IT/IS Strategic Plan in Syarifah Ambami Rato Ebu … · Metodologi Penelitian 3.1 Tahap Pendahuluan ... Hasil Audit Laporan keuangan BLUD RSUD ... Modul Rekam Medik xModul Kamar Obat

Lukman Hakim Achmad J 9109205418

IT/IS Strategic Plan in Syarifah Ambami Rato Ebu (SYAMRABU)

Hospital

IT/IS Strategic Plan - Lukman

Background

There are no standardized against IT/IS – SBU will implement IT/IS if necessary

There are no data integration among Strategic Business Unit (SBU) – duplication of patients health record might be

occurred – SBU stored different patients health record (last

updated) Does patients health record valid?


Background

What should to do with Information Technology? – doesn’t recognized what should to do or how

implement IT to deliver business objectives – how IT implementation will be in future? – does current IT implementation enough to deliver

hospital’s business objectives?


Statement of Problems

How to make IT/IS strategic plan? – Corresponding to hospital’s business requirements – inline with hospital’s business objectives

How to define application portfolio? – every strategic business unit – based on routines

How to identify the advantage? – contribution each application against hospital’s

routines IT/IS Strategic Plan - Lukman

Objectives

Formalize IT/IS strategic plan corresponding to SYAMRABU hospital business strategy

Define information system needed – application to support or deliver business objectives

today and future To identify contribution of application against

hospital’s business strategy – using matrix developed by McFarlan


Research Method


Metodologi Penelitian

3.1 Tahap Pendahuluan

3.1.1

Mendefinisikan Latar Belakang, Perumusan

masalah, tujuan dan manfaat penelitian

3.1.2

Studi Literatur

3.1.3

Memahami kondisi

RSUD Syamrabu

Mengumpulkan data yang akan dijadikan acuan atau dasar

dalam pembuatan perencanaan strategis TI/SI

3.2 Tahap Pengumpulan Data dan Informasi

3.3 Tahap Interpretasi Kondisi Saat Ini

3.3.1

Analisa Kondisi

Internal Perusahaan

3.3.2

Analisa Kondisi

Eksternal Perusahaan

3.3.3

Analisa SWOT

3.4 Tahap Interpretasi Kondisi Masa Mendatang

3.4.1

Analisa Value Chain

3.4.2

Analisa Balanced

Scorecard

3.4.3

Analisa Critical

Success Factor

3.5 Perencanaan Strategis TI/SI

3.5.1

Mendifinisikan

Potensi Aplikasi

3.5.2

Metrik Mc Farlan

3.5.4

Arsitektur Aplikasi

SWOT Strategy (SO)

Gain financial independence Usage integrated application with third-parties

– Bridging System integrate PT. ASKES with health service provider or hospital

Improvement in medical care sector


SWOT Strategy (WO)

Formalize IT/IS strategic plan Developing integrated hospital information

system – internal (among strategic business unit) and

external (third-parties) Increase the number of paramedic Developing “clinic at afternoon”


SWOT Strategy (ST)

Improve the quality service of health – to increase competitiveness and compete with

private hospital Exploit budget (including government funding

help) – invest newest technology and developing hospital

information system – maintain and obtain fresh medical equipment


SWOT Strategy (WT)

Define qualification in recruitment process Optimize medical care Developing training program to increase

competitiveness


Value Chain Analysis

In this research we divide Value Chain Analysis into two main parts (i.e. main routines and support routines) – main routines: pre-medical care, medical care, and

post-medical care – support routines: culture of organization, structure of

organization, human resources






Balanced Scorecard

Balanced Scorecard is used to measure performance of organization (hospital). – In this research we use 4 perspective (i.e. financial,

customer, internal business, and innovation and learning

In every perspective there are two or more strategy to deliver hospital’s business objective – Every strategy in each perspective will explain in

strategy maps


Vision, Mission, and Strategy


Visi:Menjadi rumah sakit sentra

rujukan se-pulau Madura

· Meningkatkan pelayanan kesehatan paripurna, bermutu, professional serta terjangkau oleh seluruh lapisan masyarakat.

· Meningkatkan cakupan dan jangkauan pelayanan kesehatan.

· Meningkatkan pelayanan administrasi dan manajemen rumah sakit.

