When the reporter asked Liu Fuxiang what was the biggest challenge since he became the dean. He said: "There are three challenges: one is hot, the other is difficult, and the third is the key. The hot spot is the housing problem that hospital staff are most concerned about. The difficulty is the management of the hospital, and the focus is on how to serve the troops. "
Focusing on laying a solid foundation, Liu Fuxiang has made great efforts to improve the medical rest environment by solving difficult, hot and key problems and putting people first. With the care and support of the leaders of the Air Force and the Party Committee of the Air Force, in the past two years, the hospital has built a comprehensive ward building of 44,500 square meters, renovated and renovated the cadre ward building, and added more than 20,000 square meters of green space, greatly improving the medical rest environment for the wounded and sick. The hospital also invested more than 30 million yuan around the technical construction of key professional disciplines and the infrastructure construction of various professional departments, and newly purchased 573 sets of medical instruments and equipment, making the total value of medical equipment owned by the hospital reach more than 200 million yuan. In order to solve the housing problem, President Liu advocates changing the traditional concept of housing distribution, introducing the operation mode of market economy, and adopting the financing method of allocating part from superiors, taking part from hospitals and giving part from individuals. In just over two years, residential buildings with a total construction area of more than 46,000 square meters have been built, which has adjusted the housing for more than 80% of the medical staff in the hospital, fundamentally solved the contradiction of housing difficulties and greatly enhanced the cohesion of the hospital.
It is the purpose of the hospital to take the surname of "Jun" as a soldier, to provide guarantee for improving the combat effectiveness of the air force and to serve the troops in a down-to-earth manner. Since taking office, Liu Fuxiang has proposed to ensure "three priorities", and established and improved three specialized consultation rooms for medical care of pilots and cadres. The hospital defined four special windows, namely, the military special registration window, the outpatient medicine taking window, the pricing charging window and the inspection result receiving window, and established and standardized the "green channel for military emergency medical treatment" workflow, which effectively guaranteed the treatment of acute and severe patients. Liu Fuxiang demanded that three key points should be highlighted in all aspects of hospital work, namely, medical service combat readiness, medical care for pilots and medical care for cadres. In the process of highlighting key points, it is necessary to implement the system of joint logistics support, off-campus service and fund guarantee. Every year, the hospital sends a medical team composed of elite soldiers to go up the mountain and down the island, and goes deep into the front line of grass-roots border defense to send doctors and medicines to officers and soldiers and send warm. In the past three years, the hospital has subsidized more than 47 million yuan for the wounded and sick in the army.
"Medical quality is the lifeline and vitality of the hospital", and Liu Fuxiang knows this well. Therefore, he always regards quality construction as the main line running through all his work and insists on providing high-quality and efficient medical services for the wounded and sick. The Party Committee of the hospital formulated and issued the Decision on Further Strengthening Hospital Quality Construction, and put forward specific rectification measures for hospital quality construction from six aspects: service troops, connotation construction, service quality, medical link quality, staff training and office style, which consolidated the foundation of hospital quality construction. In view of the tendentiousness in medical work, the hospital has successively formulated and promulgated 16 rules and regulations such as "strengthening the management of emergency medical work", which provided a strong institutional guarantee for the construction of medical quality. Liu Fuxiang presided over the formulation of the "Regulations on Medical Ethics Rewards and Punishment" in hospitals, vigorously publicized advanced models of medical ethics in hospitals, severely punished people and things that violated medical ethics, established an all-round and multi-level leadership and management pattern of medical ethics construction in hospitals, and improved the supervision network of organs, medical staff and patients and the supervision system combining inside and outside the hospital.
Liu Fuxiang believes that the comprehensive medical level of a hospital is the symbol and image of the hospital, which determines its survival and long-term development. To improve the level of hospitals, talents are the key, and team management is the key. In order to enhance the level of academic leaders, the hospital has sent more than 10 academic leaders to study abroad or to the top hospitals in China for further study. At the same time, adhere to the principle of combining introduction with training, and introduce 26 highly educated talents. In the past two years, Liu Fuxiang has also made great efforts to pay close attention to hospital information construction and management, and invested more than 5 million yuan in hardware construction alone. At present, the information construction of the Air Force General Hospital has been at the forefront of the whole army.
In terms of team management, Liu Fuxiang advocates developing team spirit, creating superior disciplines, and implementing the management mode of three-level responsibility system of chief experts, academic leaders and technical backbones, so as to promote the development of disciplines and technologies and promote the construction of talent teams with projects and topics. Under his advocacy, the hospital gradually realized resource sharing and advantage gathering without increasing the establishment and funds. In view of the high mobility and heavy load of our new third-generation fighter, pilots are prone to spinal diseases. With the help of the "dominant discipline group", they directly linked the national key special disease construction project "Treatment of Spinal Soft Tissue Injury with Integrated Traditional Chinese and Western Medicine" with the treatment of spinal diseases of pilots, incorporated the case information fed back by aviation units into scientific research projects in time, and completed a number of key scientific research projects such as "Correction and Prevention of Spinal Diseases of New Aircraft Pilots" in a short time. The new medical osteopathy has reached the leading level at home and abroad in the non-invasive treatment of spinal injury and neck and back pain in pilots.
According to statistics, it took less than one year from the planning to the establishment of the "superior discipline group", and four scientific research achievements of the institute have won the second prize of the whole army and the second prize of Beijing Science and Technology Progress Award. Since 200 1, our hospital has won the second and third prizes for military scientific and technological progress and medical achievements.