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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

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.

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
1.
2.

3.

4.
5.
6.

Strengths (S)
Telah terbentuknya
budaya pelayanan
Mulai terbentuknya
budaya keselamatan
pasien tidak menyalahkan
Pelayanan dokter
spesialis dan sub spesialis
yang cukup lengkap
Peralatan medis dan
fasilitas yang lengkap
Adanya karyawan yang
terampil.
Adanya pedoman kerja
yang lengkap

1.
2.

3.
4.

5.
6.

Weaknesses (W)
Kepemimpinan sering
berganti
Dokter-dokter spesialis
masih muda dan belum
terkenal
Banyaknya dokter paruh
waktu
Banyak karyawan baru
dengan kompetensi yang
kurang.
Kinerja keuangan belum
baik
Tempat parkir yang
terbatas.

1.

2.

3.
4.

5.
6.

Opportunities (O)
Terbitnya Permenkes 012
tahun 2012 tentang
Akreditasi
Tingkat Pendidikan
Masyarakat di area
pelayanan yang baik
Perkembangan teknologi
medis yang maju
Kemampuan pelanggan
yang baik dengan jaminan
asuransi dan perusahaan.
Lokasi strategis
Kemitraan dengan
berbagai rekanan
pendukung

Threats (T)
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. Adanya sistim informasi


yang baik
SO Strategies
Mengoptimalkan
kompetensi dokter spesialis
dan sub spesialis dengan
dukungan 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 produktifitas
karyawan 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)

7. kinerja pemasaran belum


optimal.
WO Strategies
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)

ST Strategies
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

WT Strategies
Meningkatkan kesadaran
karyawan dan dokter untuk
mematuhi 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)

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

5 (3X4)

Opportunities
1
2
3

Terbitnya Permenkes 012 tahun 2012 tentang


Akreditasi
Tingkat Pendidikan Masyarakat di area pelayanan
yang baik
Perkembangan teknologi medis yang maju

Kemampuan pelanggan yang baik dengan jaminan


asuransi dan perusahaan.
Lokasi strategis

Kemitraan dengan berbagai rekanan pendukung

0,07

0,14

0,08

0,24

0,08

0,32

0,09

0,27

0,07

0,21

0,07

0,14

0,08

0,24

0,07

0,21

Threats
1

Pemberlakuan MEA 31 Desember 2015

UU perlindungan konsumen

Pemberlakuan UU no. 29 tahun 2005 tentang


praktik kedokteran
Pemberlakuan UU no. 24 tahun 2014 tentang BPJS

0,09

0,27

0,08

0,32

0,07

0,21

Adanya Pesaing dari grup RS besar berada dekat


dengan lokasi
Kondisi ekonomi belum stabil

0,08

0,24

Produk substitusi makin banyak

0,07

0,14

4
5

TOTAL NILAI

2,95

Internal Factor Evaluation (IFE) Matrix


No.

Critical Success Factor

Rating

AS

Skor

5 (3X4)

Strengths
1

Telah terbentuknya budaya pelayanan

0,07

0,21

0,09

0,27

0,08

0,32

Mulai terbentuknya budaya keselamatan pasien


tidak menyalahkan
Pelayanan dokter spesialis dan sub spesialis yang
cukup lengkap
Peralatan medis dan fasilitas yang lengkap

0,09

0,27

Adanya pedoman kerja yang lengkap

0,08

0,16

Adanya sistim informasi yang baik

0,09

0,27

Weaknesses
1

Kepemimpinan sering berganti

0,07

0,28

Dokter-dokter spesialis masih muda dan belum


terkenal
Banyaknya dokter paruh waktu

0,08

0,24

0,07

0,28

0,06

0,18

Banyak karyawan baru dengan kompetensi yang


kurang.
Kinerja keuangan belum baik

0,07

0,28

Tempat parkir yang terbatas.

0,08

0,24

kinerja pemasaran belum optimal.

0,07

0,21

3
4

TOTAL NILAI

IE Matrix

3,21

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.

No

Strategic
Objective

KPI

Unit of
Measure

Measurement
Formula

Data Element
and Source

Formula -->
HRD

HRD

100%

1. Training need
analysis
2. Competency

Number of staff
meet criteria /
total number of
staff

Division

100%

1. Set up this criteria


with HRD
2.
Make assessment

Number of
hours
attended /
number of
hours
allocated
Competency
development
requiremnet
from analysis

HRD

100%

1. Identify training
needs annalysis
2. source the training
3. implement and
monitor

HRD

80%

1. Set up competency
cruiteria
2.
Conduct competency
assesment

100%

1. establish the criteria


for credentials
2. conduct assessment
10% per month and
starting from
.

