In order to thoroughly implement the spirit of the twentieth CPC National Congress and General Secretary Xi Jinping's important instructions on health work, accelerate the high-tech zone, the demonstration area of high-quality development of health, reform and innovation as the driving force for the high-quality development of the region's various undertakings to provide health care protection, and specially formulated to deepen the comprehensive health care reform of the three-year action plan.

One, the work objective

In accordance with the party's twentieth report put forward to "promote the health of China" construction requirements, adhere to the protection of people's health on the strategic position of priority development, focusing on high-tech zones, demonstration zones to deepen the health care reform of the difficult, blocked and key points, to high-quality development as the overall framework for reform and innovation as the driving force. Driven by high-quality development, with reform and innovation as the driving force, tamping the grassroots, building a highland, strong innovation, seeking breakthroughs, improve capacity, excellent service, and solidly promote the operation and management of public hospitals, clinical specialty capacity building, close-knit flag-area medical community construction and medical service improvement, and make every effort to speed up the high-quality development of the cause of health care and health care. By 2025, the healthcare service system will be further improved, the balance of resource allocation and service will be gradually improved, the ability of prevention and control of major diseases, treatment and emergency response will be significantly strengthened, the development of the combination of Chinese, Mongolian and Western medicines will be more coordinated, the level of public health services and the overall efficiency and quality of medical services will be significantly improved, the mechanism of the medicine and health system will be more improved, the healthcare services will be more equitably accessible, and the people will have a sense of well-being, gain, and security in their access to medical care. sense of well-being, accessibility, and security of the people's access to medical care.

Second, the public hospital operation and management of the three-year campaign

(a) adjust the price of medical technology services. Adjust the price of medical services, the establishment of the value of medical personnel to reflect the dynamic adjustment mechanism of medical service prices. Combined with the actual high-tech zone, the demonstration area, scientific and reasonable and gradually rationalize the price relationship, reduce the price of large-scale instrument examination and testing projects, focusing on improving the price of surgery, diagnosis and other projects reflecting the technical value of medical personnel, the implementation of the National Health Insurance Bureau issued by the National Unified Project Specification. Explore the patient-oriented, independent content, the direct provision of clinical pharmacy services as a pharmacy medical service price items, and within a certain range of medical institutions on a trial basis.

(2) Improve the level of scientific research in public hospitals. The implementation of the government's investment policy on clinical scientific research projects, comprehensive hospitals to increase their own capital investment. Strengthen the construction of key disciplines, and coordinate the promotion of the introduction of general hospitals, talent training. Explore the establishment of clinical medical science and technology innovation and research and results transformation incentive system, prompting medical research funding and management to realize a virtuous cycle.

(3) Strengthening cost management in public hospitals. Public hospitals should establish operation management committees, set up operation management departments, equipped with full-time (part-time) operation assistants, and build an operation management "grid" system based on information technology and big data; strengthen the internal control system and the construction of operational mechanisms, adjust the cost expenditure structure, reduce operating costs, set up administrative and logistical departments scientifically, optimize the staffing structure, and eliminate internal agencies and other organizations. The structure of administrative and logistic departments is set up scientifically, staffing is optimized, and an unreasonable increase in the number of internal organizations and administrative and logistic personnel is eliminated; the allocation of medical equipment resources is optimized and integrated, and idle waste is eliminated; medical behavior is standardized, medical consumables are used rationally, and the procurement cost of medical consumables is controlled to reduce the proportion of medical consumables in medical revenues; the expenditures of water, electricity, gas, and all kinds of maintenance, repair, and repair costs are controlled, and the proportion of expenditures on energy consumption is effectively reduced; the service process is optimized, quality control is enhanced, and the efficiency of medical resource utilization is improved. optimize the service process, strengthen quality control, and improve the efficiency of medical resource utilization. By 2025, the hospital's income structure will be rationalized, and the goal of balanced income and expenditure, a slight surplus, and debt reduced to a reasonable level will be achieved.

(4) Strengthening performance management of public hospitals. Develop and improve the internal performance appraisal program and establish a performance appraisal system consistent with the national public hospital performance appraisal indicators. From cost control, medical cost control, job workload, work difficulty, medical service quality, medical ethics, patient satisfaction, teaching quality and other aspects of performance evaluation work, comprehensive assessment of the implementation of the effect of operational management. Strengthening comprehensive budget management, in accordance with the principle of "no budget, no expenditure", deeply integrating performance concepts and methods into the whole process of budgeting, implementation and supervision, and building a closed-loop system of performance management before, during and after the event. The use of three years to achieve the public hospital performance appraisal system to further optimize and improve the overall budget management system is effectively implemented, performance appraisal incentives and budget constraints to further strengthen the role.

