2020 Annual Work Summary of the Entire Institute

2020 Annual Work Summary of the Entire Institute

Article Source: Unknown │ Website Editor: admin │ Published on: 2021-02-03

Over the past year, Nanjing Zijin Hospital has pressed forward with unwavering determination in pursuit of its vision. Working in concert, we have overcome the myriad risks and challenges posed by the COVID‑19 pandemic, steadfastly advanced refined hospital management, and leveraged academic development as a key driver to comprehensively elevate all aspects of our medical, teaching, and research endeavors. Undeterred by adversity, we have forged ahead toward our goals, achieving significant breakthroughs across major priorities—including quality management, discipline development, talent cultivation, and service branding.

(1) United in Solidarity to Combat the COVID-19 Pandemic

Starting in January 2020, the COVID‑19 pandemic struck unexpectedly, and our hospital, together with the people across the country, mobilized with utmost effort to join the fight against the epidemic. At the height of the crisis, our hospital promptly implemented unprecedentedly stringent management and prevention measures, tightening controls over patient companions and visitation, staff access, and meal services. Within ten days, we issued eight documents on epidemic prevention and control, and organized multiple training sessions and assessments for all hospital staff on COVID‑19 prevention and infection control.

As the epidemic evolved and the prevention-and-control situation unfolded, our hospital initiated the formation of a standby team to support Hubei’s epidemic‑stricken areas. We received more than 70 voluntary applications from medical staff; after careful deliberation, we selected 15 physicians and nurses—individuals of high political integrity and strong professional competence—to comprise the standby team. They underwent intensive training and submitted a formal request to their superiors to deploy to Hubei, standing ready at a moment’s notice. Meanwhile, many other healthcare workers have been tirelessly working on the front lines of in‑hospital infection control, ensuring the safety of patients, their families, and the hospital’s own staff.

Strict prevention and control measures have not only prevented the occurrence of COVID‑19 but have also reduced the incidence of hospital‑acquired infections. As the pandemic continues, we must remain vigilant and maintain full confidence in winning this battle, ensuring that neither our staff nor our patients are exposed to the virus.

(II) Guided by “refined management,” comprehensively strengthen hospital administration.

This year marks the hospital’s Year of Refined Management. In response to the hospital’s practical needs and with “enhancing medical services and quality” as its core objective, we have undertaken comprehensive management improvements, established clear guidelines, and addressed existing weaknesses. Over the course of the year, we held more than 50 weekly hospital meetings, each accompanied by a “Weekly Problem‑Resolution Checklist,” resulting in the effective implementation of solutions to over 200 management issues.

In terms of strengthening medical service management, we have further refined the management systems for each stage of medical care, issuing 12 relevant documents and enhancing quality control over key processes and critical departments.

Diligently carry out medical quality assessment, rigorously implement the hospital’s management regulations, operational procedures, and evaluation criteria, and conduct diagnostic and therapeutic activities in strict accordance with established clinical practice guidelines, while consistently preventing medical errors and adverse events.

Strengthened medical record quality management by rigorously monitoring compliance with specific requirements outlined in the core medical quality‑management system, including three‑level ward rounds, consultations, and verification of physician orders. The “four checks and ten verifications” protocol for prescription dispensing was strictly enforced to prevent errors and adverse events.

Medical staff have undergone enhanced professional training, with a particular focus on the “Three Basics and Three Stricts” regimen and on bolstering clinical competencies, thereby continuously improving the quality of medical and nursing care. Nursing skills drills and competency competitions have been organized, alongside training sessions and lectures on the “Six Aseptic Techniques,” to elevate the overall professional standards of the nursing workforce.

In the areas of hospital asset management and financial management:

We have refined the financial management system, streamlined financial workflows, and strengthened standardized asset management. A series of financial management policies and operational guidelines have been established; cash inflow and outflow have been rigorously controlled, multiple online payment channels have been introduced—including WeChat Pay—and the number of POS terminals has been increased.

A comprehensive inventory and verification of all fixed assets across the hospital was conducted, streamlining the asset procurement and inbound/outbound warehouse procedures. It was explicitly mandated that all new fixed assets must undergo the prescribed approval processes, thereby standardizing fixed asset management and laying a solid foundation for the effective administration of hospital assets.

Streamline fee‑charging items, finalize the establishment and revision of pricing standards for all chargeable services, and complete the review and filing of self‑determined pricing as well as the comprehensive inventory and reporting of hospital‑wide bed‑charge rates. Ensure that all charges comply with applicable regulations.

(3) Firmly uphold the fundamental principles and strengthen the management of medical quality and safety.

Actively conduct medical quality assessments, managing operations in strict accordance with the hospital’s established management protocols, work regulations, and evaluation criteria, and performing diagnostic and therapeutic procedures in full compliance with clinical practice guidelines. We have formulated standardized requirements for the preparation of all types of medical documentation and developed electronic templates, introduced a series of detailed administrative rules to regulate medical and nursing practices, and unified formats and standards to ensure consistent and compliant clinical care.

We consistently uphold the systems of early shift handover, collective radiology case conferences, and regular multidisciplinary consultations. In addition, we conduct periodic basic‑skills examinations for junior physicians, thereby enhancing their professional competence.

We promote a reporting system for adverse events and conduct regular assessments of medical safety risks; we have strengthened the management and control of appropriate antibiotic use and introduced corresponding administrative regulations to strictly regulate access to antimicrobial agents; furthermore, we have progressively refined systems such as the critical value reporting system, the multidisciplinary case‑discussion and mortality review system, and the post‑discharge patient follow-up system, thereby continuously enhancing the standardization of clinical care.

(4) Strengthen academic research and exchange, scientific collaboration, and clinical teaching activities.

