Q. 卫生和社会工作

按照 GB/T4754-2017（中华人民共和国国家标准：国民经济行业分类）， 卫生和社会工作 门类又细分为以下大类：

• 84 卫生

• 85 社会工作
  

以下我们列出了部分国际通行的行业 KPI 指标，仅供参考：

中文名称

英文名称

Accounts receivable Accounts payable and accrued expenses Admissions in-patient Average length of stay (ALOS) Average length of stay (ALOS) for top ten diagnoses Assets in current period Assets in prior period Average age of plant Average age of workforce Average daily and monthly census Average hourly rate Average length of stay Average payment period (days) Average time to fill positions Backorder percentage Bad debt as percentage of net revenue Bottleneck areas Break even Capital expenditure growth rate Case mix index Cash and equivalents Cash collected versus target Cash on hand (days) Communication effectiveness Contract negotiation schedule Cost per discharge Current asset turnover Current ratio Days in accounts receivable Debt service coverage ratio Depredation funds Depreciation rate Discharge process time Discharges in-patient Discounts trends, revenue, and margin by payer class Due to third parties Education funds Emergency visits outpatient Encounters outpatient Equity financing Errors related to procedure/treatment or test Events, number of events by type and department Expenses per physician FTE Fixed asset turnover Free operating cash flow to assets Free operating cash flow to revenue FTE per occupied bed FTEs per adjusted occupied bed Growth rate on equity Hazardous materials usage Informed about delays Inventory ratio Inventory turnover Investments at market value Long-term debt Long-term investments Maintained bed occupancy Mean wait time in emergency department (ED) for hospital bed Medication errors, number of errors per 1,000 treatments Medication errors, number of errors per month/year Month to date (MTD) bad debt MTD cash collected MTD revenue Net assets Net income Net income to patient revenue Net revenue Non-operating gains Number of new hires per day Nurse turnover rate Nurse vacancy rate Nurses attention to needs Operating income Operating profit margin Operating revenues Other liabilities Outside labor as a percentage of total Over or under consumption of service lines by payer types Overtime costs Paid time off costs at business unit level Paid time off costs at department level Patient accounts receivable Patient care hours Patient complaint rate Patient satisfaction Patient wait times, by process step Patient/staff ratios Patients who leave without being seen (by day, by time) Percentage of capital expenses Percentage of cash flow to total debt Percentage of cash flow to total liabilities Percentage of charitable revenue Percentage of debt to capitalization Percentage of fixed asset financing Percentage of in-patient capitated revenue Percentage of in-patient commercial revenue Percentage of in-patient HMO revenue Percentage of in-patient revenue Percentage of in-patient self-pay revenue Percentage of Medicaid revenue Percentage of operating margin Percentage of outpatient Medicare revenue Percentage of outpatient revenue Percentage of part-time FTEs of total FTEs Percentage of voluntary staff turnover Physician FTE Physician productivity (relative value units) Purchase order (PO) quantity ordered by department Property, plant, and equipment Readmission rates Replacement viability Reported income index Reserve levels Return on equity Return to vendor Revenue by contract type Revenue per physician FTE Risk-adjusted mortality Salaries and benefits Satisfaction with physical examination Satisfaction with physician Service line utilization and trends by payer type Service provision Short-term investments Skill levels Source of hires versus cost Staff turnover Staff turnover by job code Staff turnover by location Staffing cost trend Staffing-related quality indicators Supplies and services Surgical cases in-patient Surgical cases out-patient Times interest earned Total admissions Total cash and investments Total compensation per FTE Total discharge Total income Total liabilities Total margin Total operating expenses Total paid time off of FTEs Total PO dollar amount Total revenue per FTE Total salary per FTE Total travel distance Total turnover per manager Total turnover per tenure Total unrestricted funds Turnover of clinical and non-clinical staff Uncompensated care Unit efficiency Unrealized gains Vacancy rate Weekly payroll Working capital absorption Working capital for current accounting period

Accounts receivable Accounts payable and accrued expenses Admissions in-patient Average length of stay (ALOS) Average length of stay (ALOS) for top ten diagnoses Assets in current period Assets in prior period Average age of plant Average age of workforce Average daily and monthly census Average hourly rate Average length of stay Average payment period (days) Average time to fill positions Backorder percentage Bad debt as percentage of net revenue Bottleneck areas Break even Capital expenditure growth rate Case mix index Cash and equivalents Cash collected versus target Cash on hand (days) Communication effectiveness Contract negotiation schedule Cost per discharge Current asset turnover Current ratio Days in accounts receivable Debt service coverage ratio Depredation funds Depreciation rate Discharge process time Discharges in-patient Discounts trends, revenue, and margin by payer class Due to third parties Education funds Emergency visits outpatient Encounters outpatient Equity financing Errors related to procedure/treatment or test Events, number of events by type and department Expenses per physician FTE Fixed asset turnover Free operating cash flow to assets Free operating cash flow to revenue FTE per occupied bed FTEs per adjusted occupied bed Growth rate on equity Hazardous materials usage Informed about delays Inventory ratio Inventory turnover Investments at market value Long-term debt Long-term investments Maintained bed occupancy Mean wait time in emergency department (ED) for hospital bed Medication errors, number of errors per 1,000 treatments Medication errors, number of errors per month/year Month to date (MTD) bad debt MTD cash collected MTD revenue Net assets Net income Net income to patient revenue Net revenue Non-operating gains Number of new hires per day Nurse turnover rate Nurse vacancy rate Nurses attention to needs Operating income Operating profit margin Operating revenues Other liabilities Outside labor as a percentage of total Over or under consumption of service lines by payer types Overtime costs Paid time off costs at business unit level Paid time off costs at department level Patient accounts receivable Patient care hours Patient complaint rate Patient satisfaction Patient wait times, by process step Patient/staff ratios Patients who leave without being seen (by day, by time) Percentage of capital expenses Percentage of cash flow to total debt Percentage of cash flow to total liabilities Percentage of charitable revenue Percentage of debt to capitalization Percentage of fixed asset financing Percentage of in-patient capitated revenue Percentage of in-patient commercial revenue Percentage of in-patient HMO revenue Percentage of in-patient revenue Percentage of in-patient self-pay revenue Percentage of Medicaid revenue Percentage of operating margin Percentage of outpatient Medicare revenue Percentage of outpatient revenue Percentage of part-time FTEs of total FTEs Percentage of voluntary staff turnover Physician FTE Physician productivity (relative value units) Purchase order (PO) quantity ordered by department Property, plant, and equipment Readmission rates Replacement viability Reported income index Reserve levels Return on equity Return to vendor Revenue by contract type Revenue per physician FTE Risk-adjusted mortality Salaries and benefits Satisfaction with physical examination Satisfaction with physician Service line utilization and trends by payer type Service provision Short-term investments Skill levels Source of hires versus cost Staff turnover Staff turnover by job code Staff turnover by location Staffing cost trend Staffing-related quality indicators Supplies and services Surgical cases in-patient Surgical cases out-patient Times interest earned Total admissions Total cash and investments Total compensation per FTE Total discharge Total income Total liabilities Total margin Total operating expenses Total paid time off of FTEs Total PO dollar amount Total revenue per FTE Total salary per FTE Total travel distance Total turnover per manager Total turnover per tenure Total unrestricted funds Turnover of clinical and non-clinical staff Uncompensated care Unit efficiency Unrealized gains Vacancy rate Weekly payroll Working capital absorption Working capital for current accounting period