(Langkah 3) - Manajemen Risiko Terintegrasi Di RS MHfin
(Langkah 3) - Manajemen Risiko Terintegrasi Di RS MHfin
PENDIDIKAN :
S1 FAKULTAS KEDOKTERAN UNIVERSITAS ANDALAS 1981 – 1988
S2 KAJIAN ADMINISTRASI RUMAH SAKIT, FKM UI 2000 -2002
PENGALAMAN KERJA :
DIREKTUR PELAYANAN RSMMC 2019 – OKTOBER 2022
DIREKTUR PSDM & UMUM 2017 - 2018
DIREKTUR KEUANGAN 2014 - 2017
DIREKTUR MARKETING KOMUNIKASI
DIREKTUR PENUNJANG 2010 - 2014
DIREKTUR PT KAM 2012 - 2018
DIREKTUR PT BKM 2008 - 2010
PENGALAMAN ORGANISASI :
IKPRS PERSI
SURVEYOR KARS
KOMPARTEMEN MANAJEMEN KLINIS IRSJAM 2017 - 2020
DASAR HUKUM
ERM | Risk Assessment Phase One: Risk Identification, The ALS Feb 2017
EARLY
WARNING SYSTEM
A. IDENTIFIKASI RISIKO
1 2 3 4 5
INSGNIFICANT MINOR MODERATE MAJOR CATASTROPHIC
BIAYA / KERUGIAN KECIL KERUGIAN LEBIH KERUGIAN LEBIH KERUGIAN LEBIH KERUGIAN LEBIH
KEUANGAN DARI 0,1% DARI 0,25 % DARI 0,5% DARI 1%
ANGGARAN ANGGARAN ANGGARAN ANGGARAN
PUBLIKASI RUMOR - MEDIA LOKAL - MEDIA LOKAL MEDIA NASIONAL MEDIA NASIONAL
- WAKTU - WAKTU LAMA KURANG DARI 3 LEBIH DARI 3 HARI
SINGKAT HARI
DAMPAK
1 2 3 4 5
MATRIX ANALISIS RISIKO 5X5 SANGAT SANGAT
RENDAH SEDANG TINGGI
RENDAH TINGGI
5 5 10 15 20 25
4 Sering terjadi 4 8 12 16 20
3 Mungkin terjadi 3 6 9 12 15
2 Jarang terjadi 2 4 6 8 10
1 Hampir tidak terjadi 1 2 3 4 5
TINGKAT/ LEVEL RISIKO
TINGGI 4 10 sd 14
SEDANG 3 5 sd 9
RENDAH 2 3 sd 4
SANGAT RENDAH 1 1 sd 2
MATRIX ASSESSMENT
Potencial Concequences / Impact
Likelihood / Insignificant Minor Moderate Major Catastropic
Probability
1 2 3 4 5
Tahap pelaksanaan;
Menetapkan prioritas risiko
Evaluasi risiko secara berkala
C. Evaluasi Risiko
• Approach One
- At small and medium-size hospitals, the responsibility for risk
management, patient safety, and quality improvement may be assigned to
one person
- Depending on the organization, this person may have additional
responsibilities such as infection control and corporate compliance
- As the organization grows, the manager of the one person risk and quality
department may need to add another individual to the department to assist
with risk management and quality improvement responsibilities.
CEO
RM
QI
PS
• Approach Two
- In medium-size to large hospitals and medical centers,
the functions of risk management and quality improvement
are often separate
- At minimum, the two departments should be sharing data on
adverse events, peer review, and quality-of-care concerns
- Additionally, representatives from the two departments
should meet on a regular basis to address issues of mutual
concern
CEO
RM QI
Approach Three
- Some larger organizations and healthcare systems have established a department
in the organization dedicated to risk, quality, and patient safety
- The groups in the department should participate in weekly team meetings to
ensure timely communication of important issues of mutual interest
- Topics covered during these meetings might include the following:
accreditation issues;
patient complaint data;
claims data;
sentinel event response and
CEO
opportunities for process improvements;
federal, state, and local regulatory issues; and
strategic planning.
DEPT
RM QI PS
Implementasi Manajemen Risiko
Struktur Perincian Risiko: identifikasi kategori risiko dan struktur hierarki risiko
.
Matriks Penilaian Risiko: analisis probabilitas dan dampak risiko → prioritas risiko
Rencana Respons Risiko: strategi mitigasi risiko yang akan digunakan untuk mengelola
risiko
Peran dan tanggung jawab: Anggota tim manajemen risiko memiliki tanggung jawab
sebagai pemilik risiko → monitoring evaluasi pengelolaan risiko.
Identifikasi Analisis
risiko risiko
Rencana Strategis
Manajemen risiko
terintegrasi
Penatalaksanaan
Evaluasi &
risiko
Prioritas risiko
INTEGRASIKAN AKTIVITAS PENGELOLAAN RISIKO
3. Kembangkan sistem & proses pengelolaan risiko, serta lakukan
identifikasi & asesmen hal yang potensial bermasalah.
KEGIATAN YANG DILAKSANAKAN