院长年薪制在全国多省份整体加速推进，但医生年薪制的推广仍面临质疑。 "对于医生薪酬体制改革，现在的问题不是医生诊疗积极性不高，也不是医生不愿意提供服务，而是医 生过于追求更多服务与更高费用，这在宏观层面导致医疗效率过低。" 国家卫健委近日也重申,"逐步提高基础薪酬等相对固定的稳定收入占比并建立动态调整机制""研究推进 动态缩小机构之间薪酬差距"。 强化固定收入为主的混合薪酬制，弱化经济激励导向 9月底，国家卫健委在一份对全国人大代表的建议答复中提到，为深化以公益性为导向的公立医院改 革，"鼓励公立医院结合本单位实际，采取多种方式自主确定更加有效的分配模式，在基本工资和国家 统一规定的津贴补贴基础上，优化基础性绩效工资和奖励性绩效工资比例，逐步提高基础薪酬等相对固 定的稳定收入占比并建立动态调整机制"。 长期以来，我国公立医院实施"岗位绩效工资制"，医务人员薪资由岗位工资、薪级工资、绩效工资、津 贴补贴四部分组成。其中，岗位工资和薪级工资为基本工资，绩效工资一般可细分为基础性绩效工资和 奖励性绩效工资两部分。 根据前述研究文章，一项2021年开展的行业调研显示，2020年，全国公立医院固定薪酬所占比例约为 41 ...

Core Insights - The central government has announced a list of cities selected for the 2025 Central Financial Support for Public Hospital Reform and High-Quality Development Demonstration Projects, with Nanjing being one of the selected cities [1][2] - The demonstration project aims to enhance the capacity of municipal and county-level public hospitals, control unreasonable growth in medical costs, and promote the construction of smart hospitals [1][2] Group 1 - The project will leverage central financial support to stimulate local reform efforts, focusing on public hospital reform guided by public welfare [1] - Nanjing has been recognized for its commitment to health-first development, having undertaken 18 national medical reform pilot tasks and receiving accolades from the State Council and provincial government [2] - Nanjing is one of only two provincial capital cities selected among the final 20 cities for the demonstration project [2] Group 2 - The city aims to establish a high-quality integrated healthcare service system by 2027, with a focus on five major projects, including the expansion of quality medical resources and the construction of a tiered diagnosis and treatment system [2] - The implementation plan includes 18 key tasks to achieve the goal of becoming a health hub in the Yangtze River Delta region [2] - The project emphasizes the importance of regional balance in healthcare resource distribution to meet the public's demand for accessible medical services [1][2]

Core Viewpoint - The Shanghai Municipal Health Commission and seven other departments have issued the "2025 Shanghai Deepening Medical and Health System Reform Work Points," emphasizing the reform of public hospitals guided by public welfare principles [1] Group 1: Public Hospital Reform - The reform aims to deepen the salary distribution system in public hospitals, specifically at Zhongshan and Ruijin hospitals, which are national pilot hospitals for high-quality development [1] - A pilot scheme for the internal salary distribution system of public hospitals in Shanghai will be developed to optimize salary structures across various levels of hospitals [1] - The exploration of a salary system for the leadership teams and heads of functional departments in public hospitals is being considered [1] Group 2: Financial Investment and Resource Allocation - The plan includes ensuring financial support by optimizing investment structures and focusing on major projects and key areas [1] - There will be a coordinated approach to funding sources to facilitate orderly progress in ward renovations and equipment updates [1] Group 3: Regulatory and Management Improvements - The reform will enhance the public welfare attributes of public hospitals and involve the deepening of reforms in health industry institutions [1] - A pilot program for innovative personnel management in some municipal hospitals will be organized, aiming for scientific distribution and dynamic adjustment of personnel control in district-level public hospitals [1] - The implementation opinions on reforming and improving the comprehensive regulatory system of the medical and health industry will be revised to strengthen cross-departmental joint regulation and response measures [1]

Core Viewpoint - The article emphasizes the importance of talent as the "core engine" for the high-quality development of public hospitals, specifically highlighting the innovative incentive mechanisms implemented by Chongqing People's Hospital to integrate salary reform with talent strategy [1][2]. Group 1: Initial Distribution - The hospital has introduced three tools: RBRVS, DRG, and KPI, to establish a distribution mechanism focused on value creation, promoting a "more work, more pay" approach with no upper limit [3][5]. - In 2024, the number of patients undergoing level four surgeries increased by 136.2% compared to 2020, while the average length of hospital stay decreased by 40.67%, and the average hospitalization cost dropped by 30.48% [5]. Group 2: Secondary Distribution - To address the challenges faced by weaker departments, the hospital has implemented a "discipline development adjustment fund" and "special position performance subsidies" to provide support [6][8]. - The hospital allocates a portion of the total performance to a dynamic subsidy fund, which includes cost reductions and increased reward ratios to support the development of weaker disciplines [8]. Group 3: Tertiary Distribution - The third distribution aims to enhance overall strength by creating a collaborative mechanism where talent drives discipline development and vice versa [9][10]. - The hospital has introduced a tailored incentive plan for high-level talent, successfully attracting over 20 high-level talents, including Changjiang Scholars and National Outstanding Youth [10][11]. - The establishment of a "highland discipline" support plan and quarterly competitions fosters a competitive environment, leading to the rapid rise of several advantageous discipline clusters [11].

Core Viewpoint - The State Council's Office has issued opinions to promote the high-quality development of public hospitals, emphasizing the need to extract and promote exemplary experiences to achieve effective results nationwide since the implementation of the opinions in 2021 [1] Group 1: Collection Objectives - The collection is aimed at public hospitals across the country, which can self-nominate or be recommended by health departments, industry organizations, experts, or media [2] Group 2: Collection Scope - The collection focuses on cases that have achieved good results in the "four key construction actions" and "four capability enhancement actions" related to high-quality development, specifically in nine areas: 1. Smart hospital construction 2. Improvement of medical services 3. Medical humanistic care 4. Medical quality and safety management 5. Talent and specialty construction 6. Medical insurance payment reform 7. Hospital economic operation management 8. Hierarchical diagnosis and treatment 9. Party building and hospital culture construction [3] Group 3: Case Requirements - Recommended cases must comply with relevant policies and regulations, demonstrating authenticity, innovation, and typicality, with the case subject having a good reputation and no legal violations or negative public sentiment [3] Group 4: Case Content and Format - Case submissions should include: 1. Introduction of the submitting unit 2. Overview of the work 3. Innovative highlights - The case text should be clear in purpose, well-structured, and detailed, with the submission requiring an official seal [5] Group 5: Submission Details - The collection period is from now until August 31, 2025, with submissions sent via email along with relevant images and media links [6]