It's about all the public hospitals! Health and Health Commission issued 4 tasks!

Medicine Network December 29 - In recent years, the economic operation of public hospitals increased pressure, the national level also noted this phenomenon.
Recently, the National Health And Wellness Commission and the State Administration of Traditional Chinese Medicine jointly issued the Guidance on Strengthening the Operation and Management of Public Hospitals, pointing out that the scale of revenue and expenditure of public hospitals is expanding, such as business activities such as medical education and research and defense, economic activities such as budget capital asset cost management, human and property technology and other resource allocation activities are becoming more complex, economic operation pressure is gradually increasing, it is urgent to adhere to the direction of public welfare, speed up the integration of internal operations and management short boards and weak points, to fine management benefits.
The Opinions suggest that hospitals should set up operations management committees, which shall be mainly responsible for establishing and perfecting the organizational framework system and rules and regulations for hospital operations and management, formulating annual work objectives, indicators and plans for hospital operations and management, considering the analysis and evaluation report of hospital operations and management, and making suggestions and improvement measures for hospital operations and management. the
also suggested that we should promote the socialization of logistics services, strengthen logistics management such as water and electrical heating, catering, sanitation, building, security and other logistics, optimize service processes, standardize management mechanisms, strengthen energy consumption control, explore intelligent "one-stop" service model, and continuously improve logistics service quality and efficiency.
, strengthen clinical, medical technology, medical auxiliary and other business departments operating guidance.
to explore the establishment of operations assistant team, normal attention to the development of the operation of the department, effectively guide the medical business department to improve operational efficiency, strengthen teaching, scientific research, prevention, logistics services and other work of the system management and cost control.
Attached: Guidance on strengthening the operation and management of public hospitals Provinces, autonomous regions, municipalities directly under the Central Government and Xinjiang Production and Construction Corps Health and Health Commission, Chinese Medicine Bureau, National Health and Health Commission, State Administration of Traditional Chinese Medicine Budget Management Hospital: At present, the scale of public hospital revenue and expenditure is expanding, medical education and research and prevention, etc. Business activities, budget capital asset cost management and other economic activities, human and property technology and other resource allocation activities more and more complex, economic operation pressure gradually increased, it is urgent to adhere to the direction of public welfare, speed up the integration of internal operation and management of short boards and weaknesses, to fine management to benefit.
To implement the relevant requirements of the General Office of the State Council on the establishment of a modern hospital management system (State Office issued No. 67 of 2017), to promote the high-quality development of public hospitals, to promote the rapid transformation of management mode and mode of operation, and to further improve the scientific, standardized, refined and informatized level of hospital operation and management, this guidance has been formulated.
1. The overall requirements and basic principles of public hospital operation management is based on comprehensive budget management and business process management as the core, full cost management and performance management as a tool, the hospital internal operation of all aspects of the design, planning, organization, implementation, control and evaluation of management activities, is the hospital people, financial, material, technology and other core resources for scientific allocation, fine management and effective use of a series of management methods and methods.
(i) to raise awareness.
Strengthening the operation and management of public hospitals is an important step to lead the high-quality development of hospitals with new development concepts and implement the modern hospital management system;
(ii) the overall requirements.
the guidelines of health and health work in the new era and the strategic plan for the development of public hospitals, we will adhere to the public welfare and strive to achieve the organic unity of social and economic benefits.
Vigorously promote the deep integration of the core business work and operation management of public hospitals, integrate modern management concepts, methods and technologies into all fields, levels and links of operation and management, improve the level of operational management refinement, adhere to high-quality development and connotation construction, and improve management methods such as management system, re-creation of business processes, optimization of resource allocation, and strengthening of analysis and evaluation. Operational management is transformed into value creation, effectively enhances operational management efficiency and input and output efficiency, focuses on the content of various types of business activities economic behavior (i.e., the activity can obtain income or consume resources such as people and property), establish and improve internal control management and risk monitoring system measures, so that it not only meets the standardized requirements of business management, but also meets the needs of risk prevention and control precision.
all public hospitals in the country should continue to strengthen their operational management, and three public hospitals should take the example.
(iii) basic principles.
1. Principles of public welfare.
public welfare as the premise, to meet the people's health needs as the starting point and landing point, to achieve social benefits and service efficiency maximization.
