致:中国所有的医疗保健领导者!

加入我们,进行为期2天的在线学习,并与欧洲、美国、新加坡等世界各地的顶级医院管理专家进行交流,以及与来自中国公立及私立医疗机构超过1000位医院管理专家进行交流。

Date
6 - 7 August 2021

Time
09:00 - 18:00

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  • 会议议程
  • 讲者
  • 大会奖项
  • 参与
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关于我们

亚洲医院管理中国线上峰会(HMA-中国)是一个专为中国医院首席执行官和高层医疗管理人士搭建的在线交流平台,旨在让参会者了解和探讨全球医院及医疗管理发展趋势,并就如何提高医疗效率和改善医疗效果分享交流最佳的实践经验。

HMA-中国由HMA与中国“一带一路”医学人才培养联盟联合主办,并由睿意健康国际联盟(Rayasia Health Alliance)和 亚太医疗保健创新(Innovating Care Asia Pacific)协助支持。

想联络中国的医院并建立联系?那么,参与并加入HMA-中国是您的最佳机会!点击此处reach out to the team让我们的团队告诉你如何开始。

联合主办:

The “Belt & Road” Health Professionals Development Alliance “一带一路”医学人才培养联盟

“一带一路”医学人才培养联盟于2019年6月成立,旨在增进“一带一路”沿线国家医疗卫生领域的交流与合作,促进医疗卫生事业发展并培养卫生保健行业的人才。单击此处下载手册以获取更多详细信息www.alliancebrh.com

协助支持:

Rayasia Health Alliance

睿意健康国际联盟(Rayasia Health Alliance ,简称RHA)是一家总部位于新加坡的机构,旨在改善区域医疗保健服务和增进健康。RHA以中国为主要市场,致力于在医疗保健管理和服务领域开展广泛深入的学术交流,分享新加坡独特的医疗管理和服务理念及方法。就其医疗保健交流方面独特的成绩,访问我们的网站,了解更多信息。www.rha.com.sg


Innovating Care Asia Pacific

亚太医疗保健创新是一个聚集思想领导者的社区,旨在通过改革医疗保健模式、政策、法规、培训、组织发展和技术使用(如机器人技术、分析技术等),以应对未来医疗保健的挑战和需求——人口老龄化呈指数增长以及国家和地区资源(设施和人力)的缺乏。

会议议程

(以下时间为格林尼治标准时间+8:00的北京时区)

HMA-中国将汇聚来自世界各地的先进理念、专业知识和见解,会议内容涵盖医疗品质、医疗安全、患者体验、人才管理、科技创新等方面的新趋势和问题,以及医院首席执行官管理专题。

  • 第一天
  • 第二天

第一天,2021年8月6日

0850
开幕致辞
0900
专题:后疫情时代对医疗保健的重新思考与设计
0945
专题:基于价值考量的医疗保健
1030
专题:应对多方面的挑战:前线、员工安全和财务绩效管理)
1130
正念课程1
1200
午餐和HMA蒙太奇照片展示
1230
控制中心视频
互动讨论会议
1300
• 卓越的医院管理
小组讨论:以新加坡公立医院为例探讨医院的职业化管理
• 卓越的品质与安全
小组讨论:如何在降低成本的同时改善医疗品质?
1400
休息
1415
• 卓越的医院管理
小组讨论:医院的文化、价值观与医院发展,如何理解“以人为本”的医院管理?
  • Chris McLoughlin

    Chris McLoughlin

    With more than 30 years of management experience, Chris specialises in Executive leadership, culture development, group facilitation, team coaching, leadership development, organisational development and strategic thinking. She has led teams in the manufacturing and consulting sectors following her early career as a social worker in several community agencies. Chris has been involved with public health for ten years and is currently the Executive Director of People and Culture at Alfred Health with a main focus on organisational transformation.  Chris leads the following teams Human Resources, Organisation Development, Redesigning Care, Education & Innovation and Library Services to develop and support a positive and respectful culture and provide coaching and mentoring to teams and individuals. Chris joined the Gippsland Southern Health Service (GSHS) Board in 2020 and is also a member of the Clinical Governance & Quality Improvement Committee and Corporate Governance Committee for GSHS.
• 卓越的品质与安全
小组讨论:建立成功的分级诊疗与双向转诊模式
1515
休息
1530
• 卓越的医院管理
小组讨论:药品的集中采购如何影响医院的财务经营和发展
• 卓越的品质与安全
小组讨论:疫情新常态下的医院感染控制管理
  • Prof Quek Swee Chye

