Beijing's medical reform has given birth to "the first unit of hospital" Phoenix How to docking capital and medical care?

What is the first "pure hospital unit" in China? It is a matter of concern to the investment community and the curiosity of local health-care doctors. Due to the current administrative management system in China, the social capital participating in the reform of public hospitals is "running the hospital", which is confronted with the double problems of hospital management and investment return. The problem is not difficult. For example, Taiwan, by the end of 2010, has a total of 508 hospitals and 20,183 clinics, including 492 western hospitals (81 public hospitals and 411 private hospitals) and 16 Chinese Medicine hospitals (1 public hospitals and 15 private hospitals). In the the 1970s, the private emerging forces of the Taiwanese medical community were formed in the form of a consortium of corporations. Like Chang Gung Hospital, the introduction of the spirit and methods of enterprise management, creating a great performance, to all the traditional medical institutions of the operators, a very shocking impact, become a modern hospital management of the new, the Taiwan region, whether public or private or large and small hospitals are affected by the operation. Social capital is not only the solution to the problem of money, but also the active change of medical mechanism system. Beijing's reform of the birth of the "hospital first", doomed to the book. The time is at the end of 2013. Wuhan medical Reform Office four researchers to catch a good weather in Beijing, standing in the Mentougou District Hospital nine-storey conference room, can almost view the whole area. "How does the hospital board make up?" "The public welfare of the hospital how to guarantee?" "What is the effect of the hospital operation now?" "How does Phoenix continue to invest?" The "Phoenix Model" of the reform of Beijing Public hospital has aroused the concern of the Wuhan reformers, and the research group is very concerned about the specific problems. "Mentougou District Hospital is the first public hospital reform pilot we have taken after the new medical reform started, the government has played a leading role." "Beijing Development and Reform Commission committee member, Municipal Health reform Office director Han Xiaofang to the 21st century Economic report reporter said. Recently, the pilot hospital, which introduced social capital to participate in reform, has gained prominence. "We read about it on the internet and came here to study." "said Jin Jianyang, the Wuhan Health planning and planning inspector. "Generally speaking, the reform of the public hospital in Mentougou District is the reform of the major institutional mechanism which separates the management and the government by purchasing the service, introducing the social capital cooperation and reconstructing the hospital reorganization." "said Wang Hongzhong, the chief of the Mentougou district. When the Mentougou District Hospital introduced the social capital to participate in the reform, Phoenix Medical Group (hereinafter referred to as "Phoenix Group"), successfully listed in Hong Kong, became the first Chinese hospital unit in international capital market. Phoenix Group's performance after the listing is remarkable. After the IPO, the Phoenix Group received more than 533 times times the public, the organization 44 times times oversubscribed, the total subscription capital of more than 120 billion Hong Kong dollars, and eventually to the maximum (PE25) per share of 7.38 Hong Kong dollar fixed issue size, raise more than 1.7 billion Hong Kong dollars. Phoenix listed, it shows that Beijing's health reform has been recognized by international capital markets, but also reflects the international capital market for China to deepen health reform and promote the development of healthy services market. "Liang Hongze, chairman of Phoenix Group, accepted the 21st century Economic reportInterview. The new medical reform pushes social capital to run medicine, but it is difficult to break through. Because the so-called "public welfare" attribute of medical treatment is not clearly defined, the social capital participates in the reform of the State Hospital. But the public hospital reform in Beijing has quietly spawned the first listed company in the Chinese hospital sector. How is Phoenix Group participating in public hospital reform under the precondition of safeguarding commonweal? And how to take account of economic and social benefits? is Phoenix Group's business model sustainable? Today, the answer to this series of questions is not only the concern of medical investment institutions, but even the decision makers like Wuhan, who are interested in exploring public hospital reform. Phoenix medical three major profit channel supply chain business 2 years of rapid rise. 2013 is the Phoenix Group's "Year of listing". At the beginning of the year, the board of directors made a resolution: listing in the Hong Kong