Exploration and practice of clinical specialist operation assistant mode in prefecture-level public hospitals
临床专科运营助理模式在地市级公立医院的探索与实践

摘要

目的 研究在地市级公立医院探索与实践临床专科运营助理模式的效果。方法 我院于2018年正式组建成立运营管理部，通过3年多的实践与探索，逐步形成了一种借鉴华西医院优秀运营经验且具有我院特色的运营管理模式。本次研究将2017年1月至2017年12月期间视为临床专科运营助理模式实施前，2021年1月至2021年12月期间视为实施后，比较实施前后本院设备资源的配置及管理情况以及临床对职能部门工作的满意度。结果 实施后，在设备资源的配置及管理方面，运营助理为医院的设备新购节约成本708.5万元，设备的使用效率提升了8.12%；临床科室对行政职能部门的满意度90.76%显著高于实施前83.29%，差异有统计学意义（2=20.369，P<0.05）。结论 通过在地市级公立医院探索、实践临床专科运营助理模式，能够有建立起高效的矩阵式运营管理模式，有助于提升医疗机构的精细化管理水平、降低沟通成本、优化资源配置，使临床科室能够更加专注于临床工作，对行政职能部门满意度大幅提升，具有明显的积极作用，值得推广。

Abstract

Objective To study the exploration and practice of clinical specialist operation assistant mode in prefecture-level public hospitals Effect.
Methods The operation management department was formally established in our hospital in 2018. Through more than 3 years of practice and exploration, an operation management model with the characteristics of our hospital was gradually formed by drawing on the excellent operation experience of West China Hospital. In this study, the period from January 2017 to December 2017 was regarded as the period before the implementation of the clinical specialist operation assistant model, and the period from January 2021 to December 2021 was regarded as after the implementation, and the allocation and management of equipment resources in the hospital before and after the implementation were compared. situation and clinical satisfaction with the work of the functional department.
Results After the implementation, in terms of the allocation and management of equipment resources, the operation assistant saved 7.085 million yuan for the new equipment purchased by the hospital, and the use efficiency of the equipment increased by 8.12%. 83.29% before implementation, the difference was statistically significant (2=20.369, P<0.05).
Conclusion   By exploring and practicing the clinical specialist operation assistant model in prefecture-level public hospitals, an efficient matrix operation management model can be established, which is helpful to improve the refined management level of medical institutions, reduce communication costs, optimize resource allocation, and make Clinical departments can focus more on clinical work, greatly improve the satisfaction of administrative functional departments, have obvious positive effects, and are worthy of promotion.