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This thesis discusses the Strategic Plan for the Development of the RS Bersalin Grha Mutiara in 2019-2023, using the theory of Strategic Planning to observe and evaluate external environmental opportunities and threats as well as the internal strengths and weaknesses of the hospital, knowing the position to get the right strategic step. This research is qualitative research with primary data, in-depth interviews with informants, observation and decision making with CDMG (Consensus Decision Making Group), and secondary data obtained from the BPS (Central Bureau of Statistics), Dinas Kesehatan Subang (District Health Office) Profile, Profile and Financial Report of RS Bersalin Grha Mutiara. From this study the position of RS Bersalin Grha Mutiara according to IE Matrix is in Cell V (Hold and Maintain) and SWOT Matrix in Quadrant II (Internal Fixed It Quadrant). From the matching stage the results is Product Development strategy, then through the QSPM matrix, it was determined that the chosen strategy would be the development of HCU / NICU / PICU, then described in the implementation plan using the Balance Scorecard
Perencanaan merupakan dasar dari strategi yang efektif, perencanaan ini juga menjadi salah satu indikator yang baik dalam siklus manajemen. Rumah Bersalin St.Josef didirikan pada tahun 1975 yang merupakan satelit RS St. Carolus yaitu kepanjangan sarana pelayanan sosial dari Rumah Sakit St. Carolus untuk melayani masyarakat yang kurang mampu di wilayah Jakarta Utara. Pelayanan yang diberikan meliputi pelayanan persalinan, klinik dokter spesialis obstetri dan ginekologi, balai kesehatan ibu dan anak, balai pengobatan umum dan balai pengobatan gigi. Penelitian ini bertujuan untuk menganalisis setiap produk pelayanan Rumah Bersalin melalui variabel-variabel Produk Life Cycle yaitu: sales, revenue, cost, profit, cash flow, capital access, competitor, market growth dan market share, untuk mengetahui posisi setiap produk menurut siklus hidupnya yang akan menjadi dasar untuk menentukan formulasi rencana strategis pengembangan Rumah Bersalin St. Josef tahun 2009-2013. Penelitian ini merupakan penelitian operasional, analisis dilakukan dengan pendekatan kualitatif dan kuantitatif. Hasil penelitian menunjukkan kelima produk yaitu Persalinan, SPOG, KIA, BP Umum dan BP Gigi, semuanya berada dalam fase PLC maturity. Dengan melakukan matching strategi yang diusulkan para ahli maka didapatkan formulasi strateginya adalah strategi kombinasi, dimana dua tahun pertama menggunakan strategi retrenchment, tiga tahun selanjutnya menggunakan strategi diversification. Dengan mengimplementasikan strategi terpilih diharapkan Rumah Bersalin St.Josef dapat lebih berkembang dimasa mendatang.
Planning is foundation of the effective strategy, planning is also one of the good indicator in management cycle. St.Josef Maternal Hospital was established in 1975 as a satellite clinic of St.Carolus Hospital, i.e. social service of St.Carolus Hospital for North Jakarta poor citizen. The services given are birth delivery services, obstetric and gynecology specialist, mother and children health services, general medical services and dental services. This research aim to analyze every product services through Product Life Cycle variables i.e. sales, revenue, cost, profit, cash flow, capital access, competitor, market growth and market share in order to define each position according to its life cycle as the basis in formulation of the development strategic planning of St.Josef Maternal Hospital year 2009-2013. This is an operational research with qualitative and quantitative approach. The result shows that all products are in the maturity phase of product life cycle. By matching strategy that were proposed by the expert it was concluded that the strategy was a combination strategy, where in the first two years using retrenchment strategy and in the next three years using diversification strategy. By implementing the chosen strategy, it was hoped that the St.Josef Maternal Hospital become widely developed.
Background : Prematurity, asphyxia, sepsis and congenital disorder still considered as the cause of death in many newborn. All of those conditions required NICU treatment. Brawijaya Duren Tiga (BDT) Hospital under the Brawijaya Group has the commitment to give comprehensive care for mother and babies. After the acquisition process, there has been some increase expectation from the public. NICU development strategic plan has been made to upgrade the quality of care in the BDT hospital. An affordable NICU for all will make the good image of a hospital. Purpose : to make a NICU development strategic plan and feasibility study in BDT Hospital year 2021-2025. In a specific purpose, this research tries to analyze data related to internal and external environmental, what kind of internal and external factor that will affect the establishment of a strategic plan, in what spot the hospital position is in a business strategic scheme, and to know any development strategy, key performance indicator, and what kind of activity that is needed. Research method : operational research, held at BDT hospital, October 2019 – Mei 2020. Collecting data technique for the primary data done by doing in-depth interview to the key person and followed by focused group discussion. Secondary data is done by collecting any supporting data : internal hospital document, regulation, government rules, survey data, journal report dan others. Research instrument is question list as the interview guideline and audio recorder. Data is analyzed by processing primary and secondary data, then it is processed to establish the strategic plan. The result of data processing is alternative strategies, priority strategy, KPI and activities. Result : hospital vision and mission is supporting strategic plan of NICU development. The analysis of internal and external environment data supports the issue for development of NICU. IE matrix puts the hospital positioning on cell 4 : grow and build. TOWS matrix offered alternative strategies which are dominant at the four quadrant : future quadrant. Both matching stages matrix show that the strategy for NICU development is market development and product development. QSPM generates list of priority strategies : increase the marketing and promotion, cost control, audit process to clinical pathway compliance, emphasize the human resource management, maintain patient loyalty, increase partner part, to monitor and evaluate the NICU quality indicator. Simple feasibility study shows that based on the assumption, NICU is worth to develop because it will achieve the BEP on the second year. Some efforts must be done to fulfill the assumptions : the increase of census should be 12 patients/year, operational cost should vi Universitas Indonesia be efficient, not more than 10% per year, review of NICU tariff aim to increase of 10%/year. Conclusion : this research shows that the development of NICU in BDT hospital is feasible as long as everybody has commitment to do the strategy and activities. Keyword : NICU, strategic plan, feasibility study, KPI, activity
Penyusunan rencana strategis merupakan langkah penting dalam memastikan rumah sakit mampu beradaptasi dengan perubahan lingkungan, menjawab tantangan persaingan, dan memenuhi kebutuhan pelayanan kesehatan masyarakat secara berkelanjutan. Penelitian ini bertujuan untuk menyusun rencana strategis RS Permata Serdang untuk periode 2025–2029 berdasarkan analisis faktor internal dan eksternal. Metode yang digunakan adalah deskriptif kualitatif dengan pendekatan analisis IE Matrix, dan TOWS Matrix, serta penyusunan Key Performance Indicators (KPI) dan rencana tindak lanjut. Data dikumpulkan melalui studi dokumen, wawancara mendalam, serta telaah terhadap data sekunder terkait demografi, epidemiologi, dan kebijakan kesehatan di wilayah Serang dan Cilegon.
