Strategi Pengelolaan Intensive Care Unit (Icu) Rumah Sakit Dr. Hafiz (RSDH) Cianjur

Abstract

Introduction: ICU critical care units with special medical equipment, special human resources, high funding and reinforced with LOS ICU influence high costs, as well as the prohibition of cost-sharing schemes for BPJS participants making it vulnerable to Froud, thus affecting Hospital income and expenses. It is necessary to prepare an ICU Management Strategy at RSDH Cianjur, especially private hospitals.
Methods: Qualitative case study. Data source 5 people. Data was taken by means of interviews and document review. Data analysis with SWOT Balanced Scorecard, TOWS Balanced Scorecard Matrix, Strategic Themes, Strategic Map, and Strategic Initiatives
Results: Based on the SWOT diagram, the ICU position of Dr. Hospital. Hafiz (RSDH) Ciajur is in quadrant I. The strategy implemented in this condition can support aggressive growth policies (Growth oriented strategy). Based on the TOWS Matrix, the main strategy is applied to strengths and opportunities. KPIs are prepared based on an analysis of the strengths, weaknesses, opportunities and threats of the ICU in a strategic map, in order to achieve the targets of Dr. Hospital's ICU management strategy plan.
Conclusion: RSDH ICU can utilize Strengths and Opportunities as the main strategy in ICU management. The KPIs were prepared based on this analysis, in order to achieve the target of the RSDH Cianjur ICU management strategy plan.