0%

Training Development,
Career Path, Good
working environment

OWNER

Measurement Intent

% Training

IT/MR/ADMS

% of meeting
criteria

IT/MR/ADMS

Training

CSS

Identifies the current


competency of staff and
the amount of training
required in order to
meet the established
target
1)This measure
identifies the number of
staff meeting
established criteria and
# of staff not meeting
criteria. 2) It enables a)
the organisation to
provide target training;
b) to determine the
success rate of
recruitment
This measure indicates
the the amount of
training to be provided

Competency level
of staff

CSS

This measure indicates


the compentencies to
be developed

Target

Strategic Initiative

Learning and Growth Perspective


1

Competent &
qualified Staff

Develop
Strategic
Competencies

Doctors with
Good
Credentials

% of doctors
meeting RS XYZ's
credentials

MS

Indicates the % of
doctors meeting Rumah
Sakit Pondok Indah's
credentials.

# of doctors
meeting RS
XYZ
credentialis /
Total Doctors

Medical
Committee

Retrain &
Recruit
Qualified Staff

Good employee
Turnover rate

IT/MR/ADMS

1) Measures the % of
good employees who
resign, 2) the success
of the division's ability to
retain good and
qualified staff 3) Take
corrective action as
appropriate

# of good
employee
resign / # of
good employee

Division

CSS

MS

Nursing

10

% meet criteria

IT/MR/ADMS

11

% of people with
right competencies

CSS

12

% of successful
recruitment

MS

13

Nursing

1) Measures the % of
good employees who
resign, 2) the success
of the division's ability to
retain good and
qualified staff 3) Take
corrective action as
appropriate
1) Measures the % of
good doctors who
resign, 2) the success
of the division's ability to
retain good and
qualified doctors, & 3)
Take corrective action
as appropriate
1) Measures the % of
good employees who
resign, 2) the success
of the division's ability to
retain good and
qualified staff 3) Take
corrective action as
appropriate
Measures the % of
employees whose
competence meets the
criteria establsihed
Measures the % of
success with
recruitment process so
that appropriate action
could be taken to
mprove
Measures the % of
success with
recruitment process so
that appropriate action
could be taken to
mprove
Measures the % of
success with
recruitment process so
that appropriate action
could be taken to
mprove

# of good
employee left/
# of good
employee

Division

0%

1. Develop career path


2. Adequate
compensation

# of good
doctors left / #
of good doctors
in RS XYZ

Division

0%

Condusct medical staff


satisfaction index

# of good
employee left/
# of good
employee

Division

0%

Develop career path,


Good environment, both
physical and mangerial
and adequate
compensation

# of employees
meet criteria / #
of employees

HRD

100%

Effective recruitment
procedure

# of people
with right
competencies /
# of total
people

HRD

100%

1. Identify training
needs annalysis
2. source the training
3. implement and
monitor

# of successful
recruitment /
total
recruitment

HRD

100%

1. Effective assesment
process and doctors
meeting criteria

# of successful
nursing
recruitment / #
of totalnursing
recruitment

HRD

100%

Effective recruitment
procedure and improve
interview skills

14

15

High
performing &
Customer
Focus

CSI

MS

% High Performers

Nursing

16

IT/MR/ADMS
dan CSS

17

MS

18

Customer
Feedback

IT/MR/ADMS
and CSS

Measures whether the


competence of doctors
in RS XYZ meets the
expectations of the
customers
The division requires
high performing team to
proivde excellent
service. This KPI will
enable the divisonal
head to determine the
level of high performers
& take approriate action
.
The division requires
high performing team to
proivde excellent
service. This KPI will
enable the divisonal
head to determine the
level of high performers
& take approriate action
.
High performers is one
of the Critical Success
factors of Execellent
Service. This KPI
enables the Div. Head
to determine the level of
high performers & take
appropriate action
Customer Satisfaction
(CS) is one the Key
Initiatives of Rumah
Sakit Pondok
Indah.This KPI enables
the Div. head to gauge
the level of CS & take
appropriate action to
meet and/or exceed
Customers
Expectations

index

CSI

Customer
Service

# high
performer/ # of
staff in the
devision

division

100%

1. develop good
assesment criteria
2. Effective recruitmen
3. target training &
development

