In order to ensure that work or things can be carried out in an orderly manner, it is often necessary to plan in advance. A plan is a written plan with clear content and clear steps. What formats should I pay attention to when writing a scheme? The following is the performance appraisal scheme of the secondary hospital I collected for you. Welcome to read the collection.
Second-level hospital performance appraisal scheme 1 In order to accelerate the comprehensive reform of county-level public hospitals, promote the healthy and sustainable development of county-level public hospitals, and solve the problem of people seeking medical treatment within the county, this work scheme is formulated according to the spirit of the Notice of the General Office of the State Council on Launching the Pilot Project of Comprehensive Reform of County-level Public Hospitals (Guo Ban Fa 20x33) and the Opinions of Anhui Provincial People's Government on Comprehensive Reform of County-level Public Hospitals (Zheng Wan 20x98).
I. Guiding ideology
Guided by Scientific Outlook on Development, with the goal of establishing a medical and health service system that adapts to the economic and social development of the county, we should implement the medical reform idea of "ensuring the basics, strengthening the grassroots and building mechanisms", adhere to the public welfare nature of public hospitals, fully mobilize the enthusiasm of medical staff, and meet the basic medical needs of the people to the maximum extent. Focusing on the separation of management and administration, separation of government affairs, separation of medicine and personnel distribution system reform, we will reform the compensation mechanism and operation mechanism of public hospitals, improve the medical service system and improve the supervision mechanism, strive to improve the technical level and service capacity of county-level medical institutions, and strive to solve the problem of "difficult and expensive medical treatment" for the broad masses of the people.
Second, the work objectives
In order to build a county medical service system with clear objectives, reasonable layout, moderate scale, optimized structure, perfect functions and efficient operation, we should establish a management system and operation mechanism of public hospitals with local characteristics, as well as a scientific and standardized compensation mechanism and supervision mechanism of public hospitals. Through the comprehensive reform of county-level public hospitals, the operating efficiency, internal management level and service capacity of hospitals have been significantly improved, providing safe, effective, convenient and cheap medical and health services for the broad masses of the people. Strive to improve the rate of medical treatment in the county to about 90% by 20XX, and basically realize that serious illness will not leave the county.
Three. primary mission
(A) separation of management and operation, the establishment of a new public hospital management system.
1. The county government has established a county-level hospital management committee (hereinafter referred to as the "Medical Management Committee"), which is headed by the principal responsible person of the government, and its members are composed of the principal responsible persons of the departments of institutional establishment, establishment, development and reform, health, finance, human society, price and drug supervision and management, and county-level hospitals, as well as some deputies to the National People's Congress and CPPCC members. The Medical Management Committee has a county-level hospital management office (hereinafter referred to as the "Medical Management Office"), which is located in the county health bureau. The main person in charge of the Health Bureau concurrently serves as the director of the office, and the responsible comrades in charge of health and finance concurrently serve as the deputy director of the office. The specific work is undertaken by the Medical Management Office, which is responsible for the asset management, financial supervision and performance appraisal of public hospitals. The members of the hospital management committee shall, in accordance with their duties, formulate and implement policies and measures such as the development and construction of public hospitals, staffing, government investment, medical prices and income distribution. Establish a unified, efficient and consistent government medical system to provide guarantee conditions for performing public service functions.
2. The administrative department of health shall implement unified planning for the scale layout and functional types of medical institutions, unified access for institutional personnel and technical equipment, and unified supervision over medical services, quality and safety. The person in charge of the administrative department of health shall not concurrently hold the leadership position of a public hospital.
(two) the separation of political affairs, establish and improve the corporate governance mechanism of county hospitals.
3. Standardize the generation, appointment and management of public hospital presidents. Formulate the qualification and term assessment management system for the presidents of county-level public hospitals, and promote the professionalization and specialization of the presidents. Implement the dean's management autonomy. Vice-presidents, functional departments and heads of internal institutions shall be nominated by the president within the approved post limits, reported to the Medical Management Committee for review, and submitted for approval according to the cadre management authority. Major decisions of the hospital, appointment and dismissal of important cadres, major project investment and the use of large amounts of funds are discussed collectively by the hospital leaders. The dean assumes the management responsibility, accepts the supervision of the Medical Management Committee and the workers' congress, and reports and performs the examination and approval procedures according to the management authority and regulations. Implement the status of public hospitals as independent legal persons and strengthen specific management functions and responsibilities.
