rencana strategis rs xyz
TRANSCRIPT
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RENCANA STRATEGIS RS XYZ
Visi :
Menjadi rumah sakit yang berkualitas internasional melalui layanan yang profesional dan
komprehensif
Misi :
1. Menyediakan layanan kesehatan terpadu dan bermutu tinggi yang mengutamakan
keselamatan dan kepuasan pasien.
2. Meningkatkan mutu pelayanan, pengetahuan, ketrampilan, dan teknologi medik,
melalui pendidikan yang didukung kerjasama dengan institusi terbaik di dalam dan
luar negeri.
3. Mengelola secara efisien dan efektif sesuai ketentuan yang berlaku sehingga tumbuh
dan berkembang secara optimal serta memberi manfaat bagi semua pihak.
Tujuan :
1. Tersedianya layanan kesehatan terpadu dan bermutu tinggi.
2. Terciptanya budaya keselamatan pasien.
3. Terciptanya budaya pelayanan yang berfokus pada kepuasan pasien.
4. Terwujudnya sumber daya manusia rumah sakit dengan pengetahuan, ketrampilan,
dan kemampuan teknologi medik yang tinggi.
5. Terjalinnya kerja sama pendidikan dengan institusi dalam dan luar negeri yang
terbaik.
6. Terciptanya efisiensi dan efektifitas pengelolaan rumah sakit.
7. Meningkatnya pertumbuhan dan perkembangan rumah sakit dari waktu ke waktu.
Analisis Situasi
Analisis Situasi Eksternal
1. Regulasi
2. Politik
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3. Ekonomi
4. Sosial budaya
5. Pendidikan
6. Teknologi
7. Kekuatan pesaing
8. Kemampuan konsumen
9. Kekuatan pemasok
10. Lokasi
Analisis Situasi Internal
1. Budaya organisasi
2. Sub sistim manajemen rumah sakit
3. Sub sistim klinis
4. Sumber daya manusia
5. Keuangan
6. Fasilitas fisik dan peralatan
7. Kegiatan produksi - operasi
8. Sistim informasi
9. Pemasaran
Kekuatan
1. Telah terbentuknya budaya pelayanan
2. Mulai terbentuknya budaya keselamatan pasien tidak menyalahkan
3. Pelayanan dokter spesialis dan sub spesialis yang cukup lengkap
4. Peralatan medis dan fasilitas yang lengkap
5. Adanya karyawan yang terampil
6. Adanya pedoman kerja yang lengkap
7. Adanya sistim informasi yang baik
Kelemahan
1. Kepemimpinan sering berganti
2. Dokter-dokter spesialis masih muda dan belum terkenal
3. Banyaknya dokter paruh waktu
4. Banyak karyawan baru dengan kompetensi yang kurang.
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5. Kinerja keuangan belum baik
6. Tempat parkir yang terbatas.
7. kinerja pemasaran belum optimal
8. Kineja keuangan belum baik
Peluang
1. Terbitnya Permenkes 012 tahun 2012 tentang Akreditasi
2. Tingkat Pendidikan Masyarakat di area pelayanan yang baik
3. Perkembangan teknologi medis yang maju
4. Kemampuan pelanggan yang baik dengan jaminan asuransi dan perusahaan.
5. Lokasi strategis
6. Kemitraan dengan berbagai rekanan pendukung
Ancaman
1. Pemberlakuan MEA 31 Desember 2015
2. UU perlindungan konsumen
3. Pemberlakuan UU no. 29 tahun 2005 tentang praktik kedokteran
4. Pemberlakuan UU no. 24 tahun 2014 tentang BPJS
5. Adanya Pesaing dari grup RS besar berada dekat dengan lokasi
6. Kondisi ekonomi belum stabil
7. Produk substitusi makin banyak
Strategi RS XYZ
Strengths (S) Weaknesses (W)
1. Telah terbentuknya budaya pelayanan
2. Mulai terbentuknya budaya keselamatan
pasien tidak menyalahkan
3. Pelayanan dokterspesialis dan sub spesialis
yang cukup lengkap
4. Peralatan medis danfasilitas yang lengkap
5. Adanya karyawan yangterampil.
6. Adanya pedoman kerjayang lengkap
1. Kepemimpinan sering berganti
2. Dokter-dokter spesialismasih muda dan belum
terkenal
3. Banyaknya dokter paruhwaktu
4. Banyak karyawan barudengan kompetensi yang
kurang.
