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Development Strategy of Duc Giang General Hospital to 2025

Chapter 3

ORIENTATION AND SOLUTIONS TO IMPROVE THE QUALITY OF MEDICAL EXAMINATION AND TREATMENT OF YOUNG DOCTORS AT DUC GIANG GENERAL HOSPITAL


3.1. Development strategy of Duc Giang General Hospital to 2025

3.1.1. Development orientation and goals of the health sector

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With the issuance of Decision 122/QD-TTg dated October 11, 2019 of the Prime Minister approving the national strategy for protecting, caring for and improving people's health for the period 2020-2025, with a vision to 2030, Decision No. 4448/QD-BYT on approving the project "Determining methods for measuring people's satisfaction with public health services" and Decision No. 2151/QD-BYT dated June 4, 2019 of the Minister of Health approving the Implementation Plan "Innovation in service style and attitude of medical staff towards patient satisfaction" has shown the orientation and development goals of the health sector as follows:

- Ensure that all people enjoy primary health care services, expand access to and use of quality health services. People live in safe communities, develop well physically and mentally. Reduce the rate of disease and disability, improve physical strength, increase life expectancy, and improve population quality.

Development Strategy of Duc Giang General Hospital to 2025

- Regularly measure people's satisfaction, thereby overcoming shortcomings in the provision of public health services, contributing to improving the quality of public health services in order to promote the leading role of public health facilities in protecting, caring for and improving people's health.

- Innovating the service style and attitude of medical staff towards patient satisfaction to change the awareness, attitude and service style of medical staff, training communication and behavioral skills, improving

spirit, service attitude, strengthening patient trust and satisfaction.

- Create good and favorable conditions to help people access medical services; build a good image of Vietnamese medical staff.

- Improve the quality of medical examination, treatment and rehabilitation services at all levels; reduce overload at upper-level hospitals. Develop universal health care, family doctors, promote primary health care, universal health coverage combined with specialized health development. Strengthen health care for the elderly. Develop non-public health care, strengthen public-private coordination. Modernize and develop traditional medicine, combine traditional medicine with modern medicine.

- Develop medical human resources in both quantity and quality; increase medical human resources for rural, mountainous, remote, border, island areas and some specialties; focus on developing highly qualified medical human resources; expand university and college nursing training, move towards achieving a reasonable structure between doctors and nurses, technicians..., ensuring balance between training and use of medical human resources.

- Innovate the operating and financial mechanisms of the health sector, rapidly increase public investment in health, develop universal health insurance, reduce the proportion of direct expenditure from households for health care; use health financial resources effectively. Ensure adequate supply of quality medicines, vaccines, biological products, blood, blood products and medical equipment at reasonable prices to meet the people's needs for disease prevention and treatment; manage and use medicines and equipment reasonably, safely and effectively.

- Improve management capacity and capacity to implement health policies, promote administrative reform, develop health information systems to meet the needs of innovation and development of the health sector.

- Target orientation to 2030

By 2030, the healthcare system from central to local levels will be completed.

modern, suitable for each region; the grassroots health network is firmly consolidated; specialized health care, key health care is on par with advanced countries in the region. Harmony between public health and non-public health, in which public health plays a core role; good combination of modern medicine with traditional medicine; all people enjoy high-quality basic health care services. Finance for health care mainly comes from the state budget and health insurance. All people live in a safe community, develop well physically and mentally, meeting the human resource requirements for the cause of industrialization, modernization, construction and defense of the Fatherland.

3.1.2. Development strategy of Duc Giang General Hospital

- The hospital has gradually modernized and completed the scale of beds, technical equipment and organizational structure suitable for a grade I hospital with a scale of 700 beds. At the same time, the hospital has also constantly improved the quality of medical examination and treatment, improving the quality of life for people in the region and neighboring areas. With a complete grade I general hospital model, focusing on developing the obstetrics, internal medicine and paraclinical systems, the hospital has constantly improved the health care conditions for the people, strengthened the training to improve the skills of the team of doctors, pharmacists and other staff. In addition, the Hospital focuses on mobilizing all resources, taking advantage of integrated programs and projects to synchronously invest in infrastructure and modern medical equipment to serve emergency and medical examination and treatment work to create a breakthrough in professional quality while constantly improving the quality of medical examination and treatment to create prestige and brand of the unit, creating trust for the people and this is also the basis for the hospital to exist and develop sustainably.

