Township hospital work plan

Under the new situation, township health work is facing serious challenges. How to make health centers out of the predicament is an important issue facing all of us. After more than 20 years of experience in health work and the past five years of dean's work experience, and for the actual situation of our hospital, talk about several initiatives and future efforts:

First, the current status of medical and health care in our hospital

Up to now, our town has established a relatively sound rural three-level health service network with township health centers as the hub. The town has a central health center, a rural health home, and 36 health workers. The total population of the town, the number of doctors in the population of only 1,000 people, only 12 open beds, 1,000 people. Judging from the situation in recent years, in addition to providing basic outpatient medical services, the overall medical service capacity of our hospital is low, and the survival of health centers is still difficult. In XX, the total business income of the whole hospital was 10,000 yuan. Among them, medical income is 10,000 yuan, accounting for 28.9%; pharmaceutical income is 10,000 yuan, accounting for %; according to the annual final report, the total expenditure is 10,000 yuan. After making up for the 10,000 yuan drug balance, the annual loss is 10,000 yuan.

Second, the main factors that cause difficulties in the survival of health centers

The government’s investment in rural health care is insufficient, and the phenomenon of medicine supplementation is still outstanding. Township hospitals undertake public health functions, lack of health investment policies, backward hardware facilities, and poor medical conditions, which affect the completion of normal prevention and control tasks.

The layout is not reasonable enough, and the problem of “small and poor” scale is outstanding. Health centers and village health centers all have small scale, weak functions, unreasonable layout and low quality of personnel. From the perspective of "small" characters, although the hospitals have begun to take shape, they are relatively small, and most patients go to health centers. Just look at the clinic; from the perspective of the word "poor", housing, equipment, personnel, technology, lack of medical service capabilities, especially in some remote villages in my town, such as xx, xx and other villages, there are only young and old residents The status quo of empty shells, the lack of medical care for the people, forcing patients to lose most of their hometowns, resulting in reduced income.

The township hospital system is not alive. Mainly in the following two aspects: First, there is a phenomenon of “medical supplementation” in operation. Pharmaceutical income accounts for an absolute proportion of total business income, accounting for 71.7%. Under the current management system, it still relies on selling drugs to maintain The status quo of the hospital; second, the concept is lagging behind, management is backward, and people are overstaffed. There is no institutional incentive and restraint mechanism from top to bottom in the hospital. The leadership lacks innovative consciousness, the management level is not high, and the operating mechanism is not live. The general staff are comfortable with the status quo, waiting for the patient to come to the door, still sticking to the "big pot rice, iron rice bowl" "Ideological, unwilling to reform, afraid of competition, sitting still."

The health technology team is seriously unsuitable for the requirements of the new era. The overall performance is: the quality of personnel is low, and the structure is not reasonable. Among the 20 employees in the hospital, 65% of the medical staff are junior titles, 5 are intermediate titles, accounting for 25%; only 2 of senior titles account for 10 %. The low education level and the low technical level are not only directly affecting the healthy development of township hospitals, but also further restricting the medical consumption needs of rural people. Secondly, in the past 10 years, there have been no high-tech and high-quality professionals to enrich and strengthen township hospitals. The mechanism of personnel entry and exit has become rigid, and people's trust in “small hospitals” has been greatly reduced.

There is a problem of lax management in the hospital. The management system is incomplete or the system is not implemented according to the system. These internal management problems have largely restricted the overall construction and development of the hospital. Such as: financial management system, medical quality control management system, health and technical personnel business training and learning system, health center disinfection management system, hospital infection control system, disposable medical device use management system, etc. have been established, but lack of real sense Management.

In XX, on the basis of the achievements of the municipal hospitals in the past three years, we will focus on the work of the Municipal Health Bureau and carry out patient-centered, first-class civilized and high-quality services; with reform as the driving force, advocate competition, dedication and enterprising spirit. Taking talent cultivation as the foundation, striving to improve the quality of all employees; taking quality control as the core, continuously improving the quality of medical care; focusing on safety management, and ensuring medical safety; focusing on target governance, strengthening governance, and striving to complete various medical treatments Work and tasks.