motherboard market; The IPO was successful and the two sovereign funds, the largest shareholder, were given a total of 45 million US dollars at the end of the launch. "Phoenix's successful listing and medical reform policy opportunities are inseparable, especially the State Council on the promotion of health services in the development of a number of views on the introduction of investors have been greatly encouraged." "Liang Hongze said. However, before the listing, the Phoenix Group itself has accumulated strong strength. In 2012, the Phoenix Group's Hospital network already had more than 3000 beds, and the total number of emergency doors was over 3 million. According to the Frost & Sullivan Report, Phoenix has become the largest private medical group in mainland China in terms of the number of beds and patient visits in the hospital and clinic network. At the same time, Phoenix Group also has sufficient profitability. 2012, Phoenix Group's annual income has reached 758 million yuan. Among them, from Health Palace Hospital's Medical Service income and medicine purchase and so on supply chain business income, occupy the Phoenix group income more than 90%. Jian Gong Hospital is a for-profit two-level General hospital, and is currently the only direct holding (80%) of the Phoenix Group of hospitals operating. In 2010-2012, Phoenix Group received 288.4 million, 324 million and 403.1 million yuan from the Health Palace hospital business respectively. Frost & Sullivan reported that, in terms of earnings, Health Palace hospital in 2012 has become the largest for-profit hospital in Beijing. Another major source of revenue for the Phoenix Group, the supply chain business, has experienced a rapid rise in the process. In 2010-2012, supply chain business receipts were 89.3 million, 166.1 million and 314.6 million respectively, and the share of total revenue in the same period rose from 22.7% to 41.5%. The so-called supply chain business, is the Phoenix Group integration of all hospitals and clinics network procurement function, at the group level to coordinate and manage drugs, medical equipment, medical supplies, equipment and non-medical supplies procurement and logistics, in the implementation of the centralized tendering procurement policy based on the integration of the supply chain to obtain business revenue. Supply chain IndustryThe benefit of the service is closely related to the size of the Phoenix Group Hospital network. Liang Hongze said Phoenix has the right to manage the operations of its hospitals and to control, integrate and manage the procurement of medicines, appliances and supplies in hospitals and clinics. In this way, a larger discount and more favorable payment terms than a single hospital can be obtained through consultation with the vendor based on the total amount of procurement in all hospital and clinic networks. In addition to Jian Gong Hospital, Phoenix Group also manages 10 general hospitals, 1 Chinese hospitals and 28 community clinics. The Phoenix Group has entered into agreements with these hospitals for operational management and access to management fee revenue. This part of the revenue accounted for the total value of Phoenix 4-5%. This is also the third profit channel of Phoenix medical treatment. "Hospital management and supply chain are two platforms that are closely linked and relatively independent." Zhang Liang, vice chairman of Phoenix Group, said, "in the hospital management of this platform, we improve the quality of service, reduce medical costs, provide quality basic medical services, to attract more patients to come to medical treatment." Supply chain platform is through the service of this platform, to create revenue for the group. "Rot Mode": the Government to buy the service "five changes" so that Mentougou District Hospital to establish a modern hospital management system. In addition to Kin Palace Hospital, the Phoenix Group to hospital and clinic management uses is the rot pattern. This model was first in Mentougou District Hospital reform, the Mentougou District government and Phoenix Group jointly explore and establish. In Beijing's planning, the significance of the Mentougou pilot is not limited to this hospital. "We considered that the reform of the major hospitals was very difficult, and then the reform of the major hospitals was carried out after the pilot reform in the small hospitals." Han Xiaofang to this newspaper reporter said. But as Beijing's first introduction of social capital to participate in public hospital reform, Mentougou face the pressure and resistance imaginable. However, the Beijing Health Reform Office has demonstrated its strong support for Mentougou reform. "There are risks to any reform, and there is the possibility of failure." Do not be afraid of failure, to allow failure. Failure, at least, can prove that such a road is not going through. I think it's worth it. Han Xiaofang said, "However, the introduction of the reform is still not easy, and some specific policy provisions have also undergone a