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Organisasi Profesi Ikatan Bidan Indonesia (OP-JBI} merupakan satu wadah untuk menghimpun seluruh anggota IBI dalam pelaksanaan fungsinya sebagai salah satu kekuatan sostal, dalam mempersatukan din setiap anggotanya. Sesuai dengan AD-ART OP IBI 2003-2008 BAB HI pasal 6, OP JBI bertuyuan untuk menggalang dan mempererat persatuan dan persaudaraan sesama bidan, sexta dengan organisasi perempuan dan pihak yang terkait watuk mencapai visi dan misi, membina dan Tmengayomi angpofa serta mengembangkan dan meningkatkan pendidikan, pengetahuan dan keterampilan terutama dalam profesi kebidanan, berperan setta dalam pembangunan, terutama dalam pemeliharaan dan peningkatan derajat kesehatan masyarakat, khususnya kesehatan ibu dan anak, dan meningkatkan martabat dan kedudukan bidan serta memberdayakan perempuan dalam masyarakat. Untuk mencapai tujuannya sebagaimana tercantum dalam pasai 7 OP-IBI melakukan kegiatan ke dalam dan ke tuar organisasi, dengan demikian untuk mendukung kegiatan dimaksud, diperlukan perencanaan strategis (Renstra). Berdasarkan hasil wawawancara dengan ketua umum PP [BI menyatakan bahwa “Renstra [BI yang ada saat ini sudah habis masanya yaitu 2003-2008, dengan demikian perlu disusun kembali Renstra OP [BI untuk masa 5 (lima) tahun ke depan yaitu 2009-2013". Dalam mengembangkan rencana strategis OP JBI dilakukan penelitian yang dilaksanakan di sekretariat kantor PP IB} pada bulan Nopember 2007 sampai Pebruari 2008. Penelitian meaggunakan rancangan penelitian operational research dengan pemecahan masalah secara deskniftif analitik dengan metode kualitauf. Kegiatan penelitian dilaksanakan melalui proses COMG dan wawalcara dengan para pengurus PP IBL, PD, donatur dan Anggota IBI. Hasil penelitian menunjukkan bahwa SWOT matriks dan IE matriks yang dilandasi oleh hasil dan: EFE dan IFE matriks posisi OP IBI berada dalam future quadrant, sedangkan JE matriks berada pada sel ke 5 yattu hold and maintain. Strategi yang cocok dengan visi, misi, dan tujuan janpka panjang dari organisasi IBI adalah strategi market penetration, product development dan market development. Berdasarkan konsep dan BSC upaya yang paling banyak yang harus dilakukan oleh OP IBI adalah yang berkaitan dengan persfektif bisnis intemal Langkah terakhir dalam membangua BSC yaitu menetapkan target dan program, dari 49 indikator menghasikan 84 program dengan total pengeluaran dana sebesar 25.6% pertahun. OP IBI telah menyusun program dan target selama 5 (lima) iahum, mulai 2009-2013. Penelitian menyimpuikan bahwa OP IB] dapat menggunakan faktor-faktor yang menguatkan posisinya, dengan prinsip meningkatkan kekuatan yang ada untuk Mmengatasi Kelemahan dan memanfaatkan peluang yang ada untuk menghindan ancaman yang muacul, sehingga OP IBI dapat bertahan dan tetap eksis dalam lingkungan #@ig ters berubah! . Disarankan agar OP IBI memformulasikan program maupun target tahunan yang ingin dicapai berdasarkan prioritas program, dan rencana strategis OP IB] tahun 2009-2013 menjadi acuannya, melakukan himbauan kepada PD dan PC agar menyusun rencana strategi lanjutan dengan mengadopsi dan adaptasi rencana strategi yang telah disusun dengan memperhatikan SWOT masing-masing. Melakukan evaluasi terus-menerus terhadap pelaksanaan strategi terpilih, sebingga dapat dijadikan wmpan balik untuk penyusunan strategi selanjutnya. Untuk meningkatkan mutu pendidikan dan pelayanan OP IBI hendaknya mempercepat terealisasinya pembentukan kolegium kebidanan Indonesia. Untuk Mitra dan Donor diharapkan dapat membenkan dukungan dan memfasilitasi dalam implementasi programprogram yang telah direncanakan oleh OP [BI dalam 5 (lima) tahun mendatang.
