Sejalan dengan gencarnya isu reformasi, desentralisasi dalam bcntuk otouomi daerah menj adi tuntutan banyak pihak_ Pada akhirnya, pemberlakuan otonomi daerah ini akan membawa dampak hagi bidang kesehatan, yang sa\ah satunya adalah Puskesmas. Maka dari itu, mengantisipasi kemungkinan timbulnya masalah yang lebih besar, Puskesmas diarahkan menj adi unit swadana daerah. Berkaitan dengan hal di atas, penelitian ini bertujuan untuk mengidentiiikasi transformasi Puskesmas Swadana, dengan fokus kajian pada proses perencanaan dan pengeiolaan penerimaan fungsionnl pada Puskcsmas Swadana di DK] Jakarta, tepatnya di Puskesmas Kecamatan Tebet dan Jatinegam. Proses perencanaan dan pengclolaan pcnerimaan fungsional ini akan dibandingkan secara vertikal dan horisontal Penelitian ini merupakan studi kasus dengan menggmmakan pendekatan kualitatif Data diperoleh melalui observasi, penelusuran data sekunder, dan wawanoara mendalam dengan 10 [nforman di Puskesmas Kecamatan Tebet dan 6 informan di Puskesmas Kecamatan Jatinegnra. Informan ini adalah orang-orang yang berkepentingan dan memahami proses pembahan yang texjadi di kedua Puskesmas ini ketika menjadi Puskesmas Swadana - meskipun dalam SK Gubemur No. 39 Tahun 2000 masih disebut sebagai uji coba unit swadana daerah. Hasil penelitian menunjukkan bahwa secara persamaan antara sebelum dan sesudah swadana adalah proses perencanaan mengikuti tahapan-tahapan mulai dad analisis situasi sampai pada penyusmman rencana operasional dan sumber peneximaan fungsional berasal dan reuibusi pasien. Sementara ing perbedaan antara sebelum dan sesudah menjadi Puskesmas Swadana antara lain bahwa setelah menjadi Puskesmas Swadana terdapat kemandirian dalam proses percncanaan (bottom up planning; integrated planning with budgetting dan target-based budgettfng), pengelolaan 100% penerimaan fimgsional, berlaku reward system, kapasitas sumber daya manusia diperhatikan, dan perubahan struktur organisasi yang lebih disesuaikan dengan kebutuhan, dibandingkan bila sebelum swadana, tidak ada kemandirian dalam proses perencanaan (top dawn planning, _fragmented planning with budgetting dan budget- based activities), tidak memiliki wewenang dalam xnengelola penerimaan fmmgsional (l00% disetor kc kas daerah), tidak berlaku reward system secara jelas, pautisipasi staf rendah dan struktur organisasi sama dengan struktur organisasi Puskesmas lainnya di Indonesia. Hasil penelitian juga menunjukkan bahwa di antara kedua Puskcsmas swadana jugs mcmiliki persamaan mendasar, antara lain kemandirian proses perencanaan (bottom up planning, integrated planning with budgetting target-tiased activities), pengelolaan pcnerimaau imgsional (sistem sam pintu, transparan, ada kriteria pexnbagian insentif), proses dimulainya keswadanaan (1 April 2000), legal aspect (SK. Gubernur No. 39 Tahun 2000) dan tahapan-tahapan yang dilalui untuk mcnjadi Puskesmas Swadana (tahap intemal dan ekstemal). Sementara itu, perbedaannya terletak pada optimalisasi partisipasi staf pada proses permcanaan (tinggi vs. cukup tinggi, teamwork solid vs. kurang solid, dukungan tinggi vs. rendah, manajemen partisipatif vs. representative), pola dalam pengelolaan pcnedmaan fungsional (sentralistik vs_ desentralistik), kedisiplinan staf (ketat vs. longgar, sistem amano vs. absen tertulis), teknik pencatatan keuangan (komputerisasi vs manual), proses keswadanaan (sudah slap sebelumnya vs. bclum begitu siap sebelumnya), perubahan (segmental vs. mcnyeluruh), serta pola pembagian insentif Pada dasamya, Puskesmas Swadana membawa banyak manfaat, - texutama bagi peningkatan kemandirian dan mutu pelayanan -, sehingga dapat dikembangkan lcbih lanjut pada masa mendatang.

