执笔之际，2019冠状病毒病疫情仍然严峻，医院和市面都弥漫紧张气氛。香港儿童医院遵照医管局总部和联网的指引，采取感染控制措施，包括削减非紧急服务以降低病人流量，同时集中防护装备分发予高风险区域。我们透过员工大会和发放及时资讯，希望减轻同事的担忧，亦加强了训练和演习，以应付各种情况。
这段期间，我们仍要继续全力为病童提供必须服务。例如肾衰竭病童要靠定期的血液或腹膜透析去维持生命；癌症病童的诊断、化疗、肿瘤切除手术和骨髓移植均没有拖延的空间。这正正突显出香港儿童医院的独特角色—我们接收的儿童病情严重复杂，免疫力较低，需要格外小心保护。将他们与其他急症医院的个案分开处理，能减低交叉感染风险，多一重保障。
今次是开院以来我们面对的首个重大危机，要平安渡过，我相信关键是大家团结一致，齐心抗疫。圣诞嘉年华当日，小朋友欢天喜地迎接开篷巴士，在表演和游戏中尽兴，欢笑声犹在耳边。那次活动的成功有赖一众同事和非政府机构伙伴万众一心，合作无间。衷心祝愿大家在艰难时刻中能展现同一精神，笑面早日重现。
医院行政总监李子良医生
香港儿童医院新生儿深切治疗部（NICU）去年七月投入服务，现时主要接收来自伊利沙伯医院及基督教联合医院，需要接受外科手术的初生婴儿，临床情况包括坏死性肠炎、肠阻塞及闭锁、横膈膜疝及唇颚裂等。另外，在全港公立医院出生而患有先天性新陈代谢病的婴儿亦会转送至此接受跨专科治疗。
小Agia 是个早产婴儿。23 周便匆匆出生的他因怀疑患坏死性肠炎和脑出血而转送本院NICU。他妈妈忆述：「当我第一眼看到他时的确很震惊。他实在太小了，仅700 克重，脆弱到我不能抱起他。我每分每秒都在担心，禁不住不断落泪。」两夫妇当时已有心理准备会随时失去他。
NICU 顾问医生黄明沁解释整个团队如何透过连串手术和治疗，协助Agia 渡过一个又一个生命关口。看著他慢慢好起来，就像见证奇迹发生。资深护师郭思齐补充说：「为父母和宝宝建立一个充满爱和亲密的关系同样重要。我们提供了便利设施，并鼓励妈妈们喂哺母乳，给予宝宝最天然营养，又会让他们伏在妈妈胸膛上，透过肌肤之亲拉近距离，增进感情。」
经过三个多月的悉心照料，Agia 终于出院回家。他的妈妈形容：「这里每一个人都是魔术师，很感激大家赐我儿子第二个生命，以及充满希望的未来。」她勉励其他父母不要放弃：「要对医护人员有信心，他们会尽全力医治你的宝宝。生存的机会即使渺茫，仍要心存盼望。」
一如其他临床部门，NICU 会分阶段扩展服务，预计今年下半年开始陆续接收其他公立医院的婴儿。随著病床增加，服务亦会正式进驻临床服务大楼四楼。该处配备一个小型手术室，可进行全身麻醉手术。黄医生表示：「部分婴儿身体虚弱，未必适合运送往大手术室，以往我们一般要在床边进行紧急手术程序。有了内部手术室，便可大大提升效率和安全。」
NICU 去年10 月邀得两位来自澳洲皇家儿童医院和加拿大亚伯达大学的专家参与工作坊，增强医护人员在呼吸生理学的知识，并推广以生理原则去制订新生儿的通气策略。
英国大奥蒙德街儿童医院的六位专家去年12月应邀来港，就新生儿外科病症的跨专科处理主持为期三天的培训，每天约有90位同事出席。
李联伟先生是力宝集团的董事总经理及行政总裁，历任医管局大会及多个委员会的成员，及伊利沙伯医院管治委员会（HGC）主席，由2018 年4 月起出任香港儿童医院管治委员会主席。今期我们很荣幸邀得李先生抽空受访，分享他的丰盛经历和感受。
问：为何当初由商界踏足公营医疗范畴？
答：我曾任一间国际会计师楼的合伙人，负责不少私营医疗业务的融资和整合，因而对医疗培养了触觉。力宝集团则在亚洲拥有大型私营医疗系统，包括多间医院、诊所、护老院和医学院。过去我的至亲也曾入住公立医院，亲身经历医护人员的爱心照顾，所以我希望运用自己在管理、财务和投资方面的经验，作出一点贡献。
问：服务医管局多年，有甚么深刻经历？
答：我在伊院出任HGC 主席的十年间，提高了少数族裔和区议会对医院事务的参与，增进地区了解，亦促成了一些大额捐款，添置仪器和培训设备；对内则成立了同侪会，联系旧同事。看到服务得到改善，亦丰富了医院的文化传承，很有满足感。医管局方面，我较长时间参与员工公积金计划，担任投资委员会主席。这事关乎同事的退休保障，我一直很著紧，当作自己的钱去投资呢！
问：你公务繁忙，是甚么驱使你去参与一间全新医院的管治？
答：这是香港的全新儿科专科医院，病童多患有严重疾病，照顾他们的难度很高，所以人手安排和培训计划都不可墨守成规，这对我来说是一个新挑战。新医院没有历史包袱，政府、医管局、HGC 和同事可以一起研究一个合适的运作模式。
