Rasio kebutuhan dokter di Indonesia masih dibawah standar WHO. Sesuai dengan amanat Undang-undang, Kementerian Kesehatan berkomitmen memenuhi kebutuhan dokter spesialis di seluruh wilayah Indonesia melalui Kebijakan bantuan biaya Pendidikan dokter spesialis-dokter gigi spesialis. Penelitian ini bertujuan menganalisis implementasi kebijakan yang sudah dilaksanakan yaitu kebijakan bantuan biaya Pendidikan dokter spesialis-dokter gigi spesialis. Penelitian ini merupakan penelitian kualitatif dengan desain penelitian Rapid Assesment Procedure. Penelitian ini menggabungkan model implementasi kebijakan Edward III dan Van Meter Van Horn dengan menggunakan 6 variabel yaitu ukuran dan tujuan kebijakan, komunikasi, sumber daya, disposisi, karakteristik organisasi pelaksana, serta lingkungan politik, sosial dan ekonomi. Pengambilan data dilakukan melalui wawancara mendalam, telaah dokumen dan observasi. Informan Penelitian terdiri dari ketua dan anggota tim kerja penyelenggaraan beasiswa PPDS-PPDGS, dinas Kesehatan provinsi Riau, Nusa Tenggara Timur, Maluku dan Sulawesi Selatan. Penelitian dilakukan mulai bulan Mei- Juni 2023. Hasil Penelitian menunjukkan bahwa implementasi kebijakan sudah berjalan dengan baik. Pada variable ukuran dan tujuan Kebijakan bantuan biaya PDS-DGS telah jelas dan dapat diukur dan tertuang kedalam indikator kinerja kegiatan Direktorat Penyediaan Tenaga Kesehatan yang terdapat dalam Rencana Strategis Kementerian Kesehatan. Komunikasi kebijakan antar organisasi berjalan baik antara Direktorat penyediaan Tenaga Kesehatan, Dinas Kesehatan Provinsi dan stakeholder lainnya melalui sosialisasi dan koordinasi secara rutin. Sumber daya dalam implementasi kebijakan bantuan biaya PDS-DGS baik sumber daya manusia, anggaran, dan kewenangan telah dioptimalkan dengan baik oleh Direktorat Penyediaan Tenaga Kesehatan, namun untuk sumber daya fasilitas yaitu system informasi masih diperlukan pengembangan agar dapat digunakan secara optimal. Karakteristik organisasi pelaksana didukung dengan ketersediaan SOP penyelenggaraan beasiswa PPDS-PPDS yang sudah lengkap dan pembagian wewenang antar organisasi yang sudah jelas. Pada variable disposisi, komitmen pimpinan dan tim kerja dalam implementasi kebijakan bantuan biaya PDS-DGS dengan melaksanakan tugas sesuai peran dan tanggung jawab masing-masing. Variabel lingkungan ekonomi, sosial dan politik menunjukkan besarnya dukungan stakeholder terkait dalam implementasi kebijakan bantuan biaya PDS-DGS 

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The ratio of the need for doctors in Indonesia is still below the WHO standard. In accordance with the mandate of the Law, the Ministry of Health is committed to meeting the needs of specialist doctors in all regions of Indonesia through a policy of assistance with the cost of education for specialist dentists. This study aims to analyze the implementation of policies that have been implemented, namely the policy of educational assistance for specialist dentists. This research is a qualitative research with a Rapid Assessment Procedure research design. This study combines the policy implementation model of Edward III and Van Meter Van Horn by using 6 variables, namely policy size and objectives, communication, resources, dispositions, characteristics of implementing organizations, as well as the political, social and economic environment. Data collection was carried out through in-depth interviews, document review and observation. The research informants consisted of the heads and members of the PPDS-PPDGS working team members, the Riau, East Nusa Tenggara, Maluku and South Sulawesi provincial health offices. The research was conducted from May to June 2023. The research results show that policy implementation has been going well. The size and objective of the PDS-DGS cost assistance policy are clear and measurable and are contained in the performance indicators for the Directorate of Provision of Health Personnel activities contained in the Strategic Plan of the Ministry of Health. Inter-organizational policy communication runs well between the Directorate for the provision of health workers, the Provincial Health Office and other stakeholders through regular outreach and coordination. Resources in the implementation of the PDS-DGS financial assistance policy, both human resources, budget, and authority, have been well optimized by the Directorate for Provision of Health Personnel, but for facility resources, namely the information system, development is still needed so that it can be used optimally. The characteristics of implementing organizations are supported by the availability of complete PPDS-PPDS scholarship implementation SOPs and a clear division of authority between organizations. In the disposition variable, the commitment of the leadership and work team in implementing the PDS-DGS financial assistance policy by carrying out tasks according to their respective roles and responsibilities. The economic, social and political environment variables show the magnitude of the support of relevant stakeholders in the implementation of the PDS-DGS financial aid policy

