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Apakah Status Akreditasi Rumah Sakit Memberikan Perbedaan Pemberian Obat yang Benar dan Keselamatan Pasien? Saptono Putro; Viera Wardhani; Siswanto Siswanto
Media Kesehatan Masyarakat Indonesia Vol. 14 No. 4: DESEMBER 2018
Publisher : Faculty of Public Health, Hasanuddin University, Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (268.361 KB) | DOI: 10.30597/mkmi.v14i4.4385

Abstract

Hospital accreditation provides guidelines for implementing quality management standards including drugmanagement management to reduce the incidence of patient safety (IPS). This study aims to determine the differencebetween the right implementation of drug administration and the perceieved of IPS based on hospital accreditationstatus. This researchusing a survey method with cross sectional analytical approach, which compares thecorrect implementation of the drug and IKP perception in 2 type D hospitals with different accreditation status inthe Greater Malang area. Measurements of the correct implementation of drug administration and IKP perceptionswere carried out using a closed questionnaire on 36 nurses and 99 primary hospital patients and 41 nursesand 96 full hospital patients. Analysis was carried out by Mann Whitney Z test and Rank Spearman test. Bothhospitals showed the correct level of implementation of good drug delivery and low IPS perception even thoughthe first accredited hospital showed a better picture than plenary accredited hospitals. In hospitals with initialaccreditation shows that the better the right implementation of drug administration, the lower the perception ofIPS according to nurses and patients. There was no similar relationship in the hospital with full accreditation status,where there was no difference in the level of true implementation of drug administration and IKP perceptionaccording to nurses and patients.
Priority setting in responding crisis: a hospital leaders’ perspective at the early stage of COVID-19 pandemic Aryo Dewanto; Yudi Setyawan; Viera Wardhani
Health Science Journal of Indonesia Vol 12 No 2 (2021)
Publisher : Sekretariat Badan Penelitian dan Pengembangan Kesehatan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22435/hsji.v12i2.5295

Abstract

Background: The COVID-19 pandemic hit Indonesia when hospitals were striving to adjust to a changing environment after a new health insurance system implementation, a government’s effort to achieve Universal Health Coverage. As a result, the pandemic forced hospitals to exploit their resources. Due to limited resources, setting accurate priorities is highly important to secure hospital operations and maintain its track towards the expected goals. This study aims to explore how deep the crisis impacts hospitals and how hospital leaders in Indonesia set their priorities in responding to the impact of this pandemic. Methods: This study used a descriptive and analytical approach. Data were collected through an online survey from hospital leaders and several documentary sources. Results: The results show that almost all hospital directors consider patient visits and hospital finance the most significant impacts of the COVID-19 pandemic. However, government hospital directors emphasize different areas compared to non-government hospital directors; the former sets their priorities on the hospital’s human resources, quality of service, and operations, while the latter focuses on the impact of patient visits and hospital finance. Conclusion: Although directors of government and non-governmental hospitals have a different emphasis, their priority is the same, maintaining hospital sustainability to provide quality services to people. Keywords: COVID-19 pandemic, hospital leaders’ perspective, impacts, Indonesia, priority setting Abstrak Latar belakang: Pandemi COVID-19 melanda Indonesia ketika rumah sakit berusaha menyesuaikan diri dengan lingkungan yang berubah setelah penerapan sistem jaminan kesehatan baru sebagai upaya pemerintah untuk mencapai Universal Health Coverage. Akibatnya, pandemi memaksa rumah sakit untuk mengeksploitasi sumber daya mereka. Sumber daya yang terbatas membuat penetapan prioritas yang akurat menjadi sangat penting untuk menjamin keberlangsungan operasional rumah sakit dan memastikan rumah sakit bergerak menuju tujuan yang diharapkan. Penelitian ini bertujuan untuk mengeksplorasi seberapa dalam dampak krisis ini terhadap rumah sakit dan bagaimana pemimpin rumah sakit di Indonesia menetapkan prioritasnya dalam merespon dampak pandemi ini. Metode: Penelitian ini menggunakan pendekatan deskriptif dan analitik. Data dikumpulkan melalui survei online dari pimpinan rumah sakit dan beberapa sumber dokumenter. Hasil: Hasil penelitian menunjukkan bahwa hampir semua direktur rumah sakit menganggap kunjungan pasien dan pembiayaan rumah sakit mendapat dampak paling signifikan dari pandemi COVID-19. Namun, direktur rumah sakit pemerintah menekankan bidang yang berbeda dibandingkan dengan direktur rumah sakit non-pemerintah. Direktur rumah sakit pemerintah menetapkan prioritas mereka pada sumber daya manusia rumah sakit, kualitas layanan, dan operasi, sedangkan direktur rumah sakit non-pemerintah fokus pada dampak kunjungan pasien dan keuangan rumah sakit. Kesimpulan: Meskipun direktur rumah sakit pemerintah dan non-pemerintah memiliki penekanan yang berbeda, tetapi prioritas mereka sama yaitu menjaga keberlanjutan rumah sakit untuk memberikan pelayanan yang berkualitas kepada masyarakat. Kata kunci: pandemi COVID-19, perspektif pemimpin rumah sakit, dampak, Indonesia, penetapan prioritas.
Key Strategies to Reduce Waiting Time in Outpatient Pharmacy Menis Rahmawati; Viera Wardhani
Jurnal Kedokteran Brawijaya Supplement 2, 2021
Publisher : Fakultas Kedokteran Universitas Brawijaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21776/ub.jkb.2021.031.02.10s

