In order to deeply implement the municipal party committee, the municipal government "struggle for two five years, into the first square" goal requirements, all-round promotion of the city's public hospitals, high-quality development, to better meet the people's growing demand for medical and health care services, according to the "General Office of the People's Government of Shanxi Province on the issuance of the Shanxi Province, promote the high-quality development of public hospitals Implementation of the program notice" (Jin Zhengban Fa [2022] No. 31), combined with the actual city, the development of this implementation program.

One, the guiding ideology

Taking Xi Jinping new era of socialism with Chinese characteristics as the guidance, in-depth implementation of the spirit of the twentieth plenum of the party, adhere to the people's health as the center, adhere to the public welfare of basic medical and health care, to strengthen the main body of p public hospitals, adhere to the integration of medical and preventive medicine, the level of emergency combined with the Chinese and Western medicine, and adhere to the reform and innovation, to promote the high-quality public hospitals The development of public hospitals, accelerate the construction of health Datong, and strive to provide people with a full range of full-cycle health services.

Second, the overall requirements and the main expected goals

To establish and improve the modern hospital management system as the goal, to performance evaluation as a "baton" to lead the public hospital quality development, strengthen the system innovation, technological innovation, model innovation, management innovation, accelerate the expansion of high-quality health care resources and regional balanced layout, and strive for the "14th Five-Year Plan", to achieve the goal of the "14th Five-Year Plan". At the end of the "14th Five-Year Plan" period, the city's public hospitals have shifted their development mode from expanding in scale to improving quality and efficiency, their operation mode from sloppy management to refined management, and their resource allocation from focusing on material elements to paying more attention to the elements of talent and technology, so as to continuously improve the quality and efficiency of healthcare services and the motivation of medical staff, and to provide better high-quality and efficient healthcare services, prevent and mitigate major diseases, and to improve the quality of healthcare services. This will provide strong support for the better provision of quality and efficient medical and health services, the prevention and resolution of major epidemics and sudden public health risks, and the construction of a healthy Cosmos.

By 2025, every county and district will have built a strong government-run general hospital, and every county will have built a good government-run Chinese medicine hospital. Public hospitals at all levels of performance assessment results in the national rankings "to protect the level of rise", the city's public hospitals (excluding traditional Chinese medicine, psychiatry) average hospitalization days control to a reasonable level, discharged patients accounted for the proportion of surgery and three hospitals accounted for the proportion of four-level surgery, two hospitals accounted for the proportion of three-level surgery to the median value of the national performance assessment above. The city strives to build community hospitals that meet national standards in more than 10% of township-level primary healthcare institutions, and strives to realize that critical illnesses are solved in the city, common diseases are solved in the counties and districts, and daily illnesses, such as headaches and fever, are solved at the grassroots level.

Three key tasks

(A) build a new system of high-quality development of public hospitals

1. Efforts to build the north of the Jin Dynasty and Wu Dazhang "two regions" in the field of health care high ground. Focusing on the goal to lead, to make up and enhance the city's high mortality rate, high rate of referral, the accident complaint rate of high disease diagnosis and treatment capacity as the focus, to reduce the city of out-of-town medical treatment. We will focus on building a provincial-level regional medical center with one comprehensive and two specialties, accelerating the construction of the comprehensive regional medical center project of Datong Central Hospital, carrying out the expansion and sinking of high-quality medical resources, building a first-class infectious disease key department, and constructing a demonstration base for smart hospitals. Support two tertiary specialty hospitals to create provincial-level regional medical centers for gynecology and pediatrics and oncology, stimulate the vitality of specialty alliances, and create first-class gynecology and pediatrics and oncology key specialties in the province. In-depth implementation of the "1310 medical quality improvement project", play the role of "high-precision" talent team to help and strengthen the selection and training of reserve medical personnel; joint formation of disciplines and specialty alliances, to carry out the diagnosis and treatment of difficult and critical illnesses and scientific research and technological research, and to build a hospital with outstanding influence and reputation in the north of the region and WuDaZhang region. The medical "highland" in north Jin area and WuDaZhang area has outstanding influence and radiation driving effect. On this basis, we will actively explore the construction of municipal regional medical centers in Lingqiu and other places. (Responsible units: City Health Commission led by the Municipal Development and Reform Commission, the Municipal Civil Affairs Bureau, the Municipal Science and Technology Bureau, the Municipal Finance Bureau, the Municipal Bureau of Human Resources and Social Security and other responsible units in accordance with their responsibilities)