2. The principle of holistics.
based on the overall development of the annual operation and management plan, mobilize all personnel to participate in all aspects of operational activities, co-ordinate all needs, effective allocation of various types of resources.
3. The principle of integration.
will fully integrate operations management with core business activities such as medical, teaching, scientific research and prevention, and promote value creation from business activities.
4. Cost efficiency principle.
to balance operating costs with operational efficiency in order to achieve appropriate operational efficiency at reasonable cost.
5. The principle of adaptability.
based on objective reality, we should construct the operation and management mode, structure and mechanism which adapt to the development characteristics of public hospitals themselves.
, build an operational management organization system (4) to strengthen organizational construction.
hospital is responsible for the overall management of hospital operations, the chief accountant to help do a good job, the leadership of each hospital is responsible for the specific division of work.
Hospitals shall set up an Operations Management Committee, which shall be mainly responsible for establishing and perfecting the organizational framework system and rules and regulations for hospital operations and management, formulating the annual work objectives, indicators and plans for hospital operations and management, considering the analysis and evaluation report of hospital operations management, and making suggestions and improvement measures for the management of hospital operations.
Hospitals shall clearly carry out relevant work in the departments responsible for operation and management, including: studying and drafting operational management systems, plans, analysis and evaluation reports, etc.;
hospitals should enrich the strength of the operation management departments and equip them with personnel with knowledge backgrounds in finance, auditing, personnel, medical care, price, medical insurance, information technology, engineering and other personnel as operation administrators, and effectively undertake the specific work of operations management.
actively promote the operation assistant, price co-ordinator system, etc. , to assist in collaboration with the clinical business department to strengthen the department's indoor operations and price management.
(v) straighten out the operating mechanism.
the hospital should establish an efficient operation and management mechanism of scientific decision-making, division of responsibilities, coordinated implementation, analysis and evaluation, and communication feedback.
1. Strengthen decision-making mechanisms.
the management of operations involving "triple one" matters, the hospital party committee needs to study and discuss the consent.
matters requiring legality examination shall be issued with legality audit opinions.
2. Improve the division of labor mechanism.
clear operational management committee, operations management lead department, business unit and administrative logistics management department in the operational management of the work responsibilities and specific division of labor.
3. Refine the implementation mechanism.
to break down and refine operational management objectives and tasks, layer by layer to implement the main responsibility, to ensure the effective implementation of various tasks.
4. Real evaluation mechanism.
regularly carry out operational monitoring, inspection and analysis and evaluation, dynamic grasp and evaluation of operational management progress and implementation results.
5. Build a feedback mechanism.
will be operational results and evaluation results in a timely manner at all levels within the hospital to communicate feedback, to achieve cross-sectional two-way collaboration, the two levels of coordination between the two levels of development.
(vi) to improve the system.
Hospitals should combine operational objectives and fine management needs, focus on core resources such as people, finance, goods, technology, focus on the core business of medicine, education, research, prevention, and so on, with resource allocation, process re-creation, performance appraisal as the guide, establish and improve the operational management system system, clear organization, Responsibilities and authority, decision-making mechanism, business norms, operational processes and other content, improve human resources management, space and facilities equipment management, performance management, financial management, asset management, risk prevention and control management, information management and other systems, effectively ensure the standardization and efficient operation of operational management, improve operational management efficiency and quality.
, clear operational management key tasks (seven) clear management scope.
1. Optimize resource allocation.
In accordance with the hospital construction plan and medium- and long-term career development planning, establish standards for the classification and allocation of human, financial, material, technical, spatial and facilities resources, strengthen the allocation and optimization of resources, promote dynamic matching of all kinds of resources, and improve the ability of internal resource allocation to coordinate services for medical, teaching, research, prevention and other business work.
2. Strengthen financial management.
Strengthen the management of comprehensive budget, cost accounting, infrastructure finance, economic contract, price, medical insurance settlement, etc., provide a solid foundation for operation and management, integrate career development objectives, performance appraisal business indicators and quality control process requirements into financial management, play the role of financial management services, security and control, strengthen financial information sharing and sharing, and provide support for business development.
