Objective Beijing plans to run a DRGs-PPS pilot.The relative height of each DRG group produced by the price of charge categories.Because of serious distortions of medical services prices,DRGs'weight must be adjusted.Methods Dividing medical service into 5 major class-medical,nursing,technique,drugs and consumables,management,a conversion with currency were established to produce the cost.Results The weight of groups involve intervention from MDCF are drop.ConclusionThe weight regulated can optimize resources allocation and reflect the ture value of medical service.

The medical service payment system reform is one of core issues in medical and health system reform.The payment system can directly affect behavior of stakeholders and indirectly affect medical expense,quality of care,efficiency of medical services and efficiency of medical insurance funds.Through behavior analysis of stakeholders in fee for service,DRGs-PPS,global budget,DRGs-PPS is the best payment system that can control the irrational increase of medical expenses and ensure the level of health service and meets interest of stakeholders among three payment systems.In DRGs-PPS,stakeholders continuously make progress in filling in the front sheet of medical records,clinical pathway,construction of information system,cost calculation and restructure costs.

With the deepening of China′s medical reform, in order to further improve the utilization efficiency of medical resources, public hospitals have actively explored the establishment of different forms of hospital groups, made many useful attempts in the group operation mode, and accumulated a lot of experience. Taking the group construction practice of Peking University Third Hospital as an example, the authors probed into effective implementation paths for group construction of public hospitals from the aspects of management mode, governance structure, resource sharing, homogeneous management among others. By creating a management model of compact hospital districts, compact community health service centers, and semi compact trusteeship branches, the group had constantly refined the development path of discipline construction, and promoted the comprehensive integration and development of medicine, education, research. On such basis, the group had paved a solid and effective path in the aspects of expanding the influence of the hospital, and promoting the implementation of hierarchical medical service, for references in high-quality development of public hospitals.

Objective To improve overall value of healthcare industry through setting up critical inpatient medical services strategic plan.Methods Identify major objectives which the local government expects to achieve through strategic map; Standardize inpatient output and assign weight to each group through diagonosis related groups; Translate the objectives of strategic map and result of diagnosis related group to Balanced Score-card; Finally build up strategic map and according action plans.ResultsPreliminarily established 16 objectives、23 measures and 13 tasks in four perspectives including customer,internal work flow,learning and growing and finance.ConclusionThe strategy map and the balanced score-card can help implement full strategic plan of regional inpatient medical services; DRGs is a core management tool of patient-centred service output management; Balanced Score-card is able to realize continuous improvement of Beijing inpatient medical services from macro to micro persoetive.