Summary of administrative work in 2019

In 2019, under the care and support of leaders at all levels, with the hard work of the faculty and staff of the whole hospital, we closely focused on the guiding ideology and goals of hospital work, and took the learning and practice of the scientific development concept as the driving force to strengthen the leadership team construction. Hand, with the construction of rules and regulations as a guarantee, all work has achieved remarkable results. The operating room of our hospital was awarded the title of “Women's Civilization Post” by the Ministry of Health and the National Federation of Trade Unions. The hospital was once again awarded the “Best Unit for the Health System in the Province” and won the “Outstanding Achievement Award of Shaanxi Economic Development” and won the “Xi'an” The city's civilized unit has once again won the "National Medical and Health System Advanced Collective".

One

In 2019, it was the "year of implementation" of the rules and regulations of our hospital. We have comprehensively sorted out the implementation and implementation of relevant rules and regulations, especially the implementation of weak rules and regulations, to find out the reasons, to come up with methods, and to implement them. 9 systems were formulated and revised throughout the year, and the "Management Manual for Emergency Response Plan of the Second Affiliated Hospital of Xi'an Jiaotong University School of Medicine", "Compilation of Medical Work System of the Second Affiliated Hospital of Xi'an Jiaotong University School of Medicine", and "Handbook of Hospital Process Management" were compiled. . The process-based management method was implemented, and the workflow was used as the operational procedure for transaction management.

In accordance with the principles of meticulous organization, rational arrangement, and scientific management, after three years and eight months of intense construction and more than two months of trial operation, May 26, 2019, under the full support and hard work of the faculty and staff of the whole hospital. The medical complex with a total construction area of ​​more than 60,000 square meters was officially put into use in the clinic, medical technology, surgery and ward. The safe relocation and use of the building is a test of our managers' management ability and management standards. We submitted a satisfactory answer sheet. Our medical complex is the most complete medical facility in the northwest with the most complete functions, the highest degree of automation, the largest operating room in a single operating room, and the most advanced equipment. Through various efforts, the functions of automatic call, automatic call number, central oxygen supply, vacuum suction, fire protection, lighting, direct drinking water and central air conditioning in the building are running well. The new 750 beds in the building have optimized the outpatient and inpatient procedures, which has facilitated patients and improved the hospital's image and service management standards, completely changing the face of the hospital. The successful opening of the new building is a milestone in the history of our development, marking the beginning of a new phase in the development of our hospital. The medical layout of the North Campus has been re-adjusted. The number of beds in most departments has increased to varying degrees, alleviating the shortage of hospital beds and the difficulty of hospitalization. It has also improved the environment of various wards and the overall medical layout is more reasonable.

Pay attention to the special management and financial inspection of the "small treasury" and actively cooperate with the inspection team of the Ministry of Health. The inspection team gave a high evaluation of the special management and financial management of the “small treasury” in our hospital. At the same time, our hospital also held meetings several times to deploy and implement the problems found in the inspections, and formed a report on the rectification work of the hospital. Most of the problems were solved. The economic work conference of our hospital was held to focus on the methods, measures and timetable for the resolution of historical issues, and the financial management of the hospital was more standardized.

Actively cooperate with the school's inspection work on our hospital. The school inspection team highly praised the work of our hospital: the purpose of the term is clear, the ideas are clear, the truth is pragmatic, and the team members work diligently. The implementation of the party and the state's policies and policies is unswerving, and the implementation of the relevant regulations and work arrangements of the Ministry of Education, the Ministry of Health, and schools is clear, work is serious, and actions are positive. Pay attention to the implementation of the "three majors and one big" collective decision-making system, attach importance to the open work of the hospital affairs, respect the workers' right to know, attach importance to the self-construction of the leadership team and the construction of the party's work style and clean government, attach importance to the hospital's system construction, and pay attention to solving the hospital's livelihood issues. The hospital leadership team has a clear understanding of the problems, difficulties, challenges and opportunities faced by the Second Hospital, and can take the scientific development concept as a guide, actively study the methods and ideas for coping, actively strive for support from all sides, and strive to promote the development of the hospital. The results are remarkable. The inspection team also raised seven questions about the work of the hospital. We are studying and formulating corrective measures on administrative work. This is one of the main points of our 2019 administrative work.