Hasil penelitian menunjukkan bahwa RS Permata Serdang berada pada Kuadran V (hold and maintain) dalam Matriks IE. Namun demikian, strategi yang dipilih diarahkan ke pendekatan grow and build untuk mendorong pertumbuhan layanan dan daya saing rumah sakit. Beberapa strategi prioritas yang dihasilkan meliputi pengembangan layanan poli spesialis, telemedicine, homecare, serta perluasan kerja sama dengan mitra eksternal. Penyusunan KPI strategis difokuskan pada empat perspektif Balanced Scorecard: keuangan, pelanggan, proses bisnis internal, dan pembelajaran. Penelitian ini menyimpulkan bahwa RS Permata Serdang memiliki potensi besar untuk berkembang.
Penelitian ini merekomendasikan agar manajemen rumah sakit segera menerapkan strategi yang telah dirumuskan, serta melakukan monitoring berkala terhadap implementasi strategi
The preparation of a strategic plan is an important step in ensuring that the hospital is able to adapt to environmental changes, respond to competitive challenges, and meet the needs of public health services sustainably. This study aims to prepare a strategic plan for Permata Serdang Hospital for the period 2025–2029 based on an analysis of internal and external factors. The method used is descriptive qualitative with the IE Matrix and TOWS Matrix analysis approaches, as well as the preparation of Key Performance Indicators (KPIs) and follow-up plans. Data were collected through document studies, in-depth interviews, and a review of secondary data related to demographics, epidemiology, and health policies in the Serang and Cilegon areas. The results of the study indicate that Permata Serdang Hospital is in Quadrant V (hold and maintain) in the IE Matrix. However, the chosen strategy is directed towards a grow and build approach to encourage service growth and hospital competitiveness. Several priority strategies produced include the development of specialist polyclinic services, telemedicine, homecare, and expanding cooperation with external partners. The preparation of strategic KPIs is focused on four Balanced Scorecard perspectives: finance, customers, internal business processes, and learning. This study concludes that Permata Serdang Hospital has great potential to develop. This study recommends that hospital management immediately implement the formulated strategy, and conduct regular monitoring of the implementation of the strategy.
Human Resources (HR) plays an important role in an organization. The more optimize HR utilization rate, the higher utilization rate of other resources. Therefore, making strategic planning is important to fulfil the HR need as the hospital requires. The focus of this study is a strategic planning of human resources development at Adhyaksa General Hospital (AGH) in 2020-2024. AGH is a hospital of National General Attorney and right now being managed by Jakarta Health Agency of DKI Jakarta Province from 2014-2024. The focus of this study is to form a strategic planning of HR Development at ADH. Using qualitative approach, the study was held using SWOT model analysis to determine internal and external factors of HR Development. The result of this study is the strategic planning through HR management optimalization and providing competent staffs to achieve good hospital governance.
Tesis ini membahas dan bertujuan menyusun Renstra sistem Diklit di RSP Otak Nasional Jakarta 2014 ? 2018 untuk mencapai Visi menjadi RS Neurologi berkualitas Internasional dan diakui secara Global. Metode penelitian adalah Kualitatif Riset Operasional dengan pendekatan analisis TOWS dan Consensus Decision Making Grup.
Penelitian ini menyimpulkan RSP Otak Nasional dalam posisi Growth dengan strategi terpilih adalah Product Development dalam bentuk RS Pendidikan dan Penelitian terakreditasi disertai unit Institut Neuro Sains Indonesia (INSI). Penelitian menyarankan kerjasama Kemenkes dan Kemendikbud dalam mengembangkan produk Diklit untuk menunjang pelayanan dan pemerataan kesehatan Neurologi.
The purpose of this study is to develop Strategic Planning of Education & Research System in RSP Otak Nasional Jakarta period 2014 ? 2018 in achieving the Vision as the International Accredited Hospital. This Qualitative Operational Research using TOWS analysis and Consensus Decision Making Group.
This research conclude that RSP Otak Nasional is in growth position with a chosen strategy, that is Product Development as Education & Research Hospital include Indonesian Neuro Science Institute (INSI) unit. The researcher suggest that the Ministry of Health must coordinate with Ministry of Education and Cultural in developing education & research product to support the Neurology health service.