The organization of Indonesian Midwife Profession Association (OP-IBI) is aa institution for midwives in Indonesia to unify all of members in midwife in Indonesia In one organization. According to AD-ART OP IBI 2003-2008 chapter HT section 6, OP IBI have set goals in order to collect and strengthen the unity and other related parties in order to achieve the vision and mission of organization, consalt and look after, protect, develop and increase their education, knowledge, and skills in midwifery, particularly to increase the degree of public health, especially maternity and infants and so does increase the dignity and privilege of midwife in Indonesia and empower the women’s role in society. Therefore, to achteve the objective as noted in section 7 OP-IBE conducted the internal and external activities, to support the activities mentioned above, it’s necessary to built strategic plan (Renstra). Based on interview with the general chief of PP IBY, its stated that “The /B/'s Renstra we known before, has come io its expired time, which is 2003-2008, therefore Renstra needs to rearrange for next five years period of 2009-2013”. In the developing strategic plan, of OP-IBI has conducted some study at secretanat office of PP IBL, begin at November 2007 to February 2008. The study based on operational research with descriptive analytics problems control and qualitative method, The study conducted through CDMG process and interview with the official member of PP IB], PD, funder, and member of JBI. The study showed that SWOT matrix and JE matrix which based on the result of EFE and IFE positional matrix OP 1B1 is in fisture quadrant, while TE matrix is in the fifth cell, that is hold and maintain. The strategy that taatch to vision, and mission and the long-term objectives of IBI is market penetration, product development, and market development. Based on the concept of BSC, the most important effort to execute by OP IBI is related to the internal business perspectives. The last step is construct BSC is determine the target and program, from 49 indicators used, produced 84 programs with total budget 25, 6% per year. OP IBI has arranged the program and 5 years, starts from 2009 to 2013. The study conclude that OP [BI could use the factors that strengthen its position, with the principle to increase the ability to over come the weakness and take the opportunity to avoid the threat, so that OP IBI could survive and holding on in the dynamics change of environment. It’s suggested that OP IBI should formulate program or annual target to achieve based on the prionty program and strategic plan of OP IBI by the year 20092013 to be the referral, suggesting the PD and PC to arrange advance strategic adopting and adapting strategic planned arranged based to each of the SWOT. Conducting continues evaluation upon the execution of chosen strategic planned, so that could became a feed back to arrange the further strategy. In the way of increase the quality of education and services of OP IBI, it’s should be accelerate the realization of establishing the collegtums of Indonesian midwife. For the counterpart and donor, hopefully could raise the support and facilitate implementation of programs planned by OP IBI for the next 5 years.
Penyusunan Perencanaan Strategis lima tahun kedepan (2010 - 2014) di Balai Kesehatan Mata Masyarakat (BKMM) Cikampek Jawa Barat merupakan langkah awal bagi BKMM Cikampek untuk dapat melaksanakan tugas dan fungsinya.·Fungsi manajemcn di BKMM dimulai dari pereacanaan, pelaksanaan, pengendalian dan penilaian kegiatan-kegiatan kesebatan mata masyarakat untuk penanggalangan gangguan pengiibatan dan kebutaan. Perencanaan strategis adalab proses yang dilaksanakan oleh organisasi untuk menelaah situasi lingkungan ekslemal dan internal, dan mengernbangkan pedoman dalam pengambilan keputusan untuk mencapai tujuan organisasi. Perencanaan Strategis di BKMM Cikampek disusun memlalui penelitian operasional yang dimulai dari analisis situasi lingkungan eksternal dan internal organisasi untuk mengidentifikasi factor-faktor peluang dan ancaman serta factor kelemahan dan kekuatan di Balai Kesehatan Mata Masyarakat Cikampek. Dari hasil penelitian ini ditetapkan strategi-strategi yang cocok untuk diterapkan di BKMM Cikampek. Strategi tersebut adalah peningkata promosi, memberikan pelayanan prima, menjalin kerjasama dengan klinik mata dan rumah sakit, mengembangkan inovasi baru untuk pelayanan dalam gedung, memberikan pelayanan prima, mngembangkan sistem informasi, mengembangkan pelatihan kesehatan mala kepada masyarakat, meningkatkan pendapatan melalui PNBP, meningkatkan advokasi, meningkatkan motivasi staf dan pengembangan gedung. Strategi yang telah