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1990年,以色列最大的疾病基金启动了一个管理项目,对所属的几家初级保健诊所实行预算包干制的财务管理体制改革。具体做法包括:分配固定预算、扩大日常决策自主权、建立计算机化信息系统以及奖励措施。这项为期4年的研究评价了诊所的项目执行情况、工作人员满意度及影响因素,最后讨论了管理机制改革过程中的经验教训。NuritNivel和RevitalGross在1997年第2期的HealthPolicyandPlanning杂志上发表了他们的研究报告。
In 1990, Israel’s largest disease fund launched a management project to implement budget-plus-funded financial management system reforms at its several primary care clinics. Specific practices include the allocation of fixed budgets, the expansion of daily decision-making autonomy, the establishment of computerized information systems and incentives. The four-year study evaluated the clinic’s project implementation, staff satisfaction and influencing factors, and finally discussed the lessons learned from the management mechanism reform process. Nurit Nivel and RevitalGross published their research report in the 2nd issue of the 1997 HealthPolicy and Planning magazine.