Secondary hospital performance appraisal program
In order to ensure that the work or things can be carried out in an orderly manner, from time to time, it is necessary to carry out the program in advance to prepare for the program, the program is a written plan, with the contents of a clear, clear steps. Write program need to pay attention to what format? Here is my collection of secondary hospital performance appraisal program, welcome to read and collect.
Secondary hospital performance appraisal program 1
To accelerate the comprehensive reform of county-level public hospitals, promote the healthy and sustainable development of county-level public hospitals, to solve the problem of people in the county to see a doctor, according to the "General Office of the State Council issued a notice on the pilot opinions on the comprehensive reform of the county-level public hospitals" (State Office of the State Council issued No. 20XX33), "the People's Government of Anhui Province on the comprehensive reform of county-level public hospitals Comprehensive reform of the views of the Anhui Provincial People's Government on the county-level public hospitals 》（Anhui government 20XX98）, and other documents, has formulated this work program.
First, the guiding ideology
guided by the scientific concept of development, with the establishment of the county economic and social development in line with the goal of medical and health care system, the implementation of the "basic, strong grass-roots, and build a mechanism for" the idea of health care reform to adhere to the public interest of public hospitals, the nature of the direction, and fully mobilize the medical and health care services, the public hospitals to provide a comprehensive reform of the county level. The nature of public hospitals as the direction, fully mobilize the enthusiasm of medical staff, and maximize to meet the basic medical needs of the people as the core. The company has been working closely with the government to reform the compensation mechanism and operation mechanism of public hospitals, improve the medical service system, improve the regulatory mechanism, and strive to improve the technical level and service capacity of county-level medical institutions, and strive to solve the problem of the general public "difficult to see the doctor, expensive to see the doctor".
Two, the work of the goal
to build a clear goal, reasonable layout, appropriate scale, structural optimization, perfect function, rich in efficiency of the county medical service system as the goal, the establishment of local characteristics of the public hospital management system and operating mechanism, scientific and standardized public hospital compensation mechanism and regulatory mechanism. Through the comprehensive reform of county-level public hospitals, the operational efficiency, internal management level and service capacity of the hospitals will be significantly improved, providing safe, effective, convenient and inexpensive medical and health services for the general public. Strive to 20XX within the county clinic rate increased to about 90%, the basic realization of the major diseases do not go out of the county.
Three major tasks
(a) the implementation of the management of the separation, the establishment of a new public hospital management system
1. The county government set up a county hospital management committee (referred to as the "medical management committee"), the main government director, members of the organization, preparation, development and reform of the hospital. By the organization, preparation, development and reform, health, finance, human resources, price, drug supervision and other departments and county hospitals and the main person in charge, as well as part of the National People's Congress deputies, CPPCC members and so on. Medical management committee set up under the county hospital management office (referred to as "medical management office"), the office is located in the county health bureau, the main person in charge of the Health Bureau is also the director of the office, health, finance and the deputy director of the office in charge of the comrade in charge. Specific work undertaken by the Office of medical management, the Government to carry out the duties of public hospitals organized by the funder, responsible for public hospitals, asset management, financial supervision and performance appraisal. Hospital Management Committee departments in accordance with their responsibilities, the development and implementation of public hospital development and construction, staffing, government investment, medicine prices, income distribution and other policies and measures, the establishment of a unified, efficient, consistent with the powers and responsibilities of the government-run health care system, in order to fulfill the functions of the public **** services to provide the conditions for protection.
2. The health administrative department of the size and layout of medical institutions, functional types of unified planning, the institution of personnel, technology and equipment to implement a unified access to medical services, quality and safety of unified supervision. The person in charge of the administrative department of health shall not concurrently hold leadership positions in public hospitals.
(B) the implementation of the separation of government affairs, the establishment of a sound mechanism of corporate governance of county hospitals
3. Standardize the generation, appointment and management of public hospital directors. Develop a management system for the qualifications and tenure assessment of county-level public hospital directors, and promote the professionalization and specialization of directors. Implement the management autonomy of the dean. Vice president, functional departments, internal institutions by the dean of the approved post limit nominated, reported to the Medical Council for review and approval in accordance with the authority of cadre management. Major hospital decisions, appointment and removal of important cadres, major projects and investments, the use of large sums of money and other matters are discussed collectively by the leadership team of the hospital, and the dean assumes the responsibility of management, accepts the supervision of the Medical Council and the Staff Council, and reports and performs the approval procedures in accordance with the management authority and regulations. The implementation of public hospitals independent legal person status, strengthen the specific management functions and responsibilities.