ditetapkan ini dipatakan dengan pendekalan balance scorecard dalam empat perspektif sasanm strategis yaitu: keuangan, palanggan, proses bisnis internal dam pembelajaran pertumbaban. Untuk pengukuran kinerja setiap sasaran stretagi ditetapkan Key Performance Indicator(KPI) yang merupakan indikator hasil dan indikator pendorong. Tahap implementasi pada tesis ini baru bisa dilakulrnn sampai pada tahap - rencana implementasi dengan menyusun rencana kegiatan dan rencana monitoring - evaluasi untuk menilai tujuan jangka panjang dan menilai kinerja organisasi. Kesimpulan secara umum adalab ditetapkannya visi: Balai Kesehatan Mata Masyarakat Cikampek sebagai pusat kegiatan kesehatan mata masyarakat Visi BKMM Cikampek adalah Melakukan promosi kesehatan mata untuk pemberdayaan masyarakat, melaksanakan dan mengernbangkan pelayanan kesehatan mata yang bermutu dan terjangkau kepada maeyarakat di dalam dan di luar gedung, Mengembangkan jejaring kemitraan dan koordinasi di bidang kesehatan mata dangan institusi terkait untuk mengatasi masalab kesehatan mata di masyarakat dan melaksanakan penelitian untuk mengembangkan pelayanan kesehatan mata sesuai permasalahan masyarakat Untuk tercapainya visi dan misi tersehat diptalnpkan 13 strategi dangan 15 tujuan sttategi dan 16 indikator yang ditetapkan sebagai tolok ukur pencapaian tujuan strategis. Perencanaan strategis yang teiah disusun ini dapat diterapkan oleh Pimpinan dan staf BKMM dengan komitmen bersama. Untuk itu rencana strategis ini perlu disosialisasikan oleh Pimpinan kepada semua staf yang ada di BKMM. Selajutnya setelah rencana strategis ini diimplementasikan perlu dilaksanakan monitoring dan evaluasi secara terus menerus oleh Pimpinan penanggung jawab KPI.
The strategic planning arrangement for five years future (2010- 2014) in the Community Eyes Care Institution (CECI) Cikampek, West Java is the early step for CECI Cikampek to carry out the task and function. The function of management in CECI begin first with planning, actuating, controlling and evaluation to the activities of community eyes care for Prevention of Visual Impairment and Blindness. The strategic planning is a process that crry out by an organization to analyze the situation, and developing the guideline in taking a decision to achieve the goal of organization. The strategic planning in CECl Cikampek is arranged through an operational research with begin from the environment situation analyze of the external and internal to identify the opportunity factor and the threat and also the strength and weakness factor in Community Eyes Care Institution. From this research result had been appointed the suitable strategics to be implemented in CECI Cikampek. The strategies are increasing the promotion, giving the service excellence, making a cooperation with eyes clinic and the hospital, developing the innovation for eye care in building, developing information system, developing eye health training for community, raising the income through retribution, developing advocation, developing staff motivation and developing the building. The strategies that has been established with consensus was followed by mapping the objectives through approach of balance scorecard in four perspectives, are financial perspective customer perspective, internal business and growing and building perspective. The Measurement of performance for each of strategic objective was established with key performance indicator that consist of lag indicator and lead indicator. The implementation step has been done with formulation of action plan and monitoring evaluation planning toward long term objective achievement and performance assessment. The general conclusion of the research is established the vision: Cikampek Community Eye Care institution as a central of community eye health. The missions are, developing eye health promotion for people empowerment, developing the excellent and achievable service for eye health care in building and out of building, developing the partnership networking and coordination of the community eye care with the related institutions and developing the research for developing the eye health has been appropriated with the people health problem. To reach the vision and missions has been appointed 13 the strategies, 15 strategy objectives, and 16 indicator as the measurement of the strategy objective achievement. The strategic planning that has been arranged can be done by the leader and staff of CECI with the commitment Therefor the strategic planning must be disseminated by the leader to the staffs of CECI. After the strategic planning had been implemented must be followed by continous monitoring and evaluation by the leader and the bolder of KPI.