Kebijakan Pendayagunaan Dokter Spesialis (PGDS) berdasarkan Peraturan Presiden Nomor 31 Tahun 2019 Tentang Pendayagunaan Dokter Spesialis yang bertujuan untuk memenuhi kebutuhan dan pemerataan dokter spesialis di Indonesia perlu dievaluasi. Implementasi Pelaksanaan program PGDS mencakup beberapa tahapan yang meliputi perencanaan, pengadaaan, penempatan, monitoring, evaluasi, pembinaan dan pengawasan dan pendanaan. Namun, masih terdapat beberapa permasalahan dalam pelaksanaannya, salah satunya terkait dengan penempatan tenaga dokter spesialis di daerah tertentu, minimnya motivasi dan minat dokter spesialis untuk menetap di daerah, dokter spesialis lebih memilih untuk menetap di kota-kota besar atau daerah yang lebih berkembang. Penelitian ini menggunakan metode penelitian kualitatif dengan Pendekatan teori Donabedian, Six Building Blocks of a Health System, Edward III, Van Meter Van Horn, Teori Minat Poerwadar dan Perpres 31 tahun 2019. Lokasi penelitian di Sumatera Selatan, Jawa Barat, Nusa Tenggara Timur, Sulawesi Tenggara, Maluku Utara, dan Papua Barat. Penelitian didahului dengan survei kepada 249 Dokter Spesialis Peserta PGDS, kemudian dilakukan wawancara medalam kepada 6 peserta PGDS, Ditjen Tenaga Kesehatan, Sekretaris POGI, Wakil Fakultas Kedokteran Undana, 6 orang Kasie SDK Dinkes Provinsi dan 6 orang Kasie SDK Dinkes Kabupaten, dan telaah dokumen. Temuan penelitian ini mengungkapkan adanya kesenjangan dalam tahap perencanaan, pengadaan, dan penempatan dokter spesialis di Indonesia. Distribusi Dokter spesialis belum merata, peserta PGDS tidak dapat langsung ditempatkan kembali di tempat penugasan awal, dari kebijakan PGDS yang bersifat sukarela dinilai lebih humanis, sarana prasarana dan alat penunjang medis di rumah sakit masih kurang. Kebijakan PGDS dianggap efektif terhadap peningkatan signifikan dalam jumlah kunjungan pasien. Kebijakan PGDS tidak efektif karena terdapat daerah yang masih kekurangan dokter spesialis dan waktu penempatan 1 tahun tidak efektif dan belum ada indikator keberhasilan Program Pendayagunaan Dokter Spesialis. Diharapkan adanya revisi kebijakan Peraturan Presiden nomor 31 Tahun 2019 terkait waktu penempatan dokter spesialis, dengan waktu penugasan minimal diatas 2 tahun dan membuat indikator efektivitas kebijakan PGDS untuk mengidentifikasi keberhasilan dan tantangan. Kata kunci: Efektivitas Kebijakan, pendayagunaan, dokter spesialis