4. The establishment of public hospitals in the public interest as the core of the county performance appraisal management system and hospital director incentives and constraints mechanism. The medical management committee and the county hospital director signed a performance management contract, the medical quality and service efficiency, medical cost control, social satisfaction and asset operation effect as the main quantitative assessment index. The county-level financial departments assess the effectiveness of asset operation of county-level hospitals. The medical management office is responsible for organizing the assessment of the quality and efficiency of medical services, medical cost control and social satisfaction of county hospitals. The results of the assessment are linked to the hospital's financial subsidies, the director's income, rewards and punishments, and the overall salary level of the hospital.
5. Improve the hospital financial accounting management system. Strict budget management and revenue and expenditure management, strengthen cost accounting and control. Actively promote the reform of the hospital financial system and accounting system, strict financial centralized and unified management, strengthen asset management, establish and improve the internal control system, the implementation of internal and external audit system. Explore the implementation of the chief accountant system.
(C) deepen the reform of personnel and distribution system, the implementation of performance management mechanism
strive to cover all county hospitals by 20XX. The medical insurance fund has effectively raised the level of basic medical protection through the purchase of services, commercial major disease insurance or the establishment of supplementary insurance. The actual reimbursement ratio has been gradually increased, aiming to reach about 70% by 20XX.
13. Establishing the incentive and disciplinary restraint mechanism of medical insurance for medical institutions. Adopting the "basic medication catalog" drug use rate and self-financed drug control rate, the proportion of drugs, consumables accounted for the ratio, the average cost, hospitalization rate, the average hospitalization days and other indicators to assess, strengthen real-time monitoring, assessment results and health insurance fund payment linked.
(VI) Strengthening service capacity building, and improving the level of basic medical services in the county
14. Rational allocation of medical resources. In view of the main health problems of the people in the county, according to the number and distribution of population, geography and transportation and other factors, the formulation of county health planning and medical institutions set up planning, and reasonably determine the number of hospitals in the county, the layout, functions, scale and standards. Focus on running two county-level hospitals (including Chinese medicine hospitals). County hospitals as the center to improve the county emergency service system, the establishment of county pre-hospital emergency system.
Focus on strengthening the intensive care, hemodialysis, neonatal, pathology, infectious, emergency, occupational disease prevention and treatment, mental health and traditional Chinese medicine specialties, as well as in the last three years, out-of-county referral rate ranked in the top 4 types of disease (tumor, cardiovascular disease, cerebrovascular disease and thyroid occupation) where the construction of the clinical specialty departments, and improve the level of technical services.
15. Strengthen the construction of talent team. Further increase the policy preferential efforts, through policy support, title promotion and other effective measures to encourage and guide subject leaders, senior and intermediate technical personnel, graduates of higher medical schools to county hospitals, optimize the grass-roots medical personnel team. Set up ad hoc positions in county-level hospitals to introduce urgently needed high-level talents. Improve the system of continuing education, and implement the system of further training and study for doctors from county-level hospitals to large urban hospitals. Strengthen the training of business backbones in county-level hospitals, improve the training system focusing on the standardized training of resident doctors, and formulate talent training plans. Each year, a certain number of backbone forces are selected to go to the city's three-level hospitals for further study, and constantly improve the professional quality and clinical diagnosis and treatment ability of medical personnel. We strive to establish a system of rotating physicians and management personnel from urban tertiary hospitals to county-level hospitals. Strengthen the construction of nursing team, improve the access system for nurses, by 20XX county hospitals medical ratio strive to reach 1:2.
Strengthen the county hospitals to primary health care institutions of technical assistance and guidance and personnel training, and gradually establish the county, townships and villages (community) three-tier health care institutions integrated management of the new mechanism to accelerate the formation of grass-roots primary medical care, graded medical care, two-way referral of the health care service model.
16. Strengthen the construction of information technology. In accordance with the principle of unified standards and interconnectivity, accelerate the establishment of county-level public hospital information management systems focusing on hospital management and electronic medical records, make full use of existing resources to gradually establish interconnectivity mechanisms between hospitals, between higher-level hospitals and primary healthcare service organizations, between hospitals and public ****health institutions, and between health insurance agencies, and to build a convenient and efficient hospital information platform. The use of information technology means to strengthen the county hospital medical quality control, rational use of drugs, medical cost control and other aspects of supervision, to promote county hospitals to strengthen management, improve services, improve standards.
