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Abstrak Tesis ini membahas Usulan Rencana Strategis RSUD Kota Bekasi Tahun 2018 – 2023 dalam mengidentifikasikan faktor peluang, ancaman, kekuatan dan kelemahan untuk menentukan posisi rumah sakit agar dapat menentukan strategi terpilih yang akan digunakan untuk menentukan rencana strategis lima tahun kedepan berdasarkan pendekatan SWOT Balances Scorecard. Penelitian ini adalah penelitian kualitatif dengan metode pengumpulan data melalui observasi peneliti, wawancara mendalam dengan para informan, pengambilan keputusan melalui forum CDMG ( Consensus Decision Making Group) serta data sekunder yang diperoleh dari BPS (Badan Pusat Statistik), data Profil RSUD Kota Bekasi, data Profil Dinas Kesehatan Kota Bekasi, laporan tahunan keuangan RSUD Kota Bekasi. Hasil penelitian ini adalah posisi RSUD Kota Bekasi ada di Future Quadrant menurut Matriks SWOT dan pada sel V menurut Matriks IE, yaitu Hold and Maintain. Strategi yang terpilih untuk dikembangkan adalah Product Development dan Market Penetration. Dari hasil penelitian ini, peneliti menyarankan untuk melakukan implementasi dan evaluasi strategi agar dapat dicapai tujuan, visi dan misi RSUD Kota Bekasi. Kata Kunci : Rencana Strategi, SWOT, Balanced Scorecard
Abstract This thesis discusses The Proposed Strategic Plan of RSUD Kota Bekasi 2018 – 2023 in identifying the opportunity, threat, strength and weakness factor to determine the position of the hospital in order to determine the chosen strategy that will be used to determine the strategic plan for the next five years based on SWOT Balanced Scorecard. This research is qualitative research with data collecting method through researcher’s observation, in depth interview with informant, decision making through CDMG (Consensus Decision Making Group) forum and secondary data obtained from BPS ( Statistic Central Bureau), data of RSUD Kota Bekasi Profile, annual financial report of RSUD Kota Bekasi. The result of this research is the position of RSUD Kota Bekasi is in Future Quadrant according SWOT Matrix and on cell V according to IE Matrix, that is Hold and Maintain. The strategies chosen to be developed are Product Development and Market Penetration. From the result of this study, researchers suggest to implement and evaluate strategies in order to achieve goals, vision and mission RSUD Kota Bekasi Keywords : Strategic Plan, SWOT, Balanced Scorecard
Telah hampir sebelas tahun Rumah Sakit Bersalin Harapan Bunda Denpasar beroperasional, namun belum menunjukkan kemajuan yang signifikan sementara rumah sakit swasta pesaing terus bermunculan. Semenjak disewa hingga sekarang, Rumah Sakit Bersalin Harapan Bunda belum pernah menyusun rencana strategis. Penelitian ini dilakukan dengan tujuan tersusunnya perencanaan strategis pengembangan Rumah Sakit Bersalin Harapan Bunda Denpasar tahun 2011-2016 dengan metode penelitian operasional research yang dilakukan dengan telaah data sekunder, wawancara mendalam dan pengambilan keputusan dengan metode consensus decicion making group berdasarkan kerangka pikir yang dikembangkan dari teori Fred David. Dari hasil penelitian disimpulkan bahwa Rumah Sakit Bersalin Harapan Bunda berada di sel hold and maintain dengan strategi utamanya adalah penetrasi pasar dan pengembangan produk. Dari hasil penyusunan renstra didapatkan juga beberapa strategi definif dan rencana tindak lanjut. Kata kunci : Rencana strategi, pemasaran, penetrasi pasar.
It has been almost eleven years Harapan Bunda Maternity Hospital Denpasar operated, but it has not shown significant progress while competing private hospitals continue to emerge. Since the leased until now, Harapan Bunda Maternity Hospital Denpasar has not arrange strategic plan ever. This research was conducted with the aim to develop a strategic plan compilation of Harapan Bunda Maternity Hospital Denpasar for year 2011 – 2016 with the method of operational research carried out by examining secondary data, in-depth interviews with the consensus decision-making group based on the framework developed from the theory of Fred David. The result of the study concluded that Harapan Bunda Maternity Hospital Denpasar is on hold and maintain cell with its core strategy is market penetration and product development. From the strategic plan compiling result obtained some definitve strategies and action plans. Keyword : Strategic plan, marketing, market penetration.
