RESUMO
Objective:To study the problems found in the implementation of key clinical specialty programs and come up with feasibility suggestions.Methods:November 2020 to January 2021, by means of quota sampling and snowball sampling, 22 depth interviews were made with principal-investigators, project team elites, leaders of functional departments, and experts of independent examination teams. The interview data were subject to theme analysis.Results:Six(27%) of the interviewees confused the concepts of " key specialty" and " key discipline" ; 9(41%) of them held that at specific stage of the program development, the connotation and implementation emphasis of specialty development and those of key disciplines were overlapped to some extent. Twenty(88%)of them held that functional management process and responsibility should be further refined, 19(86%) said that lack of professional financial knowledge hindered their program implementation, 16(73%) reported difficulties in information statistics, management and sharing, 19(86%)presented disputes in understanding the program examination criteria.Conclusions:In the implementation of key clinical specialty program, management at various levels should work in alignment with program teams, provide accurate definition and guidance to key steps and working mechanisms, refine the management process, provide accurate financial management, and build information platforms for big data collection and sharing.