ABSTRACT
Due to the COVID-19 pandemic, commercial relations have undergone many changes. The advancement of digital technologies that allow instantaneous and real-time communication regardless of geographical distance have changed several daily activities, among them, the way of buying and selling. In the case of agriculture, the direct sale of agricultural products to final consumers, through social networks, emerges as a new form of rural business. However, the encounter between interested parties occurs, most of the time, informally, and it is up to producers and consumers to "meet" in order to sell and buy. In this context, the Fair in the Palm of Your Hand project aims to act as an agent between these two ends so that the encounter is facilitated. To this end, a methodology for Technical Assistance and Rural Extension (ATER) was developed with the aim of creating a digital platform (application and website) that would allow these transactions to be carried out more quickly and credibly. The research area includes locations in the state of Espirito Santo (Brazil) that already have producers and consumers capable of meeting this new market dynamic.
ABSTRACT
Background: SARS-CoV2 pandemic has led to a profound reorganization of hospitals to accommodate a large number of patients. It was essential in the organization to combine both theneed to make patients and health workers safe and allow normalroutine hospitalization.Materials and Methods: The F. Miulli Regional General Hospitalwith about 600 beds Results: The Hospital has been literally divided in half verticallyso as to create a COVID Unit. On 4 floors, 240 beds have beencreated, completely separate from the rest of the hospital, withdedicated entrances for patients, operators and suppliers. Threededicated elevators have been identified. The 4th and 3th floorswere dedicated to sub-intensive therapy, the first floor to intensivecare, while on the second floor there was the undressing and refreshment area with changing rooms and showers for operators.The dressing procedure instead was arranged in the basementwhich was also equipped with an independent entrance. Accessto the COVID area was via an external tunnel. The organization ofthe 'new' hospital also included two operating rooms and a CTroom dedicated, independent and with dedicated paths. Moreover,an area dedicated to obstetrics was created with a dedicated delivery room. In this way patients and operators were isolated butcould enjoy the same structural standards as the rest of the hospital. The action of all the staff of the health management and theengineers, meant that in a week after the pandemic began, thestructure was ready to welcome patients.Conclusions: The Hospital was in full swing from March 16 to June26 the day the last patient was discharged.