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通过分析目前企业职工医院普遍存在的人员素质、技术力量、设备条件、经费来源等因素的各种矛盾,找出差距,提出了“承包三过渡”的策略建议,以求国营化工企业职工医院能较快适应社会主义市场经济的发展需要,解决独立生存的问题。即第一阶段实行“全护持承包法”。企业仍发给医院几大项基本费用(工资、基本奖金、设备购置等)。医院根据职工人数的医疗费开支比例实行定额承包。医院在此期间加紧对外开放,培植本医院的专科特长,并将其推向社会,扩大社会影响,完善对外开放、对内搞活的政策、制度。第二阶段实行“半护持承包法”。企业发给医院部分费用,余下部分由医院自行解决。以最后过渡到完全自给的“自存承包”方式,实现企业医院社会化。
Through analysis of the current paradoxes of personnel quality, technical strength, equipment conditions, funding sources and other factors in the company’s staff hospitals, we identified gaps and proposed strategic proposals for “three transitions in contracting,” in a bid to help employees of state-owned chemical companies Adapt to the needs of the development of the socialist market economy and solve the problem of independent survival. That is, the first phase of implementation of the “full protection contract law.” The company still issued several basic expenses for the hospital (salaries, basic bonuses, equipment purchases, etc.). The hospital implements fixed-rate contracting based on the proportion of the number of employees in the medical expenses. During this period, the hospital stepped up its opening to the outside world, fostered the special expertise of the hospital, pushed it to the society, expanded social influence, and improved policies and systems for opening up and invigorating the country. In the second phase, the “Law of Half-Protection Contracting” was implemented. The company issues some fees to the hospital, and the rest is resolved by the hospital itself. In the last transition to a completely self-sustaining “self-existing contract” approach, the socialization of corporate hospitals is realized.