Abstrak:

Perkembangan pesat persaingan rumah sakit sebagai pelayanan kesehatan memacu setiap institusi kesehatan mencari strategi yang terbaik. Peraturan perundang undangan juga memungkinan Rumah Sakit untuk dikelola secara bisnis tanpa melupakan fungsi sosial tentunya. Kebutuhan akan kesehatan yang merupakan kebutuhan primer menjadi area bidikan para pebisnis. Rumah Sakit Bhakti Yudha yang sudah beroperasi selama 25 tahun juga mengalami hal sama, Pada 5 tahun terakhir dampak persaingan semakin terasa di Iihat dari kunjungan pasien dan sepak terjang Rumah sakit pesaing yang baru bermunculan. Sebagai solusi untuk mengantisipasi persaingan sekaligus untuk mencapai visi dan misi RSBY, adalah menciptakan poliklinik jejaring sebagai satelit diwilayah Kota Depok. Namun pembuatan poliklinik jejaring ini sangat, membutuhkan investasi yang besar baik dari segi keuangan maupun dari segi SDM, sehingga muncul ide untuk membuat poliklinik jejaring tersebut secara waralaba yang artinya menjual merek dan sistim operasional poliklinik kepada masyarakat peminat bisnis kesehatan. RSBY mengadakan pelatihan dan pembuatan SOP kerja, sementara pembeli poliklinik (terwaralaba) tersebut membeli merek dan sistim dimaksud. Penelitian ini mencoba mencari bentuk konsep waralaba terpilih yang lebih memungkinkan untuk diaplikasikan oleh RS Bhakti Yudha. Dengan analisis deskriptif secara kualitatif penelitian ini mencari konsep melaiui wawancara mendalam dari pihak : Pemilik RS Bhakti Yudha, Pengelola RS Bhakti Yudha, serta Calon Pembeli balk Mari Dokter, maupun dari kelompok non dokter. Dari hasil penelitian diperoleh kesimpulan bahwa RS Bhakti Yudha sangat tepat untuk meluncurkan produk poliklinik jejaringnya secara waraiaba. Produk yang bisa dipasarkan adalah Layanan Dokter Umum, Layanan Dokter Gigi serta Iayanan Bidan. Untuk mewujudkan ide tersebut RS Bhakti Yudha harus melakukan : 1. Mematenkan merek RSBY sebagai usaha waralaba. 2. Membuat Training Center SDM 3. Membuat Buku Manual Oprarting, Standarisasi Pelayanan, Promosi, Pembiayaan serta Bentuk perjanjian yang baku. Dengan mewujudkan waralaba poliklinik jejaring ini diharapkan RS Bhakti Yudha dapat berhasil memenangkan persaingan hingga mencapai visi dan misinya.

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Big competition development on hospital as health services push every health institution to find out the best strategic. The Government regulation give a possibility to hospital organized as business oriented without forgetting social function. The need to health services as a primer need is becoming businessmen target. Bhati Yudha Hospital has been operational for 25 year and has have the same experience, for the last 5 year, the competition impact can be seen from patient visit and new hospital building appeared as well. As solution to anticipate the competitor and to achieve mission and vision of Bhakti Yudha Hospital, is to build the polyclinic networking as satellite in Depok city. However, to build the polyclinic network as satellite needs big recourses and investments, nor finance aspect either human resources. New idea created to develop polyclinic net work as franchise, means to sell the polyclinic brand and operational system to community who are willing to business in health. Bhakti Yudha hospital conduct training and make job operational standard, meanwhile the franchisor buy those brand and system. This research tries to find the possibility of franchise concept promptly to Bhakti Yudha Hospital to be implemented. Based on descriptive analyses qualitatively, this research finds out the concept through deep interview from: Bhakti Yudha hospital owner, operational people in hospital, and buyer candidates like : general medical doctor, specialist doctor or non doctor. The research result is that, Bhakti Yudha hospital could be appropriately implements the franchise polyclinic network product. Products that can be sold are general health services, dental health services and midwives health services. To gain the above ideas, Bhakti Yudha hospital should do: 1. Register Bhakti Yudha hospital brand legally as franchise company 2. Build the Human Resource Training Center 3. Compile the Operational Standard Manual, Health Services Standard, Promotion, and Budgeting and fix Memorandum of Understanding shape. By achieving franchise polyclinic network, Bhakti Yudha hospital could win the competition and gain its mission and vision.

Abstrak: Reimbursement policy for DBD by Health Office Of DKI Jakarta Province, on be half Indonesian Government, on 17 State Hospitals has implication on delay of hospital cash inflow. At Pasar Rebo Hospital, from total amount of account receivable didn?t paid completely by Health Office Of DKI Jakarta Province. This payment lateness affect to hospital loss out, especially for financial capital which related with account receivables, in turn will be affect to cash inflow smoothness This research is quantitative and qualitative study, aimed to know number of account receivables distinction for DBD patient?s expenses and amount of opportunity cost from payment lateness of patient account receivable as effect from government reimbursement policy to Pasar Rebo Hospital and see how hospital manage this issue. The result of this research shows that policy from Health Office Of DKI Jakarta Province on manages the payment for DBD patient based-on decision of Governor DKI Jakarta no. 446/2005. Unfortunately, the policy did not followed by regulation to define time limit for reimbursement completion time of account receivables claim, so there is anticipation action if delay is happen. In other hand, at Pasar Rebo Hospital has no own policy on service regulation for DHF patients, just refer to regulation that released by Health Office Of DKI Jakarta Province. Longer time needed to complete account receivable claim payment affect to changes of value of money. The account receivables value changes observed through perspective of time value of money, where in this concept interest of bank?s loan is important factor. In this study, where number of interest which used for calculation is 14 % p.a, found that from total claim of DHF patient?s account receivable Rp. 389,547,330,- there is an opportunity cost Rp.31,409,925 or equal to 8.06 % From the study knew that due to the lateness of DHF patient?s account receivables reimbursement by Health Office Of DKI Jakarta Province to Pasar Rebo Hospital there is 84.51 % that still not paid from total claim, so for operational cost hospital must re-budgeting their spent for not disturb their cash flow and suggested to make a standard time requirement to complete claim payment since sent claim report until receive claim payment. The result of this study expected can be use for Pasar Rebo Hospital as an input for management, especially department that related to account receivable management.
References : 28 (1977 - 2005)