● In July 2013, he returned from studying in Canada and became a surgeon at the West China Fourth Hospital of Sichuan University. With a background in urology, he created the Department of Urology/Andrology in west China Fourth Hospital and chose to make it the characteristic development direction of the hospital.
● In September 2017, at the age of 32, he was appointed vice president of West China Fourth Hospital, becoming the youngest hospital manager among the four hospitals in West China.
● In February 2019, with the completion and opening of the hospital's iconic third complex, the urology/andrology department was further expanded, becoming the first "minimally invasive pelvic floor surgery" in Sichuan Province's top three hospitals to combine urology and pelvic floor surgery, featuring minimally invasive techniques and microsurgery.
● So far, under his promotion and participation, the West China Fourth Hospital has determined the "one heart and one link" development model with occupational medicine and geriatrics as the core and improving related specialties, and multidisciplinary disciplines have embarked on a new stage of development.
He witnessed the change of West China Fourth Hospital, which has always been eager to get rid of the inherent label of "occupational disease hospital" in the minds of patients, and ushered in a new era of hospital development.
In just a few years, he has advanced from a "pioneer" to a "leader", and has rapidly grown from a young surgeon to a hospital administrator – this is the story of Huaxiba, a doctor and a hospital that grow and achieve each other.
Today, Medical Plus has an exclusive dialogue with Yang Luo, vice president of west China Fourth Hospital of Sichuan University, to share with you how as a post-85 hospital manager, he has continuously iterated himself with limited experience and resources, and stood out in the core battlefields such as discipline construction and talent team.
Yang Luo
The Fourth Hospital of West China of Sichuan University
Deputy Chief Physician/Associate Dean
Member of the National Youth Committee of the Minimally Invasive Group of the Urology Branch of the Chinese Medical Association
Member of the Sexual Psychology Committee of the Andrology Branch of the Chinese Medical Doctor Association
He is a member of the National Youth Committee of the Occupational Disease Committee of the Chinese Preventive Medicine Association
Member of the Standing Committee and Secretary of the Andrology Professional Committee of the Sichuan Sex Society
01
Newcomers:
Break the inherent "big" framework and choose a new "small" breakthrough
Founded in 1979, although the Fourth Hospital of West China is the youngest "little brother" on the West China Dam, it has many eye-catching titles because of its identity as "the only tertiary first-class occupational disease prevention and treatment hospital in the country that integrates medicine, teaching, research, prevention, treatment and rehabilitation":
Sichuan Provincial Occupational Disease Prevention and Control Institute
Chemical poisoning treatment bases in Sichuan Province and Chengdu City
Chengdu occupational poisoning and nuclear radiation damage treatment base
National Health Commission Occupational Disease Physician Training Base
……
When providing core services, "occupational disease prevention and treatment" also occupies the core resources of the hospital, and the diversion and imbalance of resources limit the further development of the hospital to some extent.
In July 2013, Yang Luo, who returned from overseas study, chose west China Fourth Academy as the starting point of his career. As a surgeon, his choice can be described as quite "courageous": when he first arrived at the West China Fourth Hospital, the surgery department only had 26 beds, plus two other general surgeons, which is all the whole department.
"I'm a person who likes to raise and give me an acre and a third of the land, so that I can cultivate according to my own ability!" As a urological surgeon, Yang Luo has long had his own thinking on creating the disciplinary characteristics of this profession. After becoming the interim head of surgery, he resolutely chose "Andrology" as the characteristic development direction, and after inviting Professor Zhang Sixiao, a titan of Chinese andrology, and Professor Chen Zongfu of West China Hospital as specially appointed guidance professors, he has maintained good exchanges and cooperation with the Department of Urology of West China Hospital in scientific research and clinical aspects, and has continuously recruited and expanded the strength of disciplines.
With the advantages of the technical strength of urology in West China Hospital, after several years of diligent internal repair, Yang Luo and his team have made obvious efforts in urological/pelvic floor surgery, andrology, hemorrhoid fistula and other diseases, becoming the first in Sichuan Top 3 Hospital to combine urology and pelvic floor surgery, and carry out sub-professional teams such as urological/pelvic floor surgery, and andrology, gynecological urology and hemorrhoid fistula on the basis of minimally invasive technology and microscopic technology.
So far, on the basis of comprehensively carrying out the diagnosis and treatment of urological and pelvic floor diseases, the Department of Urology and Pelvic Floor Surgery has formed a clinical treatment center with urology as the core, including andrology, gynecological urology, proctology and rehabilitation departments, multidisciplinary collaborative diagnosis and treatment of pelvic floor dysfunction diseases, minimally invasive technology and microsurgery for the treatment of andrology diseases.
"After identifying the goal, we must unswervingly go on!" From surgery, to urology andrology subspecialty, to urological floor surgery - from scratch, this team has continuously broken the inherent department framework, has been at the forefront of the discipline construction of the whole hospital, and also made Yang Luo, as the leader of the discipline, emerge.
