Interpretation of the Interim Measures for the Administration of Leaders in Public Hospitals (II)

Full text of the Interim Measures for the Administration of Leaders in Public Hospitals Chapter I General Provisions

Article 1 In order to strengthen and improve the management of leaders in public hospitals, improve the selection, appointment and management supervision mechanism, and build a team of high-quality leaders who meet the standards of good cadres, these measures are formulated in accordance with the Interim Provisions on the Management of Leaders in Public Institutions and relevant laws and regulations.

Article 2 These Measures shall apply to the members of the leading bodies of public hospitals organized by governments, institutions, social organizations and other social organizations at or above the county level.

Where there are other provisions in laws and regulations on the management of leaders in public hospitals, those provisions shall prevail.

Article 3 The management of leaders in public hospitals must adhere to the Party's management of cadres and talents, adhere to both ability and political integrity, put morality first, adhere to laws and regulations, adhere to the combination of strict management supervision and incentive care, pay attention to the characteristics of public hospitals such as public welfare, service, professionalism and technology, do not simply apply the management model of party and government leaders, treat, evaluate and use leaders fairly, fully mobilize enthusiasm, initiative and creativity, and constantly improve the basic medical and health level.

Article 4 The Party Committee (Party Group) and its organization (personnel) of the competent bureau (department) shall perform the management duties of the leaders of public hospitals according to the cadre management authority, and be responsible for organizing the implementation of these Measures.

Chapter II Working Conditions and Qualifications

Article 5 The leaders of public hospitals shall meet the following basic requirements:

(a) with high ideological and political quality, attach importance to the study of political theory, adhere to the guiding ideology of Marxism, and firmly adhere to the lofty ideals of capitalism and Socialism with Chinese characteristics.

(2) Having the professional knowledge and professionalism necessary to be competent for the post responsibilities, being familiar with the development of the medical and health industry and relevant policies and regulations, having advanced hospital management concepts and practical experience, and having a good reputation in the industry.

(3) Having strong organizational leadership and communication and coordination skills, consciously implementing democratic centralism, full of the spirit of reform and innovation, adhering to the rule of law and the rule of virtue, and being good at building a harmonious doctor-patient relationship.

(four) have a strong sense of professionalism and responsibility, love medical and health undertakings, adhere to principles, dare to take responsibility, be loyal to their duties, be diligent and conscientious, be able to devote themselves to their work and make outstanding achievements.

(5) Have good moral cultivation, take the lead in practicing the socialist core values, consciously carry forward the professional spirit of "respecting life, saving lives, being willing to contribute, and having boundless love", and be people-oriented, kind-hearted, strict with self-discipline and honest in practice.

Article 6 The leaders of public hospitals shall meet the following basic requirements:

(a) generally should have a bachelor's degree or above.

(2) Having more than five years of medical and health work experience or management experience in other fields. Among them, those who are leaders of tertiary hospitals should generally have more than ten years of work experience.

(three) from the deputy to the principal, generally should have more than two years of deputy experience; A person who is promoted from a lower-level chief to a higher-level deputy shall generally have at least three years' working experience in a lower-level chief.

(4) Hospital administrative leaders should receive professional training for hospital directors recognized by the state. Those who fail to meet the requirements of pre-service training due to special circumstances shall be completed within one year after taking office.

(five) have the physical conditions to perform their duties normally.

(six) meet other qualification requirements stipulated by relevant laws and regulations and the competent department of industry.

Seventh medical, pharmaceutical, nursing, technology and other professional and technical personnel directly nominated as leaders, should have the corresponding professional and technical positions and certain management experience. These include:

(a) as the leader of eight management positions, should have intermediate professional and technical positions;

(2) those who hold leadership positions in 7 management positions shall have deputy senior professional and technical positions or intermediate professional and technical positions for more than 5 years;

(three) as the person in charge of the fifth and sixth management positions, he shall have more than two years of full-time professional and technical positions or deputy senior professional and technical positions;

(4) Any leader who has been appointed to a management position above level 4 shall have held full or senior professional and technical positions.

The president of a tertiary hospital and the vice president in charge of medical treatment, scientific research, teaching and other related business work shall have full and senior professional and technical positions.

Article 8. For those who are particularly outstanding or have special work needs, they can be promoted without exception. Exceptional promotions must be strictly controlled.