5. Kinerja keuangan belum baik
6. Tempat parkir yangterbatas.
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7. Adanya sistim informasiyang baik
7. kinerja pemasaran belumoptimal.
Opportunities (O) SO Strategies WO Strategies
1. Terbitnya Permenkes 012tahun 2012 tentang
Akreditasi. Tingkat Pendidikan
Masyarakat di area
pelayanan yang baik
. Perkembangan teknologimedis yang maju
. Kemampuan pelangganyang baik dengan jaminan
asuransi dan perusahaan.
5. Lokasi strategis. Kemitraan dengan
berbagai rekanan pendukung
Mengoptimalkan
kompetensi dokter spesialis
dan sub spesialis dengandukungan teknologi medis
yang maju. (S:3,O:3)
Mempertahankan
keberadaan karyawan yang
terampil dengan
memberikan program
pendidikan berkelanjutan
bekerja sama dengan
rekanan di bidang training /
edukasi.(S:5,O:6)
Meningkatkan produktifitaskaryawan dalam melayani
pelanggan. (S:5,O:4)
Mengoptimalkan budaya
pelayanan dan mutu RS
dengan penerapan standar
akreditasi RS 2012 (S:1O:1)
Mengoptimalkan budaya
pelayanan yang sudah
terbentuk dengan pelatihan
service excellent untuk
meraih dan mempertahankan
pelanggan (S:1,O:4)
Melakukan program
pemeliharaan peralatan
medis agar dapat melayani
pelanggan secara optimal.
(S:4, O:4)
Meningkatkan kompetensi
karyawan dengan
memanfaatkan perkembangan teknologi
medis yang maju (W:4,O:3)
Meningkatkan kompetensi
karyawan dengan bekerja
sama dengan rekanan di
institusi pendidikan
(W:4,O:6)
Merekrut staf baru yang
terampil untuk memenuhi
standar akreditasi 2012
(W:4,O:1)Mendidik karyawan untuk
berorientasi pelanggan
(W:4, O:4)
Meingkatkan efisiensi dalam
pengelolaan keuangan agar
dapat bersaing meraih
pelanggan dengan harga
yang kompetitif. (W:5, O:4)
Meningkatkan kinerja
marketing dengan berbagai
program inovatif untuk
meningkatkan angka
kunjungan pelanggan (W:7,
O:4)
Threats (T) ST Strategies WT Strategies
1. Pemberlakuan MEA 31
Desember 2015. UU perlindungan
konsumen
. Pemberlakuan UU no. 29tahun 2005 tentang praktik
kedokteran
. Pemberlakuan UU no. 24tahun 2014 tentang BPJS
5. Adanya Pesaing dari grupRS besar berada dekat
dengan lokasi
. Kondisi ekonomi belumstabil
Desain ulang produk agar
dapat berkompetisi dengan pesaing (S:3,4,T:1,5)
Menciptakan standar
pelayanan yang bermutu dan
unik yang dapat
mengungguli pesaing (S:1,
T:1,5)
Mengintegrasikan berbagai
pelayanan RS (dokter,
perawat, penunjang) agar
tercipta kesatuan pelayanan
yang efisien dan lancar
Meningkatkan kesadaran
karyawan dan dokter untukmematuhi ketentuan
perundangan yang berlaku
(W:2,4,T:2,3)
Meningkatkan kompetensi
karyawan dan dokter agar
dapat bersaing dengan
kompetitor (W: 2,4 T:5)
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7. Produk substitusi makin banyak
untuk memenangkan persaingan (S:1,3,4,5 T:1,5)
Mengoptimalkan kinerja
sistim IT untuk mendukung
integrasi pelayanan untuk
memenangkan persaingan(S:7,T:1,5)
Meningkatkan budaya
keselamatan untuk
mencegah terjadinya
incident dengan menerapkan
program manajemen risiko
(S:2, T:3)
External Factor Evaluation (EFE) Matrix
No. Critical Success Factor Rating AS Skor
1 2 3 4 5 (3X4)
Opportunities
1 Terbitnya Permenkes 012 tahun 2012 tentang