    Chairman Medical Board, National University Hospital

    Prof Quek Swee Chye Chairman Medical Board, National University Hospital

    Associate Professor Quek is Senior Consultant and Head of Cardiology at the Department of Paediatrics at National University Hospital.  He is also Head of Medical Affairs (Clinical Governance) at NUH.  Prof Quek has published extensively in peer-reviewed journals and participated in many international conferences as invited faculty. In recognition of his contributions to cardiology, he was awarded Fellowship of the American College of Cardiology.  He is the first Singaporean to be invited to serve as Council Member of the ACC Adult Congenital Heart and Pediatric Cardiology Chapter. He is also a Fellow of the Royal College of Paediatricians and Child Health (United Kingdom), Academy of Medicine and College of Paediatricians and Child Health, Singapore. Of his many administrative duties at National University Hospital, Prof Quek currently holds the appointment of Deputy Chairman of the Medical Board at NUH, and is the hospital's Director of Clinical Services and Director of Healthcare Performance Office.  He chairs the Quality Assurance Committee and the Clinical Directors' Committee at National University Hospital. He is instrumental for the JCI accreditation of NUH, making NUH the first hospital in Singapore to be accredited in 2004, with subsequent re-accreditations after.   Prof Quek is appointed Visiting Senior Consultant to the Ministry of Health, Singapore, and the Health Promotion Board's School Health Service.  For his contributions to healthcare, he was awarded the inaugural NUHS-Mochtar Riady Pinnacle Award for Clinical Excellence and National Medical Excellence Award by the Ministry of Health, Singapore, in 2013.
  • Dr Visit Vamvanij

    Hospital Director, Siriraj Hospital, Thailand

    Dr Visit Vamvanij Hospital Director, Siriraj Hospital, Thailand

    Dr Visit is the hospital director of the Siriraj Hospital, Thailand
1630
休息
1645
• 卓越的医院管理
小组讨论: DRGs付费制度带来的机遇与挑战
• 卓越的品质与安全
小组讨论:保护医疗人员的同时,也是保护病人:我们该如何确保医疗人员的安全和防止过劳
1745
休息
2021年4月更新

第二天,2021年8月7日

0850
总结和评估第一天的会议内容和情况
0900
专题:经营模式创新:研究现有流程和运营,为确保有效的医疗保健而持续更新
0945
专题:改变患者面对“新常态”的体验
  • Dr Thomas Howell

    Assistant Medical Director of Patient Experience, Mayo Clinic

    Dr Thomas Howell Assistant Medical Director of Patient Experience, Mayo Clinic

    Dr. Howell grew up in the Midwest and Arizona. The oldest of 10 children, he has his BS in Psychology from ASU. Earned his MD from the University of Arizona, and did residency at Maricopa County and St Joseph's Hospitals in Phoenix. He started practice in Rural Minnesota in 1991and continues there today. He received his Certification as a Physician Executive in 2016, Masters in healthcare quality and Safety in 2019, and is an Assistant Professor at Mayo Clinic. Married to his school sweetheart, he is the father of 5. Currently he serves as the Chair for the Mayo Clinic Community Division of OB/GYN, and is assistant Medical Director of Mayo Clinic Patient Experience as well as the Medical Director of Patient Experience for the Mayo Clinic Health System.
1030
专题:智慧医院
1130
正念课程2
1150
午餐和HMA蒙太奇照片展示
1230
照片蒙太奇的结尾
互动讨论会议
1300
• 卓越的患者体验
小组讨论:改善病患从入院到出院的就医体验
  • Dr Chatchai Yachantha

    Acting Senior Director, Patient Experience, Bumrungrad International Hospital

    Dr Chatchai Yachantha Acting Senior Director, Patient Experience, Bumrungrad International Hospital