2. Expansion of the compact and cooperative "two-mode" urban medical group construction. In accordance with the development model of "city with district, district and community as a whole, staggered development, and orderly competition", adjust the formation of three close-knit city medical groups led by a tertiary general hospital, specialized hospitals, district hospitals to join the primary health care coverage, public health institutions, the integration of the community-run health care institutions to supplement the three, covering the four municipal districts in the administrative region. In addition, it has coordinated the development of integrated and continuous medical services, such as prevention, treatment, rehabilitation and health promotion, and has done a solid job of signing services with family doctors for urban and rural residents, as well as implementing functional positioning and a system of hierarchical diagnosis and treatment. Combined with the geographical distribution, population density, medical needs and other realities, according to the grid layout to establish a "1 + X" point-to-point support medical group, three city medical groups and six county medical groups to establish a close cooperative relationship, the effectiveness of the operation of the city medical group into the city medical group performance assessment indicators, to promote the lead hospitals within the group to take the initiative to be responsible for, The member organizations will actively cooperate with each other to effectively enhance the capacity and management level of medical and health services in the county. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau, Municipal Development and Reform Commission, Municipal Finance Bureau, Municipal Human Resources and Social Security Bureau, Municipal Health Insurance Bureau according to the division of responsibilities)

3. To build a consolidated county health care service system. In-depth implementation of the county hospital upgrading and expansion project, play the role of county district hospitals county leading, focus on making up the short board of specialist capacity, strengthen the core characteristics of the specialist capacity building. Pingcheng District to speed up the completion of a government-run general hospital, all townships and streets in accordance with the administrative division of the standardized setting of primary health care institutions. By 2025, the people's hospitals run by counties and districts to achieve "second A" full coverage, medical service capacity of all the basic standards, focusing on promoting 2-3 county hospitals up to the recommended standards, and strive for 1-2 up to the level of service capacity of third-level hospitals to reduce the number of patients across the county. Medical treatment. Continuing to deepen the county health care integration reform, the implementation of county-level medical group personnel management, salary allocation, financial management, grassroots management, health insurance and public health funds at the disposal of the autonomy of the strengthening of the administration, personnel, funds, performance, business, pharmaceuticals and equipment, "six unified" management, and gradually incorporate the village health clinic into the county-level medical group management. Pingcheng District, Yungang District to explore the promotion of non-government-run community health service centers to participate in the county-level medical group health care service cooperation. The county-level medical group coordinates and optimizes the allocation of talents, equipment, capital investment and other resources in primary healthcare institutions, establishes a "two-way flow" training mechanism for personnel in county-level hospitals and primary institutions, promotes the integration of medicine and prevention, makes public health services more practical, and promotes the creation of "quality services for the grassroots" in batches to meet the standards and improve the quality of services. The government will also promote the creation of "quality services at the grassroots level" in batches to meet the standards and enhance the emergency service capacity of remote villages. (Responsible unit: Municipal Health Commission led by the Municipal Party Committee, the Municipal Finance Bureau, the Municipal Human Resources and Social Security Bureau, the Municipal Health Insurance Bureau, the Municipal Market Supervision Bureau in accordance with the division of responsibilities)