The Policy of Specialist Doctor Utilization (PGDS) based on Presidential Regulation Number 31 of 2019 on Specialist Doctor Utilization, aimed at meeting the needs and equal distribution of specialist doctors in Indonesia, needs to be evaluated. The implementation of the PGDS program involves several stages, including planning, procurement, placement, monitoring, evaluation, development and supervision, and funding. However, there are still several issues in its implementation, such as the placement of specialist doctors in certain regions, lack of motivation and interest among specialist doctors to work in remote areas, as they prefer to settle in big cities or more developed regions. This research adopts a qualitative research method with the Donabedian Theory, Six Building Blocks of a Health System, Edward III, Van Meter Van Horn Theory, Poerwadarminto's Theory of Interest, and Presidential Regulation Number 31 of 2019 as the theoretical framework. The study was conducted in South Sumatra, West Java, East Nusa Tenggara, Southeast Sulawesi, North Maluku, and West Papua. It began with a survey of 249 Specialist Doctor participants in the PGDS program, followed by in-depth interviews with 6 PGDS participants, the Directorate General of Health Human Resources, the Secretary of the Indonesian Society of Obstetrics and Gynecology, the Deputy Dean of the Faculty of Medicine Undana, 6 Head of Subdivision of Human Resources Development from Provincial Health Office, and 6 Head of Subdivision of Human Resources Development from District Health Office, and document review. The findings of this research reveal gaps in the planning, procurement, and placement stages of specialist doctors in Indonesia. The distribution of specialist doctors is still uneven, and PGDS participants are not directly placed back in their initial deployment locations. The voluntary nature of the PGDS policy is considered more humane. However, there are still insufficient infrastructure and medical support facilities in hospitals. The PGDS policy is considered effective in significantly increasing the number of patient visits. However, it is deemed ineffective in areas that still lack specialist doctors, and the one-year placement period is not effective without indicators of the PGDS program's success. It is recommended to revise Presidential Regulation Number 31 of 2019 regarding the placement period of specialist doctors, with a minimum deployment period of over 2 years and to establish indicators for the effectiveness of the PGDS policy to identify its success and challenges. Keywords: Policy effectiveness, utilization, specialist doctors.

Kasus fraud di PT XYZ dalam lima tahun terakhir cukup besar dan dapat berdampak buruk kepada stabilitas keuangan dan reputasi perusahaan. Maka dari itu, diharapkan dengan adanya POJK No.12 Tahun 2024 mengenai Penerapan Strategi Anti Fraud dapat menekan kerugian dan kejadian fraud di PT XYZ. Penelitian ini bertujuan untuk mengidentifikasi tantangan dan hambatan dalam pelaksanaan Kebijakan Strategi Anti Fraud di PT XYZ sesuai dengan POJK No.12 Tahun 2024 serta memberikan rekomendasi dan strategi untuk dapat meningkatkan efektivitas kebijakan tersebut. Metode penelitian ini menggunakan metode kualitatif dan menggunakan pendekatan studi kasus dengan metode pengumpulan data wawancara mendalam, telaah dokumen dan observasi fasilitas. Analisis penelitian ini menggunakan kerangka konsep dari teori implementasi kebijakan oleh George C. Edward III dan kriteria sesuai POJK No.12 Tahun 2024. Dari hasil analisis pada variabel didapatkan bahwa penerapan strategi anti fraud pada PT XYZ belum sepenuhnya memenuhi kriteria yang ditentukan dikarenakan POJK yang diterbitkan masih baru sehingga implementasinya juga masih baru berjalan 6 bulan di PT XYZ. Penelitian ini memberikan rekomendasi jangka pendek, yaitu untuk segera melakukan sosialisasi program dan penandatanganan pakta integritas kepada seluruh karyawan serta untuk menjabarkan uraian tugas dan tanggung jawab anggota fungsi strategi anti fraud. Rekomendasi jangka panjang, yaitu untuk mengevaluasi kecukupan jumlah SDM tim fungsi, agar tim fungsi mempunyai anggaran tersendiri untuk melaksanakan program kerja, dan perlunya infrastruktur yang mendukung.

The fraud cases at PT XYZ in the last five years are quite large and can have a negative impact on the financial stability and reputation of the company. Therefore, it is hoped that the existence of POJK No. 12 of 2024 concerning the Implementation of Anti-Fraud Strategy can reduce losses and fraud incidents at PT XYZ. This study aims to identify challenges and obstacles in the implementation of the Anti-Fraud Strategy Policy at PT XYZ in accordance with POJK No. 12 of 2024 and provide recommendations and strategies to increase the effectiveness of the policy. This research method uses a qualitative method and uses a case study approach with in-depth interview data collection methods, document reviews and facility observations. The analysis of this study uses a conceptual framework from the policy implementation theory by George C. Edward III and the criteria according to POJK No. 12 of 2024. From the results of the analysis of the variables, it was found that the implementation of the anti-fraud strategy at PT XYZ has not fully met the specified criteria because the POJK issued is still new so that its implementation has only been running for 6 months at PT XYZ. This study provides short-term recommendations which are to immediately socialize the program and sign an integrity pact to all employees, and to outline the duties and responsibilities of the anti-fraud strategy function’s members. Long-term recommendations which are to evaluate the adequacy of the functional team's human resources, ensure the functional team has its own budget to implement the work program, and ensure the necessary supporting infrastructure.