- Continue to implement Decision No. 2151/QD-BYT on approving the implementation plan "Innovation in service style and attitude of medical staff towards patient satisfaction" and Decision No. 3638/QD-BYT on approving the implementation plan for "Green - Clean - Beautiful" medical facilities.

- Continuously improve professional capacity and service quality; promote effective implementation of Directive No. 06/2007/CT-BYT dated December 7, 2007 of the Minister of Health on improving the quality of medical examination and treatment for the people, Program No. 527/CTr-BYT dated June 18, 2009 of the Ministry of Health on improving the quality of medical examination and treatment at medical examination and treatment facilities for the purpose of meeting the satisfaction of health insurance patients, Directive 05/CT-BYT dated September 10, 2012 of the Minister of Health on "strengthening the implementation of solutions to improve the quality of medical examination and treatment after adjusting the price of medical services", improve the medical examination and treatment process according to Decision No. 1313/QD-BYT dated April 22, 2013 on "Guidelines for medical examination procedures at the hospital's examination department" of the Ministry of Health.

- Implement Circular No. 19/2013/TT-BYT dated July 12, 2013 of the Ministry of Health on "Guidelines for implementing quality management of medical examination and treatment services at hospitals" and "Set of criteria for assessing hospital quality" issued together with Decision No. 6858/QD-BYT dated January 18, 2016 of the Minister of Health; strengthen the Hospital Quality Management Council, propose solutions to enhance effective operations, and move towards establishing a Quality Management and Directive Department of the Hospital, and a Scientific Research Department;

- International cooperation. - Strengthen the management of revenue sources to ensure the stable life of civil servants and improve their lives; gradually complete the implementation of the regimes according to Decree 16/2015/ND-CP dated February 14, 2015 on the regulation of the autonomy mechanism of public service units.

3.2. Orientation to improve the quality of medical examination and treatment of young doctors at Duc Giang General Hospital by 2025

- Standardize the qualifications of staff and civil servants and ensure the balance of human resource needs appropriate to each specialty to meet the staff/bed ratio.

achieve 1.1. Train and improve staff and management apparatus; annually, pay attention to recruiting civil servants to meet human resources needs, ensuring the ratio of 2-2.5 nurses/1 doctor

- Review human resources in terms of quantity, qualification structure, shortcomings in human resource arrangement and use of departments, pay special attention to creating favorable conditions in terms of remuneration policies and creating a working environment to attract talented people, so that they can actively and effectively contribute to the hospital.

- Develop annual plans for continuing education, university and postgraduate training, professional development, and state management for hospital staff to ensure that by 2025, 100% of staff will have university and college degrees; at the same time, continue to have training support policies such as ensuring full support for tuition, fees, study materials, and income support for staff sent for training. In addition, it is necessary to focus on political and ideological education and improving professional ethics for staff.

- Actively direct and implement Project 1816 BYT with upper-level hospitals as well as with grassroots hospitals; take advantage of technical transfer packages in developing new techniques.

- Based on actual needs, we can invite good experts, retired officials who are still healthy and dedicated to serving patients to sign work contracts.

3.3. Some solutions to improve the quality of medical examination and treatment of young doctors at Duc Giang General Hospital

3.3.1. Reforming administrative procedures and hospital medical examination and treatment processes

The hospital's administrative procedures are considered cumbersome, causing inconvenience to patients. Patients still have to wait a long time when registering for examination and waiting for examination. Therefore, to improve the quality of medical examination and treatment at the unit, Duc Giang General Hospital needs to reduce administrative procedures in a streamlined manner. Computerize the steps in the process of guiding, receiving and examining patients with

Hospital management software system, departments are connected together.

