Abstract
The article considers the main results of the last stage of the reform of the public health system, its structural restructuring and the creation of hospital districts in Ukraine, considers in more detail the Odessa region and its features. The normative legal acts on which the reform system is based are considered, as well as the results obtained in the Odessa region as of 20.12.2023. The structure of the Odessa hospital district and the features of its construction are investigated. As of 20.12.2023 in Ukraine, 19 regions have formed capable hospital networks, which include 562 institutions, of which 123 are super-clustered hospitals, 157 cluster HCFs and 282 general health care institutions. In the Odessa region, the capable network of the Odessa hospital district included: 7 cluster districts, 5 supercluster hospitals, 13 cluster hospitals, 20 general hospitals. In addition to primary care and emergency medical care facilities, 38 specialized medical care facilities were included. Methodological or regulatory support for the development of such documents neither the CMU, nor the Ministry of Health or health departments provide. Therefore, we proposed a reference model for developing a strategic development plan that can be used for a cluster or general hospital. The reference model for formation of the strategy of organizational development and constancy is offered. In which the structural process of describing the main elements of the strategy for the development of HCV is provided, an approximate example of performing a SWOT analysis for a cluster hospital is given. The passport of description of business processes and indicator, which contains information about business directions, units of measurement, method of calculation, data sources, multiplicity of data collection and methods of verification, criteria of evaluation of data in dynamics, responsible persons and owners of business processes, and its fragment is given. It also considers what should be included in operational annual plans to ensure the necessary effectiveness and viability of the strategy. There are no strict requirements for a strategic plan for the development of a health care institution. This will allow institutions to adapt plans to their real needs, develop and adjust documents that will help develop according to an understandable scenario and measure results.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