4. Establishment and improvement of the public health medical emergency response system. The company has established a sound mechanism for responding to public health emergencies, setting up convertible ICU beds in accordance with the establishment ratio, and equipping them with necessary medical equipment such as ventilators. Accelerate the relocation and construction of Datong Infectious Disease Hospital, standardize the construction of provincial-level regional infectious disease emergency treatment hospitals and municipal-level major outbreak treatment bases, set up negative-pressure beds and critical-care beds according to the establishment ratio of not less than 15% of the beds, and set up negative-pressure wards and negative-pressure operating rooms. The city's second-level and above general hospitals are standardized construction of infectious disease departments, in the third-level general hospitals to build infectious disease wards and intensive care wards. Each county relies on one county hospital to plan and build relatively independent infectious disease wards. (Responsible unit: the city health commission led by the city development and reform commission, the city housing construction bureau, the city finance bureau according to the division of responsibilities)

5. Strengthen the construction of traditional Chinese medicine service system. Promote the implementation of Chinese medicine city strategy, led by the Datong City Hospital of Traditional Chinese Medicine, driven by the county and district hospitals of traditional Chinese medicine to jointly set up a Chinese medicine city medical consortium, and strive to build a national standardized base of traditional Chinese medicine tumors, polymerization of resources to stimulate the development of new vitality of traditional Chinese medicine. Strengthen the built county Chinese medicine hospital service capacity construction, each county Chinese medicine hospital service capacity of "two A" or more, and according to not less than 0.85 beds per 1,000 resident population configuration. Government-organized general hospitals at all levels, infectious disease hospitals, and other specialized hospitals with the necessary conditions should set up Chinese medicine departments, and tertiary general hospitals should also set up traditional Chinese medicine pharmacies, and establish combined Chinese and Western medicine medical treatment modes and multidisciplinary diagnosis and treatment systems for Chinese and Western medicine. The number of Chinese medicine beds in tertiary general hospitals and other government-run general hospitals should not be less than 5% of the total number of beds. (Responsible unit: Municipal Health and Wellness Commission to take the lead, the Municipal Development and Reform Commission is responsible according to the division of responsibilities)

(2) Leading the new trend of high-quality development of public hospitals

6. Strengthening the construction of clinical specialties. To meet the clinical needs of major diseases and the construction of "first-class" leading specialties as a guide, to do a solid and large oncology, psychiatry and general surgery, to do fine and strong cardio-cerebral and vascular, obstetrics and gynaecology, paediatrics, neurology, urology, respiratory, neurosurgery, rehabilitation medicine, imaging and other key specialties, to encourage the development of tuberculosis, hepatology, gastrointestinal disease, critical care, infections, anesthesia, pathology, testing and other specialties, build a number of city and county-level clinical key specialties, and enhance the city's clinical specialty capacity and influence. By 2025, we will focus on building 15 leading clinical specialties at the municipal level, and promote the creation of national key clinical specialties for 1-2 specialties. Encourage the promotion of the clinical application of cutting-edge and sophisticated medical technologies, and integrate advantageous resources to introduce high and new technologies. Optimize the medical quality management system and system construction, and accelerate the homogenization of medical services in public hospitals in different counties and districts and at different levels. Strengthen the construction of the five major acute and critical care centers for stroke, chest pain, trauma, maternity and neonatal diseases to reduce morbidity, death and disability. (Responsible unit: Municipal Healthcare Commission, Municipal Finance Bureau, Municipal Human Resources and Social Security Bureau according to the division of responsibilities)

7. Promote medical technology innovation. Continuing to promote the "four a number of" science and technology medical innovation program, highlighting the major infectious diseases traceability and treatment, encouraging the transformation and application of clinical and scientific and technological achievements, tapping into the medical science and technology innovation talents and teams in different levels and batches, and built five provincial key disciplines, 10 provincial and municipal key disciplines and 20 municipal key disciplines. Each tertiary general hospital to build a provincial key medical laboratory, to carry out no less than five major clinical research projects, the output of a number of influential practical results. Encourage Chinese medicine, Chinese and Western medicine hospitals and other medical institutions with Chinese medicine departments to carry out joint research on major and difficult diseases, and improve the level of diagnosis and treatment of Chinese and Western medicine and clinical efficacy. Encourage original disease prevention, diagnosis and treatment of new technologies, new products, new programs and new strategies output, scientific and technological achievements are mainly used for the transformation of proceeds to make important contributions to the reward of personnel. (Responsible units: Municipal Healthcare Commission, Municipal Finance Bureau, Municipal Market Supervision Bureau, Municipal Science and Technology Bureau according to the division of responsibilities)