    Dr. Chatchai Yachantha graduated PhD in Medical Science (Urological research) from University of the Ryukyus, Okinawa, Japan. He also worked on designing the patient journey and patient care process for Medical Excellence Japan and worked as international clinical patient coordinator. His experience also extended to the medical network management of AXA Group in Indochina, travel mobility services, and concierge services in Asia. Currently Dr. Yachantha heads the Patient Experience & Engagement Services Division and being the co-chair of Patient Experience Committee covering from pre-arrival until post-discharge services for medical tourists and travellers that visit Bumrungrad International from around the globe.
• 医院数字化转型
小组讨论:一昧的数码化不代表智慧管理:医院的智慧管理到底需要什么?
1400
休息
1415
• 卓越的患者体验
小组讨论:建立以病人为中心的“医生、护士、药剂师”三位一体的医疗服务

Dr Carlos Bezos Daleske, Director General, Instituto Experiencia Paciente, Spain

西班牙患者体验研究所所长

  • Dr Carlos Bezos Daleske

    Director General, Instituto Experiencia Paciente, Spain

    Dr Carlos Bezos Daleske Director General, Instituto Experiencia Paciente, Spain

    Carlos Bezos Daleske: PhD in social anthropology. Director of the Patient Experience Institute, with which he has led more than 40 patient experience projects since 2016 such as the creation of PROM and PREM for home respiratory therapy, development of technological solutions for the recovery of ACS, implementation of Covid home testing services for vulnerable patients, creation of the COPD patient experience map, etc. Clientes are major Spanish Hospitals such as Grupo Quiron, La Fe Valencia,m Institut Oncologic de Catalunya, as well as Pharma and biotech companies like Pfizer, AstraZeneca or GSK. From 2012 to 2016 Carlos was director of quality of care at IVF-Spain, fourth assisted reproduction group in Spain, and project manager for the development of Recombine Europe (pre-implantation genetics). Previously, he worked on e-health and innovation projects with seniors at Citilab. Before he was responsible for organizational developement and financial shared services at Daimler.

• 医院数字化转型
小组讨论:数字技术如何帮助医疗各部门和系统实现互联互通?
1515
休息
1530
• 卓越的职员体验
小组讨论:让绩效考核激励员工
• 医院数字化转型
小组讨论:网络安全的挑战和机遇: 医院首席信息官的观点和看法
1630
休息
1645
• 卓越的医院管理
小组讨论:让基层医疗与家庭医生助力疾病防控和慢病管理
• 医院数字化转型
小组讨论:后疫情时代的远程医疗模式与定位?又如何影响医疗经营的可持续发展?
1745
休息
1800
颁奖晚会

这将是一个观看派对。 通过播放每人1分钟的视频来宣布获奖医院,然后宣布金奖得主,并给予1分钟的发言时间。

大奖类别:

    • 品牌建设
    • 绩效管理
    • 分级诊疗
    • 人才培养
    • 医疗技术的更新发展
    • 优质服务
    • 病患安全

大会闭幕

2021年3月更新

讲者


  • Chris McLoughlin
    With more than 30 years of management experience, Chris...

    Chris McLoughlin

    With more than 30 years of management experience, Chris specialises in Executive leadership, culture development, group facilitation, team coaching, leadership development, organisational development and strategic thinking. She has led teams in the manufacturing and consulting sectors following her early career as a social worker in several community agencies. Chris has been involved with public health for ten years and is currently the Executive Director of People and Culture at Alfred Health with a main focus on organisational transformation.  Chris leads the following teams Human Resources, Organisation Development, Redesigning Care, Education & Innovation and Library Services to develop and support a positive and respectful culture and provide coaching and mentoring to teams and individuals. Chris joined the Gippsland Southern Health Service (GSHS) Board in 2020 and is also a member of the Clinical Governance & Quality Improvement Committee and Corporate Governance Committee for GSHS.
  • Dr Carlos Bezos Daleske
    Carlos Bezos Daleske: PhD in social anthropology. Director of...

    Dr Carlos Bezos Daleske Director General, Instituto Experiencia Paciente, Spain

    Carlos Bezos Daleske: PhD in social anthropology. Director of the Patient Experience Institute, with which he has led more than 40 patient experience projects since 2016 such as the creation of PROM and PREM for home respiratory therapy, development of technological solutions for the recovery of ACS, implementation of Covid home testing services for vulnerable patients, creation of the COPD patient experience map, etc. Clientes are major Spanish Hospitals such as Grupo Quiron, La Fe Valencia,m Institut Oncologic de Catalunya, as well as Pharma and biotech companies like Pfizer, AstraZeneca or GSK. From 2012 to 2016 Carlos was director of quality of care at IVF-Spain, fourth assisted reproduction group in Spain, and project manager for the development of Recombine Europe (pre-implantation genetics). Previously, he worked on e-health and innovation projects with seniors at Citilab. Before he was responsible for organizational developement and financial shared services at Daimler.