(E) the implementation of the chief accountant system. Conditional secondary public hospitals to be in accordance with the "National Health Planning Commission Ministry of Finance State Administration of Traditional Chinese Medicine on accelerating the establishment of a chief accountant system in three-tier public hospitals," equipped with a chief accountant to assist the director of the management of the hospital's economic and operational work, assume the corresponding leadership and management responsibilities, develop internal control management norms in the hospital, in accordance with national laws and regulations to organize the leadership of the hospital's economic management and accounting work, to participate in the hospital's decision-making on major financial and economic matters and the implementation of the supervision. Supervision.

Three years of action to build key clinical specialties in public hospitals

(1) Strengthen the construction of key clinical specialties. Based on the second-level public hospitals, combined with the autonomous region and the direction of the construction of key clinical specialties at the league level, a reasonable distribution of high-quality medical resources, to strengthen the construction of key clinical specialties, to carry out a new round of key specialties, the construction of key laboratories, the formulation of public hospitals, discipline development planning, unified planning and construction of key specialties at all levels of public hospitals, the development of Obstetrics and Gynecology, Pediatrics, Traditional Chinese Medicine, Mental Health, Emergency Medicine, Critical Care Medicine, Geriatrics, Rehabilitation, and the development of a new generation of specialists. Develop the disciplines and specialties of obstetrics and gynecology, pediatrics, traditional Chinese medicine, mental health, emergency medicine, critical care medicine, geriatrics, rehabilitation medicine, infectious diseases, general surgery, etc., enhance the ability of diagnosis and treatment of tumors, cardio-cerebral and cerebrovascular diseases and other major diseases and common diseases and the ability of pre-hospital medical emergency services, reduce the rate of referrals from outside of the flag area, increase the rate of medical consultations within the flag area, and enhance the ability of scientific research and innovation and the level of disciplinary services. The use of three years, and actively strive for the construction of autonomous region-level clinical key specialties and alliance-level clinical key specialties.

(2) Continuously improve the application of medical technology. Guided by the masses of medical service demand, to enhance appropriate technology, advanced technology, medical technology capacity and diagnosis and treatment effect, the formation of specialized technical advantages. On the basis of safeguarding patient safety, encourage the development of cutting-edge technology projects with specialized characteristics and core competitiveness, support the development of a variety of minimally invasive technologies, and gradually realize the full coverage of minimally invasive diagnostic and therapeutic technologies such as endoscopic and interventional treatments, puncture treatments, and local minimally invasive treatments within the flag area. Strengthen the clinical diagnostic and treatment technology innovation, applied research and transformation of results, and timely assessment of qualified and in line with the provisions of the new medical technology and services into the scope of medical insurance payments.

(3) continuously optimize the medical service model. Actively absorbing advanced diagnosis and treatment concepts, research and promotion of effective models, innovative development of multidisciplinary diagnosis and treatment model, explore and promote rapid rehabilitation, Chinese, Mongolian and Western medicine and other new models of diagnosis and treatment. Comprehensively improve patients' experience of medical services, carry out personalized diagnosis and treatment services, focus on the implementation of day surgery, and promote the high-quality development of specialized medical service capacity. Accelerate the integration and application of new-generation information technology in the medical field.

(4) Effectively improving medical quality and safety. Integrate medical quality and safety management with specialty capacity building, adopt medical quality control management measures for scientific management, and strengthen the application of quality control indicators and medical quality and safety data collection, analysis and feedback. Improve the medical quality control system, improve the construction of two quality control organization systems for the health care system and medical institutions in the high-tech zone and demonstration zone, and promote the transformation of medical quality control. Accelerate the establishment of quality control groups to carry out targeted improvements based on evidence-based medical quality and safety conditions.

(E) Continuously make up the short board of primary specialties. In view of the high rate of outward transfer, fewer types of diseases, the problem of the masses' medical and health care needs and the need for emergency response to major public health emergencies, strengthen the construction of advantageous specialties in high-tech zones and demonstration zones, and further expand high-quality medical resources and enhance the service capacity and level of medical institutions in high-tech zones and demonstration zones through a variety of ways, such as peer support, inter-regional medical consortiums and cooperation of specialty alliances. Support the introduction of general medicine, pediatrics, obstetrics and gynecology, anesthesiology, emergency medicine, geriatrics, intensive care medicine, general surgery and other urgently needed and scarce professionals into medical institutions in high-tech zones and demonstration zones to support the construction of the corresponding departments.