Four Steps
1. Preparation stage: carefully study the policy documents, clear reform of the medical and health system Overall idea, full investigation and mapping, accurate measurement, drawing on the successful experience of other pilot cities and counties, to explore the medical and health system in line with the county's reform of the ideas and models, to carry out the reform of the pilot publicity and mobilization work.
1.
2. Pilot start-up phase: the establishment of the county public hospital reform leading group, organization, editorial office, development and reform, finance, human resources, drug supervision, price, health, etc. as a member of the unit, the leading group set up an office in the county health bureau. According to the relevant provisions of the establishment of medical management committee and medical management office. Medical reform leading group fully research, multi-party demonstration, extensive consultation, the development of the implementation of the program, held a pilot start-up meeting, the full deployment of arrangements for the reform of the pilot work.
3. Organizational and implementation phase: Since November 1, 20XX, the implementation of zero-difference rates for drugs, comprehensive public hospital reform.
4. Adjustment and summary stage: Regularly convene seminars on the reform of county-level public hospitals to discuss and analyze the problems of the reform, adjust the relevant policies, and formulate the relevant assessment program to conduct a comprehensive assessment of the reform, summarize the successful experience, analyze the existing problems, and further improve the reform policy.
Five safeguards
(a) Strengthen organizational leadership. County-level public hospitals comprehensive reform of the pilot task, difficult, to fully understand its complexity and enormity, adhere to the first easy to difficult, focus on the principle of steady progress, do a good job of all the work. The county-level public hospital comprehensive reform pilot leading group to guide the county's public hospital reform. The county-level public hospital comprehensive reform pilot leading group office is responsible for the coordination and handling of specific affairs. County Health Bureau to determine the direction of health care reform and principles based on the refinement of measures, highlighting the key points, in the system mechanism of innovation in a positive and steady, bold attempts, and strive to make a breakthrough, to achieve tangible results.
(B) to strengthen departmental cooperation. Departments should, according to their respective functions, their responsibilities, strengthen communication, close collaboration, and timely development and introduction of comprehensive reform of county-level public hospitals supporting documents, refinement of relevant policies and measures. Regularly monitor and evaluate the progress and effect of the pilot reform, establish corresponding assessment mechanisms, regular assessment, timely notification, summarize and promote experience. Study and solve the difficulties and problems encountered in the work, and form a synergy to ensure that the comprehensive reform of county-level public hospitals advances y. The responsibilities of the relevant departments are as follows:
County Preparation Department: responsible for doing a good job of county-level public hospitals involved in the reform of the relevant institutional work.
County development and reform departments: responsible for the standardization of county hospitals standardized standards and planning for the validation, responsible for the capital construction and large-scale equipment input plan validation.
County financial sector: increase government health investment, according to the government health investment requirements, is responsible for the development of the county clinical specialties, in line with the national provisions of the other costs and policy loss subsidies, etc.; to improve the county hospital financial accounting system, standardize the budget management and revenue and expenditure management, strengthen the management of assets and funds, the establishment of a sound system of internal control; improve the financial analysis and reporting system to strengthen the county hospital financial Audit and supervision. County human resources and social security departments: according to the overall deployment of the county government's medical reform work, responsible for guiding the reform of the personnel system, income distribution system and medical insurance system, working with relevant departments to formulate relevant supporting policies and reviewing the reform implementation program. Steadily advancing the pace of reform of the health insurance payment method of county hospitals, and promoting the smooth progress of the comprehensive reform of county hospitals.
County price department: responsible for organizing the implementation of the national, provincial and municipal deepening of drugs and medical services price policy, and coordinating the reform of the pharmaceutical price formation mechanism; the development of the county drugs and medical services price management policy; responsible for the county's health care insurance drugs, basic drug prices and non-profit medical institutions, medical service prices of the validation and supervision.
County Food and Drug Administration: responsible for drug quality and safety supervision.
