Arbitratilo yang yuzefovich biography

And the discussion of his experience in building a multidisciplinary clinic in market conditions for many of our readers would be interesting against the backdrop of a living discussion in a society about paid and free medicine. The editors while the parents studied, brought up by grandmother. Father was an engineer-builder, he left for work very early while I was still asleep, and returned home when I was already asleep.

Mother is a teacher of the Russian language, from morning till night I was at school, and at home in the evenings I sat over the packs of notebooks. For eight years he has been engaged in boxing. He was a superiractive child-every year he broke the bones once or twice, therefore, in childhood, the reference points were “before” or “after” any injury. Then the dream appeared to become a doctor.

After school, like many, he entered the Medical Institute - he did not enter. Two years of service in the Soviet Army. After the army, it was necessary to get to their feet - not to return to parents, to sit on their neck. I chose Tyumen for two reasons: firstly, good wages, and secondly, there was a medical institute in Tyumen. At the same time, he attended preparatory courses for entering the medical institute.

He entered the Tyumen Medical Institute at almost 22 years old, so I can’t boast that my studies were given to me - I couldn’t - the memory was not the same as the school graduates, and I had to work constantly. He went through a good Stroydskiyadov school - every summer he worked as the commander of a construction detachment. Loading and unloading work at night at a meat commander or a fish factory will not forget until the end of my life.

Since the second year, he worked as a nurse of the surgical department of the first city clinical hospital, from the third year - a orderly, an ambulance paramedic. Then - subinernature, internships in traumotology in the third city clinical hospital, the struggle for duty, operating room, from where we had to be expelled. With a light hand, G. Goldina turned out to be a urologist.

Meetings as legendary in urology, people like L. Schnitsa and G., worked on me as a urologist, worked in the third, second city hospital, studied at the residency of urology, and in parallel had to work in two or three places-then the urologists in the city clinics were two or three people. In the Olovyannikov resort clinic, I had to simultaneously be the chairman of the village council, and Kochegar, and the head of the garage, both the builder, and the chef, and the economist.

It was such a school of life, after which nothing was scared. In the year I was invited to the medical and sanitary unit of Avtodor, for a year and a half completed and equipped the building, and in stages gained a team. By the way, we still have people who were hired even then. They went to medical brigades to the most remote units, invited people to investigate to themselves, to Tyumen.

They did not forget about paid services. I am proud that at that time we earned ourselves up to two -thirds of the budget, and the fact that for almost seven years we remained the only medical institution in the system of the Ministry of Road Construction. Then the fate of other medical institutions of the ministry also touched us - the question arose of closing. It was possible to defend the clinic thanks to the idea of ​​the deputy governor Natalia Aleksandrovna Shevchik - she suggested trying the option of converting the clinic into an open joint -stock company.

And for five years now we have been working as a joint -stock company. Secondly, we do not have an attached population. Imagine the situation: you have a choice - go to the “native” clinic, where you need to pay practically nothing, or go to “Doctor A” to get the same service for which you need to pay money, albeit not very large, but by no means superfluous in your budget.

Therefore, those who are sure that there is a good organization of labor, good specialists, a solid reputation are being treated to us and are treated to us. It is very important to achieve the confidence of patients, and then these points are more important than the free service in the "native" clinic. Of course, the quality of work should be put at the forefront - without high quality there will be no economic well -being.

You can scream at every corner, what a good institution you have, you can fraud with a hundred or two patients, but you can’t close your mouth to the “sundress radio” in the good sense of the word. Thirdly, is it easy for us to compete with a medical institution, behind which is the entire Russian budget, our entire great homeland? Imagine that financial rain in the form of equipment, construction, repairs that are now being collapsed to municipal medical institutions, and us - which does not fall from this rain, and which to maintain competitiveness has to earn it by ourselves.

Over the past five years, we have left practically any equipment since Avtodor. Every year we give a significant increase in revenue. And finally, the most important thing - we have developed such a system of remuneration that made each employee interested in increasing the volume of worn work, maintaining high quality.Over the years, we have created and maintain an atmosphere of search in the team, a constant desire forward.

Yes, we make people much more in our country than their colleagues in other medical institutions, but they earn, and not receive it. He brought one hundred rubles to the total piggy bank - get its 18-24 percent. Hence the efforts of each specialist to work more and better. It is not necessary to adjust anyone to such a system, but the accounting department should be as transparent as possible.

I do not make a secretion from revenue or wages - this is a kind of incentive for others and the most effective advertising, thanks to which we manage to solve a personnel problem. We cannot be compared, pushing our foreheads. Each of us solves the task. Where our interests intersect, I do not see a reason for confrontation. I do not hide the fact that I have much more independence in decision -making, less petty guardianship.

To work in a commercial institution, it is necessary to be a hospital, the era of “red directors” has long passed. You must be a manager, economist, understand advertising, be a psychologist, know well and love accounting. You need to be able to work independently, initiatively, to be able to quickly rebuild and much more, more. Young experts are easily trained and rebuilt, but patients do not want to go to a young specialist.

The patient wants to see as a doctor an experienced, solid doctor who has a name, reputation. But, unfortunately, such doctors take time to rebuild their psychology. For such perestroika, as a rule, it takes from three to six months. Find a ready -made specialist for an administrative position is a super -task. People who have worked in state institutions for many years have a completely different psychology.

Our ordinary doctors know what equipment payback is, that Taoke profit, profitability, the return of one square meter of the office area, development, economic expediency, and so on. Our doctors are well aware that you can increase the flow of patients only by improving the quality of the therapeutic and diagnostic process. The deceit of the patient in the form of hyperdiagnosis, the appointment of unnecessary treatment in our case is simply unacceptable.

Therefore, if you want to enter the market, you need to pay maximum attention to quality issues, and this will be the lever that will achieve good results. It should be understood that medicine is not quite an effective business - the payback of the invested ruble takes a multiple of time than in the banking sector, construction, origin, and so on. The level of solvency of the population does not allow to lay significant profitability of the price of the service.

The constant need to update the equipment, compete with neighbors in the quantity and quality of the acquired equipment, the need to be better than competing neighbors makes a medical business less interesting. You should make a reservation - there are mono -services, for example, dentistry, venereology, certain types of diagnostics that can be made economically profitable.

But we are now talking about the establishment of a clinical profile, where not all medical services can be profitable. However, to maintain the completeness of examination and treatment, we contain these specialists. And what's next? We are forced to do this itself. In order to distribute risks, reduce the danger from the appearance of strong competitors, to seize new territories, we decided to open branches in different parts of the city.

They will be located on the principle of walking access to the consumer of our services. We are well aware that the larger the existing clinic, the wider the range of its maintenance, the more difficult the patients living on the edge of this area reach the medical institution. It is necessary to conduct full marketing research in order not to make a mistake with the profile of the branch, its purpose, equipment, and so on.

We opened the first branch of this plan on Shirotnaya Street, we considered it appropriate to place experienced doctors there who could easily gain authority among the population. In the branch, we have two pediatricians, two gynecologist doctors, we carry out a fence of analyzes for a clinical and biochemical laboratory with an echo of results on the same day, a procedural cabinet works.

Next year we plan to deploy another three or four branches. And there is something that you do not know how to do? I can wake up at night from any idea. In any company, driving, on the hunt, I constantly think about work. I do not like the weekend.

The last time was on a full vacation when the son was six years old. Now I take him a vacation for five to ten days, provided that a daily call from the deputy. I am fully resting only on the hunt. Here I am a fanatic. Photo: photo of the author.