How to establish a patient-centered cooperative team

First, it is convenient to see a doctor: smart medical care does not need guidance.

To create a patient-centered quality patient experience, we must do the above five elements well. Wang Jianan put the convenience of seeing a doctor in the first place.

(1) For the Second Hospital of Zhejiang Medical University, the first thing is to create smart medical care. This includes patients who can hold a medical card, make an appointment, register, wait for medical reminders, report inquiries, seek medical advice, evaluate satisfaction, and settle accounts with Alipay. At the same time, the mobile phone can also realize three-dimensional navigation, that is, the mobile phone can guide the patient what to do next and where the B-ultrasound room is.

(2) Outpatient smart medical care. National real-name registration system with ID card, medical insurance card or mobile phone binding verification; Automatic software background detection; Every medical action is triggered by SMS in real time, which realizes full informatization.

(3) Time-sharing diagnosis and treatment is the key to improve the feeling of seeing a doctor in the Second Hospital of Zhejiang Medical University. In order to shorten the waiting time of patients, the Second Hospital of Zhejiang Medical University realized time-sharing diagnosis and treatment, and the diagnosis and treatment time was accurate to 10 minute. Wang Jianan found that after time-sharing treatment, the waiting time of patients was shortened to 7.3 1 minute, and the on-time attendance rate of outpatients was also improved.

Second, effective communication: CICARE mode makes both doctors and patients feel respected.

Every patient does not want to see the doctor's cold face. How to communicate with patients effectively has become a problem that Wang Jianan thinks about. The Second Hospital of Zhejiang Medical University advocates that doctors and nurses provide medical services for patients, and at the same time convey the feelings that patients are respected, accepted and cared for. Doctors care for patients according to their basic and special requirements, and hospitals also have special follow-up centers. Satisfaction survey is the most important link in follow-up, which means that doctor-patient communication is not only in the hospital, but also after discharge. "In the CICARE model, doctors and patients respect each other, which is easy to say, but it is difficult to form a culture through it. However, after the actual implementation, patients will get a very good experience. " Wang Jianan said.

Third, information is accessible: hospitals should make clear the rights and obligations of patients.

The serious information asymmetry between doctors and patients is often the "fuse" that induces the contradiction between doctors and patients. Wang Jianan said that hospitals should first make clear the rights and obligations of patients.

To satisfy patients, we should not only let them know what hospitals can do, but more importantly, let them know what hospitals can't do. For example, the Second Hospital of Zhejiang Medical University has newly opened a riverside campus, and the hospital will constantly inform patients through the media that there are no departments such as pediatrics and burns in the new hospital, so as to prevent patients from being unable to seek medical treatment and delaying their illness.

In addition, respect patients' right to know, including giving informed consent to some patients who do not cooperate with treatment and need to tie their hands and feet. "As far as constraints are concerned, we should all respect the patient, let the patient get sufficient information and consider the problem from his point of view. This is very important. " Wang Jianan said.

In terms of information disclosure, the Second Hospital of Zhejiang Medical University opened Weibo and WeChat to present hospital information in a timely, accurate and diversified way.

Fourth, personnel responsibility: create a sunny and transparent evaluation standard for doctors' qualifications.

When doctors grow up, the biggest problem is qualification evaluation. The Second Hospital of Zhejiang Medical University canceled the "one-size-fits-all" practice of determining surgical qualifications by professional titles, shifted the evaluation subject from functional departments to clinical departments, paid attention to exceptional authorization, implemented dynamic maintenance, conducted biennial routine evaluation, publicized the qualification system in the whole hospital, and established a comprehensive index evaluation system including business volume, complication rate and surgical return visit rate. Wang Jianan said that these indicators promote doctors to spontaneously improve service quality and create a high-quality patient experience.