Dissertação
Redes de saúde e (m) desastres: cartografias da resiliência em Santa Maria - RS
Fecha
2018-03-27Autor
Hinterholz, Lisiane Bernhard
Institución
Resumen
The disaster in the night club “Kiss” happened in January of 2013. Since, technologies and
protocols have been published. This research explores characteristics of the services network
and of the management that help or produce barriers to the facing of big dimension disasters.
The goals of the investigation were “to cartograph” the making of healthcare networks to face
the effects of the disaster in the night club Kiss in Santa Maria, Rio Grande do Sul; register
ideas that oriented the production of healthcare networks to attend the victims of the Kiss club
disaster; mapping the main points of attendance and (in) it’s (dis)articulations; identifying the
initial conditions and decisions that contributed to the resilience of the healthcare network of
Santa Maria; propose strategies/hints so that caring networks can respond to the emergencies
and grant continuity of the care in situations of disaster. Are highlighted the characteristics of
immediate care, the creation of new points in the network and the management of a public
hospital. Methodology: this is a qualitative, participative investigation, with characteristics of
the Fourth Generation Evaluation associated to the cartographic method. The main sources of
information are individual and collective interviews with representatives of groups with
distinctive interests in the proposed theme. Highlighted themes were placed once again in the
talk and took part in interviews with the remaining representatives. Six interviews and one focal
group were made. These were transcribed and analyzed, generating a text with the narrative of
assistance in the disaster and another with the categories Importance of SUS, network
management and longitudinal care. Results: the initial confrontation depends more on the
capacity of mobilization, connectivity and community resources. The attendance to the victims
demands vision of complementarity (in the multi-professional work and in the network) and the
opening to less hierarchic forms of service management (already existent or new). The work of
many fronts, the negotiation with representatives from many spheres of the government, the
entry of the private and corporate interests, the inclusion of different theoretical perspectives,
the participation of volunteers and the protection facing the press offensive demanded
methodologies of institutional support and other, more democratic, forms of management.
Experience in co-management was an important facilitator. The inexistence of public services
is the barrier to the immediate assistance and the frailty of the basic care limits the longitudinal
care. Concearning the public hospital, new forms of management emerged, composing the
Universidade Federal de Santa Maria, Rio Grande do Sul, coordinators and assistance teams.
Characteristics of more democratic management do not stand after the crisis and the experience
is not utilized to face day-to-day scenarios.