“RESPON / IMPLIKASI MASYARAKAT EKONOMI ASEAN TERHADAP PIMPINAN PELAYANAN KESEHATAN KHUSUSNYA PERUMAHSAKITAN DI INDONESIA”
Dr. ADIB A YAHYA, MARS KETUA UMUM PERMAPKIN
ROUND TABLE DISCUSSION : “ MENYOROT KEBIJAKAN PERUMAH SAKITAN INDONESIA TAHUN 2015 ; APA YANG HARUS DILAKUKAN UNTUK MENGHADAPI PELAKSANAAN MASYARAKAT EKONOMI ASEAN ( MEA )“ CHAMPS FKM UI ,JAKARTA, 14 JANUARI 2016
“The single integrated AEC” tahun 2015 menjadikan “ASEAN sebagai basis produksi dunia” serta menciptakan “pasar regional bagi 575 juta jiwa penduduk ASEAN” (42% penduduk RI,16.5%Philiphina, 15%Vietnam, 12% Thailand) “kawasan bebas perdagangan barang, modal dan jasa” (7 jenis jasa profesi) untuk meningkatkan daya saing ekonomi kawasan regional ASEAN”.
• PREFERENTIAL TARIFF ARRANGEMENT (PTA) • ASEAN FREE TRADE AREA (AFTA) •MASYARAKAT EKONOMI ASEAN
• TARIF • NON-TARIF • FASILITASI • PERDAGANGAN ASEAN FRAMEWORK AGREEMENT ON SERVICES (AFAS) ASEAN INVESTMENT AREA (AIA)
ALIRAN BEBAS BARANG
ALIRAN BEBAS JASA
ASEAN INVESTMENT GUARANTEE AGREEMENTS (IGA) ASEAN COMPREHENSIVE INVESTMENT AGREEMENT (ACIA) MUTUAL RECOGNITION AGREEMENT (MRA) VISA DAN EMPLOYMENT PASS CORE COMPETENCIES & QUALIFICATION PENGEMBANGAN & INTEGRASIPASAR MODAL LIBERALISASI ARUS MODAL
• 12 SEKTOR PRIORITAS • PENGEMBANGAN SEKTOR MAKANAN, PERTANIAN & KEHUTANAN
ALIRAN BEBAS INVESTASI
MEA 2015 SEKTOR LAINNYA
ALIRAN BEBAS TK TERAMPIL
ALIRAN LEBIH BEBAS ARUS MODAL
MEKANISME PENCAPAIAN MEA 2015
PETA MENUJU KAWASAN ASEAN YANG BERDAYA SAING
KOMPETISI GLOBAL
MENCAPAI SKALA EKONOMIS
MEMPERKUAT INTEGRASI
PERSAINGAN BEBAS • ANTAR NEGARA ANGOTA • DENGAN KAWASAN LAIN
ASEAN PASAR TUNGGAL DAN BASIS PRODUKSI
PROSES LIBERALISASI
PELUANG
DAYA SAING
MEKANISME PASAR TANTANGAN
MEMBUKA PASAR DOMESTIK NEGARA ANGGOTA (PRODUK DAN FAKTOR PRODUKSI)
Moments of truth : Hospital inpatient
To the hospital Pull into parking lot Park Walk from car Enter facility Ask direction
Decide “Would I recommend this hospital ?”
Approach receptionist Sign in Leave parking lot
Wait
Get into car
Clinical examination To the patient room
Leave facility
Doctor visit Nurse care
Payment Operating theater Discharge
UNDANG-UNDANG REPUBLIK INDONESIA NOMOR 44 TAHUN 2009 TENTANG RUMAH SAKIT
Pasal 34 (1) Kepala Rumah Sakit harus seorang tenaga medis yang mempunyai kemampuan dan keahlian dibidang perumahsakitan.
