antes terceirizadas mudaram sua personalidade jurídica para OSS, demonstrando um processo de privatização disfarçada, no bojo de um governo que sustentou discurso contrário a essa prática, antagônica aos princípios de seguridade da saúde, expressos na Constituição Federal.

Abstract The state of Bahia has been a "pioneer" in privatization of hospital management through a policy of encouraging Health Social Organizations (OSS) under the discourse of greater efficiency. The rapidity as the private sector penetrates the public sphere and modifies the notion of democracy and public interest has been noted around the world. To analyze the process of OSS management in two cases, documents available in the public domain sites and interviews with the hospital and the Health Department of Bahia State (SESAB) management staff were used. A comparison between the data collected by different sources was supported by historical and operational-analytical categories which allowed its interpretation and showed the rise of outsourcings since 1996, and the emergence of OSS in the Bahia hospital scene from 2005 forward, side by side with the weakness of the Health State Council control and the revival of the "best efficiency" discourse that would be "almost like the state." To meet the new policy and tune up with the new government discourse, ex-outsourced companies changed their legal personality to OSS. Such disguised privatization process was protagonized by a government that supported contrary speech about this practice antagonistical to the principles of health security, expressed by the Brazilian Constitution.

Gestão em saúde na fronteira: revisão integrativa da imbricância para a assistência hospitalar / Gestión de la salud en la frontera: revisión integradora de su impacto en laatención hospitalaria / Health management in frontier: integrative review on its impact for hospital care

Objetivo: Identificar os subsídios propiciados pela produção científica à gestão hospitalar de saúde em áreas de fronteira. Métodos: Trata-se de uma revisão integrativa que explorou o universo de 24 artigos indexados na Biblioteca Virtual de Saúde, na base de dados Literatura Latino-Americanae do Caribe em Ciência da Saúde (LILACS). Resultados: Aspectos socioeconômicos da gestão em saúde na fronteira que evidenciaram a mobilidade de pessoas e a gestão dos serviços de saúde e; aspectos clínicos para a gestão em saúde na fronteira que destacou os aspectos do serviço e as características da clientela. Conclusão: A saúde em área de fronteira pela produção científica explorada subsidia a gestão hospitalar ao indicar os aspectos socioeconômicos como determinantes do processo saúde-doença. Determinação que acarreta na ampliação da demanda e da necessidade de tecnologia diagnóstica em saúde.

Objective: To identify the subsidies provided by scientific production to hospital health management in frontier areas. Methods: This is an integrative review that explored the universe of 24 articles indexed in the Virtual HealthLibrary, the database of Latin American and Caribbean Health Sciences (LILACS). Results: Socioeconomic health management aspects at the border that showed the mobility of people and the management of health services and; clinical aspects of health management at the border which highlighted aspects of service and customer characteristics. Conclusion: Health in the frontier area explored in scientific production subsidizes the hospital management to indicate the socioeconomic factors as determinants of the health-disease. Determination which results in increased demand and the need for health diagnostic technology.

Objetivo: Identificar subsidios propiciados por la producción científicade la gestión hospitalaria de salud en las zonas fronterizas. Métodos: Se trata de una revisión integradora que explora el universo de 24 artículos indexados en la Biblioteca Virtual en Salud, en la base de datos de América Latina y el Caribe de la Salud Ciencia (LILACS). Resultados: Aspectos socioeconómicos de Gestión de la Salud en la Frontera que demuestran la movilidad de las personas y la gestión de los servicios de salud y; Aspectos clínicos para la Gestión de la Salud en la Frontera que destacaron los aspectos de las características del servicio y atención al cliente. Conclusión: Salud en el área de frontera de producción científica explorado presentado subvenciona la gestión hospitalaria para indicar los aspectos socioeconómicos como determinantes de la salud-enfermedad. Determinación de que implica la expansión de la demanda y la necesidad de tecnología de diagnóstico en salud.