问：一般同事好像也不太认识HGC？
答：HGC 的职能是监督公立医院的管理及营运。HGC 成员来自社会各界，包括两间大学医学院的代表，而且都是有心人。院方应好好利用HGC 的专长，成员亦可更主动深入与同事沟通。我认为形式可以探讨，但一定是能有效地了解大家的需要，给予实质帮助。人力资源、饭堂和交通是短期首要目标，因对士气和招聘有直接影响，但我们提出的方案要实事求是。
问：你对儿童医院的发展有甚么愿景？
答：要一步步来。质素和安全很基本，但亦最重要。我有一个四岁的的孙儿，看到医院小朋友受疾病煎熬特别难过。医院应发挥优势，做好不常见疾病的筛查和治疗，给病童一个健康成长的机会，这也有助降低社会成本。当服务上了轨道，就要著手国际交流和科研工作。
问：医院刚成立慈善基金，筹募是否你其中一个重点工作？
答：捐款能带来额外资源，引入先进仪器、推出新服务、安排同事到外国学习，邀请专家来港等。病人受益之外，亦能提升医护技术水平，令他们觉得有事业发展空间，同时促进跨部门合作，建立互信。其实香港有很多善长，希望寻找能为社会带来直接影响的捐款机会。我和慈善基金其他信托人的角色就是连系善长们和医院，促成美事。筹募要成功，需要有好的项目、宣传和执行，给予捐款者信心。
问：你对同事们有甚么寄语？
答：医疗是一个高度专业的行业，现今分工越趋精细，更加讲求合作，无人可以独善其身。我们的同事很多都很资深，对工作尽心尽力，专业精神可加。大家来自不同医院，值得整体去看新医院的服务和发展，真诚沟通，建立团队精神。
问：可否分享你的成功之道？
答：成功很难界定，但我认为对工作一定要有热诚，眼光亦要宏观一点。不要怕「蚀底」，学识和经验是自己的，不会被人夺走。做事要关顾别人感受，尤其是同辈，当你遇到困难时才有人支持你。
问：你是否永不言休？
答：我需要不断有新事物去刺激思维，让自己有所期待，这是我维持身心健康的方法，而我本身对医疗发展有极大兴趣。我和家人很亲近，闲时常与孙儿嬉戏，他每次幼稚园表演我一定准时赴会！
圣诞期间不少人会开派对、看灯饰或外游庆祝。但对于身患重疾的病童而言，这些却是遥不可及。
香港儿童医院于圣诞节下午举办了首个圣诞嘉年华，大堂摇身一变为乐园，几百名病童、家人及职员一起欢度佳节。不同部门的同事义务到病房报佳音及陪伴病童参加活动，有的更脱下医护制服，化身电影角色，逗得他们笑逐颜开。职员合唱团及乐队就演出多首经典乐曲，以美妙歌声送暖。大会亦以开篷巴士接载各家庭畅游启德海滨及远眺医院，众人都非常兴奋。
另外，十一个非政府机构精心安排了游戏和手工摊位、丰富奖品和小丑表演，无论大人小朋友都尽情玩乐，欢笑声此起彼落。香港迪士尼乐园义工队则带来劲歌热舞，米奇和米妮老鼠的压轴登场更令全场气氛升温！
感谢同事和义工花尽心思筹备，让病童及家人暂忘病患，面挂笑容享受这一个属于所有人的节日，感受冬日里的温暖。
公立医院在紧急应变级别下暂停探病，一众非政府机构的义工亦未能如常为病童进行探访和游戏。病人资源中心即时变通，制作一千个「童趣法宝袋」送到病房，在这段非常时期为病童解解闷。小小袋子里除了有玩具、图书、游戏和手工材料包，还有不同科目的工作纸，让他们动动脑筋，停课不停学！此外亦有图文并茂的实用资讯，例如洁手步骤、防疫常识及支援机构的联络方法。我们特别感谢社区伙伴为法宝袋提供部分物资。
随著港铁屯马线第一期二月通车，22M 巴士线已投入服务。乘客于启德站上车，约十五分钟便可抵达医院正门，覆诊、探病、上班更加便利。
城巴22M 号线
• 九龙城（太子道东）来往启德邮轮码头
• 途经港铁启德站
香港儿童医院行政总监李子良医生
香港儿童医院麻醉科部门主管袁文英医生
香港儿童医院儿科副顾问医生陈宇轩医生
香港儿童医院护理总经理温月媚女士
香港儿童医院药剂部部门经理潘文康先生
香港儿童医院行政事务总经理郭慧敏女士
香港儿童医院高级行政主任（对外关系及筹募）杜蕴慧女士
香港儿童医院一级行政主任（对外关系及筹募）董洁欣女士
香港儿童医院二级行政主任（对外关系及筹募）林瑞敏女士
香港儿童医院二级行政主任（对外关系及筹募）吴文诺女士
香港儿童医院二级行政主任（对外关系及筹募）邱雅锜女士
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如对本通讯有任何意见，欢迎电邮至 enquiry_hkch@ha.org.hk