# high
performer / # of
staff in the
division

Division

100%

1. Re-engeering
process, innovation (for
IT/MR/ADMS)
2. Develop good
assesment criteria (for
CSS)

# of hiogh
performers / #
of medical
profesional

100%

setting up the criteria


high performers and
evaluate by team
(Committee medic,
medical director and
CEO)

Index

Survey CSI
and ESI

1. Customer service
training including
attitude and behaviour
assessment (for
IT/MR/ADM)
2. prepare meaningful
questionaire and set a
process in place (for
CSS)

Division

100%

Conduct survey twice a


year

19

20

Employee
Productivity

MS

Customer Satisfaction
(CS) is one the Key
Initiatives of Rumah
Sakit Pondok
Indah.This KPI enables
the Div. head to gauge
the level of CS & take
appropriate action to
meet and/or exceed
Customers
Expectations

Index

survey CSI and


ESI

Focus customer survey

Nurse/patient ratio

21

Revenue/employee

CSS

Measures the level of


productivity of
employee in terms of
generating revenue

Rp.

Total revevnue
of CSS profit
center divided
by total FT
employee of
CSS profit
center

Finance Div
and HRD

1. Reduce unnecessary
process to increase # of
task done
2. Effective and efficient
rostering

22

Productivity InPatient

MS

to measure the
productivity of doctors

# of patient / #
of hours
practice (In
patient)

MR

80%

Collect the data and


evaluate

% with good
grading

HRD

# of good
grade/ # of
staff

HR

80%

1. Source for
information
2. Look for the best HR
practice and acquire
training

24

Clearly Define
Career path

HRD

Measures the % of
'good grade' staff so
that appropriate action
could be taken to
increase the % in order
to plan for successful
replacement
to ensure there is a
career advancement for
staff

# staff with
career path/#
of staff

HR

80%

1. Source for
information
2. Look for the best HR
practice and acquire
training

25

% with A & B
grading

HRD

To ensure that is a
substantial number of
employees are in "A" &
"B" categories

# staff with A &


B / # of staff

HR

80%

1. Source for
information
2. Look for the best HR
practice and acquire
training

Internal Perpective
23

Manpower
Management

26

Accuracy
Medical
services

27

% of patient
correctly
diagnosed within
48 hours

MS

CSI

MS

28

Integrated
Medical
Service

CSI Medical
service

MS

29

Fast &
Responsive

% deliver
according to plan

IT/MR/ADM

30

Reliable &
Efficiency

% Breakdown

IT/MR/ADM

31

% Uptime

IT/MR/ADM

32

Efficiency Index

IT/MR/ADM

To measure the % of
accuracy in diagnosis of
patients within
established timeframe &
to enable the div. head
to take appropriate
action where
necessary.
to measure whether the
medical staff is Fast,
Accurate, Caring &
Efficient in providing
medical services at RS
XYZ & to enable the
div. head to take
appropriate action
where necessary
to measure the level of
integration of medical
services & to enable the
div. head to take
appropriat action where
necessary.
to measure the
efficiency of the IT staff
in delievry its action
plan & to take
appropriate action
where necessary.
To measure the
efficiency level of the
division in anticipating &
taking proactive actions
to prevent/minimse the
% of breakdowns
To measure the
efficiency of the system
and equipment & take
appropriate action
where necessary.
to measure the
efficiency of the system,
equipment and Division
& to take appropriate
action hwere necessary

# accuracy in
diagnosis / # of
patient

MS

100%

Establish clinical
pathway, formula
medical SOP, establish
medical auditing team
and collect the data