(6) Strengthening the construction of specialized talents. Adhere to the combination of the introduction and training, the principle of training, the establishment of talent training mechanism, increase the introduction of key areas, shortage of specialties, the introduction of key positions of professional and technical personnel, and actively carry out talent training, focusing on the training of diagnosis and treatment of common and common diseases, the ability to operate and the ability to respond to major outbreaks of training for the construction of health care services capacity to provide personnel support.

Four, close-knit flagship medical community construction three-year campaign

(a) improve the leadership system and organizational mechanism. Management Committee to strengthen the leadership of the flagship close medical community construction work, the establishment of a sound and efficient flagship medical community management committee (hereinafter referred to as "medical management committee") leadership system, high-tech zones, demonstration areas of the party committee management committee at least one person as director of the medical management committee, selecting the best and strong flagship medical community leadership team. The daily work of the Medical Management Committee is undertaken by the Bureau of Disease Prevention and Control of Ulanbu and Ecological Sand Industry Demonstration Zone. The meeting of the director of the management committee will study the construction of the flagship medical community at least twice a year, and solve the difficult and blocking problems. Improve the flagship medical community sector coordination mechanism, promote the implementation of policies in detail, the construction of the flagship medical community as a high-tech zone, the demonstration area of the relevant departments of the comprehensive deepening of health care reform and the government's objectives and management of the important content of performance assessment.

(ii) accelerate the management system reform. The Medical Management Committee takes into account the regional characteristics, economic development, service population and medical service level of the high-tech zone and demonstration zone, integrates the resources of public medical and health institutions in the region, and comprehensively evaluates and plans the formation of a close-knit flag-area medical community.

(3) accelerate the realization of administrative unified management. Reform of the administrative management system of health care institutions, by 2025, the medical institutions to realize the integration of division of labor and collaboration, hierarchical diagnosis and treatment operation mechanism. Gacha village health center personnel, finance, business, performance evaluation by the Sumu town health center unified management. In strict compliance with the classification and management of institutions on the basis of the independent legal person status given to general hospitals. The full implementation of the party organization under the leadership of the dean's responsibility system, the establishment of the medical community party committee, the medical community party committee secretary may be the Ulanbu and ecological sand industry demonstration zone disease prevention and control bureau of the main responsible comrades, the deputy secretary of the party committee may be the director of the general hospital.

(4) accelerate the realization of personnel unified management. In accordance with the autonomous region health care reform office and other seven departments "on the issuance of the promotion of the Sanming medical reform experience innovation governance mechanism high quality to promote the construction of close medical community pilot opinions notice" (Nei Medical Reform Office word 〔2021〕 No. 13) the spirit of the implementation of the close medical community personnel pay system reform tasks; grass-roots party building office in the total amount of control on the basis of the staffing of general hospitals given the unified deployment, the coordinated use of the authority. Implementation of the autonomous region's Human Resources and Social Affairs Department, Health and Health Commission jointly issued "on further improving the flag county sumu township medical and health institutions open recruitment of the relevant work notice" (Neiwei human hair [2020] No. 12) spirit, to give comprehensive hospitals the autonomy of employment. According to the high-tech zone, the demonstration area of medical and health service demand, job distribution and other factors, the scientific preparation of the general hospital within the medical, nursing, pharmaceutical, technical, management and other different categories of job description, the implementation of competitive recruitment and contract management.

(E) accelerate the unified financial management. Research and development of close-knit flagship medical community financial unified management policies and measures, the establishment of financial management centers, and improve the financial management mechanism of each medical institution to set up separate accounts, independent accounting, unified management. Optimizing the financial input method, exploring the unified packaging of financial subsidies such as basic public health service subsidies and basic drug system subsidies to general hospitals, which will be redistributed according to the business, nature of funds and performance evaluation results. It has strengthened financial revenue and expenditure management, actively promoted cost and performance management, strengthened the integrated management of assets, and improved internal control and supervision and management mechanisms. Encourage medical and health institutions to explore the implementation of the "public welfare category I financial security, public welfare category II performance management".