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The COVID-19 has hit hospitals and the city in unprecedented scale. In HKCH, infection control measures are stepped up according to the latest guidance of the Hospital Authority and cluster. Non-essential services are cut down to reduce patient flow and conserve PPE for high risk areas. Staff forums are held and correct information is released to ease staff anxiety. Training is enhanced with drills for different scenarios.
Nevertheless, some significant services cannot be compromised. For children with kidney failure, their lives depend on regular dialysis. For cancer patients, timely diagnosis, chemotherapy, tumor resection and bone marrow transplant have no room for postponement. The current situation actually highlights the unique role of HKCH. We take care of children with serious and complex diseases who usually have a lower immunity and require extra protection. Separating them from cases of other acute hospitals would safeguard them from the risk of dangerous cross infection.
This is the first major crisis since our opening. I believe the keys to cope with it are unity and mutual support. I will never forget the happy faces I saw in our first Christmas carnival, which was brought about by the selfless support and joint effort of our colleagues and NGO partners. I wish the same spirit would get us through this difficult time.
Dr Lee Tsz-leung, Hospital Chief Executive
The Neonatal Intensive Care Unit (NICU) of HKCH commenced service in July last year. Currently, it mainly admits newborns from the Queen Elizabeth Hospital and United Christian Hospital who require surgical treatment, such as those with necrotizing enterocolitis, bowel obstruction and atresia, diaphragmatic hernia and cleft lip and palate. Babies born in any public hospital with inborn errors of metabolism will also be transferred here for multidisciplinary management.
