KAZNII Strategic Plan for 2024–2026

APPROVED
By Order of the General Director
of LLP “Kazakh Order of the Badge of Honour Research Institute of Eye Diseases”
dated December 28, 2023, No. 527-p

Almaty, 2024

Contents

• Part 1. Introduction
  • 1.1 Mission
  • 1.2 Vision
  • 1.3 Values and ethical principles
  • 1.4 Main areas and objectives
  • 1.5 Human resources capacity
  • 1.6 Institute structure
  • 1.7 Analysis of the current situation
• Part 2. Indicators for implementation of strategic directions
  • Strategic Direction 1. Ensuring the quality of medical care through the development and implementation of innovative medical technologies in the practice of the Institute
  • Strategic Direction 2. Improving the efficiency of corporate governance of the Institute
  • Strategic Direction 3. Improving the efficiency of corporate governance of the Institute
  • Strategic Direction 4. Development of medical science and improvement of the efficiency of the educational process

Part 1. Introduction

1.1 Mission

To provide qualified ophthalmic care to patients with diseases of the organ of vision based on the unity of science, education and clinical practice.

1.2 Vision

As a leading ophthalmology centre in the Republic of Kazakhstan and Central Asia, to provide all types of ophthalmic care based on the synergy of clinical, scientific and educational activities and the implementation of modern high-technology methods of diagnosis and treatment, while operating effectively in a competitive environment.

1.3 Values and ethical principles

The Institute’s main values are:

• THE PATIENT, their health and respect for their rights.
• THE TEAM, the moral and professional qualities, professionalism and creativity of staff.
• LONG-STANDING HISTORY, traditions and corporate ethics.

The staff of the Kazakh Research Institute of Eye Diseases strictly observes the scientific and practical aspects of medical ethics.

1.4 Main areas and objectives

Areas

1. Comprehensive support of public health through ophthalmic care
   • further development of ophthalmology infrastructure and the service network;
   • staffing the team of ophthalmologists: further strengthening the role of ophthalmology in healthcare and involving employees in improving public health literacy;
   • increasing trust in physicians (improving competencies and reducing the flow of appeals);
   • coordination and integration of ophthalmic care services into healthcare at all stages of medical care delivery.
2. Improvement of medical care delivery
   • licensing of physicians and nursing staff, further modernisation of medical education, development of strategic partnerships with leading foreign universities;
   • high-quality continuous professional development of healthcare workers;
   • analysis, forecasting and monitoring of healthcare human resources;
   • development of the biomedical research market and systems for promotion and commercialisation of scientific research results in ophthalmology;
   • improving patient quality and safety through national and international accreditation of medical organisations;
   • automation and digitalisation of business processes at the Institute (MIS, medication management, clinical decision support, etc.);
   • improvement of the quality management system at all levels;
   • mobile applications and web solutions to improve public health literacy and support eye health;
   • remote medicine (telemedicine) in ophthalmology.

Objectives

Implementation of the main priority areas of the State Programme for Improving Public Health for 2024-2026:

1. Meeting public demand for accessible, high-quality and timely specialised medical care within the Guaranteed Volume of Free Medical Care and Mandatory Social Health Insurance.
2. Systematic transition to international healthcare standards, new technologies, and modern methods of treatment and medical service.
3. Continuous improvement of the quality and safety of medical services and the culture of service to the population.
4. Increasing staff motivation to achieve quality and patient satisfaction as the final result of activities.
5. Ensuring continuity in work with medical organisations.
6. Continuous staff training and professional development.
7. Strengthening the material and technical base.
8. Developing healthy lifestyle skills among patients.
9. Opening new buildings (expansion).

1.5 The Institute’s pride: its team and human resources capacity

As of 2024, the total number of established positions at the Institute (Almaty, Astana, Shymkent) was 765.5 staff units, of which 750 were filled.

A total of 710 employees work at the Institute. Physicians, including research staff, total 189:

• ophthalmologists – 137, including 11 paediatric ophthalmologists;
• anaesthesiologists – 7;
• radiologist – 1;
• epidemiologists – 3;
• laboratory physician and bacteriologist – 2;
• public health physicians – 5;
• nursing staff – 222;
• junior staff – 146;
• other staff – 153.

