Hu Qiangqiang, Spokesperson for the National Health Commission (NHC):** Good afternoon, friends from the media! Welcome to the press conference held by the National Health Commission in Wuhu City, Anhui Province. In recent years, the NHC, together with relevant departments, has continuously intensified the promotion and dissemination of the Sanming healthcare reform experience, driving the effective implementation of medical reform measures nationwide. All regions should focus on learning from the reform philosophy of the Sanming experience, which emphasizes adhering to the Party's leadership, upholding public welfare, and maintaining a people-centered stance. They should learn from its reform style of confronting challenges head-on and forging ahead with determination; its reform pace of adapting to local conditions and continuously iterating and upgrading; and its reform methods of closely aligning with local economic and social development levels to provide the public with appropriate services and moderate safeguards, ensuring sustainability. Provincial-level authorities should plan comprehensively, taking prefecture-level cities as the basic unit, and advance medical reform systematically and holistically according to local conditions, avoiding a piecemeal approach and stagnation. Cities designated as demonstration projects for public hospital reform and high-quality development should play an exemplary role and achieve results first. Since the beginning of this year, we have held relevant press conferences successively in Yichang, Hubei; Kunming, Yunnan; Jinan, Shandong; Beijing; and other places, summarizing and promoting the practical approaches of these localities in learning from the Sanming experience, and strengthening the demonstrative and leading role of typical regions. Today's themed press conference on "Promoting the Sanming Healthcare Reform Experience and Deepening Public Welfare-Oriented Public Hospital Reform" is the fifth in this series for the year, introducing Anhui Province's experiences and practices in deepening medical reform. Guests attending today's press conference are: Mr. Xing Cheng, Director of the Anhui Provincial Health Commission; Mr. Ning Bo, Secretary of the Wuhu Municipal Committee of the Communist Party of China (CPC) of Anhui Province; Mr. Hu Mingwen, Mayor of Fuyang Municipal People's Government of Anhui Province; Ms. Sun Qizhi, Secretary of the Shou County Committee of the CPC of Huainan City, Anhui Province; and Mr. Liu Lianxin, Secretary of the Party Committee of Anhui Provincial Hospital. They will jointly answer your questions. Now, let's proceed to the Q&A session. Please identify your media outlet before asking a question and raise your hand to speak.

**People's Daily:** The Third Plenary Session of the 20th Central Committee emphasized the need to "deepen public hospital reform guided by public welfare." What specific measures has Anhui Province taken to advance this work?

**Xing Cheng, Director of the Anhui Provincial Health Commission:** Thank you for your concern. Anhui has always adhered to a people-centered approach to health, promoted the Sanming healthcare reform experience according to local conditions, and continuously deepened public hospital reform guided by public welfare. First, improving policies to better safeguard "public welfare." To implement government responsibility in running hospitals, in 2025, our provincial finance has allocated 8.2 billion RMB in a coordinated manner to support public hospital development, clinical key specialty construction, and medical talent cultivation and recruitment. Health investment increased by 13.6% compared to the previous year. We innovatively established a staffing pool system, dynamically reallocating vacant public institution staff quotas across the province, revitalizing 60,000存量staff quota resources for public hospitals, covering over 200 public medical institutions at the provincial, municipal, and county levels. We implemented a "one hospital, one policy" approach to guarantee staff quotas for over 6,000 personnel in National Regional Medical Centers. We implemented a special program for university graduate rural doctors, with over 600 people incorporated into the staffing guarantee system across the province. Simultaneously, we improved the dynamic adjustment mechanism for medical service prices. Since 2020, we have adjusted medical service prices in provincial-level public hospitals, both increasing and decreasing them – reducing prices for inspection and testing items, while increasing prices for surgeries, nursing, treatments, etc., to more reasonably reflect the technical and labor value of medical personnel. Second, strengthening management to better practice "public welfare." All public hospitals at the secondary level and above in the province have implemented the president responsibility system under the leadership of the Party committee, established Party branches within clinical departments, and particularly strengthened Party construction in clinical departments. We established a public welfare-oriented evaluation system, selecting 19 core indicators such as hierarchical diagnosis and treatment, counterpart support, cost control, and inpatient patient experience to evaluate public hospitals' functional positioning, duty fulfillment, and operational management, linking the results with fund subsidies, awards, and evaluations. We built sophisticated operational management, intelligent audit, and penetrating informatized supervision systems. Since 2023, we have continuously carried out special campaigns for rational inspection, rational medication use, and rational treatment, focusing on 30 key links and 60 key monitored disease types, constantly standardizing诊疗行为. Thank you!

