摘要
无锡市第一人民医院(儿童医院)和无锡市第五人民医院从2007年12月开始实施资源整合战略。资源整合前,2家医院围绕筹建、整合和运行3大工作任务,科学统筹,稳步推进,确保了新医院的启用、开诊。资源整合后,医院稳步实施三级目标责任制,做活激励机制,做实约束机制,并对重点工作实施项目化、规范化和精益化管理。通过2年运行,医院综合服务能力明显提升,医院资产实现增值保值,形成了一整套医院内部管理的工作经验和举措,促进了医院良性运行和健康发展。
Wuxi First People＇s Hospital （Wuxi Children＇ s Hospital） and Wuxi Fifth People＇s Hospital implement resource integration strategy in December, 2007. Before the resource integration, two hospitals play as a whole scientifically and make progress steadily over 3 aims, which are preparation for construction, integration and operation, to make sure the open of new hospitals. After the resource integration, the hospital implements three-level target responsibility system steadily, develops incentive mechanism, realizes restriction mechanism and manages the important work by project, regulation and refineness. After two-year operation, comprehensive service ability of the hospital has increased significantly and hospital assets have maintained and increased. In this way, a complete set of measures of interior management and working experience has been formed, and the pasitive operation and healtly development of hospitals has been promoted.
出处
《中国医院管理》
2010年第9期27-29,共3页
Chinese Hospital Management
关键词
公立医院
资源整合
运行机制改革
public hospital, resource integration, operational mechanism reform
