Officials Detail Revised “Five Measures” for Public Institution Leaders – Political Standards First, Sector‑Tailored Professional Requirements and Stronger Appraisal, Exchange and Oversight Rules

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Beijing, China – 13 Sep 2026 – Following the issuance of the revised “Five Measures” governing leaders of public institutions in the propaganda, ideological and cultural system, higher education, primary and secondary schools, scientific research institutions and public hospitals, officials of the Central Organization Department and the four co‑issuing departments – the Central Publicity Department, Ministry of Education, Ministry of Science and Technology and National Health Commission – answered reporters’ questions, detailing the revision’s background, guiding principles and sector‑specific provisions, including 5‑year experience thresholds for school and hospital leaders, mandatory full‑coverage training every five years, academic “inbreeding” recusal rules and rewards for technology‑achievement transformation.

Policy Milestone

ItemDetail
Issuing BodiesCentral Organization Department, jointly with the Central Publicity Department, Ministry of Education, Ministry of Science and Technology, and NHC
DocumentsRevised Five Measures – management rules for leaders of public institutions in the propaganda/ideological/cultural system, higher education, primary & secondary schools, research institutions, and public hospitals
Announcement13 Sep 2026 (Xinhua), accompanied by a press Q&A with officials of the five departments
Institutional FrameworkThe “1+5” system: 2015 provisional regulations → 2017 original Five Measures → 2022 revised Management Regulations → 2026 Five Measures revised for alignment
Revision DriversAlignment with the 2022 Management Regulations; new central requirements for sector reform; deepening public‑institution reform; resolving problems identified in practice and through inspection and disciplinary patrols
Drafting PrinciplesProblem‑oriented; sector‑specific (public‑interest, service, professional and technical characteristics); coordinated with recent cadre and sector policies; streamlined text

Political & Leadership Requirements

  • Party Leadership Codified: The general provisions explicitly require upholding and strengthening the Party’s overall leadership and Party management of cadres and talent; selection and appointment must give full play to the leading and gatekeeping role of Party organizations.
  • Gatekeeper Qualities: Party organization secretaries must be “politically strong, versed in Party building and professional work” with the ability to command the overall situation; execution of democratic centralism is emphasized in qualification conditions.
  • Political Standards First: Deeply comprehending the decisive significance of the “Two Establishes,” enhancing the “Four Consciousnesses,” fortifying the “Four Confidences” and upholding the “Two Safeguards” are established as the primary appointment requirement; political‑quality assessment is to be “deepened and solidified,” with sector‑differentiated examination priorities and strengthened political supervision.
  • Decision‑Making Mechanisms: Sector Measures require upholding and improving the administrative‑leader responsibility system under Party committee leadership, sound deliberation and decision‑making mechanisms, and explicit lists of decision items.

Sector‑Specific Professional Competence Thresholds

  • Propaganda/Ideological/Cultural System: Leaders must possess the theoretical level, professional knowledge and competence for their posts, and consciously strengthen “foot strength, eye strength, brain strength and pen strength.”
  • Universities: Leaders with teaching or research backgrounds should generally make up about half of leadership team members.
  • Primary & Secondary Schools: Party secretaries should generally have 5+ years of Party affairs or education management experience in the education system; principals should generally have 5+ years of education and teaching experience.
  • Research Institutions: Administrative heads and deputies in charge of operations should generally have experience in research management or research work in the relevant field.
  • Public Hospitals: Leaders should have 5+ years of medical and health work experience, or management experience in other relevant fields.

