Zhao Cheng: 114 years in the establishment of the hospital, the century -old home in the challenge is looking for new opportunities

Physician News (Reporter of Rong Media Song Yan) "Health is the department of health, and his life supports ... Except for the pain of human beings, the perfection of health ..." Today, the medical student vowed to linger in the Second People's Hospital of Lianyungang from time to time Deputy Dean Zhao Cheng ear. At that time, he was eager to become an excellent doctor in the future.

"At first I was unwilling to do management, and my heart was very painful, but the consciousness of obediently defeated personal emotions. For the hospital, management promoted efficiency to a large extent determined that the hospital's future development was important." The clinician gradually became a hospital manager, and Zhao Cheng was deeply touched. Two positions and two types of work, from the attending doctors to the hospital's management positions, the role and mentality must be changed rapidly.

People -centered, creating a "medical and affected integration" system

Management made Zhao Cheng on another path of medicine.

Hospital managers are the leaders of the hospital's development, which also put forward high requirements for them: they must understand both medicine and management. Only medical knowledge and no management knowledge cannot meet the needs of the development of hospitals in the new era; while only managing knowledge and lack of medical knowledge, it is difficult to compete in the face of complex professional issues such as discipline construction, doctor -patient communication.

"I am not a medical coffee, nor the management of the big man, so I have to organize the two as an organic combination." Zhao Cheng said that he has mastered the discipline system of various departments in the early clinical work. Basic conditions.

When the father of modern management, Drucker defined management, the first sentence was "management is about man management." Zhao Cheng knew this. From 2004, he was the officer of the Medical Office in 2004. By 2016 as the deputy director of the hospital, Zhao Cheng always insisted on the patient as the center and did not change the original intention of the patient. The work is in the same vein.

As the division of labor of the hospital becomes more and more professional and professional, since 2021, Zhao Cheng has begun to take charge of the hospital's nursing work, with the concept of strong quality hospitals, focusing on improving medical quality, promoting discipline construction, improving the core competition of hospitals in the hospital For more than a year, it has also achieved good results.

The supervisor's care has also made Zhao Cheng's understanding of care. He gradually realized that the hospital's high -quality services and new medical technology development need to rely on nursing staff to participate. "In addition to the inpatients, surgery, etc., most of the time is fighting side by side with the nursing staff. Medical services can communicate through nurse-patients, and the medical service concept also rely on nursing staff to realize the patient." Zhao Cheng said.

In order to promote the further improvement of the quality of nursing, Zhao Cheng led many hospital management personnel to participate in early work and early inspection of the ward to learn about the first -line work, discover problems and difficulties in nursing staff, and solve them targeted. The creation of "medical and affected integration" is the top priority of Zhao Cheng's work.

For a long time, doctors and nursing are often disconnected during clinical decisions, resulting in nursing disconnection. In this regard, Zhao Cheng advocated that the nursing team should participate in diagnosis and treatment, nursing check -in, and evaluation throughout the process, thereby reducing the occurrence of complications, improving the curative effect, and achieving precise care.

The "Thirteenth Five -Year Plan" has passed. Under the leadership of Hospital managers such as Zhao Cheng, during this period, Lianyungang Second People's Hospital has been built into some specialties in the province of some specialties (the leader in northern Jiangsu), and most specialty in northern Jiangsu has positions in northern Jiangsu. , Three -level A comprehensive hospitals with strong overall strength and first -class three -level tumor hospitals in northern Jiangsu.

Based on quality, build a hospital required for patients

Looking back at the magnificent history of the 114th year of the establishment of Lianyungang Second People's Hospital, it can not only see the development history of the modern medicine of Lianyungang City and the world, but also the ancient land with a history of nearly 6,000 years of human civilization. The vicissitudes of vicissitudes over the years.

"Lianyungang Medical College and Hospital basically came from the birth of Lianyungang Second People's Hospital." Zhao Cheng introduced the pride and pride of being a member of the hospital in the history of the hospital. Over the years, Lianyungang Second People's Hospital has adhered to the development strategy of quality legislative institutes, talent strong institutes, science and technology institutes, characteristic office, and humanities construction. In this regard, Zhao Cheng shared his understanding.

From the micro, the patient came to the hospital to hand over health to the hospital, which involved the treatment of a single patient; from a macro perspective, it tested the quality management system of the hospital. All aspects are planning. "Quality is the foundation of the hospital. It is out of medical quality. Everything is empty."

Discipline construction is the core of the high -quality development of hospitals, and the key to the current connotation construction and core competitiveness of hospitals. "Each hospital has its historical accumulation and its disciplines." Zhao Cheng said that the Second People's Hospital of Lianyungang City will consolidate development on the basis of 42 clinical first -level departments to meet the clinical needs of major diseases. Focus on the development of clinical specialties.

Zhao Cheng also said: "A tumor patient's consultation may involve multiple departments consulting, etc., and it is imperative to break the barriers of discipline." Hospital construction, such as neuropsychological centers, integrates multiple disciplines, and cross intercourse cross -inter -disciplines cross The purpose of cooperation lies in this.