  • Dr Chatchai Yachantha
    Dr. Chatchai Yachantha graduated PhD in Medical Science (Urological...

    Dr Chatchai Yachantha Acting Senior Director, Patient Experience, Bumrungrad International Hospital

    Dr. Chatchai Yachantha graduated PhD in Medical Science (Urological research) from University of the Ryukyus, Okinawa, Japan. He also worked on designing the patient journey and patient care process for Medical Excellence Japan and worked as international clinical patient coordinator. His experience also extended to the medical network management of AXA Group in Indochina, travel mobility services, and concierge services in Asia. Currently Dr. Yachantha heads the Patient Experience & Engagement Services Division and being the co-chair of Patient Experience Committee covering from pre-arrival until post-discharge services for medical tourists and travellers that visit Bumrungrad International from around the globe.
  • Dr Thomas Howell
    Dr. Howell grew up in the Midwest and Arizona....

    Dr Thomas Howell Assistant Medical Director of Patient Experience, Mayo Clinic

    Dr. Howell grew up in the Midwest and Arizona. The oldest of 10 children, he has his BS in Psychology from ASU. Earned his MD from the University of Arizona, and did residency at Maricopa County and St Joseph's Hospitals in Phoenix. He started practice in Rural Minnesota in 1991and continues there today. He received his Certification as a Physician Executive in 2016, Masters in healthcare quality and Safety in 2019, and is an Assistant Professor at Mayo Clinic. Married to his school sweetheart, he is the father of 5. Currently he serves as the Chair for the Mayo Clinic Community Division of OB/GYN, and is assistant Medical Director of Mayo Clinic Patient Experience as well as the Medical Director of Patient Experience for the Mayo Clinic Health System.
  • Dr Visit Vamvanij
    Dr Visit is the hospital director of the Siriraj...

    Dr Visit Vamvanij Hospital Director, Siriraj Hospital, Thailand

    Dr Visit is the hospital director of the Siriraj Hospital, Thailand
  • Prof Quek Swee Chye
    Associate Professor Quek is Senior Consultant and Head of...

    Prof Quek Swee Chye Chairman Medical Board, National University Hospital

    Associate Professor Quek is Senior Consultant and Head of Cardiology at the Department of Paediatrics at National University Hospital.  He is also Head of Medical Affairs (Clinical Governance) at NUH.  Prof Quek has published extensively in peer-reviewed journals and participated in many international conferences as invited faculty. In recognition of his contributions to cardiology, he was awarded Fellowship of the American College of Cardiology.  He is the first Singaporean to be invited to serve as Council Member of the ACC Adult Congenital Heart and Pediatric Cardiology Chapter. He is also a Fellow of the Royal College of Paediatricians and Child Health (United Kingdom), Academy of Medicine and College of Paediatricians and Child Health, Singapore. Of his many administrative duties at National University Hospital, Prof Quek currently holds the appointment of Deputy Chairman of the Medical Board at NUH, and is the hospital's Director of Clinical Services and Director of Healthcare Performance Office.  He chairs the Quality Assurance Committee and the Clinical Directors' Committee at National University Hospital. He is instrumental for the JCI accreditation of NUH, making NUH the first hospital in Singapore to be accredited in 2004, with subsequent re-accreditations after.   Prof Quek is appointed Visiting Senior Consultant to the Ministry of Health, Singapore, and the Health Promotion Board's School Health Service.  For his contributions to healthcare, he was awarded the inaugural NUHS-Mochtar Riady Pinnacle Award for Clinical Excellence and National Medical Excellence Award by the Ministry of Health, Singapore, in 2013.

