Assessment of the Feasibility of the Main Vectors of the “Strategy for the Development of Healthcare until 2030”

Work on the preparation of the strategic development plan for the period up to 2030 has been going on for three years in a row, but the content of the strategic goals and objectives still remains uncoordinated. The object of the article is to analyze the compliance of the goals and objectives defined in the project “Strategy for the development of healthcare until 2030” with the modern challenges faced by the industry in recent years. The content of the projects “Strategies for the development of the health care system until 2030” dated February 23, 2022 and February 13, 2023 was analyzed. Among the main differences of the mentioned documents, the following are identified: in the first version of the Strategy, the thematic directions and strategic priorities are highlighted, in the second – strategic goals, operational goals and tasks; emphasis in the second version of the document on the development of areas related to new challenges, ensuring adequate financing of the system, taking into account European integration aspirations, monitoring the quality of service provision, digitalization of management and investment attraction. The content of the tasks of each operational goal, revealing the essence of the three strategic goals, was analyzed for their expediency and compliance with the current state of affairs and changes in priorities that have occurred recently. As a result of studying the content of the strategic and operational goals of the Strategy, as well as the tasks within each operational goal, it was determined that: the Strategy implementation indicators specified in the document have remained almost unchanged over the past few years and are indicated in many documents of strategic and operational planning for the development of the industry; there is a significant discrepancy between the vision of the key development priorities of the industry by the VRU Committee on the Health of the Nation, Medical Care and Medical Insurance and the main development goals defined in the Strategy; out of 141 operational tasks, only 58% (82 tasks) are appropriate, 9% (13) tasks are contradictory and 33% (46) tasks duplicate the content of others or have a populist character; tasks that involve increasing the level of digitization of the health care system are indicated within almost every operational goal, which prevents a holistic and systematic understanding of the main prospects for the use of information technologies in the provision of medical services and system data management; the degree of processing of issues related to financing the implementation of operational measures is insufficient; there is no analysis of the risks of implementing the Strategy and measures to minimize them.