Appraisal, Exchange & Recusal System

  • Differentiated Appraisal: Performance evaluation stresses differentiation and targeting to make appraisal a genuine “command baton.” Sector emphases include ideological position management (propaganda system), teacher ethics and conduct (universities and schools), sci‑tech innovation capability, quality, effectiveness and contribution (research institutions), and linkage with public hospital performance monitoring to prevent profit‑seeking tendencies (hospitals).
  • Service‑Recipient Input: Appraisal methods emphasize soliciting opinions and evaluations from service recipients and optimizing procedures; specific ratios for annual “excellent” ratings of leadership teams and individuals are set to guide practice.
  • Leader Exchange (Rotation): Rotation requirements are tailored to optimizing higher‑education layout and regional resource allocation, balanced quality compulsory education and urban‑rural integration, and the expansion and downward extension of quality medical resources; rotation of highly professional leaders must leverage their expertise to prevent resource mismatch and talent waste.
  • Academic Recusal Rules: Addressing “academic inbreeding” in universities, research institutions and hospitals, leaders must recuse themselves from matters involving graduate students they directly supervise, their own academic teams and members, or other conflicts of interest that could affect impartial performance of duties; small or special‑circumstance schools in rural and remote border areas may apply tenure‑recusal rules flexibly according to actual conditions.

Incentives & Strict Management

  • Training: Sector‑specific training priorities are defined, with full‑coverage training of leaders in principle every five years; Party theory and spirit education anchor the curriculum.
  • Young Cadres & Composite Talent: Regular, standing mechanisms for cultivating and selecting excellent young cadres are required; schools and hospitals must build reserves of composite leaders strong in both Party building and professional work.
  • Income & Transformation Rewards: Normal wage growth and deeper income‑distribution reform are emphasized; university and research institution leaders may receive rewards for the transformation of scientific and technological achievements per regulations.
  • Autonomy & Care: Unit‑level political/administrative authority lists are to be refined to safeguard institutional autonomy, with strengthened positive incentives, humanistic care and attention to physical and mental health.
  • Strict Oversight: Strict observance of political discipline and rules is a basic appointment condition; selection enforces “five checkpoints” – political, moral, capability, work‑style and integrity; tenure systems, term‑objective responsibility systems and leadership‑transition handover requirements are refined; appraisal results serve as a key basis for team building, appointment, training, supervision, incentives and accountability; sector‑differentiated grounds for adjusting leaders unsuited to current posts (“able to go up and down”) are detailed.

Market Impact & Outlook

  • Public Hospital Governance: The 5‑year medical/health experience threshold, appraisal linkage to performance monitoring and explicit anti‑profit‑seeking language tighten the governance frame for public hospital leadership – relevant to hospital procurement behavior, KPI design and management stability.
  • Research Institution Leadership: Professional‑background requirements plus transformation rewards aim to professionalize research management while incentivizing commercialization of publicly funded science.
  • Education Sector Rotation: Targeted exchange rules for universities and schools support national goals of regional education balance and urban‑rural integration, with personnel implications for school leadership pipelines.
  • Effective Dates: Implementation timelines and transitional arrangements were not disclosed in the Q&A.

Forward‑Looking Statements
This brief contains forward‑looking statements regarding the implementation of the revised Five Measures for public institution leadership management, including appointment practices, appraisal systems, exchange and recusal enforcement, and incentive mechanisms. Actual outcomes may differ due to risks including sector‑level implementation guidance, institutional practices, and subsequent policy adjustments by the relevant authorities.-China Health Reform Pulse

Policy Source: https://www.nhc.gov.cn/wjw/mtbd/202609/a61748aa9de34dbca3cf60544cccd373.shtml

Central Organization Department Issues Revised “Five Measures” to Strengthen Management of Public Institution Leaders – Covering Universities, Schools, Research Institutes, Public Hospitals and the Propaganda, Ideological and Cultural System

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Beijing, China – 13 Sep 2026 – The Organization Department of the CPC Central Committee (Central Organization Department), jointly with the Central Publicity Department, the Ministry of Education, the Ministry of Science and Technology and the National Health Commission (NHC), has revised and issued the “Five Measures” – sector‑specific management rules for leaders of public institutions across the propaganda, ideological and cultural system, higher education institutions, primary and secondary schools, scientific research institutions and public hospitals – completing the alignment of the “1+5” institutional framework with the 2022 revised Regulations on the Management of Leaders of Public Institutions.

