Makalah Dr. CHSJ

MEMBANGUN PROFESIONALISMEMELALUI TATAKELOLA RS DANTATAKELOLA KLINIK, SEBAGAI

ANTISIPASI PENYELENGGARAAN BPJS.Jember 23 Maret 2013

CHAIRULSJAH SJAHRUDDINRS ADMIRA, JAKARTA

Email : [email protected]@gmail.com

[email protected] : www.rsadmira.com

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Sir William OslerThe greatest difficulty in life is to make knowledge effective, to convert it into practical wisdom.

mailto:[email protected]



http://www.rsadmira.com/

IDENTITAS PRIBADINama :

dr. CHAIRULSJAH SJAHRUDDIN SpOG, MARSTempat/Tgl Lahir :Makassar / 18 November 1950Agama :IslamMenikah/istri :drg. Ny. Sjenni Chairul Insan Sjahruddin - DahlanAnak/Mantu :drg. Indira Chairulina Dara Sjahruddin SpKGA / Dodi Cahyadi ST, MTAlamat Rumah :Apartemen THE SUMMIT Kelapa Gading, Tower ALPEN I, Lt. 28 B,Kelapa Gading Jakarta Utara, 14240Telp./Hp : 021 - 45875055 / 0816805337Fax : 021 - 45875054E-mail : [email protected] : RS ADMIRA, Jl. Kayu Putih Raya, Jakarta Timur, 13210Telpon : 021 – 47883195 / Fax : 021 - 47883191

RIWAYAT PENDIDIKANPendidikan formal

SD : Makassar, tamat 1963SMP : Makassar, tamat 1966SMA : Makassar tamat 1969S1 : Fakultas Kedokteran Universitas

Hasanuddin Makassar lulus 1977 ,DokterUmum

Spesialisasi Kebidanan dan Penyakit KandunganFakultas Kedokteran Universitas HasanuddinMakassar selesai 1986 ( SpOG )

Pasca Sarjana – S2 : Kajian Administrasi Rumah Sakit,Fakultas Kesehatan MasyarakatUniversitas Indonesia, lulus 1997 ( MARS )

PEKERJAAN :1. Direktur RS ADMIRA, Jakarta Timur2. Penanggung Jawab / Dosen Mata Kuliah,

“ Corporate Governance – Clinical Governancein Healthcare Organisation “ Pada Program S2Kajian Administrasi Rumah Sakit , FakultasKesehatan Masyarakat Universitas Indonesia.

3. Ketua Bidang Profesi PB POGI 2009 – 2012 –2015

4. Berprofesi Sebagai Spesialis Obstetri –Ginekologi di RS Admira

5. Pengajar Ethic and Medicolegal Aspect InObstetri – Ginekology Ultrasound pada Courseand Workshop Basic Ultrasound RSPAD GatotSubroto Jakarta.

6. Konsultan – Advisor Pembangunan –Operasionalisasi Organisasi – ManajemenRumah Sakit

ORGANISASI :

1. Anggota IDI cabang Jakarta 1986 – sekarang2. Anggota POGI Cabang Jakarta, 1986 –sekarang3. Ketua Bidang Profesi PB POGI 2009 – 2012 –

20154. Anggota Permapkin ( Perkumpulan Manajer

Pelayanan Kesehatan Indonesia )

RIWAYAT HIDUP

2


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TEKANAN EKSTERNALPEMERINTAH / SJSN – BPJS

MANAJEMEN RSSUMBERDAYA 5 MBUDAYA BEKERJA

TATAKELOLARS - KLINIK

ETIKPROFESIONALISME

KUALITAS PELAYANAN TERCAPAIWALAUPUN DENGAN DANA TERBATAS

SESUAI BPJS - INA CBG’S

PANDUAN NASIONAL PELAYANANKEDOKTERAN ( PNPK ) :PANDUAN PRAKTIS KLINIK• ALUR PERAWATAN TERPADU• PROSEDUR• PROTOKOL• ALGORITMA• PROSEDUR TETAP

SISTEMPEMBIAYAAN

COST EFFETIVEPENYUSUNAN TARIF/UNIT COST/ABCKEPATUHAN PD INA CBG’S

BILA LEBIH SIAPA TANGGUNG ??? TERLIBAT :- PEMILIK RS- PENGELOLA RS- ORGANISASI – MANAJEMEN- DOKTER- SELURUH INDIVIDU DI RS- PROFESI ( PDsP)