4. Establish a performance appraisal management system for county-level public hospitals with public welfare as the core and an incentive and restraint mechanism for hospital presidents. The Medical Management Committee signed a performance management contract with county-level hospital directors, taking medical quality and service efficiency, medical cost control, social satisfaction and asset operation effect as the main quantitative assessment indicators. County-level financial departments evaluate the effect of asset operation in county-level hospitals. The Medical Management Office is responsible for organizing the assessment of the quality and efficiency of medical services, the control of medical expenses and social satisfaction in county-level hospitals. The assessment results are linked to financial subsidies, dean'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 hospital financial system and accounting system, strictly centralize and unify financial management, strengthen asset management, establish and improve internal control system, and implement internal and external audit system. Explore the implementation of the chief accountant system.
(3) Deepen the reform of personnel distribution system and implement performance management mechanism.
Strive to cover all county hospitals by 20XX. The medical insurance fund can effectively improve the basic medical security level by purchasing services, commercial serious illness insurance or establishing supplementary insurance. Gradually increase the actual reimbursement ratio, and strive to reach about 70% in 20XX.
13. Establish a restraint mechanism that medical insurance pays equal attention to incentives and punishments for medical institutions. The drug utilization rate and self-funded drug control rate, drug proportion, consumables proportion, average cost, hospitalization rate and average length of stay in the Essential Drugs Catalogue were used for assessment, and real-time monitoring was strengthened. The assessment results are linked to the payment of medical insurance funds.
(six) to strengthen the construction of service capacity, improve 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 this county, according to the population size and distribution, geographical transportation and other factors. , formulate county health planning and medical institution setting planning, and reasonably determine the number, layout, function, scale and standard of hospitals in the county. Focus on running 2 county-level hospitals (including Chinese medicine hospitals). Improve the county emergency service system centered on county hospitals and establish a county pre-hospital emergency service system.
Focus on strengthening the construction of specialized clinical departments such as intensive care, hemodialysis, newborn, pathology, infection, first aid, occupational disease prevention, mental health, traditional Chinese medicine, and diseases with the top four referral rates outside the county in the past three years (tumor, cardiovascular and cerebrovascular diseases, thyroid occupation), and improve the level of technical services.
15. Strengthen the construction of talent team. We will further strengthen preferential policies, encourage and guide academic leaders, senior and intermediate technical personnel and medical college graduates to work in county-level hospitals through effective measures such as policy support and promotion of professional titles, and optimize the ranks of primary medical staff. Set up special posts in county hospitals and introduce urgently needed high-level talents. We will improve the system of continuing education and implement the system of doctors from county hospitals going to hospitals in big cities for further study. Strengthen the training of business backbones in county-level hospitals, improve the training system focusing on standardized training of residents, and formulate talent training plans. Every year, a certain number of backbone forces are selected to study in tertiary hospitals in cities, and the professional quality and clinical diagnosis and treatment ability of medical staff are continuously improved. Efforts should be made to establish a rotation system for doctors and managers from urban tertiary hospitals to county hospitals. Strengthen the construction of nursing team, improve the admission system for nurses, and strive to reach 1: 2 in county hospitals by 20XX.
Strengthen the technical assistance, guidance and personnel training of county hospitals to primary medical and health institutions, gradually establish a new integrated management mechanism of county, township and village (community) medical institutions, and accelerate the formation of a medical service model of first consultation, graded medical care and two-way referral.
16. Strengthen information construction. In accordance with the principle of unified standards and interconnection, accelerate the establishment of county-level public hospital information management system focusing on hospital management and electronic medical records, make full use of existing resources, and gradually establish an interconnection mechanism between hospitals and superior hospitals, primary health care institutions, hospitals and public health institutions, and medical insurance agencies, and build a convenient and efficient hospital information platform. With the help of information technology, strengthen the supervision of medical quality control, rational drug use and medical cost control in county hospitals, and promote the management, service and level of county hospitals.
Fourth, step arrangement.
