In the first segment of the training, Yue Shan, Director of the Nursing Department, delivered a special lecture covering professional image building, code of conduct and etiquette, as well as nurse‑patient communication skills. Closely aligned with real‑world clinical and nursing scenarios specific to maternal‑child healthcare, the lecture elaborated on practical essentials including appearance and demeanor for outpatient and ward receptions, standardized verbal protocols for medical consultations, and human‑centered care initiatives tailored for women and children. On‑site demonstrations of nursing etiquette were arranged during the session. Through standardized protocols and vivid practical displays, theoretical norms were translated into tangible operational benchmarks, enabling all participants to grasp the practical essentials of civilized and compassionate medical services, and deepening their understanding and retention of medical‑service etiquette standards.

  二、科室复盘谋发展，专科聚力提质效

 随后，儿童康复科、影像科、医疗美容科负责人依次对科室特色业务及发展规划专项汇报。 各科室负责人立足科室工作实际，全面梳理业务开展现状、特色技术落地成效、现存短板不足，围绕妇幼人群需求、学科人才建设、设备效能提升等重点内容，汇报下一阶段学科发展规划，推动各医技临床科室协同联动、均衡发展。

II. Department‑level Reviews for Progress, Integrated Specialties for Quality Improvement
Subsequently, heads of the Child Rehabilitation Department, Medical Imaging Department and Medical Aesthetics Department delivered special presentations on featured services and development plans of their respective departments. Proceeding from real‑world operations, each department head comprehensively reviewed current service delivery, outcomes of featured technologies deployed, and existing bottlenecks. Centering on the health demands of women and children, discipline‑talent development and optimized equipment utilization, they outlined phased disciplinary development plans to foster coordinated and balanced growth across clinical and medical‑technical departments.

三、院长授课明方向，统筹运营促提质

       院长刘宏科结合7月底国家卫健委组织的基层妇幼保健机构培训及章丘、东阳、崇州、浏阳四家标杆妇幼保健机构成功经验学习情况，对妇保院业务发展和运营管理优化探讨分享。

III. Presidential Lecture Charts the Course; Holistic Operations Drive Quality Upgrade

Liu Hongke, President of the hospital, shared insights on business development and operational‑management optimization of the hospital, drawing on training for grassroots maternal‑child health‑care institutions organized by the National Health Commission in late July, as well as best practices from four benchmark maternal‑child health‑care institutions in Zhangqiu, Dongyang, Chongzhou and Liuyang.

      刘院长紧扣健康中国战略、县域妇幼健康职能定位，结合眉县妇女儿童健康服务需求提出“13579”一个中心、三个根本、五个支撑、七个突破、九个坚持总体要求发展战略，对照先进单位运营管理、专科建设、医防融合成功经验，他指出要围绕转型发展总体为目标，落地实施九大关键举措摸清运营底数、学习政策、培训沟通、优化绩效、做实便民服务、建强回访队伍，推行网格管理、升级信息建设，深挖业务潜力、细化工作举措等措施，运用奋力实现强专科、重综合、优特色、提服务、降成本五大核心目标等策略，推动医院各项工作提质增效，更好守护全县妇女儿童健康。

Rooted in the Healthy China Initiative and the functional positioning of county‑level maternal‑child health services, and in light of local health demands of women and children in Mei County, President Liu put forward the overarching development strategy dubbed the “1‑3‑5‑7‑9 Framework”: one core objective, three fundamental principles, five pillars for support, seven priority breakthroughs and nine key commitments. Referencing proven experience of benchmark institutions in operational management, specialty development and integrated medical‑preventive services, he stressed that targeting transformative development, nine pivotal measures should be rolled out: sorting out operational baseline data, studying relevant policies, strengthening communication training, optimizing performance management, delivering user‑friendly services, building a robust follow‑up‑visit team, implementing grid‑based management, upgrading information infrastructure, tapping into service potential and refining work protocols. Such strategies are designed to deliver five core goals: strengthening specialized disciplines, advancing comprehensive capabilities, highlighting distinctive services, elevating service quality and cutting operational costs, so as to boost overall hospital performance and better safeguard the health of local women and children.

四、回访专题强闭环，医患沟通守底线

A special lecture on patient follow‑up visits was delivered by an IT expert from Yun Fuyou (Cloud‑based Maternal‑Child Healthcare) information system. The lecture offered detailed explanations on the significance and prevailing problems of follow‑up visits, as well as hands‑on operations of the Yun Fuyou system. It illustrated the vital role of regular follow‑up visits in hearing patients’ feedback, proactively identifying potential medical risks, streamlining service workflows and enhancing doctor‑patient rapport. Existing prominent issues were itemized, including incomplete follow‑up coverage, delayed response to patient concerns and non‑standardized ledger management. Step‑by‑step demonstrations were provided for full‑cycle operations on the Yun Fuyou platform: follow‑up‑visit entry, target‑group screening, follow‑up reminders, complaint registration and rectification‑closure procedures. Mandatory work requirements were clarified: all departments shall establish long‑term follow‑up‑visit mechanisms to ensure full‑coverage follow‑ups for key groups including lying‑in women, rehabilitating children and patients receiving outpatient surgeries. All feedback from patients shall be filed by category, rectified within prescribed time limits, tracked throughout the process and closed upon completion. Digitalized closed‑loop management shall mitigate doctor‑patient disputes at source and advance refined and standardized management of medical services at the hospital.

来源：眉县妇保院

编辑：王三周