INA CBG’S

ALUR PIKIR

10 MASALAH PADA PELAYANAN RS OLEH KARENA KETIDAKPROFESIONALAN - TIDAK ADANYA TATAKELOLA

1. POOR COMMUNICATION

2. POOR MANAGEMENT

3. POOR CLINICAL –EMOTION OUTCOMES

4. POORLY DEFINED ORGANISATIONAL STYRUCTURES, SYSTEM, PROCESSAND PERFORMANCE

5. FAILURE TO RESPOND TO IMPORTANT SAFETY AND QUALITY ISSUES

6. FAILURE TO RESPOND EFFECTIVELY TO KNOW CLINICAL PROBLEMS

7. INADEQUATE TRAINING AND CREDENTIALLING

8. INADEQUATE MORBIDITY AND MORTALITY MONITORING AND REVIEWSYSTEM

9. A COLSED CULTURE

10. NON EXISTENT OR INEFFECTIVE SYSTEM TO MONITOR, REPORT ANDRESPOND TO PERFORMANCE PROBLEMS, ERROR AND ADVERSE EVENT

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Ny. MN gagal menimbang buah hati pada 8 November 2011 lalu.Pasalnya, jabang bayi yang sudah dikandungnya berbulan-bulantak selamat ketika dilahirkan.Ia menuding ketidakprofesionalan dokter danrumah sakit yang menjadi penyebabnya.



ADA MASALAH DALAMPROFESIONALISME

O – M RSDOKTER + PERAWATKARYAWAN LAINNYATIDAK PROFESIONAL

PROFESIONAL

TATAKELOLA

PROFESIONALISME KEDOKTERANPROFESIONALISME KEDOKTERANUNIK

TIDAK HANYA MENYANGKUT MASALAH , SEORANG DOKTER YANG PINTAR, PERAWAT YANGHANDAL, KARYAWAN YANG CAKAP

TETAPIMERUPAKAN REFLEKSI NILAI DAN PERILAKU DOKTER, PERAWAT, PROFESINAL LAINNYA,

DAN SELURUH KARYAWAN RS , DALAM MENJALANKAN PRAKTIK SEHARI-HARI, TERMASUKINTERAKSI DENGAN PASIEN, KELUARGA, PERAWAT, MANAJEMEN RS, KARYAWAN LAINNYA

DI RS, TEMAN SEJAWAT DAN MASYARAKAT LUAS, KEPATUHAN PADA UU, PERMENKES,PERDA, KETENTUAN RS


Tiga prinsip utama yang dikatakan oleh pengelola Mayo Clinic untuk menjadiThe Best Hospitals (atau juga World Class Hospital ) adalah:1. Mengutamakan pelayanan bukan keuntungan,2. Mengutamakan pelayanan dan kesejahteraan pasien,3. Mendorong setiap staf untuk meningkatkan profesionalisme.

Faktor kepemimpinan menjadi prioritas day by day :- Memimpin pertemuan, pelayanan, pendidikan, penelitian- Learning by doing- Hubungan ketergantungan kerja klinisi dengan manajer dan seluruh

tim kerja- Klinisi mengikuti seluruh struktur, proses, sistem di rumah sakit

DayBy

Day

TTATAKELOLA

PERUBAHAN BUDAYA BERPROFESI – BEKERJA

STANDAR KOMPETENSI DOKTER DIHUBUNGKAN DENGANKEGIATAN BERPROFESI / BERPRAKTEK ( PROFESIONALISME ) ( IDI - KKI )

1. AREA ETIKA, MORAL, MEDIKOLEGAL DANPROFESIONALISME , KESELAMATAN PASIEN:berperilaku profesional dalam praktik kedokteranserta mendukung kebijakan kesehatan; bermoraldan beretika serta memahami isu etik maupunaspek medikolegal dalam praktik kedokteran;menerapkan program keselamatan pasien.

2. AREA KOMUNIKASI EFEKTIF: mampu menggalidan bertukar informasi secara verbal dannonverbal dengan pasien, anggota keluarga,masyarakat, kolega, dan profesi lain.

