Avaliação de desempenho de unidades de saúde, sob gestão de Organização Social de Saúde

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Ferreira Junior, Walter Cintra
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Over the last 15 years, the administration of public health units by Social Health Organizations (OSS) has been growing and consolidating as an excellent alternative to increase the efficiency of services provided. The model of health services management by OSS is already present in more than 23 states and 220 municipalities in the country (SOUZA, 2017). According to the study prepared by the Health Department of the State of São Paulo, the health services management model by OSS is more cost-effective under several indicators, when compared to the direct management of general hospitals, pointing to higher productivity and lower cost, and concluded that OSS management can be up to 52% more productive and 32% cheaper for the State of São Paulo than the direct administration system (SOUZA, 2017). However, this model still presents variability in the results of the units as portrayed by the Federal Court of Audit (TCU), pointing out not so positive references, highlighting the difficulties in monitoring compliance with clauses and targets established in the management agreement by the contractors (WERNECK, BOTTARI, 2016). Aiming at the possibility of promoting a management model that allows greater competitiveness, the study deepened the factors influencing the performance of health units administered by the OSS, in order to allow future actions in actions to mitigate the variability and leverage equipment performance analyzed. Because it is the analysis of the methodology of performance evaluation created by a certain Social Health Organization (OSS), we chose a case study format. The results obtained through the application of the study demonstrate that one of the most relevant factors to ensure the best performance of health units administered by an OSS is the interaction between the contractors, fulfilling contractual obligations, financial onlending flows and medium partnership for the long term, in order to sediment the culture of continuous improvement.

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