Our hospital has adopted multiple measures to rigorously and effectively control the “two funds.”
Release date:
2022-07-08 16:26
Source:
To thoroughly implement the requirements of the China National Coal Group and Sinochem Group regarding the control and reduction of “two types of funds,” and to promote corporate quality improvement, efficiency enhancement, and high‑quality development, our institute has recently designated this work as a key priority. By adopting a series of measures and ensuring rigorous execution, we are striving to achieve tangible results in the special campaign to curb and manage these two categories of funds.
1. Strengthen accountability and promote coordinated progress.
A special leading group for the control and reduction of “two funds” has been established, with the hospital president serving as the primary person responsible and a deputy director in charge of finance designated to oversee this initiative. On July 6, the group held its inaugural meeting, thoroughly conveying and studying the spirit of the General Administration’s documents on “two‑fund” control, thereby aligning thinking and building consensus. Key operational indicators, such as revenue generation and the total wage budget, have been closely integrated with efforts to curb the growth of these two funds, and a comprehensive, detailed plan for managing “two funds” has been put in place. The group has mandated that controlling the “two funds” be treated as a rigorous, long‑term priority, requiring sustained, concerted action to reduce existing levels while containing new increases. All measures will be implemented to firmly safeguard the financial risk threshold and enhance the overall efficiency of the hospital’s economic operations.
2. Clarify objectives and refine measures
We have formulated a work plan for controlling and reducing the “two funds” at our hospital, clearly defining annual targets for reducing outstanding balances and managing new inflows. We have also refined the division of responsibilities among all functional departments and business units, ensuring coordinated, hospital-wide efforts and proactive collection initiatives to pool resources and achieve synergy. Adhering to the principle of “whoever handles it is responsible; whoever creates it must pursue recovery,” we are urging each business unit to assume its primary responsibility for managing and reducing the “two funds.” Regular reviews and analyses of accounts receivable are conducted, with items categorized, assigned to specific individuals, and addressed through tailored measures, thereby effectively enhancing the outcomes of “two‑fund” reduction efforts.
3. Improve systems and strengthen oversight and control
Following extensive consultation and thorough deliberation, the “Provisional Measures for the Management of Accounts Receivable of Shandong Institute” have been formulated. These measures set out detailed provisions covering customer credit management, accounting treatment, day-to-day collection oversight, confirmation procedures and annual reconciliation, bad‑debt management, and the handover of accounts receivable, thereby establishing a top‑down accountability framework for debt recovery and seeking to control the occupation of “two funds” at the source. With regard to the clearance of long‑outstanding “two funds,” specific assessment and incentive‑penalty mechanisms have been defined, linking the effectiveness of receivables collection directly to the annual performance of business units—allowing for upward or downward adjustments of up to 3% in annual performance based on collection results. This approach cascades both pressure and motivation down to the grassroots level, accelerating the turnover of accounts receivable and reducing capital tied up in these assets.
4. Strengthen publicity and raise awareness.
The Asset and Finance Department has leveraged the hospital’s official WeChat account to actively disseminate knowledge about “two‑money” management across the entire institution, helping business units and all cadres and employees understand the background, scope, objectives, and significance of reducing these two types of receivables and inventories. This effort aims to strengthen staff awareness of “two‑money” reduction, enhance their risk‑prevention capabilities, foster a strong organizational culture around this initiative, and ensure that the “two‑money” reduction targets are effectively implemented.
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