Research and work abroad; cooperate in exchanging and receiving foreign lecturers and students to research, exchange experiences and study at the Hospital and vice versa according to the provisions of law; manage delegations entering and leaving the Hospital's scope of operation according to the regulations of the Ministry of Health;
c) Organize international conferences, seminars, and classes on areas under the management of the Hospital in accordance with the provisions of law.
+ Prevention of epidemics, natural disasters and catastrophes:
a) Regularly coordinate with agencies inside and outside the health sector to conduct health communication and education; prevent traffic accidents, work accidents, and domestic accidents;
b) Participate in disease prevention and control, and overcoming the consequences of natural disasters and catastrophes under the direction of competent authorities.
+ Unit management:
a) Develop and implement the Hospital's operating regulations in accordance with the law;
b) Effectively manage and use the unit's resources, manage the organization of cadres, civil servants, payroll, finance, and hospital equipment and supplies according to the provisions of law;
c) Deploy and expand scientific and technical service activities, training, and cooperation with domestic and international agencies in accordance with the law to support professional activities, increase funding sources, and improve the lives of cadres, civil servants, and workers;
d) Implement the Party and State's policy of socializing the health sector; mobilize social capital to invest in and upgrade the Hospital in accordance with the law;
d) Make periodic and ad hoc reports as prescribed by law;
+Perform other tasks as prescribed by the Ministry of Health.
2.1.3 Mission - Vision - Core values of the hospital
*Mission
- Carry out medical examination and treatment activities, train high-quality medical human resources, scientific research, international cooperation, transfer of knowledge and healthcare technology.
- Create a learning and research environment with outstanding standards, meeting the ever-changing needs of health care.
- Provide safe, quality care and satisfaction in medical examination and treatment;
- Bring the perfect choice of medical examination and treatment services, health care to the community with high-tech services at reasonable prices and the best service quality.
- Providing medical examination and treatment services with a talented, dedicated team, dedicated to human health.
*Vision
- To become the leading Surgical Hospital in Vietnam, reaching regional and world standards based on the foundation of excellence, superior expertise and continuous learning in optimizing the quality of care, training, scientific research, cooperation and technology transfer.
- Become a place that brings trust and happiness to everyone who has, is and will experience medical examination and treatment services, scientific research and knowledge transfer.
- Become a trusted domestic and international destination for medical examination and treatment due to top quality in expertise, professionalism, academics and modern technology.
- Changing the future of medicine based on preserving core values and creating standards and excellence in healthcare, scientific research and training, and human resource development.
* . Core values
Ethics - Professionalism - Honesty - Fairness Commitment Leadership - Accountability - Efficiency Dedicated service, patient-centered
Respect - Solidarity - Cooperation
Passion - Creativity - Lifelong learning Safety - Quality
Trust - Excellence - Competence - Perfection
2.1.4 Management structure of Viet Duc Friendship Hospital
With a total of 2,224 cadres, civil servants, public employees, and labor contracts (not including 362 security guards and environmental sanitation workers who are contracted by the Hospital with outside units and regularly work at the Hospital). Including 03 Professors, 14 Associate Professors, 36 Doctors, 17 Senior Doctors, 227 Masters.
BS, 08 CKI Doctors, 64 Doctors, 1855 people with college degree or higher.
Vietnam-Germany Friendship University Hospital is organized according to the following structure:
Party Committee - Hospital Board of Directors
Party cell, Trade Union, Hospital Youth Union
Departments and functional units
Clinical departments (departments, centers)
Paraclinical departments (departments, centers)
Organizational structure: Viet Duc Friendship Hospital is built on a two-level model: The Hospital Board of Directors is the highest level; departments/centers/institutes are the professional management level responsible to the Hospital for professional matters; functional departments are the staff units, assisting the Board.
Director of planning, training, organization, management, scientific research and other management aspects
- Hospital Board of Directors: Consists of 1 Director and 4 Deputy Directors
- Administrative block: under the direct guidance of the hospital's Board of Directors, the departments carry out the management of hospital activities, regularly urge and continuously check the implementation of the hospital's internal spending regulations. Currently, Viet Duc Friendship Hospital includes 01 Training and Line Command Center, 12 functional departments:
+ Information Technology Department: receives direct guidance from the hospital's Board of Directors.
Functions and tasks: Develop a plan to deploy and develop information technology in the unit's operations, submit it to the Board of Directors for approval; Organize the design and installation of information technology equipment for organizations under the unit according to the approved plan; Provide guidance and training to improve the capacity to apply information technology in the unit's operations for officers and employees of the unit; Manage and maintain the stable and effective operation of the network system, email system, ensure information connection between departments, offices and related units; Build the unit's database system; Organize the implementation of solutions to ensure safety and security for the unit's information system and database
+ Quality Management Department: is established to evaluate the quality of the hospital. In addition, the Quality Management Department continuously monitors and reports any risks that may occur in order to promptly correct and draw lessons for all departments.
+ Administrative Management Department: under the direct guidance of the Hospital Director, the Administrative Management Department performs all administrative procedures in the hospital such as document management, organizing the purchase of office equipment.
Products, non-consulting services such as security, laundry, industrial cleaning, air conditioning maintenance, minor repairs, basic construction...
+ The Medical Equipment and Supplies Department is responsible for organizing bidding, purchasing, repairing and organizing the liquidation of assets and medical equipment according to current regulations of the State. In addition, the Medical Equipment and Supplies Department will have to manage and regularly monitor the delivery of medical equipment to departments and organize timely maintenance of medical equipment to serve professional activities.