Penelitian dalam tesis ini adalah penelitian kualitatif. Penelitian menggali informasi dari informan untuk mendapatkan faktor-faktor internal dan eksternal sebagai bahan dasar menyusun strategi. Selanjutnya faktor faktor tersebut dianalisis menggunakan intrumen-instrumen Internal Factor Evaluation (IFE), dan Eksternal factor Evaluation (EVE), matriks I E, matriks TOWS, untuk menghasilkan strategi. Semua pegawai bersemangat melaksanakan kegiatan yang ditetapkan, sumber daya keuangan yang sangat banyak merupakan faktor kekuatan. Akan tetapi, sosialisasi visi dan misi yang belum maksimal, belum menetapkan prioritas program, dan belum melakukan pengukuran mutu dan keselamatan pasien masih menjadi faktor kelemahan RSUD Kepulauan seribu. Faktor peluang RSUD Kepulauan Seribu adalah Lembaga lintas sektor yang mendukung, sedangkan adanya gap kompetensi pegawai RSUD dengan puskesmas yang menghambat pelayanan adalah faktor ancaman yang harus diantisipasi. Skor IFE diperoleh 2,40 sedangkan skor EFE 2,31, sehingga RSUD Kepulauan Seribu berdasarkan matriks I-E berada pada kotak V. Dengan demikian, strategi paling tepat adalah hold dan maintain. RSUD Kepulauan Seribu, berdasarkan matriksTOWS, direkomendasikan melakukan penguatan arah kebijakan organisasi, optimalisasi anggaran, pemanfaatan kerjasama lintas sektor, pemantapan wawasan pegawai, dan penyusunan standar diklat, penyusunan program prioritas, pelaksanaan manajemen risiko, dan pengukuran mutu dan keselamatan pasien
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
ABSTRAK
Tesis ini membahas Rencana Strategis Unit Pelayanan Terpadu RSCM Kencana RSUPN Dr. Cipto Mangunkusumo Tahun 2013 – 2017. Penelitian ini menggunakan metode kualitatif dengan pendekatan operation research. Tehnik yang digunakan adalah wawancara mendalam dan Consensus Decision Making Group (CDMG). Hasil Penelitian ini adalah terbentuknya visi dan misi serta diketahuinya aspek internal dan eksternal yang mempengaruhi RSCM Kencana. Aspek internal (kekuatan dan kelemahan) dan aspek eksternal (peluang dan ancaman) yang mempengaruhi RSCM Kencana. Hasil penelitian menghasilkan analisa SWOT RSCM Kencana ada di kuadran tiga dengan strategi Turn Around, Matriks TOWS ada di internal fix it dan analisa dengan matriks IE RSCM Kencana ada di kuadran III, V dan VII yaitu Hold and Maintenance. Dimana alternatif strategi dianalisa adalah pengembangan produk. Pengembangan produk yang dipilih sebagai prioritas dari matriks QSPM adalah pembuatan paket layanan.
ABSTRACT
This thesis discussed Strategic Plan of Integrated Services Unit RSCM Kencana at RSUPN Dr. Cipto Mangunkusumo for 2013-2017. This study used qualitative with the operation research approach. The techniques used were in-depth interviews and Consensus Decision Making Group (CDMG). This study result is the new vision and mission. The result of the research discussed internal aspects (strengths and weaknesses) and external aspects (opportunities and threats) influencing the RSCM Kencana. The results of SWOT analysis in third quadrant with Turn Around strategy, TOWS matrix in internal fix it and IE matrix analysis is at quadrant III, V and VII which strategy used are Hold and Maintenance. Where the alternative strategy is product development. The choice of the priority development products from the QSPM matrix is making the service packet. Keywords: vision, mission and strategic planning.