(F) accelerating the realization of business unified management. Establish and improve the business integration and homogenization management mechanism of medical institutions. Improve two-way referral management services, and develop a reasonable referral process and internal system in accordance with the graded diagnosis and treatment guidelines for single diseases formulated by the state. Establishing and improving the medical quality control center of the medical community, strengthening medical quality control and training, and gradually improving the level of homogenization of medical services.

(7) Accelerating the realization of unified management of medicines and consumables. Implement the chief pharmacist system, establish a mechanism for the homogenization of drug management, and improve the level of drug management and pharmacy service capacity within the medical community. Reform the drug procurement mechanism within the flag, and establish a drug procurement method with the general hospital as the unit. Actively using the centralized procurement of selected drugs and medical consumables, guiding primary medical institutions to follow up on their use, and improving the up-and-down matching of the use of drugs and medical consumables. Encouraging general hospitals to establish pharmacy management centers, standardizing prescription reviews, realizing unified catalogs, unified procurement, unified prices and unified distribution of medicines, and accelerating the sinking of pharmacy services to the grassroots. Implementing the long prescription system for medication for chronic disease patients with stable conditions, and guaranteeing the reasonable medication needs of patients with common diseases, chronic diseases and rehabilitation period under transfer.

(viii) Accelerating the realization of unified management of information technology. Improve the flag area information technology input method, the medical community as a unit, the integration of health care data resources, unified operation and management information system, to achieve public health, medical services, medical insurance, population health, medicine and equipment management and integrated management system and other health care data interoperability and sharing, to create a digitized, intelligent medical community. 2023 the end of the flag area of the medical community, the basic completion of the unified information platform, the health care institutions The examination and test results of various medical and health institutions are mutually recognized and shared, and the pattern of "grass-roots examination + flag-level diagnosis" is basically realized.

(ix) Accelerating the establishment of a unified performance appraisal mechanism. The establishment of a performance appraisal mechanism and monitoring and evaluation system based on the medical community as a unit, and linking the appraisal results to the total amount of performance pay, allocation of project funds, and evaluation of priorities and merits. Improve and perfect the internal performance assessment and allocation mechanism of the medical community, incorporate indicators such as the outpatient consultation rate of contracted residents, appointment booking, door-to-door visits, medical quality and patient satisfaction into the evaluation system, so that medical and public health service personnel can share the responsibility and the results in the performance allocation, and link them to job employment, title evaluation and appraisal of priorities and excellence.

(j) Accelerating the establishment of medical and defense coordination mechanisms. Taking the close-knit medical community as a carrier, improve the mechanism of graded diagnosis and treatment services for patients with symptoms related to epidemic infection. Establish a public health management center, develop a list of public health responsibilities, coordinate public health management, guidance, supervision and assessment within the medical community, coordinate relevant resources, and coordinate the implementation of public health tasks within the medical community. To establish a working mechanism for joint prevention and treatment of infectious diseases, key chronic diseases, mental health, occupational diseases and endemic diseases in high-tech zones and demonstration zones, and to promote the integration of medical treatment and prevention of specialized diseases. Improve the management mechanism of chronic disease prevention and treatment in the medical community of the flag area, and enhance the integrated chronic disease service management capacity of each medical institution.By the end of 2024, the public health and medical treatment capacity of the high-tech zone and the demonstration zone will be further improved.

(xi) Deepen the reform of health insurance payment method. Improve and perfect the health insurance payment method reform of the flagship medical community. Strengthen the total budget management of medical insurance funds, according to the provisions of the medical insurance fund unified allocation to the general hospital, strengthen the supervision and assessment, the implementation of total control, the balance retained and a reasonable share of cost overruns. After withdrawing the funds from the balance of the general hospitals in accordance with the regulations, the funds will be mainly used for the remuneration or incentives of the personnel in the medical commons in the flag region. Patient referral within the flagship medical communism, medical insurance starting line continuous calculation.

(xii) accelerate the promotion of general hospital capacity enhancement. Research and development of general hospital capacity enhancement work program, start general hospital key specialties, grassroots specialties construction. Strengthen the construction of medical resources for critical and infectious diseases in flagship hospitals, make preparations for critical care wards, equipment, and medical personnel, establish buffer wards, and strengthen infectious diseases departments. Expand and improve the quality of cooperation with hospitals in and out of the region to support each other, and promote the accelerated sinking of high-quality medical resources. By 2025, general hospitals strive to meet the national recommended standards for comprehensive service capacity of hospitals at the flag county level.

