Professional Documents
Culture Documents
II. KEBIJAKAN
III. UPAYA
V. PENUTUP
“ The secret of change is to focus all of your energy, not on fighting the old, but on building the new ”
- Socrates -
MISI
1. Berperan aktif mewujudkan kebijakan dan regulasi yang berpihak
pada rumah sakit dalam kendali mutu kendali biaya.
2. Berperan aktif mewujudkan tatakelola korporasi rumah sakit yang
baik.
3. Berperan aktif mewujudkan tatakelola klinis rumah sakit yang
baik.
4. Berperan aktif mewujudkan tatakelola etik yang baik.
5. Berperan aktif mewujudkan tatakelola asuhan pasien yang baik.
6. Mewujudkan kerjasama dengan stakeholder dan shareholder di
bidang perumahsakitan.
PRIMUM, NON NOCERE Theme: Health Worker Safety: A Priority for Patient Safety
FIRST, DO NO HARM Slogan: Safe health workers, Safe patients.
Call for action: Speak up for health worker safety.
HIPPOCRATES’S TENET:
( 460-335 BC )
NILAI
1. Transparansi
2. Akuntabel
3. Responsibel
4. Independen
5. Fairness
“ Clinical governance is essentially an organisational concept aimed at ensuring that every health organisation creates the
culture, the systems and the support mechanisms so that good clinical performance will be the norm and so that quality
improvement will be part and parcel of routine clinical practice. ”, Sir Liam Donaldson, November 1999
NOTA KESEPAKATAN
Penjelasan
KEWAJIBAN RUMAH SAKIT
KEBIJAKAN DISASTER BENCANA DAN NON ALAM
DI ERA PANDEMI COVID 19
KEBIJAKAN KOMITE MUTU
The Joint Commission's 2021 national patient
safety goals for hospitals are:
1. Improve the accuracy of patient identification.
2. Improve staff communication.
3. Improve the safety of medication administration.
4. Reduce patient harm associated with clinical alarm
systems.
5. Reduce the risk of healthcare-associated infections.
6. Better identify patient safety risks in the hospital.
7. Better prevent surgical mistakes.
Quality
Piutang vs Hutang Assesment? disruption sebagai perubahan
secara radikal dan revolusioner
yang bisa memicu ketegangan
karena ada unsur 3 S “sudden,
speed , dan surprise”.
Era
CoVid 19,
Banyak
Resiko
Silent Killer
Gagal
Komunikasi
Internal
“ DARK TRIAD “
Pelayanan kesehatan di dunia saat ini menghadapi kondisi VUCA ( volatile, uncertainty, complexity dan
ambiguity ) karena dihadapkan pada disruption in healthcare.
Safe hospital adalah fasilitas kesehatan yang dapat tetap ter-akses dan
berfungsi pada kapasitas maksimum, dan dalam infrastruktur yang
sama, selama dan segera setelah terkena hazard .
Maksud strategi rumah sakit yang selamat dari bencana ini adalah untuk
memastikan bahwa rumah sakit tidak hanya akan tetap berdiri bila ada
bencana, tapi juga akan berfungsi secara efektif tanpa gangguan
apapun.
BENCANA NON-ALAM
MEMPUNYAI KARAKTERISTIK YANG
SANGAT BERBEDA DANGAN
BENCANA ALAM ATAU BENCANA LAIN
PANDEMI COVID 19
MENIMBULKAN KONSEKWENSI
KHUSUS PADA RS DI SELURUH
INDONESIA
NEW NORMAL = BALANCING ACT
“ Shifts in behavior, new regulation, accelerated adoption of tech –it's the moment innovators have been waiting for “
PERAN RUMAH SAKIT
Component 2. Coordination
and communication
Accurate communication and
timely coordination are necessary
to ensure that risk analyses and
decision-making are informed by
data and there is effective
collaboration, cooperation and
confidence among all hospital staff
and stakeholders. This component
includes communication and
coordination both within the
hospital and through links with
local and national authorities,
including communities and primary
health care services
Reference;
1. Hospital readiness checklist for COVID-19: interim document, version 5, 10 February 2020. Washington, DC: World Health Organization, Pan American Health Organization.
(https://www.paho.org/en/documents/hospital-readiness-checklist-covid-19, accessed 13 March 2020).
2. Hospital readiness checklist for COVID-19: interim version, February 24, 2020. Copenhagen: World Health Organization, Regional Office for Europe (https://apps.who.int/iris/handle/10665/333972,
accessed 13 March 2020).
3. Hospital readiness checklist for COVID-19: interim document, version 1, March 29, 2020. Cairo: World Health Organization, Regional Office for the Eastern Mediterranean
(http://www.emro.who.int/images/stories/coronavirus/documents/hospital_readiness_checklist_for_covid_1 9.pdf?ua=1, accessed 28 May 2020).
The range of approaches and interventions for
achieving continuity of care
•
Inilah yang disebut sebagai penyusunan
disaster plan rumah sakit, yaitu suatu
perencanaan yang komprehensif untuk
menangani bencana, berupa dokumen tertulis
yang berisi macam-macam SOP, termasuk
kerjasama dengan rumah sakit lain, serta
koordinasi dengan pihak-pihak lain yang
terkait.
ISU POKOK yang dapat mempengaruhi kemampuan
rumah sakit dalam memberikan respons terhadap
bencana atau terhadap peristiwa korban massal,
meliputi:
4. Integritas infrastruktur
5. Kekuatan infrastruktur
6. Staf terlatih
1. Kebakaran
2. Gempa bumi/banjir
5. Ancaman bom
BENCANA EKSTERNAL RUMAH SAKIT
TERIMA KASIH
Shifts in behavior, new regulation,
accelerated adoption of tech –it's the
moment innovators have been waiting for.