Misi:

Keaungan:Pencapaian Kemandirian FinancialCustomer:Peningkatan kepuasan dan loyalitas pelanggan/pasienProses Bisnis:Peningkatan Pelayanan dan Produktifitas KerjaPembelajaran dan Pengembangan:Peningkatan Kesiapan sumber daya

Strategi

Strategy maps


Pem

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Penetapan kualifikasi karyawan

Pelatihan dan pengembangan sumber

daya manusia

Perencanaan dan pengembangan sistem

informasi yang berkelanjutan

Memiliki budaya organisasi yang sesuai visi dan misi

Peningkatan pelayanan yang berkualitas di sector

pelayanan

Otomasi proses bisnis

Peningkatan kerja sama dengan pihak

ketiga

Penetapan dan pencapaian standar

pelayanan

Peningkatan Sistem Pemasaran

Peningkatan relasi dengan

pasien

Terselenggaranya produk layanan

kesehatan berbasis standar mutu

Menciptakan loyalias pasien

Meningkatnya Jumlah Pasien

Kemandirian FinansialAkuntabilitas KeuanganPengaturan Biaya

Operasional

Meningkatkan kepuasan pelanggan

Critical Success Factors

Identify paces should do to deliver hospital’s business objectives. – Corresponding to defined hospital’s strategy maps

Combined with Balanced Scorecard Analysis – to ensure IT/IS strategy are inline with hospital’s

business objectives


CSFs Financial Perspective


Objektif :Kemandirian Finansial

Critical Success Factors:

Sistem dan Informasi yang diperlukan

Measures: Dengan:· Realisasi biaya yang

tidak melebisi anggarang

· Monitoring anggaran

Kebutuhan Informasi· Jumlah Anggaran· Program tahunan· Jumlah Income· Jumlah Outcome

· Sales Growth Rate· Cost Recovery Ratio· Tingkat Kemandirian Keuangan

CSFs Financial Perspectives


Objektif :Terbentuknya Akuntabilitas Keuangan

Measures: Critical Success Factors:


Dengan:· Meningkatkan sistem

pelaporan kinerja dan keuangan

· Hasil Audit Laporan keuangan BLUD RSUD· Hasil evaluasi atas Laporan Akuntabilitas

Kinerja Instansi Pemerintah (LAKIP)

Kebutuah Informasi· Laporan Keuangan· Jumlah Anggaran· Jumlah Income· Jumlah Outcome

CSFs Customer Perspectives




Measures:

Objektif :Meningkatkan Kepuasan Pelanggan

· Menurunnya Keluhan pasien· Jumlah kunjungan pasien meningkat· Meningkatnya jumlah masyarakat yang

memanfaatkan rumah sakit.

Kebutuhan Informasi· Prosedur Tetap Pelayanan· Evaluasi Kinerja· Keluhan Pasien

Dengan:· Standarisasi Pelayanan Kesehatan· Meningkatkan kompetensi paramedis· Memberikan pelayanan yang responsif· Meningkatkan intensitas hubungan dengan pasien

CSFs Internal Business Perspective




Measures:

Objektif :Otomasi Proses Bisnis

· Menggunakan bebagai macam aplikasi untuk mendukung kegiatan operasional rumah sakit

Deengan:· Memanfaatkan sistem dan

Teknologi Informasi

Kebutuhan Sistem dan Informasi:· Proses Bisnis· Data Pasien· Data terkait dengan Manajemen Rumah

sakit· Data Paramedis

Corresponding to routines analysis (shown on table 5.2), there are 26 potential application for all strategic business unit. – The applications are outpatient, inpatient,

emergency, birth, surgery, medical records, human resources, hospital management, medical warehouse, pharmacy, laboratory, radiology, antenatal, cashier, knowledge management, partnership, performance measures,


Potential Application

Matrix McFarlan


Key Operational

Strategic High Potential

Support

Sistem Informasi Rumah Sakit

Sistem Informasi Rumah Sakit Sistem Informasi Rumah Sakit

Sistem Informasi Rumah Sakit

· Modul Rawat Jalan· Modul Rawat Inap· Modul Rawat Darurat· Modul Kasir· Modul Persalinan· Modul Kamar Operasi· Modul Radiologi· Modul Laboratorium· Modul Rekam Medik

· Modul Kamar Obat/ Farmasi· Modul Klinik KB

· Modul Manajemen Rumah Sakit· Modul Promosi· Modul Kerjasama· Knowledge management

· Aplikasi Perkantoran· Web Site· Email System· Modul Penilaian Kinerja· Modul Logistik· Modul Personalia· Modul Penggajian

· Modul Customer Relationship Management· Aplikasi Terintegrasi dengan pihak Ketiga

· Modul Gudang· Modul Keuangan

Conclusions

The combination of Balanced Scorecard and Critical Success Factors is an effective way to identify potential application corresponding to hospital’s business objectives and Value Chain Analysis used to consolidate information among strategic business unit.

Corresponding to routines analysis obtained 26 potential applications


Conclusions

Usage of Matrix developed by McFarlan to identify the contribution each potential application against hospital’s routines and business objectives


THANK YOU VERY MUCH Victory loves preparation


Documents

IT/IS Strategic Plan in Syarifah Ambami Rato Ebu … · Metodologi Penelitian 3.1 Tahap Pendahuluan ... Hasil Audit Laporan keuangan BLUD RSUD ... Modul Rekam Medik xModul Kamar Obat