Ditemukan 37007 dokumen yang sesuai dengan query :: Simpan CSV
Background and Objective: Public Health Service of Pagar Alam Town at autonomous era of area this time require a strategic plan of expected Human Resource Health in harmony with Vision Mission Public Health Service in range of time 2006 - 2010. This matter is base and also the target of this research. Methods: To be able to compile strategic plan of Human Resource Health in Pagar Alam Town, conducted by research of operational with Analysis Qualitative and Quantitative. Compilation of strategy through some phases. First phase (Input Stage) compose environmental analysis of external and internal Human Resource Health of Public Health Service of Pagar Alam Town pass/through Consensus Decision Making Group (CDMG). At phase both (Matching Stage), CDMG do analyze Internally - External Matrix and SWOT Matrix. At third phase (Decision Stage) analyze conducted by using QSPM to determine best strategy. Results: Result Research, at election of strategy alternative by pursuant to IE Matrix, known by position of Human Resource Public Health Service of Pagar Alam Town reside in cell of V with the meaning residing in on course Hold and Maintenance where suggested to strategy consist of Market Penetration and Product Development. As according to agreement at meeting of CDMG that factor of external becoming opportunity namely the existence of improvement of level education people of Pagar Alam Town, applying of it area autonomy and peripheral of his law, existence of development of information network, existence of commitment / support of Government of town in the effort development of Human Resource health. External factor becoming threat is : low PAD of Pagar Alam Town, supply of Human Resource too a few every year, disease of infection still high, medium education of health there is no. While internal environmental factor which become strength is motivation and devotion of SDMK the high enough, existence of improvement of SDMK following second education and training, low of reduction of SDMK and amenity of permit continue education. For the factor of weakness namely interest of SDMK still lower, there is no Protap/SOP, there is no separate budget post for the development of SDMK, budget still limited. Chosen strategy of Market Penetration priority is to improve professionalism of SDMK existing, giving wide of opportunity to improve to education, developing information network function, braiding cooperation with medium education of existing health profession. For the strategy of priority development product of is optimal of Existing SDMK, preparing SDM being based on health of environment, improving advocate to party taker of policy, proposing the existence of separate budget post for the development of SDMK, making Protap/SOP. Conclusions: In the effort realizing required by long-range target of commitment the highness, can look after cooperation and braid communications which do well by sector which play a part in intake of policy. While suggestion able to be given is to be Renstra development of this Human Resource Health can be socialized to all staff at meeting of routine or special. Then operational strategy follow-up can which have been made by researcher. To be earning in line with Vision Mission Public Health Service of Pagar Alam Town hence required by monitoring to execution of activity. Keywords: Strategic Plan, Human Resource Health, Public Health Service, Market Penetration, Product Development.
Background and Objective: Public Health Service of Pagar Alam Town at autonomous era of area this time require a strategic plan of expected Human Resource Health in harmony with Vision Mission Public Health Service in range of time 2006 - 2010. This matter is base and also the target of this research. Methods: To be able to compile strategic plan of Human Resource Health in Pagar Alam Town, conducted by research of operational with Analysis Qualitative and Quantitative. Compilation of strategy through some phases. First phase (Input Stage) compose environmental analysis of external and internal Human Resource Health of Public Health Service of Pagar Alam Town pass/through Consensus Decision Making Group (CDMG). At phase both (Matching Stage), CDMG do analyze Internally - External Matrix and SWOT Matrix. At third phase (Decision Stage) analyze conducted by using QSPM to determine best strategy. Results: Result Research, at election of strategy alternative by pursuant to IE Matrix, known by position of Human Resource Public Health Service of Pagar Alam Town reside in cell of V with the meaning residing in on course Hold and Maintenance where suggested to strategy consist of Market Penetration and Product Development. As according to agreement at meeting of CDMG that factor of external becoming opportunity namely the existence of improvement of level education people of Pagar Alam Town, applying of it area autonomy and peripheral of his law, existence of development of information network, existence of commitment / support of Government of town in the effort development of Human Resource health. External factor becoming threat is : low PAD of Pagar Alam Town, supply of Human Resource too a few every year, disease of infection still high, medium education of health there is no. While internal environmental factor which become strength is motivation and devotion of SDMK the high enough, existence of improvement of SDMK following second education and training, low of reduction of SDMK and amenity of permit continue education. For the factor of weakness namely interest of SDMK still lower, there is no Protap/SOP, there is no separate budget post for the development of SDMK, budget still limited. Chosen strategy of Market Penetration priority is to improve professionalism of SDMK existing, giving wide of opportunity to improve to education, developing information network function, braiding cooperation with medium education of existing health profession. For the strategy of priority development product of is optimal of Existing SDMK, preparing SDM being based on health of environment, improving advocate to party taker of policy, proposing the existence of separate budget post for the development of SDMK, making Protap/SOP. Conclusions: In the effort realizing required by long-range target of commitment the highness, can look after cooperation and braid communications which do well by sector which play a part in intake of policy. While suggestion able to be given is to be Renstra development of this Human Resource Health can be socialized to all staff at meeting of routine or special. Then operational strategy follow-up can which have been made by researcher. To be earning in line with Vision Mission Public Health Service of Pagar Alam Town hence required by monitoring to execution of activity. Keywords: Strategic Plan, Human Resource Health, Public Health Service, Market Penetration, Product Development.
