Hospital prevention and control of financial risks

Hospital Financial Risk is the financial activities of the hospital due to various uncertainties, the hospital financial income and the expected return deviation occurs, resulting in loss of opportunities and possibilities. Hospital organization and management of financial activities of one aspect of the process and a part of a problem, Financial Risks can occur, resulting in lower solvency. finance actual results to deviate from the original target of objective and subjective expected, the greater the gap, the greater the Financial Risk, Financial Risk will not only affect the normal finance the hospital campaign it also undermines the Economic growth of the hospital, the hospital can make serious crisis, although the Financial Risk is an objective Economic phenomenon, but positive prevention and control, financial risks can be resolved and circumvention. With the financial risk level of uncertainty deepening financial risk control systems in hospitals, strengthening financial controls have been imperative.


A hospital guard against financial risks
1.1 The establishment of the financial system and improve hospital
Financial system is fundamental, the saying goes, no rules no standards. There is no financial system in a hospital, and that its financial management is a mess. The financial system, according to <"Accounting Standards>" and "The <Financial Accounting system>> and other laws and regulations enacted On this basis, to meet the hospital's actual situation, reflect their own characteristics. system has been developed to be fully discussed, once determined not to change, can be said that the system established for the purpose of providing financial risk management the main basis; implementation is the key. only in the practical activities act in strict accordance with the system, can be found in the existing system deficiencies, to be adjusted to meet the practical needs of an active, truly the times. At present, considerable part of the hospital does not complete financial system, which greatly influence the conduct financial operations, will be detrimental to the hospital financial management.

1.2 strengthen the overall quality of financial education and training
People-oriented, the more the better overall quality of financial staff can better adapt to the new requirements of reform and development, financial management to the hospital to get a better implementation. I believe that the financial staff appraisal system should be established, for a financial professional should be carried out before staff posts knowledge tests and job skills training, through training and examination prior to his appointment. in the post should conduct regular training and assessment to meet the new requirements of the new period of not able to re-assessment should focus on training, while the implementation of salary and assessment results, linked to job performance.

1.3 to enhance the legal awareness education, financial officers
Along with the various laws and regulations of the sound, familiar with legal knowledge, enhance awareness of laws and regulations to become the new requirements of the new period of financial personnel. In strict financial system, "a pen" signature system, accountability, eliminate the financial officers of the random , making the financial management more standardized and scientific.

1.4 sound internal audit system
Internal audit should not only independent, objective, comprehensive, hospital notary review all its business transactions, understanding, monitoring, testing, evaluation, financial control within the hospital system is sound and effective, relevant Economic data to determine the authenticity, accuracy, reasonableness of the business activities and efficiency, to evaluate whether the hospital financial goals, but also to reveal to the management, operation and management of feedback from the hospital in the work of the current key risks, weaknesses and system deficiencies and to make appropriate recommendations for improvement, in order to further improve the financial control system to improve the hospital management level and enhance comprehensive benefits. financial control system and into the financial activities of the hospital and the entire process in all aspects related to the financial success of the work, the above system of financial control is by no means isolated, but the interaction and impact of the organic whole. Therefore, in practice, not only to emphasize a particular aspect of Chinese medicine hospital, ignoring other aspects, the financial control objectives should be integrated under the aegis of the design, through the effective control of financial activities of the hospital expected direction and goals in order. and a sets of financial control systems design science, no doubt the financial management objectives for the hospital as well as the overall goals of the hospital to provide effective protection and promotion role.


2 hospitals to control financial risk
2.1 The control system of a financial risk warning
Financial Risk Warning and Control System is a potential Economic activities in the hospital's financial risk and financial management indicators in real-time monitoring system, which runs through the whole process of Economic activities in the hospital, were developed by management object corresponding financial risk control indicators financial statements, budget indicators and other relevant financial information based on mathematical model, the proportion of the general method of analysis, to achieve the overall objective of risk control. Hospitals should establish a dynamic monitoring of asset-liability ratio and current ratio, quick ratio, cash flow Risk-based early warning indicators of the control system. asset-liability ratio restricts the size and structure of the development of the hospital, while hospitals are also inseparable from the existence and development of certain cash flows, to improve the quality of medical services and hospitals in the competitive Health care market force, it must improve its balance sheet structure, optimize cash flow both efforts [3].

Risk Warning and Control System Based on the hospital to determine the long-term development of ideas of great significance. The hospital in determining the scale of development should focus on its own scale of quality, scale structure that is reasonable. Among them, the asset structure of the rationality of the main means: to maintain a reasonable cash reserves; attention to time value of money, accelerate cash flow; current assets, fixed assets and other assets to maintain a reasonable ratio. liability structure of the reasonableness of the main means: to dynamically according to their own reality, taking into account existing resources and future financial income branch condition to determine the size and structure of bank financing; dynamically balance the short, medium and long-term debt ratio; dynamic monitoring of asset-liability ratio, current ratio, quick ratio and other financial indicators. interest in the rationality of the structure of the main means: well-designed structure of interest , attention to input-output ratio, increase its own capital accumulation. Also, optimization of cash flow, which is mainly through the establishment of effective financial information system, strengthen the financial budget management, rational management of funds, accelerate cash flow, increase input-output ratio , dynamic balance its own funds, lending funds and funds received in advance the size and structure to ensure maximization of the marginal utility of money.