County health department: responsible for coordinating the county hospital comprehensive reform pilot, closely tracking the pilot reform to promote the situation. Responsible for the development of county health planning and county medical institutions set up planning, strengthening industry supervision, clinical specialty construction, hospital information construction, medical quality management; the establishment of county hospitals and primary health care institutions of the division of labor and collaboration mechanism, to explore the integration of county and rural management; to explore the establishment of county hospitals equipped with the use of basic drugs system; the introduction of the strengthening of the supervision of the cost of medicine to control the management of the approach; supervision and implementation of the backbone of the talent to the The company has been working on a number of projects, such as the development of a new hospital, the development of a new hospital, the development of a new hospital, the development of a new hospital, and a new hospital.
(C) Strengthen financial security. The county government will increase health investment, the implementation of the county hospital investment policy; strengthen the management of the use of financial funds, improve the efficiency of the use of funds; strengthen the investigation and research, develop and improve the relevant supporting policies.
(D) active publicity and guidance. Increase the publicity of the public hospital reform policy, county hospitals to take various forms of publicity public hospitals to reform the significance of the objectives and tasks. Education and guidance of the majority of medical staff to embrace the reform, actively participate in the reform, play the role of the main force of the reform. County television station to open county-level public hospital reform column, widely publicize the county-level public hospital reform pilot policies and measures and the results achieved, and strengthen the policy interpretation, so that the whole society understands, supports and cooperates with the reform, and creates a good environment for the pilot reform of the county's public hospitals.
Secondary hospital performance appraisal program 2
First, the assessment objectives:
In order to motivate the majority of health care workers work enthusiasm, follow the patient-centered, hospital interests for the purpose of the goal, reflecting the distribution of fairness, the principle of more work more pay, and to promote the development of a harmonious relationship between doctors and patients.
Second, the appraisal organization and division of responsibilities:
(a) Appraisal Group:
Leader:
Deputy Leader:
Office:
Members: Hospital Office, Medical Education Department, Nursing Department, Operations Department, Human Resources Department, Finance Department, Health Insurance Office, Customer Service Department, Logistics Department and the directors of clinical medical and technical departments, head nurses.
(2) Responsibilities:
Administrative implementation: led by the President, together with the Vice President, Assistant President, Office of the Department of supervision and assessment, organized by the Office;
Medical quality: mainly by the Dean of Operations in conjunction with the Department of Medical Education, Nursing Department, the Department of Operations supervision and assessment, organized by the Department of Medical Education;
Financial indicators: by the Dean of Operations in conjunction with the Department of Operations, Medical Education Department, Nursing Department, Finance Department, the Office of Health Insurance supervision and assessment, organized by the Finance Department;
Department management: mainly by the dean of business, Medical Education Department, Nursing Department, Human Resources Department, the Business Department supervision and assessment, organized by the Nursing Department;
Customer relations: mainly by the Business Department, Medical Education Department, Nursing Department, Human Resources Department, Customer Service Department supervision and assessment, organized by the Business Department.
Learning and training: mainly by the Department of Human Resources, Medical Education, the Department of Operations, the Department of Nursing and other departments and sections to monitor the assessment, organized by the Department of Medical Education.
Third, the assessment is based on:
Relevant regulations of the national government; the hospital's various management systems ("Shenzhen Hang Seng Hospital Rules and Regulations Compendium XX") and the spirit of the meeting; the departmental duties and workflow; the department's responsibility for the goals and objectives of the business mission indicators.
Fourth, the performance indicators assessment and rewards:
To the task of the hospital as the standard, according to the savings and losses to give rewards and penalties.
(a), clinical departments:
The number of work (i.e., inpatient physicians to complete the number of discharges per person per month or the total number of bed days, outpatient physicians to complete the number of daily consultations, the number of income from hospitals), outpatient and inpatient business income, etc. XX business income overall target of 29 million yuan, broken down into the annual and quarterly goals of the various clinical departments and the implementation of the assessment, rewards and penalties according to the:
According to the hospital to the task of the hospital to give reward and punishment according to savings and losses. p>
According to the hospital to the clinical departments to develop business objectives over the completion of the excess revenue to give economic incentives: quarterly target excess revenue by 3% reward to the department, the annual target excess revenue by 5% (excess proportion & lt; 5%), 6% (5% & lt; = excess proportion & lt; 10%), 7% (excess proportion & gt; = 10%) reward to the department.
