In recent years, many hospitals have been working hard to improve their medical management level and service capabilities, actively sending medical staff to higher-level hospitals for further training, and will reach a trusteeship agreement with higher-level hospitals to carry out training for their own medical staff. Teaching rounds, surgical guidance, consultation and discussion of difficult cases, professional training, scientific research collaboration and other clinical services and teaching and assistance work. This kind of flow of doctors is more conducive to the sharing of high-quality medical technology and is also conducive to the improvement of medical technology in lower-level hospitals.
On June 14, the reporter learned from the reply of the Provincial Health and Family Planning Commission that Guangdong will launch a plan to send urban tertiary hospital personnel to the grassroots level. Every year, about 2,000 health technical personnel will be sent to the province's tertiary hospitals. Work in medical institutions below the county level.
After more than 30 years of reform and opening up, the difference between urban and rural areas today has gradually shifted from the level of economic development to the level of public services, such as medical care and education. Especially the level of medical services, let alone rural areas, even in counties and prefecture-level urban areas, is not as far behind as in big cities. The main reason for the low level of primary medical care is the shortage of talents. Even if there are high-quality medical hardware, the lack of corresponding talents is a waste. For example, some grassroots doctors cannot understand the films taken by some grassroots hospitals, and the diagnoses they make are very different from those of doctors in urban tertiary hospitals. How can grassroots doctors gain the trust of patients?
As the government attaches great importance to grassroots hospitals, the hardware level of grassroots hospitals is constantly improving, but the level of doctors is difficult to improve immediately. Therefore, the plan to sink the personnel of urban tertiary hospitals to grassroots hospitals starts from the perspective of talent supply. The direction is right. Next, first, the personnel in the city's top tertiary hospitals must "sink" really well and be able to "sink", instead of just going through the motions. Employees in the city's top tertiary hospitals have their own positions and interests. If they leave their posts and "sink", there must be a set of protection mechanisms to not only prevent their interests from being damaged, but also to gain additional benefits. Only in this way can they have a sense of "sinking". Positivity. Second, "blood transfusion" requires "blood production". While the staff of urban tertiary hospitals are "sinking", grassroots doctors should also be given the opportunity to "float" - enter the city's tertiary hospitals for training and obtain expert guidance to improve their medical skills. Get faster promotion. After all, they are the main force.