<![CDATA[Fadhila Maternal and Child Hospital (RSIA) Batusangkar faces several strategic challenges, including suboptimal financial performance, limitations in facilities and infrastructure, insufficient human resources, and increasing competition in healthcare services. These conditions indicate the need for a strategic plan that is aligned with the hospital's internal capabilities and external environmental changes. This study aims to formulate a strategic plan for Fadhila Maternal and Child Hospital for the 2026–2030 period. This study employed a qualitative descriptive approach involving 19 informants selected through purposive sampling. Data were collected through in-depth interviews, observation, and document review. Strategic analysis was conducted using the Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Internal-External (IE), Grand Strategy, Strategic Position and Action Evaluation (SPACE), and Quantitative Strategic Planning Matrix (QSPM). The results showed an IFE score of 2.965 and an EFE score of 2.984. The IE Matrix positioned the hospital in Cell V (hold and maintain), while the Grand Strategy Matrix placed it in Quadrant I and the SPACE Matrix positioned it in the conservative quadrant. The QSPM analysis identified five strategic priorities, with the highest priority being the gradual improvement of medical and non-medical facilities and infrastructure (STAS 5.458), followed by improving the quantity and quality of human resources (STAS 5.358) and strengthening market penetration through promotion and referral networks (STAS 5.171). The study concludes that the strategic direction of Fadhila Maternal and Child Hospital should focus on product development and market penetration while strengthening internal capacity to support sustainable growth.]]>