Akreditasi 0,07 2 0,14
2 Tingkat Pendidikan Masyarakat di area pelayanan
yang baik 0,08 3 0,24
3 Perkembangan teknologi medis yang maju
0,08 4 0,324 Kemampuan pelanggan yang baik dengan jaminan
asuransi dan perusahaan. 0,09 3 0,27
5 Lokasi strategis0,07 3 0,21
6 Kemitraan dengan berbagai rekanan pendukung0,07 2 0,14
Threats
1 Pemberlakuan MEA 31 Desember 20150,08 3 0,24
2 UU perlindungan konsumen0,07 3 0,21
3 Pemberlakuan UU no. 29 tahun 2005 tentang praktik kedokteran 0,09 3 0,27
4 Pemberlakuan UU no. 24 tahun 2014 tentang BPJS0,08 4 0,32
5 Adanya Pesaing dari grup RS besar berada dekat
dengan lokasi 0,07 3 0,21
6 Kondisi ekonomi belum stabil0,08 3 0,24
7 Produk substitusi makin banyak0,07 2 0,14
1
TOTAL NILAI 2,95
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Internal Factor Evaluation (IFE) Matrix
No. Critical Success Factor Rating AS Skor
1 2 3 4 5 (3X4)
Strengths1 Telah terbentuknya budaya pelayanan 0,07 3 0,21
2 Mulai terbentuknya budaya keselamatan pasien
tidak menyalahkan
0,09 3 0,27
3 Pelayanan dokter spesialis dan sub spesialis yang
cukup lengkap
0,08 4 0,32
4 Peralatan medis dan fasilitas yang lengkap 0,09 3 0,27
5 Adanya pedoman kerja yang lengkap 0,08 2 0,16
6 Adanya sistim informasi yang baik 0,09 3 0,27
Weaknesses
1 Kepemimpinan sering berganti 0,07 4 0,28
2 Dokter-dokter spesialis masih muda dan belum
terkenal
0,08 3 0,24
3 Banyaknya dokter paruh waktu 0,07 4 0,28
4 Banyak karyawan baru dengan kompetensi yang
kurang.
0,06 3 0,18
5 Kinerja keuangan belum baik 0,07 4 0,28
6 Tempat parkir yang terbatas. 0,08 3 0,24
7 kinerja pemasaran belum optimal. 0,07 3 0,21
TOTAL NILAI 3,21
IE Matrix
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Dari hasil IE Matrix, diketahui strategi berada pada sel IV (grow and build), yang berarti
strategi yang cocok untuk RS XYZ adalah strategi intensif (market penetration, market
development, dan product development) dan strategi integratif (backward integration,
forward integration, dan horizontal integration).
Penyusunan Strategi Menggunakan Balanced Scorecard
Dengan menggunakan hasil yang diperoleh dari matrix TOWS, EFE, IFE, dan IE, dapat
disusun peta strategi menggunakan Balanced Scorecard.
Setelah strategy map dibuat, kemudian disusun objective, target, measure, initiative, agar
strategi yang telah dibuat dapat diukur dalam pelaksanaannya.
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NoStrategicObjective
KPI OWNER Measurement IntentUnit of
MeasureMeasurement
FormulaData Elementand Source
Target Strategic Initiative
Learn ing and Growth Perspect ive
1 Competent &qualified Staff
% Training IT/MR/ADMS Identifies the currentcompetency of staff andthe amount of trainingrequired in order tomeet the establishedtarget
% Formula -->HRD
HRD 100% 1. Training needanalysis2. Competency
2 % of meetingcriteria
IT/MR/ADMS 1)This measureidentifies the number of
staff meetingestablished criteria and# of staff not meetingcriteria. 2) It enables a)the organisation toprovide target training;b) to determine thesuccess rate ofrecruitment
% Number of staffmeet criteria /
total number ofstaff
Division 100% 1. Set up this criteriawith HRD 2.