1, to the outpatient volume and income hospital visits as the goal, the annual annual outpatient volume target of 23,200, the annual admission target of 880, to maintain the outpatient-hospitalization ratio of more than 3.8%. Exceeding the outpatient volume quarterly award at 4.5 yuan / person reward, the annual award at 7.5 yuan / person reward, exceeding the number of admissions quarterly award at 110 yuan / person, year-end award at 185 yuan / person reward. Door-to-door ratio if not up to standard quarterly by the difference of 110 yuan per person, annual by 185 yuan per person, deductions and penalties incentive amount to zero.
2, section reward allocation principles: a, single person section full reward to the individual, attendance is not satisfied with the proportion of attendance issued; b, large section: 30% of the director of the section, 10% of the head nurse, the other 60% by the section director and the head nurse according to the attendance and performance of the work to be allocated to the section staff, if the director of the section and the head nurse attendance is not satisfied with the incentive cycle, according to the actual attendance of some of the bonuses issued, and the rest of the transfer to the section staff distribution. The rest will be transferred to the department staff for distribution. Employee distribution is best done by individual coefficients, which are determined by the individual title and position of the distribution base.
3, the annual objectives of the departments: Obstetrics and Gynecology 8.78 million yuan, 4.75 million yuan of surgery, 2.9 million yuan of internal medicine, pediatrics 1.6 million yuan, 1.45 million yuan of rehabilitation, 1.5 million yuan of Pentacenter, 400,000 yuan of dermatology, 350,000 yuan of stomatology, 300,000 yuan of Hepatology, medical examination centers 200,000 yuan, 4 million yuan of urology and men's medicine, 23,200 outpatient visits in the Department of Emergencies, admitted to the hospital. 880 times.
4, the quarterly objectives of each department:
Description: a) outpatient revenue to the outpatient fee room to calculate the amount of money received;
b) inpatient revenue to the inpatient fee room settlement of inpatient fees for the month, the patient has been discharged but the 25th of the month is not accounted for in the income of the month;
c) settlement of bills to the amount of money that came to the account before the 25th of the month Calculated.
(2), medical technology, administrative logistics, functional departments of the performance pay allocation factor for the clinical departments per capita allocation of 0.8. Such departments of personnel performance pay = clinical departments per capita allocation of 0.8 * personal factor + quality assessment results.
Fifth, quality indicators assessment:
Quality assessment of the total allocation of 100 points. When the performance appraisal results of 100 points, performance pay = financial indicators * individual coefficients; when the performance appraisal results are greater than or less than 100 points, it will affect the performance of the salary allocation, then performance pay = financial indicators * individual coefficients + quality assessment results.
"Shenzhen Hang Seng Hospital Rules and Regulations Compilation XX" and the program's rewards and penalties are the same, that is, 1 point = 10 yuan (or corresponding to the performance of 100% of the proceeds, each deduction of 1 point that is, a penalty of 1%); and the "Shenzhen Hang Seng Hospital Rules and Regulations Compilation XX" only the terms of the award and fine in addition to the actual awards and fines, in the performance appraisal is no longer rewarded and punished points.
When the appraisal deductions more than the amount of points allocated to the item, deducted to the amount of points allocated to the item is complete, no longer involved in other items.
(A) administrative implementation: Allocation: 100 points
1, resolutely obey the instructions of superiors, obey the leadership arrangements, loyal to their duties. Allot 25 points, otherwise deduct 25 points;
2, abide by the hospital system, follow the management process. 25 points, or 25 points;
3, to comply with the administrative discipline, uploading and downloading on time, the order is forbidden. 25 points, or 25 points;
4, the successful completion of the task indicators and temporary tasks in a timely manner. Allocation of 25 points, otherwise deduct 25 points.
5, for the implementation of advanced departments and offices or individuals, in addition to give awards.
(B) medical quality: basic points: 100 points
According to the hospital's existing medical quality assessment program (subdivided into departments) implementation!
Serious problems in the quality of medical care will be based on the objective facts and circumstances, in addition to deducting points can be held responsible for other responsibilities.
(C), section management: Allocation: 100 points
(1) work plan: monthly and weekly plans, task decomposition, reviews and summaries. If there is no written record of each deduction of 10 points;
(2) registration system: clear and traceable, well preserved. Otherwise, 10 points will be deducted each time;
(3) meeting activities: to comply with the morning meeting, weekly meeting and other various meeting systems, and have records available. Otherwise, 20 points will be deducted each time;
(4) safety management: fire and other emergency equipment and facilities in the department and building are intact and can be skillfully operated. Otherwise, 10 points will be deducted each time.