3. Strengthening asset management.
Strengthen the asset management of monetary funds, fixed assets, intangible assets, materials and supplies, construction projects under construction, and build a whole chain management system for asset procurement, acquisition and inventory;
4. Strengthening logistics management.
Promote the socialization of logistics services, strengthen logistics management such as water and electrical heating, catering, sanitation, construction housing, security, optimize service flow, standardize management mechanisms, strengthen energy consumption control, explore intelligent "one-stop" service model, and continuously improve the quality and efficiency of logistics services.
5. Strengthen the operational guidance of clinical, medical technology, medical auxiliary and other business departments.
to explore the establishment of operations assistant team, normal attention to the development of the operation of the department, effectively guide the medical business department to improve operational efficiency, strengthen teaching, scientific research, prevention, logistics services and other work of the system management and cost control.
6. Strengthen the integration of business management and economic management.
Strengthen the sense of budget, cost, performance and internal control management, integrate the requirements of economic management into the core business processes and quality control links of hospitals, promote the deep integration of business and resource management, explore and improve the standardization of clinical pathways, standardize clinical terminology, promote the standardized management of medical service activities, and strengthen the process control and internal supervision of the transformation of medical service behavior into economic behavior.
7. Strengthen operational risk prevention and control.
Strengthen internal audit supervision and management, risk management and internal control construction, establish and improve risk assessment, assessment and prevention and control mechanisms, strengthen the internal control construction at the unit level, financial level and business level, realize the whole process control of hospital economic affairs, establish medical, price, financial and other administrative departments to jointly check the daily supervision mechanism, regularly and irregularly carry out standardized management inspection of medical services, avoid the occurrence of illegal and illegal pursuit of economic interests, strengthen debt risk management, and strictly prohibit debt construction.
8. Strengthen internal performance appraisal.
Hospitals shall, in accordance with the performance appraisal indicators determined by the competent departments of health and Chinese medicine, establish an internal comprehensive performance appraisal index system, carry out all-round performance evaluation from the aspects of medical treatment, teaching, scientific research, prevention and discipline construction, comprehensively assess the effectiveness of operation and management implementation, ensure the quality of assessment through enhanced information technology, and combine the results with the improvement of internal management.
9. Promote the construction of operational management information.
In accordance with the hospital information construction standards issued by the state and industry, strengthen the construction of the hospital's internal operation and management information system, promote the real logistics, capital flow, business flow, information flow, strengthen the effective docking of various information systems, ensure the standardization, integrity and effectiveness of all kinds of data information, support the statistical, analysis, evaluation, monitoring and other use of operational data, strengthen operational management information security, improve information protection technical measures and systems.
(viii) to optimize the management process.
hospitals should combine the people, money, materials and technology in all aspects of their operations through process management to form a unified management system.
To patients and clinics as the center, to public welfare and career development strategy-oriented, to refine and improve efficiency as the goal, the comprehensive use of systematic thinking to optimize the management process, to achieve process management system, scientific, standardized and intelligent.
1. Sort out the operation process.
According to the business activity norms and internal requirements order, item by item to draw the flow chart of hospital operation activities, according to the operating activities of the system basis, management principles, quality requirements, job responsibilities, business content and personnel and property technology and other resource allocation process description.
, but also to embed internal control requirements into all aspects of the operational process, so that the ring is connected, mutual constraints, risk prevention.
2. Evaluate the operational process.
from the quality, risk, time, cost and other dimensions, regularly check and evaluate the scientific, normative and adaptability of each operation process, find out the problem, analyze the reasons, make suggestions.
3. Optimize the operational process.
adhere to problem-oriented and goal-oriented, focus on systems, synergy and efficiency, and continuously optimize the design of operational processes to ensure that they are adapted to changing conditions and conditions within and outside the hospital.
4. Promote process management standardization and informatization.
have been tested and practical operational processes, to timely curing into the rules and regulations and information systems, and strive to achieve rules and regulations, standardized operation, high quality and efficiency.
(9) strengthen information support.
should make full use of modern information technology and strengthen the standardization of the information integration platform for hospital operation and management.
1. Establish an operational management system and data center to achieve full process management of resources.
Mainly around the human, financial, material, basic operation, comprehensive decision-making and other 5 areas, medical, medical insurance, medicine, teaching, scientific research, prevention and other 6 major matters, focusing on the construction of human resources management system, fund settlement, accounting, budget management, full-cost management, audit management and other financial systems, performance appraisal system, material supplies management system (drugs, reagents, high value).