3. AREA KETERAMPILAN KLINIS: melakukanprosedur klinis dalam menghadapi masalahkedokteran sesuai dengan kebutuhan pasien dankewenangannya.

4. AREA LANDASAN ILMIAH ILMU KEDOKTERAN:mengidentifikasi, menjelaskan, dan merancangpenyelesaian masalah kesehatan secara ilmiahmenurut ilmu kedokteran kesehatan mutakhiruntuk mendapat hasil yang optimum.

5. AREA PENGELOLAAN MASALAH KESEHATAN:mengelola masalah kesehatan individu,keluarga, maupun masyarakat secarakomprehensif, holistik, bersinambung, koordinatif,dan kolaboratif dalam konteks pelayanankesehatan.

6. AREA PENGELOLAAN INFORMASI: mengakses,mengelola, menilai secara kritis kesahihan dankemamputerapan informasi untuk menjelaskandan menyelesaikan masalah, atau mengambilkeputusan dalam kaitan dengan pelayanankesehatan

7. AREA MAWAS DIRI DAN PENGEMBANGANDIRI: melakukan praktik kedokteran denganpenuh kesadaran atas kemampuan danketerbatasannya; mengatasi masalah emosional,personal, kesehatan, dan kesejahteraan yangdapat mempengaruhi kemampuan profesinya;belajar sepanjang hayat; merencanakan,menerapkan, dan memantau perkembanganprofesi secara sinambung.

SELURUHNYA HARUS DIJAGA – DIPELIHARA – DIKEMBANGKAN DI RS MELALUI TATAKELOLA

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GOVERNANCETATAKELOLA

DO THE RIGHT THING RIGHT, WELL , AT FIRST TIME

ITS NOT HOW GOOD YOU ARE,ITS HOW GOOD YOU WANT TOBE



GOVERNANCE – TATAKELOLA• CORPORATE GOVERNANCE is a socio-cultural

phenomenon that requires not only an examination of thegovernance structures and processes in place, but also thedirect observations of social and cultural elements includingindividual and organisational decision-making.

• CORPORATE GOVERNANCE can be described as, ‘thesystem by which companies are directed and controlled’

• Governance is the system through which organisations aredirected and managed.

• GOVERNANCE influences how strategic directions are set andachieved, risks are monitored and assessed, and how optimalperformance can be attained.

• GOOD GOVERNANCE SYSTEMS provide accountability andcontrol systems which are proportional to the risks involved.


• MANAGEMENT

IS ABOUT RUNNING BUSINESS

• GOVERNANCE - TATAKELOLAIS ABOUT SEEING THAT IT IS RUN PROPERLY, day by day

do the right thing right well, at first time and overtimeITS NOT HOW GOOD YOU ARE, ITS HOW GOOD YOU WANT TO BE


GOVERNANCE IS MANAGEMENT PLUS



CHANGE THE STRUCTURECHANGE THE SYSTEM

CHANGE THE PROCESSESCULTURE CHANGE

TATAKELOLA

TATAKELOLA

SIKLUS TATAKELOLA

chairulsjah sjahruddin, 2013

Diagnosis

Aksi

Monitoring

Memutuskan

PerubahanEvaluasi

Perubahan budaya kerja

MANAJEMEN TATAKELOLA

Just doing businessJust performing taskTidak profesional

• Doing business properly• Managing the dependencies

among task• Profesional


Medical staff governance has consequently become a key factor in hospital governance.

HARAPANNYA PERAN DOKTER DI ERA GLOBAL pdPELAKSANAAN SJSN - BPJS

• DOKTER – DOKTER GIGI :– SEBAGAI KLINISI : Kompetensi dalam ilmu dan

teknologi serta transformasinya kedalam prosespelayanan

– SEBAGAI MANAJER : dapat memanfaatkansumberdaya sesuai kebutuhan pasien, baik dalam situasiserba kecukupan, terlebih-lebih lagi pada saat penuhketerbatasan, termasuk pembatasan biaya

– SEBAGAI PROFESIONAL : dapat berinteraksisecara profesional baik dengan dirinya sendiri, maupundengan sejawat lainnya, pasien, sistem ( organisasi –manajemen ) dimana berprofesi ( mikro klinik ) , maupunsistem secara meso, makro


