Partnership in Healthcare System Sustainability and Resilience: Russian Healthcare System Analysis

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Abstract

Background. In 2020 the global community faced a serious unexpected challenge — COVID-19. Fighting the aggressive spread of the coronavirus required rapid reconfiguration of the Russian healthcare system, while exposing its weak spots and pressure points. Critical evaluation of the Russian healthcare system’s resilience to crises offers new perspectives on the most effective management and organizational solutions for resolving this crisis. Research objective. The main goal of this study is to make a significant long-term contribution to the Russian healthcare system by developing a set of recommendations for increasing the system’s sustainability and resilience to crises. Methods. For this study, specialists developed a framework that includes a set of questions in the 1) domains of governance, 2) financing, 3) workforce, 4) medicines and technology and 5) service delivery, which align closely with the well-recognised WHO health system building blocks. In each domain, a series of targeted questions concerned both sustainability and resilience. Findings. The main areas of work for increasing the Russian healthcare system’s sustainability and resilience to crises include: adapting the existing legislative framework to the current crisis, and to prepare it for similar crises in the future; increasing healthcare funding; improving the image of the medical profession; promoting healthcare digitalization; reducing the pressure on the inpatient and emergency care services by strengthening preventive and rehabilitative care services. Conclusion. The synthesis and analysis of materials relevant to understanding the impact of the coronavirus pandemic on the Russian healthcare system, supplemented by expert assessments and examples drawn from practice, allowed the authors to compile a list of recommendations for ensuring the healthcare system’s sustainability and resilience to future crises. This list offers potential for healthcare industry development.

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About the authors

Elena I. Aksenova

Research Institute for Healthcare Organization and Medical Management of Moscow Healthcare Department

Email: AksenovaEI2@zdrav.mos.ru
ORCID iD: 0000-0003-1600-1641
SPIN-code: 1448-9797

PhD in Economics

Russian Federation, 9, Sharikopodshipnikovskaya str., 115088, Moscow

George Wharton

London School of Economics and Political Science

Email: G.A.Wharton@lse.ac.uk

Senior Lecturer

United Kingdom, London

Nadezhda A. Vosheva

Research Institute for Healthcare Organization and Medical Management of Moscow Healthcare Department

Email: VoshevaNA@zdrav.mos.ru
ORCID iD: 0000-0001-6546-3530
SPIN-code: 8004-8530

Head of the Sector

Russian Federation, Moscow

Dan Gocke

London School of Economics and Political Science

Email: d.j.gocke@lse.ac.uk

Research Associate

United Kingdom, London

Natalya N. Kamynina

Research Institute for Healthcare Organization and Medical Management of Moscow Healthcare Department; Institute of Social and Economic Studies of Population of Russian Academy of Sciences

Author for correspondence.
Email: KamyninaNN@zdrav.mos.ru
ORCID iD: 0000-0002-0925-5822
SPIN-code: 2031-6825

MD, PhD

Russian Federation, 9 Sharikopodshipnikovskaya street, 115088 Moscow

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