HMA大会奖项


  • Overview
  • Categories & criteria
  • Rules & regulation
  • Judging
  • Past winners
Submit now

亚洲医院管理奖(AHMA)是一项享有盛誉的奖项,旨在认可和表彰自2002年以来亚太地区医院的最佳实践。它与亚洲医院管理大会同步举行,是该地区最杰出的医院管理奖。

在患者安全、医疗技术、领导与卓越、患者体验、财务管理、人才培养等方面,我们为最佳医院项目颁奖二十多年后,现在,我们正在开放接受“ HMA大奖-中国2021”最佳医院项目的申报提交。

HMA大奖–中国2021将表彰那些来自全国各地、为改善医疗服务而进行的最具创新和进步的项目。

医院可以提交项目,直到2021年6月4日(以下时间为格林尼治标准时间+8:00的北京时区11:59)。获奖者将于2021年8月7日在HMA中国在线峰会颁奖典礼派对上宣布。

为什么要加入并提交项目?

将您的医院定位为该地区的医疗保健领导者
进入AHMA展示给您的团队和整个世界,您将致力于继续改善医院的医疗质量和患者体验

助力医院内部管理流程和服务的改善
这种认可将点燃参与质量改进的各级医院工作人员的热情,这反过来将吸引患者和人才

发展医院文化并提高团队士气
参加该奖项将表彰您的员工在各个部门所做的努力,促进医院持续改进文化的形成。

激发该地区的医院,并推动更好的医疗保健服务
您的创新可以激发其他医院产生连锁反应,从而专注于改善医疗保健质量

促进“以患者为中心”的医疗服务
开展这些项目还将帮助您的团队专注于为患者着想并改善患者的就医体验

Patient Safety

This award is for patient safety projects from diagnosis to delivery of care. This includes safety protocols & processes, reporting, management and prevention of sentinel events such as medication errors and infection control.

Scoring Factors:
    • How well does the project assure patient safety including prevention of sentinel events?
    • How well will it reduce or eliminate errors in delivery of care?
    • Were the process and means by which the project was conducted adequate to meet its goals?
    • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
    • Is this initiative sustainable?

Community Involvement

This award recognises hospitals that engage the community including socially responsible practices, preventative health education and free services.

Scoring Factors:
  • To what extent does the project make a difference in the improvement of healthcare in the community it serves?
  • To what extent is senior management involved?
  • Were the process and means by which the project was conducted adequate to meet its goals?
  • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
  • Is this initiative sustainable?

Most Advanced Healthcare Technology

This award recognises a hospital who has adopted the most advanced IT (AI, big data, connected, smart technologies) among all other submissions. The introduction of IT must address a relevant and pressing need in any department so long as the hospital is able to showcase improvement before and after the IT was used.

Scoring Factors:
  • How did IT improve the pressing and relevant need?
  • How was the roll-out of IT conducted? Was ample time and consideration given for employees to train and get comfortable with it?
  • Were the process and means by which the project was conducted adequate to meet its goals?
  • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
  • Is this initiative sustainable?

Patient Experience Improvement

This award recognises projects focused on improving the patient experience from admission to discharge and after care. This can be projects led by physicians, nurses and ancillary departments.

*Specify which area is being highlighted such as nursing, laboratory, pharmacy, specialty clinics, food & nutrition, and housekeeping in your submission.

Scoring Factors:
  • How did the project improve the patient journey?
  • Can it be adapted by other departments?
  • Were there significant physician/nurse input?
  • How did the project contribute to improvement of the service culture?
  • Were the process and means by which the project was conducted adequate to meet its goals?
  • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
  • Is this initiative sustainable?

Financial Improvement

(Cost Reduction + Facility Management & Financial Improvement)

This award recognises projects that drive revenue generation/cost savings while maintaining high quality of care. This includes waste reduction, efficient management of facilities and equipment.

Scoring Factors:
  • How did the project reduce costs and drive revenue?
  • How did the project maintain high quality of care? How did the project help reduce cost to the patients?
  • Was the process and means by which the project was conducted adequate to meet its goals?
  • What are the results? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of patient safety?
  • Is this initiative sustainable?

Talent Development

This award is for staff development programs to improve their skills and patient care abilities. This includes programs for talent acquisition, performance management, learning and motivation, compensation, career development, and succession planning.

Scoring Factors:
  • Does the project train and benefit a large majority of staff?
  • Is it based on an analysis of needs and does it allow flexibilities to learn at own time?
  • Were the process and means by which the project was conducted adequate to meet its goals?
  • Does it have significant results in improving employee performance to be able to service more patients? Does it result in higher patient satisfaction? Are there testimonials, awards or other support to show impact on improvement of hospital service or effectiveness of the program?
  • Is the initiative sustainable?

