Analysis of the implementation, management, operation and sustainability of the Interfederative Health Consortia and the Regional Specialty Polyclinics, in the State of Bahia, Brazil. This is a single case study of a qualitative nature, with interviews with managers, social control, regulation, legislative, and mayors of municipalities in the member. The results indicate that capital expenditures and permanent cofinancing by the state manager are factors that encourage the participation of vertical consortia. The support of small municipalities, social participation bodies, and municipal councils stood out. We observed the strengthening of the cooperative relationship among public administrators from formal decision-making spaces and by the need for daily management of specialized care (SC). The offer of SC via consortia mitigated the dependence on buying SC from private services. The fear of losing autonomy, centralizing care in state equipment, and ignoring municipal financing were challenges in the process of restructuring regional specialty services. The support and sustainability of the initiative was based on the evaluation of a situation in which the accessibility to SC was more favorable after implementation of the Polyclinic and of user satisfaction with the quality of services. Strategies to communicate with the population and to bring together instances of social control need to be undertaken. We consider that the case represents a format, within public management, for the provision of more viable and timelier SC, gaining in dimension and quality, especially in territories with a significant number of small municipalities.
Keywords:
Health Consortia; Regional Health Planning; Health Management; Secondary Care
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