PRINSIP EKONOMI ISLAM DAN IMPLEMENTASINYA DALAM KEUANGAN RUMAH SAKIT (STUDI KASUS PADA RS SITI KHODIJAH MUHAMMADIYAH CABANG SEPANJANG SIDOARJO)

This research aims to determine the implementations of Islamic economic principles in financial aspects at Siti Khodijah Muhammadiyah Sepanjang Branch Sidoarjo Hospital. Adiwarman Karim formulated five Islamic economics principles, namely Tauhid (Faith), ‘Adl (Justice), Nubuwwah (Prophethood), Khilafah (Governance), and Ma’ad (Return). Using a descriptive qualitative case study as a research approach while using in-depth interviews with key informants, and Analytic Network Process (ANP) to find which principles implementations are dominant. The Study results show that Siti Khodijah Muhammadiyah Sepanjang Branch Sidoarjo Hospital has not used a full sharia-compliant financial system yet. It has distinctive accounting guidelines, incomes and capitals purely from operating profits, and having special council as sharia supervisor. From ANP analysis, the dominant aspects are Financial Allocation from ‘Adl aspect, Leadership Management from Khilafah aspect, ZISWAF Management from Ma’ad aspect, Amanah from Nubuwwah aspect, and Akidah and Akhlak from Tauhid aspect.Keywords: Islamic economic principles, hospital finance, implementation, ANP

HEALTH INFORMATION MANAGEMENT (HIM) IN THE CONTROL OF MEDICAL CLAIMS ERRORS

Preparing and submitting medical claims to health care providers is a crucial component in hospital finance. Owing to the complexity of the process, medical claims errors may result in financial issues. Our objective is to examine the process of preparing and submitting medical claims in the distinguished Healthpoint Hospital/Abu Dhabi, also the reasons for rejection of medical claims so as to focus in control hospital’s medical claims errors. The cases of claim rejection between the years 2014-2018 according to the hospital records are as follows: 2018 (January – May) 5%, 2017 4.4%, 2016 8%, 2015 & 2014 24%. Other cases of medical claims regarding Vitiligo (37 cases), obesity (14 cases), and Audiometry (23 cases) are also reviewed. It seems that the most common medical billing errors are related to technical and nontechnical errors. The strategy of controlling medical claims errors is designed in the hospital by applying key performance indicators (KPI) that demonstrate how effectively the hospital is achieving the key business objectives. The result proves that the strongest electronic system and applying the new business strategies led to reducing the rejections of medical claims due to mistakes.

Strategi Investasi & Manajemen Resiko Rumah Sakit Swasta di Bali

ABSTRACTThe purpose of this study is to understand the investment policies of financial aspects based on risk management and to know that the investment studies are appropriate. This study uses qualitative methods that explore the implementation of risk management-based investment policies at Denpasar private hospital. Data collection uses documentation techniques and in-depth interviews with the board of directors and hospital finance staff. The data is then analyzed qualitatively by data reduction, data presentation, and conclusion drawing. The results of the calculation using the NPV method obtained a positive value of Rp. 463.592.397, the IRR method obtained an interest rate of 10,62% and the PP method shows the return on investment within 8 years so the project is said to be feasible. Regarding investment risks, hospitals have not implemented an optimal risk management process so that it has the potential to pose a risk of loss. The application of risk management to investment policies is important even though these investments are feasible, especially related to the development of risk mitigation strategies. This study discusses the analysis of hospital investment policy from the financial aspect, so it is expected that further research add other aspects as a reference in assessing investment feasibility.

Die deutsche Krankenhauspolitik: Eine Geschichte verpasster Strukturreformen?

The introduction of the DRG system in 2003/04 can be considered the last real hospital reform. Although the latest reform was called Hospital Structure Act due to its insufficient structural components it is sometimes referred to as missed reform. Essential aspects of the institutional background remained unchanged. However, a closer look reveals even the introduction of the DRG system was only a change in the reimbursement of operating costs. Further structural changes were neither discussed nor induced. The same applies to all subsequent reforms. The key parameters of the regulatory framework are for the greater part the same as those established by the German Hospital Finance Act in 1972. Against this backdrop, the presented paper discusses the institutional background and potential reasons for its continuance. The focus is on the question, whether missed reforms are based on its optimality or which alternative explanations seem to be convincing.

Cavalier Hospital

A midsize community hospital must choose a strategy to compete with an expanding regional rival. The strategy, focused on acquiring patient volume, includes expanding investment into integrated care, setting the reimbursement structure for revenue collection, and moving to a capitation-based payment system. The case presents an evaluation of revenue models to select that which best supports a given business strategy.This case is designed to introduce a health care audience to financial analysis. It provides a straightforward introduction to hospital financial-statement ratio analysis and hospital operating statistics, so it can also serve to introduce any audience with a business or medical background to hospital finance.