The Association Between Sjögren Syndrome and Adverse Postoperative Outcomes: A Historical Cohort Study Using Administrative Health Data.

BACKGROUND: Sjögren syndrome is a chronic autoimmune disorder of the exocrine glands associated with cardiovascular events. We aimed to evaluate postoperative complications in patients with Sjögren syndrome undergoing noncardiac surgery. Specifically, we tested the primary hypothesis that patients with Sjögren syndrome have a greater risk of postoperative cardiovascular complications than those without the disease. Our secondary hypotheses were that patients with Sjögren syndrome are at greater risk of thromboembolic complications, microcirculatory complications, and mortality. METHODS: We obtained censuses of 2009 to 2010 inpatient hospital discharges across 7 states. Sjögren syndrome was identified by the present-on-admission diagnosis code 710.2. Each Sjögren n syndrome discharge was propensity matched to 4 control discharges. A generalized linear model was used to compare matched Sjögren syndrome patients and controls on risk of in-hospital cardiovascular complications, thromboembolic complications, microcirculatory complications, and mortality. RESULTS: Among 5.5 million qualifying discharges, our final matched sample contained 22,785 matched discharges, including 4557 with Sjögren syndrome. Sixty-six (1.45%) of the matched discharges with Sjögren syndrome and 213 (1.17%) of the matched controls had associated in-hospital cardiovascular complications. The adjusted odds ratio (99% confidence interval) was estimated at 1.14 (0.79-1.64), which was not statistically significant (P = 0.35). There were no significant differences in the odds of in-hospital thromboembolic complications (1.12 [0.82-1.53]; P = 0.36), in the odds of in-hospital microcirculatory complications (0.98 [0.77-1.26]; P = 0.86), or in the odds of in-hospital mortality (1.11 [0.76-1.61]; P = 0.49). CONCLUSIONS: The presence of Sjögren syndrome does not place patients at an increased risk for postoperative complications or in-hospital mortality.

Influência da cultura organizacional na gestão participativa em organizações de saúde / Influencia de la cultura organizacional en la gestión participativa en las organizaciones de salud / Influence of organizational culture on participatory Imanagement in health organizations

Objective: To analyzes cientific literature about organizational culture’s influencein facilitating participatory management in health organizations. Method: integrative review of literature; Databases: Scopus, Web of Science, SciELO, LILACS, PubMed e Medline. Inclusion criteria: original and review papers,available in Portuguese, English or Spanish; the papers’ year of publication was unlimited. Results: it was found 450 papers and, after selection, six of them were analyzed. Among the papers analyzed, three of them were publications in health management field, one in management area, one in nursing and one medicine area, there was variation between 1992 and 2009 in the papers publication year. The studies showed that organizational culture influences the kind of management of the institution. Conclusion: The organizational culture will direct the management style adopted, and thus, will influence organizational change.

Objetivo: Analisar a produção científica existente sobre a influência da cultura organizacional na viabilização da gestão participativa em organizações de saúde. Método: Revisão integrativa da literatura;Base de Dados: Scopus, Web of Science, SciELO, LILACS, PubMed e Medline. Critérios de inclusão: artigos originais e de revisão, disponíveis nos idiomas português, inglês ou espanhol; Não foi limitado o ano das publicações. Resultados: Encontrados 450 artigos, após seleção, foram analisados seis deles. Dentre os artigos analisados, três se caracterizaram por serem publicações na área de gerenciamento em saúde, um na área de gerenciamento, um na área de enfermagem e um na área de medicina; no ano de publicação, houve variação entre 1992 e 2009. Os estudos evidenciaram que a cultura de uma organização influencia o tipo de gestão da instituição. Conclusão: A cultura de uma organização é que direcionará o estilo de gestão adotado, e, consequentemente, influenciará na mudança organizacional.