Make assessment
3 DevelopStrategicCompetencies
Training CSS This measure indicatesthe the amount oftraining to be provided
% Number ofhoursattended /number ofhoursallocated
HRD 100% 1. Identify trainingneeds annalysis2. source the training3. implement andmonitor
4 Competency levelof staff
CSS This measure indicatesthe compentencies tobe developed
% Competencydevelopmentrequiremnetfrom analysis
HRD 80% 1. Set up competencycruiteria 2.Conduct competencyassesment
5 Doctors withGoodCredentials
% of doctorsmeeting RS XYZ'scredentials
MS Indicates the % ofdoctors meeting RumahSakit Pondok Indah's
credentials.
% # of doctorsmeeting RSXYZ
credentialis /Total Doctors
MedicalCommittee
100% 1. establish the criteriafor credentials2. conduct assessment
10% per month andstarting from…………….
6 Retrain &RecruitQualified Staff
Good employeeTurnover rate
IT/MR/ADMS 1) Measures the % ofgood employees whoresign, 2) the successof the division's ability toretain good andqualified staff 3) Takecorrective action asappropriate
% # of goodemployeeresign / # ofgood employee
Division 0% Training Development,Career Path, Goodworking environment
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7 CSS 1) Measures the % ofgood employees whoresign, 2) the successof the division's ability toretain good andqualified staff 3) Takecorrective action asappropriate
% # of goodemployee left/# of goodemployee
Division 0% 1. Develop career path2. Adequatecompensation
8 MS 1) Measures the % ofgood doctors whoresign, 2) the successof the division's ability toretain good andqualified doctors, & 3)
Take corrective actionas appropriate
% # of gooddoctors left / #of good doctorsin RS XYZ
Division 0% Condusct medical staffsatisfaction index
9 Nursing 1) Measures the % ofgood employees whoresign, 2) the successof the division's ability toretain good andqualified staff 3) Takecorrective action asappropriate
% # of goodemployee left/# of goodemployee
Division 0% Develop career path,Good environment, bothphysical and mangerialand adequatecompensation
10 % meet criteria IT/MR/ADMS Measures the % ofemployees whosecompetence meets thecriteria establsihed
% # of employeesmeet criteria / #of employees
HRD 100% Effective recruitmentprocedure
11 % of people withright competencies
CSS Measures the % ofsuccess withrecruitment process sothat appropriate actioncould be taken tomprove
% # of peoplewith rightcompetencies /# of totalpeople
HRD 100% 1. Identify trainingneeds annalysis2. source the training3. implement andmonitor
12 % of successfulrecruitment
MS Measures the % ofsuccess withrecruitment process so
that appropriate actioncould be taken tomprove
% # of successfulrecruitment /total
recruitment
HRD 100% 1. Effective assesmentprocess and doctorsmeeting criteria
13 Nursing Measures the % ofsuccess withrecruitment process sothat appropriate actioncould be taken tomprove
% # of successfulnursingrecruitment / #of totalnursingrecruitment
HRD 100% Effective recruitmentprocedure and improveinterview skills
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14 CSI MS Measures whether thecompetence of doctorsin RS XYZ meets theexpectations of thecustomers
index CSI CustomerService
100% Conduct survey twice ayear
15 Highperforming &CustomerFocus
% High Performers Nursing The division requireshigh performing team toproivde excellentservice. This KPI willenable the divisonalhead to determine thelevel of high performers& take approriate action.
% # highperformer/ # ofstaff in thedevision
division 100% 1. develop goodassesment criteria2. Effective recruitmen3. target training &development
16 IT/MR/ADMSdan CSS The division requireshigh performing team toproivde excellentservice. This KPI willenable the divisonalhead to determine thelevel of high performers& take approriate action.
