Restructured twice to the hospital

Time: 2016-11-28

Source: China's traditional Chinese medicine

Author: Liu Su

He Zhande long sigh of relief. One day, he received his fourth and last a restructuring before departing employees back to the court to apply for, hanging heart finally put down.

He Zhande of jiangsu xuyi is Chinese, in June 2015, under his chair, by kang medical group is a wholly owned bought xuyi hospital, and in that year for hospital to realize the business income of 251 million yuan, increased by 10.71%. But in He Zhande view, rising income does not represent the success of mergers and acquisitions, "only employee recognition and can truly benefit, reform, an effective and useful."

Growing pains in Reform is imminent

Built in 1986, xuyi hospital, is formed finally a county hospital of jiangsu province, 30 years, the hospital has experienced two reforms.

In 2004, in the face of the under-funded, survival is difficult to sustain the plight of the simulated shareholding system reform, the hospital leaders presided over the hospital funded by peng sheng group, jiangsu province, to buy a 70% stake in the hospital, increase the intensity of capital investment and talent introduction, makes the hospital marched into the fast lane. Hospital from 50 beds, annual revenue is 6 million yuan, the scale of the more than 100 employees, to develop with more than 700 beds, more than 700 employees of level 2 grade a hospital.

After 10 years rapid development, however, a hospital in the "growing pains" : on the one hand, the number of patients with a sharp increase in the size of the existing have already can't meet the demand of medical treatment; On the other hand, talent introduction, equipment purchase, expand the scale of hospital capital can't arrive. Not only that, after the hospital employees to raise funds for construction, there are tens of millions of dollars on also hard, makes the hearts float within the hospital.

In 2013, served as of xuyi Chinese He Zhande. Once in office, the contradiction. "In fact, if you don't do change, no big problem within three years of hospital development, treatment of employees will increase steadily. However, the patient demand is growing, by the end of 2014, the hospital had been overstretched. Not enough room to live, even in patients with live to the corridor, how can the service quality." At the same time, on a par and county hospital of the county people's hospital in expanding scale.

How to break through? Crisis forced He Zhande thinking way.

Pasting He Zhande accidentally see, after several hospitals through mergers and acquisitions to develop the province, success stories to let he got the inspiration. "The county government also very supportive, think that m&a is a good way out." He Zhande said, after repeated comparison and appraisal, a hospital adopted a hospital many times m&a experience constant kang medical group.

In March 2015, in order to eliminate the concerns and worries, He Zhande invited county public health and family planning commission staff and hospital leadership, together with the research of constant kang medical group and its hospitals. In see the new look of the hospital after the merger, he established the choice. During the same month, xuyi hospital with constant kang medical consulting on mergers and acquisitions, finally signed a contract in June.

A new lease of life after m&a Insist on change

Yan-hong liu is director of the hospital cardiovascular division, it is also one of hospital reform in 2004 after the introduction of talent. For reform, and she has a doctor's unique cautious and alert. "Particularly concerned that after the transformation, people will doubt we will no longer be patient-centered." Yan-hong liu admitted that at the beginning of the got wind of restructuring, a little bit of gossip all let her feel wronged.

Facing reform, He Zhande also under great pressure, on the one hand, concerns the staff there will be fluctuations in the heart, also worried that management is not in place, more afraid of thus resulting in the loss of talent.

Crack with concern, he has his own insist, "after the restructuring, we in addition to its name, adhere to the hospital to undertake social responsibility, the policy remains unchanged, characteristics of traditional Chinese medicine is changeless, management team intact, price, service is also the same."

He Zhande explanation, social capital hospital could have independent pricing, but given the basic functions of county hospital services for local people, the inspection fee is according to the standards of public hospitals; In addition, the hospital human resource management, must sink to a local hospital, the basic principle is apanage management.

This a few firm "constant", to the floor the doctor down the sides.

Yan-hong liu have experience greatly, after the hospital reform, for clinicians, basic requirements and improve the ability to make a diagnosis and give treatment, only the quality of teaching, medical, technology requirements; Performance with check, medication, but focus on examination of comprehensive management level.

On compiling, hospital use "the old man old way, the couple new way", for after establishment of the old employees still in county people club department for the record, and take the appointment system for new employees.

On the management system, the President responsibility system into the President responsibility system under the leadership of the board of directors, by He Zhande served as chairman of the board of directors, board of directors is policy makers, council regulation by the college, at the same time, there is medical center is in charge of hospital management. All three years preceding the profit share out bonus for hospital development.

Restructuring within the next six months, the hospital human resource management adjustment, the position of floor staff to stimulate the work enthusiasm; Then the performance appraisal reform, departments and doctors gifted lowe best, strengthen discipline construction and equipment imported inputs.

In the variable and constant, hospital usher in a new face in due course. After the restructuring, talent without loss, not only before departure of four doctors also applied to return to the original post, before the Spring Festival in 2016, funds paid off all his employees. Hospital introduce new infrastructure, decorate the hospital surgical floor; Construction of the collection of make an appointment, online consulting, information query, and other functions in the integration of hospital apps and WeChat service platform. In the first half of 2016, up 26.05% over the same hospital business income is 2015. John Hancock medical group through the implementation of equity incentive policy, fully arouse the enthusiasm of the staff work.

He Zhande said, still keep the original public welfare hospital, actively develop rural doctors, promote grass-roots service ability of traditional Chinese medicine, and to expand the service to the surrounding areas. This year, the hospital has to strengthen the cooperation with nanjing hospital and the hospital of jiangsu province, positive for level 3 b, such as traditional Chinese medicine hospital to create activities.

Absorb the social capital Why go smoothly

Held on November 8, xuyi hospital opened 30 anniversary celebrations, yizhen weeks, paste, etc. Looking at the front of the hospital on the banner "thirty instruction" four characters, He Zhande with emotion.

He Zhande said, xuyi smooth reform of the traditional Chinese, first of all thanks to the "ice-breaking journey" for the first time. "No reform, many people thought it is hard to shift. Fortunately, in 2004, the hospital is simulated joint-stock reform, many worker enjoys to the reform of the dividend, they will not be rejected, even looking for a new change."

He is particularly grateful to the county government in the hospital when facing difficulties to provide a solid backing, has become an important force in the reform success. "The government actively communication, actively take part in a lot of leadership research, coordinate and help us solve a lot of practical problems."

Carefully analyse the causes of success, He Zhande said, before m&a, the hospital has accumulated a certain brand effect, from opened until now has a profound accumulation, talent structure is reasonable, the service is better, through good oneself condition is also an important factor of mergers and acquisitions.

"We are located in huai river basin, the digestive tract tumor incidence rate is very high, many patients with medical needs, but the hospital carrying capacity is insufficient, resulting in the loss of the patient. We hope to rely on a tumor specialized subject hospital hospital construction." He Zhande revealed in June 2015 after the merger, the desire to take root, 10 cancer hospital preparation work started quickly, beside the hospital located land acquisition, planning a new 10 tumor specialized subject hospital level 2 grade a standard. "Hospital hardware has now completed the planning design, immediately put into construction, the next will be completed in 1 ~ 3 years talent pool and equipment procurement problem. A new hospital is about to rise from the ground, with the traditional Mosaic, form a new medical xuyi county and surrounding counties for the masses to provide professional health medical services."