INNOVATIVE POTENTIAL OF A MEDICAL ORGANIZATION, AS PART OF ITS ECONOMIC POLICY

The new economic policy of Russia is based on innovation and investment. Before choosing innovative changes, it is mandatory to assess the innovative potential of the organization. can distinguish Three main components can be distinguished in the innovative potential of a medical institution: innovative potential of medical personnel, innovation of facilities and resources, technology innovation (medico-institutional, therapeutic and diagnostic technologies). An audit of the innovative potential of a medical organization is a prerequisite for the formation of a competent economic policy, i. e. business strategies, priority investments. However, studies on a comprehensive assessment of the state of innovative potential of oncological medical organizations have not been conducted yet.

Objective. To study the state of innovative potential of a medical organization, as part of its economic policy, using the example of cancer care.

Materials and methods. The base of the research is the Higher Educational Institution “Ivanovo Regional Oncology Dispensary”, Department of Health, Ivanovo Region. The research program provided for the use of sociological, expert, mathematical-statistical and analytical methods. Units of observation: medical worker (doctor, paramedical worker) and material and technical resources of “Ivanovo Regional Oncology Dispensary”, The study was conducted in 2018. The integral estimation methodology of a medical organization’s innovation potential includes a quantitative assessment of each component of the potential according to the appropriate methodology.

Results. Decline of the innovative capacity medical organization oncological profile on all of its components including: a personnel component at 9,0%, logistical component to 11,0%, technological component at 6,8%. Reduced innovative capacity of health workers is associated with low estimation of its parameters such as: the use of information sources for self-development, the ability to adapt to innovation and research activity. A decrease in the innovative potential of an oncological medical organization was noted in all its components, including: the personnel component by 9.0%, the material and technical component by 11.0%, the technological component by 6.8%. The decline in the innovative potential of health workers is associated with a low assessment of its parameters such as the use of information sources for self-development, the ability to adapt to innovation and research activities. The decrease in the innovation of the organization’s facilities and resources is associated with such indicators as: the scientific and technical level of equipment, the coefficient of accumulation of fixed assets, the coefficient of depreciation of equipment, the coefficient of inclusion of equipment in the standard of assistance. The decrease in innovation in the technological component is associated with the incomplete implementation of such quality attributes of medical services as: efficiency, adequacy, interpersonal interaction, uniqueness, convenience.

Conclusion. The results of the study showed that a change in the innovative policy of medical organizations is required, its transfer from an extensive to an intensive strategic vector of development, the use of free financial resources for the purchase of new generation equipment, and the training of medical personnel in modern work technologies.

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