% # highperformer / # ofstaff in thedivision
Division 100% 1. Re-engeeringprocess, innovation (forIT/MR/ADMS)2. Develop goodassesment criteria (forCSS)
17 MS High performers is oneof the Critical Successfactors of ExecellentService. This KPIenables the Div. Headto determine the level ofhigh performers & takeappropriate action
% # of hioghperformers / #of medicalprofesional
100% setting up the criteriahigh performers andevaluate by team(Committee medic,medical director andCEO)
18 CustomerFeedback
IT/MR/ADMSand CSS
Customer Satisfaction(CS) is one the KeyInitiatives of RumahSakit PondokIndah.This KPI enablesthe Div. head to gauge
the level of CS & takeappropriate action tomeet and/or exceedCustomersExpectations
Index Survey CSIand ESI
Division 4 1. Customer servicetraining includingattitude and behaviourassessment (forIT/MR/ADM)2. prepare meaningful
questionaire and set aprocess in place (forCSS)
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19 MS Customer Satisfaction(CS) is one the KeyInitiatives of RumahSakit PondokIndah.This KPI enablesthe Div. head to gaugethe level of CS & takeappropriate action tomeet and/or exceedCustomersExpectations
Index survey CSI andESI
4 Focus customer survey
20 EmployeeProductivity
Nurse/patient ratio
21 Revenue/employee CSS Measures the level of
productivity ofemployee in terms ofgenerating revenue
Rp. Total revevnue
of CSS profitcenter dividedby total FTemployee ofCSS profitcenter
Finance Div
and HRD
1. Reduce unnecessary
process to increase # oftask done2. Effective and efficientrostering
22 Productivity In-Patient
MS to measure theproductivity of doctors
% # of patient / #of hourspractice (Inpatient)
MR 80% Collect the data andevaluate
Internal Perpective
23 ManpowerManagement
% with goodgrading
HRD Measures the % of'good grade' staff sothat appropriate actioncould be taken toincrease the % in orderto plan for successfulreplacement
% # of goodgrade/ # ofstaff
HR 80% 1. Source forinformation2. Look for the best HRpractice and acquiretraining
24 Clearly DefineCareer path
HRD to ensure there is acareer advancement forstaff
% # staff withcareer path/#of staff
HR 80% 1. Source forinformation2. Look for the best HR
practice and acquiretraining
25 % with A & Bgrading
HRD To ensure that is asubstantial number ofemployees are in "A" &"B" categories
% # staff with A &B / # of staff
HR 80% 1. Source forinformation2. Look for the best HRpractice and acquiretraining
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26 AccuracyMedicalservices
% of patientcorrectlydiagnosed within48 hours
MS To measure the % ofaccuracy in diagnosis ofpatients withinestablished timeframe &to enable the div. headto take appropriateaction wherenecessary.
% # accuracy indiagnosis / # ofpatient
MS 100% Establish clinicalpathway, formulamedical SOP, establishmedical auditing teamand collect the data
27 CSI MS to measure whether themedical staff is Fast, Accurate, Caring &Efficient in providingmedical services at RSXYZ & to enable the
div. head to takeappropriate actionwhere necessary
Index survey CS 4 Conduct focus customersurvey once a year
28 IntegratedMedicalService
CSI Medicalservice
MS to measure the level ofintegration of medicalservices & to enable thediv. head to takeappropriat action wherenecessary.
Index survey CS 4 Conduct focus customersurvey once a year
29 Fast &Responsive
% deliveraccording to plan
IT/MR/ADM to measure theefficiency of the IT staffin delievry its actionplan & to takeappropriate actionwhere necessary.
Percentage % meetingtarget
Division 100% 1. Effective IT solution2. good communication3. Improve of businessprocess
30 Reliable &Efficiency
% Breakdown IT/MR/ADM To measure theefficiency level of thedivision in anticipating &taking proactive actionsto prevent/minimse the% of breakdowns
Percentage % breakdown/target
Division 0% Service levelagreements, goodhousekeeping &maintenance
31 % Uptime IT/MR/ADM To measure theefficiency of the system
and equipment & takeappropriate actionwhere necessary.
% % uptime /target
Division 100% Service levelagreements, good
housekeeping &maintenance
32 Efficiency Index IT/MR/ADM to measure theefficiency of the system,equipment and Division& to take appropriateaction hwere necessary
% Survey CSIand ESI
Division 80% Effective IT solution,good communication,improve of businessprocess
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33 Enhancetechnologycapabilities
% new project upon time
IT/MR/ADM to measure the % ofeffective IT aligmentwith businessprocesses
% # of effective ofproject/ target
Division 100% Effective IT solution,good communication,improve of businessprocess
34 IT IntegrationSolution
% of integration IT/MR/ADM to measure the degreeof integrated IT solution& to take action wherenecessary
% # integratedprocess/number of planintegrationprocess
Division 100% Understanding businessprocess, exposure newIT develpment
35 Integrated Seamless Nursing To measure the degreeof integration of workprocesses betweennursing departementand other departments
& to take action wherenecessary.
