cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Lutfan Lazuardi
Contact Email
lutfan.lazuardi@ugm.ac.id
Phone
+62274547490
Journal Mail Official
jmpkfk@ugm.ac.id
Editorial Address
Jl. Farmako Sekip Utara, Yogyakarta, Indonesia 55281 Departemen Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat dan Keperawatan, Universitas Gadjah Mada
Location
Kab. sleman,
Daerah istimewa yogyakarta
INDONESIA
Jurnal Manajemen Pelayanan Kesehatan (The Indonesian Journal of Health Service Management)
Published by Universitas Gadjah Mada
ISSN : 14106515     EISSN : 28286774     DOI : https://doi.org/10.22146/jmpk.v25i03.5186
Core Subject : Health,
Health Professions Public Health
Misi JMPK adalah menerbitkan, menyebarluaskan dan mendiskusikan berbagai tulisan ilmiah mengenai manajemen pelayanan kesehatan yang membantu manajer pelayanan kesehatan, peneliti, dan praktisi agar lebih efektif. Jurnal ini ditujukan sebagai media komunikasi bagi kalangan yang mempunyai perhatian terhadap ilmu manajemen pelayanan kesehatan antara lain para manajer, pengambil kebijakan manajerial di organisasi-organisasi pelayanan kesehatan seperti rumah sakit, dinas kesehatan, Kementerian Kesehatan, pusat-pusat pelayanan kesehatan masyarakat, BKKBN, pengelola industri obat, dan asuransi kesehatan, serta institusi pendidikan penelitian.
Arjuna Subject : Kedokteran - Kesehatan Masyarakat, Kesehatan Lingkungan dan Pekerjaan
Articles 5 Documents
 1 
Search results for , issue "Vol 23 No 03 (2020)" : 5 Documents clear
ANALISIS TARIF PELAYANAN POLI PENYAKIT DALAM DI RUMAH SAKIT UMUM DAERAH DALAM ERA JAMINAN KESEHATAN NASIONAL Sri Wusono; Julita Hendrartini; Dwi Handono Sulistyo
Journal of Health Service Management Vol 23 No 03 (2020)
Publisher : Departemen Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat, dan Keperawatan, Universitas Gadjah Mada, Yogyakarta Jl. Farmako Sekip Utara Yogyakarta 55281 Telp 0274-547490

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (137.201 KB) | DOI: 10.22146/jmpk.v23i03.4247

Abstract

Background: The Hospital as an advanced health facility has an essential role in implementing the National Health Insurance (JKN).Reimbursement mechanism of health services using INA-CBGs package tariff, which the objectives for controlling healthcare costsand improving service standards. However, this has not been implemented well. Therefore INA-CBGs has a disadvantage potentialto Hospital.Objective: To determine the difference between Hospital tariff and INA-CBGs for JKN patients.Methods: This study was descriptive with a qualitative approach and case study design. Review documents and in-depth interviewswith Hospital structural and functional management were used for data collection. Data analyzed used descriptive analysis for secondarydata and qualitative analysis to explore hospital policies and strategies to the tariff difference to deepen this study result. Theresearch was conducted from April to June 2018.Results: Healthcare cost of JKN patients in Internal Disease Poly has negative difference during January–June 2017 with an averageof 20,3%. The main factor causing the difference was pharmaceutical 63%. This tariff difference occurred due to several factorssuch as related with the most morbidity diseases: 61,7% chronic diseases, policies implemented for capacity building of human resourcesin JKN patient services, improvement of a referral program for stable patients, cross-subsidizing of other income and government,specific strategies in JKN services that listed in the strategic plan. Furthermore, for service output was planned to reach hospitalaccreditation and conduct excellent heart disease service.Conclusion: Healthcare cost in Internal Disease Poly had deficit due to hefty deviation tariff between hospital tariff and INA-CBGs.However, potential losses could be anticipated with policies and strategies that support cost control and improve service standards.
RESPONSIVENESS SISI KESEHATAN DALAM MEMBERIKAN PELAYANAN KESEHATAN Wa Ode Siti Orianti; Mubasysyir Hasanbasri; Adi Utarini
Journal of Health Service Management Vol 23 No 03 (2020)
Publisher : Departemen Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat, dan Keperawatan, Universitas Gadjah Mada, Yogyakarta Jl. Farmako Sekip Utara Yogyakarta 55281 Telp 0274-547490

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (135.152 KB) | DOI: 10.22146/jmpk.v23i03.4248

