According to the Ministry of Personnel and the Ministry of Finance's Notice on Printing and Distributing the Reform Plan of Staff Income Distribution in Institutions, the Notice of Anhui Province on Pre-payment of Wage (Living) Subsidies in Other Institutions, the Spirit of Relevant Documents on Personnel System Reform of Municipal People's Society, Finance and Health, and the overall requirements of the national medical reform, this plan is formulated in accordance with the requirements of the hospital office meeting and the actual situation of our hospital.
First, the basic principles of this plan:
1, reflecting the increase of wage income;
2. Appropriately widen the income gap;
3. Implement rules and regulations;
4. Fair and open operation;
Second, the scope of full implementation of post performance pay:
Under the leadership of the hospital performance appraisal leading group, the Economic Management Office will work out the performance salary appraisal scheme for posts in clinical and medical technology systems in conjunction with relevant departments, and the personnel department will work out the performance salary appraisal scheme for posts in the logistics system of the organs in conjunction with relevant departments, and organize the implementation after being submitted to the hospital department for examination and approval.
Third, the post performance salary system:
Total salary = post salary+performance salary+welfare guarantee salary
I. Post salary:
Post basic salary reflecting different posts, positions, professional titles and length of service (post basic salary+salary scale salary+partial advance salary subsidy in the current salary scale).
Second, performance pay.
1. For 70% of the bonus amount calculated according to the current bonus accounting system, performance pay will be paid after monthly assessment. performance pay
2, according to the comprehensive assessment indicators, quarterly performance pay. Pay performance pay quarterly. Quarterly performance pay includes:
(1), part of the salary increase in advance;
(2) 30% of the monthly prize amount in each quarter;
(3) 30%-50% of the hospitals in the first item above shall be provided separately;
(4), special subsidies and incentives:
A, surgery, nursing, discharge, overtime at night, holidays and other subsidies;
B. special post allowance for each post and level;
C. departments with outstanding contributions and special support awards;
D. special subsidies for key disciplines at all levels.
3. Annual assessment of performance pay; Annual assessment and performance pay; The performance salary paid in the annual assessment is to obtain scientific research achievements, obtain achievements in discipline construction, and make outstanding achievements in key work.
Three. Welfare guarantee wage
1, four insurances and one gold paid by the hospital for employees;
2. Hospital welfare subsidies (A, medical assistance B, hardship subsidies C, holiday benefits D, special funds for support, etc.). ).
Four, performance pay assessment scope and distribution standard:
1, the scope of performance pay appraisal is the two-level performance appraisal of the hospital to the department and the director and the rate appraisal team of the director to the staff in the department. They are the secondary performance appraisal and distribution of hospitals and departments.
2. The performance pay assessment standard is to design key indicators and assess their scores and weights, thus realizing the actual performance pay.
Five, clinical departments assessment key indicators and score weight (month, quarter, year).
1. Proportional quality control indicators of key tasks: proportion indicators of drugs, proportion indicators of high-value consumables, and dynamic quantitative indicators of general materials. (weight 10%)
2. Cost control indicators: per capita hospitalization expenses, per capita out-of-pocket ratio, bed day expenses, per capita profit and per capita variable costs. (weight 10%)
3. Workload assessment indicators: monthly bed occupancy rate, average hospitalization time, number of discharged patients, number of operating tables, nursing workload, and scientific and educational workload. (weight 10%)
4. Quality, safety and efficiency indicators: (weight 50%) medical quality control indicators, medical business management and safety indicators, nursing quality and safety indicators, science and education quality and efficiency indicators, medical insurance agricultural cooperation quality and control indicators, service quality and professional ethics construction indicators, hospital quality and control indicators.
5. Department management assessment index: (weight 10%) Complete the mandatory task assessment of the hospital, the implementation and assessment of the core system of business and administration of the department, the implementation and assessment of internal performance assessment and secondary distribution system of the department, team building and personnel training assessment.
6, department of technological innovation or achievements, discipline construction and department development assessment and evaluation. (weight 10%)
Six, the key indicators of medical department assessment refers to (monthly, quarterly, annual).
1, workload benefit index (number of inspection items, inspection times, per capita workload) (weight 20%). 2. Cost and efficiency control indicators: (weight 10%) per capita variable cost, return on assets, per capita profit, equipment utilization rate and equipment integrity rate.
3, medical quality management indicators: (weight 30%) report and diagnosis accuracy timely evaluation, report writing quality and clinical examination application form evaluation, medical errors and safety evaluation.
4. Assessment indicators of service quality and process optimization: (weight 10%) assessment of patients' complaints, assessment of patients' and clinical satisfaction with medical technical services, assessment of medical insurance management, and assessment of price and charge management.
5. Department management assessment index: (weight 10%) Complete the mandatory plan of the hospital, the implementation and implementation assessment of the business and administrative system of the department, the internal performance assessment of the department, the implementation assessment of secondary distribution, team building and personnel training assessment.
6, department of technological innovation or achievements, discipline construction and department development assessment and evaluation. (weight 10%)
Seven, the formal implementation of the plan must improve the system, establish rules and regulations.
1, the hospital formally reported to the competent department to establish an organizational system, that is, the hospital set up a leading group for post performance pay assessment, with the leaders of each hospital participating, the dean as the team leader, and a working office (with the participation of various functional departments and working in groups) and a supervision and promotion office (with the participation of the Party-mass Discipline Inspection Department and the staff representatives of each post). All business and functional departments should set up a performance salary assessment team headed by the director (deputy director and head nurse), and determine the full-time (part-time) assessor.
2, the hospital under the leadership of the dean in charge of the business function department work distribution table, clear responsibilities, tasks, work time limit of each department, and as the main content of undergraduate course room assessment.
3. According to the tasks set by the hospital, medical, nursing, quality control, medicinal materials, discipline inspection, personnel, economic management and other relevant departments formulate specific assessment methods for the assessment indicators, and organize their implementation after reporting to the hospital for examination and approval, so as to obtain various assessment scores and weights and report them to the hospital for summary examination and approval, and cash them in the actual performance salary.
4, according to the requirements of the relevant departments of the hospital, study and formulate the specific provisions of the hospital dean responsibility system, submitted to the hospital for approval. 5, the implementation of these provisions at the same time, the relevant departments to formulate specific implementation of the department director responsibility system of rewards and punishments assessment rules, submitted to the hospital for approval.
6, according to the requirements of the hospital, relevant departments to develop each department to carry out performance pay assessment and secondary distribution guidance method. Combined with the undergraduate situation, each department has formulated a specific assessment and distribution plan and reported it to the hospital for approval.
7, according to the requirements of the hospital, the relevant departments to develop job performance pay assessment and distribution of business process work instructions and specific measures of distribution.
8, the implementation of performance pay hospital will be unified centralized assessment and payment of allowances, subsidies and other personnel costs.
9. The hospital will establish an information platform for post performance salary assessment to provide data support and information exchange for all departments of the hospital to carry out performance assessment in a timely and efficient manner.
10, the post performance salary will be implemented, while the file salary will be kept and the previous capital increase will be reissued.
1 1. Summarize the experience after the pilot reform, and gradually implement the pilot reform of annual salary system for hospital leaders, academic leaders and center directors.
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