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With Reform and Improvement Combined, Sense of Acquisition among the Masses is Constantly Enhanced
From:Aviation Hospital
Date:07/31/2017
Founded in 1972, General Aviation Hospital is affiliated to Aviation Industry Corporation of China, a Global Fortune 500 Company. After 40-odd years of development, the hospital has grown into a large-scaled public Class-three comprehensive hospital, leading hospital for medical industry in aviation industry and medical center in Beiyuan area of Beijing aggregating medication, education, research and defense. For the moment, the hospital has 1,000 beds and 1,685 staffs. The hospital has one headquarter, four outpatient departments and eight community service stations. It has 61 clinic and medical technology sectors, 28 nursing units and has opened Beiyuan First Aid Station, a first-aid center in Beijing. Its key disciplinary fields cover Department of Stomatology, Neurology, gynecology and obstetrics, department of orthopedics, anesthesia and pain and medication for the severe ill. It is taking the lead in China with its multiple disease diagnosis. The hospital undertakes medical guarantee for 400,000 staffs in Aviation Industry Corporation of China and large-scaled flight test as well as medical health care of over 1 million residents living around it.
Since April 8 when the hospital began to thoroughly implement deployment on separation of clinic from pharmacy, the hospital has been implementing transparent purchase of drugs and zero-rate sales, unshackling the mechanism of ‘supplementation of medication with drugs’ and returning hospital to the medical essence. It further embodies public welfare nature of the hospital. Since the new medical reform was put into force, sales sum of drugs from April 8 to May 31, 2017, dropped by 6.72% year on year. Prescription sum dropped by 14.0% and incomes for body check is down by 13.25%. People receiving diagnosis for outpatients dropped by 16.31%. Measures on ‘two reductions and one rise’ for the medical reform forcefully breaks through the mechanism of ‘supplementation of medication with drugs’, viably mitigates burdens of patients, spurs implementation of tiered diagnosis and viably boost sense of acquisition among people. Furthermore, by combining reform and improvement the hospital further improves service quality, improves patients’ hospitalization experience and realizes anticipated goals.
Main work obtained since medical reform is summed up below:
1. High priority and proper organization
After the press conference on comprehensive reform on separation of clinic from pharmacy in Beijing was held on March 22, the hospital set up its leadership team for medical reform on March 24. With the leader of Party committee as the chair and the office being set up in the Party Administration Office, it has been making coordinated efforts to efficiently boost various items of work for medical reform. Following work schedule, the medical reform team has been holding coordination meeting, mobilization meeting, work session for greeting the check and others tallying 14 times to timely communicating and deploying various assignments. The Party Administration Office took the initiatives to enact preplan for emergency of failure in the hospital’s information system and conduct table and practical drill by organizing relevant departments prior to medical reform. It sets up on-spot guarantee team for medical reform so that members in the guarantee team would be on duty on each floor at 7:00 a.m. after start of the medical reform who would answer patients’ questions on policies and carry out guidance on medical consultancy.
II. Comprehensive mobilization and proper policy implementation
On March, 26, the hospital held its mobilization meeting. Wang Wenbiao, Party Committee Secretary and director of the hospital, conducted deployment on mobilization of all staffs on medical reform who specified requirements for organization discipline in the hope that cadres in the hospital would work hard to ensure smooth implementation of the medical reform work. Led by human resources in the hospital and collaborating by multiple sectors, it organized four batches of concentrated training within two days with contents covering interpretation of policies, matters needing attention for medical staffs, price for medical reform and so forth. All medical staffs, staffs for administrative logistics and outsourcing staffs attended the training following requirements. After the training, it adopted group study, and competition on knowledge of medical reform. By using advantages of the new media and through questionnaire research via phone and multiple means, it seized upon consolidation and implementation concerning knowledge of medical reform and deepened understanding of various policies on medical reform. Pertinent to staffs who are on holiday and carry out regulated training outside, the human resources department would deliver study materials for them to engage in self-study. Statistics reveal that 1,545 people attended concentrated training in the hospital, 107 get involved in sector training and self-study and full-coverage has been basically realized.
