Implementasi rencana strategis di rumah sakit umum daerah menghadapi tantangan signifikan karena ketidakselarasan indikator, keterbatasan sumber daya, dan sistem tata kelola yang lemah. Penelitian ini bertujuan mengevaluasi rencana strategis RSUD Sukajadi Banyuasin Tahun 2025-2029 untuk mengidentifikasi hambatan implementasi dan  merumuskan rekomendasi perbaikan. Mengevaluasi implementasi rencana strategis RSUD Sukajadi menggunakan model CIPP (Context, Input, Process, Product) dan merumuskan rekomendasi perbaikan. Penelitian kualitatif deskriptif ini melibatkan informan dari pihak eksternal dan internal RSUD Sukajadi. Data dikumpulkan melalui wawancara mendalam, focus group discussion (FGD), dan review dokumen. Analisis data menggunakan model CIPP untuk mengevaluasi empat dimensi: Context (faktor lingkungan), Input (sumber daya), Process (mekanisme implementasi), dan Product (hasil/outcome). Hasil penelitian didapatkan hambatan di semua dimensi CIPP: (1) Context: ketidakselarasan indikator antara Rencana Pembangunan Jangka Menengah Daerah (RPJMD), Renstra Dinkes, dan Renstra RSUD, dengan fenomena "silo mentality" dalam perencanaan kesehatan daerah; (2) Input: keterbatasan sarana prasarana, sumber daya manusia, dan alokasi anggaran; (3) Process: tata kelola keuangan yang lemah, sistem monitoring evaluasi yang belum optimal, dan komunikasi ke pihak eksternal yang tidak efektif; (4) Product: kinerja RSUD yang rendah dengan Bed Occupancy Rate (BOR) 7% (target 75%), Average Length of Stay (ALOS) 2,5 hari (target 3-5 hari), Angka Kepuasan Pasien yang rendah dan tingkat komplain yang tinggi, cakupan ASPAK 61% (target >80%), dan Standar Pelayanan Minimal (SPM) tidak tercapai. Kesimpulan: Implementasi rencana strategis RSUD Sukajadi memerlukan perbaikan sistemik di semua dimensi CIPP. Rekomendasi jangka pendek, menengah, dan panjang mencakup pengembangan prosedur cascading indikator, implementasi Balanced Scorecard, perbaikan tata kelola keuangan, penguatan sistem monitoring evaluasi, dan advokasi untuk perubahan regulasi yang mendukung perencanaan strategis terintegrasi di tingkat daerah.

Strategic plan implementation in regional general hospitals faces significant challenges due to indicator misalignment, resource limitations, and weak governance systems. This study evaluates the strategic plan of Sukajadi Regional General Hospital (RSUD) Banyuasin for 2025-2029 to identify implementation barriers and formulate improvement recommendations.  Objective of this study is to evaluate the strategic plan implementation of Sukajadi RSUD using the CIPP model (Context, Input, Process, Product) and formulate recommendations for improvement.  Methods: This descriptive qualitative study involved informant from intern and external of RSUD Sukajadi. Data were collected through in-depth interviews, focus group discussions (FGD), and document review. Data analysis used the CIPP model to evaluate four dimensions: Context (environmental factors), Input (resources), Process (implementation mechanisms), and Product (outcomes).  Results: The study identified critical barriers across all CIPP dimensions: (1) Context: misalignment of indicators between Regional Medium-Term Development Plan (RPJMD), Health Department Strategic Plan, and RSUD Strategic Plan, with "silo mentality" in regional health planning; (2) Input: limitations in infrastructure, human resources, and budget allocation; (3) Process: weak financial governance, suboptimal monitoring-evaluation systems, and ineffective inter-management communication; (4) Product: low RSUD performance with Bed Occupancy Rate (BOR) 7% (target 75%), Average Length of Stay (ALOS) 2.5 days (target 3-5 days), low patient satisfaction score, ASPAK score 61% (target >80%), and unmet Minimum Service Standards (SPM).  Conclusion: Strategic plan implementation at Sukajadi RSUD requires systemic improvements across all CIPP dimensions. Short-term, medium-term, and long-term recommendations include developing cascading indicator procedures, implementing Balanced Scorecard, improving financial governance, strengthening monitoring-evaluation systems, and advocating for regulatory changes to support integrated strategic planning at the regional level.