Objective To investigate the management model and its application effects of close medical consortium in new round of medical reform aiming at strengthening community services.Methods The close medical consortium,composed by Hechi People′s Hospital, Luocheng County People′s Hospital and Yizhou People′s Hospital,was developed in the context of the separable medical consortium,and its management model was established.The model included organization structure building of close medical consortium,to define management responsibility,to formulate performance evaluation and incentive mechanisms,to define the job responsibilities of the experts who were sent to member hospitals to give technical guidance and support,and to establish the telemedicine and dual referral platform and the resource-sharing platform.The management qualities of member hospitals,utilization rate of hospital beds,operation quantity,business income,quantity of outpatients,telemedicine consulting cases,and referral cases to superior hospitals before and after close medical consortium management were compared.Results After close medical consortium management,the score for each item of management quality in member hospitals was higher than the previous score(P<0.05),and the utilization rate of hospital beds,operation quantity,business income,quantity of outpatients and telemedicine consulting cases increased by 33.89%,56.23%,31.98%,37.20% and 92.31%,respectively,while the cases of referral to superior hospitals decreased by 32.85% in the member hospitals compared to the previous ones.Conclusion The practice of close medical consortium management model can effectively accelerate superior medical resources sharing with lower-leveled hospitals,improve the capacity and level of medical services in primary hospitals and promote the development of hierarchical medical treatment pattern so as to provide more excellent,efficient and convenient medical services for the grass-roots.%目的 探讨新医改"强基层"背景下紧密型医联体的管理模式及其应用效果.方法 在松散型医联体框架下该院与罗城县人民医院及宜州市工人医院进一步组成紧密型医疗联合体,建立紧密型医疗联合体的管理模式,包括构建紧密型医联体的组织架构及明确管理职责、制定绩效考核及激励机制、选拔派驻人员并明确其业务技术指导工作、建立远程会诊及双向转诊平台、建立资源共享平台.比较紧密型医联体成立前后成员医院的管理质量、病床使用率、手术量、业务收入、门诊就诊量、远程会诊量、向上转诊人次.结果 紧密型联合体成立后,成员医院的管理质量各项目得分均高于成立前(P<0.05).与紧密型医联体成立前同期比较,成立后成员医院病床使用率、手术量、业务收入、门诊就诊量、远程会诊量分别增长33.89%、56.23%、31.98%、37.20%、92.31%,向上转诊人次减少32.85%.结论 实施紧密型医联体管理模式,可有效实现优质医疗资源下沉,提升基层医院医疗服务能力和水平,促进分级诊疗就医格局形成,为基层群众提供更加优质、高效、便捷的医疗卫生服务.
展开▼