INILAH YANG AKAN DIBANGUN PADA IMPLEMENTASI TATAKELOLA

19

STRUKTURSYSTEMPROSESBUDAYA

• SUMPAH DOKTER, KODEKI• UU RI No. 29/2004.TENTANG PRAKTIK KEDOKTERAN• PROFESIONALISME – KKI

- UU RI No.44 / 2009, TENTANG RS- UU RI No. 36 / 2009, KESEHATAN- KEPMENKES 755 / 2011

TATAKELOLA RSTATAKELOLA KLINIK

TUNTUTAN GLOBAL MASYARAKAT :1. ETIS –PROFESIONAL2. KESELAMATAN.3. EFEKTIF4. KEPENTINGAN PASIEN5. MENGHARGAI WAKTU6. EFISIEN7. ADIL, WAJAR, PATUT

PRINSIP GLOBAL JAMINAN KUALITASPELAYANAN ORGANISASIMANAJEMEN RS :1. FOKUS PADA KEBUTUHAN2. KENDALI MUTU3. KENDALI BIAYA – ICP – INA CBG’S4. BERKEADILAN5. MERATA6. KETERJANGKAUAN7. TERSTRUKTUR8. AMAN9. TEPAT WAKTU10. EFEKTIF-EFISIEN

BPJSBIAYA DITENTUKAN – INA CBG’S

ETIK - PROFESIONALISME

chairulsjah sjahruddin, maret 2013ICP


GOOD CORPORATE GOVERNANCE : combines the- “ hard’ elements “ ( structure, systems and processes )- “ softer elements “( effective leadership and high standards of behaviour -professionalism ) .It incorporates both strong internal characteristics and the ability to scan andwork effectively in the external environment – pemberlakuan BPJS

THE INTERNAL COMBINATION OF HARD AND SOFT CHARACTERISTICS INVOLVES :

1. Leadership

2. Culture based on openness and honesty, in which decisions andbehaviours can be challenged and accountability is clear.

3. Supporting accountability through systems and processes, suchas risk management, financial management, performancemanagement and internal controls. They must be robust andproduce reliable information to enable better decisions to bereached about what needs to be done in order to achieveobjectives.

4. External focus on the needs of service users and the public


The quality of corporate governance is often reflected in the quality of decision making.




In essence, clinical governance is themethod by which a systemic

approach to the maintenance andimprovement of a quality service and

patient care is managed.


COLLABORATION and COMMUNICATIONTECHNOLOGY at THE HEART of

GOOD CLINICAL GOVERNANC3E

KEY TO THE DELIVERY OF EFFECTIVECLINICAL GOVERNANCE

is for healthcare facilities to becomelearning organisations whereexamples of good practice are rapidly

incorporated into everyday work and aspirit of innovation, enterprise and patientcentred approaches to care are employed

throughout individual organisations.

Budaya yang dalam berbuat sesuatu senantiasautk dapat dan bisa dipertanggung jawabkan

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HOUSE OF CLINICAL GOVERNANCE

WA HEALTH YSTEM

WHAT CLINICAL GOVERNANCE IS NOT ?

1. Despite its name, it is NOT a form ofpolicing and there must be no fearthat clinical governance will become apunitive process.

2. It is NOT a new form of hospitalmanagement that is going to takeover the role of thehospital/pharmacy manager orhis/her management team.

3. It is NOT a magical system that willsolve all the problems associated withinferior or inadequate patient care.

4. It is NOT going to draw-up a list ofrules and regulations for everybody tofollow.

5. All the elements of clinicalgovernance are NOT new concepts.

They are in fact the every thingswe do, or should do, every day

WHAT IS CLINICAL GOVERNANCE then ?

1. It IS a system that ensures and improvesquality and safety of clinical patient care.

2. It IS a culture of support and problem solvingwhere respect for autonomy will remain acornerstone of clinical practice.

3. It IS a culture of trust in which people areprepared to report their errors, near-missesand “free lessons” in contrast to a blaming-and-shaming culture.

4. The goal IS to move to open discussion andmutual respect rather than conflict, personalabuse and blame.

5. It IS an understanding that doctors, nurses,pharmacists and all of the employees, are justlike the rest of us – they are human andtherefore they make mistakes.

