What opportunities does Sino American hospital cooperation bring to both sides?

• by EVOMT
• 2017-09-14

In the late 1920s, public and private hospitals run by the Chinese themselves developed rapidly. As of 1934, there were 546 public and private hospitals nationwide, distributed in 285 towns in 21 provinces, most of them concentrated in relatively developed coastal cities.

By 1949, there were 3670 medical and health institutions across the country, with 541240 health personnel, including 2600 hospitals and 80000 beds, and 74.8% were concentrated in cities.

After liberation, great achievements have been made in hospital construction. Not only have old hospitals been transformed and developed, but also a large number of new hospitals have been built, with the focus on developing comprehensive hospitals and traditional Chinese medicine hospitals, bringing the number of health technical personnel and hospital beds in China to a certain scale. In 1978, the convening of the Third Plenary Session of the 11th Central Committee of the Communist Party of China marked the beginning of a new era of reform, opening up, and development in China. During the 20 years from 1978 to 1999, the development of China's medical and health undertakings entered a new stage of sustained, coordinated, and healthy development. Some major breakthroughs have been made:

The nature of a hospital has changed from a purely welfare type to a "social welfare undertaking with a certain welfare policy implemented by the government" unit, which affirms the public welfare of the hospital while adhering to its welfare nature.

The financial channel of hospitals has changed from a differential budget unit that only relies on government grants to a unit that raises funds through multiple channels and forms to run hospitals.

The leadership system of hospitals has changed from the past, in which the hospital's party and government were not divided, to a diversified leadership system. In particular, the implementation of the dean's responsibility system has enabled the dean to conduct comprehensive management of the hospital as a legal representative.

The personnel system and distribution system of hospitals have undergone significant reforms, with the universal implementation of the full staff employment system and the professional and technical position appointment system, which has better mobilized the enthusiasm of medical personnel.

Hospitals gradually recognize and recognize the objective existence of the medical market, and begin to attach importance to business management, enabling hospitals to gradually adapt to the changes and development of the market economy in terms of management system and business model, laying the foundation for establishing a complete socialist medical system.

Hospitals have evolved from a single medical service in the past to provide various forms of services such as medical services, rehabilitation services, family medical services, community services, and psychological services. On the premise of ensuring basic medical services, they have provided special needs services, greatly improving the service level of the hospital.

Challenges and opportunities faced by hospitals

1. Insufficient investment and compensation seriously restrict the survival and development of hospitals

2. Unreasonable medical service prices lead to extracorporeal circulation in hospitals

3. The mismatch between macro planning and regulatory policies seriously affects the normal medical order

The needs of the hospital's own development

1. Only through reform can hospitals ensure their survival and development

2. Only through reform can hospitals improve their competitiveness

3. Only through reform can hospitals provide satisfactory services to patients

Transforming the operating mechanism of public hospitals

1. Seriously implement the classification management system of medical institutions

2. Reform the leadership system and implement the appointment system, responsibility system, and goal responsibility system for the tenure of the president

3. Reform the personnel system, implement a full employment system, and form an employment system in which the fittest survive

4. Reform the distribution system and establish a distribution system that distributes according to work, prioritizes efficiency, and considers fairness

Strategies for hospitals to adapt to modern development

1. Renew concepts to adapt to the development of modern science and technology

2. Track medical development and optimize discipline structure

3. Strengthen information management and improve the scientific nature of decision-making

4. Implementing knowledge management to improve management innovation ability

5. Attaching Importance to Architectural Design and Improving the Modernization Level of Hospital Buildings

The revolutionary change in hospital management in the United States was in the 1980s, as the country provided medical insurance for the elderly, children, and the poor, and medical expenses soared. Hospitals faced tremendous pressure to save funds and financial responsibility. "Joint management" gave way to "hospital management personnel management." This was mainly due to the adoption of the "Equal Tax and Financial Responsibility Act" by the United States Congress on September 3, 1983, which established "Diagnostic Relevance Systems" (DRGs), Implement a managed medical model.

The real change in hospital management in the United States is due to the adoption of the "Equal Tax and Financial Responsibility Act" by the United States Congress on September 3, 1983, which established the "Diagnostic Relevance Systems" (DRGs) and established a prepaid system for the medical system. Diagnostic Correlation Systems (DRGs) were invented by Thompson Fett of the School of Organization and Management at Yale University in the United States. The basic principle is to establish a method for determining the types of cases in a hospital in order to make a coordinated assessment of the input and output of medical services. On the basis of preliminary diagnosis, medical and surgical treatment, complications, compound incidence rate and patient's age, 470 diseases were divided, and the time and cost of treatment were determined.

Therefore, the challenges faced by Chinese hospital management are also the challenges faced by the new medical reform. For example, how can we reconstruct our future medical system based on our country's characteristics? According to the viewpoint of system theory, our medical system is a large system that includes national policies, medical education, medical financing, medical insurance, and other subsystems.

Therefore, how to use advanced thinking and a holistic approach to reform and rebuild each subsystem and achieve balance in the entire system is the most formidable challenge facing our country.