Chapter III Selection and Appointment

Article 9 In selecting and appointing the leaders of public hospitals, we should give full play to the leading and checking role of the Party committee (party group) of the competent bureau (department), adhere to the correct orientation of selecting and employing people, strictly follow the standardized conditions and procedures, accurately and scientifically select and employ people according to the approved or approved leadership positions and post setting scheme, pay attention to optimizing the structure of the leadership team and enhancing the overall function of the team. Pay attention to broaden your horizons, break the restrictions such as identity, and attract outstanding talents.

Article 10 The Party committee (party group) or organization (personnel) department of the competent bureau (department) shall, according to the cadre management authority, according to the needs of work and the actual construction of leading bodies, put forward the starting opinions on selection and appointment, form a work plan on the basis of comprehensive judgment and full brewing, and carefully organize and implement it according to the relevant procedures and requirements such as organization inspection and meeting decision.

Eleventh selection of public hospital leaders, generally take the hospital internal selection, external selection, competition (employment), open selection (employment) and other ways, you can also explore other ways to help outstanding talents stand out.

The president and vice president in charge of medical treatment, scientific research, teaching and other related business work should generally be selected from the medical and health field.

Twelfth to determine the object of investigation, we should comprehensively consider the needs of the work, the ability and political integrity of the object of investigation, consistent performance, the suitability of people and posts, soliciting opinions and other factors, to prevent the bias of simply taking people by ticket or grading.

Those who fail to implement the health policy, deviate from the purpose of running a public hospital, are held accountable for major medical accidents, major disputes between doctors and patients, and public health emergencies, and have adverse effects due to violation of the disciplinary requirements for medical and health ethics construction, as well as other clear restrictions on relevant policies and regulations, shall not be taken as the object of investigation.

Article 13 Strictly implement the inspection system, comprehensively understand the moral, ability, diligence, performance and honesty of the inspected object according to the post qualifications and post responsibilities, focus on the political character, style and conduct, honesty and self-discipline, deeply understand the professional quality, management ability, professionalism and work performance, and make a realistic, objective and accurate evaluation to prevent "promotion due to illness".

Article 14 The appointment of leaders in public hospitals shall be based on the selection system, appointment system and appointment system.

For administrative leaders, strengthen the implementation of the appointment system. Hospitals with mature conditions can appoint administrative leaders. Leaders generally implement the appointment system and are selected through open selection (employment).

Fifteenth leaders, should be publicized within a certain range, publicity period of not less than five working days.

Sixteenth unelected leaders shall be on probation, which is generally one year.

Chapter IV Appointment Management

Seventeenth public hospital leaders to implement the appointment system, appointment letter, appointment letter, employment contract and other forms to determine the employment relationship, the post and related benefits are valid during the employment period.

The implementation of employment contract management, should be clear about job responsibilities, employment period and work objectives, remuneration, dismissal conditions and other content. Improve the employment contract and standardize the management of employment period.

The competent authority (department) may authorize the president to sign an employment contract with his administrative deputy.

Eighteenth leaders after the expiration of the appointment, because of the need to continue to hire, after passing the examination and above, I voluntarily and did not reach the maximum service life, in accordance with the relevant procedures for renewal.

Nineteenth leaders in the appointment period due to work needs and other reasons, the organization decided to terminate the appointment in advance, it should be handled in accordance with the relevant procedures to terminate the appointment.

Twentieth leaders who resign for personal reasons during their tenure shall submit a written application and report it to the competent authority (department) for approval. During the examination and approval period or without approval, you may not leave your job without authorization.

Chapter V Term of Office and Target Responsibility of Term of Office

Twenty-first public hospital leaders should generally implement the tenure system.

The term of office of an executive leader is generally three to five years. The term of office of the leader of the party organization shall be implemented in accordance with the relevant provisions of the party.

A leader who has held the same position for no more than ten years. Special needs of the work, according to the cadre management authority after approval can extend the service life.

Twenty-second leading bodies and leaders of public hospitals should generally implement the term target responsibility system.

The term goal of the leading group should implement the requirements of the party and the state for the reform and development of public hospitals, and reflect the quality and safety of medical services, the control of medical expenses, the completion of government mandatory tasks, the management according to laws and regulations, the construction of medical ethics and party building. The term goal of the leadership of tertiary hospitals should also reflect the comprehensive management level of hospitals, discipline development and team building, and the construction and application of health care big data; The term goal of the leading group of Chinese medicine hospital should also reflect the characteristics and advantages of Chinese medicine. The specific content is determined according to the local medical and health planning and the actual situation of the hospital.

According to the term objectives and job responsibilities of the leading bodies, the term objectives of the leaders are determined.

Article 23 The opinions of the workers' congress or the workers' representatives shall be fully listened to when setting the term target of the leading body.

