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Objective:To acquire the impact of COVID-19 pandemic on the operation of tertiary maternal and child health(MCH) hospitals in China, for decision making support of health administrative departments and hospital managers.Methods:The National Maternal and Child Health Institutions Resources and Operations Survey Direct Reporting System was used to collect the resource allocation, workload, treatment quality, work efficiency and asset operation of the tertiary MCH hospitals in China in 2019(pre pandemic) and 2020(during pandemic). Statistical descriptions were made using median.Results:In 2019 and 2020, the number of tertiary MCH hospitals in China was 236 and 258, respectively, and their relevant data were analyzed. In terms of resource allocation, the number of health technicians in 2019 and 2020 was 560 and 548, respectively, and the actual number of available beds was 308 and 305 respectively. In terms of workload, the annual outpatient visits in 2020 were 337 990, a decrease of 23.6%from that in 2019; The total number of emergency visits was 28 997, a decrease of 32.5%; The total number of discharged patients was 13 673, a decrease by 20.5%; A total of 4 723 training sessions on MCH were held for primary institutions, an increase of 1.2 percent. A total of 1 953 724 primary-level health technicians were trained, an increase of 175.2 percent. In terms of work efficiency, the average length of hospital stay of discharged patients decreased from 5.56 days in 2019 to 5.00 days in 2020. Bed utilization rate decreased from 88.90% to 69.15%; Bed turnover decreased from 53.69 to 44.22. In terms of treatment quality, the critical illness mortality rate of inpatients was 0.37% in 2020, 0.11% lower than that in 2019. The in-hospital mortality rate for neonatal patients was 0.04%, a 0.03% drop. In terms of asset operation, the total revenue in 2020 was 248.355 million yuan, an increase of 4.46% compared with 2019, in which the proportion of financial subsidies increased from 11.26% to 15.72%.Conclusions:The in-hospital services and institutional health care services of tertiary MCH hospitals in China were downsized by the COVID-19 pandemic, while the work efficiency was relatively stable, along with acceptable resource allocation, good treatment quality and asset operation.
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Objective:To discuss the use and management of medical material in hospital in order to resolve the key problem during medical material was used in department of device management.Methods: Using the modern logistics management idea to overall upgrade the original system. And to reconstruct the hospital integrated operations management platform included all aspects, such as design ideas, technical architecture, software function and so on, from whole management requirement point.Results: This platform could provide the improvement solution of traceability management for medical material in hospital, and increase the efficiency and transparency of management, and improve the whole management level in hospital.Conclusion: The introduced integrated operations management platform has standardized high-value materials management, met the fine management and cost requirements, and greatly improved the management level of medical materials.
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Modern hospitals are assuming greater responsibility for translational medicine.Hospital management is an integration of process control and information management,the latter of which is the basis and also the main driving force for the overall management of a modern hospital.This paper summarizes the necessity of innovation on informational management in hospitals,analyzes the problems,then discusses the countermeasures and typical cases of informational management in research-oriented hospitals.
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BACKGROUND: This study was undertaken to examine the current level of operations and management education within US-based Emergency Medicine Residency programs.METHODS: Residency program directors at all US-based Emergency Medicine Residency programs were anonymously surveyed via a web-based instrument. Participants indicated their levels of residency education dedicated to documentation, billing/coding, core measure/quality indicator compliance, and operations management. Data were analyzed using descriptive statistics for the ordinal data / Likert scales.RESULTS: One hundred and six (106) program directors completed the study instrument of one hundred and fifty-six (156) programs (70％). Of these, 82.6％ indicated emergency department (ED) operations and management education within the training curriculum. Dedicated documentation training was noted in all but 1 program (99％). Program educational offerings also included billing/coding (83％), core measure/quality indicators (78％) and operations management training (71％). In all areas, the most common means of educating came through didactic sessions and direct attending feedback or 69％-94％ and 72％-98％ respectively. Residency leadership was most confident with resident understanding of quality documentation (80％) and less so with core measures (72％), billing/coding/RVUs (58％), and operations management tools (23％).CONCLUSIONS: While most EM residency programs integrate basic operational education related to documentation and billing/coding, a smaller number provide focused education on the day-to-day management and operations of the ED. Residency leadership perceives graduating resident understanding of operational management tools to be limited. All respondents value further resident curriculum development of ED operations and management.