Analysis Of Operation-Effects In Wenling Orthopedics Hospital's System Reform

Research backgroundAt the beginning of the 80's,the first private held company in China was started up in Wenling, Zhejiang Province.The Deng Xiaoping's south patrol speech in 1992 encourages the fast development private held companies. In spite of the speed and dramatic remorms conducted in most areas in our naton, the healthcare system has never been touched due toe the govemment's conservative consideration of publics healthy. As a result, the healthcare system inherits the characteristic of low efficiency in terms of economy, and in the field of internal management. The low efficiency problem must be overcome and a new management system is necessary to these villages and towns public healthcare centers.The format or pattem of private held company structure, which originates in Wenling, has undergone over 10 years development, and has been reproduced in Taizhou, in the Zhejiang province, and even in the whole nation. This phenomenon has strongly proved the exuberant vitality and advantage of joint share system. Could we image the future of our healthcare system if the joint share system structure were the Wenling orthopedics hospital (was ShiNianzhen public healthcare center) submitted a whitepaper.(teport), requiring a joint share system reform approval, toe the local govemment, the city sanitation bureau, and other related management vureaus in early 1995. Based on the approval and support of local govemment, the Wenling orthopedics hospital has conducted the joint share system reform since 1995. After ten years endeavor, the hospital has reached high level economic efficiency, and the social efficiency. Due toe the success of this joint share system reform, the Medical Department has recommended this reform experience as a model of reforms executed in villages and towns public health centers.Research objectThe main object of this study is to analyze and estimate the success experience of Wenling orthopedics hospital in obtaining higher returns per capital investment, and try toe figure out a new way for the villages and towns public health center reform by comparing related data among WenLing orthopedics hospital (pre-system reform), WenLing orthopedics hospital (post-system reform), east town public health center and north of town public health center. The reason of choosing east town public health center and the north of town public health center for comparison is because these two hospitals are located at the neighborhood of WenLing orthopedics hospital, and have the same scale as WenLing orthopedics hospital in terms of construction scale, personnel, the infrastructure, and other physical indices.Research contentl.The system, personnel, economical condition, and income of WenLing orthopedics hospitalbefore and after system reform;2.The last five years' system, personnel, and economical condition, and income of threevillages and towns public health centers;3.The system, personnel, and economical condition, and income of three villages and townspublic health centers in 1995.Research methods1.Analysis of WenLing orthopedics hospital's pre- and post- system reform's data to carry onthe longitudinal comparative analysis;2.Comparison of WenLing orthopedics hospital's pre-system reform data with those thecommeasurable east-town public health center and north-town public health center to obtainthe commensurability comparative analysis result;3.Comparison of the three villages and towns public health centers'last five years' index ofcorrelation to make the crosswise comparative analysis;4.Uses the statistical software SPSS 11.0 editions for the statistical analysis.Results and analysis1. Based on the analysis of WenLing orthopedics hospital's practice in the share system reform process, it can be conclude that this hospital has a very clear reform route of reshaping its system, and the reform method is scientific. It should be pointed out that the policy of allowing the management and experts to buy stock not only consolidates the medical team but also inspires staffs work enthusiasm. This policy is one of the success...