Policy Milestone

ItemDetail
Issuing BodiesCentral Organization Department, jointly with the Central Publicity Department, Ministry of Education, Ministry of Science and Technology, and NHC
DocumentsThe revised “Five Measures”: Management Measures for Leaders of Public Institutions in the Propaganda, Ideological and Cultural System; of Higher Education Institutions; of Primary and Secondary Schools; of Scientific Research Institutions; of Public Hospitals
Announcement Date13 Sep 2026 (Xinhua)
Institutional FrameworkCompletes alignment with the 2022 revised Regulations on the Management of Leaders of Public Institutions (the “1” in the “1+5” system)
Historical Lineage2015: Central Committee General Office issued provisional regulations; 2017: original Five Measures issued by sector; 2022: regulations revised; 2026: Five Measures revised to match
ObjectiveProvide stronger institutional guarantees for building a high‑quality, professionalized leadership workforce in public institutions

Key Provisions of the Revised Five Measures

  • Strengthened Party Leadership: The revision enforces the requirement of upholding and strengthening the Party’s overall leadership, emphasizing Party management of cadres and talent, the leading and gatekeeping role of Party organizations, and improved Party leadership systems and mechanisms.
  • Political Requirements First: Political standards are placed at the forefront of leadership appointments – deeply comprehending the decisive significance of the “Two Establishes,” enhancing the “Four Consciousnesses,” fortifying the “Four Confidences” and upholding the “Two Safeguards” are defined as the primary requirements for taking office, with deeper political‑quality assessment and strengthened political supervision.
  • Professional Competence Mandate: The Measures set explicit requirements for relevant professional backgrounds or professional work experience, tailored to the realities of each sector and the demands of each post – a professionalization signal for hospital, university and research institute leadership.
  • Correct Performance View: Term objectives stress laying foundations, benefiting the long term and seeking real results; performance appraisal content is refined, with targeted requirements to prevent and correct deviations in the view of political achievements.
  • Positive Incentives: To energize public institutions, the Measures emphasize strengthened positive incentives and humanistic care for leaders.
  • Strict Oversight & Mobility: Supervision priorities are clarified for key sectors and links, and sector‑specific scenarios are detailed for promotion and demotion (“able to go up and down”) of leaders.

Regulatory Context & Market Impact

  • Public Hospital Governance: With the NHC co‑issuing the hospital‑specific Measures, public hospital leadership selection, appraisal and supervision now operate under tightened, standardized rules – reinforcing Party committee leadership under the principal‑responsibility system for hospital administration.
  • Research & Innovation Institutions: For scientific research public institutions, professional‑background requirements and performance‑view corrections aim to de‑emphasize short‑term metrics in leadership evaluation, with implications for how research organizations are run and appraised.
  • Education Sector Coverage: Separate Measures for universities and for primary/secondary schools recognize the distinct governance patterns of each tier, extending cadre‑management discipline across the full education system.
  • Institutional Consistency: The revision resolves inconsistencies between the 2017 sector Measures and the 2022 revised umbrella Regulations, closing a four‑year alignment gap in the “1+5” system.
  • Implementation Details: Effective dates, transitional arrangements and sector‑level implementation guidance were not disclosed in the announcement.

Forward‑Looking Statements
This brief contains forward‑looking statements regarding the implementation of the revised Five Measures for public institution leadership management. Actual outcomes may differ due to risks including sector‑level implementation guidance, cadre appointment and appraisal practices, and subsequent institutional or policy adjustments by the relevant authorities.-China Health Reform Pulse

Policy Source: https://www.nhc.gov.cn/wjw/mtbd/202609/e032f8195ced48b786477e3ae44ed849.shtml

Shanghai Publishes Medical Insurance Catalogue of Medical Consumables – Zero‑Margin Sales, Mandatory Sunshine Procurement and Class A/B Reimbursement From 6 November 2026

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Shanghai, China – 02 Sep 2026 – The Shanghai Healthcare Security Administration and the Shanghai Municipal Health Commission have jointly issued the “Catalogue of Medical Consumables for Shanghai Medical Institutions’ Medical Insurance (2026 Edition)”, mandating that all catalogued consumables be procured through full‑volume online sunshine procurement and sold at zero margin, with reimbursement governed by a Class A / Class B classification – Class B items carrying a 20% upfront cash co‑payment by insured patients. The notice takes effect on 6 November 2026 and simultaneously abolishes Shanghai’s 2019 catalogue of separately chargeable single‑use medical devices.

