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[1]徐佳玙颜旖旎陈艳周莉郭佩毛逸艳唐兢沈福来王形松.基于标化工作量的社区卫生服务中心二元业务协同分析[J].中国卫生质量管理,2026,33(5):94-99.[doi:10.13912/j.cnki.chqm.2026.33.5.18]
　XU Jiayu,YAN Yini,CHEN Yan.Collaborative Analysis of Dual Business Operations in Community Health Service Centers Based on Standardized Workload[J].Chinese Health Quality Management,2026,33(5):94-99.[doi:10.13912/j.cnki.chqm.2026.33.5.18]

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基于标化工作量的社区卫生服务中心二元业务协同分析

《中国卫生质量管理》[ISSN:1006-7515/CN:CN 61-1283/R] 卷: 33 期数: 2026年5期页码: 94-99 栏目: 基层卫生质量出版日期: 2026-05-15

Title:: Collaborative Analysis of Dual Business Operations in Community Health Service Centers Based on Standardized Workload

作者:: 徐佳玙颜旖旎陈艳周莉郭佩毛逸艳唐兢沈福来王形松; 上海市徐汇区斜土街道社区卫生服务中心

Author(s):: XU Jiayu; YAN Yini; CHEN Yan; Xietu Street Community Health Service Center

关键词:: 社区卫生服务中心; 标化工作量; 全专结合; 医防融合; 专科建设; 家庭医生签约制度

Keywords:: Community Health Service Center; Standardized Workload; Integration of General and Specialist Services; Integration of Medical and Preventive Care; Specialist Service Development; Family Doctor Contract System

分类号:: R197.1

DOI:: 10.13912/j.cnki.chqm.2026.33.5.18

文献标志码:: A

摘要:: 目的以标化工作量为工具，分析社区卫生服务中心家庭医生签约服务与专科服务的业务现状，了解两大业务间的全专结合、医防融合程度，为机构管理者强化两大业务的协同发展提供量化依据。方法以上海市徐汇区斜土街道社区卫生服务中心为例，收集家庭医生签约与专科建设的业务部门设置以及2019年8月和9月、2021年8月和9月各业务部门所开展的服务项目、各项目标化工作量、工作总耗时等。结果社区卫生服务中心专科业务部门设置与家庭医生业务范围存在重叠，如全科内科、全科外科、老年科、妇科等。专科服务和家庭医生签约服务未形成有效协作关系（R=-0.339，P=0.66），专科团队2021年标化工作总量较2019年同期下降，家庭医生团队标化工作总量上升，但其基本医疗服务标化工作总量下降，公共卫生服务标化工作总量大幅上升。家庭医生团队内部基本医疗和公共卫生服务未形成有效协作关系（R=-0.309，P=0.69）。结论社区卫生服务中心专科设置特色需加强，全专结合机制尚未形成，家庭医生团队内部医防融合机制尚未形成。建议建设与全科互补、有社区特色的专科，强化家庭医生在机构内的统筹地位，将非必需家庭医生完成的公共卫生工作外包给社会第三方。

Abstract:: ObjectiveTo analyze the operational status of family doctor contract services and specialist services in a community health service center utilizing standardized workloads as a tool, assess the degree of integration between general and specialist services as well as medical and preventive care, and provide quantitative evidence for institutional managers to enhance the collaborative development of these two service areas.MethodsTaking Xietu Community Health Service Center in Xuhui District, Shanghai as an example, data were collected on the organizational setup of departments responsible for family doctor contract services and specialist services, along with service items, standardized workloads, and total work hours for each department in August and September 2019 and August and September 2021. ResultsThere was overlap in the departmental setup for specialist services and the scope of family doctor services, such as general internal medicine, general surgery, geriatrics, and gynecology. No effective collaborative relationship was observed between specialist services and family doctor contract services (R = -0.339, P = 0.66). The total standardized workload of specialist teams in 2021 decreased compared to the same period in 2019, while that of family doctor teams increased; however, basic medical care within family doctor teams declined, whereas public health services rose significantly. No effective collaboration was found between basic medical care and public health within family doctor teams (R=-0.309,P=0.69). Conclusion The specialization setup in community health service centers requires enhancement, with a lack of established mechanisms for integrating general and specialist services as well as medical and preventive care within family doctor teams. It is recommended to develop specialist services that complement general practice and reflect community characteristics, strengthen the coordinating role of family doctors within institutions, and outsource non-essential public health tasks to third-party social organizations.

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更新日期/Last Update: 2026-05-15