After 3 years, 54 central enterprises have completed the "State -owned Enterprise Hospital Reform"

After 3 years of "State -owned Enterprise Hospital Reconstruction", it finally came to an end.

On June 22, the SASAC held the "Reform and Consolidation and Promotion of Medical Institutions of State -owned Enterprises in China". Weng Jieming, a member of the Party Committee and Deputy Director of the SASAC, said at the meeting: 2,525 medical institutions under the name of the state -owned assets system supervision enterprise have completed 2,515 reform, with a completion rate of 99.6%.

The Jianzhi Bureau was informed that 54 central enterprises including aerospace science and workers, weapon equipment groups, and PetroChina completed the reform tasks. China Resources Group, Sinopharm Group and GM's three key enterprises have become central enterprise medical groups with industrial chain advantages. Jin Yongcheng, Honorary Chairman of the Enterprise Hospital Branch of the Chinese Hospital Association, believes that the head medical group has taken the lead in becoming a "giant" and has formed a business model.

In this wave of vigorous "state -owned enterprise hospital restructuring", medical and health -based state -owned enterprises have integrated 978 medical institutions, accounting for 38.7%; 440 introduced in social capital restructuring, accounting for 17.4%; 506 transferred to local governments were transferred to local governments , Accounting for 20.0%; closed 591, accounting for 23.5%.

Weng Jieming emphasized that it is necessary to be stronger and strong, and the medical institution still has a long way to go. The focus of the future is to promote the in -depth integration after integration to truly realize the integration effect of '1+1> 2'. The information revealed by the meeting shows that the next step of the SASAC will be with the relevant departments of the State Health and Health Commission, including the National Health and Health Commission, to clearly support policies to ensure that the state -owned enterprise medical treatment and government doctors enjoy equal treatment.

"Factory Hospital" has become a historical term. It's just that the thrilling restructuring process has rarely understood the outside world in the past three years.

Originally planned for 1 year, helpless pressure was huge

Since the new medical reform in 2009, there have been waves such as capital, hospital expansion, and social medical treatment. A large number of medical institutions have sprung up. The pride of state -owned enterprises, "Factory Hospital", has been weakened.

Many state -owned enterprise hospitals have a history of more than 60 years. It was originally started to solve the problem of employees and family members of state -owned factory and mines. But now, almost all the remote factories and mines have developed into cities and towns. With complete supporting facilities, state -owned enterprise hospitals have become no longer necessary, facing reforms.

Especially with the continuous deepening of state -owned enterprise reform, the "factory hospital" has gradually become a heavy burden on some state -owned enterprises. In August 2017, the SASAC, the Central Committee, the Ministry of Human Resources and Social Security, and the former Health and Family Planning Commission issued the "Guiding Opinions on Deepening the Reform of Education and Medical Institutions of State -owned Enterprises" and required to basically complete the Education of the State -owned Enterprise Office before the end of 2018 , Centralized management, restructuring or transfer of medical institutions.

Unexpectedly, the work that had been completed for one year was dragged for 4 years.

The process of state -owned enterprise peeling plant hospitals is far greater than expected. These medical institutions have different levels of service capabilities, and strong as the generals of Wugang Hospital are already the premier junior in Wuhan; weak hospitals are even different in the configuration of the undergraduate department.

Are these factories and hospitals let the country take it to the country, or the introduction of capital, or directly shut down? No matter what kind of operation, the contradiction is very large. The first is the contradiction of personnel relations, followed by the contradiction of business concept.

At the end of 2020, the "first share of private hospitals" Hengkang Medical priced at 90 million, selling its Dalian Liaoyu Hospital, which aroused dissatisfaction among medical employees; after the peeling from state -owned enterprises in Guangzhou Xinhai Hospital in 2017, 518 employees of the hospital were in 2020 at 2020 At the end of the year, I heard that the hospital was giving it to a central enterprise to manage, causing collective dissatisfaction and launching rights protection operations.