ABSTRAK Penyusunan perencanaan strategis lima tahun kedepan (2009-2013) pada Suku Dinas Kesehatan Masyarakat Kota Administrasi Jakarta Barat suatu merupakan suatu kebutuhan yang didorong oleh komitmen pimpinan dalam pelaksanaan tugas dan fungsi untuk melaksanakan perencanaan, pengendalian dan penilaian program kesehatan masyarakat yang meliputi pencegahan dan penanggulangan penyakit menular, penyakit tidak menular, penyehatan lingkungan dan kesehatan kerja, kesehatan jiwa masyarakat dan narkotik, psikotropika, zat adiktif lainnya (NAPZA) serta gizi dan pembinaan peran serta masyarakat di kotamadya. Perencanaan strategis disusun melalui penelitian operasional dimulai dari analisis situasi lingkungan eksternal dan internal untuk mengidentifikasi faktor peluang dan ancaman serta faktor kekuatan dan kelemahan Suku Dinas Kesehatan Masyarakat Kota Administrasi Jakarta Barat. Dari hasil penelitian ini ditetapkan strategi peningkatan kualitas binwasdal yang sesuai dengan strandar, peningkatan advokasi dan sosialisasi kegiatan kepada stakeholder, penurunan jumlah kesakitan dan kematian, peningkatan peran serta masyarakat untuk meningkatkan PHBS, peningkatan kerjasama lintas program dan lintas sektor, peningkatan kompetensi pegawai, meningkatkan pengawasan kinerja pegawai, peningkatan sistem informasi kesehatan, pemenuhan dan terpeliharanya sarana & prasarana yang memadai. Strategi yang telah ditetapkan secara konsensus ini dipetakan dengan pendekatan Balanced Scorecard dalam empat perspektif sasaran strategik: keuangan, pertumbuhan pembelajaran, internal dan pelanggan agar dapat diimplementasikan ke dalam langkah-langkah kegiatan yang komprehensif, berikesinambungan. Pada tahap implementasi dilakukan dengan penyusunan rencana aksi untuk mencapai tujuan jangka panjang dan menilai kinerja organisasi.
ABSTRACT To develop further five years strategic planning (2009- 2013) on the Society of Health Sub-service West Jakarta Administration City, a constitute impelled a need by managerial commitment in the implementation of the task and the function of carrying out planning, the control and the assessment of the health program of the community that covered the prevention and the control of infectious diseases, noninfectious diseases, environmental sanitation and the health of the work, the community's mental health and narcotics, psychotropic, the other addictive substance (NAPZA) as well as the nutrient and the management of the community's participation in the municipality. Strategic planning was compiled through the operational research initiated by the analysis of the external and internal environmental situation to identify the opportunity factor and the threat as well as the strength factor and the weakness of the Society of Health Sub-service West Jakarta Administration City. Results of the research was appointed by the increase strategy in the supervision and control (binwasdal) quality which meets standard, the increase in advocacy and the socialization of the activity to stakeholder, the decline in the amount of pain and the death, the increase in the community's participation to increase clear life and behavior healthy, the increase in the cooperation of the sector passage and the program passage, the increase in the official's competence, increased the supervision of the achievement of the official, the increase in the health information system, infrastructure availability and accomplishment. Strategies established consensually followed by strategy mapping with Balanced Scorecard approached for better implementation into comprehensive and sustained steps in perspectives of finance, customer, internal process and growbuild. Follow up actions on implementation stage articulated in developing plan of action toward long term objective achievement and performance assessment.
