How to write a performance appraisal program for township health centers?

Chapter I General \x0d\\\x0d\\ for increasing the hospital distribution system reform efforts to further mobilize the enthusiasm of the staff, according to the Ministry of Health and the provincial, municipal and district personnel and health administrative departments on the distribution system reform of the spirit of the relevant documents, combined with the actual situation of the hospital, the development of the hospital's performance pay distribution program. \x0d\ I. Guiding ideology \x0d\ Hospital economic governance in accordance with the laws of the market economy, while drawing on the successful experience of modern corporate governance, distribution system reform in the implementation of the quasi-total cost accounting based on the establishment of "pay according to the post, according to the workload of pay, according to the quality of service, according to the performance of pay" of the distribution mechanism, mainly reflects the "the", "the", "the", "the" and "the". The distribution mechanism mainly embodies the principle of "three measurements": \x0d\1, "distribution according to work, efficiency first, and fairness" as the basis for measuring performance pay. \x0d\2, to "high and low technical content, the degree of risk, workload strength, governance responsibilities" as the measurement of performance pay orientation. \x0d\3, to "workload and efficiency, governance effectiveness, service quality, labor discipline," the four important indicators for a comprehensive assessment, the results of the assessment as the basis for measuring performance pay. \x0d\\ divided into small accounting units, the implementation of the actual salary and file salary separation, reflecting the first line and special positions to the appropriate tilt, and strive to stimulate the enthusiasm, initiative and creativity of all employees, to stimulate the internal vitality of the hospital to improve the staff's sense of ownership, shaping the quality of the core to the performance of the standardized governance of the operating mechanism, and effectively promote the hospital's overall construction and sustainable and rapid development. \x0d\2, organization \x0d\1, actively implement quasi full-cost accounting, income minus expenditure (including hospital-level governance operating cost sharing) balance included in the distribution of the accounting unit; \x0d\2, the department as the basic accounting unit; \x0d\3, quality assessment and governance objectives assessment linked to the departmental efficiency; \x0d\4, file salary and actual salary separation. That is, the national regulations of the employee's salary as archive salary retained, and in accordance with the provisions of the approval of the record in the employee's file, as the basis for the payment of pension insurance, medical insurance and the calculation of retirement contributions. \x0d\5, the director, deputy director and head nurse presiding over the department are entitled to 0.3 of the per capita bonus coefficient of the department respectively, and 0.2 is paid by the hospital. \x0d\6, clinical (internal, external, gynecological, surgical), medical performance allocation ratio of 1:0.9, clinical medical performance allocation ratio of 1:0.9. \x0d\4, the scope of performance pay \x0d\ performance pay range includes: doctors personal technical performance, departmental efficiency performance, etc. 1, personal technical performance: with high-tech, high-risk, high-intensity, heavy responsibility of the project, according to the realization of its The comprehensive benefits of the proportion of the individual performance part. \x0d\2, departmental efficiency performance: medical group, department as an accounting unit, through the results of the economic benefits of accounting, combined with the quality of work, the proportion of the section of the part of the bonus. \x0d\V, hospital accounting unit \x0d\\ internal medicine, surgery, obstetrics and gynecology, radiology, laboratory, operating room, ultrasound room, cardio-encephalo-electricity, physical therapy, etc. \x0d\\newly constructed departments according to the hospital's business development plan for specific accounting \x0d\\Chapter 2, the doctor's individual performance accounting methods and departmental efficiency accounting methods departmental individual coefficients, respectively: vice high 1.2, intermediate 1.1, assistant grade 1.0, post level 0.9 senior workers 1.05, intermediate workers 0.95, junior workers, general workers 0.85 (a) outpatient individual performance calculation methods \x0d\1, outpatient doctors individual performance, according to the number of outpatient consultations (based on the registered ticket) per person to mention 0.5 yuan calculated to the individual doctor. \x0d\2, outpatient doctors