**Xinhua News Agency:** Public hospitals are the main providers of medical services. What measures has Fuyang City taken in deepening public hospital reform and promoting their high-quality development?

**Hu Mingwen, Mayor of Fuyang Municipal People's Government:** Thank you for your question. Fuyang City has learned from and promoted the Sanming healthcare reform experience according to local conditions, and made all-out efforts to advance public hospital reform and high-quality development. First, establishing specialized task forces to ensure implementation. We set up a work task force with the main responsible comrades of the municipal Party committee and government serving as dual leaders. Based on having one vice mayor uniformly overseeing the "three medicines" (medical services, medical insurance, medicine supply), we clarified that a dedicated deputy secretary of the municipal Party committee liaises with health and medical reform work. We organized 11 municipal departments to form five working groups: comprehensive support, staffing management, medical insurance management, personnel and薪酬, and comprehensive supervision. Through city-county linkage and departmental coordination, we jointly promote the implementation and effectiveness of various tasks. Second, coordinated efforts in medical services, medical insurance, and medicine supply. We implemented the selection and use of 1,189 types of nationally, provincially, and inter-provincially联盟centralized procured drugs, 49 major categories of medical consumables, and 14 major categories of clinical testing reagents, reducing drug and consumable prices and effectively alleviating the burden of medical expenses for the public. We established and improved a dynamic adjustment mechanism for medical service prices, adjusting prices for 65 inspection and testing items and 113 technical labor items this year, optimizing the income structure of public hospitals and reflecting the value of technical labor. We promoted diversified composite medical insurance payment method reforms, such as Diagnosis-Intervention Packet (DIP) payment, per-diem payment, and capitation payment, encouraging medical institutions to standardize practices and proactively control costs. Third, multiple measures to strengthen guarantees. Since the "14th Five-Year Plan" period, the proportion of fiscal investment in public hospitals in the city has continuously increased. In 2024, fiscal investment accounted for 15.2% of public hospital income, an increase of 6.3 percentage points from 2020. We deepened the reform of the public hospital staffing pool system, adding 9,442 pool quotas citywide, with 7,941 personnel obtaining quota guarantees through this system, attracting a number of high-level talents and professional technical backbones to join Fuyang's health endeavors. We deepened the薪酬system reform, piloting annual salary systems for principal responsible persons and chief accountants, effectively fulfilling the government's responsibility in running hospitals and safeguarding the public welfare nature of public hospitals. Thank you!

**Macau Monthly:** As a leading hospital in Anhui Province, how has Anhui Provincial Hospital improved its diagnosis and treatment capabilities for complex and severe illnesses to benefit more patients?

**Liu Lianxin, Secretary of the Party Committee of Anhui Provincial Hospital (The First Affiliated Hospital of USTC):** Thank you for your attention to Anhui Provincial Hospital (The First Affiliated Hospital of USTC). As a top-tier provincial hospital, we focus on enhancing the diagnosis, treatment level, and service capacity for complex and severe illnesses. Over the past three years, we have incorporated nearly 400 individuals with doctoral degrees or senior professional titles into the staff quota management. Besides tilting the staffing guarantee towards professional technical backbones and high-level talents, we have also made continuous efforts in three aspects: First, building peak disciplines. The hospital implements the "Summit Plan" for discipline construction, selecting and focusing on building six peak disciplines: General Surgery, Orthopedics, Hematology, Neurosurgery, Cardiovascular Medicine, and Oncology. Relying on the University of Science and Technology of China (USTC), we recruit high-end talents domestically and internationally, and support young backbones for training at renowned institutions. Currently, we have recruited and cultivated 11 individuals selected for national-level talent programs and 8 individuals selected for key talent programs of national ministries and commissions. We organize clinical research攻关for major diseases, with multiple clinical research achievements on stroke gaining international recognition, improving the ability to solve complex and severe illnesses. Second, strengthening精细management. We always adhere to public welfare-oriented performance and薪酬distribution, tilting towards high-risk, high-intensity, complex and critical, and talent-scarce departments and personnel, adjusting the薪酬structure of medical staff, and focusing on long-term stable incentives. We implement centralized procurement policies for drugs and consumables, comprehensively promote DRG payment reform, and implement pre-admission management to reduce the public's medical burden. In 2024, while treating more patients with complex and severe conditions, our average inpatient cost per admission further decreased, and the average length of hospital stay shortened to 6.07 days. Third, persisting in technological innovation. We consistently focus on major complex diseases in fields like oncology, cardiovascular, and nervous systems, continuously innovating medical technologies. We initiate over 200 new technology projects annually, award nearly 20 medical new technology prizes each year, perform nearly 50,000 Grade IV surgeries annually (accounting for 36% of surgeries), and widely perform minimally invasive surgeries, resulting in less trauma and faster recovery for patients. Thank you!