Branding & Marketing Campaign

This award is for an innovative branding and marketing campaign that led to increase awareness of the hospital. This includes the use of traditional and online marketing tools to improve visibility, brand recognition and revenue.

Scoring Factors:
  • Does the project show the hospital in the light it was intended?
  • Did it reach the intended target market efficiently and effectively?
  • How well did the project use traditional and online marketing tools?
  • Were the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right? Was appropriate analysis or basic and online marketing tools used?
  • Does it have significant results or outcomes? Was there an increase in revenue? Are there testimonials, awards, or other support to show impact on the hospital’s image and reputation?

Lifetime Achievement Award

Awarded to an individual from the host country, the Lifetime Achievement Award honours an outstanding health care professional who has made major contributions to the sector.

FINAL DEADLINE FOR AWARDS SUBMISSION:

4 June 2021, 11:59PM (GMT +8:00)

Eligibility

All hospitals located in China can participate. Small and big hospitals have equal chances of winning because the awards are for the success of projects, programs or services that were implemented during the award period and not for the overall excellence of the hospital. In this sense public and private hospitals, small and large ones too, have equal chances of winning.

Entries must be for projects, programs, or services that were implemented or significantly enhanced from January 2019 to March 2021. In this sense, the awards are for the introduction of new projects, or for the improvements in 2019-2021 of existing programs and systems. In general, the judges favour new projects than enhancements.

In all cases, there should be objective, quantifiable, and verifiable measurements as to the effectiveness of the project.

Participating hospitals must be from the Asia Pacific. Hospitals of non-Asian origin are also eligible as long as the entry is from and for their Hospital in the Asia Pacific.

Entry Fee

The fee for each project entry is USD100. Full payment for your entries must be made on or before June 4, 2021 or the entries will not be considered.

Entry Questions

There are five questions per category which are generally the same. And word limits are 200-350 depending on the questions. Entries will be asked for the background, goals, measurements used, benefits, results, and closing words per project or programme submitted. To check the specific questions per category, please click here.

Submission language

Please make sure you submit all your answers and supporting documents in English as the judging panel are comprised of international experts.

Supporting Materials

All entries need to be accompanied by attached documentation to support your entry such as:

      • Press reports
      • Awards won
      • Photos related to the project
      • Commendations received
      • Comments and testimonials from stakeholders
      • Measurable results achieved
      • Anything to convince the judges that your entry meets the criteria best

Supporting materials MUST be in English or, if they are in another language, a certified translation must be provided. You may send up to 5 attachments of any other supporting material together with your online entry form. Please take note that one of the attachment should be your CEO certification.

Attached files must be no larger than 2MB each. Documents must be in .pdf, .doc (word), .xls (excel) and .ppt format, images must be in .jpg/.png format. NO VIDEO attachment. No exceptions sorry.

 

CEO Certification

The CEO/Hospital Director needs to sign a certification of authenticity for your project. Click HERE to download the form.

For more information, please contact Rose Onilongo at infoasia@clarionevents.com, or call +65 6590 3948.

There is an exhaustive search and selection process for the Awards composed of generating, entries, initial screening, comments by advisors, and final judging.

1. Generating entries

Hospitals from China are encouraged to nominate themselves and enter their successful projects, programs, or best practices. There is no limit to the number of entries per hospital. Healthcare associations, medical service consultants and suppliers, and others in the industry are also invited to nominate hospitals in the Award categories.

2. Initial processing

The Awards secretariat processes the entries and supporting materials, and submits these for consideration to the judging panels.

3. Judging process

HMA partners and specially selected experts are formed into seven judging sub-committees, one for every award category. A chairperson is appointed for each team. These judging teams review the entries submitted to them, and make final recommendations to the conference advisory committee.

The Boards of Judges consists of representatives from hospital associations, selected speakers, members of the Advisory Board, and healthcare leaders in the region. The selections of the judging teams are then compiled by the secretariat and approved by the chairman of the awards.

The successful hospitals are those who in the OPINION of the judges’ best fit the category criteria. There is usually one winner and one to three excellence awardee. Note that if there are no exceptional projects submitted in a category, the Board of Judges is not committed to give an award.

