This article analyzes the process of interaction between the Instituto de la Salud Juan Lazarte research team and the Buenos Aires Public Health Insurance (PHI) management team during the design and development of the study titled "PHI Institutional Capability Analysis and Performance Evaluation", currently underway. From a cross-disciplinary perspective, examining different areas of interaction between the SPS management team and the research team, the relationship is characterized as an application of the "interaction model". This approach promotes the construction of interfaces that allow the development of negotiation and collaboration between the scientific and political "communities". Application of this model has produced changes in the conceptual and methodological framework and in substantive issues during implementation of the SPSMI.

The evaluation of the pertinence of the strategy was explained by the particularities of the institutional context, as well as the goals and survival strategies used by each organization.

Resumen El propósito de este trabajo es explorar el perfil del litigio por el acceso a la atención de la salud, tramitado ante la Corte Suprema de Justicia Argentina, y reflexionar sobre su potencial para influir sobre la equidad y el derecho a la salud, en el marco de un proceso de crecimiento de la judicialización. Se llevó a cabo un análisis documental de 125 litigios con sentencias dictadas entre 1994 y 2013. Se observó una preeminencia de la reclamación individual (88% reclamantes personas físicas individuales), y de reclamantes afiliados a la seguridad social o a seguros privados (64%), con un esquema típico del derecho privado (87% reclama cobertura de un servicio médico). El 75% de los fallos ordenaron brindar los servicios de salud reclamados, sin visibilizar los fallos del sistema de salud, ni ordenar acciones para promover la equidad y garantizar el derecho a la salud, que alcancen a otras personas sometidas a la misma situación que el reclamante. La judicialización, hasta el momento, no está promoviendo activamente la equidad, el derecho a la salud y el diálogo interinstitucional.

Strengthening and empowering first-level health-care produced innovation favouring: the consolidation of a "PHC movement" having strong social commitment and improved services performance. The clan governance mode (regulating collective action via voluntary adhesion to shared values) was crucial for developing PHC between 1995 and 2004. Later on, the movement's fragmentation and the challenges of integrating the health system required developing hierarchical regulation mechanisms to complement the governance clan mode regulation.

BackgroundPrimary health care (PHC)-based reforms have had different results in Latin America. Little attention has been paid to the enablers of collective action capacities required to produce a comprehensive PHC approach.ObjectiveTo analyse the enablers of collective action capacities to transform health systems towards a comprehensive PHC approach in Latin American PHC-based reforms.MethodsWe conducted a longitudinal, retrospective case study of three municipal PHC-based reforms in Bolivia and Argentina. We used multiple data sources and methodologies: document review; interviews with policymakers, managers and practitioners; and household and services surveys. We used temporal bracketing to analyse how the dynamic of interaction between the institutional reform process and the collective action characteristics enabled or hindered the enablers of collective action capacities required to produce the envisioned changes.ResultsThe institutional structuring dynamics and collective action capacities were different in each case. In Cochabamba, there was an ‘interrupted’ structuring process that achieved the establishment of a primary level with a selective PHC approach. In Vicente López, there was a ‘path-dependency’ structuring process that permitted the consolidation of a ‘primary care’ approach, but with limited influence in hospitals. In Rosario, there was a ‘dialectic’ structuring process that favoured the development of the capacities needed to consolidate a comprehensive PHC approach that permeates the entire system.ConclusionThe institutional change processes achieved the development of a primary health care level with different degrees of consolidation and system-wide influence given how the characteristics of each collective action enabled or hindered the ‘structuring’ processes.