very difficult process." Finally, the Mentougou District Hospital reform adopted the ROT mode, the main content is "five changes", "eight unchanged." "Five changes" includes changing the input mechanism, from single government input into government and social capital, change the management system, set up a modern hospital corporate governance structure with the Council as the running decision-making body; change the decision-making mechanism and supervision mechanism, implement the Dean's responsibility under the leadership of the Council, and establish the government, the supervisory board, The pluralistic supervision system composed of the third party promotes the separation of ownership, decision-making, execution and supervision, and changes the operating mechanism from the institution to the modern hospital management system. "This ' five-change ' makes Mentougou District Hospital establish a modern hospital management system which is based on the separation of management and corporate governance. "Corporate governance allows hospitals to operate," said Long Coven, director of the public hospital reform and Social administration of the Beijing Medical Reform Office., the district government, as the organizer of the hospital, withdraw from the specific affairs of hospital management, turn to guidance and supervision, and realize the separation of politics and administration separately. This is consistent with the general idea of health reform. "Eight unchanged" is the ownership of hospital state-owned assets, the nature of hospital state-owned institutions, the status of hospital workers, industry supervision, non-profit, hospital public welfare function and social responsibility, party Union, hospital name. The rot pattern can promote the change of the institutional mechanism, on the other hand, it maintains the commonweal of public hospital, and achieves the effect that both sides of participating in the reform can accept. The practice of Rot mode makes the service ability and hardware and software facilities of Mentougou District Hospital improve obviously. In the case of medical personnel, the number of Deputy high titles increased from 48 in 2010 to 60 in 2012; This allowed the rot pattern to be approved by the Mentougou District government and the Beijing Coal Group. May 2011, Phoenix Group cooperated with Beijing Coal group, followed the ROT mode to implement overall operation management and commitment to the General Hospital and branch of Beijing Coal Group. June 2012, the Phoenix Group cooperated with the Mentougou District government to deepen the reform, expanded the rot pattern to the district hospital, Zhaitang Hospital and the Gate City community, formed the unified Operation Management "Mentougou District Hospital Group". "A key indicator better illustrates the effectiveness of Mentougou overall reform, with 82.4% of health-care workers in the region choosing to visit hospitals in the region in 2012, up 32.6% from 2009." "This fully demonstrates that the way to play the role of market mechanism in the form of purchasing modern hospital management services is feasible and valuable," Long Coven said. "The establishment of the rot pattern of the non-profit hospital reform has played an important role in the successful listing of Phoenix Group." Before this, Phoenix Group has 22 years of development history, experienced a considerable amount of exploration and experience accumulation process. "Phoenix's development process is generally divided into 1998 years before and after two stages." "Liang Hongze said. In the first ten years of development of Phoenix, it is basically to run private hospitals independently. 1998, Phoenix Group completed the reform of the staff Hospital of Dalian Steel Factory. 2000, Phoenix has participated in the Wuxi Hi-Tech hospital and Beijing Construction Workers Hospital reform (renamed as "Health Palace Hospital"). Participating in the reform of Jian Gong Hospital is the first time that Phoenix Group has been involved in Beijing medical Service market. Phoenix Group and Construction Group cooperated to reform the hospital into a for-profit medical institution, and the Phoenix Group invested in the Development Fund to realize the holding of the hospital, and the construction group realized the equity participation by the evaluation of the state-owned assets. "Although there are some disadvantages in policies such as taxation, there is a clear pattern of for-profit medical institutions in terms of sustained investment and investor benefits." "Liang Hongze said. However, the model of Health Palace Hospital restructuring into a for-profit hospital is a different pattern from the later participation in public hospital reform. And the real for the later participation in public hospital to reform the ROT model lay the foundation for the Phoenix Group in 2005 to participate in the Yan-hospital restructuring. 