If you need help with your entry or require any clarification, please contact Rose at InfoAsia@clarionevents.com, or call +65 6590 3948.

CATEGORY: BRANDING & MARKETING CAMPAIGN

Gold Award Winner:
  • The Medical City Clark (Philippines) – A Safe Zone for All Patients Campaign
Runners-up (Excellence Award Winners):
  • Aster MIMS Kottakkal (India) – Innovative unique Procedures (PELD & UFE)
  • Xiangshan First People’s Hospital Medical and Health Group (China) – Promoting health for the elderly through the implementation of the accurate combination of medical care and health care

CATEGORY: COMMUNITY INVOLVEMENT

Gold Award Winner:
  • The First People’s Hospital of Longquanyi District, Chengdu (China) – ‘Four-level Combined’ Lung Rehabilitation Intervention System Construction: From Supervision to Full Autonomy of Self-management ability for COPD Patients in Rural Areas
Runners-up (Excellence Award Winners):
  • Bagan Specialist Centre (Malaysia) – Joy Club
  • CURE Philippines, Inc. – CURE Philippines Community Clinics

CATEGORY: FINANCIAL IMPROVEMENT

Gold Award Winner:
  • The First People’s Hospital of Longquanyi District, Chengdu (China) -Application of Fine Management in the Material Allocation on the Epidemic Prevention and Control of COVID-19
Runners-up (Excellence Award Winners):
  • Hanh Phuc International Hospital (Vietnam) – ‘Golden Hour’ Intervention Improves Financial Outcomes on Patient Bill, Cost of Service: First Ever in Hanh Phuc International Hospital
  • Mother Teresa of Calcutta Medical Center (Philippines) – Oplan 45

CATEGORY: MOST ADVANCED HEALTHCARE TECHNOLOGY

Gold Award Winner:
  • National University Hospital Singapore – Patient Safety in Surgery as Interprofessional Training (PASS-IT) using Virtual Reality tool
Runners-up (Excellence Award Winners):
  • Huazhong University of Science and Technology Union Shenzhen Hospital (China) – Trauma team activation-based intelligent information system to improve  trauma treatment efficiency
  • KPJ Puteri Specialist Hospital (Malaysia) – SWEMS (Scheduled Waste E Management System) – EFFECTIVE AND TIMELY MANAGEMENT OF SCHEDULED WASTE DATA

CATEGORY: PATIENT EXPERIENCE IMPROVEMENT

Gold Award Winner:
  • Suining Central Hospital (China) – Original Chinese HIFU Technology Combined with an Ambulatory Surgery Model to Launch a Uterus-Defense War
Runners-up (Excellence Award Winners):
  • Apollo Hospitals (India) – Re-Inventing the Patient Experience in a Post Covid World
  • Ng Teng Fong General Hospital (Singapore) – Transforming Evaluation of Chest Pain – Asia’s First Rapid Access Chest Pain Clinic at Ng Teng Fong General Hospital

CATEGORY: PATIENT SAFETY

Gold Award Winner:
  • University of Malaya Medical Centre (UMMC) (Malaysia) – CT Chest Abdomen Pelvis: Optimising Contrast Media Based on Body Weight and Bolus Tracking Method
Runners-up (Excellence Award Winners):
  • Makati Medical Center (Philippines) – MMC Beyond Malasakit – the Hospital with a Stronger Heart
  • The University of Hong Kong-Shenzhen Hospital (China) – “Lesser contact for safer care”: Using Health Intelligent Technologies to Prevent Nosocomial Infection in time of COVID-19

CATEGORY: TALENT DEVELOPMENT CATEGORY

Gold Award Winner:
  • Indraprastha Apollo Hospitals (India) – We Care For Our Warriors
Runners-up (Excellence Award Winners):
  • Cardinal Santos Medical Center (Philippines) – PROJECT APPLE (Enabling Nursing Underboards to fulfill their dreams of becoming Registered Nurses)
  • Teaching Hospital of Universitas Airlangga (Indonesia) – Empowering Young Talents To Become High-Functioning Leadership Teams: Enabling Hospital Success Key by Organizational Culture Approach

参与亚洲医院管理大会中国峰会(HMA中国)

想要成为HMA China Exchange Online的一部分吗?请留下您的姓名和电子邮件,我们将与您联系。


中国的“一带一路”健康倡议的特点是交流、合作和专业发展

 