**Anhui Radio and Television Station:** Wuhu City was approved as one of the first batch of demonstration project cities for public hospital reform and high-quality development three years ago. We would like to know what progress Wuhu has made in this regard.

**Ning Bo, Secretary of the Wuhu Municipal Committee of the CPC:** Thank you for your attention to Wuhu. The Wuhu Municipal Party Committee and Government have learned from and drawn upon the Sanming healthcare reform experience according to local conditions, promoting public hospital reform and high-quality development. First, adhering to high-level promotion. We established a medical reform leading group with the municipal Party secretary and mayor serving as "dual leaders," regularly holding thematic meetings on public hospital reform to study core tasks such as fiscal input, staffing guarantees, and薪酬reform, and coordinating to solve difficult issues in reform. We established the Municipal Party Committee's Office for Deepening Medical Reform. All four counties (county-level cities, districts) in the city have established Party committees for health work, building a work pattern of "the whole city working as one, united in purpose, and拧成一股绳." Second, strengthening the linkage of the "three medicines." The分管vice mayor coordinates and promotes the deepening of medical reform work. We established a regular consultation system between health and medical insurance departments, focusing on key areas such as medical service price adjustment, medical insurance payment method reform, and centralized drug procurement, conducting thematic coordination. We promoted the resolution of 28 specific tasks, including personnel incorporation management, dynamic adjustment of medical service prices, and resolving public hospital debts, effectively破解reform difficulties and blockages. Third, highlighting demonstration and driving effect. Since the approval of the demonstration city, over the past nearly three years, the proportion of health expenditure in the city's general public budget expenditure has remained around 9%. We implemented actions to resolve public hospital debts, with 8 municipal public hospitals having resolved 1 billion RMB in long-term debts, effectively reducing the burden on hospitals and allowing them to advance轻装上阵. Since 2022, we have adjusted 572 medical service items. The proportion of medical service income in the city's public hospitals increased from 29.3% to 37.9%, reflecting the value of medical technical labor. We innovated in薪酬核定methods, linking total wages with medical service volume, cost control, and public welfare indicators, enabling public hospitals to both adhere to their public welfare nature and stimulate development vitality. We established a dynamic adjustment mechanism for staff quotas, incorporating over 1,000 outstanding non-staff medical personnel and university graduate village doctors into the quota management system, forming a favorable development trend where talents are retained and utilized well. Thank you!

**Southern Daily:** Anhui is a populous province. What effective measures has Anhui taken to promote the expansion and下沉of high-quality medical resources and achieve regional balanced布局?

