On December 1st, the National Health and Family Planning Commission issued the "Notice on Doing a Good Job in the Pilot Work of Hypertension and Diabetes Grading", and announced the key tasks of high blood pressure, diabetes graded diagnosis and treatment, and four technical guidance programs. In the future, several key tasks for the diagnosis and treatment of hypertension and diabetes are: First, establish an electronic health record for grading diagnosis and treatment, and include information on diabetes and hypertension. Second, to clarify the functional positioning of medical institutions at different levels, the technical guidance program clarifies the different responsibilities of primary medical institutions and medical institutions at the second level or above, and proposes to evaluate the medical quality and medical effects of primary health care institutions. Secondary hospital. Third, establish a team contract service model, demand-oriented, with a specialist + general practitioner as the core strength, the team must have a specialist above the secondary hospital, the general practitioner representative team signed, the rest are nurses, It can even include chronic disease managers, dietitians, and more. Fourth, the service process was clarified, and the technical guidance program defined the referral criteria, screening and evaluation criteria, and critical patient criteria. For this series of policies, the overall feeling is that the policy can finally be done in practice. Compared with the excessively macro and vague policies in the past, this is a very big improvement, and it has also played a guiding role in the grassroots. However, from the perspective of grading diagnosis and treatment, we realize that the biggest problem of grading diagnosis and treatment is not a technical problem, but an entire systemic problem. We can think about these issues: First, the grading diagnosis and treatment of chronic diseases incorporates the cooperation of doctors at different levels and doctors from different hospitals to form a general team across hospitals. But what is the team's interests and cooperation ties? What is the motivation for cooperation? We all know that the purpose of graded diagnosis and treatment is to achieve orderly medical treatment and change the behavior of residents moving to large hospitals. However, I am afraid that the higher level of purpose is to implement health management and reduce the rapid growth of medical expenses. After clarifying this purpose, we turn to the incentives and income methods of the general team. The policy does not give operational guidance. If there is no incentives consistent with the goals, how do you prioritize this matter? Why are you doing this for everyone? It may be possible to fire for a while by administrative force, but in the future, this matter will be lost. Second, although the series of policies clarified the functions of the primary hospitals and the functions of the hospitals above the second level, there is no more guidance on how to organize and how to realize the responsibility within the cross-hospital team. why? I am afraid that relying on administrative management can not allow doctors to organize the team to do this, and it is even more difficult to plan a team with clear rights, efficient action, and strong combat effectiveness. Such a team can only be achieved in the market, but the hospital's walls and rigid hospital management system can not achieve this. Third, if you want to establish an electronic health record and realize rapid communication and organization of doctors across hospitals, you must establish a powerful information system. Not only does it require a large amount of money to transform the information system, but later maintenance needs. It takes a lot of effort and effort. Unless the government comes to the money, the primary health care institutions do not have enough balance to pay the fees. Fourth, the work of grading diagnosis and treatment of chronic diseases and public health services has been repeated. From the doctor's point of view, it is enough for him to write a health file every day, and let him take a time to do the work of grading diagnosis and treatment of chronic diseases. Is it possible? Putting forward these thoughts is not against objection. If the source of one thing is not considered clearly, it cannot be solved from a technical point of view. The classification and treatment of chronic diseases is actually the result of the final realization. The tools implemented are chronic disease management. The contracting team is in the form of organization. From the perspective of who organizes, who does it, how to do it, how to do it better, rely on administration. Arranging these things violates the laws of the economy, the current laws governing the management of medical institutions, and the laws of doctors. We believe that it is a more sensible choice to realize the chronic disease diagnosis and treatment, and to transfer the work of chronic disease management to the market subject, and the Internet medical enterprise is the most suitable market subject for the organization of chronic disease management. why? First, on the Internet medical platform, the cooperation of the doctor team has broken the hospital wall. The doctors can freely organize groups and cooperate with the patients. The platform is a free market, and the doctors' organization efficiency is very high. Second, it can greatly improve the user experience. Online chronic disease guidance combined with offline treatment and diagnosis minimizes patient time, reduces doctor management costs, communication costs, and provides flexible service time. The platform can also be used for referral. program. Third, informatization is not a problem for Internet companies. Grassroots medical institutions eliminate the cost of money, labor, and time for purchase, development, and maintenance. Fourth, from the perspective of income and incentives, Internet companies have the incentive to save the government's payment. In order to better carry out the work, companies will naturally motivate doctors and doctors from efficiency and effectiveness, because the company is very clear. Your own goals, adjustment speed is also faster. Government agencies and primary medical units cannot adjust incentive programs and methods in time due to various interest issues and efficiency issues. I believe that if the local government is to "enlighten" some things and change the way of thinking to make some positive attempts, the results received may be much more than expected. Freeze Dried Vegetables,Freeze Dried Veggies,Freeze Dried Greens,Freeze Dried Veg Topower Technology Limited , https://www.topower-foods.com