Objective:To construct the homogenous evaluation index system for public hospital branches under the background of high-quality development, providing reference for improving the homogenization level of public hospital branches.Methods:By analyzing literature, relevant policies and the management practices of the public hospital branches, a preliminary screening index system for homogenization evaluation of public hospital branches was constructed. Two rounds of Delphi method were used to screen homogenization evaluation indicators for public hospital branches and determine the weights of the indicators. Taking the branches of a tertiary hospital as an example, the indicator system was empirically applied.Results:The homogenization evaluation index system for public hospital branches included 4 first level indicators, 8 second level indicators and 21 third level indicators. The weights of the first level indicators of medical homogeneity, management homogeneity, emergency conversion and satisfaction were 51.33%, 23.16%, 9.00% and 16.51%, respectively. Through empirical application, the homogenization coefficient of the public hospital branche was 0.833 5.Conclusions:The homogenization evaluation index system for public hospital branches was in line with the goals of the construction and development of multiple campuses of one hospital for public hospital. Indicators with low homogenization coefficients were the shortcomings of homogenization in hospital branches. This indicator system provided measurement standards and improvement directions for the homogenization of medical and management in hospital branches.

Under the background of performance evaluation in nationwide tertiary public hospitals and the DRGs reform, how to improve the efficiency of daytime surgery management is becoming a hotspot for hospital managers. Since July 2020, a tertiary general hospital applied the theory of incentive compatibility to guide the medical workers to consciously strive to achieve such management goals as improving the quantity and quality of daytime surgeries by constructing an organizational management system, increasing performance rewards for daytime surgical teams, rewarding advanced collectives and individuals, convening work coordination and promotion meetings, formulating penalty terms, and strengthening supervision of surgical quality and safety indicators. The implementation rate of daytime surgery in hospitals, the number of departments conducting daytime surgery, the number of covered diseases, and the satisfaction rate of inpatients had increased from 6.94%, 6 departments, 64 diseases, and 90.5% in 2019 to 24.08%, 21 departments, 125 diseases, and 95.0% in 2022, respectively. The incidence of daytime surgical bleeding, and readmissions within 15 days decreased from 0.6% and 0.5% in 2019 to 0.5% and 0.2% in 2022, respectively. The theory of incentive compatibility was in line with the development goals of daytime surgery in China, providing an optimal strategy for improving the management efficiency of daytime surgery according to local conditions.