**Xing Cheng, Director of the Anhui Provincial Health Commission:** Thank you for your question. To meet the healthcare needs of the broad masses, we seized the strategic opportunity of the integrated development of the Yangtze River Delta, accelerated the orderly expansion of high-quality medical resources and regional balanced布局, continuously improved the overall medical service capacity and the diagnosis and treatment level for complex and severe illnesses, safeguarding public health. First, promoting the construction of regional medical centers and clinical specialty capabilities. We high-quality constructed and operated National Regional Medical Centers,布局constructed provincial-level regional (specialty) medical centers, and accelerated the improvement of major disease diagnosis and treatment capabilities in specialties such as oncology, cardiovascular, neurology, pediatrics, trauma,消化, mental health, and traditional Chinese medicine. We implemented the clinical key specialty construction plan, during the "14th Five-Year Plan" period,获批constructed 39 national clinical key specialties, and selected 300 provincial clinical key specialties. We introduced 18 measures to support Anhui Provincial Hospital and The First Affiliated Hospital of Anhui Medical University in building high-level hospitals, constructing 12 peak disciplines, and creating highlands for medical talent cultivation. The level of diagnosis and treatment for complex and severe illnesses in our province has continuously improved, achieving the goal that major and severe illnesses can be resolved within the province. Second, promoting the construction of紧密型urban medical groups. We网格化布局constructed 50紧密型urban medical groups in 16 cities across the province, covering 277 community health service centers. We established 369 "Famous Doctor Studios," allowing services from experts in large hospitals to下沉to communities and extend to the public. In the first half of 2025,下沉expert outpatient services accumulated 25,000 workdays. The leading hospitals established consultation and referral service centers, providing patients with one-stop multi-disciplinary consultations, upward and downward referrals, and external expert consultation services. We built resource sharing centers for medical testing, medical imaging, ECG diagnosis, etc., and implemented mutual recognition of inspection and test results within the groups. We promoted healthcare institutions at all levels within the groups to implement their functional positioning, providing the public with integrated, continuous, and full-cycle health services, achieving the goal that common diseases can be resolved within the city. Third, continuously improving the capacity of county-level medical and health services. We comprehensively promoted the quality improvement and upgrading of紧密型county medical communities, achieving full coverage in 59 counties (county-level cities). Thirty-two counties established county Party committee health work committees, comprehensively strengthening Party leadership over the health industry and work, improving the management system and operational mechanism of county medical communities, implementing bundled payments for medical insurance funds, basic public health service funds, and chronic disease funds, promoting the shift towards a people-centered health approach. Focusing on the functional positioning of "county-level leader, urban-rural link," we strengthened the construction of characteristic specialties and weak specialties in county-level hospitals, and strengthened the emergency rescue system. We organized 25 urban tertiary hospitals to provide counterpart support to 48 county-level hospitals, and formed 24 provincial medical teams to carry out regular巡回医疗. The proportion of inpatient visits within the county is nearly 80%, basically achieving the goal that common and frequently-occurring diseases are resolved within the county. Thank you!

**Anhui Daily:** Shou County has a large outflow population, and concentrated medical needs from groups like left-behind elderly and children. What measures has Shou County taken to ensure people can access good medical care close to home?

**Sun Qizhi, Secretary of the Shou County Committee of the CPC of Huainan City:** Thank you for your question. Shou County is a populous county with a registered population of 1.377 million, and over 500,000 migrant workers. The biggest fear for the "elderly and children" left at home is falling ill. To ensure people can access good medical care close to home, we mainly take measures in three aspects. First, strengthening the foundation. We adhere to the Party and government working together, establishing the County Party Committee Health Work Committee and the County Public Hospital Management Committee. The county Party committee and government defined 10 specific measures in areas such as investment guarantee, debt resolution, and resource allocation to support public hospital reform and high-quality development. Since the "14th Five-Year Plan" period, cumulative fiscal investment has exceeded 5 billion RMB, strengthening the construction of county, township, and village三级medical institutions. Both the County People's Hospital and the County Hospital of Traditional Chinese Medicine meet the national recommended standards for county hospital capacity. Eight of our township health centers meet the national recommended standards for the "Quality Service Grassroots行" activity, and the standardization of our village clinics has achieved full coverage. Second, enhancing capacity. For diseases with high rates of referral outside the county, we strengthened the construction of clinical key specialties, characteristic specialties, and weak specialties. We improved the prevention and treatment capabilities for diseases like tumors, cardiovascular and cerebrovascular diseases, respiratory, and消化diseases. From January to August 2025, the outbound referral rate for tumor radiotherapy patients in the county decreased by 12.9%, effectively reducing the burden of seeking medical care outside for the public. Relying on key central township health centers, we布局constructed county-level medical sub-centers to enhance the overall medical service capacity within the county. The County People's Hospital and the County Hospital of Traditional Chinese Medicine respectively lead the construction of紧密型county medical communities. By strengthening internal resource integration within the medical communities and implementing unified procurement of drugs and consumables, people can enjoy high-quality and convenient medical services close to home. Third, optimizing services. We formed "two expert databases." The county-level hospitals flexibly introduced 92 experts from inside and outside the province, who "mentor apprentices" through medical consortia and famous doctor studios, enhancing the diagnosis and treatment capacity for major and severe illnesses within the county. Meanwhile, our township health centers utilize 132 county-level experts responsible for initial diagnosis and referral. We established "two centers" for imaging and testing, and launched "cloud imaging," achieving "township examination, county-level diagnosis, mutual recognition of results, and mobile phone accessibility." This year, remote imaging and test consultations have exceeded 28,000人次. Thank you!