(xiii) Doing fine primary health care services. Continuing to carry out family doctor contracting services, the establishment of a family doctor incentive system, improve the contracted service fee, performance evaluation and salary distribution mechanism. It also promotes "Internet+family doctor" contracting services, innovates service forms, and enhances the continuity, synergy, and efficiency of services. Promote the sinking of Chinese medicine and Mongolian medicine services to the grassroots level, and strive to enhance the capacity of grassroots Chinese medicine and Mongolian medicine services. Continuously strengthen the gacha doctor post training, and constantly improve service capacity.

V. Three-year action to improve medical services

(A) improve medical quality management and control system. Referring to the national establishment of various professional medical quality control institutions, scientific and standardized setting of medical quality control organizations. According to the requirements of the Union Health and Health Commission, in 2024 general hospitals further improve the specialized departments of medical quality management, and all set up and improve the medical quality management committee.

(2) Strengthen medical quality and safety management. Based on the implementation of the 18 core systems of medical quality and safety, and guided by the annual "National Medical Quality and Safety Improvement Targets", the goal management will be promoted. At least once a year, medical institutions will provide medical and healthcare technicians with training and assessment on medical and healthcare management laws and regulations, hospital management systems, medical quality management and control methods, and professional and technical specifications, etc. Monthly internal announcements will be made on the completion of the key indicators of medical quality in each department. The medical quality management situation as the head of the department comprehensive target assessment and appointment, promotion, evaluation of excellence as an important indicator; as a regular assessment of physicians, promotion, as well as the department and medical staff performance appraisal of the important basis.

(3) the construction of "one-stop service center". 2024 before the end of May the second level of public hospitals with reference to the third level of public hospitals, in conjunction with the actual hospital to carry out the construction of "one-stop service center". The "one-stop service center" provides hospital diagnosis and treatment services related information, query test report form, patient information management and other consulting and querying services; carry out doctor-patient communication services, listen to patients' demands, acceptance, sub-office patients' suggestions; provide proof of diagnosis of diseases, proof of medical insurance designated hospitals, part of the specialized disease medication audit, audit of the prescribed types of diseases, trauma patients' medical insurance audit, commercial insurance certificate. The hospital also provides services such as medical insurance certificate, medical insurance designated hospital certificate, medicine audit for some specialized diseases, audit of prescribed diseases, audit of traumatic injuries, audit of patients' medical insurance, proof of commercial insurance and copying of financial bills and other related documents; provides audit services of medical insurance, transfer of hospitals and chronic diseases according to the scope of the hospital's business; and provides special groups such as elderly people and people with disabilities with personalized guide services. The hospital publicizes the contents of the one-stop service and guides patients to find the office window quickly and accurately.

(4) Improve the appointment system. Secondary hospitals have established an appointment system to provide outpatient appointments, hospitalization appointments, and elective surgery appointments, of which the appointments are accurate to 30 minutes. Medical institutions should continuously optimize the process of booking appointments for treatment, avoid outpatient second appointments that lead to repeated queuing, and shorten the waiting time in hospitals after booking appointments. They will strengthen the deployment of medical resources, and gradually carry out outpatient medicine collection, outpatient treatment, inpatient beds, referrals and transfers, and other related appointment services, so as to improve the convenience of medical treatment. For the elderly, the disabled and other special groups, to provide appointments for specialized services.

(5) Optimizing emergency and first aid services. By 2025, a system for treating patients with acute and critical illnesses based on "five major centers" and a pre-hospital and in-hospital information sharing network will be established, realizing rapid, efficient and high-quality medical treatment for patients with acute and critical illnesses. Medical institutions rationally deploy emergency treatment forces according to changes in emergency demand, implement graded and classified treatment of emergency patients according to their conditions, open green channels for acute cardiovascular and cerebrovascular diseases, severe trauma, emergency and critical maternity, emergency and critical elderly patients, and emergency and critical pediatric patients, and strengthen the management of related work to ensure the quality and safety of medical care. Hospitals should strengthen the construction of cross-regional green channels for critically ill patients.