(5) solidarity and cooperation: harmonious relations within and outside the department, good collaboration, strong teamwork. Otherwise, 20 points will be deducted.
(6) health order: neat and clean, standardized and orderly. Otherwise, 10 points will be deducted
(7) Labor discipline: abide by the office hours, abide by the leave system, abide by the workflow, and complete all work tasks on time. Otherwise, it will be dealt with according to the relevant system and 20 points will be deducted each time.
(D), customer relations: basic points: 100 points
Customer relations refers to the quality of the whole process of the medical clinical and medical technology departments to the patient service, the second refers to the quality of the whole process of the administrative and logistical management department of the medical front-line departments of the support and service, but also includes the hospital department departments and departments, as well as hospitals and the outside world of the degree of rapport of the various relations and the state.
(1) Instrumentation: Instrumentation is dignified, dress neat and tidy, work must wear work clothes and wear a license plate. Otherwise, 10 points will be deducted each time.
(2) service attitude: speak kindly, behave civilized, treat people warmly and generously, try to think for the customers, try to make customers satisfied. Otherwise, 10 points will be deducted.
(3) service skills: good professional skills, can smoothly solve the customer's . Needs. Otherwise deduct 10 points.
(4) Timely service: to the superior, the customer's needs that can be solved at that time must be solved at that time, can not be solved at that time must be explained in a timely manner. For time constraints (agreed), must be completed within the time constraints (agreed). For superiors, customers do not have a clear concept of time, can be completed within three working days; more complex things can be delayed until the completion of seven working days, especially complex must be completed in 15 working days. In the process of completion, there are special reasons can not be completed on time, to explain to the superiors, customers. Otherwise, each deduction of 30 points, the situation is serious in addition to the responsibility.
(5) For the patient's letter of thanks, banners or other forms of recognition, in accordance with the provisions of another award.
(6) Customer satisfaction survey pass rate must be more than 85%. Less than 85% of each decline in percentage points in accordance with the performance of the percentage point corresponding deduction. If the acceptance of the patient red packet gift or by the patient, the outside world, internal complaints or even doctor-patient disputes, will be based on the objective facts and circumstances, in addition to deduction of points will also be held responsible for other responsibilities.
Sixth, the assessment method and results
1, performance pay = performance indicators commission * personal coefficients + quality assessment rewards and penalties results
2, if the quality of health care and customer relations program in the emergence of serious problems, can be a one-vote veto, that is, the deduction of all the performance of the salary, and pursue other responsibilities.
3, this assessment program is generally for the section, the section and then the second level of assessment allocation. The departments can develop more detailed assessment rules under certain principles, but need to be approved by the hospital for the record.
4, the form of assessment is mainly the superior to the lower level, the competent department section of the subordinate department section.
5, take the daily assessment and quarterly (monthly?) Centralized assessment in the form of a combination of rewards and punishments in a timely manner. Quarterly assessment of advanced units and individuals in addition to reward/
6, the end of the year assessment is in the quarterly assessment on the basis of a comprehensive synthesis, the end of the year assessment of advanced units and individuals in addition to reward.
Secondary hospital performance appraisal program 3
In order to strengthen the performance appraisal of xx county public hospitals, improve the quality and efficiency of medical services, enhance the vitality of the county public hospitals, and safeguard the public welfare of the county public hospitals, according to the "General Office of the Government of the Guangxi Zhuang Autonomous Region on the comprehensive promotion of the comprehensive reform of county public hospitals implementation of the views" (Gui government office [20xx] No. 61), the development of the spirit of the approach.
First, the object of the assessment
Under the leadership of the county government, led by the health planning and sanitation administrative departments to organize the relevant departments of the three county-level public hospitals in our county to implement the performance appraisal.
Second, the content of the assessment
The content of the performance assessment of county-level public hospitals should be closely integrated with the annual work objectives of the county, and each other. Including the following basic content.
(a) Comprehensive management: to complete the government's directive tasks, the implementation of zero-percent increase in the cost of medicines and reduce the cost of medicines, the implementation of measures to facilitate the people, the implementation of hospitals and fine management, the task of training primary health care personnel, strengthen the construction of medical ethics and talents, strengthen financial and price management, and practicing in accordance with the law.