Talking about the hospital's requirements for various disciplines, Zhao Cheng introduced that the hospital takes the disease as the starting point, considering the needs of patients, combining the fixed time of the discipline center with the patient's demand time. , Laureate the target responsibility during the term of office and evaluate the department.

"Gynecology is currently a municipal -level key specialist, and has plans to apply for provincial -level clinical key specialties in the next few years." As the director of gynecology, Li Zongting followed the development of gynecology in the rhythm of the hospital. Gynecology not only faces challenges such as gynecological disease spectrum (such as gynecological tumors, increased pelvic floor dysfunctional diseases), but also increased demand for treatment methods. Such policy changes. "While adapting to the development of hospitals, gynecology is also strengthening talent reserves, promoting class diagnosis and treatment, promoting multi -disciplinary construction, and moving towards the established goals." Looking forward to the future, Zhao Cheng pointed out that the development of hospital development cannot be "two surrounds" " One combination. " It is necessary to focus on the State Council's requirements for the management of public hospitals and the overall target of the National Health and Health Commission on the overall goal of public hospitals, and develop hospitals in accordance with the local situation. Zhao Cheng further explained that first of all, we must adhere to the party's leadership, implement the management system of modern hospitals, highlight the "public welfare" of public hospitals, take discipline construction as the core management task, and strive to double the provincial key clinical specialist at the "14th Five -Year Plan" period. Increase the emphasis on rehabilitation, first aid, digestion, tumor, metabolism and other departments, optimize the structure of the department, build a "Internet+" nursing platform, extend nursing services to the home of patients with chronic diseases, and introduce senior talents to build smart hospitals.

"Although there is still a large gap between economic development and hospital strength and large hospitals in first -tier cities, the hospital treatment concept is not backward, and the gap is gradually narrowing."

Establish an emergency team to achieve the normalization of epidemic prevention and control capabilities

In early 2020, a sudden new crown pneumonia's epidemic swept the world. In Zhao Cheng's opinion, "the sudden and uncertainty of the epidemic has brought huge challenges to the development of all walks of life. Medical institutions must participate in the epidemic prevention and control, but also manage internal risks."

In order to do a good job of preventing and controlling the epidemic, Lianyungang City Second People's Hospital established a center and two responsibilities systems: operation around the epidemic prevention and control center; external epidemic prevention and control, participating in social resistance; The mechanism for nursing and diagnosis and treatment is prepared for the plan. "We must establish an emergency team, carry out emergency management training, and achieve normalization of capacity building."

In the past few months, the Shanghai outbreak has set out. Under the call of the state, the Lianyungang Municipal Government established the assistance medical team for the first time. In just three hours, the personnel were neatly neat, and the heavy responsibility of the Lianyungang team of the Jiangsu Provincial Aid Shanghai Medical Team was handed over to Zhao Cheng.

After rushing to Shanghai, the first challenge faced by the players was exhaustion. However, the medical team did not rest after arriving in Shanghai, but directly carried out assistance. "The pressure of infection and prevention and control is another heavy challenge. Fortunately, while successfully completed the task, we have achieved zero infection. Nucleic acid collection work is not much tall ', but everyone looks at each other. It is commendable to fall behind. "Zhao Cheng's 52 -day -old anti -epidemic assistance work led by Zhao Cheng has been unanimously affirmed by the leaders, staff and citizens of Shanghai streets. This is undoubtedly recognized by Zhao Cheng and the entire medical team.

During the anti -epidemic, Zhao Cheng took the initiative to negotiate with the local town (street), hoping to bring out the team's technical advantages, introduce Lianyungang anti -epidemic experience, and improve the community nucleic acid sampling model. With the "most beautiful retrograde" figure, he practiced his original mind, showed his mission with action, interpreted with responsibility, and improved his ideological consciousness in the aid of Shanghai Anti -Epidemia.

"Different cities' epidemics prevention and control practices and results have different results, and they all have their own characteristics. I hope that outside the epidemic, there can be more and more in -depth exchanges and cooperation between cities." This experience in Shanghai also allowed Zhao Cheng to grow a lot. : Coordinate the front and rear, coordinate the team and the local street, coordinate the relationship between the internal members, and the ability to coordinate further; as a leader in time, negotiate decision -making with major members, and improve the decision -making ability; communicate with the players in a timely manner, care about the lives of the team members, and let the people from dozens of dozens of dozens of dozens The unknown teams who did not know each other got along well, and the leadership has made great progress.

"The hospital's" Fourteenth Five -Year Plan "has been fully opened. It will firmly grasp the strategic opportunity period of high -quality development of public hospitals, coordinate the prevention and control of the epidemic, deepen the construction of disciplines, and seek specialization of the bureau. The problem is not only a variety of types, but also changes. In the face of these challenges, we must seek vitality and find new opportunities from it! "

Capture: Song Yan

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Edit: Song Yan

Review: Wang Lina

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