% # of integratedprocessidentified / # ofintegratedservice
provided
Division 100% To identify of all processin each unit, set up,implement and evaluate
36 Riskmanagement& Compliance
# of risktreatments/ quality
IT/MR/ADM To reduce and/oreliminate the level ofrisk identified
% Identified RiskFactor eachunit
Division 100% Identified risk factor,implement risk mgtprogram, createawareness
37 QualityImprovementProgram
IT/MR/ADM QIP will help thedivision to continouslyimprove its system andprocesss in order toprovide customerssatisfaction and/orexceed customers'expectations.
# number ofimprovementprogramintroduce
Division 1 everymonth
high motivating staff,strong focus QIP, Re-eng work Process,Custm. Feedback
38 RiskManagementProcess
# of risk factoridentified
MS To identify the riskinherent in the medicalservices provided, sowe can take preventiveaction could be taken tominimise and/or reducethe risks
# # of risk factoridentified incategories ofmedical service
Division 5 everymonth
Formulate standsrd, setup standard and followthe SOP
39 # of risk factor
identified
Nursing To identify the risk
inherent in the nursingservices provided, sowe can take preventiveaction could be taken tominimise and/or reducethe risks
# # of risk factor
identified incategories ofnursing service
Division 5 every
month
Indentification risk factor
and socialization aboutrisk and job description
40 RegulatoryPolicy & SOPCompliance
# of non-compliance
IT/MR/ADM Measures the # of non-compliance & enablesthe div head to takeappropriate action toensure compliance to
# # of non-compliance
Division 0 Clear understanding ofregulatory policy andSOP, clearunderstanding trainingand monitoring process
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regulatory Policies andSOP
41 Speed Speed CSS Measures time taken todeliver a particularservice as this is part ofF.A.C.E. integratedservice whichcontrbutes to excellentservice
% Average speedfor all unit
Division 100% 1. To meet requiredstaff competence andquantity by coordinatingwith HARD2. Plan and implementeffective and efficientstaff roistering3. Improve businessprocess
42 Efficient Efficient -Overheads Nursing To measure the degreeof efficient utilisation ofoverheads to takeaction whereappropriate.
Value Direct report onelectricity,watertelephone,overtime /BOR(unit Activity)
Division < 1 Change wrk cul;ture, re-engeer work process,re-training & CQIprogram
43 Accuracy Accuracy Nursing To asses thecapabilities of staff inthe nursing division inproviding accurateservice in accordancewith establishedstandards
% Depends onwhich processthis measure
division 100% 1. Regular training &updates SOP, Monitorperformance.2. Conduct audit
Customer Perspect ive
44 Health &Environmentalsafety
% of reduction inemployees'medical cost
Nursing This measure indicatesthe health status of theemployees & allows thedivisional to takeaproriate action it is toohigh
% Actual versusbuget
HRD < 100% 1. Socialise healthlifestyle2. Take preventiveaction
45 Sick Leave Nursing Measure the amount of
sick leave taken bystaff. It indicate the levelhealth of employee & itwill also appropriateaction to decrease theamount of sick leave.
% Actual versus
buget
HRD < 100% 1. Ensure staff adopt
helath life style.2 Provide counseling………….
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46 Quality Image CSI Nursing To measure thecustomers expectationof quality of nursingcare
Index survey division 4 Improve profesionalismof nursing,develop goodassesment criteria,effective recruitment,target training &development
47 Excellentservice
CSI IT/MR/ADM To get obtain feedbackfrom external customeron the quality serviceprovided and to takeaction to ensurecutomer satisfaction
Index survey Division 4 Improve on businessprocess to ensure CSI
48 IntegratedInformation &IT Solution
# complaintsinternal
IT/MR/ADM Complaint equatesdissatisfaction. This KPImeasure the level ofdissatisfaction on thedegree of integration ofinformation & ITsolutions. This feedbackwould enable the DivHead to improve itsservices to internalcustomers.