Of the 189 physicians, 95 have qualification categories, representing 52%; 49 have the highest category, 31 the first category, and 15 the second category. Seven people (4%) hold the degree of Doctor of Medical Sciences, 20 (11%) are Candidates of Medical Sciences, 2 (1%) hold a PhD, 7 physicians hold master’s degrees in healthcare, and 2 physicians are accredited independent experts (Zhurgumbayeva G.K., Aubakirova A.S.). Tuletova A.S., Director of the Astana branch, is the chief freelance paediatric ophthalmologist of the Ministry of Health of the Republic of Kazakhstan.

Qualification categories are held by 93 nursing professionals (42%), including 68 with the highest category, 20 with the first, and 5 with the second. Two nurses have higher education.

1.6 Structure of LLP “Kazakh Order of the Badge of Honour Research Institute of Eye Diseases”

Almaty

1. Administrative and management personnel, including:
   • Directorate;
   • Internal Audit Service;
   • Planning and Economics Department;
   • Accounting Department, Treasury;
   • Legal Department;
   • Human Resources Management Department;
   • Marketing Department.
2. Administrative and Facilities Department, including the Procurement Department.
3. 120-bed inpatient facility:
   • Ophthalmology Department No. 1 (paediatric), 15 beds;
   • Ophthalmology Department No. 2, 55 beds;
   • Ophthalmology Department No. 3, 50 beds.
4. Operating Unit.
5. Anaesthesiology Department (state-funded and paid services).
6. Clinical Diagnostic Laboratory.
7. Pathology Research and Tissue Preservation Laboratory.
8. Laser Department, including the laser physiotherapy room.
9. Refractive Laser Surgery Department.
10. Ophthalmic Diagnostics Department, including X-ray room.
11. Admissions Department.
12. Statistics Department.
13. Clinical Epidemiology Sector.
14. 80-bed day hospital.
15. Pharmacy.
16. Paid-service departments:
    • 30-bed inpatient unit;
    • Consultative and Rehabilitation Department;
    • Contact Vision Correction Laboratory;
    • Centre for Ambulatory Surgery and Prosthetics.
17. Contact Centre.
18. Medical Services Quality Control and Patient Support Department.
19. Information Technology Department.
20. Security Service.
21. Postgraduate Education Department.
22. Research Management Department.

Astana branch

1. Directorate.
2. Treasury.
3. Contact Centre.
4. Medical Services Quality Control and Patient Support Department.
5. Administrative and Facilities Department.
6. 57-bed inpatient facility:
   • Ophthalmology Department, 50 beds;
   • Paediatric Ophthalmology Department, 7 beds.
7. Operating Unit and Anaesthesiology Departments.
8. Admissions Department.
9. Ophthalmic Diagnostics Department.
10. 20-bed day hospital.
11. Medicines storage warehouse.
12. Central Sterilisation Department.
13. Paid-service departments:
    • Consultation and Diagnostics Department.
14. Research Management Department.

Shymkent branch

1. Directorate.
2. Administrative and management personnel.
3. Treasury.
4. Contact Centre.
5. Medical Services Quality Control and Patient Support Department.
6. 20-bed Ophthalmology Department.
7. 20-bed day hospital.
8. Admissions Department.
9. Consultation and Diagnostics Department.
10. Operating Unit and Anaesthesiology Department.
11. Administrative and Facilities Department.

1.7 Analysis of the current situation

LLP “Kazakh Order of the Badge of Honour Research Institute of Eye Diseases” (hereinafter, the Partnership) is a highly specialised ophthalmological institution providing inpatient and inpatient-substitution care to the population of the Republic of Kazakhstan.

By Resolution No. 858/29 of the Council of People’s Commissars of the Kazakh ASSR dated October 21, 1933, the Regional Research and Practical Ophthalmological Institute was established in Alma-Ata on the basis of the Alma-Ata Eye Hospital. It was later renamed the “Research Institute of Eye Diseases”.

In 1934, the Department of Eye Diseases of the Kazakh State Medical Institute was established at the Eye Institute.

In 1983, the Kazakh Research Institute of Eye Diseases was awarded the Order of the Badge of Honour. In 2004, it received the Gold Medal of the International Foundation “For High Quality in Business Practice”.