**China News Service:** We have noticed that Wuhu City has实体化constructed and operates a consultation and referral center. How does this center function to facilitate public access to medical care?

**Ning Bo, Secretary of the Wuhu Municipal Committee of the CPC:** Thank you for your question. Wuhu City coordinates municipal medical resources,实体化constructing and operating a consultation and referral center, primarily to address issues such as insufficient local capability in diagnosing and treating complex and severe illnesses, high patient referral rates, and inconvenience in seeking medical care. We focus on advancing work in three aspects. First,实体化operation. We established a municipal-level consultation and referral management center, and 16 public hospitals in the city实体化established consultation and referral service centers. The Municipal Health Commission and Municipal Medical Insurance Bureau jointly formed a dedicated team for集中办公, commanding and scheduling consultation and referral work citywide. We built an expert resource pool, uploading expert information to the municipal consultation and referral platform for citywide sharing. When patients apply for outbound referral filing, staff simultaneously contact the patients to understand their medical needs and, while respecting patient preferences, reasonably guide them to seek medical care within the city based on the construction status of municipal peak disciplines and key disciplines. Second, convenient services. Medical institutions set up reception windows, multi-disciplinary consultation clinics, and remote consultation rooms, handling consultation, referral, and other businesses "one-stop." We implement joint consultations, recommending suitable experts based on patient needs, and conducting跨科室、跨医院multi-disciplinary诊疗. Municipal public hospitals routinely reserve appointment slots for grassroots levels. After initial diagnosis at the grassroots, patients can go to higher-level hospitals without an appointment, and family doctors can also directly book expert appointments for patients through the referral platform. For complex and severe illnesses with unsatisfactory treatment effects within the city, we actively help patients connect with higher-level hospitals, invite experts to Wuhu for consultations, maximizing convenience for public diagnosis and treatment. We optimize continuous care services, with family doctors providing全程跟踪, ensuring seamless treatment after outbound visits and后期health management. Third, coordinated management. We established a fund奖励mechanism, with fiscal support for public hospitals to flexibly引入院外知名experts for regular consultations, inviting experts to provide on-site guidance and mentoring for weak specialties, enhancing local diagnosis and treatment capabilities. Meanwhile, for patients referred bilaterally within the city, the "deductible" is waived when re-hospitalized after referral, reducing patient burden. We incorporate indicators such as patient satisfaction with outbound referrals and referral accuracy rates into the performance appraisal of public hospitals, fully mobilizing the enthusiasm and initiative of public hospitals across the city to participate in consultation and referral. In 2024, the number of insured patients filing for outbound referrals in the city decreased by 12,000 compared to the previous year, a year-on-year decrease of 17.6%. The number of major disease patients (e.g., tumors) receiving local treatment increased by 15%. Out-of-pocket expenses for patients undergoing malignant tumor surgeries decreased by over 50%. Both public convenience in seeking medical care and the efficiency of medical insurance fund usage were improved. Thank you!

**Red Star News:** What specific measures has Anhui Provincial Hospital taken in promoting the下沉of high-quality medical resources? What tangible effects have been brought about?

**Liu Lianxin, Secretary of the Party Committee of Anhui Provincial Hospital:** Thank you for your question. Anhui Provincial Hospital allows resources to下沉to cities and counties through various methods such as trusteeship, medical consortia, counterpart support,巡回诊, and "Internet+", striving to enable the public to access good medical care close to home. First,下沉technology. Our hospital cooperated with municipal hospitals in Fuyang, Anqing, Chizhou, Huaibei, etc., to jointly build provincial-level regional specialty medical centers, dispatching expert teams in general surgery, hematology, orthopedics, infectious diseases, etc., to help municipal hospitals build clinical key specialties, and promoting about 50 new medical technologies annually through mentoring. For example, with support, Fuyang No.2 People's Hospital has become proficient in performing laparoscopic hepatectomy for patients with primary liver cancer, effectively enhancing the municipal hospital's diagnosis and treatment capacity and facilitating patients' access to nearby treatment. Second, sending experts down. Based on actual needs, we established 15 medical consortium specialty collaboration alliances with county hospitals in populous counties like Taihe and Linquan. Experts regularly go there to provide business guidance, having performed over 500 demonstration surgeries and conducted over 300 teaching ward rounds since the beginning of this year. Additionally, our hospital continuously carries out counterpart support and巡回医疗work, supporting 9 county, township, and community medical institutions last year, dispatching 17 batches and over 70 medical team members annually to help grassroots hospitals improve service levels. Third, connecting resources. Our hospital has achieved interconnection with the remote platforms of over 60 hospitals within the province, routinely conducting remote consultations, teaching, imaging diagnostics, and pathological diagnostics, and providing remote surgical guidance. Over the past three years, we have cumulatively completed over 3,000 online consultations for difficult cases, over 300 remote teaching sessions, over 500 remote pathological diagnoses, and tens of thousands of remote imaging analysis and diagnoses. We fully utilize "Internet+" to facilitate medical care for grassroots people. Thank you!