Abstract Reformation issues has pointed desentralization willing in an district autonomous type being larger. At last, this district autonomous will bring some impacts to health sector, like public health centre. Therefore, to anticipate the bigger problems, public health centre is directed to self financed organization. This research aims at identifying self financed public health centre transformation, focused at planning and revenue management process. This reaserch is located at self financed public health centre in Jakarta, those are Tebet and Jatinegara. Both of process will be compared lvertically and horizontally. This research is case study with qualitative approach It used observation, secondary data collection, and indepth interview to collect data. Indepth interview was conducted with ten informants in Tebet Public Health Centre and six informants in Iatinegara Public Health Centre. They were chosen because they had been considered lmow well about the process explored. For information, these Public Health Centres is called self iinanced, although the Decree of District Government is still in the process. The results show that generally, there are the some processes that similar before and afier become self financed public health centre, they are 1). Planning process follows the same steps from situational analysis to plan of action arrangement and 2). The revenue is gotten hom patients retribution. The diierences are that alter become an self financed organization their planning process use bottom up planning approach more, integrated planning with budgetting and target-based budgetting, 100% of their revenue is managed by themselves, reward system, care of human resources capability, and the change of organizational structure is suitable with the needs. Before become a self financed organization, their planning are dominated by top down planning approach, fiagmented planning with hudgetting and budget-based activities, have no authority to managed their own revenue (I00% is given to the district government), there are no clear reward system, lower staffs participation and the same of organizational structure with another public health centre in Indonesia. Beside that, the result also shows that between them have the basic same, comprises of planning process (bottom up planning, integrated planning with budgetting, target based activities, revenue management (a door, more transparant, using incentive criterions), the beginning of self financed process (1 ? of April 2000), legal aspect (District Govemment No. 39/2000) and the stage (intern and extern stage). The diEerencess between them are optirnalization of staifs participation in planning process (higher vs. lower, solid teamwork vs. not, higher support vs. lower, participative vs. representative management), revenue management form (sentralized vs. decentralized), staH`s discipline (higher vs. lower, amano va manual), financial recording and reporting system (computerized vs. manually), self Hnanced process (ready vs. not ready), gradation of change (segmental- vs comprehensive) and reward system formula. Basically, the change being self financed public health centre is very useiiill., - mainly to increase their autonomy and quality of care - , so that can be developed more in the future.

The effective enforcement ofthe district autonomy regulations will influence all sectors included health sector. Public health center as the point of spear that directly provides health scmices to public, will be _inliuenced by that effect. Since the effective enforcement of district autonomy, health financing depend on the district?s income and the concem of the district government. Besides the health financing problems, health sector is also faced with public demand of good services. One way out altemative is application of self-financed public health center concept which public health centers are given authority to manage their functional revenue for filling their operational needs directly and to mobilize the potency of public financing in order to increase their quality of services. Tebet public health center as one ofthe self-financed public health centers in Jakarta is also faced with financing problem. Being self-financed public health center, one of the efforts is price adjustment because the prevailing prices have accorded to the reject pricing regulation which the prices of the seitltinanced public health center are similar with the prices of the public health center that not a self-financed one. Price adjustment effort must consider unit cost and ability to pay (ATP). There are no reliable estimate of unit cost and rationale price at Tebet public health center. So, the general objective of this study is to obtain the unit cost and the rationale price of the basic health services at Tebct public health center. The method used for cost analysis is the ?double distribution method" and the results were used for price simulation in which ATP'is used to obtain rationale price. The data was taken at 5 basic health services production units (BP, BPG, KB, KIA., Immunisation) in Tebet public health center fiom April until September 2000. The results indicated that from the 5 production units analizecl, the normative unit cost of BP is Rp.5.343, Dental Health Consultation is Rp.S_720, simple measures at BPG is Rp.l0_364, complex measures at BPG is Rp.2l.l34, Family Planning is Rp. 18.866, Mother and Children Care is R.p.7_018 and Immunization is Rp.4.628. The rationale prices for _each production units when the ATP is considerated, are as follow: BP production unit is Rp_7.000, Dental Health Consultation is Rp.7.000, simple measures at BPG is Rp. R.p. 18.000, complex measures at BPG is Rp. Rp.25.000, Family Planning is Rp.28.000, Mother and Children Care is Rp.8. 000, and Immunization is only Rp.900, because immunization is one ofthe public goods. With those results, it is Suggested for the public health center to ask about the extent of the rationale price to decision maker and to carry out operational cost eiiiciency. While the decision maker is suggested to adjust the price of self-finance public health centers.