Sumber daya manusia (SDM) memegang peranan penting dalam melakukan aktivitas untuk mencapai tujuan, dan merupakan sumber terpenting kedua setelah pembiayaan. Dinas Keschatan Kota Bandung telah memiliki perencanaan strategik SDM, namun strategi daiam Renstra tersebut belum secara sistematis di hubungkan dengan target-target terulcur sehingga sulit untuk di!akukan penilaian apakah strategi tersebut sudah efektif dijalankan atau belum. Balanced Scorecard merupakan suatu konsep manajemen yang membantu menexjemahkan strategi kedalam tindakan yang komprehensii koheren, terukur dan berimbang. Tujuan penelitian ini adalah melakukan tahapan pengembangan Balanced Scorecard dalam Perencanaan SDM di Dinas Kesehatan Kota Bandung. Penelitian ini adalah penelitian operasional dengan tahapan- tahapan sebagai berikut ; Tahap I : Inpute Stage (Pengumpulan Data), Tahap II : Matching stage (Tahap Pencocokan), Tahap III : The Decision Stage (T ahap Pengambilan Keputusan) dan Tahap IV : Plan of Action ( Tahap Penyusunan Implementasi). Data diperoleh dari data primer melaiui wawancara dan CDMG. Data sekunder dari data intern Dinas Kesehatan serta data dari laporan kegiatan Puskesmas. Hasil Penelitian memperlihatkan bahwa visi misi SDM Dinas Kesehatan menunjukkan kondisi yang ingin dicapai dimasa yang akan datang. Strategi yang dikembangkan menjadi tujuan strategi rnengacu pada renstra Dinas kesehatan kemudian di terjemahkan ke dalam empat perspektif Baianced Scorecard . Pada Penyusunan Peta Strategi, kedudukan perspektif keuangan dan perspektif pelanggan adalah sejajar karena Dinas kesehatan merupakan organisasi publik yang not protit. Berdasarkan CDMG dilakukan penetapan ukuran KPI, target serta pembobotan masing-masing perspektif yaitu perspektif keuangan 15%, perspektif pelanggan 15%, perspektif proses intemal 50% dan perspektif pembelajaran dan pertumbuhan 20%. Dalam Perencanaan SDM, Dinas Kesehatan masih memerlukan tambahan tenaga, sistem nekrutmen - pengembangan karier, dan sistem penilaian kelja mengikuti aturan yang berlaku. Maka dari hasil penelitian dapat disimpulkan bahwa visi misi sudah sesuai dengan teori. Terdapat 11 strategi yang dijabarkan ke 18 tujuan strategi dimana perspektif perspektif keuangan ada 3 tujuan strategi, perspektif pelanggan ada 2 tujuan strategi , perspektif proses intemal 8 tujuan strategi dan perspektif pembelajaran pertumbuhan ada 5 tujuan strategi. Pada penetapan ukuran KPI sebagian besar merupakan ukuran hasil (lagging indicator). Untuk melihat pencapaian dibuat format implementasi dan format monitoring dengan masing-masing penanggng jawab. Dengan menerapkan Balanced Scorecard diharapkan pada masa yang akan datang Dinas kesehatan menjadi organisasi yang mampu menghadapi tantangan.
Abstract Human resource (HR) has an important role in doing an activity to achieve certain objectives and it is the second most important resource after financial resource. The Health Office of Bandung City had HR, has had HR Strategic plan. However, the strategies in the strategic plan has not been systematically connected to measured targets so it is difficult to assess whether the strategies has been implemented effectively or not. Balance scorecard is a management concept that helps to translate strategies into comprehensive, coherent, measured and balanced actions. The aim of this study is to perform Balance Scorecard development stages in I-IR planning at the Health Office of Bandung City. This study is an operational research with the following stages: Stage 1, Input Stage (Data Collection); Stage Il, Matching Stage; Stage III, Decision Stage; and Stage IV, Plan of Action (Implementation Plan). The data is gained through primary data, i.e. interview and CDMG results. The secondary data consists of internal data from the Health Office as well as data ‘from Puskesmas activity report. The results of this study show that the HR vision and mission at the Health Office show a condition to be reached in the fixture. The strategies developed become a strategic objective referring to the Health Office Strategic Plan which is then translated into four Balanced Scorecard perspectives. In making a Strategic Map, the perspective positions of finance and customers are parallel because the Health Office is a non profit public organization. Based on CDMG, a KPI measure is determined, target and weighing for each perspective are determined with the following composition: financial perspective, l5%; customer perspective, 15%; internal process perspective, 50%, and learning and growth perspective, 20%. In HR Planning, the Health Office still needs additional staiil recruitment - carrier development system and work assessment system based on the applicable regulations. From the study results it can be concluded that the vision and mission have been in line with the theories. There are 11 strategies that are divided into 18 strategic objectives with 3 strategic objectives for the financial perspectives, 2 strategic objectives for customer perspective, 8 internal objectives for internal process perspective, and 5 strategic objectives for leading and growth perspective. In the KPI measure determination, most of them are lagging indicators. To see the achievements achieved, an implementation format and monitoring format were developed, each implemented by a person in charge. By implementing Balanced Scorecard, it is expected that in the fixture the Health Office becomes an organization that is capable in facing the challenges.