Strengthen the management of medical charges. In 2010-2019, there was no complaint about the price of medical charges in our hospital. It was listed by the Shaanxi Provincial Price Bureau as the province's inspection-free unit for the year. The local tax bureau of Xi'an accepted the inspection of the taxes and funds of the hospital, and paid the tax of 23.6 yuan. The hospital tax management regulations. Through inspections, our policy standards and taxation awareness in accordance with the law have been significantly improved. Completed the switch of our new his system and the online medical record, overcame many difficulties and solved a large number of problems. Relevant departments and personnel have basically mastered the operation methods, and improved the information analysis report, resource sharing and efficient utilization.

To handle the hospital land certificate and the employee housing property certificate, it is necessary to safeguard the legitimate rights and interests of the hospital, ensure the integrity of the state-owned assets, and reflect the interests of the employees. We have clarified and properly handled a large number of historical issues and solved a large number of problems. The new problems faced have achieved breakthrough results.

two

Taking the "three tops" assessment and the "Medical Quality Miles" special activities as an opportunity, we implemented the medical system as a means to ensure the development of medical treatment routines, and paid close attention to medical quality and medical safety. Increased support for the construction of medical brands, and ensure the support of human, material and financial resources. Interventional treatment of neurological and surgical interventions, interventional treatment of cardiovascular medicine, and the standard of endoscopic diagnosis and treatment in various disciplines has been significantly improved. Give full play to the role of the icu ward, so that the success rate of critically ill patients can be saved, and the cure rate is significantly improved.

Adhere to the medical routine system, conduct regular medical safety analysis, and hold training courses on medical dispute prevention and handling. Supplement, improve and revise all kinds of informed consent and instructions of our hospital. We strengthened the study of laws and regulations and the training of “three basics and three strictes”, and held 47 training activities of various types, with 4,519 participants. Improve the ability of medical staff to protect themselves and prevent medical disputes, and strive to reduce potential safety hazards. Implement the first-patient responsibility system, strengthen the management of difficult and critically ill patients in the hospital and support and collaboration between departments. Develop processes for key nodes such as transfer, admission, and access to the operating room to ensure continuity of the medical process. The overall situation of medical safety was stable, and no major medical safety incidents occurred throughout the year.

New medical technology and new treatments have achieved remarkable results. The new technology review procedures and standards have been comprehensively revised to ensure the safety and quality of new medical technology development and effectively promote the promotion of medical technology brands. The interventional diagnosis and treatment technology for cerebrovascular disease has made breakthrough progress. Obstetrics and Gynecology has been approved to build a training base for endoscopic diagnosis and treatment technology of the Ministry of Health. The endocrinology department completed the first autologous stem cell treatment for ischemic diseases of the lower extremities. The management of single path clinical pathways was carried out, and 14 clinical departments including respiratory, neurology and general surgery were used to implement clinical pathways for 72 diseases such as bronchiectasis, diabetes and cerebral hemorrhage, and the clinical diagnosis and treatment behavior was further standardized.

Strengthen nursing management and quality control, prevent accidents, and improve patient satisfaction with high-level nursing techniques. We will conscientiously implement the reward and punishment system, carry out in-depth creative activities, explore clinical nursing pathways, and continuously improve the quality of care. A sound system for infection management was put in place, and the system was implemented. The infection rate in the hospital was controlled below 6%. The "A stream" prevention and control work has achieved remarkable results. As a designated medical unit in Shaanxi Province, we set up a leading group and a medical treatment expert group in a timely manner, carefully organized and scientifically responded. Set up a 24-hour fever clinic and "A stream" special beds, the highest single-day consultation more than 700 people, do a good job in prevention and treatment. In line with the unified deployment of the Health Department, the counterparts supported the treatment of critically ill patients with type A h1ni in Yangling and Yulin. They sent relevant experts to participate in the training, consultation, and on-site treatment for 29 people, and successfully treated 5 patients with critically ill h1ni. Our hospital successfully performed a cesarean section for a severely ill pregnant woman and achieved good social impact.

Pay attention to the construction of cadre health bases. The cadre ward district received 386 person-times of cadres at or above the bureau level, and 28 medical personnel took on and completed 14 major activities and important conference health tasks, including the central leadership to visit the health task 9 times in Shaanxi. In the inspection of the cadre health bases in the province, the examination results of our institute are among the best.

The newly established "Physical Examination Center" has a complete inspection project and a marked improvement in equipment. After two months of operation, a total of 17,234 health checkups were conducted, with an economic income of 3.163 million yuan, and the annual health checkup of the bureau-level cadres was resumed. jobs.

