On December 10, 2024, the Beijing Municipal Health Commission organized a meeting to exchange experiences on the system’s immediate complaint handling work. The meeting conveyed the directives from Yin Li, Secretary of the Municipal Party Committee, who reviewed the immediate complaint handling processes of Beijing on November 28, 2024. He emphasized the need to “carefully summarize and consolidate effective experiences, further improve the working mechanism, and enhance the quality and efficiency of immediate complaint handling.” Zhong Dongbo, Secretary of the Party Committee of the Municipal Health Commission, attended the meeting and delivered a speech. Liu Juncai, Director of the Municipal Health Commission, presided over the meeting. The leaders along with heads of departments,of the committee and three bureaus of the Municipal Health Commission, as well as the main and deputy leaders of district health commissions and medical institutions across Beijing, attended the meeting. More than 320 people participated. Representatives from Frontline Magazine, Beijing Radio and Television, the Health Technology Evaluation and Medical Policy Research Center of Renmin University of China, and Online Public Opinion Data Center of People’s Daily were also invited for guidance.

The meeting began with the screening of a feature film, All for the People's Health, which reflected the health system's efforts in handling complaints. Seven units, including the Xicheng District Health Commission, Peking Union Medical College Hospital, Peking University People's Hospital, Capital Institute of Pediatrics, Beijing Sihui Traditional Chinese Medicine Hospital, Fengtai District Chengshousi Street Community Health Service Center, and the Beijing Emergency Center, shared their experiences. Thirty additional units, such as the Municipal Administration of Traditional Chinese Medicine, Dongcheng District Health Commission, Beijing Tongren Hospital, and Chaoyang Hospital, submitted written exchanges.

The meeting highlighted impressive achievements in complaint handling in the Beijing health system since the deepening the reform of Beijing on immediate complaint handling, and the implementation of the “Opinions on Further Deepening the Reform of Handling Complaints Immediately” by the Municipal Party Committee and Municipal Government, and the “Regulations on Handling Complaints Immediately in Beijing”, including a comprehensive score of 99.64 points for the “three rates” (response rate, resolution rate, and satisfaction rate), the progress made in service management, driven by the needs of the people, and significant progress made in integrating and solidifying the value-oriented approach of immediate complaint handling into the value pursuits and mindset of the entire system.

The meeting also objectively summarized the six key experiences of the system in immediate complaint handling, which were established since 2021: 1. Adherence to Party Leadership: Adhering to the principle of Party leadership in handling public complaints, the system implements a responsibility system where the Party organization's top leader oversees the complaint handling process. The handling of public complaints is integrated into the Party's agenda and party building work evaluation. It is required that leadership members, especially the top Party and government leaders, personally review and address the complaint handling work, while the discipline inspection and supervisory departments treat handling public complaints as the top priority project in their work. 2. People-Centered Approach: Facing the diversified demands and needs of the public, the entire city's health system deals with the contradictions and issues directly. It adheres to the important principles outlined by General Secretary Xi Jinping on health and wellness work, consistently treating the people’s concerns as their own, and making every effort to provide warm, high-quality services to the public. 3.Establishment of Responsive Organizations: By enhancing organizational leadership and workforce capacity, strengthening ideological guidance, and streamlining complaint channels, the system establishes a responsive organization that is capable of proactively, swiftly, sensitively, and effectively addressing public demands. 4. Strengthening Closed-Loop Management: The system has focused on the four pillars of "one case, two analyses," comprehensive quality management, high-frequency demands, and a "double-force drive" (internal and external collaboration) to solve common issues in medical services and hospital management. 5. Promotion of Organizational Learning: By strengthening internal learning and training, promoting inter-agency knowledge exchange, and fostering collective learning across the entire system, the system addresses shortcomings and weaknesses to establish a sustainable mechanism. 6. Organizational Evolution: The system encourages innovation in organizational structure, institutional reforms, and process reengineering, ensuring that the requirements for handling complaints become an inherent part of organizational culture, driving organizational iterative development through citizen needs.

The meeting stressed the need to solidify these six experiences and actively explore new approaches to complaint handling that suit the unique needs of the health and medical sectors. It also highlighted the importance of addressing imbalances in complaint handling development and improving the system’s resilience. Furthermore, the meeting emphasized the role of complaint handling in understanding public sentiment, gathering public opinion, and resolving conflicts. It aims to tackle urgent issues faced by the public, prevent mass incidents and extreme individual incidents, and contribute to the modernization of health governance in the capital.