8. Promote the innovation of medical service model. Vigorously promote multidisciplinary diagnosis and treatment, Chinese medicine integrated diagnosis and treatment, multi-professional integrated diagnosis and treatment and the whole chain of service mode, and gradually push forward online payment, examination and test results query, hospitalization list query and other online services. In tertiary hospitals, time-slot appointment booking for consultation and treatment and centralized appointment booking for examination and test services have been implemented, and inter-office (bedside) settlement has been carried out. Vigorously implement the daytime medical model, and increase the proportion of daytime surgeries in elective surgeries. Clinics for rational drug use counseling or drug therapy management have been opened, and precise drug use services have been carried out. Strengthening the construction of the emergency care network and upgrading the capacity of pre-hospital medical emergency services. Strengthening responsibility-based holistic care and basic care, and carrying out extended care services. Focusing on prevention and health promotion, pilot exploration of the mechanism of medical and preventive coordination. Accelerating the construction of municipal maternal and child healthcare hospitals to build a regional prenatal diagnostic center in northern Jin, a newborn disease screening center, a child rehabilitation treatment center and a human assisted reproduction center, and standardizing the development of services such as monthly childcare centers, maternal and child health checkups, and early childhood development at all levels of maternal and child healthcare institutions. Improving the functional positioning and two-way referral standards of medical institutions at all levels, and strengthening the mechanism for downward referral and the ability to provide continuous diagnosis and treatment services. Explore the introduction of commercial insurance to improve protection capacity. (Responsible unit: Municipal Healthcare Commission, Municipal Health Insurance Bureau, Datong Banking and Insurance Supervision Bureau, according to the division of responsibilities)

9. Strengthen the role of information technology support. The company is also promoting the construction of a "three-in-one" smart hospital and hospital information standardization, and accelerating the development of Internet diagnosis and treatment and telemedicine. By 2023, the application level of electronic medical records in municipal hospitals and county hospitals will reach at least level 4 and level 3, the level of smart services will strive to reach level 3 and level 2, and the level of smart management will strive to reach level 2 and level 1. By 2025, Datong Central Hospital will be built into a model leading smart hospital in the northern Jinbei area. It will implement mutual recognition and sharing of inspection and test results within city medical groups, county medical groups and medical institutions at the same level, realizing "grassroots inspection, higher-level diagnosis and sharing of results". Encourage the introduction of surgical robots, surgical navigation and positioning and other intelligent medical equipment and clinical application of intelligent assisted diagnosis and treatment systems. Promote the docking of the universal health protection CDC information system with the electronic medical record system, and explore the interconnection of hospital prescription information and drug retail consumption information. (Responsible unit: Municipal Health Commission, led by the Municipal Bureau of Industry and Information Technology, Municipal Finance Bureau, Municipal Market Supervision Bureau in accordance with the division of responsibilities)

(C) to enhance the new effectiveness of public hospitals in the development of high quality

10. improve the operation and management system. The company has formulated guiding opinions on the operation and management of public hospitals, and established an operation and management structure led by the secretary and the president, with the financial department in charge and the participation of hospitals and departments at both levels. Focusing on the core business, integrating the business system and core resources such as people, money and materials, establishing a decision support system for hospital operation and management, and improving the level of scientific, standardized and refined management. Combined with the implementation of medical insurance payment according to disease diagnosis-related grouping (DRG), establish and improve the standard system of disease combinations, carry out the monitoring and evaluation of hospital case combination index, cost output, and doctors' performance, and guide hospitals to return to their functional positioning. It has built a monitoring system for the daily evaluation of hospitals, and regularly carries out monitoring and evaluation of operational effects. Promote the combination of legal education and practice, and enhance the hospital's ability and level of governance in accordance with the law. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau to take the lead, the Municipal Health Insurance Bureau in accordance with the division of responsibilities)

