zdravstveno varstvo v sloveniji in posebnosti analize poslovanja ...

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Za uspešno obvladovanje sprememb mora bolnišnica obvladovati kakovost poslovanja in slediti razvoju, se izobraţevati, upoštevati standarde, navodila, postopke ter spreminjati kulturo organizacije. V pogojih gospodarske krize je izboljševanje upravljanja na področju zdravstvenega varstva še posebej izpostavljeno, saj je zaradi javnofinančnih omejitev optimalna uporaba razpoloţljivih sredstev in kakovostno izvajanje zdravstvenih storitev posebej pomembno. V Sloveniji namreč bolnišnično zdravljenje predstavlja kar 48% vseh odhodkov obveznega zdravstvenega zavarovanja. Za uravnoteţenost poslovanja bodo potrebne tudi zakonske spremembe na področju celotnega sistema zdravstvenega varstva. KLJUČNE BESEDE: zdravstvo, sistem zdravstvenega varstva, bolnišnica, management, analiza poslovanja, kazalnik, kakovost, zagotavljanje celovite kakovosti. vi
SUMMARY Health Care in Slovenia and specificity analysis of the performance of public healthcare institutions. Health care is one element of the wider social security of each country. Health care in Slovenia is regulated based on the Bismarck model of health care and based on the principles of mandatory, the law provides for public insurance. The public health system in our country is based on primary, secondary and tertiary levels. The health care is in Slovenia financed by public and private resources. Public resources represent resources from health insurance funds and state budget. Private sources are primarily means of voluntary health insurance. The global financial crisis and recession has also affected Slovenia. The effect of global crisis, the health sector in Slovenia began to show in early 2009. In this crisis, the effects are felt in particular hospitals. Hospitals are the biggest consumers of financial resources earmarked for health care. Hospitals have dealt with operating difficulties and losses since their establishment as independent business entities following the reform at the beginning of the 1990s. Cost-cutting measures were thus a permanent feature and were only partly effective. During this time, four approaches to hospital financing were introduced, but failed to improve the hospitals´financial position. The hospitals were hit by the 2009 financial crisis without having any reserves. Over the long term, however, reserves lie in the hospitals´organisational structure, modifications to processes associated with human resouces and in effective information support. The challenges of health systems are shifting from constantly searching a balance between financial sustainability ang growing demants for health services. The state expects more officiency from the public healthcare sector to satisfy increased demand for healthcare services. Within this it is necessary to ensure successful operating performance respectivery a positive bottom line. This is the responsibility of management personnel who needs to cut operating costs by means of various managerial tools. By this is important that all employees are included in the streamlining process considering that they are well aware where savings can be made. The quality management system and mastering costs are important factors of efficiency and performance. The introduction procedure of a comprehensive quality system is very specific for each organization, and is therefore impossible to be introduced routinely, in the sense to be applied from a similar organization and just transferred into individual health establishment. The basis for ensuring qulity in health care is the cooperation of multidisciplinary skills and cooperation of various specialized groups. vii
Page 1 and 2: UNIVERZA V LJUBLJANI FAKULTETA ZA U
Page 3: IZJAVA O AVTORSTVU MAGISTRSKEGA DEL
Page 8 and 9: In order to achieve this, certain m
Page 10 and 11: 3 ZDRAVSTVENO VARSTVO V SLOVENIJI .