Index

survey

CS

Conduct focus customer


survey once a year

Index

survey

CS

Conduct focus customer


survey once a year

Percentage

% meeting
target

Division

100%

Percentage

% breakdown/
target

Division

0%

Service level
agreements, good
housekeeping &
maintenance

% uptime /
target

Division

100%

Service level
agreements, good
housekeeping &
maintenance

Survey CSI
and ESI

Division

80%

1. Effective IT solution
2. good communication
3. Improve of business
process

Effective IT solution,
good communication,
improve of business
process

33

Enhance
technology
capabilities

% new project up
on time

IT/MR/ADM

34

IT Integration
Solution

% of integration

IT/MR/ADM

35

Integrated

Seamless

Nursing

36

Risk
management
& Compliance

# of risk
treatments/ quality

IT/MR/ADM

Quality
Improvement
Program

IT/MR/ADM

# of risk factor
identified

MS

# of risk factor
identified

Nursing

# of noncompliance

IT/MR/ADM

37

38

Risk
Management
Process

39

40

Regulatory
Policy & SOP
Compliance

to measure the % of
effective IT aligment
with business
processes
to measure the degree
of integrated IT solution
& to take action where
necessary

# of effective of
project/ target

Division

100%

Division

100%

To measure the degree


of integration of work
processes between
nursing departement
and other departments
& to take action where
necessary.
To reduce and/or
eliminate the level of
risk identified

# integrated
process/
number of plan
integration
process
# of integrated
process
identified / # of
integrated
service
provided

Division

100%

To identify of all process


in each unit, set up,
implement and evaluate

Identified Risk
Factor each
unit

Division

100%

Identified risk factor,


implement risk mgt
program, create
awareness

QIP will help the


division to continously
improve its system and
processs in order to
provide customers
satisfaction and/or
exceed customers'
expectations.
To identify the risk
inherent in the medical
services provided, so
we can take preventive
action could be taken to
minimise and/or reduce
the risks
To identify the risk
inherent in the nursing
services provided, so
we can take preventive
action could be taken to
minimise and/or reduce
the risks
Measures the # of noncompliance & enables
the div head to take
appropriate action to
ensure compliance to

number of
improvement
program
introduce

Division

1 every
month

high motivating staff,


strong focus QIP, Reeng work Process,
Custm. Feedback

# of risk factor
identified in
categories of
medical service

Division

5 every
month

Formulate standsrd, set


up standard and follow
the SOP

# of risk factor
identified in
categories of
nursing service

Division

5 every
month

Indentification risk factor


and socialization about
risk and job description

# of noncompliance

Division

Effective IT solution,
good communication,
improve of business
process
Understanding business
process, exposure new
IT develpment

Clear understanding of
regulatory policy and
SOP, clear
understanding training
and monitoring process

regulatory Policies and


SOP

41

Speed

Speed

CSS

Measures time taken to


deliver a particular
service as this is part of
F.A.C.E. integrated
service which
contrbutes to excellent
service

Average speed
for all unit

Division

100%

1. To meet required
staff competence and
quantity by coordinating
with HARD
2. Plan and implement
effective and efficient
staff roistering
3. Improve business
process
Change wrk cul;ture, reengeer work process,
re-training & CQI
program

42

Efficient

Efficient Overheads

Nursing

To measure the degree


of efficient utilisation of
overheads to take
action where
appropriate.

Value

Direct report on
electricity,
water
telephone,
overtime /BOR
(unit Activity)

Division

<1

43

Accuracy

Accuracy

Nursing

To asses the
capabilities of staff in
the nursing division in
providing accurate
service in accordance
with established
standards

Depends on
which process
this measure

division

100%

1. Regular training &


updates SOP, Monitor
performance.
2. Conduct audit

% of reduction in
employees'
medical cost

Nursing

Actual versus
buget

HRD

< 100%

1. Socialise health
lifestyle
2. Take preventive
action

Sick Leave

Nursing

This measure indicates


the health status of the
employees & allows the
divisional to take
aproriate action it is too
high
Measure the amount of
sick leave taken by
staff. It indicate the level
health of employee & it
will also appropriate
action to decrease the
amount of sick leave.

Actual versus
buget

HRD

< 100%

1. Ensure staff adopt


helath life style.
2 Provide counseling
.