11. Strengthen the comprehensive budget management. The introduction of the city's public hospitals comprehensive budget management system, strengthen the industry and the competent authorities supervision and management functions. With the goal of realizing the hospital's strategic development planning and annual plan, the implementation of full-caliber, full-process, full-employee, all-encompassing budget management, from the quantity, quality, effectiveness, cost, efficiency and other aspects of the strengthening of the budget performance management and budget constraints, and promote the effective allocation and use of resources. When public hospitals prepare their budgets, they include all income and expenditure in budget management. Implement the financial information disclosure system and actively accept social supervision. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau to take the lead, the Municipal Finance Bureau according to the division of responsibilities)

12. Improve the internal control system. Focusing on major risks, major events, and important processes in business and economic management, carry out risk assessment and internal control evaluation, strengthen internal authorization and approval control, budgetary control, asset control, accounting control, government procurement control, information disclosure control, etc., and carry out regular internal audits of hospitals to guard against financial risks, business risks, legal risks, and integrity risks. Strengthen the process management of key links in cost consumption and reduce energy consumption expenditure. Promote hospital logistics "one-stop" service. Strengthen the management of special government procurement actions, and promote the internal management of public hospitals to comply with the law. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau to take the lead, the Municipal Finance Bureau according to the division of responsibilities)

13. Improve the performance evaluation mechanism. To resolve risks, enhance capacity, improve service as the goal, adhere to the combination of national assessment and territorial jurisdiction assessment, comprehensively carry out the performance evaluation of public hospitals usually assessment and regular assessment, improve and optimize the performance monitoring indicators, and effectively promote the use of the results of the performance assessment of the second and third tier of public hospitals. Reform the internal performance appraisal methods of public hospitals, based on the employment contract, focusing on the fulfillment of job duties, and linking the appraisal results to salary allocation. It will improve the performance appraisal system for the operation of urban medical groups and county-level medical groups, deepen the reform of the operation mechanism of grass-roots level with a focus on mobilizing service enthusiasm, and improve the performance appraisal mechanism of grass-roots medical and healthcare institutions. Strengthen team building and ethical construction, and promote the sinking of resources and hierarchical diagnosis and treatment. (Responsible unit: Municipal Health Commission, Municipal Civil Affairs Bureau lead responsibility)

(D) activate the new power of public hospitals high-quality development

14. reform personnel management system. Implement staffing standards for public hospitals and establish a dynamic increase mechanism. Implement the autonomy of public hospitals in employing people. Promote the practices of "county management and township use" and "township recruitment and village use", and county-level medical groups to coordinate the allocation and use of primary medical institutions. It has established a mechanism for the management of the full pool and reserve pool of village doctors, reasonably equipped grassroots doctors according to the number of people they serve, and dynamically adjusted the selection of rural doctors based on the results of the assessment. A job management system has been implemented; jobs are set up reasonably and responsibilities are clarified according to the different categories of medicine, pharmacy, nursing, technology and management, and competitive recruitment and contract management are implemented. Effectively linking the results of title appraisal, post employment, assessment and promotion, improving the appointment assessment system, and strengthening post-appointment management. Strengthening nurse staffing, and gradually realizing the ratio of medical care in public hospitals to about 1:2. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau to take the lead, the Municipal Party Committee Office of the Editor, the Municipal Bureau of Human Resources and Social Affairs in accordance with the division of responsibilities)