1. preparation stage: carefully study the policy documents, make clear the general idea of medical and health system reform, conduct in-depth research, accurately calculate, learn from the successful experience of other pilot cities and counties, explore the ideas and models of medical and health system reform in our county, and carry out publicity and mobilization work of the reform pilot.
2. Pilot start-up stage: a leading group for the reform of county-level public hospitals was established, with organization, editing, development and reform, finance, human society, drug administration, price and health as member units. The leading group has an office located in the county health bureau. Establish a medical management committee and a medical management office according to relevant regulations. The leading group of medical reform fully investigated, demonstrated in many ways, solicited opinions extensively, formulated an implementation plan, held a pilot work kick-off meeting, and made comprehensive arrangements and arrangements for the reform pilot work.
3. Organization and implementation stage: starting from 20XX 165438+ 10/day, the zero-difference rate of drugs will be implemented and the reform of public hospitals will be carried out in an all-round way.
4. Adjustment and summary stage: hold regular symposiums on the reform of county-level public hospitals to discuss and analyze the problems existing in the reform, adjust relevant policies, formulate relevant evaluation plans, comprehensively evaluate the reform, sum up successful experiences, analyze existing problems, and further improve the reform policies.
Verb (abbreviation for verb) protection
(1) Strengthen organizational leadership. The comprehensive reform of county-level public hospitals is heavy and difficult. We should fully understand its complexity and arduousness, adhere to the principle of easy before difficult, highlight key points, make steady progress, and do all the work well. The comprehensive reform leading group of county-level public hospitals guides the reform of county-level public hospitals. The office of the leading group for comprehensive reform of county-level public hospitals is responsible for coordinating and handling specific affairs. On the basis of determining the direction and principle of medical reform, the county health bureau should refine measures, highlight key points, actively and steadily innovate institutional mechanisms, make bold attempts, make breakthroughs and achieve practical results.
(2) Strengthen departmental cooperation. All departments should, according to their respective responsibilities, strengthen communication and close cooperation, formulate and issue supporting documents for comprehensive reform of county-level public hospitals in a timely manner, and refine relevant policies and measures. Regularly monitor and evaluate the progress and effect of the reform pilot, establish the corresponding evaluation mechanism, conduct regular evaluation, report it in time, and summarize the promotion experience. Study and solve the difficulties and problems encountered in the work, form a joint force, and ensure the comprehensive reform of county-level public hospitals. The responsibilities of relevant departments are as follows:
County-level staffing department: responsible for the staffing of relevant institutions involved in the reform of county-level public hospitals.
County development and reform department: responsible for the formulation of standardized standards and the examination and approval of plans for county hospitals, and for the examination and approval of capital construction and large-scale equipment investment plans.
County finance department: increase the government's health investment, and be responsible for the development of key clinical specialties in this county, other expenses in line with state regulations and policy loss subsidies according to the requirements of government's health investment; Improve the financial accounting system of county hospitals, standardize budget management and revenue and expenditure management, strengthen the management of assets and funds, and establish and improve the internal control system; Improve the financial analysis and reporting system and strengthen the financial audit and supervision of county hospitals. County human resources and social security department: according to the overall deployment of the county government's medical reform work, it is responsible for guiding the reform of the personnel system, income distribution system and medical insurance system, formulating relevant supporting policies with relevant departments, and reviewing the implementation plan of the reform. We will steadily promote the reform of medical insurance payment methods in county hospitals and promote the smooth progress of comprehensive reform in county hospitals.
County-level price departments: responsible for organizing the implementation of national, provincial and municipal policies to deepen the price of drugs and medical services, and coordinating and promoting the reform of drug price formation mechanism; Formulate the county-wide drug and medical service price management policies; Responsible for approving and supervising the prices of medical insurance drugs and essential drugs and medical services of non-profit medical institutions in the county.
County food and drug supervision department: responsible for drug quality and safety supervision.