Abstract

Waiting time in the outpatient pharmacy is still a problem in hospitals. This study aimed to identify the root causes and implement solutions to reduce the waiting time at a type C hospital. This study applied a descriptive approach. The potential causes were identified using HFMEA (Healthcare Failure Mode Effect and Analysis) confirmed through an online survey on 15 staff involved in pharmacy services. Scoring and Focus Group Discussion were used to identify the priority problems and solutions. The study results revealed six causing factors of the lengthy waiting time at the outpatient pharmacy, which were doctor's schedule, absence of specific time target for each drug preparation stage, changes of the drug storage, drug stock different from the planning, incomplete standard operating procedures, and one counter for prescription collection and drug dispensing. Three solutions were implemented in six days: checking drug stock in every shift, developing an SOP, and separating the counters for prescription collection and drug dispensing. The implementation results showed a significant increase in the waiting time percentage of compounded drugs, which met the standard (≤60 minutes) from 26% to 43%. This increase was even higher for non-compounded drug waiting time (<20), from 27% to 48%. Drug stock checking, procedure standardization, and separation of service counters are the keys to reducing outpatient pharmacy waiting time.
Development of Caesarean Section Clinical Pathway: A Lesson Learned I Gede Sastrawan; Viera Wardhani
Jurnal Kedokteran Brawijaya Supplement 2, 2021
Publisher : Fakultas Kedokteran Universitas Brawijaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21776/ub.jkb.2021.031.02.7s

Abstract

Although clinical pathway (CP) is aimed to ensure quality and cost, the development of CP at hospitals is primarily for administrative purposes as it is required by accreditation standards, thus causing high variations in its implementation. This study aimed to develop a clinical pathway for caesarean section and explore the problem during development and implementation test. The selection of caesarean section was based on high volume, risk, and cost. Using participatory action research, the researcher started the program by performing an implementation evaluation, literature review, and regulatory development. The evaluation identified implementation discrepancies and prolonged length of stay. Based on the evaluation and literature review results, the Professional Care Provider (PCP) in the hospital conducted discussions and made suggestions by considering available resources, current practices, and behavior. The main differences of the new clinical pathway are: 1) it is developed based on literature and current practice, and 2) it should be added with notification, explanation, inclusion and exclusion criteria, and references. Before the implementation test, the hospital provide resources, develops a standard operational procedure followed by monitoring and evaluation. Differences in the type of medication and documentation method were found, which then further discussed with all involved PCP to define the agreed solutions. Professional engagement and openness culture that embraces along the process are the main key lesson learned in addition to the understanding that CP development and implementation is a continuous learning process.