15. Reform of the payroll distribution system. The implementation of the "two allowed" requirements, to promote the implementation of "Shanxi Province to deepen the public hospital pay system reform program", reasonably determine and dynamically adjust the level of public hospital pay, the establishment of job duties and knowledge value-based pay system. Public hospitals are allowed to determine their own internal distribution model, optimize the internal distribution of remuneration by integrating factors such as job differences, departmental balance and performance results, and consider the remuneration packages of personnel inside and outside the establishment in an integrated manner, so as to moderately increase the proportion of fixed remuneration. Improve the incentive and constraint mechanism for the distribution of remuneration for hospital chiefs, and encourage the implementation of an annual salary system for chiefs. Promote the linking of performance appraisal results and the total amount of remuneration in public hospitals, and improve the internal appraisal and evaluation system of hospitals. Promote the implementation of "public welfare first-class protection, public welfare second-class management" in government-run township health centers and community health centers. (Responsible unit: Municipal Human Resources and Social Security Bureau, the municipal Finance Bureau, Municipal Health Commission, Municipal Civil Affairs Bureau in accordance with the division of responsibilities)

16. Improvement of medical personnel training and evaluation system. Continuously enhance the connotation of standardized training for residents, general practitioners, specialists, etc., and strengthen the standardization of training, standardized construction. Strengthen the management of provincial standardized training bases, strengthen the supervision of trainee rotation, and strengthen the clinical practice ability training assessment. Promote the refined management of continuing medical education and expand the forms of continuing medical education programs. Adhering to the principle of stratification and categorization, reforming and improving the evaluation mechanism of talents, highlighting the evaluation of medical ethics, business level and actual contribution, and increasing the proportion of clinical work quantity and quality indicators. Supporting the gradual decentralization of senior title evaluation authority in tertiary public hospitals. Establishing and improving the education system for Chinese medicine teachers, supporting the research and inheritance of the experience and expertise of famous and old Chinese medicine experts, carrying out programs for senior Chinese medicine doctors to take on apprentices, and encouraging the creation of education bases for teachers. Accelerate the cultivation of high-level complex medical talents and nursing talents in short supply in geriatrics, pediatrics, critical illnesses and infectious diseases. (Responsible units: Municipal Health Commission led by the Municipal Education Working Committee, Municipal Science and Technology Bureau, Municipal Bureau of Human Resources and Social Security according to the division of responsibilities)

17. Deepen the reform of medical service prices. The establishment of a sensitive and orderly dynamic adjustment mechanism, and actively carry out the public hospital medical service project price assessment, and gradually rationalize the price relationship, and continue to optimize the price structure of medical services. Taking into account the needs of medical development and the affordability of all parties, the overall level of medical service prices is being regulated. Guiding public hospitals to optimize their income structure, and reasonably increasing the proportion of medical service income (excluding income from medicines, consumables, inspections and laboratory tests) in their medical income. Accelerate the acceptance and submission of new medical service prices, and promote the clinical application of new technologies as soon as possible. (Responsible unit: Municipal Health Insurance Bureau, led by the Municipal Health Commission in accordance with the division of responsibilities)

18. Deepen the reform of health insurance payment method. Implementing the multi-dimensional and composite health insurance payment method mainly based on the payment for each type of disease, accelerating the actual payment of DRG, and promoting hospitals to strengthen their internal performance appraisal and management. Explore the implementation of total payment for close-knit medical groups, and pilot the implementation of combined payment methods such as per-bed-day payment and per-person package payment. Standardizing the management of medical insurance agreements and implementing the policy of retaining the balance of medical insurance funds from centralized procurement of drugs and consumables. Improve the "dual-channel" management of outpatient special drugs under the medical insurance, expand the scope of daytime surgery, and open the direct settlement function of medical insurance electronic vouchers for Internet hospitals. Improve the payment method of medical insurance in line with the characteristics of Chinese medicine, explore policies to support the development of Chinese medicine, and guide the use of appropriate technology of Chinese medicine and Datong Taoist medicinal materials. Practice the people-centered development ideology, adhere to the beliefs of pure medical practitioners, respect the laws of medical science, abide by medical ethics and morality, follow the clinical diagnosis and treatment technical specifications, and strengthen the protection of patient privacy. Carry out public charity, social work and volunteer services, and build an elderly-friendly hospital. Strengthen health education and health promotion. Improve the quality assurance system for the whole process of examination and testing, standardize indoor quality control, and continuously broaden the scope of mutual recognition among medical institutions and mutual recognition projects. Encourage hospitals of all levels and types to provide "one-stop" services such as consultation and navigation, in-hospital consultation and doctor-patient communication, improve the service environment, optimize the service process, and enhance patient experience. To carry out a comprehensive hospital toilet revolution, implement garbage classification, and build smoke-free units. (Responsible unit: Municipal Health Commission, Municipal Civil Affairs Bureau to take the lead)

