The first performance appraisal scheme of secondary general hospitals is to promote the reform of medical and health system, further improve the management level and business ability of township hospitals, fully mobilize the enthusiasm of grassroots medical and health personnel, promote the coordinated, rapid and healthy development of rural health and food and drug safety supervision in the county, and ensure the realization of various work objectives and tasks in xx years. Combined with the actual situation of our county, this plan is formulated.
I. Guiding ideology
Guided by the important thought of xx and Scientific Outlook on Development, and in accordance with the requirements of building a harmonious socialist society and building a new socialist countryside, we should give full play to the comprehensive functions of basic medical services and public health services of township hospitals and community health service centers, continuously improve people's health level and quality of life, and objectively and comprehensively evaluate the work of township hospitals and community health service centers. Through the assessment, commend the advanced, spur the backward, fully mobilize the enthusiasm of grassroots medical and health workers, and ensure the smooth completion of the established goals of health and food and drug supervision in our county.
Second, the working principle
Adhere to the principles of scientific development, focusing on key points, being objective and fair, and being recognized by the masses, base on the reality of rural health work in the county, pay attention to social benefits, and pay attention to work performance assessment, so as to combine comprehensive assessment with individual assessment, centralized assessment with peacetime assessment, regular assessment with regular assessment, integral assessment with on-site assessment, establish an all-round, multi-angle and multi-level assessment mechanism, and strive to evaluate the work of township hospitals and community health service centers more objectively and comprehensively.
Third, the assessment methods and contents
appraisal procedure
1. The evaluation team listened to the work reports of township hospitals and community health service centers in xx years.
2. Check the relevant work materials.
3. The evaluation team gives feedback on the evaluation opinions.
(2) Evaluation content
The comprehensive assessment of the work objectives of township hospitals and community health service centers is as follows:
(1) Comprehensive management (including administrative management, environmental construction, information work and safety work, which will be assessed by the county bureau office in conjunction with the assessment team)
(2) Disease prevention and control (the evaluation results provided by the county CDC and the AIDS Prevention and Control Center shall be examined and approved by the evaluation team)
(3) Basic public health services (assessed by the Public Health Office in conjunction with the assessment team)
(4) maternal and child health care (county maternal and child health hospital to provide assessment results, assessment group approval)
(5) Health supervision (the inspection results provided by the county health supervision shall be examined and approved by the assessment team)
(6) Financial management (the assessment results are provided by the Planning and Finance Unit of the County Bureau and approved by the assessment team)
(7) the new rural cooperative medical system (county medical office to provide assessment results, assessment team approval)
(8) Food and drug safety (assessment by the assessment team).
Fourth, organize the implementation.
The assessment of township hospitals and community health service centers shall be organized and implemented by the county health and food and drug administration's work target assessment leading group, and relevant units and stock rooms shall cooperate with each other and report relevant assessment materials to the assessment leading group in a timely manner.
Application of verb (verb abbreviation) evaluation results
The annual assessment results will serve as an important basis for assessing the performance of the leading bodies and the use of cadres in township hospitals and community health service centers. After comprehensive assessment, rewards and punishments will be honored. The assessment results are as follows:
1. Comprehensive Award. The top six township hospitals and community health service centers in comprehensive assessment are the first prize for work target assessment, the second prize for work target assessment is the seventh to twelfth township hospitals and community health service centers, and the third prize for work target assessment is the thirteenth to nineteenth township hospitals and community health service centers. Units that won the first, second and third prizes were given corresponding material and spiritual rewards respectively.
2. Progress Award. The township hospitals and community health service centers whose assessment results are more than three places higher than that of the previous year will be given corresponding material and spiritual rewards according to their work objectives.
3. The main persons in charge of township hospitals and community health service centers who are not ranked in the last three in the assessment shall not be rated as advanced workers, and shall not be rated as "excellent" in the annual assessment.
4 township hospitals and community health service centers in one of the following circumstances during the year, the implementation of a one-vote veto, cancel the recognition qualification, and the main person in charge of the unit to give the corresponding organization:
(1) Work is affected by informed criticism at or above the county level.
(2) Two or more medical accidents or first-class medical accidents have occurred.
(3) Outbreaks of infectious diseases or other serious consequences caused by work mistakes or omissions in major public health events.
(4) Two or more safety accidents or major and extraordinarily serious safety accidents have occurred.
The second scheme of performance appraisal for secondary general hospitals is to further deepen the reform of hospital internal operation mechanism, establish an objective and fair mechanism of cadre appraisal, evaluation and use, and strengthen the management, supervision, encouragement and restraint of middle-level cadres. Combined with the actual situation of our hospital, this appraisal implementation scheme is formulated:
I. Basic principles
1, the principles of objectivity, justice, democracy, openness, science and fairness.
2. The principle of combining qualitative evaluation with quantitative evaluation.
3, the principle of work performance.