Objetivo: Analizar la literatura científica existente sobre la influencia de la cultura organizacional para facilitar la gestión participativa en las organizaciones de salud. Método: revisión Integradora; Bases de datos: Scopus, Web of Science, SciELO, LILACS, MEDLINE y PubMed. Criterios de inclusión: artículos originales y de revisión, disponibles em Portugués, Inglés o Español, sin limite del año. Resultados: Se encontraron 450 artículos, después de la selección, seis de ellos fueron analizados. Entre los artículos analizados, três fueron publicaciones en el campo de la gestión de la salud, uno em el ámbito de la gestión, una em la enfermería y una em la medicina; el año de publicación varió entre 1992 y 2009. Los estúdios mostraron que la cultura organizacional influye em el tipo de gestión de la institución. Conclusión: La cultura de una organización dirige el estilo de gestión adoptado, y por lo tanto influye en el cambio organizacional.

Démarche estratégica: modo inovador e eficaz de análise da missão institucional / Strategic Démarche: innovative and effective way to analyze the institutional mission

No Brasil, apesar das melhorias ocorridas na saúde das mães e crianças, os indicadores de mortalidade materna e neonatal ainda estão distantes do desejável. Para a reversão desse quadro, é importante repensar os processos de trabalho, considerando o ambiente hospitalar e a rede de cuidados perinatais do território, e apostar na democratização institucional. O objetivo deste estudo foi discutir o processo de aplicação do enfoque "démarche estratégica" numa maternidade púbica estadual, numa perspectiva de rede coordenada de serviços. O período foi de junho a setembro de 2009 e incluiu a participação direta dos profissionais/atores envolvidos, inclusive a direção do hospital. Os resultados mostraram a capacidade do método para problematizar os processos de trabalho e para a análise da gestão do hospital. A experiência permitiu, a partir das análises, apontar estratégias de ação validadas pelos diferentes atores. O método pode ser considerado um modo inovador e efetivo para produzir equipes de saúde mais solidárias e corresponsáveis com movimentos de mudança das práticas. Permitiu a criação de canais de comunicação entre os profissionais da maternidade, e entre estes com atores da rede externa. O estudo mostrou a potencialidade do enfoque como um instrumento de diagnóstico situacional e de ferramenta de gestão hospitalar para rever a missão institucional na busca de qualidade e solidariedade dentro da rede e no compromisso com o atendimento ao usuário de forma universal e equânime. Contudo, os compromissos expressos na síntese propositiva devem ser constantemente revistos e repactuados entre os atores, para alcançar mudanças institucionais permanentes.

In Brazil, despite the improvements that have occurred in the health of mothers and children, indicators of maternal and neonatal mortality are still far from desirable. To reverse this situation, it is important to rethink the process of work, considering the hospital and perinatal care network planning, and focus on institutional democratization. This study aimed to discuss the process of application of the "strategic demarche" approach in a State public maternity with a view to coordinated network of services. The period was from June to September 2009 and included the direct participation of professionals / stakeholders, including the hospital board. The results showed the method's ability to question the work processes and the analysis of hospital management. Based on the analyses, the experience pointed action strategies validated by different actors. The method can be considered innovative and effective to produce more cohesive health teams and co-responsible with changing practices movements. It allowed the creation of communication channels between maternity professionals, and between these actors and the external network. The study showed the potential of the approach as a tool for situational analysis and hospital management to review the institutional mission in search of quality and solidarity within the network, committed to attend users in a universal and equitable way. However, the commitments expressed in the propositional synthesis must be constantly reviewed and renegotiated by the actors, in order to achieve permanent institutional changes.

[Quality Manager 2.0 in hospitals: A practical guidance for executive managers, medical directors, senior consultants, nurse managers and practicing quality managers]. / Qualitätsmanager 2.0 im Krankenhaus: Eine Handreichung für Geschäftsführung, Chefärzte, Pflegedienstleitungen und praktizierende Qualitätsmanager.