20. Strengthen the construction of hospital culture. Vigorously carry out a series of cultural construction activities to promote the purpose of the hospital, values, historical heritage, cultural characteristics, famous doctor thinking, professionalism, anti-epidemic spirit, etc., to refine the hospital motto, vision, mission, cohesion to support the hospital's high-quality development of the spirit of power. Focusing on building a quality brand of medical services, excavating and publicizing advanced stories and outstanding people, winning the trust and respect of patients and society with services full of humanistic care, and promoting the construction of hospital culture to take root and blossom. (Responsible unit: Municipal Health Commission, Municipal Civil Affairs Bureau to take the lead)

21. Care for medical personnel. Establish a long-term mechanism to protect the care and concern for medical personnel, and strive to create better conditions for medical personnel in terms of political treatment, practice safety, professional honor, professional development, humanistic care, rest and vacation. It is constantly improving policies and measures, strengthening the construction of hospital security systems, and safeguarding and protecting the legitimate rights and interests of medical personnel. Improve the employee care and support mechanism, and effectively solve the practical difficulties of medical personnel. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau to take the lead, the Municipal Public Security Bureau, the Municipal Human Resources and Social Security Bureau in accordance with the division of responsibilities)

(F) adhere to and strengthen the Party's overall leadership of public hospitals

22. conscientiously carry out hospitals under the leadership of the party committee presidential responsibility system.　Implement the Implementation Measures for Implementing the Opinions on Strengthening the Work of Party Building in Public Hospitals in Shanxi Province (Jinbanfa [2018] No. 55), carry out democratic centralism, and give full play to the core leadership role of the party organizations at the hospital level in public hospitals. Improve and perfect the rules of affairs of the Party committee and the president's office of the hospital, and implement the regular communication system between the secretary and the president and the reporting system on the implementation of the presidential responsibility system under the leadership of the Party committee. Efforts have been made to build a working mechanism of unified leadership of the Party committee, division of labor and cooperation between the Party and the government, and coordinated operation. Support the dean in exercising his powers independently and responsibly in accordance with the law. Enshrining the requirements for strengthening Party leadership and Party building in hospital statutes. Promote the comprehensive construction of hospital reform, management, business, culture and conduct with party building as the core. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau, the Municipal Party Committee Organization Department, the Municipal Party Committee Education Working Committee in accordance with the division of responsibilities)

23. Strengthening of the leadership of public hospitals and cadres and personnel construction. Selection of the best and strong hospital leadership team members, especially the secretary and dean. Secretary and dean of the separate, the secretary generally do not concurrently serve as administrative leadership positions, the dean is a member of the Communist Party of China at the same time as the deputy secretary, hospital leadership shall not concurrently serve as the director of the clinical departments. Adhere to the principle of party-controlled cadres, hospital-level party organizations in accordance with the provisions of the implementation of the internal organization of the hospital to develop and implement specific measures for the selection and appointment of persons in charge. Adhere to the principle of party-managed talent, improve the training, use and introduction of talent management methods, establish the hospital leadership team members to contact and serve high-level talent system, and explore the establishment of a talent evaluation system focusing on medical ethics, competence and performance. Strengthen the professional training of cadres in management positions, focusing on health administrative departments, hospital leaders and cadres above the middle level, and accelerate the modernization of governance capacity. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau to take the lead, the Municipal Party Committee Organization Department, the Municipal Party Committee Education Working Committee in accordance with the division of responsibilities)