6. It IS the creation of a culture thatensures and improves the qualityof patient care and where staffand associated health careprofessionals are accountable forcontinually improving the qualityof their services towards patientsafety.


CORPORATE GOVERNANCE – CLINICAL GOVERNANCE

• CORPORATE GOVERNANCE :– Building a safe, high quality health care system requires all of us who

work in health care to take responsibility for our own behavioursand the actions of individuals and teams who work.

• Clinical Governance :– is a recently developed concept which brings together all the

activities that demonstrate to our patients, the community,government and our peers that we hold ourselves responsible forproviding safe, high quality health care.

• This in turn, demonstrates our accountability for the care thatwe all provide to our patients.

• Corporate and Clinical Governance becomesthe overarching system in our daily clinical andmanagement practice


IMPLEMENTASI TATAKELOLA


RHEINAL KASALI : ( buku CHANGE ) :TAK PEDULI BERAPA JAUH JALAN SALAH YANG ANDA JALANI PUTAR ARAH SEKARANG JUGA

DAHULU

TUNTUTAN MASYARAKAT ( era global )1. FOKUS PADA KEBUTUHAN2. KENDALI MUTU3. KENDALI BIAYA4. BERKEADILAN, TIDAK DISKRIMINASI

DALAM PELAYANAN KEDOKTERAN (EQUITY )

5. MERATA ( EQUILITY )6. KETERJANGKAUAN ( AFFODABLE )7. TERSTRUKTUR ( STRUCTURED )8. AMAN ( SAFE )9. TEPAT WAKTU10. EFEKTIF-EFISIEN

TUNTUTAN MASYARAKATSEMBUH DARI PENYAKIT

This about managing the dependencies among tasks

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TUNTUTAN MASYARAKAT ( era global )1. FOKUS PADA KEBUTUHAN2. KENDALI MUTU3. KENDALI BIAYA4. BERKEADILAN, TIDAK

DISKRIMINASI DALAM PELAYANANKEDOKTERAN ( EQUITY )

5. MERATA ( EQUILITY )6. KETERJANGKAUAN ( AFFODABLE )7. TERSTRUKTUR ( STRUCTURED )8. AMAN ( SAFE )9. TEPAT WAKTU10. EFEKTIF-EFISIEN

KEPATUHAN PD BPJS – ICP – INA CBG’S

ERA

GLOBAL

Etik - Profesionalisme

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Patient Care Hirarchy

♦ 1. Diagnosis : Treating the right patient♦ 2. Treatment: Treating the right patient right♦ 3. Organization : Treating the right patient right at

the right time♦ 4. Integrated Care Pathway: Treating the right patient

right well at the right time and in the rightway


( GOVERNANCE )

Structure, System,

Structure, System,Processes, Culture

1. PLANNING of CARE : is the process of making decisions about the treatment,care and support that the individual will receive and about who will be involved inproviding the appropriate services2. DELIVERY of CARE : is the process of co-ordinating, managing and providingthe care so that the individual receives the “ right “ services at the “ right “ time and inthe “ right “ way to match their assessed needs and in accordance with the agreedintegrated care plan3. CONTUINITY of CARE : ICP ( 6 Co )




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Pd BPJS – INA CBG’S



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- CredentialingPreviliging

- Etika ProfesiDisiplin Profesi- Mutu Profesi


STAFMEDIKPROF.

( SMP )

STRUKTUR


201340


201341


201342

BPJS – ICP - INA CBG’S


201343

TIDAK PATUHBPJS – ICP – INA CBG’S


201344

BPJS


201345

TAGIHAN BERLEBIHAN



201347



201349

50

THE KEY ELEMENTS ARE;- Corporate accountability for clinical

quality, bringing clinical decision makinginto corporate governance

- A whole systems approach to qualityimprovement and delivered as anorganisation wide strategy

- Integration of all quality improvementactivities in a co-ordinated and coherentstructure.

- Corporate, financial and clinicalgovernance are each interconnected

chairulsjah sjahruddin, jember 23 maret 20133/1/2013


ICPs come under the umbrella of a set of tools known as ‘structured caremethodologies’; tools that formalise known patterns of care processes, thus

adding predictability and providing the transfer of knowledge.