County Health Department: responsible for coordinating the pilot reform of county hospitals and closely tracking the progress of the pilot reform. Responsible for setting county health planning and setting up county medical institutions, strengthening industry supervision, clinical specialty construction, hospital information construction and medical quality management; Establish a division of labor and cooperation mechanism between county-level hospitals and primary medical and health institutions, and explore the integrated management of counties and villages; Explore the establishment of county hospitals equipped with the use of basic drugs system; Introduce management measures to strengthen the supervision and control of medical expenses; Supervise the implementation of backbone talents to tertiary hospitals for further study, and supervise the development of quality nursing services, clinical pathway pilots, and convenience clinics.
(3) Strengthen financial guarantee. The county government will increase investment in health and implement the investment policy of county hospitals; Strengthen the management of the use of financial funds and improve the efficiency of the use of funds; Strengthen investigation and study, and formulate and improve relevant supporting policies.
(4) Actively publicize and guide. To strengthen the publicity of public hospital reform policy, county hospitals should adopt various forms to publicize the objectives, significance and tasks of public hospital reform. Education guides the majority of medical staff to support and actively participate in the reform and play the role of the main force of reform. County-level TV stations should set up a column on the reform of county-level public hospitals, widely publicize the policy measures and achievements of the pilot reform of county-level public hospitals, strengthen policy interpretation, make the whole society understand, support and cooperate with the reform, and create a good environment for the pilot reform of county-level public hospitals.
Performance appraisal scheme for secondary hospitals II. Assessment objectives:
In order to stimulate the enthusiasm of the majority of medical staff, follow the purpose of taking patients as the center and taking the interests of hospitals as the goal, embody the principle of fair distribution and more pay for more work, and promote the harmonious development of doctor-patient relationship.
Second, the evaluation institutions and division of responsibilities:
(a) the assessment panel:
Team leader:
Deputy team leader:
Office:
Members: hospital office, medical education department, nursing department, operation department, human resources department, finance department, medical insurance office, customer service department, logistics department, directors of clinical medical departments and head nurses.
(2) Responsibilities:
Executive power: led by the president, supervised and assessed jointly with the vice president, assistant to the president, office and other departments, and organized by the office;
Medical quality: mainly supervised and assessed by the business dean in conjunction with the medical education department, nursing department and business department, and implemented by the medical education department;
Financial indicators: the business dean will supervise and assess with the business department, medical education department, nursing department, finance department and medical insurance office, and the finance department will organize the assessment;
Department management: mainly supervised and assessed by business dean, medical education department, nursing department, human resources department and business department, and organized by nursing department;
Customer relationship: mainly supervised and assessed by the operation department, medical education department, nursing department, human resources department and customer service department, and organized by the operation department.
Learning and training: mainly supervised and assessed by the human resources department, medical education department, operation department, nursing department and other departments, and organized by the medical education department.
Third, the evaluation basis:
Relevant laws and regulations of the national government; Hospital management system (Shenzhen Hang Seng Hospital Rules and Regulations Compilation XX) and meeting spirit; Responsibilities and workflow of each department; Responsibility objectives and business task indicators of various departments.
Four, performance indicators assessment and reward:
According to the tasks assigned by the hospital, rewards and punishments are given according to the savings and losses.
(a), clinical departments:
Workload (that is, the number of discharged patients or total bed days completed by residents per month, the number of daily visits and admissions completed by outpatient doctors), outpatient and inpatient business income, etc. The overall target of business income in XX is 29 million yuan, which is decomposed into the annual and quarterly targets of clinical departments, and the assessment, rewards and punishments are implemented accordingly:
After exceeding the business objectives set by the hospital for each clinical department, the excess income will be rewarded economically: the quarterly target excess income will be rewarded to the department by 3%, and the annual target excess income will be rewarded by 5% (excess ratio)
1. Taking outpatient service and hospitalization as the target, the annual outpatient service target is 23,200, and the annual hospitalization target is 880, and the ratio of door to room is kept above 3.8%. 4.5 yuan/person-time award for exceeding outpatient volume, 7.5 yuan/person-time award for exceeding hospitalization volume 1 10 yuan/person-time award 185 yuan/person-time award. The door is not up to standard, according to the quarterly per person 1 10 yuan difference fine, annual per person 185 yuan, the reward amount deducted to zero.
