"We are starting a 360-degree revolution in local healthcare," says Paolo Cannas, general manager of ASL 3 in Nuoro. "Everything is based on taking charge of patients at home. We have already started with telemedicine." A revolution that starts from the bottom, to give a boost to that territory where access to care often seems like a mirage. And where the San Camillo hospital is constantly struggling with shortages. This is why the agreement signed this morning in Sorgono by the ASL Nuoro and the Gennargentu-Mandrolisai mountain community has the feel of a conquest that has been awaited for years. The territory is investing decisively in proximity medicine. With approximately 2 million euros dedicated , funds from the Snai project (National Strategy for Internal Areas).
Change of pace
Mandrolisai is trying to react. All possible through the Snai project, a virtuous bet financed with almost 10 million euros of ministerial and regional funds. And if the eyes are focused above all on healthcare, in light of the chronic lack of doctors, the Mountain Community project intends to strengthen three services considered essential and lacking: mobility, education and indeed health . "Finally this path sees the light", says Paolo Cannas, "in the last two years we have planted the "seed" to do proximity medicine. Something is already visible. Telemedicine aside, we have "community nurses"; then, we are following several elderly people in the so-called active mobility paths. With this agreement that we have stipulated with the Mountain Community, and with this money available, the communities are coming together and strengthening what has already been sown". A project that is coming to life, aims in the short term to give the desired answers to the territory . The general manager of the health company points out: «We have already started, now it is a matter of making a specific call to increase the number of “devices” to be given at home; therefore, calling the nurses who will become “community” nurses. There will be several “case managers”: they will go around the various homes in the area to monitor the patients followed at home». Cannas does not hide his enthusiasm: «Ours is a synergic activity, the area is responding in the best possible way. The message is clear: healthcare in these areas is far away, so here more than in other places we must focus on proximity medicine».
The project
A path that is proceeding quickly, supported by the Gennargentu-Mandrolisai Mountain Community with the strong support of ASL 3. As anticipated, it includes the improvement of integrated home care services, with the use of professional figures active and trained in the territory who integrate the public service and collaborate with the community nurse. It is in this juncture that the role of the local health authority plays a priority, through the use of telemedicine and tele-assistance services. In short, a new way of understanding healthcare is emerging from Mandrolisai. More flexible, linked to the needs of the territory, less "hospital-centric". "Ours is a revolution because for the first time, not only in our territory, healthcare is being built from the bottom up, with a direct relationship between the institutions and to create effective and concrete solutions", says Alessandro Corona, mayor of Atzara and president of the Gennargentu-Mandrolisai Mountain Community. Paolo Fontana, president of the Sorgono Health District, adds: "Today is an important day for the territory. Let us carry out actions that will benefit everyone. Let us hope that this is a good omen for the future."
Two “cards”
When it comes to healthcare, the Snai project includes two project cards: “A healthy community, a new community welfare” (920 thousand euros) and “Territorial healthcare” (977,500 euros). Among other things, the project includes: the activation of the family and community nurse service, with the hiring of five nurses for 36 hours a week for a period of 28 months; the strengthening of the tele-assistance and telemedicine service, which will involve 150 patients in the area for 24 months; the “case manager” service, with the hiring of 2 operators for 24 months; the “birth path” service, which will be able to count on another 2 operators for 18 hours a week for 28 months; the implementation of the “Integrated home care” service, with 2 nurses for 36 hours a week for 28 months; the birth of the physical activity service with 2 Isef-Motor Sciences instructors, for 18 hours a week for 24 months.
