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All Journal Jurnal Manajemen Pelayanan Kesehatan (The Indonesian Journal of Health Service Management)
Ni Luh Putu Eka Putri Andayani
Pusat Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat, dan Keperawatan Universitas Gadjah Mada
Health Professions Public Health

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STRATEGI BUSINESS CONTINUITY PLAN UNTUK KEBERLANGSUNGAN RS MATA “DR. YAP” Sandy Febriyanto; Adi Utarini; Ni Luh Putu Eka Putri Andayani
Journal of Health Service Management Vol 25 No 02 (2022)
Publisher : Departemen Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat, dan Keperawatan, Universitas Gadjah Mada, Yogyakarta Jl. Farmako Sekip Utara Yogyakarta 55281 Telp 0274-547490

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (353.362 KB) | DOI: 10.22146/jmpk.v25i02.4945

Abstract

Abstrak Latar belakang: COVID-19 dilaporkan menginfeksi manusia pertama kali di Wuhan pada Desember 2019. Kejadian COVID-19 menyebar ke seluruh dunia termasuk Indonesia dan dinyatakan sebagai pandemi oleh World Health Organization. Rumah sakit Mata “Dr. YAP” tidak lepas dari dampak pandemi COVID-19. Business Continuity Plan(BCP) merupakan usaha dalam mempertahankan keberlangsungan suatu bisnis dengan menilai risiko yang ada dan mungkin terjadi, sebagai penyelamat aset saat terjadinya bencana, untuk mencapai tujuan bisnis, menjaga kemampuan operasional, reputasi, pandangan pelanggan, dan pendapatan. Melihat hal tersebut diperlukan penyusunan BCP di RS Mata “Dr. YAP” dalam menghadapi dampak pandemi COVID-19 terhadap manajemen dan pengembangan usaha rumah sakit. Tujuan: Menyusun BCP RS Mata “Dr. YAP” dalam menghadapi dampak pandemi COVID-19 terhadap manajemen dan pengembangan usaha rumah sakit. Metode: Kajian studi deskriptif, penyusunan BCP dengan tahapan penilaian risiko menggunakan Checklist Level of vulnerability dan Business Impact Analysis. Hasil: RS Mata “Dr. YAP” memiliki skor penilaian risiko yang menunjukkan area bisnis tetap rentan walaupun sudah melakukan berbagai tindakan untuk kesiapsiagaan. Dampak pandemi COVID-19 dialami oleh RS Mata “Dr. YAP” dilihat dari aspek SDM, pelayanan, sistem informasi dan teknologi, pelayanan penunjang, keuangan, pengembangan bisnis, dan partnership. BCP disusun berdasarkan analisis dampak bisnis yang telah dilakukan dan rekomendasi rencana pemulihan bencana. Kesimpulan: Penyusunan Business Continuity Plan yang dapat diterapkan di Rumah Sakit Mata “Dr. YAP” difokuskan untuk pengaturan SDM, modifikasi pelayanan, peningkatan kemampuan sistem informasi dan teknologi serta kesiapan dana darurat sehingga kelangsungan dan pengembangan bisnis rumah sakit dapat tercapai. Kata kunci: Business Continuity Plan, COVID-19 , Penilaian risiko, Business Impact Analysis
STRATEGI SURVIVAL KLINIK YOGA DARMA Albert Yosua; Susilowati; Ni Luh Putu Eka Putri Andayani
Journal of Health Service Management Vol 25 No 01 (2022)
Publisher : Departemen Kebijakan dan Manajemen Kesehatan, Fakultas Kedokteran, Kesehatan Masyarakat, dan Keperawatan, Universitas Gadjah Mada, Yogyakarta Jl. Farmako Sekip Utara Yogyakarta 55281 Telp 0274-547490

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (395.169 KB)

Abstract

Background: Yoga Darma Clinic, as a non-profit organization, is expected to survive in health services. There is a shift in revenue, where non-profit organizations are becoming more like for-profit organizations – becoming more professional and independent. The number of outpatient and inpatient visits has not reached the target, affecting the amount of income received by the clinic. The total operating expenses of the clinic are still greater than the income, so the Yoga Darma Clinic still receives subsidies from the foundation. Yoga Darma Clinic is expected to continue to exist in health services and be more independent in its operations. It takes innovation, adaptability to change, excellent service, and competitiveness. Therefore, an appropriate survival strategy is needed for the clinic to survive. Objective: To determine the right survival strategy for the clinic to survive. Methods: This research uses the type of research capstone project. The data were obtained through in-depth interviews with the purposive sampling method of sample selection. The data obtained from the interviews were triangulated by examining secondary data from observations and documentation. Results: This study found that the strength factors (strengths) had a score of 1.32 while the weaknesses (weaknesses) had a score of -1.02. The total IFAS score is 0.3. Furthermore, the opportunity factors (opportunities) have a score of 1.08, and the threat factors (threats) have a score of -1.20. The total EFAS score is -0.12. Conclusion: The SWOT analysis conducted by the researcher shows that the clinic is in quadrant II, meaning that the clinic must use a diversification strategy to maximize strengths and overcome existing threats.
Co-Authors Adi Utarini Albert Yosua Sandy Febriyanto Susilowati