2004, Beijing Yanshan Petrochemical Co., Ltd. workers medicalThe hospital began to reform (that is, the article called "Yan-Hospital"). In order to maintain the non-profit, Yan Hospital in the Civil affairs department registered as a "private non-legal person", the reform of the staff subsidy compensation to the hospital net assets to pay, so that hospital staff and Yan-Company jointly become a non-profit hospital "organizers." The problem of this mode of reform is that, under the mode of private non-legal person, hospital workers cannot pay dividends and can not obtain liquidation rights and interests, and actually become donation assets. As a result of non-profit, the hospital has completely lost its ability to develop and finance after leaving the company, resulting in a dilemma after the hospital reform. This has provided the opportunity for the Phoenix Group to participate in the two times reform of Yan-he hospital. 2005, the Phoenix Group United Citic Trust Co., Ltd. has invested 160 million yuan in the completion of the hospital state-owned assets acquisition, and undertook the private non-legal person hospital to organize the right to donate the obligation. This on the one hand to enable employees to receive compensation payments, on the other hand, the group's state-owned assets of the swallow-added exit. After the completion of the state-owned assets withdrawal, as a non-profit hospital, we must also solve the problem of sustainable investment. This is the development of the hospital. "Liang Hongze said. In order to solve this problem, Phoenix Group in 2008 and Yan Hospital signed an agreement, from Phoenix to Yan-Hospital investment and responsible for hospital operations management, and according to the hospital operating effect to obtain management fees. In this way, the hospital maintained a non-profit, but also received a sustained investment from social capital. This model and Phoenix later participated in the Mentougou District Hospital reform model is very close. "The reform of Yan-he hospital has accumulated important experience for our later participation in public hospital reforms." "Zhang Liang said. The turning point is the reform of Yan-he hospital. The business model is about the reform of sustainable supply chain management not in profit, but in reducing hospital operating costs. Social capital participation in public hospital reform can not directly benefit from hospital Medical services, Phoenix Group also needs to establish a stable business model. "Social capital participation in public hospital reform requires a reasonable business model, otherwise cooperation is unsustainable." This is not sustainable, the ultimate damage will be the interests of patients. "Han Xiaofang said. With the increase in the number of public hospital reform, Phoenix Group also saw the importance of building a new business model, the first step is to adjust the group's business focus. "The scale and service capacity of the two hospitals in Beijing has even surpassed those of the three hospitals that were previously involved in the restructuring," the company said. Even from the perspective of management costs, the three hospitals in the field are located in different cities, with high management costs. "Liang Hongze said. In view of this, the Phoenix Group withdrew from the previously participated in the other restructuring medical institutions outside Beijing, and fully invested in the operation of China's business. The implementation of this initiative is mainly based on one of the economic characteristics of medical services: regional. "For a simpler example, for the vast majority of medical institutions, the most important thing is the residents near the service." "Liang Hongze said. "Home" in Beijing after the 2006-2007, the Phoenix Group carried out a large-scale internal reorganization, including asset restructuring, shareholding system reform,and consciously acquire pharmaceutical business enterprises. The layout of pharmaceutical commercial enterprises, for the Phoenix Group supply chain business and industrial chain integration laid a good foundation, but also created the Phoenix group before the main source of revenue. In fact, many pharmaceutical companies are now investing in medical institutions in a similar way, aiming at the sales price and the profit from the poor purchase price. But in the long run, there is a certain risk to this idea. The new health reform is implementing the reforms to purchase drug tenders, with the aim of extruding the price of medicines. As the price of water is squeezed out, the resulting profits will be reduced. Phoenix's fundamental goal in implementing supply chain management is not to make a profit, but to reduce the cost of operating the hospital. "In Liang Hongze's view, the current profitability of the supply chain is indeed the result of the current policy," in fact, in the long-term perspective, Phoenix's revenue is mainly from the group management. This involves another economic feature of medical services: economies of scale. "Expanding the number of members of the hospital and business scale to promote the formation of economies