+ Finance and Accounting Department: The Finance and Accounting Department under the direction of the Hospital Director is responsible for all financial and accounting activities of the Hospital. Based on the current regime, work plan and policies to carry out the budget estimates, revenue and expenditure plans of the hospital. In addition, to ensure accurate, complete and timely revenue, the Finance and Accounting Department organizes and strictly manages the collection of hospital fees, price lists applied according to current circulars and controls the collection of medical examination and treatment services. In addition, the expenditure work is controlled by the Finance and Accounting Department in accordance with the documents, regulations and internal spending regulations of the hospital in a flexible, accurate and timely manner to manage revenue and expenditure in a reasonable and effective manner.
+ The General Planning Department is responsible for: Operational plans of departments, urging and inspecting the implementation of hospital regulations, organizing and directing professional work of the hospital.
+ Personnel Department: holds the key personnel structure, the personnel department is responsible for planning, arranging, and training human resources in a reasonable manner to meet the requirements of qualifications and expertise of the current hospital. Therefore, the personnel department always applies the most optimal methods to monitor and manage personal records so that it is easy to count, report inspection data, and compare according to regulations.
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+ International Cooperation Department: Performs operations involving foreign elements, supports foreign students in their internships, supports foreign patients coming to the hospital for examination and treatment.
+ Nursing Department: performs the tasks of managing, supervising, and directing midwives and technicians in the care and treatment of patients, thereby correctly assessing the procedures, applying hospital techniques and hospital regulations to comprehensively serve in medical examination and treatment.
+ Social Work Department: assists hospital leaders in activities to support patients, patients' relatives, doctors, and medical staff in solving social and psychological problems in accessing and enjoying medical services and other hospital services, helping to improve the relationship between doctors, medical staff, patients, and patients' relatives. In addition, the Social Work Department is responsible for being the focal point.
+ Agency Health Department: is the department responsible for the health records of hospital staff. Every year, it organizes periodic health examinations and occupational health examinations for hospital staff.
+ Training and Line Command Center: The center carries out planning and payment for projects funded by the State budget such as Satellite Hospital projects, Project 1816, Line Command project, organizes professional training classes, technology transfer, etc. In addition, the Training and Line Command Center is responsible for evaluating and effectively checking the implementation of technical and professional activities of lower levels.
- Clinical block: includes 01 Institute of Orthopedics and Trauma, 07 Centers and 10 clinical departments;
- Paraclinical block: includes 03 Centers (01 Center for Diagnostic Imaging and Nuclear Medicine, 01 Blood Transfusion Center, 01 Tissue Preservation Center), 08 departments and 01 Pharmacy.
Assisting the Director are Deputy Directors nominated by the Director and appointed by the Ministry of Health. Deputy Directors are responsible for assisting the Director with specific tasks assigned by the Director.
Departments/offices/institutes/centers are established to undertake specific functions and tasks of the unit and are under the direct management of the Hospital Director. The head of a department/office/institute/center is responsible for managing all activities in his/her department or office.
The organizational chart is described in Appendix 1.
2.1.5 Operating characteristics of Viet Duc Friendship Hospital
Viet Duc Friendship Hospital, with its main functions of emergency care, medical examination and treatment, medical staff training, scientific research, and international cooperation, has always fulfilled its professional tasks well over the years.
Viet Duc Friendship Hospital has always strived to deploy many new and advanced techniques to help patients minimize complications, reduce costs, improve treatment quality and transfer to hospitals in the country and the world.
Besides the main activities, financial management is also an important task.
2. 1. 5. 1. Revenue and expenditure at Viet Duc Friendship Hospital from 2018-2020
Unit: million VND
TT
CONTENT | 2018 | 2019 | 2020 | |
I | Total revenue | 2,812,802 | 3,328,609 | 3,102,500 |
1 | Library fees | 1,827,029 | 2,154,351 | 1,940,000 |
1. 1 | Health insurance collection | 1,058,232 | 1,268,094 | 1,142,000 |
1. 2 | Direct library fee collection | 768,797 | 886,257 | 798,000 |
2 | Service revenue | 947,750 | 1,150,486 | 1,150,000 |
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3
Other income | 5.302 | 9,415 | 6,500 | |
4 | State budget source | 32,721 | 14,357 | 6,000 |
II | Total cost | 2,131,442 | 2,451,238 | 2,441,000 |
1 | Pay your employees unit (salary, wages, allowances, etc.) | 263,396 | 296,423 | 371,000 |
a | Pay salary, labor wages, contract | 117,693 | 131,910 | 194,000 |
b | All kinds of allowances | 120,583 | 141.145 | 155,000 |
c | Other allowances. contributions | 25,120 | 23,368 | 22,000 |
2 | Professional branch | 1,656,178 | 1,896,387 | 1,850,000 |
3 | Purchase and repair of fixed assets | 84,906 | 121,799 | 85,000 |
4 | Public service expenditure | 41,194 | 50,371 | 55,000 |
5 | Other expenses | 85,768 | 86,258 | 80,000 |
III | Difference between income and expenditure | 744,490 | 877,371 | 661,500 |
1 | Supplement the difference between revenue and expenditure from the previous year's budget transfer luxurious | 63,130 | ||
2 | Difference between revenue and expenditure during the year (I-II) | 681,360 | 877,371 | 661,500 |
3 | Undistributed CLTC number transferred next year | |||
IV | Establishment and use of Funds | 744,490 | 877,371 | 661,500 |
1 | PTHDSN Fund | 295,061 | 316,466 | 218,295 |
2 | Income Supplement Fund | 392,147 | 461,878 | 370,440 |
3 | Bonus fund. welfare | 57,282 | 48,455 | 72,765 |
4 | Income Stabilization Fund | 50,572 |
Source: Financial reports 2018, 2019, 2020