Detailed rules for performance appraisal of township hospitals

It is significant for township hospitals to formulate detailed rules for performance appraisal in order to mobilize the enthusiasm of grassroots medical and health personnel and optimize basic medical services. Below, I have compiled the performance appraisal rules for township hospitals for everyone. Welcome to read for reference!

in order to give full play to the role of the tertiary health service network hub of township hospitals, mobilize the enthusiasm of grassroots medical and health personnel, and provide fair, economical and effective public health and basic medical services for farmers, according to the spirit of the guiding scheme for performance appraisal of township hospitals (Qing Wei Nong [29] No.23) and other documents, aiming at some problems found in the implementation of the performance appraisal implementation scheme of township hospitals in 212,

I. definition

performance is defined as maximizing output (service) on the basis of pursuing the unity of internal management and external effects, quantity and quality, economic factors and ethical and political factors, rigid norms and flexible mechanisms in the process of actively fulfilling social responsibilities.

II. Guiding ideology

Under the guidance of Scientific Outlook on Development, according to the general requirements of deepening the reform of medical and health system, establish and improve the incentive and restraint mechanism for township hospitals, give full play to the comprehensive functions of preventive health care and public health services of township hospitals, and improve the level of health services for farmers and herdsmen.

III. Basic Principles

(1) Adhere to the principle of consistency

Throughout the county, the assessment contents and standards are basically the same, and the assessment methods are the same.

(II) Adhere to the principles of objectivity, fairness and transparency

Objectively reflect the actual situation of hospitals, and hospitals with the same development level adopt the same assessment standards and make the assessment results public.

(3) Adhere to the principle of paying equal attention to system construction and capacity building

Through assessment, further improve the management systems of township hospitals, improve the enthusiasm of grassroots health workers, and promote the harmonious and healthy development of township hospitals.

IV. Objectives

(1) Overall objectives:

1. Establish four mechanisms. Gradually establish a good government input subsidy mechanism, post competition, employment mechanism of promotion and demotion, distribution mechanism of rewarding the superior and punishing the inferior, and social democratic supervision mechanism. The unified and coordinated work evaluation mechanism of quality and efficiency can promote the completion of the work objectives of township hospitals and enhance the sense of career accomplishment and collective honor of employees.

2. realize five transformations. The focus of township hospitals has changed from medical service to public health service, from passive service to active service, from single-sector evaluation to multi-sector evaluation with the masses, from pursuing economic benefits to paying attention to social benefits, from subsidizing personnel to paying according to service results.

3. achieve a goal. Focusing on safeguarding farmers' health rights and interests, we will provide farmers with safe, effective, convenient and cheap public health and basic medical services to improve the health level of the people.

(II) Specific objectives

According to the service content and health service function of township hospitals, the framework of performance appraisal indicators is determined, and an individual performance appraisal scheme with service quantity, service quality and residents' satisfaction as the main secondary indicators is established. Within this framework, appropriate tertiary indicators are selected, and a set of scientific, reasonable and simple performance appraisal index system for in-hospital individuals is formulated. Among them, for personal performance assessment, it is emphasized to determine different assessment indicators according to factors such as service content, labor intensity and technical characteristics, and to highlight service quantity, service quality and residents' (patients') satisfaction as the main indicators for regular and irregular assessment. Introduce the concept of standard service quantity to verify the personal service quantity.

V. Basic information

Ledu County is located in the middle reaches of Huangshui River in the northeast of Qinghai Province, with a total area of 3,5 square kilometers, with the lowest elevation of 1,85 meters and the highest elevation of 3,4 meters. The county is divided into four landforms: Naoshan, Shallow Mountain, Goucha and Chuanshui. The county governs 7 towns, 12 townships and 354 administrative villages; The total population is 288,, including 239, in rural areas.

there are 438 health institutions in the county, including 6 county-level medical institutions, 21 township hospitals, 359 village clinics, 4 private hospitals, 9 non-governmental community health service stations and 39 individual clinics. By the end of May 212, * * * had 226 full-time employees, including 27 health professionals and technicians, and township hospitals had 124 regular beds, with .52 beds per thousand people and .87 health technicians per thousand people.