Abstract

Background: Responsiveness according to WHO is the result that can be achieved when an institution designed so that they areaware of and respond appropriately to the expectations of a legitimate, based on measurements through eight domains are: dignity,attention immediately, autonomy, choice of health care providers, clear communication, confidentiality, quality of basic amenities, andaccess to social support networks.Objective: To analyze the responsiveness of the hospitals and health centers in providing health services.Methods: A descriptive study with qualitative methods. This research uses descriptive type so that the researcher will analyze howresponsiveness in terms of health in providing health services to the community. This research was conducted in Buru Regency with 22 respondents.Results: The experience of respondents to the responsiveness in hospitals that view based on variable dignity officers have notprovided services to the fullest and less maintain patient privacy. Variable attention in hospitals and health center patients are stillwaiting long in getting service especially in emergency situations because the doctor was not in place. The variable access to thenetwork for the distance from home to health facilities is still very far away and unreached by the public outside the city as well as a drugthat is not yet complete. The variable quality of amenities in hospitals on quality very bad environment that makes the patient feelnot comfortable and safe. Variable trust in hospitals and community health centers are still not so sure about health care because theybelieve in the healing traditions.Conclusion: Responsiveness of the health in Hospitals Buru and Air Buaya Health Centers not responsive that in view based on variablesdignity, attention, access to the network, quality of amenities and trust.
KAPASITAS SUSTAINABILITY PROGRAM KEBUN GIZI MANDIRI MELALUI PEMBERDAYAAN MASYARAKAT BERSAMA CITA SEHAT FOUNDATION Kurnia Widyastuti; Yodi Mahendradhata; Retna Siwi Padmawati
Journal of Health Service Management Vol 23 No 03 (2020)
Publisher : Departemen Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat, dan Keperawatan, Universitas Gadjah Mada, Yogyakarta Jl. Farmako Sekip Utara Yogyakarta 55281 Telp 0274-547490

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (145.348 KB) | DOI: 10.22146/jmpk.v23i03.4249

Abstract

Background: The success of health programs to provide long-term benefits remains a challenge. Similarly, the study of sustainability capacity in health programs in Indonesia is still limited. Cita Sehat Foundation strives to support SDG achievement by ensuring thatthe program has sustainable capacity so that it can run and be beneficial in the long periods. One of the programs delivered by the foundation is the implementation of Kebun Gizi Mandiri in Bantul,Yogyakarta, for five years with and provide benefits and pride through several awards.Objective: The aim of the research is to assess the sustainability capacity of Kebun Gizi Mandiri.Methods: This research uses mixed-methods approach with convergent parallel strategy, where qualitative and quantitative data are collected, analyzed separately, and then compared to see the findings. Quantitative data was obtained from PSAT (Program Sustainability Assessment Tool). Qualitative data were obtained through in depth-interviews and focus group discussions from selected informants involving beneficiaries, program managers and development program NGOs with maximum total variation sampling.Results: The sustainability of the program is well supported by the availability of support from the cadre team as the main manager, community and local stakeholders. The availability of information and involvement of cross- stakeholder support the sustainability of program. Strengthening cadre team capacity, innovation in program development, availability of evaluation forms capable of recording program progress and becoming the basis for improvement, as well as availability of allocations from various funding sources to ensure program sustainability are components of sustainability capacity that still needs improvement.Conclusion: There are several domains of sustainability capacity that still need improvement. Therefore, the formulation of a sustainability action plan can be undertaken to follow-up the result based on a sustainability domain review that still needs special attention for improvement.
ANALISIS KESIAPSIAGAAN, RESPONS, DAN PEMULIHAN DALAM PENANGANAN KASUS CORONA VIRUS DISEASE-19 (COVID-19) Nursuciyati; Laksono Trisnantoro; Puti Aulia Rahma
Journal of Health Service Management Vol 23 No 03 (2020)
Publisher : Departemen Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat, dan Keperawatan, Universitas Gadjah Mada, Yogyakarta Jl. Farmako Sekip Utara Yogyakarta 55281 Telp 0274-547490

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (137.972 KB) | DOI: 10.22146/jmpk.v23i03.4250

