rencana strategis rs xyz

8/20/2019 Rencana Strategis RS XYZ

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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)


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)


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%


18/18

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.

rencana strategis rs xyz

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