Group 1 - The core viewpoint emphasizes that public hospitals must focus on high-quality development by enhancing technology, management, and services while ensuring public welfare and improving efficiency, ultimately transitioning from "scale expansion" to "value-based healthcare" [1] - The key strategies for cancer hospital discipline construction include focusing on "true needs," "full cycle," and "driving capability," which aim to align discipline development with public health needs, provide comprehensive services, and elevate regional cancer prevention and treatment levels [1] Group 2 - The importance of the Multidisciplinary Team (MDT) model in cancer treatment is highlighted, with a focus on creating a quantifiable and replicable system rather than relying on individual efforts. The establishment of a "lung cancer comprehensive diagnosis and treatment model" is shared as a successful example [2] - The MDT team structure is based on a "triangular" framework with fixed teams, clear roles, and a chief responsibility system, along with standardized processes and feedback mechanisms to enhance collaboration and patient care [2] Group 3 - The development of talent is crucial for advancing public hospital quality, with a focus on a closed-loop strategy of attracting, nurturing, utilizing, and retaining talent. This includes targeted recruitment, practical training, empowerment in research and clinical roles, and fostering a sense of mission among staff [3] - Future plans include establishing a major clinical research center for new cancer drugs in Southwest China, promoting standardized treatment for cancer pain in grassroots settings, and creating an intelligent diagnostic platform for cancer diseases to improve resource allocation [3]