III. Active guidance and proper atmosphere for publicity
Office of public relations in the hospital makes full use of publicity channels both inside and outside the hospital. It organizes staffs to go to the clinic first line to publicize implementing condition on medical reform and to forge a sound consensus atmosphere for medical reform. The hospital’s website opens one column for medical reform and uploads over 60 articles on medical reform. It prints and releases 5,050 copies for the second phase of special magazine on medical reform. It formulates 5,000 copies on propaganda folds. It releases over 100 posters and over 80 pieces on medical reform information released by the official WeChat and microblog. It formulates display racks on publicity of medical reform tallying around 50. It would broadcast publicity video on medical reform in over 120 outpatient televisions and rolling screen in the consulting rooms. Furthermore, the outpatient department would conduct all-round and stereotypic promotion by opening lectures on medical reform and distributing flyers on medical reform. Outpatient department and medical rooms in the hospital would synchronously launch publicity on medical reform. Furthermore, it would fully mobilize the role of on-line promoters for medical reform, give positive guidance on consensus and deliver positive energy on medical energy. It has released 147 original microblogs, forwarded 330 and made comments on 155 of them. It would timely deliver them to the municipal commission of health and family planning. Promoters also focus on improvement of medical services by tapping into and publicizing new changes in the hospital after the medical reform.
IV. Elaborate deployment and proper preparation for medical reform
The hospital is doing all-out preparation in terms of system switch, price adjustment, drug supply, outpatient services, logistics guarantee and so forth to ensure steady launching and transmission of medical reform information. Its details cover formulation of plan and work flow on information system switch with concrete responsibilities undertaken by each individual; update of necessary information devices; multiple times in organizing test prior to switch, field drilling based on emergency preplans, seeking, timely addressing and summation of issues. It takes active initiatives and works day and night to have accomplished items on price adjustment of 435 items and system maintenance of 304 abolished items and completed comparison on medical guarantee for all adjusted prices. After prices are properly adjusted, price for medical assurance would be publicized and implemented and would be announced via multiple channels covering hospital’s website, announcement bulletin and brochure with prices being supervised. Under whole-process supervision of discipline department, on March 28, the drug department convened professional committee meeting for drug selection and screened out and replaced over 100 varieties in the medical reform. Results were announced in the hospital’s OA website, bulletin at the restaurant and doorway of the drug storage following regulation. Refunding flow has been completed in the outpatient department. All windows for settlements are open to facilitate settlement of patients. POS machines are installed to all windows to support settlement by swiping card for medical service fees. We would add to quantity of invoice printing machines to boost work efficiency. On the eve of medical reform, the outpatient department accomplished settlement of medical assurance to all patients checking out the hospital so as to get ready for switch of information system of hospitalized patients. Logistics service center in the hospital would check medical devices in the hospital, hold drilling on fire control and resistance against terrorism, implement ‘one-package’ logistics services and roundly carry out guarantee work prior to medical reform.
V. Firm implementation and proper launching and implementation
On April 8 before the new medial reform system was launched, leaders and middle-level department principals stuck to their posts, supervised work process on spot, checked and learned about specific work prior to launching and visited all front-line staffs on the sleepless night in the first day after launching of the medical reform. With early-stage deliberate deployment and preparation, the hospital’s information system successfully realized its switch work at 0:00 a.m. on April 8. After successful switch, work staffs conduct on-spot guarantee and engineers continued to work on backstage guarantee by completing delivery of various information to the commission of health and family planning. The appeal center would work with policy consultancy office to patiently explain core contents of medical reform to complaints claimers and attempt to defuse clashes. From April 8 to now, the center has received and properly addressed 32 complaints related with medical reform.
VI. Stress on improvement and proper quality services
Following Notification on Further Improvement of Medical Services by Beijing Municipal Commission of Health and Family Planning, the hospital formulated Plan on Further Improvement of Medical Services in the General Aviation Hospital to combine reform with improvement, continue to enhance sense of acquisition among the masses and establish sound ethos in the industry. Concrete measures cover launching of 28 specific moves on improving medical services that involve multiple aspects covering medication, nursing, outpatient, hospitalization, community services and so forth. It opens one-package service window for outpatient, broadcast live individualized services by opening lecture on health in the morning and phone health lecture. By optimizing bed management, launching medical assurance settlement for hospitalized patients, it further improves services of outpatient and hospitalized patients and constantly boosts hospitalization experience of patients. It launched delivery of Zongzi to patients during Dragon Boat Festival, delivery of gifts to children during Children’s Day, assistance to the poor patients and other activities to forge a warm, harmonious and joyful culture of home in the hospital.