Discussion on formulation of public hospital′s articles / 中华医院管理杂志

The scientific and standardized articles recognized and followed by all members of the hospital are significant tools to ensure that the hospital adheres to the development direction of public welfare, to guide the operation and development of the hospital, to guarantee the autonomy of hospital management, and to promote the legalization of hospital management system and operation mechanism. Public hospitals are the main body of their articles′ formulation, and other stakeholders such as the organization running hospitals, industry association, health administrative departments can also play an active role in the process of public hospital articles′ formulation. The articles of public hospitals should cover the basic situation of hospitals, internal organizational structure, decision-making system, management system, external governance structure and relationship, etc. In the formulation of the public hospital′s articles, we should not only comply with requirements from policy documents, but also reflect the characteristics of the hospital. We should not only standardize the hospital′s governance and management, but also coordinate the existing institutional arrangements of the hospital. And we should not only formulate the articles, but also actively promote their implementation.

Exploration of SHDC in public hospital investor management / 中华医院管理杂志

The paper,based on a review of the reform of state-owned enterprises,and of the duty positioning and supervision of state-owned assets management committee, described experiences of Shanghai Hospital Development Center (SHDC ) in learning from such reforms. Centering onappropriate separation of ownership and power of management and defining public hospitals as key player of state-owned assets,SDHD explored to build a state-owned assets investor system conforming to the institutional positioning,assets category and operating targets of such hospitals.This way a state-owned assets management mode is gradually set up,featuring to make regulations beforehand,to supervise in the course and to supervise afterwards.

Practice of performance appraisal for directors of Shanghai public hospitals / 中华医院管理杂志

Objective To explore methods for performance appraisal of directors of municipal hospitals in Shanghai.Methods To assess the management performance of directors of 24 tertiary hospitals each year,measured by five dimensions of social satisfaction,management efficiency,capital operation,development sustainability and staff satisfaction,and 23 indexes.Results Implementation of the performance appraisal has witnessed constant improvement of patient satisfaction and quality of medical care,as well as rational control of medical expenses and cost.In 2014 for example,the cost of emergency/outpatients per visit at such hospitals were 312 yuan and 1 5 600 yuan per hospitalization respectively,with 7.6 days of stay in average.Also improved were service efficiency,clinical research output and hospital business performance in general.Conclusion Performance appraisal of directors of public hospitals proves an important means for guiding the hospitals to adhere to public welfare, consistent with the government medical institution operation target, and to strengthen internal management of such hospitals.

On the significance and role of performance appraisal of directors of public hospitals / 中华医院管理杂志

Objective Studies of the positioning,framework and weight of the performance of directors of third-grade public hospitals will pave the way for launching a study of the performance of these directors,and for the performance appraisal of the directors of third grade public hospitals.Methods The following methods are called into play:Meta-analysis of literature to summarize the research outcomes of the appraisal thinking and modeling for managers of public hospitals;the balance score card to design the theoretical base of public hospital performance framework;the Delphi Method to identify the functionality expected of public hospitals,and the thinking and framework for performance appraisal;in addition to experts consultancy to demonstrate via questionnaires.Results Positioning of directors performance appraisal of third-grade public hospitals comprises both desirable social effect outcomes and desirable operating status.This performance appraisal consists of such five dimensions as social satisfaction,effective management,asset operation,development sustainability,and employee recognition,totaling 12 performance objectives.Conclusion Scientific and reasonable design of the framework and weight of the perfofinance appraisal for managers of public hospitals is conducive to assuring the public interest nature for public hospitals.