(2) Working ideas

1. Broaden the work area and improve economic efficiency. While actively carrying out the daily medical work of the hospital, we must focus on three tasks in XX. The first is to increase the small-scale compensation for outpatient clinics of the new rural cooperative medical system and the work of hospitalized patients in the new rural cooperative medical system. In accordance with the requirements of the Municipal Co-management Office, in the small-scale compensation for outpatients, we worked closely with the rural doctors to organize the workers in the summer and winter slack seasons to carry out outpatient minor compensation conferences for the 6755 insured persons in 17 villages in the town. Send medicine into Wanjia activities. This work will increase income by 100,000 yuan on the basis of XX years. In the advancement of new rural cooperative medical patients, the rural doctors' referral work is highlighted. The specific method is to sign a referral agreement with the township doctors, and set the targets and tasks for the township doctors to increase the income of both parties. It also strengthens the collective economy and continuously increases hospital income. This work strives to increase income by 30,000 yuan on the basis of the previous year. The second is to respond to public health emergencies and focus on prevention and prevention. In XX, we must make full use of the state's opportunity to enjoy primary health care for all, and fully carry out preventive and health care work for children, students, women, and the elderly. In addition to regular work such as vaccination, it is planned to complete the health check of more than 800 students in the first quarter, and carry out a comprehensive census of thousands of women's diseases in the town from September to October. The third is to broaden the thinking, take the initiative to attack, and actively strengthen close ties with all units in the jurisdiction, conduct health preferential medical examinations for the majority of cadres and workers, and further expand hospital income. In summary of the above-mentioned work, the annual income can be 100,000 yuan.

2. Focus on talent training and strengthen the health team. Talents are the most important factor for the survival and development of health centers. However, the current comprehensive quality of health technology in our hospital is low. The proportion of health technicians with intermediate titles or above is insufficient. Outpatients, especially key physicians, are lacking, lack of talents, no backup. power. Therefore, it is necessary to squeeze out funds to increase training. On the one hand, we have formulated a comprehensive study and advanced study plan, and we will regularly carry out training in batches. In XX, the project selected 1-2 people to carry out training, and strive to use five years to complete the rotation training of personnel as soon as possible, gradually improve the overall business level, attracting patients to visit our hospital; on the other hand, we must strengthen the quality management of business learning in the hospital. In-depth education will continue to improve the skills of employees; the third is to actively explore the introduction of high-level talents, hire famous retired experts from municipal hospitals to come to our hospital to improve the quality of health services and increase public welfare benefits.

3. Practice diligence and save money and resolve bad debts. At present, the Hutou Health Center faces many difficulties, and the accumulated wages of employees, medical compensation, and pharmaceuticals have reached 670,000 yuan. In recent years, in order to form a vicious circle, protests, judgments, and pending implementations have been given. The normal work of our hospital has had a serious impact. The hospital can't do anything about it. It can only maintain the thirst for the relationship. In addition, due to various factors, the hospital's income is relatively low. In addition, there are many retirees, and an average of 3 employees on the job will bear 1 Retirees and some patients have flowed to the city, and the full payment of wages is still arduous. How to solve these problems, one must be careful and careful, diligent and economical, in the premise of ensuring the existing wages of employees, but also to correctly face the "lawsuit", to actively negotiate with the parties, and make a gradient or long-term repayment plan, do It may stabilize the immediate work situation. The second is to actively and truthfully report to the leadership of the bureau on the status quo of our hospital, and strive to get superior support and preference in terms of debt.

4. Innovate work ideas and increase competition. It is necessary to seize the state's support policies for grassroots medical and health work, and with the care and support of the Municipal Health Bureau, tap the potential, climb high and expensive, use personal connections and social relations, actively go out to fight for funds, and strive to increase the necessary medical care. Equipment, transportation, as soon as possible to solve the construction of water supply, maintenance and other infrastructure in the hospital, while trying to improve the office conditions of the hospital, replacing the old tables and chairs that have been used since the establishment of the hospital, so that the hospital has excellent medical conditions and good office environment. situation.

5. Strengthen medical management and stimulate competition. Reform the management system of the hospital and benefit from management. As the saying goes: "Three points, seven points management." The key to the quality of hospital work is management. First, improve the leadership system, implement democratic management throughout the hospital, implement targeted management of each subject group, implement various responsibility systems, implement economic and contract-related responsibility system, and implement a five-in-one-one-one-one-responsibility system, that is, “ The reward and lazy lazy mechanism of setting personnel, setting tasks, setting responsibilities, setting attendance, and setting benefits, rewards the proportioned tasks, and gives a proportional penalty to the unfinished tasks to stimulate the competitiveness of employees. And work enthusiasm. The second is to further strengthen the construction of medical care teams, strictly abide by the medical care operation procedures, severely punish medical care errors, and endeavor to avoid medical disputes caused by medical care mistakes. The third is to strengthen the construction of medical technology quality, improve the overall level of hospital diagnosis and treatment, establish a good image of the hospital, and meet the basic medical and health service needs of the people.

6. Strengthen the construction of villages and improve service levels. The construction of village-level health centers in our town is still relatively weak, and the infrastructure is relatively backward. In particular, some villages are extremely rudimentary and the management is not in place. Therefore, it is necessary to seize the opportunity of national support. In XX years, the town government will take the lead in completing 4 The construction of the village standard health center, and strive to achieve the standardization of health clinics within three years. In addition, it is necessary to take regular meetings, training, supervision and other forms to strengthen the business management and technical guidance for village clinics and village doctors, and further improve the business level of village doctors.