201353

THE GOLD STANDARD FOR DEVELOPMENT FOR ICPsAS AGREED by THE ICP NETWORK 2003



55






Health care institutions operate in conditions of high volatility environment. Thepresent trend of change is leading to an increase of competitiveness of the healthcare industry, an increase of health care needs, as well as a rise of expectations ofpatients and payers.

The concept of activity based costing is based on the assumption that the directcause of the costs action, activities. Implementation of these actions results inconsumption of resources, which are a quantitative reflection of the cost

Systemic Mindfulness Model of Proactive Patient Safety Using a Corkscrew Metaphor

ORGANISATIONALDEVELOPMENT


SYSTEMIC MINDFULNESS MODEL OFPROACTIVE PATIENT SAFETY

• Suggests using a corkscrew metaphor where eachmultiple level of the health care system interacts in

complex ways to affect patient safety.

• Decisions made at one level can affect all other levelsand alter the dynamics of the patient safety culture.

• To be effective, all staff need to be awareof their role in the patient safety process

and how they can best promote andmaintain a patient safety culture.


62

Development of the Systemic MindfulnessModel of Proactive Patient Safety

• Resembles a corkscrew andsuggests that risk and safety areembedded in all systems of thehealth care environment, fromthe blunt end (leadership) to thesharp end (clinicalinterventions).

• In addition, the pathway topatient safety risk reduction isnot linear.

• Movement and change in eachlevel of the corkscrew arecomplex, circular, andcontinuous.

• Complex circularity is by natureinterdisciplinary in medicalsystems in which critical safetysystems are embedded at eachlevel of the system, and in whicheach level interacts with otherlevels, making each turn of thecorkscrew an appropriate field ofstudy for the researcher.

• THE GOAL OF THE MODEL IS TOPROVIDE A FRAMEWORK FORMOVING A HEALTH CARECULTURE FROM APATHOLOGICAL ORBUREAUCRATIC ORGANIZATIONTO A GENERATIVE PATIENTSAFETY CULTURE


KEGIATAN MENJAGA MUTU PELAYANAN – MANAJEMEN RISIKO – KESELAMATANPASIEN RS ADMIRA dari PERSPEKTIF TATAKELOLA, PROFESIONALISME

• Proses rekrutmen yang baik ( kerjakansoal-soal dan wawancara )

• Credentialing & Privileging

• Appointment & Re-Appointment

• Kepatuhan pada :

Physician Score tiap bulan

Perjanjian Pemberian PelayananProfesional

Panduan Etik – Profesional StafMedik Profesional

Medical Staf Bylaws

Peraturan dan Kebijakan StafMedik Profesional RS ADMIRA

Pernyataan

UU yang berlaku ( PRAKTEKKEDOKTERAN, RS, KES,PIDANA/PERDATA, KepMenKes,Perda

• Laporan Pagi setiap hari ( 08.00 – 08.30 )

• Penilaian Kinerja Dokter – Dokter Gigitiap 4 bulan

• Reboan ( 14.00 – 16.00 ) cash Flow

• Forum – Forum : Sekali sebulan tiap Senin( 13.30 – 15.00 )

• Senin Minggu I. Forum Dokter / KomiteMedik

• Senin Minggu II. Forum Perawat

• Senin Minggu III. Forum Manajemen

• Pertemuan 3 bulan sekali antara dokter –profesional lainnya dengan manajemen

• Pertemuan-pertemuan lain yang tidakterjadwal

• Survei kepuasan pasien secara periodik

• Family gathering antara tim dokter dengankeluarga pasien

• Kamisan ( 13.30 – 15.00 )

• Minggu I, Ronde Klinik – Komite Medik

• Minggu II, Pembicaraan Kasus

• Minggu III. Pembicaraan Medik/Klinik –Non Medik/Non Klinik

• Minggu IV. Journal Reading

643/1/2013


HOSPITAL GOVERNANCEQUALITY DIMENSION PERFORMANCE


COST EFFECTIVE – INA CBG’SDICAPAI DENGAN MEMBANGUN SISTEM,

AGAR KUALITAS PELAYANAN TETAP SESUAI HARAPAN PASIEN


201366

LAPORAN PAGI ( 08.00 – 08.30

SEKURITI

RONDE KLINIK, KAMISAN MGG I

JOURNAL READING, KAMISAN MGG IV PEMBICARAAN KASUS, KAMISAN MGG II

PESAN DIBAWA PULANG


• A shift in culture is a prerequisite for successful hospitalgovernance and clinical governance.

