Affiliation:
1. Sumy National Agrarian University
Abstract
The economic essence of such categories as «management», «financial resources»and «financial support»in the medical field was studied, which allowed us to generalize the main characteristics inherent in them. Certain characteristic features of financial support, which are specific to medical institutions in order to maintain their effective activity and further development, are considered.The original provisions of the Concept of the reform of the financing of the health care system, adopted in 2017, which played a key role in the reform of the medical industry, were considered. An analysis of the financing system of health care institutions was carried out, starting from 2018 (transition period) until 2021.It was determined that the goal of financial support is the formation of a new model of financing health care institutions, which is determined by transparent state guarantees of providing free medical care to citizens, improving the financial protection of the population in case of illness, effective and fair distribution and use of public funds and reducing informal payments, application incentives for improving the quality of providing medical services to citizens by medical institutions of all forms of ownership. Therefore, the problem of improving the process of managing the financial support of medical institutions is the most urgent.The positive consequences of the medical reform have been proven, namely: medical institutions apply market principles of functioning; use methods of rational management of financial flows (incoming and outgoing); the autonomy of medical institutions and the possibility of self-sufficiency and self-financing, obtaining the status of an enterprise, are increasing; the effectiveness of medical institutions increases due to market orientation, purposefulness and responsibility for their activities; the institution's competitive advantages increase.
Publisher
State University of Infrastructure and Technologies
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3 articles.
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