Background: As newly growing town develop into industrial town, trade and service, Cilegon city has to have a strategic plan on developing healthy environment according to Cilegon city government’s vision that has been settled that is “Kota Mandiri dan Berwawasan Lingkungan”. Moreover to attain healthy town, every person must be involve and work together also having strong commitment to reach it. Purpose: Formulating strategic planning on development of healthy environmental heading for Cilegon healthy city 2006-2010. Design: This research is operational research with qualitative and quantitative analysis. Data about internal and external factors which effect to Cilegon city government’s effort in developing this healthy environment obtained from first and second level data. First stage consist of internal and external environment analysis on Cilegon city government which transfer on EFE and IFE matrix that conduct by Concensus Decision Making Group. Second stage is matching stage, where after deciding long term target CDMG conducted analysis by SWOT and IE matrix. Third stage is by using QSPM matrix to decided the best strategy. Result: IE matrix analysis showed Cilegon city District Government organization’s position on cell V, Hold and Maintain and after been adjusted with yielded strategy by SWOT matrix therefore the strategy was product development and market penetration. Conclusion and suggest: In order to improve healthy environment then made program that will be continue by following activity: making commitment between related institution; striving for air pollution system information; developing a system to overcome air pollution; conducting training and adding worker amount; arranging public resident and overcoming air pollution; improving healthy environment program; improving corporation between related institution to overcome environmental problems and using available budget for environment activity. Keyword: Strategic Plan, Healthy Environment, Healthy City, Cilegon Healthy City
Suatu organisasi akan mempunyai keterkaitan erat dengan loyalitas pelanggan apabila terus menekankan pada mutu produk atau jasa pelayanan yang dihasilkan. Balai Besar Pelatlhan Kesehatan (BBPK) Cilandak merupakan institusi yang mempunyai tugas dalam pelaksanaan pelatihan serta pengembangan sumber daya manusia kesehatan dan masyarakat. Dalam menyelenggarakan tugas dan fungsinya BBPK Cilandak telah menyelenggarakan pelatihan, salah satunya adalah pelatihan yang akan dijadikan produk utama yaitu pelatihan Peningkatan Kinerja Organisasi melalui Pembelajaran Organisasi (PKOPO). Dalam rangka memperoleh pengetahuan yang cukup secara terus menerus untuk meningkatkan mutu produk atau jasa yang dihasilkan, BBPK Cilandak harus mengetahui tingkat kepuasan dari pelanggan yang selalu berhubungan dengan produk atau jasa yang ditawarkan. Selama ini BBPK Cilandak te!ah mengevaluasi pelatihan yang diselenggarakan. Pada tahun 2006, dari 18 pelatihan yang diselenggarakan oleh BBPK Cilandak 23% peserta menilai proses penyelenggaran pelatihan masih kurang baik. Pelatihan PKOPO sendiri selama ini belum pemah dievaluasi dan belum adanya informasi tentang tingkat kepuasan pesertanya. Studi ini bertujuan untuk mengetahui tingkat kepuasan peserta pelatihan PKOPO di BBPK Cilandak Tahun 2007. Penelitian ini dilakukan dua tahap, yaitu tahap kuantitatif dan kualitatifl Tahap kuantitatif dimulai dengan pengukumn tingkat kepuasan mcnggunakan Iima dimensi servqual, dengan sampel adalah total popuiasi yaitu manlan peserta pelatihan PKOPO di tahun 2007 yang berjumlah 58 orang. Data yang didapat dianalisis dengan menggunakan metode univariat, bivariat, multivariar., dan analisis tingzat kepuasan. Uji yang digunakan adalah chi-square untuk menguji apakah ada hubungan antara karakteristik peserta dengan tingkat kepuasan. Regresi logistik ganda model prediksi digunakan untuk mengetahui faktor dominan yang mempengaruhi tingkat kepuasan. Hasil penelitian ini menunjukkan bahwa emosi merupakan variabel yang dominan mempengaruhi tingkat kepuasan peserta dengan variabel pendidikan dan umur adalah sebagai konfounding. Berdasarkan diagram kartesius dari lima