The number of emergency visits reached 957,632, a year-on-year increase of 12.32%; the number of discharged patients was 38,974, an increase of 19.55% compared with last year; the number of surgical cases reached 11,220, up 13.8% from last year; the average hospital stay was 13 days, bed occupancy rate 103.97%, the Grade A case rate was 96%, the prescription pass rate was 96%, and the drug income accounted for 2.22% of the business income. The patient's satisfaction rate with the staff service attitude was 90%, and the work satisfaction rate for the ward was 98.16%. Through the “Three-A” first- and second-class indicators of the Provincial Health Department and the acceptance of the two-room standard, the rectification work has been basically completed, and three types of indicators are being actively prepared for acceptance.

Strengthen external liaison and actively expand the medical market. By the end of the year, our hospital signed an agreement with all prefecture-level medical insurance centers in Shaanxi Province, and signed employee medical insurance agreements with large and medium-sized enterprises and institutions such as Shaanxi Coal Industry Group, Changqing Oilfield and Aerospace Group. Realized the networking with the provincial health insurance. The medical technology cooperation between our hospital and Changqing Oilfield has begun, extending the service tentacles and actively exploring new ways for medical group cooperation. Medicare income increased by 18.3% compared with last year.

three

We have paid close attention to the construction of hospitals with scientific and technological innovation, talent development, and discipline improvement, and implemented guarantees in terms of system and funding. In 2019, the whole hospital won the bid for 76 scientific research projects, and the funds exceeded XX million yuan, up 173.6% over last year. Among them, the National Natural Science Foundation won 19 bids, which is 58.3% higher than last year, with a total of 4.69 million yuan; 1 international science and technology cooperation project of the Ministry of Education, with a funding of 1.54 million yuan; 22 scientific research projects in Shaanxi Province; and “13115” scientific and technological innovation in Shaanxi Province One major science and technology project; 15 horizontal scientific research projects with a total funding of 2.34 million yuan. Published 36 sci papers. Published 3 monographs. He won 3 second prizes for scientific and technological progress in Shaanxi Province and 2 third prizes. The number of award-winning projects reached a record high. He has won 3 invention patents and 2 utility model patents. During the construction of the third phase of the school “985”, our hospital undertook the three key leaders of skin, orthopedics and cancer, filling the gaps in the heads of the “985” Phase I and II. Five people passed the qualification examination of the doctoral tutor of Xi'an Jiaotong University, and added to the 2009 Ph.D. student enrollment catalogue, which has strengthened the doctoral team of our hospital.

The preparatory work for the use of the hospital science research platform was completed. The clinical drug trial management and various work steps into a benign circle, and the clinical drug trial research work of each specialty is more standardized. A total of 15 clinical trials of drugs were conducted throughout the year, with a research funding of 2.34 million yuan, and the number of national first-class new drugs and international multi-center clinical research projects increased year by year. The existing 12 majors have passed the qualification certification, which has effectively promoted the development of clinical trials of drugs in our hospital and expanded the opportunities for contact and cooperation with other hospitals. The Journal of Dermatology and Venereology in China and the Journal of Chinese Children's Health have made great progress in the evaluation indicators of journals. The impact factors and total citation frequency have been improved compared with last year. The re-election of the editorial committees of the two journals was successfully held, which expanded its influence in China.

The introduction and cultivation of talents has already begun to take effect. There are 4 young doctors in our school who are among the backbone teachers of the school and are among the top three hospitals. The two young backbones of our school were promoted to associate research fellows. Li Manxiang, a researcher introduced by our institute, was awarded the special professor of “Tengfei Talent”. An overseas talent is employed in an external position in the school, and an overseas talent is employed in the high-level talents of the school.

In order to meet the needs of hospital work, 291 people from all levels and at all levels were recruited, including 24 doctoral students, 38 master students, 130 nursing staff and 58 management personnel.

Use various channels to strengthen foreign exchanges. This year, a total of 15 foreign and Hong Kong, Macao and Taiwan experts came to our hospital for exchange visits, which gave us useful help from many aspects of medical education and research. Our school sent 13 young backbones to study and study abroad, and 16 young backbones went to study in famous medical institutions in China. In particular, with the support of the Guanghua Education Fund, 46 subject directors and backbones of our school went to Taiwan to conduct academic exchanges and selected 15 young backbones to study in Taiwan.

four

Actively explore ways and channels to train high-quality, high-quality medical talents. The Department of Pediatrics has two modules in theoretical teaching and internship teaching. Internal medicine, diagnostics and obstetrics and gynaecology have carried out research and implementation of pbl teaching methods in individual trainees. Six teachers went to Yangming University in Taiwan to study. Pbl teaching method. Organized summer teacher English training classes and conducted oral English training for 40 key teachers. The revision of the 2010 edition of the clinical medical professional training program was completed in accordance with the requirements of the school. He won the first prize of the school's teaching achievements and the second prize of the teaching achievements of Shaanxi Province. Emergency medicine has become a quality course in the school, and pediatrics has won a quality course in Shaanxi Province. Ranked among the best in school teaching inspections and competitions.