**People's Daily Livelihood Edition:** As a major city with over ten million population, how has Fuyang improved its medical and health service capacity to meet the multi-level and diversified medical needs of the public?

**Hu Mingwen, Mayor of Fuyang Municipal People's Government:** Thank you for your question. Fuyang has a registered population of 10.73 million, with substantial public demand for medical care. We focus on improving the system, enhancing capacity, and optimizing services to provide the public with higher quality and more convenient medical services. First, perfecting the medical service system. The city has established 19紧密型county medical communities and 5 urban medical groups. At the municipal level, focusing on the treatment of complex and severe diseases, we adhere to discipline leadership, highlight comprehensive advantages, and strengthen two comprehensive hospitals: Fuyang People's Hospital and The Fifth Affiliated Hospital of Anhui Medical University. We promote differentiated development, highlight specialty characteristics, and build good specialized hospitals and TCM hospitals for infectious diseases, tumors, mental health, maternity and child health, geriatrics, etc. At the county level, focusing on the diagnosis and treatment of common and frequently-occurring diseases, we strengthen counterpart support from urban hospitals, enhance the construction of weak specialties, and all 5 county hospitals have reached the national recommended standard. At the township and village level, focusing on the diagnosis and treatment of日常diseases, we implement classified management of township health centers, carry out the construction of characteristic specialties and the standardization of village clinics, and have built a 15-minute medical service circle. Second, enhancing medical service capacity. We high-quality construct provincial-level regional medical centers, regional infectious disease medical centers, TCM medical centers, and regional TCM rehabilitation centers. The orthopedics department of Fuyang People's Hospital was approved for the construction of a national clinical key specialty. Five specialties, including the cardiovascular department of Taihe County Hospital of TCM, were selected as national TCM advantage specialties. We selected and constructed 29 provincial clinical key specialties such as emergency and pediatrics. We cultivated 44 provincial-level talents like "Jianghuai Famous Doctors" and "Provincial Famous TCM Doctors," and 6,711 individuals with senior professional titles. Over the past five years, we have recruited nearly a thousand masters and doctoral graduates. The city's medical service capacity has significantly improved, with 95% of patients preferring to seek medical care within the city. Third, optimizing medical service models. We continuously advance actions to improve medical services, establish one-stop service centers for outpatient and inpatient services, implement convenient services like "self-service scanning" and "bedside settlement." Patient satisfaction for both outpatient and inpatient services in public hospitals exceeds 94%. We expanded the new model of "Internet + nursing services." Since 2019, we have provided patients with "online order, offline service" out-of-hospital continuous nursing, covering over 40 items like gastric tube replacement, cumulatively providing 13,000 home visits, saving patients from traveling back and forth. Thank you!

**People's Daily Online:** "Difficulty in recruiting and retaining personnel" is a problem faced by some grassroots medical institutions. What work has Shou County done in retaining and utilizing personnel?