Abstract Dengan diberlakukannya Undang-undang tentang otonomi daerah, maka akan berdampak pada berbagai sektor termasuk sektor kesehatan. Puskesmas sebagai ujung tombak yang langsung memberikan pelayanan kesehatan kepada masyarakat juga akan merasakan dampak dari pelaksanaan otonomi daerah. Dengan pemberlakuan otonomi daerah, pembiayaan kesehatan tergantung pada Pendapatan Asli Daerah dan ?concern? Pemerintah Daerah terhadap sektor kesehatan. Disamping pemxasalahan-pembiayaan, sektor kesehatan juga menghadapi tuntutan masyarakat akan pelayanan yang bermutu. Salah satu alternatif jalan keluarnya adalah dengan menerapkan konsep Puskesmas Swadanzg yaitug puskesmas diberi kewenangan untuk mengelola selumh pendapatan fungsionalnya untuk keperluan opcrasional dan mengoptimalkan mobilisasi potensi pembiayaan masyarakat dalam rangka mcningkatkan mulu pelayanan. Puskesmas Kecamatan Tebet, sebagai salah satu Puskesmas Swadana di DKI Jakarta juga menghadapi masalah pembiayaan Dalam upaya menjadi puskesmas yang mandiri, maka salah satu upaya yang dapat dilakukan adalah penyesuaian tarif mengingat bahwa tarif yang benlaku di Puskesmas Tcbet masih nmcnggunakan pola tadf lama yang sama dengan puskesmas-puskesmas lain yang belum swadana. Upaya penyesuaian tarif hams dilakukan dengan mempcrtimbangkzm biaya satuan dan kemampuan membayar masyarakat (ATP) Permasalahan yang dihadapi adalah belum diketahuinya biaya satuan dan tarif rasional di Puskcsmas Tebet. Dcngan dcmikian tujuan umum dari penelitian ini adalah untuk mendapatkan gambaran mcngenai besarnya biaya saluan dan tarif rasional pelayanan dasar di Puskesmas Tcbet. Metode penelitian yang digunakan adalah penelitian deskdptif analitik dengan rancangan cross sectional. Metoda analisis biaya yang digunakan adalah double distribution dan aplikasi ATP melalui simulasi tarif. Data diambil dari bulan April sampai dengan September 2000 pada unit pelayanan dasar (BP, BPG, KB, KIA dan lmunisasi) di Puskesrnas Tebct, data ATP dari SUSENAS tahun 1999. Hasil pcnelitian menunjukkan bahwa dari 5 unit produksi pelayanan dasar yang dianalisis biaya saman dan tarifrasionalnya didapatkan biaya satuan normatif di unit BP sebesar Rp.5.343, pcmcriksaan di BPG sebesar Rp.5.'720, tindakan ringan di BPG sebesar Rp_10.364, tindakan berat di BPG sebesar Rp.2l.l34, KB sebesar Rp.18_866, KIA sebcsar Rp_7.018 Serta Imqrlisasi sebesar Rp.4.628. Kcnaikan tarif dengan mempertimbangkan kemampuan membayar masyarakat (ATP) yang direkomendasikan untuk BP adalah sebesar Rp.7.000, pcmcxiksaan gigi Rp.7_O00, tarif tindakan ringan di BPG Rp.18.000, tarif tindakan berat di BPG Rp.25;000, tarifKB Rp.2s_ooo, tarifKIA Rp.8.000, tariff lmunisasi tetap Rp.9oo karena Imunisasi merupakan salah salu public goods. Dengan hasil tersebut disarankml bagi puskesmas untuk mengusulkan kepada pengambil keputusan tentang besamya tarif rasional di unit pelayanan dasar dan melakukan efisiensi biaya opemsional_ Sedangkan bagi pengambil keputusan untuk menetapkan tarif puskesmas terutama Puskesrnas Swadana sesuai dengan biaya satuan dan kemampuan membayar masyarakan.