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HARUS
HARUS
MEMOTI VASI & MEMIMPIN - PERSO NIL - GRUP
MENGOPE RASIKAN SISTEM TEKNIS
DENGAN CARA
DENGAN CARA
- MEMENUHI KEBUTUHAN & NILAI INDIVIDU - MEMBERI ARAH - KERJASAMA
RESPONS
- MENDISAIN TIM - KOMUNIKASI & KOORDIINASI
RESPONS
- MANAJEMEN - LEADERSHIP
MASALAH PERSONIL : - KOMITMEN - TURNOVER/MIGRASI - APATHY - KONFLIK PROFESI
MASALAH PERFORMANCE TEHNIS -PRODUKTIFITAS - EFISIENSI - KUALITAS - KEPUASAN PASIEN
RUMAH SAKIT
HARUS
HARUS
MEMPOSISI KAN ORGANISA SI
MEMETA KAN MASA DEPAN
DENGAN CARA
DENGAN CARA
- DISAIN ORG - ALIANSI STRATEGIS - MNGT PERUBAHAN - SET TUJUAN
RESPONS
- MNGT STRATEGIS - ANTISIPASI MASA DEPAN
RESPONS
MASALAH LINGKUNGAN - KOMPLEKSITAS - PERUBAHAN SOSIAL & TEHNOLOGI - KEKUATAN KOMPETITIF - TUNTUTAN PERFORMANCE
MASALAH SURVIVAL & PERTUMBUHAN : -SURVIVAL JANGKA PANJANG - PERTUMBUHAN
Leadership in healthcare: new challenges need new competencies
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THE CHALLENGES OF HEALTH CARE LEADERS A multitude of challenges for health care leaders : New technologies, managed care, globalization, Increased regulatory compliance, specialty health systems, telemedicine, virtual patients, outsourcing, cross training, forming partnerships, and competition 9
SHIFT FROM INPATIENT TO OUTPATIENT ORGANIZATION CULTURE OF SAFETY
GETTING PHYSICIANS INVOLVED
HEALTHCARE LEADER
SHIFT FROM ILLNESS TO WELLNESS MODEL
MEDICAL AND INFORMATION TECHNOLOGY
LAWS AND REGULATIONS
SHIFT FROM FEE-FORSERVICE TO MANAGED CARE
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ENTREPRENEURSHIP : RELEVANCE TO HEALTH CARE
Entrepreneurship is the pursuit of opportunities involving major risk, responsiveness to systemic changes, and the development of innovations
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Why Managers Should Care ?
Positioning the Organization Handling Threats and Opportunities Evaluating Implications Planning Capturing New Markets Complying with Regulators Following the Organizational Mission 12
STRATEGIES FOR DEVELOPING COMPETENCY MODELS
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CORE COMPETENCIES OF ENTREPRENEURIAL HEALTH CARE LEADERS the core competencies of entrepreneurial health care leaders diverge from the traditional roles of managers. 3 overlapping domains of core competencies required by entrepreneurial health care leaders: - (1) external focus when coping with environment and systemic changes, - (2) internal intent when leading the organization through conflicts and crises, and - (3) self directed or interpersonal competencies. To be successful, the entrepreneurial leader must be knowledgeable and must practice skills found in all 3 domains because mastering only1 or 2 areas of core competencies is inadequate for effective organizations. 14
Interpersonal Competencies : -Develop Self -Develop Others : . Communication. . Human Resources . Motivation
HC System& Environment Competencies : -Knowledge of System, Environment,Communities, and Stakeholders - Development of Risk Taking, Innovative Strategies
Organizational Competencies : Innovation Decision Making Performance Management -Information Management -Financial Management -Risk Management -Quality Management 15
CONCLUSION It is essential for leaders not only to be cognizant of these competencies but also to actively engage in the practice of these core competencies. With regular and consistent application of these competencies, then leaders can truly be entrepreneurial in exploiting new opportunities for enhanced growth and development
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FINAL WORDS
" It is not the strongest of the species that survives, nor the most intelligent that survives It is the one that is most adaptable to change “ Charles Darwin
SELAMAT BER MEA
Everybody will be happy
TERIMAKASIH
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