The term goal is determined by the collective leadership of the hospital, which should generally be reported to the competent bureau (department) for approval or filing, and announced in the hospital.

Twenty-fourth principals, party secretary after taking office, generally by the competent departments (departments) and signed a letter of responsibility. The competent authority (department) may authorize the president and his administrative deputy to sign a letter of responsibility for the term of office.

Chapter VI Evaluation and Evaluation

Twenty-fifth improve the evaluation system of leaders who reflect the characteristics of public hospitals, give full play to the incentive and spur role of evaluation, and promote leaders to establish a correct view of political achievements, dare to take responsibility, act positively and make selfless contributions.

Twenty-sixth of the public hospital leadership and leadership of the implementation of the annual assessment and term assessment.

Twenty-seventh assessment should be based on the term goal, daily management, public welfare-oriented, pay attention to work performance and social benefits, pay attention to the connection with the performance evaluation of public hospitals, and prevent the tendency of profit-seeking.

Adhere to the simultaneous assessment of party building work and business work, and implement the evaluation system of grasping the party building, which can be combined with the annual assessment, focusing on understanding the party building responsibilities of the hospital party organization, the party organization secretary, and other members of the leadership team within the scope of their duties.

Twenty-eighth according to the different categories and grades of public hospitals, taking into account the differences between urban and rural areas and the characteristics of running hospitals, scientifically and reasonably determine the evaluation indicators, and actively promote the classification assessment.

Pay attention to improving methods, simplify procedures and improve the quality and efficiency of evaluation work.

Twenty-ninth leading bodies of the annual assessment and term assessment of the evaluation order, divided into excellent, good, average, poor. The evaluation grades of annual assessment and term assessment of leaders are divided into excellent, qualified, basically qualified and unqualified.

Thirtieth assessment results should be fed back to the leading bodies and leaders in an appropriate way, and serve as an important basis for the construction of leading bodies and the selection and appointment of leaders, training and education, management and supervision, and incentives and constraints.

Chapter VII Career Development and Incentive Guarantee

Article 31 Improve the training and education system for leaders in public hospitals, make full use of Party schools, administrative colleges, cadre colleges and other institutions, implement professional training by means of attachment training, on-the-job training and special training, strengthen practical training by means of internal rotation training, on-the-job training, counterpart support or foreign aid, strive to improve political quality, management ability and professional level, and promote the professional construction of leaders.

Thirty-second improve the leadership exchange system, smooth communication channels, actively promote exchanges between hospitals of different categories and grades, and share excellent talent resources.

According to the needs of the construction of a healthy China, combined with the poverty alleviation cooperation between the east and the west and the counterpart support work of urban and rural hospitals, we will promote the leadership exchanges between higher-level hospitals and lower-level hospitals, urban tertiary hospitals and county-level hospitals, hospitals in relatively developed areas and hospitals in hard and remote areas and poverty-stricken areas, and hospitals in the eastern and central and western regions.

Thirty-third leaders should ensure that the main energy and time are used for hospital management, and encourage and support their full-time work in hospital management. If the retirement age limit is not reached after the end of the term, appropriate arrangements shall be made according to my actual situation and work needs.

Thirty-fourth improve the income distribution mode of leaders, and establish a salary system that conforms to the characteristics of the medical and health industry and reflects the value-added orientation of knowledge. According to the assessment, the level of performance pay is reasonably determined, so that its income is linked to the performance of duties and the development of the hospital, and it is kept at a reasonable level with the average income of employees in our hospital. It is forbidden to directly link the income of leaders with the economic income of hospitals.

Where conditions permit, the annual salary system may be implemented for leaders upon approval in accordance with relevant regulations.

Article 35 Leaders who have made outstanding achievements and contributions in performing hospital management duties, undertaking emergency medical rescue, counterpart support or foreign aid, and responding to major safety accidents, major emergencies and major natural disasters shall be commended and rewarded in accordance with relevant regulations.

The competent department (department) may, according to the actual situation, explore effective commendation and reward measures to encourage leaders and officials to start businesses.

Article 36 To ensure the autonomy of public hospitals in internal personnel management, institutional setup, income distribution and annual budget implementation, support leaders to perform their duties according to laws and regulations, and explore the establishment of leadership management policies that are compatible with the reform of de-administration, abolition of administrative levels and innovation of staffing management in public hospitals. Strengthen humanistic care, care about physical and mental health, and help solve practical difficulties.