Since 2008, the Institute has been selected as a regional examination site of the International Council of Ophthalmology (London, United Kingdom). Six Institute employees hold international diplomas.

LLP “Kazakh Research Institute of Eye Diseases” is a nominee for the International Quality Mark “Highest Standard”, the international “Millennium” award, the “Best Enterprise of Europe” nomination, the honorary “The Name in Science” award, the international “Intellect of the Nation” award, and the exclusive British Queen Victoria Commemorative Medal.

For the first time, glaucoma screening was included in the state healthcare development programme “Salamatty Kazakhstan”. Twelve glaucoma offices were opened, physicians and nurses were trained, and more than 8 million people were examined. The screening results were impressive: 24,750 patients with glaucoma were identified, which means that we are able to prevent blindness from glaucoma in these patients, while the disability rate became stable for the first time.

At present, the Kazakh Research Institute of Eye Diseases has branches in Astana and Shymkent. The Institute’s clinic has 197 state-funded beds, 34 paid beds and 120 day-hospital beds; the Astana branch has 57 state-funded beds and 20 day-hospital beds; Shymkent has 20 state-funded beds and a 20-bed day hospital. The clinic’s departments, including the paediatric department, treat severe, disabling and socially significant ophthalmic pathology, including glaucoma, diabetic retinopathy, vitreoretinal pathology, complicated cataracts and age-related macular degeneration. In 50% of cases, these are operations on the only functionally seeing eye.

At present, the range of diagnostic and surgical interventions performed at the Institute is very broad. This is supported by ophthalmic equipment including IOLMaster 700, OCT, HRT, a femtosecond laser, the Verion diagnostic surgical module, the Centurion ophthalmic microsurgical system, and the Luxor operating microscope.

The “pearl of ophthalmic surgery” is cataract surgery, which at the Institute is performed using a sutureless method with ultrasound and a femtosecond laser, allowing the patient to return to their usual lifestyle within a few hours after surgery.

One area of clinical work is the management of glaucoma, an insidious asymptomatic eye disease leading to blindness. In addition to adopted diagnostic and treatment methods, the Institute has developed its own approaches. The Institute performs various types of glaucoma drainage surgery, all types of laser surgery, including excimer and femtosecond laser procedures, reconstructive interventions and corneal transplantation.

Vitreoretinal surgery occupies a special place. It is performed for diabetic retinopathy, age-related macular degeneration, consequences of eye injuries and other conditions and is performed in the Republic only at the Kazakh Research Institute of Eye Diseases. These operations are often the patient’s last chance to restore lost vision.

Analysis of the current situation: external and internal factors

Opportunity matrix

Final SWOT analysis

Part 2. Strategic directions, goals and target indicators

Strategic Direction 1. Ensuring the quality of medical care through the development and implementation of innovative medical technologies in the practice of the Institute

Goal 1.1. Compliance with international accreditation standards

Objective 1.1.1: Improvement of service and the quality of medical services (patient orientation)

Objective 1.1.3: Development of the quality management system

1.1 Availability of an accreditation certificate

An accreditation certificate is available. In 2021, the Institute successfully passed accreditation and was awarded Category 1 for three years. In October 2024, the Institute was to undergo national accreditation with JCI elements.

1.1.1 Analysis of patient surveys

An analysis of patient surveys for the first quarter of 2024 at LLP Kazakh Research Institute of Eye Diseases showed that 90% of patients were satisfied with the organisation and quality of medical care and services and with the sanitary and hygienic conditions at the Institute. The survey results indicate positive changes in inpatient care.

The Institute continues focused work on retaining medical staff, improving the material and technical resources of the institution, purchasing new modern equipment, reducing queues in inpatient departments, and increasing the accessibility and quality of medical care for patients of all ages. Considerable attention is given to the ethics and deontology of healthcare professionals. Work is carried out jointly with the mass media to enhance the prestige of the medical profession. Information activities are organised to inform the public about developments in healthcare. To improve the quality of medical care, 90% of patient comments and requests in the first quarter of 2024 were satisfied, compared with 85-90% in previous years (2022, 2023).

