Abercrombie Fitch Nederland. The property rights system reform as a driving force to promote the hospital's healthy and rapid development. 2.2.1 The future of the hospital management system can be considered in two types: First, non-profit hospitals. Large state-owned hospitals that shoulder the broad masses' basic medical tasks, as well as maternity and childcare, infectious disease hospitals, psychiatric hospitals, emergency centers, community service centers (stations) should operate according to the non-profit hospital model. The government should focus on investment, policy, and tax concessions for these institutions; Second, for-profit hospitals. Existing hospitals with some duplication and smaller scale could undergo ownership restructuring, restructure state-owned assets, take a big step back from the exit, absorb social or foreign capital, and transform into for-profit hospitals. Currently, the proportion of for-profit hospitals among the country’s 170,000 hospitals is less than 1%. After the property rights reform, the proportion of such hospitals should significantly increase. 2.2.2 Hospital property rights reform can be implemented in the following three forms: (1) Overall transfer. For hospitals of smaller scale, repeated layout, not in compliance with regional health planning, after assessment of state-owned assets, they can completely exit and transfer all assets to complete the transformation of property rights, becoming for-profit private hospitals. In the overall transfer of the hospital, the government cannot (2) Restructure property rights. After the assessment of state-owned assets, social funds are introduced for restructuring, making the hospital bigger and stronger. After the reorganization, the hospital property becomes mixed-ownership, operating independently, with no administrative relationship with the government. Management will be exercised by the Board in the hospital. This approach essentially allows risk capital owners to exercise the right to manage the hospital. As long as the hospital operator manages it, the state as a creditor should not interfere too much with specific management, truly separating ownership, ensuring government-medical separation, and preserving and increasing the proliferation of state-owned assets. (3) Entrusted operation. State-owned non-profit hospitals and health administration departments at all levels, as the owner of the hospital property, can also separate ownership and management rights or entrust professional organizations to manage while exercising supervision by the government as an investor. Health administrative departments use laws, regulations, policies, and necessary administrative means to implement macro-management, while retaining the right to choose and control operators. It should be noted that during the hospital property rights reform, the interests of existing hospital staff will inevitably be involved. This is a sensitive and very important issue in property rights reform, requiring proper placement and care for the vital interests of these officers. After the reform, China's hospitals will exhibit property rights diversity, market diversification, coexistence of public hospitals, private hospitals, joint-stock hospitals, joint hospitals, and foreign hospitals, creating a cooperative and competitive healthcare market. This will maximally meet the masses' basic medical needs and satisfy the health needs of personnel at different levels, solving the current expensive problem. Based on their own preparedness 3.1 Actively study the dynamics of property rights reform seriously. At present, the reform of hospital property rights can be summarized in two words: the general spirit is very clear, but specific policies are uncertain. The Third Plenum decision's two major theoretical innovations first proposed that mixed ownership is the main form of the public ownership economy. It proposed the establishment of a modern property rights system. This is a summary of the experience of the reform and opening-up practice, adapting to deepen the reform of state-owned enterprises, truly clarifying property rights requirements, and providing theoretical guidance for promoting corporate restructuring and industrial structure reorganization. It should be said that this spirit also applies to the healthcare system. Without specific policies in the government health sector, we should pay special attention and research the dynamic of property rights reform around medical units, which good practices exist regarding asset valuation, restructuring, and personnel placement, what specific experiences. 3.2 Deans need to enhance their own qualities, especially augmenting management, economic management, and theoretical knowledge. Hospitals should absorb a number of economic management professionals into hospital management and strengthen and improve the hospital's management capacity. 3-3 Do a good job of self-construction, improving the ability to respond regardless of the manner in which to participate in the reform of property rights. The most important thing is to enhance the strength of the hospital itself. After construction and development, with strong, greater strength, place themselves in a favorable position, improving the voice in the restructuring of property rights. Hospitals, within a relatively short period, become bigger and stronger. Introducing social capital is a good shortcut to make money for you, me to develop. [Received Date 2003-12-o61 (Editor Zhang treasure-house)] in heavy blue foot. 2o turned sneeze californium ● bud； II scoop ~ Jinchu, stupid stack.