• Organisasi
• Pengurus PERSI Pusat kompartemen JKN
• Ketua PERSI Banten periode 2019‐2022
•
KLAIM BPJS BERBASIS
INA CBG
PENGALAMAN RS AN‐NISA TANGERANG
Ediansyah
PEMBAHASAN
211,247
180,281
136,694
81,204
40,094
226,733
207,215
184,373 182,437
171,368.69
PASIEN RANAP
15,995
14,384
13,464
10,718
6,245
TARIF / PASIEN
4,389,368
4,231,038
4,058,059
3,891,110
3,823,136
Meningkatkan Jumlah
1 Pasien
• Menambah jenis spesialisasi Meningkatkan pendapatan
• Menambah jumlah dokter
• Menambah jam buka poli 2 per Pasien
Kunjungan Kembali
Teknologi IT
Monopsony Pelayana & SDM &
Mutu dan
power n Hemat, Digitalisasi Persaingan
Keselamata
BPJSK Bermutu Pelkes Usaha
Kekuatan n pasien
& Aman Cloud, AI, IoT, Merger,
tawar yang Akreditasi, 5G Akuisisi atau
tinggi di Standar “more with & Big Data Bangkrut
pihak BPJS PMK less : from
Kesehatan 30/2019 volume to
Review value”
Kelas
The Experience IS the Marketing
EXPERIENCES
GOODS
COMMODITIES
Business Environment POLITICA
Macro environment
ECONOMIC
RS
(resources
&
Bar
capabilitie
s)
Ecosystem
SOCIAL
TECNOLOGICAL
S W O T
Internal environment External environment
(Resources & Capabilities) Change
Strategic choice
Michael Porter: Generic Strategy
Michael Porter: Generic Strategy
HEALTHCARE MEGATRENDS
Robert M Wachter MD, Professor and Chair of Department of Medicine,
University of California, San Francisco
1. Relentless Pressure to
Deliver
• The highest quality
• Safest
• Most satisfying care
• The lowest possible
costIndustry to Digital
2. Paper
Industry
WHY???
Bad Quality & Not Efficient
IRRELEVANT
RS AN‐NISA : TAHAP PERTAMA
ANALOG TO DIGITAL
RS AN‐NISA : TAHAP KEDUA
ECOSYSTEM
RS
AN‐
NISA
Framework for Reinventing Our Business
DREAMER
LEMAH KUAT
STRATEGI
BUSINESS STRATEGY
FUNCTIONAL STRATEGY
• OPERATION STRATEGY
(Lean Operation, Supply Chain Management, dll)
• MARKETING STRATEGY
(Branding, Target Market, dll)
• FINANCIAL STRATEGY
(Cost Containment, WACC, dll)
The Margin‐Sales rate matrix
Players
Volume
Low
(in the
stars
game)
Low High
Sales Rate
2. UPAYA RS MENGELOLA TARIF INA CBG
PRICE
PRICE PRICE
Margin
Margin
Margin
cost cost
COST
PRODUKTIVITAS TINGGI
Cost per unit semakin rendah
dengan meningkatnya produktivitas
COST‐VOLUME‐PROFIT
Total Revenue
12 M
11 M Margin
10 M
Total Cost
9M
BEP Variabel Cost
RUPIAH
Fixed Cost
VOLUME
Contoh
FIXED COST KAMAR OPERASI : 100 JUTA
JUMLAH OPERASI PER BULAN : 100
PENDAPATAN : 100%
Produktivitas (GAS)
HPP OBAT & BMHP : 12%
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
EBITDA : 34%
DEPRESIASI :
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
EBIT :
BUNGA BANK :
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
PENDAPATAN SEBELUM PAJAK :
PAJAK :
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
PENDAPATAN SETELAH PAJAK : (10% ‐ 15%)
PRICE = UNIT COST + MARGIN
1 30 3 21 24 25 2
Briging V‐claim
(no SEP) Bridging E‐Claim
Tutup transaksi
Data klaim pasien
bulanan
Approval
casemix per tanggal
TARGET LABA 2019 MARGIN PENDAPATAN:200 M
25%
50 M BIAYA :150 M
LABA : 50 M
30% RAJAL 40% RANAP 20% O 10% IGD
60M 80M 40M K 20M
Rp. 220.000/ pasien
Poli anak :
Poli obgyn :
272.000 pasien / tahun Poli internis :
22.000 pasien / bulan Poli bedah :
900 pasien / hari (25 hari kerja) dst
Total : 900 pasien
TERIMA KASIH