Management Models of Centers of Dental Specialties: Analysis from PMAQ-CEO

Jel Sobrinho,Cm Alcântara,Ehg Lucena,Pjl Martelli,Fas Santos,An Silva

doi:10.4034/pboci.2018.181.42

Abstract

Objective: To identify and understand how management models are being institutionalized in Centers of Dental Specialties, specifically with regard to the public-private relationship. Material and Methods: A descriptive and quantitative study using database of the 1 st cycle PMAQ/CEO External Evaluation, specific to the question directed to managers or Dentists working at CEO: what is the labor link of CEO professionals? It was considered an alternative model when at least one dentist had non-statutory labor relationship. Statistical analyses performed were exploratory and descriptive. Results: Data were collected from 930 CEOs distributed throughout Brazil, of which 170 (18.3%) are under alternative management model, especially in the southeastern (37.6%) and northeastern regions (34.7%), distributed in 147 municipalities, 144 (85%) under municipal management, 22 (13%) under state management. Of CEOs with state management, 68% are in Ceara State and 27% in Parana State. In 78.6% of CEOs, the labor link of dentists is exclusively via direct public administration. Other 10.1% are in direct public administration with new legal arrangements. Only alternative management models were identified in 8.2% of CEOs. Conclusion: A significant number of CEOs are under alternative management model, and its distribution to all regions indicates a consolidation trend.

Highlights

Throughout the 1980s, in a context of global economic crisis and globalization, the debate about the government's fiscal crisis and its consequences on the process of financing public policies was intense
Data were collected from 930 Centers of Dental Specialties (CEO) distributed throughout Brazil, of which 170 (18.3%) are under alternative management model, especially in the southeastern (37.6%) and northeastern regions (34.7%), distributed in 147 municipalities, 144 (85%) under municipal management, 22 (13%) under state management
For the present study, we sought to investigate the following question directed to managers or Dental Surgeons working at CEOs: what is the labor link of CEO professionals? The options for answer to the question included the 12 possible contracting agents of these professionals, namely: direct administration, public law inter-municipal consortium, private law inter-municipal consortium, public law public foundation, private law public foundation, social organization (OS), civil society organization of public interest (OSCIP), philanthropic entity, nongovernmental organization (NGO), company, cooperative and others

Summary

Introduction

Throughout the 1980s, in a context of global economic crisis and globalization, the debate about the government's fiscal crisis and its consequences on the process of financing public policies was intense. The need to reduce state intervention and the containment of public spending, together with the market strengthening have boosted the wave of state reforms in central countries. In this reformist conjuncture, the bureaucratic model, predominant in the public administration, was pointed out as inadequate. Macroeconomic adjustments and administrative flexibilization have come to be seen as solutions to capitalism in facing the economic crisis that has hit many countries. In Brazil, the decade of 1990 was marked by the State reform policy that was responsible for the expansion of market, flexibilization of labor relations and transfer of state responsibilities to private entities [1]

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Conclusion