In Brazil, digital health infrastructure is understood as a means of strengthening the universal nature of our universal health system, the SUS, and generating public value. It can reduce household expense, prevent the waste of public resources and improve health outcomes. For citizens, telehealth, remote care and digital access to health information can reduce travel, transportation expenses and lost working days, particularly for people living in remote areas or with limited access to specialists. Integrated patient histories reduce the need to repeat tests, consultations and procedures.
For government, more integrated, reliable data enables better planning for service delivery and allocating resources according to actual population needs. This reduces waiting lists, optimises the procurement and distribution of medicines, and reduces inventory losses. The responsible use of artificial intelligence and data science also helps identify anomalies in procedures, strengthen the integrity of public expense and improve the management of health-related mitigations.
Another important benefit is the ability to identify risks early, monitor chronic conditions and support clinical decisions. The health system can intervene before a condition requires hospitalisation or more complex, costly treatment.
Success should be measured by the ability to improve population health, protect families from avoidable expenses, and use public resources more equitably and effectively.
How can digital tools for health be designed to include people with the least access?
Digital service is not inclusive simply because it’s available online. It must be designed for the realities of people facing the greatest barriers: in remote areas, Indigenous territories, quilombola and riverine communities, and where connectivity, transportation, specialised care and digital literacy remain limited. Digital channels must complement rather than replace face-to-face and community-based care.
Brazil is working to integrate telehealth services as a structural component of our system. These services help connect primary care teams with specialists, improve clinical decision-making and reduce gaps in healthcare provision. A strategic priority is expanding telehealth through special Indigenous health districts, as well as quilombola and riverine communities, where telehealth can reduce travel, provide specialist support, strengthen local teams and improve continuity of care. These services must be adapted to each territory’s cultural, linguistic, logistical and epidemiological context, not imposed as solutions from outside.
This expansion requires investment in infrastructure to expand connectivity across thousands of healthcare facilities. Digital tools must work on low-bandwidth connections, basic devices and limited data plans. They should use clear language, intuitive interfaces, accessibility features and, whenever possible, not require continuous internet access. Information must be offered in formats that reflect different literacy levels, disabilities, language and cultural contexts. Inclusion must begin with the design process. Users, health professionals, community representatives and local leaders should participate in identifying needs, testing solutions and evaluating services, which is essential for avoiding technologies that fail under real conditions.
Finally, data should be analysed by territory, income, race and ethnicity, gender, age, disability, and other relevant characteristics. This allows the government to identify gaps and redirect resources.
What are you most proud of?
The Secretariat of Information and Digital Health was established as a federal body responsible for coordinating across the Ministry of Health and other levels of state and municipal governments. It made it possible to integrate different initiatives, beginning with how we collect data and integrating systems that were fragmented into our National Health Data Network (RNDS). This is improving our analytics and intelligence, which is strategic information for creating different public targets. So the patient has their data; the professional has it in the clinical setting, so they can take better decisions and guarantee continuity and quality of care; and the manager takes better decisions because they’re informed of strategic information through planning and prediction.
What tasks and challenges lie ahead?
We must strengthen capacity building for managers, health professionals and patients. We are more prepared for applying AI for the good of everyone. We have a plan for data and operational sovereignty and, with other government sectors, are on a long-term path for technological sovereignty. We are also connected internationally with the Global Digital Health Partnership, BRICS, the G20, and the Latin American and Caribbean Network of Digital Health (RACSEL).
What political choices must be made for a healthier future?
First, treat health as a right and digital transformation as a means to fulfilling that right. Technology must not become an end in itself. It must serve the principles of universality, equity and comprehensive care that underpin Brazil’s health system. Brazil is integrating interoperability, data governance, telehealth, digital services, infrastructure, information security, workforce development and emerging technologies within a single public policy framework.
Second, prioritise sustainable foundations. Governments need to invest in public digital infrastructure, secure data exchange, connectivity, reliable health identification and institutional capacity before seeking to implement AI at scale. Otherwise, innovative technologies remain isolated experiments.
Third, direct innovation towards concrete health system needs. Brazil prioritises solutions that reduce waiting times, support clinical decisions, improve procurement and stock management, identify irregularities, expand access to specialised care, and improve health surveillance and planning.
Fourth, combine innovation with responsible governance. Brazil is advancing risk and impact assessment mechanisms, regulatory validation, data protection, transparency, expandability and qualified human oversight. Public participation must also be part of governance. We have mechanisms to ensure that decisions are made through social participation as well as technology providers and technical teams.
Fifth, invest in people. Strengthen digital literacy and prepare students, professionals, managers, professors and public health workers to use data and AI critically, ethically and responsibly. Technology cannot strengthen health systems if people cannot question, interpret and safely use it. This requires whole-of-government coordination.
Finally, strengthen international cooperation without deepening technological dependency. Countries, particularly in the Global South, must have the capacity to develop, adapt, evaluate and govern solutions according to their own epidemiological, social and institutional realities. International organisations should support public digital infrastructure, workforce development, common standards and safe innovation environments, while respecting national sovereignty over data and health systems.
A healthier future will depend on the choices we make now. Technology that does not advance equity cannot be considered genuine progress.