(VI) Strengthening anesthesia medical services. Expanding the field of anesthesia medical services, on the basis of guaranteeing surgical anesthesia, priority is given to the development of painless gastroenteroscopy and other diagnostic and therapeutic operations with labor analgesia, painless rehabilitation and other out-of-operating-room anesthesia and analgesia services. 2025 years ago, the completion of the construction of the surgical anesthesia system of secondary healthcare institutions, to carry out the anesthesia assessment, booking, diagnosis and treatment of outpatients before hospitalization surgery, daytime surgery, and invasive diagnostic and therapeutic operations for inpatients and patients, providing services such as surgical risk assessment, preoperative preparation guidance, postoperative follow-up and recovery guidance, and strengthening pain management for children, the elderly, chronic pain, and tumor patients.

(7) Improvement of nursing services. The proportion of medical institutions and their departments that carry out quality nursing services has been significantly increased year by year, realizing the expansion and improvement of quality nursing services. Implement the core system of nursing care, do the responsibility system overall care, optimize the nursing service process. Explore the provision of "Internet+Nursing Service", continuity of nursing care, home nursing care, etc., and extend nursing services in medical institutions to the community and families, and provide convenient and professional medical care services for discharged patients, end-of-life patients, or mobility-impaired, elderly and frail people with disability and dementia. by 2025, the number of medical and nursing personnel on duty in secondary medical institutions will be significantly increased. By the end of 2025, all medical and nursing staff on duty in medical institutions will have been trained and have obtained the appropriate qualifications.

(viii) Developing long-term medication services. Secondary hospitals will strengthen medication guidance to primary healthcare institutions through further training, counterpart support and remote consultation, improve the level of rational use of medication, and realize the continuity and homogenization of pharmacy services within the medical community. Pharmacists are encouraged to participate in the contracted services of family doctors' teams, provide medication information and pharmacy consultation services for long-term medication patients, and carry out personalized education and guidance on the rational use of medication.

(ix) Promoting mutual recognition of examination and test results. Mutual recognition of inspection and test results will be carried out to avoid unnecessary duplication of inspections, improve the efficiency of medical resource utilization, and promote mutual recognition and sharing of inspection and test results among medical institutions. Strive to the end of 2023, medical testing laboratories in secondary medical institutions are included in the results of mutual recognition system, and gradually expand the scope of mutual recognition.

(J) Constructing and improving the smart hospital system. Accelerate the promotion of electronic medical records, intelligent services, intelligent management "trinity" of intelligent hospital information system construction. Using Internet technology to continuously optimize the medical service process and service mode, secondary hospitals, according to the actual situation and patient demand, provide intelligent medical guidance and triage, waiting reminders, inter-diagnostic settlement, mobile payment, in-hospital guidance, examination and test results push and mutual recognition, outpatient and emergency medical record self-printing and querying and other online services. It actively promotes the construction and application of referral services, telemedicine, drug delivery, patient management and other functions. By the end of 2023, the average level of electronic medical record application in secondary public hospitals will reach level 3, the average level of smart services will strive to reach level 2, and the average level of smart management will strive to reach level 1. By 2025, the online and offline integrated medical service model of smart hospitals will be formed, and the regional balance of medical services will be further enhanced.

(xi) Promoting the development of Internet diagnosis and treatment and Internet hospitals. Summarize the useful experience of Internet hospital construction, diagnosis and treatment and remote application since the prevention and treatment of major epidemics, and further promote the integration and development of Internet technology and medical services. Improve the construction of the telemedicine system, improve the coverage and utilization rate of telemedicine services, promote the normalization of telemedicine services, and give full play to the role of telemedicine services in sinking medical resources and facilitating the public's access to medical care in their proximity. Hospitals to further improve the construction of the Internet platform, give full play to the Internet diagnosis and treatment and Internet hospitals efficient, convenient, personalized and other advantages, through the online and offline services, online to carry out part of the common diseases, chronic disease follow-up, and actively join forces with the community to carry out drug distribution and other services, and constantly enrich the connotation of online services.

(xii) Improvement of environmental conditions in the clinic area. Further optimize the internal signage of medical institutions, so that it is clear, concise, easy to understand, and has a good orientation. Strengthen the management of basic environment such as bathrooms, set up barrier-free bathrooms in outpatient clinics and inpatient wards, promote the standardization of hospital toilets, strengthen the management of daily cleaning and disinfection, and equip the necessary cleaning and disinfecting service facilities and items. Facilities such as hooks for shelving tables, non-slip handrails and call bells are installed. Outpatient emergency and inpatient wards should be equipped with wheelchair trolleys and other assistive mobility equipment and easy access. Strictly implement the provisions of no smoking in public places. Strengthen the hospital cafeteria management. Secondary hospitals to do a good job according to the actual food and beverage security, and effectively improve the quality of canteen food, and do a good job of nutritional supply of hospitalized patients, provide nutritional meals, to meet the diverse needs of patients dining.