Second, the evaluation object
Director of clinical department (director and deputy director), head nurse (director and deputy director), director of medical technology and pharmacy department, director of banking, finance and post functional departments (director and deputy director).
Third, the assessment indicators
See the attached page for the evaluation index.
Iv. evaluation organization and methods
1. The hospital performance appraisal leading group is responsible for the appraisal of middle-level cadres, and the directors of clinical departments (director, deputy director and head nurse), medical technology and pharmacy departments are organized and implemented by medical department, quality control department, nursing department and personnel department respectively; Directors (directors and deputy directors) of functional departments, financial departments and post departments of banks shall be assessed by performance evaluation teams and leaders in charge. Once a quarter, usually completed in the first month of the next quarter.
2. According to the assessment form, the assessment team will conduct the assessment, and the assessment results will be reported to the hospital performance appraisal office by each team, and finally reviewed by the assessment leader.
Application of verb (abbreviation of verb) evaluation results;
The assessment is divided into four grades: excellent, competent, basically competent and incompetent.
Excellent: 88 points or above (including 88 points)
Ability score: 80-87.
Basic ability score: 70-79.
Incompetence score: below 69 points.
The assessment results are linked to the personal honor of cadres, the post allowance, the selection and use of cadres, and the advanced selection of departments at the end of the year.
Sixth, feedback.
The hospital office will timely feedback the evaluation results to the assessed in an appropriate way, so that the insufficient problems can be rectified in time. If the assessment results are "basically competent" and below, the leaders in charge will admonish them. If the assessment results are "incompetent" for two consecutive times, they will be dismissed and cannot participate in the next round of post appointment at or above the same level.
If the assessed has any objection to the assessment results, he may submit a written application for reconsideration to the hospital assessment arbitration committee within ten days from the date of receiving the notice.
In order to stimulate the enthusiasm of medical staff, the third performance appraisal scheme of secondary general hospitals follows the purpose of taking patients as the center and taking the interests of the hospital as the goal, and embodies the principles of fair distribution, getting more for more work and promoting the harmonious development of doctor-patient relationship.
I. Evaluation institutions and division of responsibilities
(a) the assessment panel:
Team leader: xx
Deputy leader: xx
Member: xx
The leading group has a performance appraisal office, which is under the responsibility of Comrade xx. Responsible for the daily work of the performance appraisal management of the whole hospital, and do a good job in leadership organization and comprehensive coordination.
(2) Performance appraisal object and daily arrangement
1, medical treatment, medical technology:
Appraiser: xx
Assessment time: completed within X -xx days of the following month, and the assessment cycle is X -xx days of the previous month.
Examination rules:
1, clinical department performance appraisal indicators and assessment methods
2, the medical department performance appraisal indicators and assessment methods
3, surgical department performance evaluation index and evaluation method
4, supply room performance evaluation index and evaluation method
5, physical examination department performance appraisal indicators and assessment methods
6, outpatient doctor performance appraisal standards and assessment methods
7, clinician performance appraisal standards and assessment methods
8, medical technical personnel performance appraisal standards and methods
9, emergency physician performance appraisal standards and assessment methods
2, nursing:
Appraiser: xx
Assessment time: completed within X -xx days of the following month, and the assessment cycle is X -xx days of the previous month.
Examination rules
10, quantitative assessment criteria for nursing posts
1 1, quantitative standard for performance appraisal of head nurses in wards
12, quantitative standard for performance appraisal of head nurses in outpatient department
13, quantitative standard for performance appraisal of head nurses in supply room
14, quantitative standard for performance appraisal of head nurses in operating room
15, quantitative standard for performance appraisal of nurses in wards
16 quantitative standard for performance appraisal of nurses in supply room
17, which guides the quantitative standard of nurses' performance appraisal.
3), pharmacy:
Appraiser: xx
Assessment time: completed within X -xx days of the following month, and the assessment cycle is X -xx days of the previous month.
Examination rules:
18, pharmacy performance appraisal method
4. Management:
Appraiser: xx
Assessment time: completed within X -xx days of the following month, and the assessment cycle is X -xx days of the previous month.
Examination rules:
19, Measures for Performance Appraisal of Party Offices
20, the Commission for Discipline Inspection performance appraisal method
2 1, Youth League performance appraisal method
22, trade union performance appraisal method
23, the personnel department performance appraisal method
24, the medical department performance appraisal method
25, nursing department performance appraisal method
26. Control room performance appraisal method
27, financial performance appraisal method
28, the audit department performance appraisal method
29, science and education department performance appraisal method
30, safeguard section performance appraisal method
3 1, General Affairs Department Performance Appraisal Method
32, medical record room performance appraisal method
33, equipment department performance appraisal method
34, the information department performance appraisal method
35, medical insurance office performance appraisal method
36, outpatient department performance appraisal method
(3) Responsibilities:
Administration: The dean, office and other departments are responsible for the examination, which is organized by the office.
