Raetzell M, Reissmann H, Steinfath M, Schuster M, Schmidt C, Scholz J, Bauer M
Klinik für Anästhesiologie und Operative Intensivmedizin, Universitätsklinikum Schleswig-Hostein, Campus Kiel.
Anaesthesist. 2004 Dec;53(12):1219-30. doi: 10.1007/s00101-004-0759-0.
Internal transfer pricing system (ITPS) of anaesthesia services is established to guarantee a close connection of delivered service and the budget of the department of anaesthesia. In most cases a time-based system is used with the pricing unit being calculated as the quotient from the enumerator "costs" divided by the denominator "anaesthesia time in minutes". The implementation of a transfer pricing system requires the identification of all relevant costs caused by the department of anaesthesia and a cost centre structure is needed which allocates all costs correctly according to their cause. The regulations regarding cost calculations as defined by the German DRG System should be considered. To generate valid data not only the necessary technical infrastructure is needed, but also detailed training of the staff and plausibility checks are needed to ensure correct and complete data. Subsequent agreements with the hospital administration are necessary in order to adjust the system if extrinsic cost increases occur. This paper gives a step-by-step guidance for the successful implementation of an internal transfer pricing system based on anaesthesia time.
建立麻醉服务内部转移定价系统(ITPS)是为了确保所提供的服务与麻醉科预算紧密相关。在大多数情况下,采用基于时间的系统,定价单位计算为分子“成本”除以分母“以分钟为单位的麻醉时间”的商。转移定价系统的实施需要识别麻醉科产生的所有相关成本,并且需要一个成本中心结构,根据成本产生原因正确分配所有成本。应考虑德国疾病诊断相关分组(DRG)系统定义的成本计算规则。为了生成有效的数据,不仅需要必要的技术基础设施,还需要对员工进行详细培训,并进行合理性检查以确保数据正确完整。如果出现外部成本增加的情况,需要与医院管理层进行后续协商以调整该系统。本文为基于麻醉时间的内部转移定价系统的成功实施提供了逐步指导。