2) Reduction in the number of complaints

Systematic work to improve the quality of medical care requires the administration to continuously and thoroughly monitor indicators that include information from patients, healthcare professionals and the public. Objective sources for such self-assessment include the results of medical and sociological surveys of patients, their legal representatives and family members regarding satisfaction with the level of medical care received, as well as analysis of public complaints concerning the quality of medical care and respect for patient rights. Analysis of written and electronic public appeals is one of the most important methods for assessing the quality of medical care and can serve as an objective criterion of the organisational and legal support of the Institute’s activities. According to our research, 10% to 30% of patients are dissatisfied with the quality of various types of medical care, while only 1% to 10% submit complaints on this matter.

In 2024, the number of patient appeals to the Institute decreased 2.5-fold compared with 2022 and 2023.

The analysis identified the main reasons for public appeals in 2024:

1. Dissatisfaction with the quality of medical care provided – 5%.
2. Violation of the principle of respectful and humane treatment by medical and service staff – 10%.
3. Dissatisfaction with the organisation of a particular type of care – 8%.

No substantiated complaints were registered. In 2023, there were 196 appeals over 12 months. All complaints and appeals are reviewed by the Medical Services Quality Control and Patient Support Department:

• CRM Qoldau 24/7 – 5 (all appeals processed);
• 1414 Social Health Insurance Fund – 25 (all appeals processed);
• KKMFD – 12 (for 6 patients, the review was initiated by the Kazakhmys corporation; the remaining patients were potential complainants; according to KKMFD conclusions, all complaints were unsubstantiated);
• Social Health Insurance Fund appeals department – 3;
• incidents – 18 (all incidents were reviewed and appropriate measures were taken);
• QR – 72 appeals (2 in test mode, 38 expressions of gratitude to employees, 34 negative appeals; all negative situations were reviewed and appropriate measures were taken on the day of the appeals);
• anonymous by telephone – 37 calls (all calls were processed on the day received);
• written complaints through the administration – 24 (all appeals were reviewed by a commission and written responses were provided for all complaints).

In the first quarter of 2024, 32 complaints were recorded (KKMFD – 1, FOMS – 7, 24 written complaints), 12 incidents and 26 QR appeals (14 complaints, 12 expressions of gratitude), and 200 QR appeals via 2GIS. All complaints and appeals were processed.

A QR code has been developed for appeals received by the KKMU and Patient Support Department for patients and employees, as well as QR codes linking to 2GIS for Almaty and Shymkent to improve the hospital’s rating on 2GIS. All 2GIS appeals are handled by the Marketing Department. Patients can scan the code on their phone and leave an appeals, while Institute employees can also send anonymous appeals directly to the Medical Services Quality Control and Patient Support Department. All appeals were processed within the specified period.

Main issues identified in appeals:

• Long queues (solution: additional rooms were opened and physicians’ reception hours were extended).
• Patients admitted only by appointment (solution: an algorithm was developed for admitting patients without an appointment).
• The Call Centre provided incorrect, inappropriate or rude information (solution: Call Centre employees receive monthly service-improvement training).
• Queues at cash desks (two additional cash desks were opened, and payment for services can be made at registration).
• Failure to comply with physician appointment times (solution: special scripts were developed; patients are informed before booking that physician appointment times may be extended).
• Shortage of financial resources – an application was submitted for an additional volume of FOMS funding, although the required amount is not always allocated.
• Patients arrive for planned hospitalisation unprepared and without tests; this issue is addressed individually with each polyclinic depending on the situation.

In addition:

• Daily work with patient comments and appeals on social networks (more than 320 appeals for the Shymkent branch and more than 670 for Almaty).
• Daily work with comments on 2GIS (more than 200 appeals for Almaty, the Astana branch and the Shymkent branch).
• Analysis of patient appeals to identify weaknesses in the Institute’s work.

4) Reduction in the number of complications

None.

5) Reduction in medical service defects based on internal audit results

Internal audits are conducted quarterly in accordance with orders of the Ministry of Health of the Republic of Kazakhstan: Order No. 175 dated 30.10.2020 “On approval of forms of primary medical documentation of healthcare organisations”; Order of the Minister of Health of the Republic of Kazakhstan No. ҚРДСМ-230/2020 dated December 3, 2020 “On approval of the rules for organising and conducting internal and external examination of the quality of medical services (care)”; Order of the Minister of Health of the Republic of Kazakhstan No. 325 dated June 5, 2018 “On amendments and additions to Order No. 676 of the Minister of Health of the Republic of Kazakhstan dated October 2, 2012 ‘On approval of accreditation standards for medical organisations’”; and diagnostic and treatment protocols.