refer a case of hospitalized patients, rewarded 10 yuan. \x0d\3, the hospital staff, rural doctors introduced an exception to the township patients internal medicine patients rewarded $ 30 per case, surgical patients rewarded $ 50 per case. \x0d\4, the completion of the workload x the relevant control and assessment indicators coefficient \x0d\5, according to the outpatient auxiliary examination income (including radiology, ultrasound, cardio-encephalography), laboratory income of 2%, surgical income of 2.5% calculated to the individual doctor. \x0d\(ii) Medical and technical department staff accounting methods \x0d\ section performance calculation: (income - expenditure) × withdrawal ratio = balance \x0d\ staff performance = section balance / section staff × workload ratio × relevant assessment indicators Income: all the income realized, **% credited to the section income. Expenditures:\x0d\ personnel expenses (welfare, social security, night shift, etc.), materials, supply consumption, maintenance, use of fixed assets (including furniture, equipment, housing), share of heating costs, expenditure on utilities, medical arrears, medical disputes expenditures\x0d\ (c) Clinical department staff accounting methods Department performance calculation: Income - Expenditures = Balance \x0d\ personnel performance = Departmental Balance / Departmental Personnel x Workload Ratio x Relevant Assessment Indicators Clinician and Nurse Performance Allocation Ratio 1:0.9\x0d\ Income: All realized income, 100% of which is counted as departmental income, including income from inspection, treatment, surgery, laboratory tests, and pharmaceuticals. \x0d\\\\x0d\\ items not counted as departmental income: ambulance revenue Expenditure: \x0d\\ personnel expenses (welfare, social security, night shift, etc.), materials, supply consumption, maintenance, fixed asset use (including furniture, equipment, housing), per capita share of governance costs, heating cost share, utility expenses, medical arrears, medical disputes expenditures; \x0d\ drug expenditure Expenditures: Western medicines at 97% of income, proprietary medicines at 95% of income, herbal medicines at 92% of income; \x0d\\examination fee expenditures: internal medicine at 62% of examination income, external and gynecological at 70% of examination income (including radiology, cardiology and cerebral electroencephalograms, etc.); \x0d\laboratory fee expenditures: internal medicine at 62% of examination income, laboratory testing at 70% of examination income; \x0d\ out-of-hospital consultation fees Expenditure: 70% of the income from consultations; \x0d\ Surgical fee expenditure: 15% of the examination income for internal medicine, 30% of the income from surgery for surgery for surgery for surgery and gynecology; \x0d\ Medical Waste Disposal Fee Expenditure: actual number of bed days opened in the department x $2 x 40% IV. Accounting Methods of the Department of Surgery and Anesthesia \x0d\ Departmental Performance Calculation: Income - Expenditure = balance \x0d\ Personnel Performance = Departmental Balance / Departmental Personnel x Workload Ratio x Relevant Assessment Indicators Clinicians and Nurses Performance Allocation Ratio 1:0.9\x0d\ Income: 100% of all income realized is counted as Departmental Income including treatment, surgery, anesthesia and drugs. \x0d\ Expenses: \x0d\ personnel expenses (welfare, social security, night shift, etc.), materials, supply consumption, maintenance, use of fixed assets (including furniture, equipment, housing), heating apportionment, utilities expenses, medical arrears, medical disputes expenses inter-departmental transfers expenses; \x0d\ drugs expenses: 97% of income for western drugs, 95% for proprietary medicines, 95% for herbal medicines 92% of the expenditure; \x0d\\\In-hospital consultation fee expenditure: 70% of the income from consultations; surgical fee expenditure: 15% of the income from surgery; \x0d\\Administrative and logistical sections include: Hospital Office, Medical Section, Nursing Section, Agricultural Cooperation Office, Finance Section, Prevention and Protection Station, Pharmacy Section, Logistics Section, Collections Office, Supply Room \x0d\Other Sections: performance pay = average award (Clinical Sections) + Medical and Technical Departments) - average award want 10% × relevant assessment indicators \x0d\\\x0d\ Chapter III Quality Assessment System for Clinical Medical and Technical Departments \x0d\ (see Annex) \x0d\\\x0d\ Chapter IV Provisions for Withholding and Suspension of Performance Salary \x0d\\ I. In the event of a major event (e.g., emergency, critical, or serious patient rescue, new surgical procedures and treatment programs that may result in the emergence of unexpected events for some reason) not The emergence of sudden events, etc.) do not promptly report to the department, the relevant governance