Village Clinic Performance Appraisal Plan
In order to ensure that work or things can be carried out efficiently, it is often necessary to prepare a plan in advance. The plan is based on the purpose, requirements, methods, methods, progress, etc. Written plan for arrangements. How to write a plan to be more effective? The following is the performance appraisal plan for village clinics that I carefully compiled. I hope it will be helpful to everyone.
1. Basic principles
(1) The principle of efficiency first. Adhere to the combination of work quantity and work quality, pay according to work, and get multiple rewards for good work. It is not allowed to combine personal income with billing commissions, highlight social benefits and downplay economic benefits;
(2) Fairness and justice in principle. Adhere to the combination of the total workload and service quality, the unity of job risks and distribution coefficients, and implement the establishment of posts according to circumstances, responsibilities based on posts, points based on responsibilities, and rewards based on points;
(3) Reasonable distribution principle. Adhere to cost accounting, guarantee bottom and ceiling, total volume control, ensure balance, strengthen cost and expense control, abandon short-term behavior, and enhance development potential.
(4) Principles of graded assessment. The health center accepts the assessment of the Health Bureau and is also responsible for the assessment of employees. One assessment standard and one set of assessment methods are implemented at the same level.
2. Assessment content and evaluation standards
The assessment content and evaluation standards for health center cadres and employees are formulated with reference to the attachment.
3. Assessment methods
1. The township health center committee is responsible for assessing employees. The County Health Bureau regularly and irregularly supervises the assessment and reviews the assessment. After review, the funds will be allocated by the County Financial Accounting Center.
2. At the beginning of each year, township health centers should determine the job responsibilities and assessment and evaluation standards based on the actual situation of the hospital and the nature and characteristics of the employees’ jobs, and insist on monthly assessments. The assessment results will be publicized and reported to the county. The Health Bureau will review and file the records and pay performance wages based on the assessment results.
3. Employees in township health centers shall implement a performance appraisal method that combines attendance and performance appraisal. 70% of the file salary is used as the basic salary and is paid monthly based on attendance. Township hospitals implement a daily wage system based on attendance, and the number of days of attendance is calculated according to the legal attendance days of the month. 30% of the archived salary, and 20% of the health center's business income will be extracted as performance salary, and secondary assessment will be distributed, and the assessment results will be linked to performance salary.
4. The 10% increase in subsidies for township health center employees and the basic salary of nurses will be included in the expenditure budget and will be paid monthly as a fixed part of the income distribution.
4. Assessment methods
1. Check the information. Including reviewing various statistical reports, medical records, prescriptions, diagnosis and treatment registration, epidemic reports, disease spectrum sorting, etc.;
2. On-site inspection. Including checking the integrity and usage rate of medical equipment, service procedures, service specifications, work discipline, system construction, environmental sanitation, etc.;
3. Visit the people. This includes measuring satisfaction with the medical and health services received by vaccination recipients, health care recipients, archival recipients, and patients and their families.
4. Convene a symposium. Randomly select 30% of employees and patients to hold discussions and solicit opinions.
5. Calculate workload. Calculate the workload of each employee.
6. Evaluate service quality. The service quality of each employee is evaluated through a combination of irregular inspections and regular inspections, and the results are used as the basis for evaluating service quality.
7. Evaluate satisfaction. Points will be deducted for non-compliance with hospital rules and regulations and work disciplines on a case-by-case basis and by nature.
5. Application of assessment results
1. The employee performance assessment of township health centers shall be based on a hundred-point system. The assessment results are divided into 4 grades. Those with scores above 90 are considered excellent, 80-89 are considered good, 60-79 are qualified, and those with scores below 60 are considered unqualified. The proportion of excellent students in the assessment shall not exceed 15%, and shall be determined in order of scores.
2. The assessment coefficient is determined according to the assessment results. The unqualified is 0.8, the qualified is 1.0, the good is 1.2, and the excellent is 1.4.
3. Allocate performance wages based on the job assessment coefficient.
That is: employee performance salary for the current month = (30% performance salary for individual health center employees + 20% per capita business income) × assessment coefficient
6. Supervision and management
(1) County Health At the beginning of each year, the bureau formulates an implementation plan for the performance appraisal of township health centers and a target management responsibility letter, clarifying the assessment content and evaluation standards. The township health center's implementation measures for employee performance appraisal shall be formulated based on the signed responsibility letter and these measures, combined with the actual situation of the hospital, and shall be reported to the county health bureau for review and filing.
(2) The county health bureau should strengthen the supervision and management of the performance appraisal and distribution work of township health centers, establish an accountability system, and conduct random inspections of 20% of township health centers every month, using open and covert visits, democratic evaluation, Conduct supervision through satisfaction surveys and other methods, discover and solve problems in a timely manner, summarize experience, and continuously improve.
(3) All township health centers must adhere to the principle of assessment and distribution, formulate operable performance assessment methods closely based on actual conditions, and ensure that tasks, responsibilities, rights, assessments, and distribution are allotted to people. to people. We must not be partial to one or the other, favor one over the other, we must always be fair, just and impartial, effectively play the role of performance appraisal in rewarding hard work and punishing laziness, motivating excellence, mobilizing the enthusiasm of employees, and fully completing various tasks assigned by superiors.
(4) All township health centers should increase the transparency of their work, publicize performance appraisal plans, results, large expenditures, etc., and accept supervision from employees.
(5) Health care allowances, special position allowances, holiday overtime pay, night shift pay, business trip expenses, rural subsidy, etc. for employees of each township health center shall be implemented in accordance with relevant provincial, city and county regulations and included in the expenditure budget.
(6) The requests for leave and absence from work by employees of various township health centers shall be implemented in accordance with the "Notice on Relevant Provisions for Leave and Absence from Institutional Staff" issued by the County Personnel Bureau
7. Village Health The performance appraisal and distribution of service center (station) employees shall be implemented with reference to these measures.
8. The county health bureau and county finance bureau are responsible for the interpretation of these regulations. ;