# Number ofcomplaint
Division 0 Effective IT solution,good communication,improve of businessprocess
49 # complaintsexternal
IT/MR/ADM Complaint equatesdissatisfaction. This KPImeasure the level ofdissatisfaction on thedegree of integration ofinformation & ITsolutions. This feedbackwould enable the DivHead to improve itsservices to externalcustomers.
# Number ofcomplaint
Division 0 Effective IT solution,good communication,improve of businessprocess
50 Safe patientCare
# of error Nursing Measures the level odquality of nursing care.
# number of error 0
Financial Perspective
51 IncreaseAssetUtilization
Utilization rate IT/MR/ADM This measure will helpthe division to monitoreffectively the software,hardware, programsprovided are fullyutilized in order to
# Log-on rate Division Socialisation, training,up time, down time
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maximise its usage &ROI
52 Minimize Loss Cost from non-compliance
IT/MR/ADM This is ensure that thereis safe and ethicalpractice in the division. Any non compliancewould result in loss tothe organization &action is taken tominimise loss
Rp Amount of loss Division Awareness risk mgtpreventive program,safe practice, auditprocess
53 Litigation Nursing Measure the amount ofcost in litigation. ThisKPI will assist theDivisional Head todetemine the level ofquality andprofesionalism ofnursing services
RiskManagementRepresentativein Nursing
0 1. Ensure policies, SOPare in place 2 Ensureare job description areclearly defined3 Tarining &development, improvecompetency level4 Monitoring
54 Claims Nursing Measure the amount ofcost in claim. This KPIwill assist the DivisionalHead to detemine thelevel of quality andprofesionalism ofnursing services
RiskManagementRepresentativein Nursing
0 1. Ensure policies, SOPare in place 2 Ensureare job description areclearly defined3 Tarining &development, improvecompetency level4 Monitoring
55 Costefficiency
Decreaseoperational cost
IT/MR/ADM To enable the divisionto manage costeffectively and toreduce operational cost
Rp Amount ofoperationalcost
Division as low asreasonablypracticable(ALARP)
Re-enge businessprocess, workefficiently, effectiveroster, reduceoverhead, attend work
improvement program
56 Total Operationalcost
IT/MR/ADM Measures the totaloperation cost inorderfor the Div. Head ot beaware of it Op. Cost &to tak eaction whereappropriate.
% Division as low asreasonablypracticable(ALARP)
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57 ReducedOverhead
Fixed Cost Nursing (drilldown eachunit)
Measureable cost suchas basic salary &allowance. This KPIallows the DivisionalHead to be aware of thefixed cost in his/herdivision, assist in thefuture planning such asmanpower.
Rupiah Total fixoverhead perperiod
FD as low asreasonablypracticable(ALARP)
Monitor
58 Variable Cost Nursing (drilldown eachunit)
Measure cost such asconsumable, over time,electricity, water, etc innursing. This KPI willassist the Divisional
Head to control thedivision variable cost.
Rupiah Total variablecost per period
FD as low asreasonablypracticable(ALARP)
1 Socialize the meaningof variable cost2 Regular checkingbetween activity andvariable expenditure
59 Increase inPatient
# of increasecustomer
Nursing This measure indicatethe number of newcustomer. This KPI willallow management toknow the number ofnew customer to RSXYZ and then use it foranalysis.
Number Number of newcustomer
MarketingDivision
Increaseby 10%
Improve quality ofservice
60 RevenueGrowth
Revenue from newpatients
Marketing Revenue derived fromnew patients
MarketingDivision
Increaseby 10%
1. Aggressive marketing2 Ensure servicequality is maintained
61 Increase No ofCustomer
Total No. ofepisode of care
Marketing Measures totalepisodes of care in outpatient. This KPI givesan indication of
episodes of care.Which enablesmarketing to determinewhetermarketingstrategic is effective ornot.
Number Total record ofepisode of care
MarketingDivision
Increaseby 10%
62 Total increase of inpatient
Marketing Measuring number of inpatients
Number Total increasenumber of In-Patientscompared tolast year
MarketingDivision
Increaseby 10%
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Dengan telah dibuatnya strategy map dan pengukurannya, yang perlu dilakukan selanjutnya
adalah pemantauan setiap bulan untuk memastikan target yang telah ditetapkan tercapai. Jika
target tidak tercapai, action plan harus dibuat agar bulan berikutya target dapat tercapai.