**Sun Qizhi, Secretary of the Shou County Committee of the CPC of Huainan City:** Thank you for your question. In recent years, Shou County has explored and established a personnel mechanism of "county management for township use, township employment for village use," breaking the hierarchical restrictions of staff quotas, promoting the下沉of professional technical personnel from county-level hospitals to township health centers, and the coordinated deployment of personnel from township health centers to village clinics, thus realizing the sharing of medical and health talent resources within the county. First, establishing the mechanism. "County management for township use" adopts a "three fixes" model: fixing the quota scale, fixing the grassroots allocation number, and fixing the number dispatched by county-level hospitals, promoting the下沉of county-level unit talents to serve in township health centers. "Township employment for village use" primarily involves village clinics proposing personnel needs, and township health centers coordinating the arrangement of personnel to work in village clinics. Simultaneously, it is required that newly recruited licensed physicians in county-level medical institutions should work in township health centers for at least one year within five years. Also, licensed physicians with intermediate titles without grassroots work experience should serve in grassroots medical institutions for one year before applying for副高titles. Second, hierarchical selection and dispatch. We dispatch backbone personnel from county-level hospitals to township health centers, usually for a service period of over three years, ensuring the public's access to basic medical services and basic public health services. We openly select and employ personnel with physician or assistant physician qualifications from township health centers to work in village clinics. Currently, county-level hospitals have dispatched 72 professionals to 25 township health centers across the county, and township health centers have selected and employed 55 quota-based personnel for village service, effectively充实ing the grassroots medical team. Third, strengthening incentives. We established a "dual assessment" mechanism for personnel under "county management for township use, township employment for village use," assessed by both the stationed institution and the dispatching institution. The stationed institution focuses on assessing daily work performance and service quality, while the dispatching institution focuses on assessing diagnosis and treatment level and public evaluation. Personnel who pass the assessment enjoy priority policies in professional title promotion and position appointment. Since the beginning of this year, 25 personnel stationed at township health centers and 11 personnel stationed at village clinics have received priority promotion and advancement, forming a virtuous cycle of "grassroots training,择优promotion," providing a solid talent guarantee for public medical care. Thank you!

**National Business Daily:** Making the public feel the benefits is an important goal of medical reform. What measures has Anhui taken to improve medical services and enhance the sense of gain in seeking medical care?

**Xing Cheng, Director of the Anhui Provincial Health Commission:** Thank you for your question. We focus on the pressing difficulties and worries the public faces in seeking medical care, and take multiple measures from the "patient's perspective" to optimize services, making medical services more warm and care-seeking more worry-free and convenient. First, optimizing appointment and就诊services. All tertiary public hospitals are connected to the Anhui convenience service platform, providing various appointment channels such as websites, phones, and诊间. Medical institutions at the secondary level and above promote multi-disciplinary joint consultations, building specialized disease centers around diseases like tumors, cardiovascular, and cerebrovascular diseases, allowing high-level experts to serve the public more efficiently. Second, promoting mutual recognition of inspection and test results. We built a cloud-based medical imaging system covering the whole province, already connecting 2,385 medical institutions. Interconnection has expanded from imaging to five types of inspections: testing, ECG, pathology, ultrasound, and endoscopy. We promote the mutual recognition of inspection and test results in public hospitals at the secondary level and above, with 320 mutually recognized imaging items and 103 mutually recognized clinical test items. When doctors prescribe tests, the system compares based on time, type, etc. If there are previous results, a pop-up reminder appears automatically, improving service efficiency and reducing public cost burden. Sixty-four hospitals in the province use the internet to provide multiple services such as online consultation, follow-up visits, appointment for examinations, and drug delivery. We also promote centralized appointments for examinations like CT, MRI, gastroscopy, and colonoscopy, providing online query services for examination results, letting data travel more and patients less. Third, improving patient就医experience. We implement "one doctor, one patient, one consultation room," strictly manage patient condition, medical history, and other information, effectively protecting patient privacy throughout all stages of the visit, allowing patients to seek medical care with peace of mind and comfort. We also optimize the discharge settlement process. Tertiary hospitals promote "one-stop" settlement of inpatient costs and "bedside settlement." Medical insurance designated medical institutions fully开通medical insurance direct settlement services, allowing patients to queue less and wait less. Furthermore, our province has established central pharmacies in 116 county medical communities and incorporated village clinics into medical insurance定点management, better guaranteeing patient medication needs. Thank you!

**Wuhu Media Center:** Informatization plays an important role in promoting the development of health work. How does Wuhu rely on information technology to optimize management and improve the public's medical experience?