(xiii) Strengthen the hospital parking service construction. Hospitals and public security traffic police and other departments to establish a working coordination mechanism to further improve the hospital around the relevant sections, intersections, traffic instructions and guide signs set up to strengthen the peak hours around the hospital and the hospital traffic on-site guidance. Provide information on the use of parking spaces at the entrance of the hospital, provide information on the location of parking lots around the hospital, the number of parking spaces and the availability of parking spaces, and guide car owners to look for parking spaces to ease the pressure of traffic tension in and around the hospital.

(xiv) Strengthening complaint reception and handling. Implementation of the "medical institutions to deal with the reception of complaints," "ten should", medical institutions to develop and improve the system measures, and gradually realize the complaints of refinement, standardization, systematic management. Medical institutions in the complaint reception and handling place prominently displayed "ten should", take the initiative to accept patient supervision, do a good job of communication between doctors and patients, enhance mutual understanding and trust, to build a harmonious doctor-patient relationship to create a good atmosphere. Improve and perfect the prevention and handling of medical disputes mechanism, according to the law to crack down on medical malpractice, violence against doctors and other illegal and criminal acts involving doctors, resolutely protect the safety of medical personnel.

(15) care for medical personnel. In-depth implementation of the "nine guidelines for the clean practice of medical institution staff", to establish and improve the implementation of specific measures. The establishment of a long-term mechanism for the protection and care of medical personnel. Improving the working environment and conditions for medical personnel, reducing workloads, implementing a system of study, work, rest and paid vacations, and safeguarding the legitimate rights and interests of medical personnel. Public hospitals are encouraged to care for the growth of young medical personnel through the establishment of youth study funds. Improving the mechanism for employee care and support, and effectively resolving the practical difficulties of medical personnel. Establish a professional honor system for medical personnel, create a good atmosphere of respect for doctors and health care in the whole society, and let the majority of medical personnel feel a sense of pride in realizing their values, a sense of achievement in contributing to society, and a sense of professional honor in being respected. Strengthen the hospital security, strengthen the security team construction, improve the necessary security facilities.

Six, the offensive action annual promotion plan

(I) 2023 annual task objectives. First, establish and improve the operation and management system of general hospitals, vigorously promote the core business work of general hospitals and the deep integration of operation and management work, and further improve and perfect the input, operation, internal performance assessment and other supporting policies and measures of general hospitals. During the year, a medical technology service price adjustment was completed. The second is to cooperate with the selection of key clinical specialties at the flag level, to find out the bottom of the construction of key clinical specialties, and to comprehensively launch the construction of specialties at the flag-area level. Thirdly, we will actively promote the construction of close-knit flag-area medical communities, and explore the realization of unified and centralized management of administration, business, personnel, drugs and consumables, financial management, informatization and performance assessment incentives. Fourthly, it has strengthened the training and assessment of laws and regulations, management system, etc., and comprehensively improved the appointment and treatment system, the environment of clinic area, medical parking, complaint reception and other service processes, so as to improve the medical environment. Strengthen the Internet diagnosis and treatment, emergency and first aid, examination and test mutual recognition, anesthesia care services and other medical services, and strive to the end of 2023, medical testing laboratories in secondary medical institutions into the mutual recognition system.

(ii) 2024 annual task objectives. First, the general hospital medical service price dynamic adjustment normalization, medical service price adjustment and health insurance payment method reform synergistic promotion, general hospital medical income structure is more reasonable, medical service income accounted for more than the same period last year. The initial establishment of the input mechanism and operation mechanism in line with the high-quality development of public hospitals. Secondly, the construction of key clinical specialties at the level of autonomous regions, alliance cities and flag districts has been continuously promoted, focusing on the construction of high-level specialties and shortages of urgently-needed talents at the grass-roots level, the application of medical technology, and the multidisciplinary medical technology service model, etc., and realizing the full coverage of minimally invasive diagnostic and therapeutic technologies such as endoscopic and interventional treatments, puncture treatments and local minimally invasive treatments in the flag area, and the proportion of inter-regional medical treatment continues to decline, with the service capability of key clinical specialties in general hospitals significantly improved. The capacity of key clinical specialties in general hospitals has been significantly improved. Thirdly, the institutional mechanism of the close-knit flag-area medical community has been continuously improved and perfected, realizing the unified and centralized management of administration, business, personnel, drugs and consumables, financial management, information technology and performance assessment incentives. General hospitals should have a tertiary hospital "joint medical" support, and service capacity has been comprehensively improved. Completion of the flag area close medical community within the primary health care service capacity assessment and standardization. Fourth, the form and mode of medical services continue to innovate, the quality and safety level of medical services, intelligent medical service information system and hospital supporting environment to meet the requirements of national standards. The long-term mechanism for caring for medical personnel in general hospitals and the mechanism for preventing and handling medical disputes have been further improved and perfected.