of scale." "On the basis of economies of scale, we are improving operational efficiency and quality of service through group management," Liang Hongze said. Profit-making hospitals can earn more profits, while non-profit hospitals gain management fees. "The group management of Phoenix groups includes three aspects: industrialization, standardization and resource sharing." "Industrialization not only includes supply chain business, but also includes logistics management, patient service and other business platforms." "The significance of these platforms is to provide a unified service for all hospitals, with the ultimate aim of reducing hospital operating costs," Zhang Liang said. "In the standardization aspect, Phoenix Group Most typical measure is participates in JCI attestation." Yan and Jian Gong Two hospitals have passed JCI certification. "Participation in JCI certification, is to all hospitals in the medical quality, service flow and so on, establish a unified management standards, improve operational efficiency." Liang Hongze said, resource sharing is mainly doctors resources, medical equipment, such as sharing, reduce repetitive investment. The public hospital management system and operating mechanism have made a breakthrough. Phoenix Group to explore the medical business model, has been an important partner of the Mentougou district of the recognition. Summing up the experience of public hospital reform, Wang Hongzhong pointed out that reform must find a suitable partner, this partner "can not be a pure public welfare organizations, nor is the pursuit of maximizing the interests of investment institutions, the ideal partner is in the internal pursuit of efficiency, competitiveness in the market, but also in the pursuit of economic benefits while taking into account social benefits." Wang Hongzhong that, "At present, Phoenix Medical Group is our rational and realistic choice." "The key to the introduction of social capital is to be able to drive changes in institutional mechanisms." "The core of the Mentougou pilot project is the introduction of capital, introduction of wisdom and introduction." Han Xiaofang said, "The capital is not to weaken the government's medical duties, but to attract wisdom and system." This is advantageous to establish the modern hospital management system, forms the orderly medical market. "Taking the incentive mechanism as an example," because of the reform pilot, broke through the limit of the total wages of the public institutions, and realized the equal pay of the supernumerary personnel, from ' pot ' to ' distribution according to work '. "Mentougou District Hospital Dean Zhou Ai said. After the listing, Phoenix Group can use the employee incentive mechanism of listed company more flexibly outside the original distribution system of the public institution. "We will focus on creating three major incentive mechanisms: first, the option incentive to senior management, the second is to establish Incentive Trust Fund for senior Physicians, holding shares of listed companies; Thirdly, the staff of the reformed hospital should set up the employee holding trust, create more attractive investment space for the employees, and guarantee the smooth completion of the reform and the stable development of the hospital. "Liang Hongze said. In the future, the successful listing provides more favorable conditions for the Phoenix Group to participate in public hospital reform. The listing of Phoenix is inseparable from the practice of public hospital reform in Beijing. "In the process of participating in the Beijing medical reform, Phoenix exercised itself." "Zhang Liang said. Phoenix medical listed, but also for Beijing to further borrow the international capital market to promote public hospital reform and health services development, explore the road to success. "Long Coven said. Long Coven also revealed that, at present, Beijing is brewing new support for the development of emerging medical services, to accelerate the introduction of social capital, in the medical service sector in the field of innovation, mode innovation, financial services, innovation and other aspects to achieve breakthroughs, and accelerate the formation of a diversified, multi-level medical service system and wide Field Long chain of health services industry system, Beijing into an International medical service center. With the rising of the health industry, including China Resources, founder, Vanke, New Hope (market, interrogation) and many other well-known large enterprises, have joined the nuggets of the ranks. The health industry is becoming hot from the start of the Phoenix Group, and the competition has become more exciting. "Of course, we are not afraid of competition. In a fair market environment, the competition between enterprises is conducive to the overall development of the industry. "Liang Hongze said. "I believe that the rich experience of participating in public hospital reform for many years is a core advantage for Phoenix to win competition," he said. ”