张子峯-香港医院管理局医学技术准入与管.ppt

* * * All evidence common sense point to us that HA should, by large, be a consensus adopter. * Benchmarks priorities of competing needs between clusters, hospitals service lines (b) On Scale of Provision 比較供應規模 Hong Kong appears to be less provided in a few areas but differences in geography, disease patterns and healthcare systems make direct comparison difficult. 於個別環節，可能不及澳洲，加拿大，新加坡及英國等地。但背景差異增加直接比較的困難。重點在於維持供求平衡。 Monitor equipment aging and performance to ensure timely replacement 監察機齡 及性能表現以確保適時更新儀器 Determining factors: equipment age (with respect to expected lifespan), performance, gap between existing and desired technology…etc 考慮因素: 機齡 (相對儀器壽命) ，性能表現，與科技水平定位的距離…等 → 0% by 11/12 → 15% by 11/12 → 7.7 % by 11/12 → 26.6% by 11/12 (c) On Strategic Management and Governance 策略管理與管治架構 Change paradigm 創新思維 Agree the desired level of technology 為醫療科技水平把脈、為醫院定位 Prioritize technology investment 為醫療科技投放資源，訂定優次 Enhance HTM Governance 完善管治架構 Change Paradigm 創新思維 From ‘technology as a capital’ to ‘technology planning as an integral component of service planning’ 醫療科技規劃應以服務發展為前提。器材、人手、環境及營運模式必須配合，以整體作考慮 Agree the Desired Level of Technology為醫療科技水平把脈、為醫院定位 New technology takes time to evolve, innovators early adopters come at a cost 新科技成熟需時 HA as a consensus adopter, Academia designated Centre of Excellence toward innovators 保守 前衛 中庸 Prioritize Technology Investment為醫療科技投放資源, 須訂定優次 Pragmatic guiding principles benchmarking criteria 利用基準評估衡量優次 ? Clarity 清晰 ? Transparency 透明 ? Consistency 一致 ? Acceptance 認受 機齡、狀況 性能表現 滿足服務需求能力 機構目標 對內和對外的比較 Set up a two-tier Technology Committee Structure at the HAHO and Cluster levels 成立科技委員會，加強管治 Develop a corporate strategy for HTM 設定全盤管理策略，協調部門間的合作，朝機構目標進發 Enhance HTM Governance 完善管治架構 Service and Budget Planning Committee 服務及預算規劃委員會 Central Technology Office 中央科技辦公室 Cluster Management 聯網管理層 Cluster Technology Committees 聯網科技委員會 COC Technology Sub-committee 專科統籌委員會