section, the division dean until the dean, resulting in adverse consequences, the directly responsible department deducted one month's performance salary, the responsible person depending on the circumstances of the case in accordance with the relevant provisions of a separate penalty. \x0d\2, where the report is confirmed, the department, individuals appear to the outside of the private referral of patients, without the approval of the hospital to bring out the instrumentation and equipment surgical instruments, or outside the hospital to engage in a variety of medical business activities, the person responsible for the deduction of one month's performance pay, depending on the circumstances may also be given to the treatment of layoffs and waiting for work. \x0d\3, the hospital in addition to the financial section and its own collection office, hospitalization office to collect cash, other departments and individuals are not allowed to collect cash privately. Violators are reported and found to be true, to the person concerned by the amount of cash collected 10 times the fine. \x0d\4, medical for personal gain or under various excuses to privately omit, exempt, undercharge a variety of auxiliary inspection fees (such as: X-ray diagnosis, laboratory tests, ultrasound, cardiac, electroencephalography, etc.) reported and verified, the person responsible for the deduction of one month's performance-based salary. \x0d\\v, to damage the hospital's honor, resulting in adverse consequences, or subject to a variety of party, administrative demerits or above, the deduction and punishment of the person concerned three months of performance pay. \x0d\VI, section or individual responsibility is not strong, resulting in the loss or theft of fixed assets, medical equipment, medical equipment damage due to violation of operating procedures, the section or the responsible person by the value of two times the compensation. \x0d\vii. Those who cause medical errors or accidents will be dealt with according to the hospital regulations. \x0d\\\\\x0d\\ Chapter 5 By-laws \x0d\1, according to the above accounting and distribution methods, calculate the number of individual performance payable to each department and doctor, and then determine the actual number of payable according to the quality assessment results, and cash in once a month. At the end of the year, the outstanding contributors will be rewarded again (methods to be developed separately). \x0d\2, for newly purchased equipment, equipment maintenance and other reasons resulting in large expenditures, you can apply for cost installment deduction, or extend the depreciation period. \x0d\3, for any non-fixed costs such as materials, equipment and other non-fixed costs claimed too much caused by the collection of more than enough, the cost can be extended to the future installments of deduction after approval of the application. \x0d\4, departmental materials and other expenditures must be proportional to each other and income, and shall not artificially claim more or less materials, resulting in too high or too low a balance; if there is an artificial factor that results in a mismatch, the hospital will calculate the cost for the month according to the cost rate, and make certain financial penalties for the department or the responsible person; or the entire year to pass the cost of the department. \x0d\5, the department may be adjusted for a full year of generalization if the income is more seasonal or if there is a large change in monthly income. \x0d\6, advanced training personnel performance pay at the rate of 60% of the average of the bachelor's standard. 7, the new allocation of students and the new transfer to the staff within six months are not entitled to performance pay, after six months to enjoy the performance pay of the section; sick leave, personal leave, maternity leave, family leave, industrial leave, marriage leave is not entitled to bonuses. \x0d\8, in order to ensure the accuracy and timeliness of the figures, all relevant departments such as: the clinical and auxiliary examination departments, Pharmacy Department, General Affairs Department, etc. must be reported on the 10th of each month, the classification of statistical data on the performance accounting. \x0d\9, the previous policies and regulations related to the assessment and allocation of policies and regulations, such as conflict with this program, the program shall prevail; if this program contradicts with national laws and regulations or the relevant policies of the higher levels, the national laws and regulations and the relevant policies of the higher levels shall prevail. \x0d\10, the implementation of this program in the process, the need to improve the adjustment and the outstanding issues, by the hospital committee to study, after the approval of the President of the implementation of the