Article 37 establish a fault-tolerant and error-correcting mechanism, tolerate mistakes made by leaders in their work, especially in reform and innovation, create an atmosphere of encouraging exploration and supporting innovation, and take a clear-cut stand and be responsible for those who dare to take responsibility. Treat leaders who make mistakes correctly, do not confuse the nature or exaggerate the degree of mistakes, and do not use mistakes to vent personal anger or retaliate.

Chapter VIII Supervision and Restriction

Article 38 Implement the requirements of strictly administering the Party in an all-round way, improve the supervision and restraint mechanism of the leading bodies and leaders of public hospitals, especially the principal responsible persons, build a strict and effective supervision system, give full play to the functions of inner-party supervision, democratic supervision, legal supervision, audit supervision and public opinion supervision, and urge and guide the leaders to perform their duties conscientiously, act in accordance with the law and regulations, and be honest in politics.

Article 39 Strengthen the supervision of the leading bodies and personnel of public hospitals in performing their political responsibilities, exercising their functions and powers, and strengthening the construction of work style, focusing on the implementation of the health work policy, strengthening party building, performing the duties of public hospitals, acting according to laws and regulations, implementing democratic centralism, implementing the "three majors and one big" decision-making system, building medical ethics, income distribution, honesty and self-discipline, etc.

According to the characteristics of the hospital, focus on outstanding problems, and strengthen the supervision of key areas and key links such as medical safety, bidding and purchasing of pharmaceutical products, control of medical expenses, infrastructure projects, financial management, and job (professional title) evaluation.

Article 40 Party committees (party groups), discipline inspection and supervision organs and organization (personnel) departments of the competent bureau (department) shall, in accordance with the management authority and division of responsibilities, conduct comprehensive supervision over the leading bodies and leaders of public hospitals through inspection, debriefing, democratic life meetings and heart-to-heart talks.

Give full play to the supervisory role of the hospital party organization and party member, party member leaders should participate in the organizational life of their party branch or party group as ordinary party member, adhere to the democratic life meeting, organizational life meeting and democratic appraisal party member system, carry out serious inner-party political life and create an inner-party democratic supervision environment.

Article 41 Improve the internal governance structure and internal control mechanism of public hospitals, implement the power list system, clarify the power operation procedures, rules and the relationship between power and responsibility, disclose the power operation process and results, and improve the accountability mechanism for improper use of power.

Promote the openness of hospital affairs, attach importance to the role of workers' congresses and other organizations in the democratic management of hospitals, unblock the ways for workers to participate in hospital affairs discussions, and broaden the channels for expressing opinions.

Forty-second leaders should treat supervision correctly, take the initiative to accept supervision, get used to working under supervision, consciously check and correct existing problems in time.

Chapter IX Exit

Forty-third improve the exit mechanism of leaders in public hospitals, promote leaders to be able to go up and down, enter and leave, and enhance the vitality of the team.

Forty-fourth leaders who have reached the retirement age limit shall go through the formalities of dismissal (retirement) in accordance with relevant regulations. If the dismissal (retirement) is delayed due to work needs, it shall be submitted for approval in accordance with the cadre management authority.

Forty-fifth leaders who cannot perform their duties normally for more than one year due to health reasons shall be adjusted.

Forty-sixth leaders who do not meet the post requirements because of virtue, ability, diligence, performance and honesty shall be adjusted or dealt with in accordance with relevant regulations:

(a) the implementation of the health work policy, the instructions and decisions of the higher party organizations are not timely and effective;

(2) Problems with medical ethics have been investigated, or other behaviors that violate social morality, professional ethics and family ethics have caused adverse effects;

(three) the annual assessment and term assessment are determined to be unqualified, or the annual assessment for two consecutive years is determined to be basically qualified;

(four) there are other problems that need to be adjusted or dealt with.

Forty-seventh leaders who violate the law and discipline shall be dealt with in accordance with relevant laws, regulations and provisions.

Article 48 the system of resignation of leaders shall be implemented, and the resignation procedures shall be implemented with reference to relevant regulations.

Chapter X Supplementary Provisions

Article 49 These Measures shall be interpreted by the Organization Department of the Central Committee and the National Health and Family Planning Commission.

Article 50 These Measures shall come into force as of 20 17 10 13.

Interpretation of the Interim Measures for the Administration of Leaders in Public Hospitals:

1. Ministry appointment and removal regulations and their interpretation

2.2065438+2007 Interpretation of Medical Quality Management Measures

3. The latest management method of hospital preparations 20 17

4.20 17 latest interpretation of cadre appointment regulations.

5.20 16-20 17 Interim Provisions on the Management of Leaders of Public Institutions