Social Evaluation is an important reference to guide the reform and development of a public hospital. In view of the patient, hospital stakeholders and the public, West China Hospital of Sichuan University creatively constructed a social evaluation system, including patient satisfaction degree, expert appraisal and online public comment, in order to maintain a good medical environment. After several years of construction and application, the system has been quite effective in promote the development of the hospital. In the assessment of patients' satisfaction degree toward the hospital, we made a great improvement.
A team with strong cohesion and high execution is an important guarantee for conducting high-quality and sustainable clinical researches. Combined with the previous literature and the author’s view, this paper summarizes the key points of team building, which include a clear research direction, a balanced composition of team members, an outstanding team leader, the competence enhancement of team members, and a member-oriented management philosophy. Clear research direction is the premise of the existence and development of a team. Multi-level, multi-disciplinary membership can avoid potential conflicts of interest caused by homogeneity, and enable research to be refined and strengthened in interdisciplinary collisions. Team leader is the key to team development. The enhancement of team members’ competence is the cornerstone of team development. Adherence to member-oriented principle can form a true team culture. This paper aims to summarize and analyze the key points of clinical research team construction for peer reference.
Assembling medical aid teams (MATs) from the provinces outside Hubei was an important China-specific approach to dealing with public health emergencies during the coronavirus disease 2019 (COVID-19) pandemic in Hubei. In integrally taking over the COVID-19 intensive care wards in Wuhan, the Joint 7th and 8th Sichuan COVID-19 MATs applied the methods of modern hospital management to complete the medical task, concerning four key points as guidance by the Communist Party of China, system and regulation establishment, organization construction, and discipline persistence. This paper makes a theoretical summary on the basic management of the Joint 7th and 8th Sichuan COVID-19 MATs, and it is hoped that more COVID-19 MATs could summarize and share their successful management experiences in order to enrich and improve the management theory of MAT.
Objective To explore the effects of the centralized management of bed use in a large-scale integrated hospital. Methods We selected the staff with good quality for centre work after setting up the bed use centralized management centre in the West China Hospital. Then, we formulated unified an admission principle and incorporated it into the systematic management and control, made a short instructional video for rolling show in the centre so as to let the patient know basic conditions of this hospital before admission; and regulated the admission process for patients’ convenience. Results After more than one year, the centre simplified the in-patient admission procedures, regulated the process, saved nursing manpower (24 persons), and increased patients’ satisfaction (from 89.30% to 93.25%). Meanwhile, the bed use rate was increased and the average length of stay was shortened the to some extent, which improved the order in wards. Conclusion Unified bed use management centre established in large-scale integrated hospitals, can save nursing manpower, simplify the admission process of patients, and meet the need for the development of hospitals, which is worthy of promoting application.
ObjectiveTo analyze the 2023 learning society construction project in order to provide references for researchers in this field. MethodsExcel 2021 software was used to summarize and comb the list of key tasks for the construction of a learning society in 2023 (field of higher continuing education) published on the official website of the Chinese Ministry of Education, and to visually analyze the research topics of key tasks in the medical field and the distribution of applicants. ResultsThe analysis found that a total of 250 projects were shortlisted in the cultivation and construction list, including 100 teaching reform and innovation tasks of continuing education for academic degrees, 100 reform and innovation tasks of non-academic education, and 50 tasks to explore the path of coordinated innovation of the three education. The project involved digital transformation, education and teaching reform, ideological and political education, etc. There were 17 medical projects, accounting for 6.8% of the total number of key tasks. The 17 medical key task declaration units were distributed in 12 provinces (regions), which were mainly concentrated in East China, and the construction of "non-double first-class" universities as the main force; The results mainly focused on personnel training and education and teaching reform. ConclusionThe analysis results of the key task list of 2023 learning society construction (field of higher continuing education) provide important references and enlightenment for the researchers in the field of education, and provide guidance and references for the future development of higher continuing education.
This consensus aims to systematically standardize the establishment and management of multidisciplinary specialized disease centers within general hospitals. Based on the "1+5+7" framework (one core condition, five essential conditions, and seven enabling conditions), it clarifies the classification of centers by focusing on specific diseases, organs, or symptoms. The consensus emphasizes interdisciplinary coordination, integration of clinical specialties, and the advancement of specialized disease management, while also prioritizing improvements in patient care experience and the development of professional talent teams. It covers the full lifecycle of center development—including organizational structure, clinical services, teaching and research, and evaluation and management—providing a standardized operational pathway for the construction of specialized disease centers in general hospital settings.
ObjectiveTo investigate and analyze the ophthalmic resource distribution and service ability of Leshan City, and provide scientific basis for development of ophthalmology and prevention of blindness. MethodsWe statistically analyzed all departments of ophthalmology in 17 general hospitals of Leshan, including numbers of beds, numbers of health technicians, professional title structure, ophthalmic instruments, levels of operation and service ability in 2012. ResultsThere were 186 ophthalmic beds, 84 ophthalmologists, 6 technicians, 64 nurses, 16 professors, 28 doctors with medium-level title, and 40 residents in the 17 general hospitals of Leshan. There were 184 300 out-patients and 9 920 in-patients with 12 320 operations including 6 211 cataract operations in the year of 2012. ConclusionThe ophthalmic resources and service ability are not equally distributed in Leshan. Most resources are distributed in big hospitals of the urban district. Meanwhile, hospitals in remote areas do not have ophthalmologists or ophthalmologic instruments. We should develop our service ability and work efficiency by continuous learning in order to improve the three-level primary blindness prevention system.