医院后勤管理体制改革的实践与探索

介绍了中南大学湘雅三医院实施后勤管理体制改革的背景、做法和体会。该院对与医疗生产直接相关的水、电、气服务部门实行经济目标责任制,对其经济指标进行量化定额管理,根据各项指标的完成情况实施奖惩;对一些独立于医疗而又能创收的后勤部门,则成立服务公司或服务中心,引入市场机制,自负盈亏,自主经营;对保洁、保安、维修、绿化及门急诊的导医导诊等牵涉面广、管理难的服务项目,交付给社会专业物业公司管理。认为医院后勤改革牵涉到国家、医院和全体职工的利益,需要承受许多压力,要解放思想,转变观念,同时应从医院和社会的实际情况出发,因地制宜,对不同的情况采取不同的改革模式。

Practice and Exploration of Hospiul Logistic Maoagement System Refor

Background .operation and experiences were introduced about logistic management system reform in Xiangya third hospital of Middle - south university. In this hospital,financial target responsibility was adopt to the service departments of water,electricity and gas supplies which were direct relevant to medical products. Quantitative ration management was used on the financial indicators ; Award and punishment would be strictly related to the coverage rate of these indicators. For the other logistic departments that can make money by themselves and are relatively independent to medical services.the allowance to establish a service corporation or service center will be suitable. These kinds of department shall obey market mechanism and manage independently. And the other services such as cleaning security, maintain. virescence and medical services guides were comprehensive and difficult for administration .shall be consigned to professional estate company. Logistic management reform involved benefits of the country , hospital and all staff so that it was important to open mind and practice according to real situation.