VI. Implementation steps

(1) Establishment of organization

According to the requirements of the plan, a leading group and an expert group for health performance evaluation of township hospitals in Ledu County were established to supervise and inspect the performance evaluation of township hospitals.

(II) Formulation of assessment rules

Formulation of external performance assessment rules for township health centers in Ledu County, clarification of performance indicators and assessment methods, determination of specific performance assessment indicators for township health centers, and strict inspection and assessment combined with annual work to ensure the authenticity and reliability of assessment results, so as to achieve the purpose of promoting work, improving efficiency and improving services.

(III) Training

In order to further improve the performance appraisal of rural health development projects in Ledu County, and effectively improve the business level and service delivery capacity of township hospitals, a performance appraisal training course was held for all township hospital presidents, experts in the second field, relevant personnel of county hospitals, county traditional Chinese medicine hospitals, county new rural cooperative medical system offices, county CDC, county maternal and child health stations, and some hospital staff representatives, giving a detailed explanation of townships.

(4) Implementing the internal performance management of township hospitals

In October 29, the county medical reform office reviewed and determined the internal performance evaluation methods of township hospitals, focusing on the construction and management of health service quality, actively carried out rational drug intervention, using clinical diagnosis and treatment norms, technical operation norms, prescription writing norms, medical record writing norms, basic drug lists, hospital infection control measures, etc., strengthened the quality control of medical services in hospitals, and formulated quality control measures to ensure.

(V) Carry out daily supervision

According to the requirements and arrangements of the Implementation Plan for Performance Appraisal of Township Health Centers in Ledu County, the county medical reform office organized an expert group for performance appraisal of township health centers in Ledu County, and under the leadership of the county health bureau, it was held on November 5, 29. On the 17th, we divided into two groups to supervise 21 township hospitals in our county. The performance appraisal of township hospitals is composed of the county-level health administrative department leading group, which is organized and arranged in a unified way, and is assessed once every six months. After the assessment is completed, the performance appraisal results are evaluated in a unified way.

VII. Assessment indicators

(1) Efficiency of basic public health services

1. Quantitative indicators:

Full coverage rate of basic vaccine and expanded vaccine

Hepatitis B vaccination rate of newborns within 24 hours

Timely reporting rate of legal infectious diseases

Coverage rate of health education and awareness rate of 66 core health knowledge

Residents' health. The dynamic management rate reaches

the filing rate of key groups such as chronic diseases, disabled people and the elderly

the management rate of hypertension patients

the management rate of diabetes mellitus

the standardized filing rate and management rate of elderly health records

the hospital delivery rate of pregnant women

the systematic management rate of pregnant women and children

the management rate of high-risk pregnant women; The hospital delivery rate of high-risk pregnancy is

The rate of mobilizing pregnant women to go to township hospitals and above medical institutions for five prenatal examinations is

The rate of systematic management of children under 3 years old is

The rate of project management of frail children is

2. Quality indicators:

The disease incidence rate of vaccine is controlled within the indicators stipulated by the state

The rate of behavior formation is;

blood pressure control rate of management cases;

the blood sugar control rate of management cases;

neonatal mortality;

(II) Efficiency of basic medical services

Outpatient antibiotic use rate

Outpatient hormone use rate

Outpatient intravenous infusion rate

Admission and discharge diagnosis coincidence rate

Inpatient unreasonable referral rate

Inpatient cured (improved). Rate

qualified rate of outpatient prescription writing

qualified rate of inpatient medical record writing

average outpatient expenses

average hospitalization expenses

utilization rate of hospital beds

proportion of basic drugs used in outpatient prescriptions

nursing? Three checks and seven pairs? Implementation

compliance of medical waste disposal

number of medical disputes

(3) Management and operation efficiency

implementation of relevant management systems in township hospitals

financial management of assets

fund operation and balance of payments

in-hospital equipment in good condition and use

in-hospital performance appraisal

management and guidance of village clinics

in-hospital and personal hygiene environment

patients and the masses' medical care and public health * * * Satisfaction of health services

employee satisfaction

VIII. Assessment

(1) Assessment contents

The performance assessment contents of township hospitals are closely integrated with the annual work objectives.

