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Kambang Jambi Hospital is a privately owned hospital in the city of Jambi which has been established since 2010. As an effort to streamline services in the midst of competition, Kambang Hospital is managed with a strategic plan (renstra) that is precise and accurate. This study aims to identify internal and external factors that become the Critical Cuccess Factor (CSF), find out how to organize, and formulate strategies in measurable performance indicators based on the Balanced Scorecard perspective. The research used a qualitative approach with operational research design at Kambang Jambi Hospital in SeptemberDecember 2020. Data were obtained from in-depth interviews, Consensus Decision Making Group (CDMG), and secondary study data in the form of written documents. The data were then analyzed in 3 stages of formal preparation, namely the input, matching, and decision stage. Based on the results of the study, it was found that the external factor that became CSF was an opportunity to attract customers from the network, while the internal factor that became a CSF was the strength aspect in the form of the availability of specialist and subspecialist services with various choices. When viewed from its position, Kambang Hospital is in the Hold and Maintain position, so based on this we finally obtained 5 strategic alternatives, 12 strategic goals, and 34 Key Performance Indicators (KPI) points measured in the fields of marketing, human resources, finance, patient care, and hospital information system
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
Improvement in human resources quality in Proklamasi- ENT Hospital requirescreation of a good performance management system through implementation ofperformance measurement by formulating Key Performance Indicators whichfunction as a measuring instrument to achieve hospital goals. A qualitativeapproach with focus group discussions and in depth interviews method with alldivisions in the hospital was performed to formulate KPI which compatible tohospital goals. A 196 KPI draft was formed for 23 divisions whereas each divisionconsist of 8-10 KPI to became hospital consideration to measure all divisionperformance that compatible with hospital goals.Keywords: Key performance indicators, KPI, Performance Measurement.
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.