Analysis on the Compliance Rate of Health Personnel towards the Integrated Management of Childhood Illness at DKI Jakarta Health Center Year 2001The Ministry of Health Republic of Indonesia in collaboration with the World Health Organization, since 1997, has developed an approach in managing sick child under-five at the primary health services known as Integrated Management of Childhood Illness (IMCI). Today, IMCI has been implemented in 26 provinces (of 30 provinces present) covering 128 districts/municipalities in Indonesia. The province of DKI Jakarta, using regional budget 2000, has started socializing the IMCI to 14 health centers in 5 regions of Jakarta. How is the compliance of health worker in implementing the IMCI has never been studied. The objective of this study is to have a outline information on factors related to the health worker's compliance towards IMCI implementation at HC in Jakarta. The study will use "cross-sectional" design with quantitative and qualitative approach and total sample of 23 IMCI-implement health workers. Data collection is conducted by direct observation to the health workers during sick child examination using a checklist. After the observation, the health workers will fill in a questionnaire. Some secondary data will also be collected using the checklist for Monitoring IMCI record and checklist for supporting facilities. The result of the study shows that of 23 IMCI-implement health workers in DKI Jakarta 21.72% comply with interval value 58.61% - 90.28%, with cut off point value 80. The Internal factors is proven to have significant correlation with health worker's compliance with p = 0.04. While the external factors is proven to have significant correlation with human resources/MMCI facilities with p = 0.02 and leader's commitment with p = 0.009. In conclusion, the compliance rate of HC personnel in DKI Jakarta towards IMCI has not adequate. It is suggested to the Provincial Health Services DKI Jakarta to provide a health policy in managing sick child under-five using IMCI approach and at the same time improving quality of its monitoring and supervision. Health Center needs to have a clear task description for each of their personnel and a continued monitoring/supervision. A reward system should also be considered. The Ministry of Health needs to review the IMCI Monitoring and Supervision Checklist also considers Cut of Point of IMCI compliance rate and finalizing the Essential Drug for IMCI.

Puskesmas dalam melaksanakan 18 program pokoknya saat ini, membutuhkan biaya opernsional yang cukup banyak, pembiayaan puskesmas selama ini sebagian besar berasal dari pemerintab pusat dan daerah, seperti diketahui bahwa dana pemerintah dirasakan tidak mencukupi, hal ini juga disebahkan oleh pihak puskesmas khususnya dan dinas kesehatan kota umumnya tidak mampu menghitung kebutuhan biaya normative untuk masing-masing program, kekurangan dana tersebut tidak dapat diketahu seberapa kebutuhannya karena tidak pernah dilakukan analisis. Tingkat kecukupan pembiayaan kesehatan biasanya dinilai dengan Cost Recovery yaitu perbandingan antara kontriusi biaya oleh pengguna pelayanan kesehatan dengan biaya yang dikeluarkan untuk pelayanan tersebut. Informasi ini dirasakan semakin penting dengan salah satu persyaratan / kriteria puskesmas dijadikan unit swadana. Penelitian ini merupakan penelitian deskriptif analisis dengan rancangan Cross Sectional.

