Dear relevant units,

   The training class "How Second and Third-Level Public Medical Institutions Can Steadily Improve National Examination Scores" is scheduled to be held in Chengdu City on January 12-13, 2024. The relevant matters of the meeting are notified as follows:

I. Background of the Meeting

   On October 23, 2023, the official website of the National Health Commission released the "Notice on Launching the Performance Assessment of Secondary and Tertiary Public Hospitals for the Year 2023" (hereinafter referred to as the "Notice") and deployed the work requirements related to performance assessment.

   In 2019, the performance assessment of national tertiary public hospitals was initiated; in 2020, the performance assessment of national secondary public hospitals officially began. Over the past four years, the performance assessment of public hospitals (also known as the "national exam") has increasingly become the "gold standard," "commanding stick," and "weathervane" for testing the comprehensive ability and level of public medical institutions, and has become the "bull by the horns" for guiding the high-quality development of public hospitals. According to the "National Tertiary Public Hospital Performance Assessment Manual (2023 Edition)" and the "National Secondary Public Hospital Performance Assessment Manual (2023 Edition)," the current performance assessment index system for tertiary public hospitals has a total of "55+1" indicators, and secondary public hospitals have 28 evaluation indicators. It is worth noting that in the 2022 performance assessment, the National Health Commission organized and formulated the "Secondary Public Hospital Performance Assessment Level 3 Surgery Catalog (2020 Edition)," "Public Hospital Performance Assessment Level 4 Surgery Catalog (Second Edition)," and "Public Hospital Performance Assessment Minimally Invasive Surgery Catalog (Second Edition)" according to the requirements of the public hospital performance assessment work, and established a dynamic adjustment mechanism for the surgery catalog. After the new edition of the surgery catalog was determined, the "Notice" for this year no longer presented relevant content. To help hospitals better plan regionally and enhance the influence of hospitals, Chengdu Chuanghongrui Medical Management intends to hold the training class "How Second and Third-Level Public Medical Institutions Can Steadily Improve National Examination Scores" in Chengdu City on January 12-13, 2024.

II. Meeting Time and Place

(1) Meeting Time: January 12-13, 2024

(2) Meeting Place: Sichuan · Chengdu City (specific location to be announced in the registration notice)

III. Organizing Institutions

Host Units: Sichuan Provincial Bioinformatics Society, Chengdu Chuanghongrui Hospital Management Co., Ltd.

IV. Participants of the Conference

(1) Leaders in charge of health committees (bureaus) and hospital management centers at all levels.

(2) Hospital secretaries, presidents, vice presidents, chief financial officers, heads of various functional departments, and clinical departments (leading scholars), etc.

V. Course Method

Online + Offline: Lectures by instructors + case analysis + on-site discussion + experience sharing

VI. Teaching Methods and Fees

(1) Offline face-to-face class: 980 yuan/person.

The fee includes training fees, course materials fees, data fees, venue fees, etc., and does not include round-trip transportation fees and accommodation fees during the training period.

(2) Online live broadcast class: 4000 yuan/unit, unlimited number of people (unlimited playback for 1 month).

(3) Units that have signed the "Off-site Training Group Purchase Plan" agreement participate for free.

VII. Participant Instructions

(1) Training fees can be paid online via WeChat or public transfer. The Sichuan Provincial Bioinformatics Society will issue electronic training fee invoices for this training class.

(2) Payment Information

1. WeChat Payment Code

2. Bank Transfer

Account Information: (Please note the name + National Examination Training Class when transferring)

Account Name: Sichuan Provincial Bioinformatics Society

Bank: Zheshang Bank Chengdu Branch

Bank Account: 6510000010120101055733

(3) Please register before 5:00 PM on January 11, 2024 (Thursday) by scanning the QR code below. Participants will be strictly based on the reply forms submitted by each unit. The conference team will inform the check-in location, specific schedule, and other matters one week before the class starts.

(4) Contact Information

Contact Phone: 17761286468 (Teacher Zhou)

Sichuan Provincial Bioinformatics Society

December 22, 2023

Attachment: Training Syllabus

Part I Comprehensive Interpretation of the National Examination System for Different Levels of Hospitals for More Meaning and Value

1. Tertiary hospitals understand the purpose of secondary hospital indicators to improve the system and core cognition;

2. Secondary hospitals understand the purpose of tertiary hospital indicators to enhance the judgment of national examination trends;

3. Comprehensive hospitals, traditional Chinese medicine hospitals, and maternal and child health hospitals learn from each other's national examination systems;

4. The "Past and Present" of the BSC system and KPI - important features and inherent flaws;

Part II The National Examination Has Become Routine, Unifying Evaluation Standards and Creating an "Arms Race" Among Medical Institutions

1. The advantage of unification - reviewing the development process from a historical perspective and today's "national exam";

2. National Healthcare Security Bureau: The reform of payment methods is an inevitable trend, which is also applicable to the establishment and improvement of the national examination system;

3. Key points in the development of the national examination system in the past five years and evaluation;

4. Under the current background of active preparation by various medical institutions, the three common problems: cheating, localization, and arms race;

5. Among the three common problems, why is the "arms race" most worthy of reflection for managers?

Part III Prerequisite for Improving National Examination Scores - The Formation of the Hospital's Driving Force is More Important Than Choosing the Best Management Method