HMA与中国国家卫生健康委员会人才交流服务中心主任张俊华博士进行了交谈,以了解有关中国下一个医疗保健里程的更多信息。

“一带一路”倡议是中国政府自2013年以来制定的全球基础设施发展战略。与此相呼应,中国国家卫生健康委员会(NHC)于2015年发布了首个“一带一路”卫生交流合作三年实施方案,其工作指南于2018年制定。随后,卫生健康委人才交流服务中心(HHRDC/NHC)于2019年6月25日成立了“一带一路”医学人才培养联盟。

张主任认为,该联盟在促进中国与世界之间的健康医疗卫生交流与合作以及促进当地医疗卫生事业发展方面发挥着关键作用。因而,该联盟已吸引 230多个本地和国际成员加入,并取得了初步的成效,其中许多成员来自顶级医院、著名医学院、医疗保健协会和企业。

“联盟与美国、意大利、法国、奥地利、德国、瑞士、新加坡和日本等国有着长期的合作关系,并致力于医疗保健人员的培训和学术交流。”张主任说。的确,联盟成员之间持续保持着联系。迄今为止,联盟已举办四次有关医院管理和临床专业医务人员培训的论坛,在新冠疫情(COVID-19)大流行期间举办了超过200场线上虚拟交流活动,分享中国在预防和控制新冠病毒传播方面的经验和努力。

去年三月,联盟启动了一个在线知识中心,介绍中国应对新冠疫情(COVID-19)的经验。对此,习近平主席在20国集团领导人就应对COVID-19的特别峰会和国家抗击新冠疫情(COVID-19)全国表彰大会上两次提及。习主席强调,知识中心向世界所有国家开放,并正在为中国应对疫情全球大流行的战略和智慧提供支持。

一个月后,联盟还为海外华人启动了COVID-19虚拟健康咨询平台。迄今为止,它已为超过700万居住在国外的中国人提供了免费的健康咨询,约有1.7亿人次访问平台。 NHC将该平台评为使用数字服务造福大众的绝佳典范。

张主任补充说,尽管中国在抗击新冠疫情(COVID-19)过程中有很多亮点,但这次疫情仍暴露了该国在疾病感染控制、公共卫生服务和突发公共卫生事件应急方面的许多弱点。因此,中国正在计划通过进行疾病预防和控制的改革,建立和提升公共卫生学院的标准并培训更多高级公共卫生人员、临床医生和治疗师,加强其公共卫生服务体系。

同时,中国也意识到该国在重症监护、感染控制、流行病学、呼吸、麻醉、心理治疗和护理领域缺少专业人才。参与治疗严重的COVID-19病例需要多学科团队的投入和协作,以最大程度地减少不良后果甚至死亡。目前,重症监护医学和心理治疗已被纳入针对医疗队伍的国家标准化培训计划。

但是挑战依然存在。对公共卫生、流行病学、重症监护和呼吸道专业的学习,中国医学生的积极性不高,他们更倾向于手术、心脏病学和骨科。医院对公共卫生医生的重视程度不够,从事疾病预防控制人员的薪酬往往较低。更重要的是,医学专业人士的培训周期很长,医学生至少需要八年的时间才能完成所需的标准化培训,然后才能胜任临床工作。

“这正是联盟发挥作用的地方。”张主任指出,“我们是中间人,邀请国外知名医学院校和医院的专家学者来中国讲授和分享他们的临床和医学专业知识。同样,来自中国的医院管理者可以通过会议和专业培训,向美国、欧洲和“一带一路”沿线国家的同行学习。“

例如,联盟设计了中美医院主管之间的交流计划,以及针对两国年轻临床医生的培训计划。匹兹堡大学医学中心(UPMC)也表示有兴趣与中国医院合作,并愿意帮助培训当地的临床医学人才。通过中意临床医学培训和中意药学人才培训计划,中国与意大利托斯卡纳和马尔凯地区进行了类似的尝试。

HMA中国在线大会将于今年8月举行。张主任期待中国和世界其他国家和地区的医院领导者进行广泛深入的讨论和互动,以了解更多他国医院在应对COVID-19大流行方面的做法和努力,如保障患者和前线人员的安全、绩效评估和考核以及数字化管理等等。

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