Review of treated cases in 2023 was conducted on the basis of discharge summaries entered into the Electronic Register of Inpatients. The review assessed justification for hospitalisation, correctness of medical documentation, quality of treatment, and compliance of the scope and completeness of examinations and treatment with standards. The quality of medical services generally meets treatment standards. No cases of unjustified inpatient stay were identified. Based on the review, some cases were recognised as partially defective and financial penalties were imposed.

The total amount deducted in 2023 was:

• Almaty – KZT 4,776,373.26, of which KZT 3,352,287.6 was deducted under the linear scale and KZT 1,424,085.66 under quality monitoring (0.01% of total funding);
• Shymkent – KZT 2,172,277.99, of which KZT 1,790,467 was under the linear scale and KZT 381,810.99 under quality monitoring (0.7% of funding).

The total amount of penalties under quality monitoring was KZT 6,948,651.25.

Defects identified in medical record management:

• Incomplete volume of laboratory and diagnostic examinations (expired tests, missing examinations).
• Test numbers are not indicated.
• Incomplete volume of consultations with narrow specialists.
• Non-compliance with the discharge-summary format.
• In combined operations, ICD-10 diagnoses and ICD-9 procedures are coded incorrectly.

Medical records are checked 100% before being sent from the Damu MIS to the Electronic Register of Inpatients.

Main defect coefficients:

• 1.2 Cases of incorrect entry of patient data into the Register.
• 1.6 Cases of unjustified deviation of diagnostic and treatment measures from healthcare standards.

6) Reduction in medical service defects based on external audit results

In 2021, 71 defective cases were identified, representing 0.1% of all treated patients. Almaty: 27 cases totalling KZT 2,435,509.22, of which KZT 1,761,852.67 was deducted under the linear scale and KZT 673,656.55 under quality monitoring (0.1% of total funding). Astana: 19 cases totalling KZT 1,222,446.78; the entire amount was deducted under the linear scale, with 0 under quality monitoring (0.9% of funding). Shymkent: 25 cases totalling KZT 1,217,065.42, of which KZT 310,440.21 was under the linear scale and KZT 906,625.27 under quality monitoring (1.2% of funding). The total amount of penalties was KZT 4,875,021.42 (2.2% of total funding).

In 2022, the total amount deducted was: Almaty – KZT 8,429,167.62, of which KZT 7,359,305.06 was deducted under the linear scale and KZT 1,069,862.56 under quality monitoring (0.04% of total funding); Astana – KZT 13,332,066.56, of which KZT 4,849,247.38 was deducted under the linear scale and KZT 8,482,819.18 under quality monitoring (0.6% of funding); Shymkent – KZT 5,195,078.14, of which KZT 4,209,531.94 was under the linear scale and KZT 985,546.20 under quality monitoring (0.4% of funding). The total amount of penalties under quality monitoring was KZT 10,538,227.94 (1.4% of total funding).

In 2023, the total amount deducted was: Almaty – KZT 4,776,373.26, of which KZT 3,352,287.6 was deducted under the linear scale and KZT 1,424,085.66 under quality monitoring (0.01% of total funding); Astana – KZT 5,178,411.32, of which KZT 4,588,171.1 was deducted under the linear scale and KZT 590,240.22 under quality monitoring (0.04%); Shymkent – KZT 2,172,277.99, of which KZT 1,790,467 was under the linear scale and KZT 381,810.99 under quality monitoring (0.7% of funding). The total amount of penalties under quality monitoring was KZT 6,948,651.25.

1.1.3 Successful annual monitoring for compliance with national accreditation standards

The Institute has a Charter and relevant documents in accordance with the legislation of the Republic of Kazakhstan. Each year, the executive body, represented by the General Director of LLP Kazakh Research Institute of Eye Diseases, submits a performance report to the Founder. Criteria for evaluating the performance of the chief executive are in place. The Clinic has a development strategy. The mission, vision and values have been defined. The Clinic’s mission and vision are available to the public on the website and in the main hall of the Institute. Strategic goals, objectives and indicators are in place.