2. Distribution principle of departmental rewards: a. Reward individual departments in full, and pay those who are dissatisfied with attendance according to the proportion of attendance; B. Large departments: 30% for the department director, 0/0% for the head nurse, and 60% for the department director and head nurse according to attendance and work performance. If the director and the head nurse are not satisfied with the reward cycle, part of the bonus will be paid according to the actual attendance, and the rest will be transferred to the department staff. It is best to allocate employees according to personal coefficient, which is the allocation base determined according to personal titles and jobs.
3. Annual target of each department: 8.78 million yuan for obstetrics and gynecology, 4.75 million yuan for surgery, 2.9 million yuan for internal medicine, 6.5438+0.6 million yuan for pediatrics, 6.5438+0.4 million yuan for rehabilitation, 6.5438+0.5 million yuan for ent, 400,000 yuan for dermatology, 350,000 yuan for stomatology, 300,000 yuan for hepatology and 200 yuan for physical examination center.
4. Quarterly objectives of each department:
Note: a) Outpatient income is calculated according to the paid-in amount of outpatient room;
B) Hospitalization income is calculated according to the hospitalization expenses settled in the toll room in the current month. Although the patient has been discharged from the hospital, the unsettled expenses on the 25th of that month are not included in the income of that month;
C) The statement shall be calculated according to the amount received before 25th of the current month.
(2) The performance salary distribution coefficient of medical technology, administrative logistics and functional departments is 0.8 of the per capita distribution of clinical departments. Performance pay of such department personnel = 0.8* personal coefficient per capita distribution of clinical departments+quality assessment results.
Five, the quality index assessment:
Total quality assessment score 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 = financial index * personal coefficient+quality appraisal result.
The Rules and Regulations Compilation XX of Shenzhen Hang Seng Hospital is the same as the reward and punishment of this scheme, namely 1 min = 10 yuan (or 100% of the corresponding performance income, each deduction 1 deduction1%); However, the "Shenzhen Hang Seng Hospital Rules and Regulations Compilation XX" only has rewards and punishments, except for the actual rewards and punishments, which are no longer rewarded and punished in the performance appraisal.
When the assessment score exceeds the quota, it will be deducted until the quota of the current item is used up and no other items are involved.
(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) Hygienic 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.
Evaluation methods and results of intransitive verbs
1, performance pay = performance indicator commission * personal coefficient+quality assessment reward and punishment results.
2. If there are serious problems in medical quality and customer relationship projects, you can veto them with one vote, that is, deduct all performance pay and pursue other responsibilities.
3. This appraisal scheme is generally aimed at departments and assigned to departments for secondary appraisal. Each department can formulate more detailed assessment rules under certain principles, but it needs to be approved by the hospital for the record.
4. The forms of assessment are mainly superior to subordinate, and the competent department to subordinate departments.
5, take daily assessment and quarterly (month? ) In the form of centralized assessment, rewards and punishments will be paid in time. Advanced units and individuals in quarterly assessment will be given extra rewards/
6. The year-end assessment is comprehensive on the basis of quarterly assessment, and additional rewards are given to advanced units and individuals in the year-end assessment.
Second-level hospital performance appraisal scheme III In order to strengthen the performance appraisal of xx county-level public hospitals, improve the quality and efficiency of medical services, enhance the vitality of county-level public hospitals, and safeguard the public welfare of county-level public hospitals, these measures are formulated in accordance with the spirit of the Implementation Opinions of the General Office of the Government of Guangxi Zhuang Autonomous Region on Comprehensively Promoting the Comprehensive Reform of County-level Public Hospitals (Zheng Gui Ban Fa [20xx] No.61).
First, the evaluation object
Under the leadership of the county government, the administrative department of health and family planning took the lead in organizing relevant departments to conduct performance appraisal on three county-level public hospitals in our county.
Second, the assessment content
The content of performance appraisal of county-level public hospitals should be closely integrated with the annual work objectives of our county and connected with each other. Includes the following basic contents.
(1) comprehensive management: complete the mandatory tasks of the government, implement zero drug addition and reduce medical expenses, implement measures to facilitate the people and benefit the people, implement refined management of hospitals, undertake the task of training talents in primary medical institutions, strengthen the construction of medical ethics and talent team, strengthen financial and price management, and practice according to law.
(2) Medical quality management: implementation of medical core system, service quantity, service quality, medical expenses, implementation of essential drug system, medical safety management, etc.