There are 18 classrooms in the medical complex, and millions of dollars have been invested in advanced teaching facilities. The teaching environment and conditions have been greatly improved. The completed surgical classroom was equipped with a surgical relay system to realize the instant transmission of images and two-way interaction of voice during the operation process. It was widely used in clinical teaching, surgical observation, and lecture communication, which completely solved the problem of students' difficulty in observing surgery.

Successfully completed the doctoral and master's enrollment work, enrolled 24 doctoral students and 87 postgraduates, and the number of doctors applying for and taking the retest was the highest in history. Initially cooperated with the school to complete the postgraduate thesis “Monitoring of academic dissertations in dissertations”, and distributed the “Graduate Academic Integrity Education Album” to the students in the hospital to implement the spirit of school integrity education. Create conditions to hold academic lectures and invite foreign experts to offer a series of lectures for graduate students. Complete the blind review of the graduate papers of the equivalent qualifications and the exchange of papers for the external school.

Fives

In order to create a "service-oriented logistics" and "saving hospitals" as the focus of work, in the service approach, and strive to achieve the transition from "services to services" to "delivery services." Set up a 24-hour logistics "first-line" on-duty telephone, all the questions to "special person reception, rapid processing, timely response, the director is responsible." Strengthening the assessment and supervision, the logistics departments, posts, and teams regularly inspect and establish a good new image of logistics personnel.

The logistics service center overcomes the difficulties of tight time, high work intensity and complicated surrounding environment, and strictly controls the quality of the project to ensure the smooth implementation of various decoration renovation projects in the hospital. Completed the demolition of old outpatient buildings and frontage houses; physical examination center, pediatric medicine, endocrinology, rehabilitation department, beauty skin laser center, nephrology department, outpatient inpatient complex northern small square, multi-functional hall of labor union, etc.; The renovation of the original "surgical building" is about to be completed, and the 10 kVA two-way electric power transformation project in the medical district is being implemented; the design of the renovation and renovation plan for the "cadre ward building" is underway.

The logistics departments, especially the logistics service centres, have made fruitful contributions to the relocation and use of the medical complex. The logistics staff went deep into the department and tailored to match the office supplies needed for the building. They obey the hospital's unified arrangement, meticulous organization, warm service, and ensure the relocation of relevant departments in terms of manpower and material resources. Especially when the building is put into use, the logistics personnel are facing enormous challenges. The area of ​​medical buildings has more than doubled, and the facilities in the building are high in technology. They can take care of the overall situation, shoulder heavy burdens, overcome difficulties and ensure the safety and normal operation of the building.

According to the new situation and new features of safety and security work, improve various types of emergency response mechanisms, revise emergency plans, and organize emergency drills. Strengthen the equipment and management of fire equipment in the hospital, replace old aging equipment in time, and repair the water and electricity line of the department to ensure the safety of water and electricity. The 24-hour fee management was implemented for all the parking lots in the south and north. No major safety production accidents occurred throughout the year. 862 sets of medical equipment were purchased throughout the year, 149 contracts were signed, and the purchase amount was 51.27 million yuan. The medical facilities were significantly improved.

Problem

1. The cohesiveness and centripetal force of the members of the administrative leadership team need to be strengthened. The ideological style, leadership style and work style need to be improved.

2. The ability of the administrative management, functional departments, and clinical department directors to communicate and coordinate problem solving needs to be strengthened.

3. The financial specialization is seriously delayed, affecting the government's investment in special projects.

With the deepening of the medical and health system reform and the pilot reform of public hospitals, the awareness of the people's rights protection has increased, and the development of the hospital faces more problems and challenges. We must be prepared for danger in times of peace, unite our understanding, unite and unite, build confidence, tap potential, enhance our sense of competition, effectively solve the major problems facing the development of hospitals, let the government rest assured, let patients trust, and satisfy employees.