dimensi servqual terdapat 6 masalah yang menjadi prioritas utama untuk dilakukan perbaikan (Kuadran A). Hasil penelitian kuantitatif berdasarkan cut off poinl 0,80 dengan menggunakan kategori pembagian peserta dalam kategori puas dan tidak puas, terlihat bahwa responden yang puas lebih banyak dari pada yang tidak puas dengan proporsi 69,0% puas dan 31,0% tidak puas. Pada tahap kualitatif dilakukan wawancara mendalam dengan pihak penyelenggara peiatihan untuk menemukan penyebab masalah ketidakpuasan peserta khusus pada dimensi yang prioritas utama berdasarkan pemetaan diagram kartesius. Teknik yang digunakan untuk mengidentfikasi penyebab masalah adalah dengan menggunakan tool yaitu ishikawa diagram atau fishbone diagram. Dari identifikasi tersebut, terpilih satu penyebab yang akan menjadi langkah intervensi. Dari hasil penelitian disarankan agar BBPK Cilandak melakukan dan mengevaluasi pengukuran kepuasan peserta secara berkala, mengupayakan perbaikan pada enam dimensi yang menjadi prioriras utama, melakukan kalakarya pelatihan PKOPO bagi widyaiswara BBPK Cilandak, dan membuat standar mengenai widyaiswara/pengajar yang menguasai metode andragogi.
An organization will have its customer loyalty if the organization is always focusing into its products or services. BBPK (Balai Besar Pelatihan Kesehatan) Cilandak is an institution whose duty is to conduct training and human resources development program of health. BBPK Cilandak has conducted many types of trainings, and one of them is the PKOPO (Peningkatan Kinerja Organisasi melalui Pembelajaran Organisasi) training, which is going to be BBPK Cilandak's main product. In order to gain sufficient and continuous infomation to improve the quality of its services and products, BBPK Cilandak must know the satisfaction level of its customer which is related with the services and products offered. BBPK Cilandak has done evaluations of their trainings. In 2006, out of I8 trainings conducted by BBPK Cilandak, 23% of the trainee said that the training processes were not well conducted. PKOPO training itself has never been evaluated and there is no available infomation about its trainee satisfaction level. The objective of this study is to measure the satisfaction level of PKOPO trainee at BBPK Cilandak in 2007. This research was done in two phases: quantitative phase and qualitative phase. Quantitative phase was done by measuring trainee’s satisfaction level using five dimensions of servqual, with the total population of the PKOPO trainee in 2007 (58 people) as the sample. Collected data then analyzed using univariat, bivariag mullivariat, and satisfaction level analysis methods. The test used was chi-square in order to test whether there are any relation between trainee characteristics and satisfaction level. Prediction model of the double logistic regression was used to know the dominant factors which influence the satisfaction level. The research showed that emotion is a dominant variable that affects the trainee satisfaction level with education and age variables as confounding. Based on Cartesian diagram of the servqual five dimensions, there are six high priority problems that needed to be improved (Quadrant A). The quantitative analysis based on 0.80 cuto ff point and categorizing the satisfaction level of the trainee into satisfied and not satisfied, showed that there are more satisfied respondents / trainees than the not satisfied ones, with ratio of 69.0% satisfied and 3 l.0% not satisfied. In qualitative phase, we conduct extensive interviews with the training committee to discover the trainee dissatisfaction, especially in high priority dimensions based on the cartesian diagram mapping. The method used to identify the cause of the problem is ishikawa diagram or fishbonc diagram. From this identification, one cause was selected which became intervention step/move/action. Based on the research results, it is suggested that BPPK Cilandak should do and evaluate periodic satisfaction measurement of the trainee, improve the six dimensions of high priority, conduct training-of-trainers of PKOPO, and make standard about trainers awareness of andragogy method.