(3) Mass evaluation and supervision: hospital affairs publicity, patient satisfaction survey, social supervision and evaluation, hospital staff satisfaction survey, etc.
For specific assessment indicators, please refer to Basic Indicators and Scoring Table for Performance Assessment of County-level Public Hospitals in wuxuan county (Annex 1) and Satisfaction Questionnaire of County-level Public Hospitals in wuxuan county (Annex 2).
Iii. evaluation procedures
(1) Set up an evaluation team. Under the leadership of the county government, led by the county health and family planning administrative department, an assessment team was set up in conjunction with finance, people's society and other departments to evaluate the performance of county-level public hospitals.
(two) the establishment of evaluation expert database. By the assessment team according to the professional performance appraisal, hire relevant business technology and management experts to establish an assessment expert database. At each evaluation, a certain number of experts are randomly selected to participate in the performance evaluation.
(3) assessment subjects. The assessment team and its assessment expert group assessed three county-level public hospitals according to the Basic Indicators and Scoring Table for Performance Assessment of County-level Public Hospitals in wuxuan county.
(four) assessment methods and cycles. Through consulting documents, on-site inspection, questionnaire survey, debriefing of agency heads, interviews with workers and staff,
The assessment team shall conduct irregular inspections according to these Measures, and conduct centralized assessment on June 65438+1 mid-October every year.
(5) publicity and review. The assessment results should be publicized in county-level public hospitals for not less than 5 working days. If there is any objection to the assessment results, it may be reviewed by the county-level assessment team or the administrative department of health and family planning of Laibin City.
(6) Report and feedback the results. The assessment team should summarize the assessment results before the end of each year 1 1, and report them to the municipal and autonomous region health and family planning administrative departments step by step, and timely feedback to three public hospitals in our county.
Fourth, assessment and evaluation.
Calculation of (1) performance value. There are two methods to calculate the performance value of quantitative indicators: for all the positive control indicators that are required to be increased, such as the number of inpatients per year, the performance value of indicators is calculated according to this formula: performance value = actual completion value/target value × standard score; Where it is required to reduce the reverse control index, such as the average outpatient fee growth rate, the performance value of the index is calculated according to this formula: performance value = target value/actual completion value × standard score.
Qualitative indicators deduct the corresponding standard points according to the specific scoring method of the assessment items, and get the actual performance value.
Each single item will be deducted at most, and no other scores will be involved. The sum of individual work performance values is the total performance value of the assessed unit.
(2) Evaluation. The assessment adopts a percentage system, and the assessment results of county-level public hospitals are divided into three grades: 85 points or more are excellent, 60-85 points are qualified, and 60 points or less are unqualified.
(3) Application of evaluation results. The assessment results serve as the basis for county-level financial arrangements for subsidy funds. Those who pass the examination will be allocated full subsidy funds in that year; If the examination fails, the subsidy funds shall be deducted, and informed criticism shall be ordered to make rectification within a time limit. If the assessment fails for two consecutive years, the person in charge will be dismissed. Specific measures shall be formulated separately.
Verb (abbreviation for verb) job requirements
County-level health and family planning administrative departments refine the performance evaluation index system of three county-level public hospitals, improve evaluation methods, innovate evaluation methods, enhance operability and improve evaluation quality. Under the guidance of county-level health and family planning administrative departments, three county-level public hospitals have formulated internal post performance evaluation standards and internal distribution management methods according to relevant systems, and established internal distribution incentive mechanisms for paying salaries according to posts and work performance. Hospitals regularly carry out performance appraisal on departments and departments, and the appraisal results are linked to employees' personal income, so as to achieve more work and better pay, appropriately widen the income gap of medical staff, and focus on assessing key positions, business backbones and personnel with outstanding contributions.
All departments should seriously assess the discipline, and it is strictly forbidden to fabricate or tamper with the assessment data, and it is strictly forbidden to use the assessment to seek personal interests, and seriously investigate and deal with fraud to ensure that the assessment is objective and fair. Units and individuals who resort to fraud, intercept, misappropriate or withdraw funds will be notified once they are found, and the funds will be recovered, and the responsibilities will be investigated according to law.
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