• We all want to work in a learning organization – system thinking, onewhich values our contribution, where systems are supportive, safe andefficient, where error are seen as learning opportunities and where the

focus is firmly onquality assured patient care

• ETHICS - PROFESSIONALISM• Compliance to SJSN – INA CBG’S


“ HOSPITAL / CORPORATE GOVERNANCE / CLINICAL GOVERNANCEIS A WAY OF MAKING SURE THAT EVERYONE WHO PASSES

THROUGH HEALTH SYSTEM IS WELL CARED FOR ”

ORSYSTEM THAT ENABLE STAFF TO WORK IN THE BEST POSSIBLE WAY

+STAFF PERFORMING TO THE HIGHEST POSSIBLE STANDARDS

69

DOKTER

DOKTER GIGI

MANAJER

KLINISI

PROFESIONAL

chsjSIKAP – PERILAKU1. ALTRUISME2. LEADERSHIP3. RESPECT – HONOR – INTEGRITY4. ACCOUNTABILITY – RESPONSIBILITY5. LONG-LIFE LEARNING6. CARE, COMMUNICATION, COMPASSION7. DUTY

PERAN1. HEALTH EXPERT2. HEALTH ADVOCATER3. COMMUNICATOR4. COLLABORATOR5. PROFESSIONAL6. MANAGER7. SCHOLAR

MENGUASAI ILMUPENGETAHUAN DAN

KETERAMPILANKEDOKTERAN YANG

UP TO DATE

SENANTIASA MAMPUMEMANFAATKAN SUMBERDAYA SESUAI KEBUTUHAN

PASIENPATUH PADA KETENTUAN

SJSN – INA CBG’S

MAMPU MEMBANGUNKOMUNIKASI INTER

PERSONAL YANG BAIK( PASIEN – KELUARGANYA,

SEJAWAT, KARYAWAN,MASYARAKAT ,ORGANISASI –MANAJEMEN )

“CLINICAL ETHICS “• MEDICAL INDICATION• PATIENT PREFERENCES• CONTEXTUAL OF THE FEATURES• QUALITY OF LIFE

3/1/2013

PROFESSIONAL JUDGEMENT• THEORETICAL KNOWLEDGE• PROSEDURAL KNOWLEDGE• FAKTUAL KNOWLEDGE• INTUITIVE KNOWLEDGE

+

MEMBANGUN PROFESIONALISME ( PERAN, SIKAP, PERILAKU) DOKTER DARI PERSPEKTIF TATAKELOLA


TRUST

Systemic Mindfulness Model of Proactive Patient Safety Using a Corkscrew Metaphor

ORGANISATIONALDEVELOPMENT


FRAMEWORK PRINCIPLES

10 PRINCIPLES PROVIDE A BASIS FOR SUPPORTING EXCELLENCEAND GOOD GOVERNANCE OF CLINICAL CARE:

1. The focus is on the consumer experience throughout the continuum of care.2. Priorities and strategic direction are communicated clearly to support quality

and safety systems.3. Planning and resource allocation supports achievement of goals.4. Strong clinical leadership and ownership.5. Organisational culture supports patient safety and quality improvement

initiatives and is supported through committee structures, systems andprocesses.

6. Compliance with legislative and departmental policy requirements, includinghospital accreditation.

7. Rigorous measurement of performance and progress, including reporting andreview.

8. Continuous improvement of quality and safety.9. Clearly defined roles and responsibilities are understood by all participants in

the system.10. Systemic Mindfulness Proactive Patient Safety Using a Corkscrew Metaphor



COMMITMENTto

QUALITY AND SAFETYgo hand in hand

CLINICAL – NON CLINICALeffective everyday management

TATA KELOLA RS – KLINIKRS ADMIRA

chairulsjah sjahruddin

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HOSPITAL – CLINICAL GOVERNANCE A vehicle for improved 6 C :Commitment, C ollaboration, C ommunication, Cooperation, C oordination , C ontinuity of C are

BERGANDENGAN TANGAN DLM IMPLEMENTASI BPJS

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