Following the strategic session, the mission, vision and values were revised. Indicators were defined within the strategic goals. The Clinic has a Code of Ethics and an Ethics Commission. SOPs and ethics training are implemented. Implementation of the Annual Plan and indicators is monitored quarterly. Department heads submit reports. A programme for continuous improvement of the quality of medical services is in place. Extreme incidents are investigated. Quality indicators are monitored quarterly: a panel (map) of high-level indicators and lower-level indicators has been developed. The use of diagnostic and treatment protocols is monitored as part of clinical audit by OKK. Clinical audit of medical records is carried out in accordance with approved standards and internal procedures. An expert physician checks the correctness of medical record completion and the justification of the course and results of treatment. Patient and staff satisfaction surveys are also conducted. Clinical cases are reviewed by commissions. Principles of safety culture are reviewed at department level.

All SOPs, rules, instructions and algorithms were developed and approved by Order No. 179-p dated 29.03.2024.

2) Obtaining an international accreditation certificate is planned for 2026.

Goal 1.2. Implementation of innovative medical technologies

Objective 1.2.1: Health Technology Assessment

Strategic Direction 2. Increasing financial sustainability

Goal 2.1. Continuous increase in income

Objective 2.1.1: Expansion of paid services

Objective 2.1.2: Development of the branch network

Increasing financial sustainability. One of the most important tasks facing the clinic is to improve resource-use efficiency by introducing new technologies and developing resource-saving mechanisms that ensure rational use of allocated material, technical, human and financial resources.

In implementing the main areas of the Strategic Plan, a current task for the clinic is to find ways to improve the effectiveness of patient treatment and enhance the system using resource-saving forms. This can be achieved through the use of high-technology diagnostic and treatment methods, including at the pre-hospital stage, and by introducing minimally invasive, modern resource-saving and high-technology methods of diagnosis and treatment for major diseases.

Another way to save resources is to reduce treatment times while maintaining or improving the quality of the diagnostic and treatment process and to reduce the duration of inpatient stays associated with costly and resource-intensive inpatient care, i.e. reducing bed-days and increasing bed turnover. Since a consultative and rehabilitation department operates within the Institute’s clinics, all patients who present on a planned basis are first seen by specialists of the relevant profile and referred for the necessary examination. Where hospitalisation and surgical treatment are indicated, patients are admitted on the day of surgery or the day before in order to minimise inpatient stay (through the BG and DAMU information systems).

The following resources are required to achieve the goal and address strategic issues under the Strategic Plan:

• financial;
• human;
• material and technical.

Financial indicators are closely linked to the main strategic goals required to achieve a quality result.

The Institute’s sources of financing are:

• republican budget funds;
• funds received from paid services.

Strategic Direction 3. Improving the efficiency of corporate governance of the Institute

Goal 3.1. Improvement of business processes

Objective 3.1.1: Implementation of the Medical Information System

Objective 3.1.2: Implementation of the electronic queue

3.1.3. Aligning the organisational structure with business processes

Goal 3.2. Implementation of management by objectives

Objective 3.1.1: Implementation of the KPI system

Goal 3.3. Development of human resources capacity

Objective 3.3.1: Analytics

Objective 3.3.2: Increasing employee satisfaction and loyalty

3.3.3. Development of human resources capacity and attestation

3.3.4. Improvement of the motivation system

Development of human resources capacity

To develop human resources, training and retraining are planned by increasing the number of employees trained in evidence-based medicine, increasing the share of staff trained in management and standards with the involvement of foreign specialists, increasing the number of employees undertaking internships in various specialties abroad, and bringing staff preparedness to international standards.

To provide the clinic with qualified personnel, it is necessary to develop human resources policy, introduce modern HR technologies for personnel management, introduce “mastery” principles for young specialists, and strengthen cooperation with medical educational institutions (universities, academies, colleges). To prevent the outflow of medical personnel, a differentiated remuneration system will be improved.

