深圳市社区健康服务中心基本情况调查分析

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[目的]调查深圳市社区健康服务中心(简称“社康中心”)发展现状及存在问题。[方法]采取整群分层随机抽样方法,从深圳市609家社康中心中按照10%比例抽取60家进行调查,并将其情况与深圳市总体情况进行比较。[结果]调查60家社康中心服务人口105.7万,服务社区类型以城市住宅型社区(26家,43.3%)和城乡结合部社区(27家,45.0%)为主;绝大多数由政府所属医疗机构举办(56家,93.3%),差额拨款(51家,85.0%)。当前社康中心共有工作人员977名,岗位设置以全科医疗(24.9%)和护理岗位(31.4%)为主,专业以临床(45.3%)和护理(33.8%)为主,学历以本科(47.0%)和大专(39.4%)为主,临聘人员所占比例较高(67.3%)。绝大多数基本公共卫生服务是由全科医生或护士兼职开展。大部分收入(68.9%)仍是来自业务收入,而财政拨款中基本公共卫生服务经费约占半数。房屋租赁费用占运营管理成本的半数以上(57.6%)。[结论]当前深圳市社康中心已取得长足发展,但仍面临财政补助力度有待提高,国家政策有待落实,人员配置急需改善等问题。 [Objective] To investigate the status quo and existing problems of Shenzhen Community Health Service Center (referred to as “community health center”). [Methods] A stratified stratified random sampling method was used to investigate 60 cases from 609 community health centers in Shenzhen according to 10% scale, and compared the situation with the overall situation in Shenzhen. [Results] The population of 60 community health centers was 1,057,000. The service community types were mainly urban residential communities (26, 43.3%) and urban-rural communities (27, 45.0%). Most of them were government-owned Medical institutions held (56, 93.3%), the balance of appropriations (51, 85.0%). The current community health center has a total of 977 staff members. The main positions are general medical services (24.9%) and nursing posts (31.4%). The major is clinical (45.3%) and nursing (33.8%), 47.0%) and college (39.4%), with a high proportion of hiring staff (67.3%). The vast majority of basic public health services are part-time by GPs or nurses. Most of the income (68.9%) still comes from business income, while the financial allocation of basic public health services accounts for about half. Rental costs accounted for more than half of operating costs (57.6%). [Conclusion] At present, the community health center in Shenzhen has made great progress, but it still faces the problems such as the financial subsidy needs to be improved, the national policy to be implemented and the staffing configuration in urgent need of improvement.
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