Berdasarkan hasil survei akrcditasi rumah sakit tahun 2000 salah satu hasilnya menunjukkan pelaksanaan asuhan keperawatan di Rumah Sakit Jiwa Pusat Padang menunj ukkan belum semuanya memenuhi standar dan parameter yang ditetapkan. Ruang gaduh gelisah di Rumah Sakit Jiwa Padang merupakan tempat membcrikan asuhan keperawatan yang bersifat akut terutama pasien yang bam rnasuk setelah dirawat di Unit Gawat Darurat (UGD) selama 24 jam, maupun dari ruangan rawatan lainnya, tapi belum mencapai stadium tenang. berasal dan ruangan lain. Ruang khusus untuk gaduh gelisah belum tersedia lrarena selama ini dapat dirawat di UGD tapi saat ini kapasitas UGD tersebut tidak memungkinkan lagi sehingga pihak rumah sakit mcrnanfaatkan ruangan lain dimana fasilitas dan sarana yang berkaitan dengan pelaksanaan asuhan keperawatan di mangan ini belum sesuai dengan standar pelayanan kepcrawatan untuk pasien akut_ Masalah yang ditemui dalam penelitian ini belum diketahui penéptahuan, persepsi dan sikap pelaksana Iceperawatan terhadap Standar Operasional Prosedur Keperawatan di ruang gaduh gelisah rawat inap Rumah Sakit Jiwa Pusat Padang Tujuan penelitian ini adaiah dipcrolchnya gambaran tenlang pcngetahuan, persepsi dan sikap pelaksana keperawatan terhadap Standar Operasional Proscdur Kcperawatan di ruang gaduh gelisah rawat inap Rwnah Sakit J iwa Pusat Padang Penelitian ini dilakukan dcngan pendekaian kualitalif, dimana pengumpulan data djlakukan dengan Fokus Group Diskusi pada tenaga pclaksana kcperawatan dan wawancara mendalam terhadap Kepala Ruangan Gaduh Gelisah, Kasi Keperawatan, Kabid Keperawatan dan Direktur, untuk menggali infonnasi secara mendalam tentang pengetahuan, persepsi sdan sikap pelaksana keperawatan terhadap Standar Open-:sional Prosedm Keperawatan di ruang gaduh gelisah rawat ini Rumah Sakit .Iiwa Pusat Padang. Dari hasil penelitian ini terlihat bahwa semua pelaksana keperawatan sudah mengetahui Standar Operasional Prosedur secara umum, namun demikian pengetahuan tentang langkah-Iangkah Standar Operasional Proscdur masih kurang.Selain itu ditemuinya perbedaan persepsi antara tim manajemen dengan pelaksana kepemwatan tentang pembuatan Standar Opcrasional Prosedur Keperawatan yang menyebabkan Standar Operasional Prosedur tidak bisa diterapkan sepcrti scharusnya. Di sisi lain semua tim manajemen dan pelaksana keperawatan telah mempunyai sikap yang positif terhadap Standar Operasional Prosedur Keperawatan, namun dapat alau tidaknya Standar Operasional tcrsebut diterapkan tergantung pada ketersediaan sarana yang ada. Dengan hasil penelitian ini diharapkan tim manajemen mempcrhatilcan penempatan petugas, merencanakan alokasi dana khusus umuk peningkatan kemampuan petugas, membual nmngan khusus untuk gaduh gclisah, penyamaan persepsi antara awsan dan bawahan tentang pelaksanaan S1andar Operasional Prosedur Keperawatnn. mclakukan pembinaan dan pembentukan komite keperawatan. U 6 1 4 5.