Patient data entry is done once at the reception stage and is used throughout the entire patient examination process. This will help medical staff save time compared to the current way of recording, patients will not have to wait long and the efficiency of medical examination and treatment will be higher. In addition, to reduce the situation of patients queuing up to wait for examination, on the one hand, the hospital can apply the form of consultation, medical examination or appointment for patients by phone, increase the number of examination rooms, examination tables, increase the number of ultrasound rooms... By doing these things, patients can proactively choose the time to go to the examination room without having to come early, wait for a number, wait for examination, which causes psychological fatigue and wastes time and effort as at present; on the other hand, the hospital should arrange a patient guidance desk at the reception area, arrange staff on duty regularly to answer and guide patients on the medical examination and treatment sequence as well as how to move between departments in the hospital to ensure that patients do not have to move around a lot during the examination and treatment process at the hospital.

3.3.2. Develop detailed service standards for each department and office.

The service style of the staff directly affects the patients. The way of serving patients determines the quality of the hospital. The quality of the hospital's service is the fact that the hospital staff including nurses, doctors directly affects the quality of the hospital's service, it creates a happy or unhappy attitude for the patients about the quality of the hospital's service.

The impact of actions during the service of hospital staff: Creates a sense of security for patients during treatment. When coming to the hospital for treatment, patients often think of leaving the hospital quickly, so having to stay in the hospital for treatment is a torture for them. With such a mentality, if patients encounter attitudes from service staff that are not caring and also show discomfort when taking care of patients, it will create a sense of security for patients during treatment and thus the treatment will be affected.

The longer the illness lasts, the more serious it may become. The caring actions of hospital staff in caring for patients' health such as regularly asking about patients, always monitoring the implementation of medical orders, the patient's nutritional regimen... Taking medicine on time and eating enough nutritious food and eating according to the doctor's treatment regimen are very necessary.

The goal of improving employee service style is to

: satisfy patients and their families. The service style of the staff is a collection of behaviors of the staff when interacting with patients and their families. With these activities, if the staff's caring and thoughtfulness is shown, it will create a sense of security for patients and their families when being treated at the hospital. Therefore, the biggest goal of improving the style is to build a brand for the hospital and help the hospital gain a large market share.

Measures to help hospitals achieve their strategy:

- Set rules for staff behavior and speech when interacting with customers (patients): For example, do not speak empty words, do not say sentences without subject and predicate, do not get angry for no reason, do not have demanding actions. It is necessary to have a caring attitude and speech towards patients, have respectful behavior, respect everyone around is to respect yourself.

- Every month, highlight examples of creating a style for good patient service of the hospital, building a brand for the hospital. The evaluation of hospital service staff should have forms of evaluation by collecting opinions from customers (patients) and screening those opinions and making clear decisions about which staff perform well and which staff do not comply with hospital regulations.

- Every month, the hospital has conversations with patients and asks for their opinions on what the hospital staff's behavior is good and what is not. This is to probe the opinions of customers (patients) about whether the activities of the hospital staff are good or not and if not, what direction should be taken to best meet the patients' wishes.

- Every month, the hospital needs to organize meetings and meetings with the aim of reviewing the activities of the month regarding the quality of service of the hospital staff. This organization aims to find out the mistakes of the activities to correct and find the strengths and weaknesses of the strategy to overcome and have a plan to change the strategy to suit the actual situation.

3.3.3. Training and developing young doctors with medical ethics and professional skills

Like many other public hospitals, Duc Giang General Hospital is always facing a shortage of highly skilled and professional human resources. The quality of the hospital's staff is not uniform, so in order to improve the quality of medical examination and treatment, the hospital should continue to invest in on-site training, cooperate in training with schools and central hospitals, and send people to study abroad; in particular, the hospital needs to take full advantage of the opportunities brought by Project 1816 and training programs supported by the Ministry of Health with study costs. Encourage hospital staff to learn and absorb technology transfer and treatment methods from leading medical experts in all fields to be able to master equipment, treatment regimens, and apply them well to medical examination and treatment at the unit; launch a movement of self-study and regularly update knowledge information throughout the hospital; Build an information storage system that is easy to access and search, enabling all health workers to be continuously updated with information.

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