**Ning Bo, Secretary of the Wuhu Municipal Committee of the CPC:** Thank you for your question. We strengthen data empowerment for medical reform and serving the public, promoting the deep connectivity of medical, medical insurance, and pharmaceutical information. First, building platforms to promote data sharing. We established the smart health service platform – "Wuhu Health Brain," connecting nearly 1,000 medical units citywide, aggregating over 3.5 million residents' electronic health records, and sharing data from departments like health, medical insurance, and drug regulation. The public can online query electronic health records, including past medical records, examination reports, etc., without needing to carry paper medical records. It supports the mutual recognition of 365 inspection and test items across municipal public hospitals, reducing重复checks. Doctors can quickly retrieve patients' complete health data during consultations, shortening the diagnosis process, making就医more efficient and省心. Second, standardizing management, aiding the coordination of the three medicines. Relying on the smart health service platform to aggregate operational data of the "three medicines," enhancing management efficiency. On the medical end, it empowers public hospital supervision, using informatization technology to analyze public hospital operations, providing one-on-one guidance for hospital management optimization, while standardizing诊疗through online medical record review, achieving preemptive supervision. On the medical insurance end, dynamic analysis of fund operations through data sharing enables precise fund allocation. On the pharmaceutical end,联动carrying out centralized procurement of drugs and consumables ensures supply while reducing costs, strengthening supply monitoring to avoid shortages, achieving coordinated policy efforts, and reducing public medical burden. Third, optimizing services, ensuring perceptible accessibility. We promote the "online handling" of medical service matters, achieving "multi-code coordination" such as electronic health codes, medical insurance electronic certificates, and electronic social security cards, enabling the public to "use one code for all" in seeking medical care, with a usage rate exceeding 95%. We established an information linkage mechanism for chronic disease management like hypertension and diabetes. The platform automatically pushes information to grassroots medical institutions, facilitating family doctors in chronic disease management. We connected medical and medical insurance systems, promoted mobile payment, and achieved "one-stop" settlement of fees, medical insurance, and commercial insurance. Thank you!

**China National Radio:** "Accessing medical care nearby" has long been the public's expectation. What explorations and practices has Fuyang City made regarding "resolving daily diseases at the grassroots level"?

**Hu Mingwen, Mayor of Fuyang Municipal People's Government:** Thank you for your question. We always adhere to strengthening the grassroots, consolidating the foundation, optimizing services, and benefiting the people, vigorously promoting the下沉of medical resources and services, aiming to make the journey for medical care shorter, the cost of看病lower, and health awareness stronger. First, the就医journey has become "shorter." By establishing urban medical groups and紧密型county medical communities, we routinely promote the下沉of high-quality talent, technology, services, and management. This year, nearly 500 medical and management personnel have been dispatched from leading hospitals to the grassroots, covering all township health centers and community health service centers. We established interconnected resource sharing centers for medical imaging, ECG diagnosis, etc., with leading hospitals issuing diagnostic reports, achieving homogenized inspection and diagnosis within the region. This year, nearly 600,000 remote imaging and ECG diagnoses have been provided to the grassroots. Second, the cost of看病has become "less." We implement per-diem payment for grassroots day beds and TCM appropriate technique outpatient services based on disease types, further widening the gap in medical insurance reimbursement rates, increasing the reimbursement rate for ordinary inpatient care at the grassroots to 90%, and implementing "same city, same disease, same price" for diseases suitable for grassroots treatment, guiding the rational flow of medical resources and patients. In 2024, the诊疗volume of grassroots medical institutions increased by 6.2% year-on-year, and 62% of patients in the city chose initial diagnosis at the grassroots, gradually reducing the public's medical burden. Third, health awareness has become "stronger." We deeply implement health knowledge普及actions, strengthen health education and promotion, and continuously improve residents' health literacy, which has increased by 8.56 percentage points compared to 2021. For example, Jieshou City carries out integrated intelligent management for chronic disease patients with hypertension and diabetes,配置smart monitoring devices for over 7,500 patients, providing nearly 700,000 cumulative services like health broadcasts, measurement reminders, and critical follow-ups. Combined with family doctor team services, medication compliance among service targets has significantly improved, and complication rates have明显reduced. Funan County optimizes coordinated management services for tumor patients, with村级routine visits, township跟踪services during recovery, and county-level specialized diagnosis and treatment services, jointly strengthening health follow-ups and medical insurance policy宣传, guiding and helping 620 patients to receive timely treatment nearby and conveniently, effectively improving the quality and efficiency of health services for major disease patients. Thank you!

**Hu Qiangqiang, Spokesperson for the National Health Commission (NHC):** Due to time constraints, our live Q&A session ends here. Today's press conference focused on the theme "Promoting the Sanming Healthcare Reform Experience and Deepening Public Welfare-Oriented Public Hospital Reform." Our guests have jointly answered questions of concern to our media friends. Next, we will continue to conduct research and hold press conferences on this theme in other typical medical reform regions. We welcome your continued attention. Thank you to all the guests and media friends. Today's press conference is now concluded.