02
Identity Shift:
From a pioneer to a planner and a leader
In September 2017, Yang Luo was appointed as the vice president of the West China Fourth Hospital, responsible for the medical business, medical insurance, medical insurance, price, hospital infection prevention and control, foreign cooperation in medical treatment and medical style construction of the college (hospital). With the change of role, Yang Luo found that all his thinking about discipline construction and hospital development needed to be self-iterative.
The achievements in the construction of minimally invasive pelvic floor surgery have accumulated experience and reputation for his participation in the planning of more disciplines in the development of the hospital. The arrival of the planning of the new 20-storey building of the West China Fourth Hospital has also given the hospital leadership team sufficient space to plan.
Clinical medicine requires multidisciplinary support.
Yang Luo believes that in addition to historical factors and the traditional impression in the minds of the people, the biggest problem facing the development of the four hospitals in West China is that the discipline settings are not complete enough, and even if some patients can be included, but without the support of related disciplines, patients can only be transferred.
Multidisciplinary mutual support is a clinical feature, and a hospital must be inseparable from multidisciplinary support to achieve the top level.
If minimally invasive treatment is a characteristic development path successfully explored by the West China Fourth Hospital, then geriatrics and occupational disease disciplines are the old "core of the hospital", which should not and cannot be lost.
In the end, the Four Hospitals of West China determined the "one heart" with occupational medicine and geriatrics as the core, built a "one-link" development model of related specialties that support the development of occupational medicine and geriatrics, and strengthened multidisciplinary cross-integration by improving neurology, cardiovascular medicine, palliative medicine, osteoporosis, gastroenterology, respiratory medicine, nephrology, oncology, minimally invasive surgery, orthopedics, etc., to further expand the multidisciplinary cooperation model and scope of cooperation, achieve resource aggregation, and promote the overall strength of the hospital in unison.
At the same time, we will excavate the highlights of differentiated development, vigorously develop characteristic discipline groups/MDT diagnosis and treatment, and give minimally invasive diagnosis and treatment characteristic disciplines, microsurgery characteristic disciplines, geriatrics and occupational medicine multidisciplinary collaborative diagnosis and treatment sufficient development space, and walk out of the differentiated development path.
03
Seeking Common Development:
At different stages, find like-minded partners
From department managers to hospital managers, for Yang Luo, the talent team is always a problem.
When he was the interim head of surgery, faced with the dilemma of the lack of professional doctors, Yang Luo, who was determined to get out of the path of characteristic development, first thought was to find a companion with a professional background in urology.
Under his efforts, today's urology department has gathered Zhang Sixiao, a famous old expert who is good at the diagnosis and treatment of genitourinary tumors and andrology diseases; Dai Yi, director of the department who has long been engaged in clinical, teaching and scientific research in urology, and has rich clinical experience in urinary control, pelvic floor diseases and neurogenic bladder; and a group of young specialist talents, condensing into a team that can be called the mainstay of the hospital.
How to bring out a like-minded team is a test of the level of department and hospital managers, "In my opinion, management needs to lead the team to strive towards a common goal, and deal with and balance various conflicts of interest in the process of struggle." Yang Luo added.
If it is said that the construction of pelvic floor surgery is only a small examination, then before the new building is opened, how to establish a medical team that adapts to the development of different stages of the hospital, so that each department, especially some main specialties, has a department backbone, which is a leap-forward challenge.
"Human resource allocation is actually a difficult thing!" In tertiary hospitals, the ratio of medical staff and beds is in line with standards, and the proportion of medical care and patients is reasonable, so as to avoid an imbalance in the ratio of doctors and patients, especially in the case of insufficient business volume in the early stage. In order to solve this problem, the West China Fourth People's Court chose to "go step by step"——
"Reserve talents in advance, recruit talents through multiple channels, take the lead in laying out the core talents of key departments, and fill the indoor personnel composition of the department in batches."
Yang Luo introduced that from the beginning of the planning of the new building, talent planning is a synchronous strategy. Conventional external recruitment, the introduction of talents from overseas study abroad backgrounds, peer recommendation, etc., under a variety of strategies, everything that can be thought of is used. The four hospitals of West China give high-quality talents sufficient space to play and rise, and gradually improve the talent assessment from many aspects such as seniority, workload, scientific research level, discipline planning, medical quality and safety, so that doctors can work ahead; at the same time, they must closely grasp the operation status of hospitals and departments to provide a basis for the later development of the hospital.
At present, the West China Fourth Hospital has enriched a group of high-quality professionals, professionals with study abroad backgrounds, and a group of qualified old experts, the talent strategy is still continuing to advance, and the development of the department is also changing with each passing day.
Since the opening of the new building, the hospital's average annual growth rate has remained above 30%, the number of diseases has doubled; the proportion of third- and fourth-level surgeries has accounted for nearly 80%,; and the number of surgical operations has increased by nearly 30 times after years of efforts.
Journalist's Note
Up to now, Medical Plus has talked to dozens of hospital and department managers, and Yang Luo is the first post-85 president. In the process of talking to him, I can feel his vigorous spirit of innovation and a strong sense of self-iteration, which may be the exclusive advantage that age brings to him.
Text/Edit | Jiang Jinran
Image credit | Partial image of the 123rf is provided by the hospital
Producer | Wang Huan
Audit | Lan Lan