The “2018 Industry and Finance Co-creation Social New Medical Summit Forum†jointly organized by Haier Industrial Finance and Lilac Garden, China Non-Public Medical Institutions Investment and Financing Branch and China Non-Public Medical Institutions Association Hospital Management Branch was held in Shanghai.
Looking back on the past, non-public medical experience experienced 10 years of development, 10 years of thinking, 10 years of planning, 10 years of spring. In 2018, the society set up a doctor for the fortieth year. With the continuous deepening of the medical system reform, the degree of medical marketization has been continuously improved, and non-public medical care has ushered in a good development environment. The “13th Five-Year Plan†Health and Health Plan proposes that by 2020, the proportion of social hospital beds in hospital beds will increase from 19.4% in 2015 to over 30%, and non-public medical care seems to have ushered in the spring of development.
But despite this, non-public medical institutions can not be compared with the public health system. In this regard, Cai Jiangnan, director of medical management and policy research at China Europe Business School, Zhang Lei, CEO of Haier Industrial Finance, Li Dinggang, executive director of Lu Daopei Blood Hospital, Guo Yue, chairman of Jiuyue Medical, and Zhang Jie, CEO of Peking University Medical Cancer Hospital Management Co., Ltd. At the conference, scholars held heated discussions on hot topics such as social medical treatment.
Non-public medical needs to come up with an ideological disorder
Since the introduction of the "Opinions on Promoting the Development of "Internet + Medical Health"" at the beginning of this year, topics such as non-public medical care and social medical education have once again ushered in a small climax. For non-public medical institutions, it is currently in this category. The turning point of enterprise development.
Facing the current medical institutions, Cai Jiangnan first divided into three modes: expert-led, value-added services and auxiliary networks according to the types of services provided. At the same time, Cai Jiangnan proposed that the future development of non-public medical institutions will require more disruptive innovations to provide patients with simpler and cheaper medical services, and to improve medical access in the process.
However, as far as the current development of non-public medical care is concerned, despite the frequent introduction of encouragement policies, the development of non-public medical care is still difficult. Li Dinggang believes that, in the final analysis, this is because non-public medical institutions still have historical problems in the development process. The entire non-public medical care in the country has been “bad†in Putian, although the policy has been overweight and vigorously rectified, but the past 7000+ Putian Hospital still has 5000+ left to rectify. The data is cold, but the result is that in the past, the Putian Department Hospital was infected with the disease, but it was pulled into the non-public medical institutions in the country to "take medicine."
Faced with such a result, Cai Jiangnan believes that the first thing to do is to bring order out of chaos. Cai Jiangnan proposed that the current development logic of domestic private hospitals and public hospitals is that public hospitals cover almost all large-scale medical services. Therefore, the shortage of medical services provided by public hospitals has become the main path for the development of private hospitals. It has become the main value of private hospitals in the current domestic medical system.
Although this is a display that current non-public medical institutions need to face in development, Cai Jiangnan believes that such logic is not appropriate. The marketization of medical institutions in the process of providing medical services is often a relatively easy part. This part of the service should allow private medical institutions to provide healthy market-oriented operations. Public hospitals should also conduct research on the development difficulties in the medical system. In order to improve the entire medical service system, in this environment, the grading diagnosis and treatment policy can be truly implemented.
Emancipating doctors' productivity becomes the key to medical reform
Difficulties in landing the classification and treatment system, the development dilemma of non-public medical institutions, and lack of talent are also important reasons for their development. According to the data of the 2017 China Health and Family Planning Statistical Yearbook, 40% of public hospitals in China carry more than 80% of the services; from the perspective of medical talent resources, although the number of doctors in China is among the highest in the world, it has undergraduate courses. Only 58% of doctors with academic qualifications.
In this regard, Cai Jiangnan said that the core issue of medical reform is the problem of doctors, and the productivity of liberating doctors will become a key link. In this regard, Guo Yue also believes that although the current non-public medical care is developing at a high speed, from a micro level, non-public medical institutions still face various problems in landing. Referring to the development of doctors, Guo Yue believes that the establishment of public hospitals is actually like a lifebuoy. As far as doctors are concerned, the "lifebuoy" is a "centering pill". In terms of the development of doctors' ability, the "lifebuoy" is more like an obstacle.
In addition to the shortage of medical talents, Li Dinggang also believes that there are still limited capital investment and lack of integration of industry and finance in the current non-public medical market. In this regard, Zhang Lei said that the strategic implementation path of “ecologicalization, specialization and regionalization†proposed by Haier Medical Finance is actually a combination of industry and finance. In the medical sector, Haier Industrial Finance has now linked more than 2,000 private medical institutions, and has cooperated with more than 300 large and medium-sized hospitals with revenues of over 100 million. The private medical market has accumulated more than 5 billion.
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