Private capital in the transformation of healthcare systems: international experience and lessons for Ukraine

Abstract

Purpose. The purpose of the study is to conduct a comprehensive analysis of the role of private capital in the transformation of healthcare systems based on international experience, to assess its impact on the efficiency, innovativeness, and quality of medical services, as well as to develop practical recommendations for adapting these mechanisms to modernize Ukraine’s healthcare sector under the conditions of martial law and European integration Materials and methods. The study employed methods of comparative analysis, case analysis, SWOT analysis, and statistical analysis. The research materials included official reports of international organizations (WHO, Eurostat), analytical materials from leading consulting companies (Bain & Company, McKinsey), data from the State Statistics Service of Ukraine, scientific publications, and program documents of regulatory initiatives (Joint Commission International, USA; QHA Trent, United Kingdom; Australian Council on Healthcare Standards International, Australia). The research covered private capital value creation strategies, their impact on the financial sustainability of medical institutions, and the adaptation of international experience for Ukraine. Results. The findings demonstrate the ambivalent impact of private capital: on the one hand, it drives infrastructure modernization, operational efficiency (with potential annual savings of up to USD 265 billion), and technological innovation (reducing costs by 5–10%); on the other hand, it leads to increased debt burden, higher service prices (by 6.7%), and deterioration in healthcare quality (a 25% rise in complications). The future development of Ukraine’s healthcare system will be shaped by the combination of global trends in digitalization, integration into the European space, and internal reforms in financing and management. The involvement of private capital is viewed not merely as a financial tool but as a structural factor of transformation – through infrastructure modernization, managerial optimization, and enhanced resource efficiency. To systematically assess the potential and challenges, a two-part SWOT analysis was conducted, which identified that: Ukraine’s healthcare system is gradually entering a phase of structural modernization, where private capital and international accreditation serve as catalysts for managerial, technological, and regulatory transformation; in the context of developing the healthcare service sector in Ukraine, it is advisable to implement a hybrid model of public–private partnership, which does not entail full hospital privatization but focuses on creating forms of co-ownership or co-management. Conclusions. Private capital is a powerful catalyst for structural change in healthcare systems, yet it requires a careful balance between financial efficiency and social responsibility. For Ukraine, the optimal path lies in combining strategic partnerships with longterm investment funds and implementing comprehensive reforms alongside the development of public–private partnerships.