The New Financial System Research On The Evaluation Research Of The Management Of Medical Service Prices In The Public Hospital

With the increasingly deepening of health-care system and financial management system, medical institutions’ operating environment has undergone great changes, and the economic activities are becoming more complicated. For this reason, the ministry of health amended and issued the 《Hospital financial-affairs system》 along with the Ministry of Finance at the end of 2010. This resolution has been carried out among public hospitals of pilot cities on 1st July.2011. In the following three years, what degree has the system been implemented; if the Financial assistance is adequate; the cost of medical service has been effectively commanded; the problem of difficulties and high expense in medical care has been settled in some degrees, and if the medical service price can be drought scientifically and legitimately. All the evaluations of those Status quos above must be established on the Implementation of new financial system and affects of new financial system against medical service price management.As the matter of fact, this article took one of public hospital in Nanjing as a research object, on the basis of insight of the public hospitals’ service and new financial system, we investigate the specific impacts of new financial system against the medical service price management. The article analyzes the changes in the new financial system and the pros and cons of the impact on prices of medical services from the financial system of budget management, cost management and internal control and management. It reached 12 indicators that can affect medical service price. And evaluated indicators by the Analytic Hierarchy Process, furthermore, we conduct transverse and longitudinal studies from the index itself and old and new system, it drew following conclusions:The new financial system compared with the old financial system has achieved good results in terms of pricing of medical services, However, in terms of specific indicators, Budget execution efficiency, cost management practices, internal efficiency are still not ideal. Finally, we made the following recommendations from three angles. In terms of budget management: improving budget-conscious, and improve the internal structure; establish of evaluation system. In cost management:enhance cost management awareness, cost assessment management, and cost management efficiency. In internal control management:improve the overall quality, built-wide internal control environment, establish risk assessment system and strengthen information exchange.