1. Why can "rice and rifles" defeat "aircraft and artillery";

2. What is driving force, and what is the core of the driving force;

3. Learning from others - Mr. Ren Zhengfei of Huawei's understanding and application of organizational driving force;

4. Several effective strategies to mobilize the whole hospital to actively participate in the national examination improvement plan;

Part IV How to Arrange a High-Quality National Examination Improvement Plan to Strive for the Maximization of National Examination Scores

1. Experiences and lessons from a tertiary hospital in 2021, which invested tens of millions of yuan;

2. Correct understanding of the relationship between input and output;

3. People's ability does not lie in getting good cards every time, but in playing the cards in hand well every time;

4. Planning is the core ability of hospital managers;

5. Standard steps and ten key points for arranging a high-quality national examination improvement plan;

Part V A Deep Understanding and Analysis of Indicators and Their Interrelationships is the Core Link in Improving National Examination Scores

1. Indicators are numbers on the surface, but behind them are rules and trends;

2. Hospital managers who have not led strategic planning are prone to fall into misunderstandings;

3. Analyzing several common key indicators for comprehensive hospitals, traditional Chinese medicine hospitals, and maternal and child health hospitals from a developmental perspective;

4. The enlightenment of the analysis of some unique indicators of traditional Chinese medicine hospitals to themselves and comprehensive hospitals;

5. The enlightenment of the analysis of some unique indicators of maternal and child health hospitals to themselves and comprehensive hospitals;

6. How to understand the correlation between indicators, taking surgical indicators as an example;

Part VI Integrating Overall and Partial Goals to Establish the Hospital's OKR Management System

1. Partial goals must obey overall goals;

2. The formation of the overall goal of the hospital and the trade-off of resource allocation;

3. How to tap the potential of the hospital's existing resources;

4. KPI and OKR - one for the country to evaluate hospitals, the other for hospitals to achieve goals;

5. The gradual decline of the KPI management system in the corporate field and the rise of the OKR management system;

6. The application of the OKR management system in domestic public medical institutions;

Part VII How to Effectively Link the Hospital's National Examination Overall Goals with the Performance Management of Various Departments

1. At present, more than 90% of hospitals cannot effectively link national examination goals with employee performance management;

2. Several common phenomena of unreasonable design of national examination performance assessment indicators;

3. How to view the problem of indicators not forming effective incentives and constraints;

4. How to view the problem of cross-departmental indicators and the "difficult birth" of assessment;

5. How to deal with the phenomenon of employees not identifying, not supporting, and thinking that management burdens are further increased;

Part VIII Sustained Periodic Review and Optimization of Coordination Mechanisms to Ensure Goal Achievement

1. Several common situations in the national exam periodic review meetings—shifting blame, complaining, and quibbling;

2. Behind these phenomena lies the deficiency in the hospital's organizational capabilities;

3. Challenges such as the volatile external environment, payment method reforms, close-knit medical communities (urban medical groups), and multiple campuses for a single hospital;

4. Three key elements for optimizing organizational capabilities centered around improving national exam performance.

Part IX Managerial Prospective Cognition (Guzhen People's Hospital Achieving First Place in the National Exam for Secondary Public Hospitals in Guangdong Province)

1. Before the national exam became routine, many hospitals chose to wait and see; why did Guzhen Hospital choose to plan ahead?

2. Consideration and decision-making regarding the risks of early planning.

Part X How to Transform Individual Cognition into Collective Cognition—Strategies for Hospital Staff to Adapt to and Accept New Things

1. Assessment of the psychological state of staff in accepting new things;

2. Several strategies for all staff to form a common understanding and driving force.

Part XI Knowing Is Easy, Doing Is Hard—Organizational Construction and Work Deployment for Provincial Exam Preparation

1. How the principal of a hospital assigns broadly involved complex management work to deputies;

2. After work assignment, how to allocate suitable resources for deputies;

3. After work assignment, how to supervise and manage effectively to ensure actions do not deviate;

4. How to view and handle unsmooth communication and collaboration between deputies;

5. How to view and handle the reporting of work bypassing the hierarchy;

6. How to organize high-quality periodic work reviews and promotion meetings;

7. When indicator improvement contradicts the overall direction of hospital development, how to think and weigh the options.

Part XII Making Excellence a Habit—The Hospital Continuously Maintains First Place in Municipal Assessment

1. Many hospitals have unstable national exam results with endless complaints from employees; what are the common causes behind this;

2. How does Guzhen Hospital view and handle the above situations;

3. Several effective strategies to maintain persistent efforts without causing employee resentment.

Part XIII Looking to the Future—Why Internal Management Requirements Are Based on the Performance Assessment Standards of Tertiary Public Hospitals

1. Guzhen People's Hospital has already been prepared for the performance assessment of secondary public hospitals; why take the initiative to step out of the comfort zone;

2. With the current economic downturn affecting hospital operations, how to balance hospital planning and employee acceptance;

3. In which areas has Guzhen People's Hospital made specific work deployments;

Part XIV Returning to Reality—Several Suggestions for Secondary and Tertiary Public Medical Institutions to Prepare for the National Exam (Omitted)