The outpatient multi-disciplinary team (MDT) model is an important measure to improve the quality of medical services and enhance patients’ medical experience. The Second Affiliated Hospital of Zhejiang University School of Medicine has explored three types of outpatient MDT models, namely specialized disease model, self-service model, and professor team model, in order to improve the accessibility and coverage of outpatient MDT. Through practice, it has been found that the implementation of multi-type outpatient MDT models can further leverage the advantages of MDT in society, hospitals, and patients. This article will share the experience of building multi-type outpatient multi-disciplinary team models mentioned above.
With the implementation of the “Health China 2030” strategy, sports medicine has played an increasingly important role in clinical treatment, chronic disease management, and population health promotion. West China Hospital of Sichuan University has actively explored the development and optimization of its sports medicine discipline outpatient management system, establishing a comprehensive model that integrates diagnosis and treatment, functional rehabilitation, exercise-based health management, and extended care services. This article systematically summarizes the practical experiences of the sports medicine outpatient department, including subspecialty setting, exercise prescription services, outpatient assistant mechanisms, online expert teams, multi-campus coordination, and full-process health management. Emphasizing a function-oriented and patient-centered approach, the article also discusses the extended value of outpatient services in translational research, smart healthcare, and preventive health strategies. This model provides a replicable and scalable reference for the development of sports medicine outpatient clinics.
Under the policy background of deepening the reform of the hierarchical diagnosis and treatment system in the country, large public hospitals, as centers for the diagnosis and treatment of difficult and severe diseases, face multiple challenges such as difficulty in patient appointment, difficulty in precise diagnosis and treatment, and difficulty in continuous medical care. To overcome this series of severe challenges, West China Hospital of Sichuan University has established a “panoramic” outpatient diagnosis and treatment service system for difficult and severe diseases based on the pain points of patients seeking medical treatment. This system optimizes the entire diagnosis and treatment process through innovative measures such as pre-diagnosis “three convergences”, during-diagnosis “three guarantees”, and post-diagnosis “three connections”. It not only significantly improves the efficiency and quality of diagnosis and treatment, but also provides patients with a high-quality and convenient medical service experience, offering a practical example for large public hospitals to address the diagnosis and treatment challenges of difficult and severe diseases.
总结华西医院门诊部在2008年反“藏独”,“5·12”汶川大地震,保“奥运”期间有效的应急措施。回顾性分析了在突发事件发生时实施应急管理、常规管理双轨运作的对策,探讨用科学发展观加强区域性综合医院门诊部应急能力建设的策略,为日后门诊应急工作的组织和实施提供参考。
ObjectiveTaking neurology as an example, to analyze the impact of the development of online outpatient services of a hospital on the volume of offline outpatient business and the composition of patients, and to provide a reference for the coordinated management of online and offline services. MethodsDescriptive statistics, analysis of variance (ANOVA), rank sum test, correlation statistics, lexical processing and word frequency statistics were used to analyze the online and offline outpatient visits, outpatient diagnoses and other related information of the Department of Neurology of a certain hospital from 2020 to 2023. And to compare the differences in the business volume, the percentage of patients with initial diagnosis, the outpatient inpatient conversion rate, and the composition of outpatient diseases in the observation period. ResultsBetween 2020 and 2023, online outpatient visits increased by 350%, while offline visits decreased by 8%, leading to an overall increase of 11% in total outpatient visits. The proportion of online and offline first visits increased by 8% and 11%, respectively, and the online and offline outpatient-hospitalization conversion rates increased by 22% and 46%, respectively. In addition, online and offline outpatient visits showed a significant negative correlation, with a correlation coefficient of −0.29. Online outpatient visits showed a significant positive correlation with offline outpatient-hospitalization conversion rates, with a correlation coefficient of 0.69. There was a significant positive association between the percentage of online first visits and the online and offline inpatient admission rates following outpatient visits, with Pearson correlation coefficients of 0.63 and 0.45, respectively. The top five disease categories online were psychiatric disorders of neurological origins, epilepsy, movement disorders, cerebrovascular disease and dizziness and headache; the top five offline categories were psychiatric disorders of neurological origins, cerebrovascular disease, dizziness and headache, neurological complications of medical diseases and movement disorders. ConclusionThe hospital’s online business volume increased significantly, with a certain impact on offline volume, but no significant effect on the main outpatient diagnoses. In the future, online outpatient services can be optimized in terms of the service process and content for first-time patients, patients with co-morbidities or undifferentiated diseases, and elderly patients, to build a continuity management system for the whole process of outpatient care.