Organizations that produce a product such as services, requires anevaluation of a self-assessment to improve service quality continuously to obtaina high quality of service and in accordance with the demands of the times. One ofthe assessment of an organization's success is the result of optimal performanceas measured by the target-the specified target organization itself. Researchers areusing seven (7) criteria contained in the Malcolm Baldrige Health Care Criteriafor Performance Excelence to determine the quality of the organization of theRefferal Health Directorate Building Effort, 2014. Research method is thesequential explanatory mixed method design. The results of the bivariate analysisshowed a strong association between positive and patterned organizationalperformance results with the six criteria of the Malcolm Baldrige. While theresults of the multivariate analysis showed four positive criteria and negativecriteria that one can explain the results of the organization's performance by65.7%, while the criteria are not included in the modeling. The results of theperformance of the Refferal Health Directorate Building Effort referencesincluded in the very low range. 3 problems that still stand out among otherorganizations have not set goals, objectives and performance measures (keyperfomance indicators) in the planning of the organization; has not set a vision,mission and values of organization and planning has not been prepared based ona period of long-term and short-term. These problems can be solved if the directorand the head of the organization immediately set the vision, mission and values ofthe organization, strategic planning in accordance with the duties and functionsof the organization as well as by long-term period and the short-term.
The effort to improve maternal and neonatal health care is a priority program, principally focused on improving antenatal care services in all facilities with good quality and maximum service coverage, improving aid delivery by health personnel, improving early detection of high risk by health workers, improved neonatal care with good quality. This must be supported by quality performance of health workers, particularly midwifes. Coverage of deliveries by midwifes in the Serang City 54.8%, 64.4% coverage K1, K4 coverage 54.5%. KN1 coverage 62.2%, KN2 coverage 58.5% and is below the national target. Quality performance can be affected by the midwife predisposing factors (age, working time, employment status, marital status, knowledge, education) enabling factors (training, tools), reinforcing factors (supervision, leadership support, community support). This study aimed at obtaining information about the characteristics and performance quality of midwifes in maternal and neonatal health services in the city of Serang Year 2009. The research design was chosen in this research is quantitative analytical survey with cross sectional approach. Population is all the midwives at health centers in the city of Serang.
Tesis ini membahas tentang mutu pelayanan Bidan di IGD Kebidanan RSUP Nasional dr. Cipto Mangunkusumo Jakarta. Penelitian menggunakan survey deskriptif dengan desain cross sectional, untuk mendapatkan gambaran tentang mutu pelayanan Bidan. Dimensi-dimensi RATER (responsiveness, assurance, tangible, empathy, realibility) digunakan untuk menilai mutu pelayanan yang diberikan dan juga dilihat dari aspek kompetensi dan produktifitas bidan yang dianggap mempengaruhi mutu pelayanan yang diberikan. Hasil penelitian didapatkan bahwa mutu pelayanan dipengaruhi baik secara langsung maupun tidak langsung oleh kompetensi melalui produktivitas. Kompetensi dan produktivitas secara signifikan berpengaruh terhadap mutu pelayanan, sedangkan kompetensi berpengaruh secara negatif terhadap produktivitas. Dari lima dimensi mutu, dimensi empathy, responsiveness dan reliability yang memberikan pengaruh paling tinggi. Model hasil analisis prediktif terhadap mutu pelayanan bidan di RSCM ini dapat menjelaskan sebesar 20.5% terhadap fenomena yang dikaji, sedangkan sisanya 79.5% dijelaskan oleh variabel lain (yang belum terdapat di dalam model). Kata kunci: Mutu pelayanan bidan, kompetensi, produktivitas
The focus of this study is the quality of midwife care at Emergency Room of Obstetric and Gynaecology RSUP Nasional dr. Cipto Mangunkusumo. The study used a descriptive survey with cross sectional design, to get an idea of the quality of midwife care. RATER dimensions (responsiveness, assurance, tangible, empathy, reliability) was used to assess the quality of services provided and also viewed from the aspect of competence and productivity are considered to affect the quality of midwifery services provided. The study found that service quality is affected either directly or indirectly by the competence trhough productivity. Competence and productivity significantly affect the quality of service, while competence in a negative effect on productivity. Of the five dimensions of quality, dimensions of empathy, responsiveness and reliability that delivers the highest impact. Model predictive analysis of the quality of midwifery care in the RSCM can be explained by 20.5% of the studied phenomenon, while the remaining 79.5% is explained by another variable (which is not contained in the model). Key Word: Quality of midwife care, competence, productivity