Policy Milestone

ItemDetail
Issuing AgenciesShanghai Healthcare Security Administration; Shanghai Municipal Health Commission
DocumentCatalogue of Medical Consumables for Shanghai Medical Institutions’ Medical Insurance (2026 Edition) – issued 2 Sep 2026
Policy BasisNHSA and seven other departments’ Pilot Program for Deepening Medical Service Price Reform (Yi Bao Fa [2021] No. 41)
Catalogue StructureFormulated in units of the national medical insurance medical consumables classification; subject to dynamic adjustment
Procurement RuleCatalogued consumables: full‑volume online sunshine procurement + zero‑margin sales; compliance with municipal listing/price‑negotiation and insurance payment rules
Reimbursement ClassesClass A: paid per basic medical insurance rules. Class B: patient pays 20% cash upfront, remainder paid per basic medical insurance rules
Effective Date6 November 2026; prior inconsistent provisions superseded
Repealed DocumentNotice on Publishing the Catalogue of Single‑Use Medical Devices Eligible for Separate Charging (Hu Yi Bao Jia Cai [2019] No. 84)

Catalogue Framework & Billing Rules

  • Classification‑Based Design: The Shanghai catalogue is built unit‑by‑unit on the national medical insurance consumables classification system, ensuring alignment with national coding, and will be dynamically adjusted as the market and clinical practice evolve.
  • “Basic Consumables” Prohibition: When delivering care, medical institutions must provide consumables already included in the “basic consumables” component of medical service price items – they may not require patients to self‑procure such items or charge for them separately.
  • Sunshine Procurement & Zero Margin: All catalogued consumables must be purchased entirely online through transparent procurement channels and sold to patients at zero markup, following Shanghai’s rules on listing, price negotiation and insurance payment.
  • Class A/B Payment Mechanics: Class A consumables are reimbursed directly under Shanghai’s basic medical insurance regulations; Class B consumables require the insured patient to first bear 20% in cash, classified as a self‑pay share, with the remaining cost then reimbursed per standard rules.

Exemptions & Special Populations

  • Excluded Groups: The proportional Class B co‑payment rules apply to Shanghai basic medical insurance participants, except veteran Red Army soldiers, retired cadres and disabled veterans graded 1–6, who are exempt.
  • Mutual‑Aid Plan: Participants in the Shanghai Community Medical Mutual‑Aid Assistance Program follow the same rules by reference.
  • VBP Products: Payment methods for medical consumables covered by national, alliance‑level and Shanghai‑organized volume‑based procurement are governed by their respective existing regulations.

Market Impact & Outlook

  • End of Separate‑Charging Era for Listed Devices: Abolishing the 2019 separately chargeable single‑use device catalogue and replacing it with a unified insurance catalogue removes a legacy add‑on billing channel, tightening hospital revenue from consumables and shifting the margin burden entirely off patients for basic consumables.
  • Zero‑Margin Discipline: Mandatory zero‑margin sales plus full‑volume online sunshine procurement eliminate hospital mark‑up incentives on catalogued consumables, reinforcing the national “zero‑markup” consumables policy and pushing supplier competition onto listed prices.
  • Class B Co‑Pay Certainty: A uniform 20% upfront self‑pay ratio for Class B consumables gives manufacturers and hospitals a predictable reimbursement structure – but keeps cost‑sensitivity high for premium‑priced Class B products.
  • National Coding Convergence: Building the catalogue on the national classification deepens Shanghai’s alignment with NHSA‑led consumables governance, easing cross‑province comparability and future national catalogue integration.
  • Implementation Window: Hospitals and suppliers have roughly two months (to 6 November 2026) to remap billing systems, procurement workflows and product listings to the new catalogue.

Forward‑Looking Statements
This brief contains forward‑looking statements regarding the implementation of the Shanghai medical insurance medical consumables catalogue, including procurement compliance, reimbursement operations and dynamic catalogue adjustments. Actual outcomes may differ due to risks including implementation execution by medical institutions, supplier listing and pricing adjustments, and subsequent policy updates by national or municipal authorities.-China Health Reform Pulse

Policy Source: https://ybj.sh.gov.cn/qtwj/20260911/ea41e7ead0ff4f60b191f07967d71a5f.html