2.2 Debt management control specification
Hospital debt size is the key to preventing financial risks. Hospital borrowing scale involves the relevant national policies and development planning, involving the development direction of borrowing the hospital, hospital size, medical standards, service quality, management level and economic level of the hospital location and other factors, is a very complex problem [2]. hospitals should be based on their own conditions, integrated a number of factors to further regulate debt management, effectively preventing the debt risk.

2.2.1 the establishment of loan monitoring system. Supervision including loan amount, are used, use-effectiveness. Hospital demonstration of loan projects must implement the "three open", that project open, public demonstration, the results made public, and consciously accept the people, banks, community supervision departments to form by the competent authorities take the lead, social, banks and the staff to participate in the monitoring mechanism.

2.2.2 strengthen the use and management of loan funds. Hospitals need to strengthen loan management, and the formation of a "strict examination and approval, special purpose, closed operation, track monitoring, assessment and efficiency" of the loan funds to use the mechanisms, through the implementation of loan projects "target decomposition , the responsibility to implement, daily inspection, acceptance test "approach, the formation of the use of loan funds management.

2.2.3 strict repayment plan. Loans arranged the annual hospital budget factors to consider when debt, the repayment plan will be incorporated into the annual budget revenue and expenditure units, to ensure repayment of funding.

2.2.4 strengthen loan management and financial analysis, project management accountability. Shall be in accordance with the "unified leadership and decentralized management" principles of project management responsibility system for the establishment of loan funds.

2.2.5 Establishment of Paid imprest system of petty cash paid by the establishment and financing, effectively prevent financial risks. Reposted elsewhere in the Research Papers Download to strengthen budget management http://www.hi138.com 3
The hospital budget is based on local medical and Health development plans and the preparation of annual financial revenue and expenditure mandate plan, hospitals should strengthen budget preparation, execution, analysis, assessment and other aspects of management, a clear budget, a budget standards, the provisions of the budget preparation, approval , delivery and implementation of procedures, timely analysis and control of budget variances, to improve measures to ensure implementation of the budget [1]. strict control of non-capital expenditure budget, as budgetary expenditure on security funds to follow, and avoid blind investment, but also too small to avoid too heavy, if the hospital budget for spending a very minor trivial requirement that all functions will be lack of freedom, will inevitably affect the efficiency of hospital management. To make the budget better one reflect the overall objectives of the hospital planning, on the other hand should be properly grasp the degree of budgetary control, the budget has some flexibility. by strengthening budget management, improve the planned use of funds [1].


4 sound internal control
Management of internal controls to achieve the objective is to protect the management tools. Improve and perfect the financial internal control system will help create a safe and efficient capital operating environment, the effective implementation of financial security, ensure value for money to play [1].

Create a sound financial internal control environment. The hospital management should give full attention to the financial internal control environment, safety of funds as the control of the main objectives to ensure the integrity of financial internal control, rationality and effectiveness; the same time also to make all employees middle-level cadres, especially over financial internal controls recognize the importance of active support and participation of financial internal control.

Construction of safe and efficient accounting system, from an accounting business processes involved in the focus of the business aspects of working capital through the establishment of accountability and accounting rules, strengthening the internal control of funds, issued by the State to seriously implement <<Hospital medical accounting system >>,<< agency internal accounting control provisions (Trial)>> and hospitals within the financial rules and regulations. all kinds of notes to the financial sector fees unified management and financial departments to collect fees issued to the Department, after charging the audited section at issue, according to match is correct, the receipt stubs, receipts and payments on a single report and submitted the financial sector accounted for the registration of the second audit, in order to increase transparency in the management charges [2].

Efforts to build standardized control procedures. Control program is to provide reasonable assurance that management objectives, implementation and management of instruction, and resolve financial risks taken by financial policies and procedures. Control procedures of the critical control points, mainly in institutional settings, license approval, segregation of duties , budget, property, security and risk control. shall adhere to the separation of incompatible positions the basic principles, involving a clear flow of funds to pay and job-related responsibilities and authorities; development of financial revenue and expenditure management practices and approval of major expenses for approval and authorization system; establish a strict approval system of funds collection and payment authorization; a financial major issues (including the large capital expenditure) reporting system, etc. [3-5].


5 Conclusion
Financial management of modern hospitals should be the only revenue expenditure management from the past into the use of capital management, risk management from passive to active control and prevention of financial risks, the hospital to survive and grow to deal with sensitive financial management requirements of hospital financial risk, and make prompt diagnosis to reduce the financial risk of loss, to ensure that hospitals sustained, rapid and Healthy development.


References
[1] Ministry of Health Planning and Finance Department, medical institutions, the internal control provisions of Financial Accounting Seminar [N]. Enterprise Management Press, 2007.

[2] documented the East, about the financial risks of non-profit hospital and the establishment of early warning indicator system [J], Business Council 2008 (714) :34-35.

[3] Qin Galaxy; slip Mao Shan; Zhang Duo; Xiewei Bin; Bao Yurong, standardization of hospital economic management process [J]. Chinese Health Economics 2008 (11).

[4] Luo Min, the causes of hospital financial risks and countermeasures [J], Chinese hospital management, 2008 (01) :18-19.

[5] Ye Yurong. Under the new health reform Some Thoughts on health Economics [J]. Chinese Health Economics, 2009 (01).

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