<![CDATA[RSKB Ropanasuri has experienced a decline in service performance over the past two years, reflected by decreases in outpatient visits, surgical procedures, inpatient admissions, and bed utilization. Changes in the National Health Insurance (JKN) policy, digital transformation, technological advances, and increasing competition require the development of an adaptive strategic plan. Objective: To formulate the strategic plan for RSKB Ropanasuri for the 2026–2030 period. Methods: This qualitative descriptive study employed in-depth interviews, document reviews, observations, and the Consensus Decision Making Group (CDMG) approach. Strategic analysis was conducted using the Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), SWOT, Internal–External (IE), and Quantitative Strategic Planning Matrix (QSPM). Results: The IFE score of 2.59 and EFE score of 2.63 positioned RSKB Ropanasuri in Cell V of the IE Matrix (hold and maintain). Priority strategies included organizational transformation and capacity development, enhancement of specialized surgical services, and diversification of non-JKN revenue sources. Conclusion: The 2026–2030 strategic plan focuses on strengthening internal capacity, expanding specialized services, and diversifying revenue to improve competitiveness, service quality, and long-term sustainability. Keywords: QSPM, specialized surgical hospital, strategic planning]]>
Copyrights © 2026