To encourage healthcare professionals to engage in academic research, our hospital has organized internal project proposal defense sessions. To date, several projects have been completed and their findings have been compiled into manuscripts submitted to relevant academic conferences and journals.

Over the past year, both the quantity and quality of peer-reviewed publications by our hospital’s medical staff have reached record highs. Five cases submitted to the National Young Rehabilitation Physicians Case Competition, hosted by the First Affiliated Hospital of Zhejiang University, all made it into the top 30, with Qi Yuliang from the Rehabilitation Therapy Center earning second place in the competition.

In 2020, although the pandemic prevented us from holding large-scale academic conferences as planned, we adapted to local conditions and innovatively organized academic salons and related scholarly exchange meetings. Through diverse formats and thematic discussions, we enhanced the professional competence of our hospital’s medical staff, achieving the goals of sharing perspectives and expanding knowledge.

Both hospital campuses conduct bedside teaching rounds twice weekly, training resident physicians in film reading, physical examination, and clinical reasoning.

In 2020, our institute hosted a total of 15 interns from two universities, and the participating institutions repeatedly commended our institute for its internship‑related research and support.

(5) External recruitment and internal training: advancing talent development to a new level.

As the hospital continues to expand, our demand for talent has steadily grown. Over the past year, we have consistently intensified our efforts to attract and recruit top talent, resulting in an overall increase of nearly 15% in the number of full-time staff across the entire institution.

Among them, in addition to physicians, nurses, and therapists, personnel from disciplines such as medical imaging, laboratory medicine, and health information management have joined one after another, thereby enriching the organization’s talent pipeline.

In terms of internal talent development, over the past year we have successively sent physicians, therapists, public health administrators, and nurses to Gulou Hospital, the City First Hospital, Nanjing Brain Hospital, and Yifu Hospital for advanced training, thereby enhancing our clinical emergency response capabilities.

By establishing a Young Physicians’ Development Camp, our hospital has provided targeted, specialized training and conducted regular examinations and assessments. In fostering a hospital-wide culture of professional learning and peer‑driven excellence, we achieved record‑breaking results this year in professional title examinations across all levels and specialties.

In addition, in accordance with the management requirements of the Hyperbaric Oxygen Therapy Center, we organized an open competitive recruitment process for the position of deputy head nurse.

(6) Enhance service quality and improve patients’ medical experience.

★ The Nursing Department has developed 19 preventive measures and response protocols for adverse nursing events, and continuously monitors their implementation, effectively reducing the incidence of such events. Enhanced efforts in skin care, basic nursing, and nutritional support have resulted in zero pressure ulcers across the hospital throughout the year.

★ The Rehabilitation Therapy Center plans and organizes activities such as handicraft competitions, sports events for patients, and singing contests, thereby enhancing patient adherence. Throughout the year, a total of five doctor–patient interaction events were held, garnering attention from provincial and municipal media outlets.

★ The Nursing Department conducted four satisfaction surveys throughout the year, with quarterly and annual average satisfaction scores both at 98%.

★ To meet the demands of modern rehabilitation therapy, the Rehabilitation Center offers three treatment modalities: sensory integration therapy, transcranial magnetic stimulation, and cardiopulmonary rehabilitation.

★ All medical staff throughout the hospital conscientiously uphold professional ethics, adhere to medical ethical standards, and practice integrity in their work and personal conduct. The hospital’s Financial Settlement Center received a total of RMB 47,200 in red envelopes voluntarily turned in by medical personnel over the course of the year, which was credited toward patients’ treatment expenses.

(7) Actively engage in hospital culture development, brand promotion, and public welfare activities.

Over the past year, we have continuously innovated the approaches to cultural development, leveraging our own media platforms—such as the official website and the WeChat official account—as well as the promotional reach of external media outlets, to cultivate a positive hospital image.

Our hospital has strengthened content production for its WeChat official account, website, and mobile app. In accordance with the directives and guidance of higher-level authorities, we have launched a series of promotional campaigns on topics such as epidemic prevention and control, safety management, and civility-building, producing relevant posters and digital‑screen content.

In early 2020, our hospital organized a mass blood donation drive, becoming the first medical institution in Nanjing’s healthcare system to do so following the outbreak of the pandemic. Subsequently, it was awarded both a letter of appreciation and the title of “Advanced Collective in Voluntary Blood Donation” by the Municipal Joint Conference Office for Voluntary Blood Donation.

Since 2020, under the sound leadership of the Joint Party Committee, the Party branch leadership team has conscientiously fulfilled its primary responsibility for Party building, focused on strengthening the team’s self‑development, enhanced the branch’s political leadership, diversified the forms and content of Party member activities, and ushered in a new phase in organizational development.

Centering on the theme of “Staying True to Our Original Aspiration and Keeping Our Mission Firmly in Mind,” the organization has successively arranged visits to the Meiyuan Xincun Memorial Hall and the Maoshan New Fourth Army Memorial Hall in Jurong, enabling Party members and prospective Party members to gain a deeper appreciation of the Party’s glorious history and fine traditions, thereby strengthening their sense of responsibility and mission to love and strengthen the country. In addition, Party members and prospective Party members were invited to watch the film “Leap,” which inspired and encouraged them to carry forward and uphold the spirit of the women’s volleyball team, translating their patriotic sentiments into concrete actions of dedication and service.

Over the past year, our hospital has organized a series of ceremonial events, including the National Day flag-raising ceremony, a patriotic-themed singing competition, and a National Day film-viewing contest. In addition, we have hosted a variety of cultural, sports, and recreational activities—such as sports meets, spring outings, extracurricular interest classes, and cultural lectures—enriching employees’ leisure lives and enabling them to gain a firsthand sense of the hospital’s culture through these meaningful experiences.

2020 Annual Work Summary of the Entire Institute

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