Abstract Based on the survey conclusion of the hospital akreditated at the year 2000 that one of that conclusion proved the nursing performer at the Central Padang Psyche Hospital is not qualifying the standart and parameter that had been confirmed. The noise and nervous room in the Psyche hospital of Padang is a place that give nursing for seriously character especially the new patient that have taking care from the Emergency Room Unit ( ER ) for 24 horns, even from other nursing room, but havcn?t reach calm stadium yet_ Special room for noise and nervous haven?t prepare yet because it can be taking care at the ER for a while but for now the ER capacity isn?t possible, there for the hospital side using other room where the facility and equipment that related to the nursing accomplishment in this room is not suitable with the standart nursing service of seriously patient. The problem that seen in this research is undiscovered the knowledge, perseption and attitude of nursing performer to The Nursing Prosedurc of Operational Standart in the noise and nervous room lodging care of Central Padang Psyche Hospital. This research purpose is to have picture about knowledge, perseption and attitude of the nursing performer to The Nursing Prosedure of Operational Standart in the noise and nervous roorn lodging care of Central Padang Psyche Hospital. This research doing with qualitative approximation, where the data collecting is doing with the Focus Discuss Group to the nursing performer activity and deepen interview to the Chief of Noise and Nervous Room; Chief of Nursing Section, Chief of Nursing Department and The Director, to digging information decpenly about knowledge, perseption and attitude of the nursing performer to the Nursing Prosedure of Operational Standart in this noise and nervous room of Central Padang Psyche Hospital. From the result of this research seen that every nursing performer have known the Nursing Prosedure of Operational Standart generally, but thus the knowledge about Prosedure of Operational Standart steps is still low. Besides that the difference perseption between the management team with the nursing performer about for-mating The Nursing Prosedure of Operational Standart that causing The Prosedure of Operational Standart can?t be employ the way it should be. ln the other side, all the management team and nursing performer had possitive attitude to The Nursing Prosedure of Operational Standart, but able or disable that Operational Standart employed depend on the supported equipment that exist. With the result of this research expected that the management team concerning about the stat? occupation, planning the special ftmd location for increased staff ability, make spacial room for noise and nervous, equalizing perseption between the superior and the inferior about the accomplishment Nursing Prosedure of Operational Standart, nursing performer and forming nursing cornity

Puskesmas merupakan akses pertama masyarakat untuk mendapatkan pelayanan kesehatan, dimana pasien bisa datang dalam kondisi sakit atau memiliki sistem kekebalan tubuh yang lemah. Hal ini membuat masyarakat lebih rentan terhadap penularan penyakit infeksi terkait pelayanan kesehatan (HAIs) yang dapat terjadi jika ada kurangnya isolasi yang memadai atau kepatuhan terhadap praktek kebersihan yang baik. Penelitian ini membahas mengenai kepatuhan staf puskesmas terhadap prosedur sterilisasi alat medis yang dilakukan di Fasilitas Kesehatan Tingkat Pertama (FKTP) Puskesmas Jatimulya tahun 2025. Tujuan penelitian ini adalah untuk mendapatkan hasil gambaran kepatuhan staf puskesmas berdasarkan studi kasus di Puskesmas Jatimulya Kabupaten Bekasi. Jenis penelitian yang digunakan adalah kualitatif deskriptif dengan pendekatan studi kasus, menggunakan metode wawancara mendalam, observasi, dan pengisian checklist pertanyaan penelitian yang disesuaikan berdasarkan ketentuan Pedoman Teknis PPI Kementerian Kesehatan RI Tahun 2020. Hasil perhitungan skor checklist seluruh tahapan menunjukkan skor ≥85% yang berarti staf puskesmas telah memahami prosedur sterilisasi alat medis  dengan baik, namun terdapat beberapa aspek yang masih perlu diperbaiki, seperti wadah alat bekas pakai yang harus tertutup, penulisan tanggal sterilisasi dan tanggal kedaluwarsa pada alat medis yang di sterilisasi dan pemberian indikator kimia di dalam kemasan alat medis yang berfungsi untuk verifikasi keberhasilan proses sterilisasi. 