Customer Perspective
44

45

Health &
Environmental
safety

46

Quality Image

CSI

Nursing

To measure the
customers expectation
of quality of nursing
care

Index

survey

division

Improve profesionalism
of nursing,develop good
assesment criteria,
effective recruitment,
target training &
development

47

Excellent
service

CSI

IT/MR/ADM

Index

survey

Division

Improve on business
process to ensure CSI

48

Integrated
Information &
IT Solution

# complaints
internal

IT/MR/ADM

Number of
complaint

Division

Effective IT solution,
good communication,
improve of business
process

# complaints
external

IT/MR/ADM

Number of
complaint

Division

Effective IT solution,
good communication,
improve of business
process

# of error

Nursing

To get obtain feedback


from external customer
on the quality service
provided and to take
action to ensure
cutomer satisfaction
Complaint equates
dissatisfaction. This KPI
measure the level of
dissatisfaction on the
degree of integration of
information & IT
solutions. This feedback
would enable the Div
Head to improve its
services to internal
customers.
Complaint equates
dissatisfaction. This KPI
measure the level of
dissatisfaction on the
degree of integration of
information & IT
solutions. This feedback
would enable the Div
Head to improve its
services to external
customers.
Measures the level od
quality of nursing care.

number of error

This measure will help


the division to monitor
effectively the software,
hardware, programs
provided are fully
utilized in order to

Log-on rate

49

50

Safe patient
Care

Financial Perspective
51

Increase
Asset
Utilization

Utilization rate

IT/MR/ADM

Division

Socialisation, training,
up time, down time

maximise its usage &


ROI

52

Cost from noncompliance

IT/MR/ADM

53

Litigation

Nursing

54

Claims

Nursing

Measure the amount of


cost in claim. This KPI
will assist the Divisional
Head to detemine the
level of quality and
profesionalism of
nursing services

Decrease
operational cost

IT/MR/ADM

To enable the division


to manage cost
effectively and to
reduce operational cost

Rp

Total Operational
cost

IT/MR/ADM

Measures the total


operation cost inorder
for the Div. Head ot be
aware of it Op. Cost &
to tak eaction where
appropriate.

55

56

Minimize Loss

Cost
efficiency

This is ensure that there


is safe and ethical
practice in the division.
Any non compliance
would result in loss to
the organization &
action is taken to
minimise loss
Measure the amount of
cost in litigation. This
KPI will assist the
Divisional Head to
detemine the level of
quality and
profesionalism of
nursing services

Rp

Amount of loss

Amount of
operational
cost

Division

Awareness risk mgt


preventive program,
safe practice, audit
process

Risk
Management
Representative
in Nursing

1. Ensure policies, SOP


are in place 2 Ensure
are job description are
clearly defined
3 Tarining &
development, improve
competency level
4 Monitoring

Risk
Management
Representative
in Nursing

1. Ensure policies, SOP


are in place 2 Ensure
are job description are
clearly defined
3 Tarining &
development, improve
competency level
4 Monitoring

Division

as low as
reasonably
practicable
(ALARP)

Division

as low as
reasonably
practicable
(ALARP)

Re-enge business
process, work
efficiently, effective
roster, reduce
overhead, attend work
improvement program

57

Reduced
Overhead

58

Fixed Cost

Nursing (drill
down each
unit)

Variable Cost

Nursing (drill
down each
unit)

59

Increase in
Patient

# of increase
customer

Nursing

60

Revenue
Growth

Revenue from new


patients

Marketing

61

Increase No of
Customer

Total No. of
episode of care

Marketing

Total increase of in
patient

Marketing

62

Measureable cost such


as basic salary &
allowance. This KPI
allows the Divisional
Head to be aware of the
fixed cost in his/her
division, assist in the
future planning such as
manpower.
Measure cost such as
consumable, over time,
electricity, water, etc in
nursing. This KPI will
assist the Divisional
Head to control the
division variable cost.
This measure indicate
the number of new
customer. This KPI will
allow management to
know the number of
new customer to RS
XYZ and then use it for
analysis.
Revenue derived from
new patients

Rupiah

Total fix
overhead per
period

FD

as low as
reasonably
practicable
(ALARP)

Monitor

Rupiah

Total variable
cost per period

FD

as low as
reasonably
practicable
(ALARP)

1 Socialize the meaning


of variable cost
2 Regular checking
between activity and
variable expenditure

Number

Number of new
customer

Marketing
Division

Increase
by 10%

Improve quality of
service

Marketing
Division

Increase
by 10%

1. Aggressive marketing
2 Ensure service
quality is maintained

Measures total
episodes of care in out
patient. This KPI gives
an indication of
episodes of care.
Which enables
marketing to determine
whetermarketing
strategic is effective or
not.
Measuring number of in
patients

Number

Total record of
episode of care

Marketing
Division

Increase
by 10%

Number

Total increase
number of InPatients
compared to
last year

Marketing
Division

Increase
by 10%

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.