Page 12 and 13: 4.11 Sklepne ugotovitve - predstavi
Page 14 and 15: SEZNAM PONAZORITEV KAZALO GRAFIKONO
Page 16 and 17: SEZNAM KRATIC IN OKRAJŠAV ABO - ak
Page 18 and 19: 1 UVOD Sistem zdravstvenega varstva
Page 20 and 21: Sicer pa bi v primeru zdravstva mor
Page 22 and 23: Kot ostali javni zdravstveni zavodi
Page 24 and 25: Analiza poslovanja je opravljena na
Page 26 and 27: 2 ANALIZA POSLOVANJA V ZDRAVSTVU H
Page 28 and 29: Stroški zdravljenja na pacienta ta
Page 30 and 31: V ta namen so zato v uporabi standa
Page 32 and 33: Problem dojemanja uspešnosti je v
Page 34 and 35: Merjenje in vrednotenje zmogljivost
Page 36 and 37: Metoda uravnoteţenega sistema kaza
Page 38 and 39: Slika 3: Model osnovne verige vredn
Page 40 and 41: Slika 5: Veriga vzročno-posledičn
Page 42 and 43: Slika 6: Uravnoteţeni sistem kazal
Page 44 and 45: Hočevar izpostavlja več prednosti
Page 46 and 47: 3.1 ZDRAVSTVENI SISTEM V Sloveniji
Page 48 and 49: V Evropi so tako na podlagi teh dve
Page 50 and 51: Predvidene spremembe v predlogu Zak
Page 52 and 53: Uporabnik je v tem razmerju bistven
Page 54 and 55: 3.2.3 FINANCIRANJE ZDRAVSTVENEGA SI
Page 56 and 57:
Na podlagi podatkov OECD za leto 20
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3.4 STRATEGIJA RAZVOJA ZDRAVSTENEGA
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Upravljanje na področju javnega se
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3.5.1 VLOGA IN NALOGE MANAGEMENTA V
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Poleg tega menedţment ne sme zanem
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To v praksi pomeni zdravstveno obra
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Predstavlja stopnjo odličnosti zdr
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stopnja intenzivnosti dela, ki omog
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Za potrebe izboljševanja kakovosti
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4. Izkušnje pacientov - cilj: meri
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Tabela 3: Razlika v povprečni ţiv
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Obvladovanje stroškov v zdravstvu
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Tako na primer Marko Kranjec (Kranj
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4 ANALIZA POSLOVANJA SPLOŠNE BOLNI
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Nekatere dolgoročne cilje je bolni
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Tabela 5: Doseganje plana s koefici
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Graf 4: Primer strukture prihodkov
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Graf 5: Primerjava strukture posame
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Finančni načrt pripravi bolnišni
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Posamezna akutna bolnišnična obra
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4.5.1.2 Stroški storitev Tabela 10
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Leto 2008: stroški dela so bili vi
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Leto 2010 pomeni iskanje dodatnih n
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4.7.1 PREDSTAVITEV POSLOVNEGA IZIDA
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Značilnost leta 2008 je tudi sprej
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Vodstvo mora upoštevati dejavnike
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Odhodki v EUR Graf 7: Skupni invest
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Z uporabo KP je omogočena boljša
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Gre za ţe omenjeni, s strani MZ iz
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Poslovno leto 2009 je bilo v bolni
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Uspešnost poslovanja bolnišnice j
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S strateškim odločanjem se mora m
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Iz navedenega izhaja, da sistem fin
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Dejstvo je, da je bil deleţ stroš
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H7 - Varčevalni ukrepi v javnih zd
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Za menedţment v javnem zdravstvu j
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Management se nanaša na procese, k
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7.2 KAKOVOST IN POSLOVNA ODLIČNOST
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Kakovost storitev in varnost bolnik
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Notranji procesi (produktivnost zap
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Do leta 2004 se je tako v 27 drţav
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Izvajanje varnostnih vizit v prvi v
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9 UPORABNOST REZULTATOV RAZISKOVANJ
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10 ZAKLJUČEK Zdravstveni sistem ve
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LITERATURA IN VIRI LITERATURA 1. AL
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31. KAPLAN, R., Norton, D., (2001).
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66. SKELA-SAVIC, B., (2007). Dejavn
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VIRI 1. Ministrstvo za zdravje (201
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PRILOGE Priloga A Tabela 1: Značil
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Zunanje poročanje - za potrebe zun
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Priloga Č Tabela 3: Navpična anal
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Priloga E Gleich (2002, str. 449) n
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Delni prenos financiranja zdravstve
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Na področju financiranja: pod
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Plan 2007 31.12.2007 31.12.2006 Ind
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Priloga N Primer obrazca: Obračun
Page 168 and 169:
Priloga P Tabela 10: Poslovni izid
Page 170:
Priloga Š Izvrševanje programa zd
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