Strategic Direction 4. Development of medical science and improvement of the efficiency of the educational process

Goal 4.1. Strengthening resources directed toward the development of medical science

The scientific component of the Kazakh Research Institute of Eye Diseases is represented by research groups in the following areas: Glaucoma, Vitreoretinal Pathology, Corneal Pathology, Refractive Surgery, Vascular Pathology, Inflammatory Diseases of the Organ of Vision, Retinopathy of Prematurity, Congenital Pathology / Paediatric Ophthalmology, Cataract, Plastic Surgery, Functional Diagnostics, Ophthalmic Oncology, Macular Surgery, Optical Reconstructive Surgery, and Laser Surgery.

The heads of the research groups are leading Institute specialists in each area. The research groups regularly monitor publications, international studies and innovative diagnostic and treatment methods for subsequent implementation in Institute practice. Each year, Institute employees submit new technologies to the Ministry of Health of the Republic of Kazakhstan for Health Technology Assessment (HTA); in accordance with the timelines established by RCRZ, clinical diagnostic and treatment protocols regulating the professional activities of ophthalmologists in Kazakhstan are updated or newly developed annually.

Applications for scientific research are submitted annually within grant financing by the Ministry of Education and Science of the Republic of Kazakhstan, and internal Institute grants are also provided for short-term scientific research.

The Institute’s scientific activity is regulated by the Local Ethics Commission (LEC); republican accreditation of the LEC was planned for October 2021.

Indicators of the Institute’s scientific activity include publication activity in international peer-reviewed journals and employee presentations at international conferences.

International cooperation is ensured through interaction with strategic partners: Cardiff University (United Kingdom) and Lions Eye Institute for Transplant and Research (USA). Institute employees are members of professional associations: the Kazakhstan Society of Ophthalmologists, the Russian Glaucoma Society, and the Society of Ophthalmologists of Turkic-Speaking Countries.

Objective 4.1.1: Conducting clinical research at the Institute

Implementation

• Use of Vivity intraocular lenses with extended depth of focus in cataract phacoemulsification.
• Introduction of Baerveldt drainage implantation in the treatment of severe malignant forms of glaucoma, including in children.
• Implantation of a Johnson tube for restoration and reconstruction of the lacrimal-nasal duct in severe recurrent forms of nasolacrimal duct obstruction.
• Flanged sclero-corneal fixation of an IOL and the IOL + bag + VKK complex according to the Kozhukhov-Telegin method.
• Implantation of an artificial iris-intraocular lens complex after severe injuries to the organ of vision.
• Cataract phacoaspiration with implantation of toric intraocular lenses.
• Micropulse cyclophotocoagulation.

Objective 4.1.2: Improving the international ranking of clinical research

Scientific activity indicators for 2016-2020

Goal 4.2 Development of the educational process at the Institute

The Institute is the only research centre in the Republic that trains ophthalmologists for practical healthcare both within the residency education programme and through continuing professional development courses. The Institute’s activities are based on integration of scientific and clinical work to provide high-quality and modern medical care to the population and to train professional personnel. The Institute employs 34 teachers, including 8 Doctors of Sciences, 4 professors, 17 Candidates of Sciences and 1 PhD, which represents 76.5% of the established teaching staff. Teaching is based on modern achievements in science and practice and on modern educational technologies that provide educational pathways in accordance with a competency-based approach and introduce active learning methods.

Residents, under the guidance of supervisors and mentors, participate in research work, publish articles and abstracts, and present reports at scientific-practical and clinical conferences. The daily need to use evidence-based medicine data for effective patient management develops residents’ competency in continuous professional development. Teaching is carried out across various clinical departments of the Institute. Rotation of residents through departments makes it possible, through management of patients with different ophthalmic pathologies, to develop algorithms for diagnosis and patient management at different stages of specialised medical care.

Objective 4.2.1: Improving the ranking of educational services at the Institute

Objective 4.2.2 Improving the quality of educational services

Strategic directions and goals of the Strategic Development Plan of the Republic of Kazakhstan through 2026 in healthcare and strategic directions and goals of the Institute

Development of functional capabilities

Expected results

• increase the level of patient trust in the medical organisation;
• ensure a safe and effective environment for patients and employees of the medical organisation;
• increase patient satisfaction through higher quality of service and medical care;
• take into account the expectations and needs of all stakeholders (the patient, their family, medical institution staff, public organisations);
• create a patient safety assurance system;
• regularly improve the quality of medical services.