(C) 2025 annual task objectives. First, the operation and management level of general hospitals to further improve the operation indicators gradually tend to be reasonable. The structure of medical income is more reasonable, and the ratio of medical income, drug and consumable income, and inspection and testing income is close to the reasonable structure of 5:3:2. Secondly, the diagnosis and treatment capacity of common diseases has been greatly improved, and the number of patients seeking medical treatment across provinces and regions has dropped significantly. Third, the close-knit medical community is more perfect, medical resources integration and sharing mechanism is basically formed, the flagship medical and health service capacity has been greatly improved, basically formed a "common diseases in the flagship area, headache and brain fever disease at the grassroots level" in the new pattern of medical diagnosis and treatment, hierarchical diagnosis and treatment pattern is more reasonable.

VII, the implementation of the requirements

(a) strengthen organizational leadership. Party working committee, the management committee is the "four action plan" of the main responsibility, the leading group of health care reform to develop and introduce the level of action program and organization and implementation, to ensure that the target tasks are completed on time and with high quality. High-tech zones, demonstration zone management committee to attach great importance to strengthening the leadership responsibility, responsibility for security, management responsibility, supervision responsibility, the main responsible comrades personally, overall responsibility, research and development of specific action programs, in accordance with the objectives of the task and time nodes, to accelerate the effective implementation of the tasks of the special action.

(ii) strengthen departmental coordination. Management Committee and the relevant departments to take the initiative to play, good as, close collaboration, supporting the improvement of relevant policies, the formation of a strong synergy to promote the development of high quality health care. The health sector should play a leading role in defining the division of key tasks, refining the annual work objectives, and coordinating the implementation of; the financial sector is responsible for ensuring that the "four action plans" required funds; the preparation department in accordance with the law to implement the staffing of health care institutions; human resources and social security departments are responsible for the reform of the salary system and the reform of personnel management system, support the full staffing of health care institutions. The human resources and social security departments are responsible for the reform of the remuneration system and personnel management system reform, to support the full allocation of health professional and technical team; health insurance departments are responsible for the supply of drugs and consumables security, health insurance payment, medical service prices and other policies; other relevant departments, (units) combined with the functions and responsibilities of the plan of action to do a good job in the work related to the plan of action.

(C) strengthen financial security. To implement the responsibility of the government investment in health care, improve the public finance guarantee mechanism, strengthen the integration, and actively introduce high-quality health care resources outside the high-tech zone, innovative management system and mechanism, accelerate the promotion of high-quality health care resources sinking, and actively mobilize social capital into health care, multi-channel financing to ensure that the development of health care.2023 to From 2023 to 2025, the Administrative Committee will take the "Four Action Plans" as the lead, determine the amount and proportion of special funds in accordance with the authority and expenditure responsibility, and focus on strengthening the operation and development of public hospitals, the construction of key clinical specialties, and the improvement of grassroots service capacity, and strive to enhance the capacity of healthcare services.

(D) strengthen the assessment and evaluation. High-tech zone, the demonstration area departments to establish "four action plan" indicators real-time monitoring platform, the implementation of quarterly scheduling, semi-annual notification, year-end assessment and other working mechanisms, strengthen the application of monitoring and assessment results, regular briefings on the progress. Demonstration District CDC to include the relevant key tasks in the integrated supervision and inspection matters, to carry out a special inspection once a year, the results of the inspection will be reported to the management committee.

(E) to strengthen the publicity and summarize. Seriously summarize and promote the "four action plan" experience and practice, and timely refinement of the typical cases can be replicated, can be promoted. The company has also strengthened public opinion guidance, actively responded to social concerns, focused on guidance and timeliness, and actively publicized and promoted the results of the operation and management of public hospitals, the construction of key clinical specialties, the sinking of high-quality resources and the improvement of health care services, creating a favorable public opinion atmosphere.