IS Strategic Plan in Syarifah Ambami Rato Ebu (SYAMRABU) Hospital

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

Lukman Hakim Achmad J 9109205418

IT/IS Strategic Plan - Lukman

Background 

There are no standardized against IT/IS –



There are no data integration among Strategic Business Unit (SBU) – –



SBU will implement IT/IS if necessary

duplication of patients health record might be occurred SBU stored different patients health record (last updated)

Does patients health record valid? IT/IS Strategic Plan - Lukman

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? – –



How to define application portfolio? –

–



Corresponding to hospital’s business requirements inline with hospital’s business objectives 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 IT/IS Strategic Plan - Lukman

Research Method 3.1 Tahap Pendahuluan 3.1.1 Mendefinisikan Latar Belakang, Perumusan masalah, tujuan dan manfaat penelitian 3.1.3 Memahami kondisi RSUD Syamrabu

3.1.2 Studi Literatur 3.2 Tahap Pengumpulan Data dan Informasi Mengumpulkan data yang akan dijadikan acuan atau dasar dalam pembuatan perencanaan strategis TI/SI 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

Metodologi Penelitian


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 IT/IS Strategic Plan - Lukman

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


Value Chain Analysis


Value Chain Analysis


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 IT/IS Strategic Plan - Lukman

Vision, Mission, and Strategy Visi: Menjadi rumah sakit sentra rujukan se-pulau Madura

Misi:

· · ·

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. Strategi Keaungan: Pencapaian Kemandirian Financial Customer: Peningkatan kepuasan dan loyalitas pelanggan/pasien Proses Bisnis: Peningkatan Pelayanan dan Produktifitas Kerja Pembelajaran dan Pengembangan: Peningkatan Kesiapan sumber daya


Keuangan

Strategy maps

Pelanggan

Peningkatan pelayanan yang berkualitas di sector pelayanan

Pembelajaran & Pengembangan

Peningkatan relasi dengan pasien

Proses Bisnis

Pengaturan Biaya Operasional

Meningkatkan kepuasan pelanggan

Akuntabilitas Keuangan

Menciptakan loyalias pasien

Otomasi proses bisnis

Meningkatnya Jumlah Pasien

Penetapan dan pencapaian standar pelayanan

Penetapan kualifikasi Memiliki budaya organisasi karyawan yang sesuai visi dan misi

Kemandirian Finansial

Terselenggaranya produk layanan kesehatan berbasis standar mutu

Peningkatan kerja sama dengan pihak ketiga

Perencanaan dan pengembangan sistem informasi yang berkelanjutan


Peningkatan Sistem Pemasaran

Pelatihan dan pengembangan sumber daya manusia

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

Measures:

Critical Success Factors:

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

Dengan: · Realisasi biaya yang tidak melebisi anggarang · Monitoring anggaran

Sistem dan Informasi yang diperlukan Kebutuhan Informasi · Jumlah Anggaran · Program tahunan · Jumlah Income · Jumlah Outcome


CSFs Financial Perspectives Objektif : Terbentuknya Akuntabilitas Keuangan

Measures:


· Hasil Audit Laporan keuangan BLUD RSUD · Hasil evaluasi atas Laporan Akuntabilitas Kinerja Instansi Pemerintah (LAKIP)

Dengan: · Meningkatkan sistem pelaporan kinerja dan keuangan

Sistem dan Informasi yang diperlukan Kebutuah Informasi · Laporan Keuangan · Jumlah Anggaran · Jumlah Income · Jumlah Outcome


CSFs Customer Perspectives Objektif : Meningkatkan Kepuasan Pelanggan

Measures: · Menurunnya Keluhan pasien · Jumlah kunjungan pasien meningkat · Meningkatnya jumlah masyarakat yang memanfaatkan rumah sakit.


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

Sistem dan Informasi yang diperlukan Kebutuhan Informasi · Prosedur Tetap Pelayanan · Evaluasi Kinerja · Keluhan Pasien


CSFs Internal Business Perspective Objektif : Otomasi Proses Bisnis

Measures:


· Menggunakan bebagai macam aplikasi untuk mendukung kegiatan operasional rumah sakit

Deengan: · Memanfaatkan sistem dan Teknologi Informasi

Sistem dan Informasi yang diperlukan Kebutuhan Sistem dan Informasi: · Proses Bisnis · Data Pasien · Data terkait dengan Manajemen Rumah sakit · Data Paramedis


Potential Application 

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, IT/IS Strategic Plan - Lukman

Matrix McFarlan

· · · ·

Strategic

High Potential

Sistem Informasi Rumah Sakit

Sistem Informasi Rumah Sakit

Modul Manajemen Rumah Sakit Modul Promosi Modul Kerjasama Knowledge management

· Modul Customer Relationship Management · Aplikasi Terintegrasi dengan pihak Ketiga

Sistem Informasi Rumah Sakit · · · · · · · · ·

Modul Rawat Jalan · Modul Kamar Obat/ Farmasi Modul Rawat Inap · Modul Klinik KB Modul Rawat Darurat Modul Kasir Modul Persalinan Modul Kamar Operasi Modul Radiologi Modul Laboratorium Modul Rekam Medik

Sistem Informasi Rumah Sakit · · · · · · ·

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

Key Operational


· Modul Gudang · Modul Keuangan

Support

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 IT/IS Strategic Plan - Lukman

Conclusions 

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


Victory loves preparation

THANK YOU VERY MUCH


IS Strategic Plan in Syarifah Ambami Rato Ebu (SYAMRABU) Hospital

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