Digital transformation in Brazil's public health: the role of project management and digital health initiatives
1
Social Impact Directorate, Hospital Sírio-Libanês, São Paulo, Brazil
2
School of Public Health, University of São Paulo, São Paulo, Brazil
3
Sírio-Libanês School, Hospital Sírio-Libanês, São Paulo, Brazil
4
Social communication, advertising and publicity, Álvares Penteado School of Commerce Foundation, São Paulo, Brazil
5
Paulista School of Medicine, Federal University of São Paulo, São Paulo, Brazil
6
São Paulo School of Politics, Economics and Business, Federal University of São Paulo, Osasco, Brazil
Popul. Med. 2026;8(Supplement Supplement 1):A902
ABSTRACT
INTRODUCTION:
The Programme for Institutional Development Support of Brazil’s Unified Health System (PROADI-SUS)1 is a partnership between the Brazilian Ministry of Health and philanthropic hospitals of excellence to support triennial projects developed in strategic areas aligned with the goals of the National Health Plan2. This study reports the technological changes promoted within the healthcare network through project-based actions and the Project Management Office (PMO) of one participating institution.
METHODS:
This study reports results from the PMO and projects implemented by Hospital Sírio-Libanês (HSL) within the PROADI-SUS framework during the 2024–2026 triennium. Data were obtained from institutional management reports and consolidated programme records.
RESULTS:
Through its innovation area, HSL developed three digital health projects: one focused on interteleconsultations in primary healthcare units for Indigenous communities, another targeting vulnerable populations in the Northeast region of Brazil, and a third involving the implementation of an equity-focused mobile application. To capture not only innovation-related outcomes but also activities across all project areas, the PMO developed an integrated project information platform for both internal and external use, named “SIPS”. The SIPS platform includes basic information on all HSL PROADI-SUS projects, the scientific outputs produced, and dashboards designed to support monthly information sharing on physical execution indicators, risks, and financial performance with key implementation stakeholders, including the Brazilian Ministry of Health. Approximately 26000 teleconsultations were delivered. The platform development process lasted 63 days and involved 55 professionals.
CONCLUSIONS:
The findings indicate that this programme represents a successful partnership between philanthropic private hospitals and the public health system. The allocation of technological resources to areas with service gaps expanded access to care in underserved territories3, while information-sharing platforms facilitated transparency, coordination, and effective monitoring of health projects.
The Programme for Institutional Development Support of Brazil’s Unified Health System (PROADI-SUS)1 is a partnership between the Brazilian Ministry of Health and philanthropic hospitals of excellence to support triennial projects developed in strategic areas aligned with the goals of the National Health Plan2. This study reports the technological changes promoted within the healthcare network through project-based actions and the Project Management Office (PMO) of one participating institution.
METHODS:
This study reports results from the PMO and projects implemented by Hospital Sírio-Libanês (HSL) within the PROADI-SUS framework during the 2024–2026 triennium. Data were obtained from institutional management reports and consolidated programme records.
RESULTS:
Through its innovation area, HSL developed three digital health projects: one focused on interteleconsultations in primary healthcare units for Indigenous communities, another targeting vulnerable populations in the Northeast region of Brazil, and a third involving the implementation of an equity-focused mobile application. To capture not only innovation-related outcomes but also activities across all project areas, the PMO developed an integrated project information platform for both internal and external use, named “SIPS”. The SIPS platform includes basic information on all HSL PROADI-SUS projects, the scientific outputs produced, and dashboards designed to support monthly information sharing on physical execution indicators, risks, and financial performance with key implementation stakeholders, including the Brazilian Ministry of Health. Approximately 26000 teleconsultations were delivered. The platform development process lasted 63 days and involved 55 professionals.
CONCLUSIONS:
The findings indicate that this programme represents a successful partnership between philanthropic private hospitals and the public health system. The allocation of technological resources to areas with service gaps expanded access to care in underserved territories3, while information-sharing platforms facilitated transparency, coordination, and effective monitoring of health projects.
| eISSN: | 2654-1459 |
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