Strengthening Understanding of Customer Services and Practical Instructions for Hospital Financial Management
Ignatius Roni Setyawan
Lecturer of Faculty of Economics & Business, Universitas Tarumanagara, l. Tanjung Duren Utara 1, Jakarta, Indonesia
https://doi.org/10.47191/jefms/v7-i5-01ABSTRACT:
Increasing competition in the health industry at the national level makes the hospital management always tidy up in improving the quality of service to patients and improving the quality of medical infrastructure facilities according to the standard HNAC (Hospital National Accreditation Committee). Armed with the success of the value chain strategy concept training agenda at Elizabeth Semarang Hospital on May 16, 2018, I submitted the same training proposal to the Miriam Pratama Clinic, Kudus. The underlying factor is the urgency of the MIRIAM Pratama Clinic to raise the level of its business to become an C accredited hospital so that it can continue to survive and from the results of their communication with one of my relatives in Kudus who has heard me conduct training on the topic of value chain strategy at Elizabeth Hospital Semarang. So then I made a communication with the MIRIAM Pratama Clinic to get approval for the implementation of the training activities on March 18, 2019. Seeing the urgency of increasing the status of this business level, then I added aspects of financial management with the basis of considerations to raise the level of business and build a system of value chain strategies from Swayne, et.al. (2006) a large cash flow is needed. And this will be fulfilled with the right budgeting model. Finally, the activity was successfully carried out on March 18, 2019 with a very good response from participants who asked about how to regulate social and business motives in managing clinical businesses in the midst of a lack of cash flow and a budgeting model that does not have to be a month to month approach from Berger (2008). So the short answer is to raise the level of business, business motives should be a priority because improving the quality of services will require large costs and to fulfill them is not necessary with a month to month budgeting approach from Berger (2008) but can be from budget flexibility according to the clinical work calendar. In the mentoring activities on April 18, 2019 there were more positive results from the training activities on March 18, 2019 namely the more enthusiastic doctors, nurses and non-nursing staff working and more positive testimonials from key patients, mothers giving birth and their families. This has had a positive impact on status of the clinic as a C accreditation.
KEYWORDS:
Value Chain Strategy, MIRIAM Pratama Clinic, Quality of Patient Services, Hospital Financial Management
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