Bibliographic citations
Ugarte, C., (2023). Recursos humanos en salud lecciones aprendidas de la pandemia por COVID-19 para sus políticas y gestión en MINSA y gobiernos regionales [Universidad Peruana Cayetano Heredia]. https://hdl.handle.net/20.500.12866/14544
Ugarte, C., Recursos humanos en salud lecciones aprendidas de la pandemia por COVID-19 para sus políticas y gestión en MINSA y gobiernos regionales []. PE: Universidad Peruana Cayetano Heredia; 2023. https://hdl.handle.net/20.500.12866/14544
@phdthesis{renati/910931,
title = "Recursos humanos en salud lecciones aprendidas de la pandemia por COVID-19 para sus políticas y gestión en MINSA y gobiernos regionales",
author = "Ugarte Taboada, Claudia Maria Teresa",
publisher = "Universidad Peruana Cayetano Heredia",
year = "2023"
}
The COVID 19 pandemic posed a challenge never seen before for health systems, mainly a high demand for human resources in health (HRH). In Peru, even before the pandemic, there was a gap in the availability of HRH, centralized distribution, inadequate working conditions, low pay scale and lack of capacity building. The objective of the study was to describe and analyze the effect of the implementation of policies and changes in management, during and after the health emergency in Ministry of Health and the Regional Governments, on the coverage of human resources in health (financial, geographical and services) for the care of COVID-19 and the lessons learned. The present study is a systematization of the experience and changes produced in the policies and management of human resources in health during the COVID-19 pandemic. The results showed that HRH coverage by region, at all levels of care, increased mostly at the hospital level and in Lima, with continued inequity between regions. Human resource density increased by 8.17 points compared to the pre-pandemic stage and is very close to the international standard, although far from the standard in terms of physicians and nurses, with a marked lack of specialists, especially intensivists. Three strategies were implemented to increase care coverage: vaccination brigades, itinerant brigades, and a pyramid system in intensive care, critical care and hospitalization areas. Financial coverage for HRH exceededs US $ 1.68 billion and had the required political support. There was a recomposition of labor relationship mechanisms, hiring personnel quickly in the administrative service contract - COVID modality, as well as remuneration and incentive mechanisms. Modifications were made to rural urban marginal health service, the end of the medical residency program for ICU and related specialties was brought forward, and health science interns were incorporated into the first level of care. The mental health problem of HRH and their burnout became relevant, as well as the training deficit, especially at the first level of care, missing the opportunity to strengthen it.
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