The first chapter of the cost-control management system of the township health centres is designed to effectively control the operating costs of the township health centres, improve the quality and efficiency of services, ensure the rational use of medical resources and develop the system. Cost-control management is an important means of achieving win-win economic and social benefits and is important for the sustainable development of rural health centres. The system is designed to provide a normative basis for cost control, clarify responsibilities and processes and promote the scientific management of work. The scope of application of this chapter ii applies to all sectors and posts within the township health institutions, including the cost control of medical, nursing, administrative, logistical, etc. All relevant personnel are required to comply with the system and to carry out their daily work as required. The cost-control objectives of the system are as follows: 1. Reducing unnecessary expenditures in the course of medical services through a reasonable allocation of resources. 2. Improve service efficiency and ensure higher quality of medical services within limited funding. 3. Strengthen management of medical consumables, equipment use and maintenance to reduce waste. 4. Strengthen financial auditing and oversight to ensure compliance and reasonableness of expenditures. 5. To raise the awareness of the costs of staff throughout the institution and to create a good culture of cost control. Chapter iv - cost control - regulation 1. Cost budget management, at the beginning of each year, is subject to the annual cost budget of the health centre based on the actual expenditure of the previous year and the annual work plan. The budget should cover human resources, medical equipment, procurement of medicines and use of consumables to ensure reasonable compliance with expenditures. Once the budget is prepared, it is reviewed by the head of the college and reported to the relevant department for filing. 2. The cost-control mechanism establishes a cost-monitoring mechanism to conduct regular comparative analyses of actual expenditures by sections against budgets and to detect unusual expenditures in a timely manner. Quarterly cost-control meetings are held to take stock, analyse and propose improvements in the cost-control situation across departments. 3. The procurement and management of all medical equipment, medicines and consumables is governed by the principle of centralized procurement, the selection of suppliers at reasonable prices and of reliable quality to the extent possible and the transparency and fairness of the procurement process. The procurement department needs to conduct regular vendor assessments and establish vendor files. 4. All claims for reimbursement of expenses are subject to the approval of the relevant department and the claims for reimbursement shall be supported by appropriate supporting evidence and instructions to ensure the reasonableness of the costs. Financial services regularly review the status of claims and identify anomalies for timely correction. 5. The management of the cost of medical services is carried out in strict compliance with the relevant national and local regulations, and the fees are periodically reviewed and adjusted to ensure reasonableness and transparency. In the case of patient costs, a detailed list of costs should be provided to ensure the patient's right to know. Sections of the budget preparation process submit annual budget requests based on work plans and prior-year expenditures. The treasury consolidates the budgets of the sections and forms the initial budget for submission to the authority for review and approval. Following approval by the head of the college, the budget is formally distributed to the sections for implementation. 2. The finance section of the cost-control process is responsible for the regular collection of expenditure data by section for analysis and comparison. In the event of over-expenditures, the treasury should communicate with the relevant sections in a timely manner, understand the reasons and make recommendations for overhaul. Quarterly cost-control meetings to draw lessons and share success stories. 3. All sections of the procurement management process are required to submit a procurement request in advance and the procurement department is requested to conduct market research and to select the appropriate vendor for negotiation. Once the procurement is completed, the receipt and inspection against the contract is performed in a timely manner to ensure the quality of the items procured. 4. Staff members in the cost reimbursement process are required to complete the claim form with supporting documentation. Following review by the treasury, claims are processed in accordance with the required process. The status of reimbursement of costs is periodically summarized in a statement. 5. The cost management process for medical services provides detailed cost statements during patient visits. When a patient is discharged from hospital, a complete list of costs is provided to ensure a transparent understanding of the costs. Fees are reviewed and adjusted regularly to ensure compliance with national and local policies. Chapter vi: oversight mechanism 1. Internal audit establishes an internal audit system that regularly audits the implementation of cost controls, focusing on budget implementation, the cost reimbursement process and the procurement management chain. The results of the audit should be reported, fed back to the leadership of the institution and recommended improvements. 2. Performance appraisals incorporate cost control into performance appraisal indicators for individual sections. The performance of sections in cost control is regularly assessed and linked to performance bonuses to motivate staff to participate actively in cost control work. 3. The feedback mechanism establishes feedback channels to encourage staff to make suggestions and comments on cost control management. Regularly collect feedback from staff and adapt and improve related management systems in a timely manner. Chapter vii by-laws, which have been in force since the date of their publication, are interpreted and amended by the integrated management department of towns and towns health houses. All sectors should cooperate actively to ensure the effective implementation of the system. In the event that the system needs to be adapted to the actual situation, it must be discussed and written by the head of the institution. Through the implementation of this system, it is expected that a good cost-control management climate will be created within the township health centres, that the overall level of services will be upgraded, that efficient use of medical resources will be ensured and that better quality medical services will be provided to the general population。