Aiming at the development of perspectives and recommendations for modern quality management in health services the GQMG conducted a study on the role and self-conception of quality managers in hospitals. It seems obvious that the effectiveness of quality management clearly depends on the executive board's skilful installation of quality management, their support of quality managers and, particularly in larger-sized institutions on the coordination of staff units and cross-sectional functions.(As supplied by author).

Hospital variation and temporal trends in palliative and end-of-life care in the ICU.

OBJECTIVES: Although studies have shown regional and interhospital variability in the intensity of end-of-life care, few data are available assessing variability in specific aspects of palliative care in the ICU across hospitals or interhospital variability in family and nurse ratings of this care. Recently, relatively high family satisfaction with ICU end-of-life care has prompted speculation that ICU palliative care has improved over time, but temporal trends have not been documented. DESIGN/SETTING: Retrospective cohort study of consecutive patients dying in the ICU in 13 Seattle-Tacoma-area hospitals between 2003 and 2008. MEASUREMENTS: We examined variability over time and among hospitals in satisfaction and quality of dying assessed by family, quality of dying assessed by nurses, and chart-based indicators of palliative care. We used regression analyses adjusting for patient, family, and nurse characteristics. MAIN RESULTS: Medical charts were abstracted for 3,065 of 3,246 eligible patients over a 55-month period. There were significant differences between hospitals for all chart-based indicators (p < 0.001), family satisfaction (p < 0.001), family-rated quality of dying (p = 0.03), and nurse-rated quality of dying (p = 0.003). There were few significant changes in these measures over time, although we found a significant increase in pain assessments in the last 24 hours of life (p < 0.001) as well as decreased documentation of family conferences (p < 0.001) and discussion of prognosis (p = 0.020) in the first 72 hours in the ICU. CONCLUSIONS: We found significant interhospital variation in ratings and delivery of palliative care, consistent with prior studies showing variation in intensity of care at the end of life. We did not find evidence of temporal changes in most aspects of palliative care, family satisfaction, or nurse/family ratings of the quality of dying. With the possible exception of pain assessment, there is little evidence that the quality of palliative care has improved over the time period studied.

Provider profiling models for acute coronary syndrome mortality using administrative data.

BACKGROUND: Administrative data have been used to construct risk-adjustment models for provider profiling to benchmark hospital performance for acute myocardial infarction (AMI), but much less for acute coronary syndrome (ACS). We assess the impact on risk model performance and hospital-level mortality rate ratios (SMRs) of three key issues: comorbidity measurement methods, inter-hospital transfers and post-discharge deaths. METHODS: Logistic regression models for 30-day total mortality used three years of national public hospital emergency (unplanned) admissions data for England for ACS (n=329,369) linked to death registrations. We compared using the Charlson comorbidity index with modelling previous admissions. RESULTS: Prior admission for various conditions such as cancer and renal failure was associated with higher post-ACS mortality, whereas previous AMIs, PCI and unstable angina admissions were associated with lower mortality. The Charlson comorbidity index performed better than one- and five-year admission histories. Discrimination (c=0.81) was comparable with that from clinical databases. Adjusted 30-day total mortality rates ranged between hospitals from 6.3% to 13.3%. Median differences in SMRs between the comorbidity-adjustment methods were small. Although SMRs and outlier status could change, a hospital's 'qualitative' mortality rating (low, average or high) was not affected. In contrast, a sizeable minority of SMRs changed by ≥ 10 points if transfers were excluded or post-discharge deaths ignored. Model choice occasionally affected funnel plot outlier status. CONCLUSIONS: Models for comparing hospitals' ACS mortality can be constructed with good discrimination using English administrative hospital data. Adjusting for transfers in and capturing post-discharge deaths are more important than the choice of comorbidity adjustment.

Better blood management could be a boon for hospitals.

Surgery without transfusions saves money, improves patient outcomes, proponents say. So what's holding you back?