The mother of little Agia shared, “I was quite shocked when I first saw him as he looked very tiny. Weighing only 700g, he was so fragile that I could not even hold him. I was worried all the time and kept dropping tears.” Agia was a preemie who came into this world at only 23 weeks. Due to symptoms of necrotizing enterocolitis and cerebral haemorrhage, he was transferred to our NICU. His parents were prepared to lose him any time.
NICU Consultant Dr Rosanna Wong recalled how the entire team saved Agia through a series of operations and treatment. Witnessing him turn better day by day was like a miracle. Advanced Practice Nurse Kwok Sze-chai added, “Building a loving relationship between parents and their newborn is also vital. We therefore provide necessary facilities and encourage mothers to breastfeed to give babies the most natural nutrition. We also put babies on their mother’s chest, hoping the skin-to-skin contact can strengthen their bonding.”
Agia could finally go home after three months. His mother said gratefully, “Everyone in the NICU is a magician. Thank you for giving my son a second life and a hopeful future.” She also encouraged other parents not to give up, “Trust the staff, because they would do their best for your baby. Even if the chance to live is slim, there is still hope and you should believe in it.”
Like other clinical departments, services of NICU will expand in phases. It expects to start admitting babies from other public hospitals gradually from the latter half of 2020. Along with the growing number of beds, the NICU will officially move to 4/F of the Clinical Tower. A mini operating
theatre meeting general anaesthesia standard will be equipped. Dr Wong explained, “Sometimes it is risky to transfer critically ill babies to the main operating theatre, so we may have to perform surgical procedures at their bedside. With our own theatre inside the unit, urgent operations can be conducted in a more efficient and safer manner.”
Last October, the NICU organized workshops for healthcare staff where two experts from the Royal Children’s Hospital in Australia and the University of Alberta shared knowledge on respiratory physiology and promoted the use of physiological approach in neonatal ventilation strategies.
Six experts from the Great Ormond Street Hospital for Children came to deliver a three-day training last December on multidisciplinary management of neonatal surgical disorders. Around 90 clinical staff participated on each training day.
Q: How did you get your hand in public healthcare?
A: I was a partner in an international accounting firm where I led many financing and acquisition projects in the private healthcare business. That’s when I developed an adept acumen in this area.
The Lippo Group of which I am the CEO owns a large private healthcare system in Asia, including many hospitals, clinics, nursing homes and medical schools. I had also experienced the caring service of public hospitals first hand with my close relative, so I want to contribute my expertise in management, finance and investment as part of my public service.
Q: What are the notable memories during your years of service in HA?
A: During my ten-year tenure as Chairman of the Queen Elizabeth Hospital Governing Committee (HGC), we increased the participation of ethnic minorities and District Councils, and successfully solicited some major donations. The QEH Alumni Association was also formed during that time. It was satisfying to see the service improvements and enrichment of the hospital’s culture. In HA, I was a Board Member and served in various committees. I have been the Chairman of the Provident Fund Scheme Investment Committee since 2008. As our decisions would affect colleagues’ retirement plans, I have always treated it as investing my own money.
Q: Why would you join a new hospital amid your busy schedule?
A: HKCH is a new challenge to me. It is a new specialist hospital in Hong Kong treating children with serious and complex diseases. This uniqueness means we cannot stick with the usual manpower and training arrangements. The upside is we can start afresh together and explore a new model that works best for the hospital.
Q: It seems that not many colleagues know about the HGC.
A: The HGC oversees the management and operation of a public hospital. Our HGC members have vast experience in different aspects and include representatives from the two medical
faculties. All of us have a genuine heart to serve. I do think the HGC could be more proactive in having in-depth communication with colleagues and offer some useful advice. Manpower
planning, staff canteen and transport issues are our top priorities as they directly affect morale and recruitment. But we need to be mindful to provide solutions that are practical.
Q: What are your visions for HKCH?
A: Quality and safety always come first. I have a grandson who is four, so it hurts to see children in the hospital suffer. HKCH should make use of its edge in screening and treating uncommon diseases, because every patient deserves a healthy childhood. Our work also helps to cut down social costs in the
long run. When clinical service is on track, it would be time to work on our international collaboration and research.