(B) medical quality management: the implementation of the core medical system, the number of services, quality of service, medical costs and the implementation of the basic drug system, medical safety management.
(C) public evaluation and supervision: hospital affairs, patient satisfaction survey, social supervision and evaluation, hospital staff satisfaction survey.
Specific assessment indicators are detailed in the "Wuxuan County County public hospital performance assessment of basic indicators and score table" (Annex 1) and "Wuxuan County public hospital satisfaction survey" (Annex 2).
Third, the assessment process
(a) the establishment of the assessment team. Under the leadership of the county government, led by the county health planning administrative departments, and financial, social and other departments to set up an assessment team, the county public hospitals for performance assessment.
(ii) the establishment of the assessment of the expert pool. By the appraisal team according to the performance appraisal involved in the specialty, to hire relevant business technology and management experts to establish the assessment of the expert pool. Each assessment, a certain amount of experts randomly selected to participate in the performance appraisal.
(C) the main body of the assessment. The appraisal team and its appraisal expert group based on the "Wuxuan County County public hospital performance appraisal of basic indicators and scores table", the county three public hospitals to carry out the assessment.
(D) assessment methods and cycle. The appraisal is carried out through a variety of methods such as reviewing documents and information, on-site inspections, questionnaires, debriefings by the head of the organization, and interviews with unit employees and the public.
The appraisal team carries out inspections from time to time in accordance with these methods, and conducts a centralized appraisal in mid-October each year.
(E) publicity and review. The results of the assessment should be publicized in the county public hospitals, and the publicity time is not less than 5 working days. There are objections to the assessment results, can be organized by the county-level assessment team or the administrative department of health planning in Laibin City review.
(F) Results reporting and feedback. The assessment team should summarize the results of the assessment before the end of November each year, and report them to the municipal and autonomous regional health planning administrative departments at each level, and provide timely feedback to the three public hospitals in our county.
Fourth, assessment and evaluation
(a) Performance value calculation. Quantitative indicators of performance value calculation method for two: Where the requirements of the growth of positive control indicators, such as annual hospitalization, indicators of performance value according to this formula: performance value = actual completion value / target value × standard score; Where the requirements of the decline of the reverse control indicators, such as the growth rate of average outpatient costs, indicators of performance value according to this formula: performance value = target value / actual completion value × standard score.
Qualitative indicators in accordance with the specific scoring method of the assessment project to deduct the corresponding standard score, the actual performance value.
Each single deduction of points up to the end of this point, not cumulative score of other items. The sum of the performance value of each single item is the total performance value of the unit being evaluated.
(B) assessment and evaluation. Assessment of the implementation of the percentage system, county-level public hospitals assessment results are divided into three levels: the score of 85 points or more for excellent, 60-85 points for qualified, 60 points or less for unqualified.
(C) assessment results utilization. The results of the assessment as a county-level financial arrangements for subsidies based on. Qualified assessment, the allocation of the full amount of subsidies for the year; assessment of unqualified, deduct the subsidy funds, and notification of criticism, rectification, two consecutive years of unqualified assessment, removal of the person in charge of the position. Specific measures are developed separately.
Fifth, the work requirements
County health administrative departments to refine the three county-level public hospitals performance appraisal index system, improve the assessment methods, innovative assessment methods, enhance the operability and improve the quality of the assessment. Three county-level public hospitals in the county-level health planning administrative departments under the guidance of the relevant system to grasp the development of internal job performance appraisal standards and internal distribution management methods, the establishment of pay by post, according to the performance of the work of the internal distribution of incentives, hospitals on a regular basis to the department, the department of the regular performance appraisal of the staff, the results of the assessment of the staff and the staff's personal income linked to the realization of the more work more pay, excellent performance, appropriate to open up the income gap between medical staff. The income gap between medical staff, focusing on key positions, business backbone and make outstanding contributions to tilt the staff, mobilize the enthusiasm of medical staff.
Departments should seriously appraisal discipline, strictly prohibit fabrication, tampering with the assessment information, strictly prohibit the use of the assessment for personal gain, seriously investigate and deal with fraudulent behavior, to ensure that the assessment is objective and fair. The false, retained, misappropriated, arbitrage funds units and individuals, once found, will be notified, recovered funds, and held accountable in accordance with the law.
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