24. Comprehensively improve the quality of the construction of the public hospital party organizations and party members. Adhere to the basic work, basic system, basic ability to start, promote the standardization of hospital grass-roots party organizations, standardized construction, guide around the development of hospitals and close to the needs of doctors and patients to carry out party activities. It has improved the system of contacting Party branches by members of the Party organization team at the hospital level, and established a mechanism for regularized assessment, rectification and promotion of Party organizations. Strengthen the political function of grass-roots Party organizations, promote the participation of Party branch secretaries in departmental management core groups and other practices, and establish a systematic mechanism for Party branches to participate in decision-making on major issues, such as business development, introduction of talents, salary allocation, promotion of titles, evaluation of precedence and excellence, and allocation of equipment, so as to keep a good political gate and a good gate of medical ethics and morals. The implementation of clinical medical and technical department party branch secretary "double leader" cultivation project, the business backbone into party members, party members into medical, teaching, scientific research, management backbone. (Responsible units: Municipal Health Commission, Municipal Civil Affairs Bureau led by the Municipal Party Committee Organization Department, the Municipal Party Committee Education Working Committee in accordance with the division of responsibilities)

25. Implementation of the responsibility of public hospitals for party building work. To build the local party committee unified leadership, organization departments to take the lead, health and other competent departments specifically responsible for the relevant departments and units of the responsibility system and work pattern. Municipal, county (district) health department party group to fulfill the main responsibility of industry party building, party building to lead the high-quality development of public hospitals. Public hospitals conscientiously implement the secretary to grasp the party building work of the first person responsible for responsibility and team members "one post, two responsibilities". Improve the system of regular meetings of the hospital leadership team and heads of internal agencies and secretaries of grass-roots Party organizations, and the secretaries of grass-roots Party branches regularly report their duties to the Party organizations at the hospital level, so as to ensure that Party construction work is deployed, promoted and implemented in the same way as business work. Improve the special evaluation mechanism, the effectiveness of party building work into the hospital rating and inspections and inspections, as an important basis for annual appraisal and selection and appointment of cadres. (Responsible units: Municipal Party Committee Organization Department led by the Municipal Health Commission, the Municipal Civil Affairs Bureau, the Municipal Party Committee Education Working Committee in accordance with the division of responsibilities)

Four, safeguard measures

(a) Strengthen the leadership responsibility. Localities should effectively fulfill the leadership responsibility of the party committee and government for the development of health care, and coordinate the "three medical" reform. Adhere to the main position of public hospitals, reasonable control of the size of public hospitals, and constantly improve the quality of health care services, to better meet the health needs of the masses.

(2) Strengthen the responsibility of input. Unswervingly adhere to the public welfare-oriented, not set public hospitals to generate revenue and other economic indicators. Reasonably and effectively increase the financial investment in public hospitals, strengthen the medical universal, basic, pocket livelihood construction, the implementation of Chinese medicine hospitals and infectious diseases, mental illness, children, maternal and child health hospitals and other specialized hospitals to invest in tilted policy.

(3) Strengthen the assessment and evaluation. The establishment of public hospitals to monitor and evaluate the effectiveness of high-quality development of the system, at regular intervals to carry out supervision and inspection at different levels and inform the results. Municipal medical reform office to take the lead, dynamic summary of progress, follow up rectification and summarize experience. Municipal public hospitals and counties (districts) evaluation results into the annual target responsibility assessment, the assessment results and financial subsidies investment, health insurance funds allocation, total performance pay approved, hospital level assessment, leadership evaluation, etc. Linked.