Q: The HKCH Charitable Foundation was just set up. Is fundraising one of your main focus?
A: With donations, we will have extra resources for advanced equipment, new services and overseas training opportunities. These will not only benefit patients, but also offer a good career
development for our healthcare professionals and promote collaboration and trust among teams. There are indeed many philanthropists looking for donation opportunities with a direct impact. My role together with the other trustees of the Charitable Foundation is to connect these donors with the hospital. For fundraising to be successful, we need to have good project proposals, publicity and execution.
Q: Any words of encouragement for our colleagues?
A: No man is an island. Healthcare is a highly specialized industry, so teamwork is especially important. Our staff are very experienced and dedicated. It’s worth taking a step back to see
the hospital’s service from a macro perspective and keep an open mind. Frank communication and team building are also necessary.
Q: Can you share your secret of success?
A: It is very difficult to define success. Be passionate in what you do. Focus on the big picture. Don’t mind getting the short end of the stick, because the knowledge and experience you gain in the process can’t be taken away. Be sensitive to the feelings of others, especially your peers. You will need a helping hand when you are in trouble.
Q: Any plans to slow down and enjoy life?
A: I need to keep myself up to date and have something new to look forward to everyday. That’s how I maintain a healthy body and mind. I also have great interest in healthcare development.
At home, my grandson is my boss, and I never miss any of his school performances!
To many, Christmas time means parties, going around town to see the Christmas lights, or vacation abroad. But for children with serious illnesses, these could be an impossible dream.
The HKCH lobby was transformed into a wonderland on Christmas day where hundreds of patients, family members and hospital staff gathered to celebrate the festival. Staff volunteers brightened wards with carols and kept patients company in the activities. While the audience enjoyed beautiful melodies played by our staff choir and band, they were also thrilled to see their familiar doctors and nurses dress up as movie characters. The open-top bus ride along the Kai Tak waterfront was a hit as well.
Eleven NGOs supported the carnival with fun booths, entertaining clown show and tons of prizes. For finale, volunteers from the Hong Kong Disneyland joined Mickey and Minnie to wow kids and the young-at-heart with their energetic dance moves.
Thanks to the hard work of our staff and volunteers, patients and families could put their worries aside and have some fun on this memorable day.
As visiting in all public hospitals is suspended under the Emergency Response Level, volunteer and play service in HKCH has also come to a halt. The Patient Resource Centre has therefore quickly put together 1,000 resource kits and distributed to children in wards to ease their boredom. Besides toys, books, games and craft supplies, these surprise kits also contain age-appropriate worksheets to facilitate self-learning, as well as practical information such as hand hygiene procedures and contacts of different NGOs. We would like to express our gratitude to our community partners for contributing materials for the resource kits.
With the opening of the MTR Tuen Ma Line Phase 1 in February, the new bus route 22M has begun operation. Journey from Kai Tak Station to HKCH takes about 15 minutes.
Citybus No. 22M
• Between Kowloon City (Prince Edward RoadEast) and Kai Tak Cruise Terminal
• With stop at MTR Kai Tak Station
Dr Lee Tsz-leung, Hospital Chief Executive, HKCH
Dr Vivian Yuen, Chief of Service (Anaesthesia), HKCH
Dr Eugene Chan, Associate Consultant (Paediatrics), HKCH
Ms Connie Wan, General Manager (Nursing), HKCH
Mr Freddie Poon, Department Manager (Pharmacy), HKCH
Ms Miscelle Kwok, General Manager (Administrative Services), HKCH
Ms Vivian To, SEO (External Relations & Donation Management), HKCH
Ms Haze Tung, EOI (External Relations & Donation Management), HKCH
Ms Sarah Lam, EOII (External Relations & Donation Management), HKCH
Ms Mandy Ng, EOII (External Relations & Donation Management), HKCH
Ms Karis Yau, EOII (External Relations & Donation Management), HKCH
Copyright © 2020 Hospital Authority
Please send comments and suggestions to enquiry_hkch@ha.org.hk
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