Medical quality: mainly organized by the business dean in conjunction with the medical department and the nursing department; Financial indicators: The Chief Financial Officer and the Finance Department will assess the financial indicators, and the Finance Department will organize their implementation.
Department management: mainly assessed by business dean, medical department, nursing department and performance department, and organized by medical department.
Patient satisfaction: mainly evaluated by medical department, nursing department and performance department, and organized by hospital office.
Continuing education: mainly assessed by the hospital office, medical department, science and education department, nursing department and other departments, and organized by science and education department.
Second, the evaluation basis
Relevant laws and regulations of the national government; Hospital management system; Responsibilities and workflow of each department; Responsibility objectives and economic indicators of various departments.
Third, performance indicators assessment and reward
According to the hospital's 20xx annual comprehensive target management implementation plan, rewards and punishments are given according to savings and losses.
One of the main contents of the operation mechanism reform of the four major state-owned hospitals is the reform of distribution system. With the development of performance appraisal, the performance appraisal of public institutions has been placed in front of us, and the main content of the appraisal is work performance. Under the complicated classification of hospital human resources, it is very important to design a performance appraisal scheme that conforms to the laws of market economy and reflects the characteristics of public hospitals' social undertakings.
Total score of performance appraisal 100. When the performance appraisal result is 100, performance salary = financial index * personal coefficient; When the performance appraisal result is greater than or less than 100, it will affect the distribution of performance pay, so performance pay = personal coefficient of financial indicators+quality appraisal result.
(1) administrative execution: score: 100.
1, resolutely obey the instructions of superiors, obey the arrangement of leaders, and be loyal to their duties. Score 25 points, otherwise deduct 25 points.
2, abide by the hospital system, follow the management process. Score 25 points, otherwise deduct 25 points.
3. Abide by administrative discipline, upload and publish on time, and order it to be banned. Score 25 points, otherwise deduct 25 points.
4, timely and successfully complete the task indicators and temporary tasks. Score 25 points, otherwise deduct 25 points.
5, for the implementation of advanced departments or individuals, in addition to giving rewards.
(2) Medical quality: basic score: 100.
According to the hospital's existing medical quality assessment scheme (subdivided departments)!
If there are serious problems in medical quality, according to objective facts and circumstances, in addition to deducting points, other responsibilities can be investigated.
(3) Department management: score: 100.
(1) Work plan: monthly and weekly plan, task decomposition, review and summary. If there is no written record, 10 will be deducted each time.
(2) Registration system: clearly identifiable, traceable and well-preserved. Otherwise 10 points will be deducted each time.
(3) Meeting activities: Observe various meeting systems such as morning meeting and weekly meeting, and keep records. Otherwise, 20 points will be deducted each time.
(4) Safety management: emergency equipment and facilities such as fire fighting in departments and corridors are in good condition and can be skillfully operated. Otherwise 10 points will be deducted each time.
(5) Unity and cooperation: the internal and external relations of the department are harmonious, the cooperation is good, and the team consciousness is strong. Otherwise deduct 20 points.
(6) Sanitary order: clean and tidy, standardized and orderly. Otherwise, 10 will be deducted.
(7) Labor discipline: observe the working hours, leave system and workflow, and complete all tasks on time. Otherwise, it will be handled according to the relevant system, and 20 points will be deducted each time.
(4) Customer relationship: basic score: 100.
Customer relationship refers to the whole process quality of medical clinical medical technology departments serving patients, and the whole process quality of administrative logistics management departments providing support and services to medical frontline departments, including the harmonious degree and state of various relationships between hospital departments and hospitals and the outside world.
(1) gfd: Dignified in appearance, neatly dressed, and must wear work clothes and work tags when going to work. Otherwise 10 points will be deducted each time.
(2) Service attitude: speak kindly, behave in a civilized manner, treat people warmly and generously, try to think of customers and try to satisfy them. Otherwise, 10 will be deducted.
(3) Service skills: Have good professional skills and be able to successfully solve customer needs. Otherwise, 10 will be deducted.
(4) Timely service: whatever needs of superiors and customers can be solved at that time must be solved at that time, and what cannot be solved at that time must be explained clearly in time. If there is a deadline (agreement), it must be completed within the deadline (agreement). If there is no clear concept of time for superiors and customers, it can be completed within three working days; More complicated things can be postponed to seven working days, and particularly complicated things must be completed within 15 working days. In the process of completion, if there are special reasons that can't be completed on time, you should explain it to your superiors and customers. Otherwise, 30 points will be deducted each time, and those with serious circumstances will be investigated for responsibility.
(5) If the patient receives a thank-you letter, pennant or other forms of commendation, additional rewards will be given according to regulations.
(6) The qualified rate of customer satisfaction survey must be above 85%. Less than 85%, each drop by one percentage point, according to the performance percentage points. Those who accept patients' red envelopes or are complained by patients, external complaints, internal complaints or even disputes between doctors and patients will be investigated for other responsibilities in addition to deducting points according to objective facts and circumstances.