Community Health Center serve as the first point of access for communities to obtain healthcare services, where patients may present in a state of illness or with weakened immune systems. This condition increases the vulnerability of communities to Healthcare-Associated Infections (HAIs), which may occur due to inadequate isolation practices or poor compliance with proper hygiene standards. This study examines the compliance of primary health care staff with medical equipment sterilization procedures at the First-Level Healthcare Facility (FKTP) of Puskesmas Jatimulya in 2025. The objective of this study was to describe staff compliance with medical equipment sterilization procedures based on a case study conducted at Puskesmas Jatimulya Kabupaten Bekasi. This study employed a descriptive qualitative design with a case study approach. Data were collected through in-depth interviews, observations, and the completion of compliance checklist questionnaires developed in accordance with the 2020 Technical Guidelines for Infection Prevention and Control issued by the Indonesian Ministry of Health. The results of the checklist scoring across all stages of the sterilization process indicated a score of ≥85%, suggesting that primary health care staff demonstrated good understanding of medical equipment sterilization procedures. However, several aspects still require improvement, including the use of closed containers for used medical instruments, proper labeling of sterilization dates and expiration dates on sterilized medical equipment, and the placement of chemical indicators inside instrument packaging to verify the effectiveness of the sterilization process.

Pelatihan bagi pimpinan puskesmas sudah sering dilakukan, salah satu pelatihan yang diberikan pada pimpinan Puskesmas Pagar Alam adalah pelatihan Leadership and Managerial Capacity Building (LMCB), namun sampai saat ini belum dievaluasi manfaat pelatihan LMCB terhadap Kepemimpinan dan Managerial Puskesmas Pagar Alam. Untuk mengevaluasi manfaat pelatihan LMCB terhadap kepemimpinan dan Managerial Puskesmas Pagar Alam dilakukan penelitian analisa kualitatif dengan menggali informasi dari informasi Puskesmas Pagar Alam dan informan dari Puskesmas Indralaya Kabupaten Ogan Komering Ilir yang tidak mendapat pelatihan LMCB sebagai kontrol melalui wawancara mendalam, diskusi kelompok terarah dan observasi lapangan. Untuk melakukan validitas data dilakukan triangulasi yang meliputi metode, sumber dan analisis data. Dari hasil penelitian didapat bahwa kemampuan kepemimpinan dan manajerial Puskesmas Pagar Alam yang mendapat pelatihan LMCB lebih baik jika dibandingkan dengan kemampuan kepemimpinan dan manajerial Puskesmas Indralaya yang tidak mendapat pelatihan LMCB. Penelitian ini menyimpulkan bahwa pelatihan LMCB bermanfaat terhadap peningkatan kemampuan kepemimpinan puskesmas. Sedangkan saran yang dianjurkan adalah agar pelatihan LMCB dilakukan pada puskesmas lain.

Evaluative Study on Leadership and Managerial Capacity Building (LMCB) Training and Its Impact on Leadership and Management of Pagar Alam Puskesmas Lahat District South Sumatera Year 2000Trainings for board of management of puskesmas have been provided in a number of times. One of the trainings provided for the management of Pagar Alam Puskesmas was the Leadership and Management Capacity Building (LMCB). However, the benefits and impact of the LMCB on Leadership and Management of Pagar Alam Puskesmas have not been evaluated. To evaluate the benefits and impact of such LMCB on leadership and management of Pagar Alam Puskesmas, a qualitative analysis study was employed. It sought information obtained from informant of Pagar Alam Puskesmas and informant of Indralaya Puskesmas of Ogan Komering Ilir district which had not been exposed to such LMCB training for control purpose by means of in-depth interview, focused group discussion and field observation. To validate data, triangulation was conducted consisting of method, source and data analysis. The study result shows that the leadership and managerial skills of the management in Pagar Alam Puskesmas which had LMCB training is better compared to those of Indralaya Puskesmas which was not provided such LMCB training. It may be concluded that LMCB training is beneficial for improving the leadership skill of puskesmas management. It may be recommended that this training be provided in other puskesmas.