From the perspective of medical staff, he is engaged in medical service work and is qualified to practice. He naturally hopes to obtain the duties and treatment of drought and flood protection like a hospital managed by Health and Health Commission. Once the transformation becomes an enterprise identity, whether it is state -owned or private enterprises, the "grade" seems to be pulled down by a layer.

After all, after the introduction of other capitals, the operation will be the first consideration. In August 2019, the restructuring of Hubei Jianghan Oilfield General Hospital caused disputes between management and investors. The dean of the hospital, Lei Zhengxiu, published "A Letter to All Employees" publicly rebuked the other party's "no experience, the lowest price, the plan is not good, and there is no promise to the hospital in the later stage."

It is precisely because of these difficult reconciliation contradictions that the SASAC's plan to complete the restructuring within one year is obviously difficult to achieve. It was not until the end of 2021 that the restructuring of state -owned enterprise hospitals was basically completed, leaving a 0.4%small tail. According to the plan of the SASAC, it will realize the clearance number of all "factories and hospitals" by the end of this year.

There are mature models to ensure the results of restructuring

In the process of restructuring of state -owned enterprise hospitals, there are actually many win -win cases.

In 2017, 19 subsidiaries of PetroChina cooperated with the gem flower medical group to reform the 132 medical institutions scattered in many levels of oil fields and factories across the country, involving more than 10,000 beds and more than 10,000 employees.

The Jianzhi Bureau was informed that after the integration, the above -mentioned hospitals can not only provide better medical care and services for their employees, but also have a cumulative loss of about 2 billion yuan each year by the hospitals of PetroChina, reducing to a loss of 600 million yuan, and continued to reduce losses.

PetroChina originally planned to achieve a balance of revenue and expenditure in 2020, but due to the impact of the new crown epidemic, it failed to achieve the goal. But after all, the path runs through, and it tastes sweet. Subsequently, the gem Hua Medical Group integrates and enters the General Technology Group. In 2021, the four medical platforms under GM will be balanced. China Resources Group is also one of the main power of the state -owned enterprise hospitals. 31 hospitals of Liaojian Group and 29 pharmaceutical companies in Hubei region of Sinopharm Group have reorganized after reorganization, and the hospital operations have achieved a virtuous cycle.

Analysts pointed out that after the restructuring of state -owned enterprise hospitals, the operating pressure increased sharply, and the profitability of the hospital was chaotic. This is the essential reason for many hospital employees to defend their rights and erupt the phenomenon of "pull banners". Relatively speaking, state -owned enterprises come forward to integrate, and the ability to resist risks is much stronger, and hospitals are more likely to enter a virtuous circle.

State -owned enterprise hospitals with social capital integration have temporarily encountered some dilemma and there are also major environmental factors. According to the "China Health Statistical Yearbook 2021", in 2020, the overall loss of private hospitals lost 130 billion yuan, about 65 times the total loss of public medical institutions. Large investment, high risk, and long return cycle are general phenomena in private hospitals facing the industry.

However, professional private medical institutions also have their own advantages. In the past, the internal structure of state -owned enterprise hospitals was loose and lack of effective management and restraint mechanisms. Now it is improvised through private professional institutions, which may find new ways for these state -owned hospitals. Especially in the context of medical insurance control fees and DRG reforms, public hospitals are also seeking to have a good life, and private hospitals may get opportunities from it.

The reform is not the end. State -owned enterprise hospitals that have just entered a virtuous cycle enter the next development reincarnation. According to the layout of the SASAC, in addition to accelerating the completion of the hospital reform, the next step will also guide central enterprises to carry out special inspections and evaluations of "looking back" to ensure that the reform can withstand inspection.

In addition, the State -owned Assets Supervision and Administration Commission and other departments will also accelerate the introduction of a work plan that supports high -quality development of state -owned enterprises to run medical institutions. Support policies to ensure that the restructured state -owned enterprise hospitals are treated the same as the government -run hospital.

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