Abstract

Background: The number of global COVIF-19 cases was 191,148,056 million confirmed cases, 4,109,303 cases died, 204countries were infected, and 151 countries experienced local transmission. The outbreak of CoronaVirus Disease-19 (COVIF-19) inIndonesia is increasing. To date, 3,033,339 confirmed cases and 79,032 cases died. This situation causes COVID-19 cases to be stillthe main agenda in handling health in Indonesia and even globally.Objective: This study aims to identify and explain the analysis of preparedness, response, and recovery activities in handling Covid-19 cases in the Bima Regency.Methods: This type of research is qualitative research using a descriptive analysis approach that will describe an event based on theresults that have been analyzed. The research subjects were eight stakeholders who handled Covid-19 in Bima Regency. Researchdata will be collected using a checklist sheet from 2020 WHO guidelines.Data analysis is carried out using the Miles and Huberman model, namely: data collection, data reduction, data descriptionpresentation, conclusions.Results: Based on the percentage of activities that only developed by 21.43%, the preparedness and readiness phase, it canbe concluded that the handling of Covid-19 by stakeholders is not optimal due to several internal factors as well as from the community.Stakeholders have not conducted training and education for health workers regarding the handling of Covid-19 because no budgetplanning has been carried out. This has resulted in many health workers being exposed to Covid-19 in referral hospitals. Meanwhile,recovery by vaccinating the community is facilitated by all the primary health care in all areas of Bima Regency.Conclusion: In general, the Covid-19 Task Force in Bima Regency has not optimally carried out handling based on preparedness, response, and recovery aspects. The condition of handling Covid-19 cases has obstacles, namely the lack of health infrastructure, for example, health logistics and lack of public awareness in handling Covid-19 cases.
PERBANDINGAN BEBAN KERJA LAMA WAKTU PELAYANAN MAHASISWA PPDS 1 DAN DPJP DALAM PELAYANAN PASIEN DI RUMAH SAKIT Guntur Surya Alam; Laksono Trisnantoro; Darwinto
Journal of Health Service Management Vol 23 No 03 (2020)
Publisher : Departemen Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat, dan Keperawatan, Universitas Gadjah Mada, Yogyakarta Jl. Farmako Sekip Utara Yogyakarta 55281 Telp 0274-547490

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (146.532 KB) | DOI: 10.22146/jmpk.v23i03.4251

Abstract

Background: RSUP dr Sardjito, as the primary teaching hospital of FK UGM received many PPDS1. PPDS 1 makes a significant contributionto patient care. PPDS1 at work has not been considered a hospital worker. Meanwhile, PPDS1 has the right as a temporaryofficial hospital worker while taking specialization education.Objective: This study aims to determine differences in the workload.Methods: This is observational research with direct observation of the length of time for DPJP and PPDS1 service activities accordingto the type of activity. The research subjects were PPDS1 from KSM General, KSM Pediatric Surgery, KSM Urology, KSM Pediatrics atvarious levels. Data analysis was carried out by compiling and calculating the group average of invasive and non-invasive medicalprocedures and the average of all.Results: The extended workload of PPDS1 and DPJP student services in pediatric surgery services carried out by red pin residentsis approximately 35%, yellow pin residents and 25%, green pin residents 25, and DPJP about 15%. In general surgery services,about 28% red residents, 24% yellow pin residents, 25% green pin residents, and 23% DPJP. In urology services, about 28% red pin residents, 25% yellow pin residents, 28% green pin residents, and 19% DPJP. UPA residents with red pins are 8%, yellow pin residentsare 23%, green pin residents are 59%, and DPJP is 10%. During the pandemic, the proportion of service time, in general, was 82% held by residents.Conclusion: The workload for red pin residents is 24%, yellow pin residents 24%, green pin residents 34%, and DPJP 18%. Duringthe pandemic, the proportion of surgical service time, in general, was carried out by residents. Service responsibility remains with DPJP even though the length of direct service to patients is only 18% on average.

Page 1 of 1 | Total Record : 5

 1 

Filter by Year

2020 2020


Reset
Filter By Issues
All Issue Vol 28 No 04 (2025) Vol 28 No 03 (2025) Vol 28 No 02 (2025) Vol 28 No 01 (2025) Vol 27 No 4 (2024) Vol 27 No 3 (2024) Vol 27 No 1 (2024) Vol 26 No 2 (2023) Vol 26 No 1 (2023) Vol 25 No 03 (2022) Vol 25 No 02 (2022) Vol 25 No 01 (2022) Vol 25 No 4 (2022) Vol 24 No 04 (2021) Vol 24 No 03 (2021) Vol 24 No 02 (2021) Vol 24 No 01 (2021) Vol 23 No 04 (2020) Vol 23 No 03 (2020) Vol 23 No 02 (2020) Vol 23 No 01 (2020) Vol 22 No 2 (2019) Vol 22 No 1 (2019) Vol 19 No 4 (2016) Vol 19 No 3 (2016) Vol 19 No 2 (2016) Vol 19 No 1 (2016) More Issue