The coronavirus disease-2019 (COVID-19) pandemic and the mobility restrictions governments imposed to prevent its spread changed the cities’ ways of living. Transport systems suffered the consequences of the falling travel demand, and readjustments were made in many cities to prevent the complete shutdown of services. In Córdoba, the second largest city in Argentina, the Municipality dictated route cuts and reduced frequencies to sustain the buses and trolleys system. In 2022, Martinazzo and Falavigna assessed potential accessibility to hospitals before (2019) and during the pandemic (2021). Overall, the study indicated that average travel times increased by 20% and that the gap between less vulnerable and more vulnerable population quintiles reached almost 8 points. In this paper, potential accessibility to public hospitals in 2022 and 2023 is calculated using Martinazzo and Falavigna’s (2022) work as a baseline to compare, considering that neither cutting the services during the pandemic nor recovering the service after the pandemic the Municipality performed an accessibility assessment. The main results showed that, despite the system having almost recovered its extension by 2023, it maintained the regressive tendency between less vulnerable and more vulnerable population quintiles, as the difference in average travel time between these two groups reached up to 14 min, while the cumulative opportunities measure for the high-income groups was up to 68% higher than the most vulnerable households.

This study examines the effect of perceived organisational politics on organisational silence through the mediating role of organisational cynicism. In addition, it tests the effect of perceived support on this relationship. A quantitative (questionnaire survey) design was used to gather data from 346 employees in three public hospitals in Iraq. The structural equation model was used for data analysis. The results demonstrate that all the major hypotheses were accepted, and important role of perceived support in reversing the positive relationship between perceived organisational politics and organisational cynicism was also highlighted. Furthermore, the mediating role was clear in terms of organisational cynicism and the relationship between perceived organisational politics and organisational silence.

Objectives: This study reports on the development of a critical process for health technologies incorporation concerning an Argentinean Provincial Ministry of Health (MOH) in collaboration with the University of Lanús from 2008 to 2010.

Methods: We describe the approach developed to adapt selected international experiences to provincial scenario. Bibliographic review, regulations examination, key informants interviews and iterative adjustments after various stages of consultation and consensus building with main local players, contribution from foreign experts, and piloting of process and instruments for ultimate fine-tuning are described. We examine final proposal in the light of new updated studies.

Results: Analysis of regulations revealed that rules governing the provincial system were historically linked to administrative resolutions in relation to procurement with poor consideration to clinical, epidemiological, organizational, and health policy aspects. Key informants from hospitals, MOH, and other governmental agencies agreed on the lack of a process capable of guaranteeing a decision about health technology incorporation based on a transparent use of the best available information, ready to deal with competitive pressures. This adaptation provided a structured and explicit process (introduction, implementation, and development) as well as essential and supporting tools.

Conclusions: MOH adopted the proposal for its progressive implementation while institutional evaluation capacity develops. Further studies are needed on the value placed on health technology assessment–based processes and recommendations by clinicians, managers, policy makers, and patients.

Disaster management plans of emergency departments (EDs) in four major public hospitals were reviewed. A comparison was made between these plans, and they were analyzed to gain an understanding of the differing objectives and doctrines behind the practices. These were summarized into five major management concepts, which are considered to be critical to the success of a disaster plan: 1) staff mobilization systems (cascading vs batch mobilization); 2) staff deployment systems; 3) team organization (surgeons vs residents); 4) area management (the role of the area manager); 5) casualty volume management (accommodation vs expansion vs extension concepts). The-concepts derived should serve as a useful guide to the development of an ED disaster plan and potentially influence how new ED facilities could be planned.