(II) Assessment Procedure

1. External performance assessment of township hospitals

The Health Bureau forms an assessment leading group, which makes unified arrangements, and draws relevant personnel from the Medical Affairs Office of the Health Bureau, the CDC, the Maternal and Child Health Station, the Health Supervision Office and the township hospitals to form an assessment working group, which conducts an assessment once every six months, and uniformly evaluates the performance assessment results after the assessment is completed.

2. Internal performance evaluation of health centers

According to the internal performance evaluation methods of township health centers, a performance evaluation team was set up to comprehensively evaluate the staff of township health centers from three aspects: service quantity, service quality and satisfaction, and the principle of post evaluation was implemented, and different performance evaluation schemes were implemented for different staff.

core indicators can be selected to evaluate the performance of clinicians or general practitioners in health centers. For example, in terms of the number of services, the number of general outpatients, emergency personnel, visits, pre-hospital emergency personnel, hospital beds (including rehabilitation of the disabled) and surgical service personnel (limited to such surgical services) are selected; In terms of service quality, the percentage of outpatient prescriptions with two or more antibiotics, the percentage of outpatient prescription hormones, the qualification rate of outpatient prescription writing and the average outpatient expenses are selected. In terms of patient satisfaction, complaints, disputes and comprehensive satisfaction are selected.

core indicators can be selected for the performance appraisal of public health personnel. In terms of the number of services, you can choose the number of people who have been vaccinated (including the first-class vaccine and the second-class vaccine), the number of women's health care providers, the number of children's health care providers, the number of patients with hypertension, diabetes, psychosis, AIDS, tuberculosis, the number of health checkups, the number of new file providers, the number of health education guidance workers' days, the number of people reporting suspected of legal infectious diseases and the number of emergency handlers of public health emergencies, etc.

In terms of service quality and residents' satisfaction, we can choose the completeness of service log records, service management norms, the number of complaints and disputes, and comprehensive satisfaction. In view of the fact that some services carried out by township hospitals need the cooperation of all kinds of staff, the service quantity is calculated according to the equivalent value of the standard service quantity approved by the service project. For example, if a clinician goes to the village to assist public health workers in health education and guidance for one day, it will be accounted according to the standard service volume approved by public health workers, that is, 12 standard service volumes.

because of the complexity of nursing staff's work content and calculation, and the overall shortage of nursing staff in township hospitals, the current common method is to refer to the assessment standards of clinical, general or preventive doctors. Township health centers can formulate assessment plans according to the actual situation of the hospital.

patient satisfaction assessment can be conducted by questionnaire, telephone follow-up, etc., or by selecting the patient satisfaction of the assessed object for a certain period of time (one quarter can be selected) as the benchmark value, continuing to use it for a certain period of time (usually one quarter), and then making appropriate adjustments according to the recent complaints and disputes of the assessed object, so as to reduce the workload of monthly patient satisfaction survey.

after the assessment, comprehensively evaluate the completion of work objectives according to the job performance value of the post, and cash the performance salary.

(3) Assessment methods

1. Consult the documents. Consult the statistical reports, work records, prescriptions, medical records and other related documents of township hospitals.

2. on-site inspection. Check the internal settings and service process of the hospital.

3. interview the masses. Investigate at least 2 farmers or patients to understand the satisfaction of the masses.

(IV) Assessment results

1. Calculation of performance value

There are two methods to calculate the performance value of quantitative indicators: for positive control indicators that require an increase or growth, such as hospital delivery rate, the performance value of indicators is calculated according to this formula: performance value = actual completion value/target value? Standard score; Where the reverse control index is required to be reduced, such as infant mortality rate, the performance value of the index is calculated according to this formula: performance value = target value/actual completion value? Standard score.

for qualitative indicators, the corresponding standard score is deducted according to the specific scoring method of assessment items, and the actual performance value is obtained.

the sum of the individual work performance values is the total performance value of the assessed health center.

2. Assessment results

Assessment results are divided into three grades: those with performance scores above 85 are excellent, 84-6 are qualified, and those with performance scores below 6 are unqualified.