PENGUATAN TATA KELOLA PROGRAM KESEHATAN MELALUI PENDAMPINGAN PERENCANAAN DAN AKUNTABILITAS KINERJA

Siti Aisyah Solechah; Syamsul Arifin; Nita Pujianti; Muhammad Irwan Setiawan; Lia Anggraini

doi:10.31764/jmm.v10i5.42111

PENGUATAN TATA KELOLA PROGRAM KESEHATAN MELALUI PENDAMPINGAN PERENCANAAN DAN AKUNTABILITAS KINERJA

Siti Aisyah Solechah, Syamsul Arifin, Nita Pujianti, Muhammad Irwan Setiawan, Lia Anggraini

Abstract

Abstrak: Permasalahan mitra adalah draft Rencana Kerja (Renja) 2025 yang belum sepenuhnya sesuai dengan Permendagri Nomor 86 Tahun 2017; sejumlah narasi, tabel, dan subbab pada Bab II-V masih belum lengkap. Kegiatan ini bertujuan. memperkuat tata kelola program kesehatan melalui penguatan hard skill dan soft skill peserta. Hard skill yang ditargetkan meliputi kemampuan menelaah dan menyusun Renja sesuai regulasi, menyelaraskan Renja dengan Renstra, RKPD, SPM, indikator kinerja, dan pendanaan, serta memahami akuntabilitas kinerja. Soft skill yang ditargetkan meliputi koordinasi, komunikasi, kolaborasi, dan advokasi lintas unit. Pendampingan dilaksanakan April–Oktober 2024 melalui enam rapat koordinasi dan lima workshop yang melibatkan tim perencana, bidang/subkoordinator, puskesmas, dan rumah sakit. Evaluasi menggunakan telaah dokumen, observasi proses, diskusi, dan verifikasi keluaran. Tidak tersedia instrumen pre-test/post-test kompetensi; karena itu, indikator keberhasilan didasarkan pada kemajuan dokumen dan keluaran kelembagaan, yaitu kesesuaian lima bab utama Renja, finalisasi rancangan Renja 2025, tersusunnya SOP penyusunan Renja, dan komitmen bersama implementasi Renja. Pada monitoring 29 Juni, tiga dari lima bab utama (60%) telahtelah sesuai secara struktural. Selanjutnya dihasilkan rancangan akhir Renja 2025, SOP penyusunan Renja, dan komitmen bersama.

Abstract: The participants’ main problem was the 2025 Annual Work Plan (Renja) draft, which was not fully compliant with Ministry of Home Affairs Regulation No. 86/2017, with several narratives, tables, and subsections incomplete. This activity aimed to strengthen health program governance by enhancing participants’ hard and soft skills. Targeted hard skills included reviewing and preparing Renja in accordance with regulations, aligning Renja with the Strategic Plan (Renstra), Regional Government Work Plan (RKPD), Minimum Service Standards (SPM), performance indicators, and financing, and understanding performance accountability. Targeted soft skills included coordination, communication, collaboration, and cross-unit advocacy. The assistance was conducted from April to October 2024 through six coordination meetings and five workshops involving planning teams, program units, primary health centers, and hospitals. Evaluation used document review, process observation, discussion, and output verification. As no pre-test/post-test competency instrument was available, success indicators were based on document improvement and institutional outputs: structural compliance of the five Renja chapters, finalization of the 2025 Renja draft, a Renja preparation SOP, and a joint commitment to Renja implementation. By June 29, three of five main chapters (60%) were structurally compliant. The activity subsequently produced the final 2025 Renja draft, Renja preparation SOP, and joint commitment.

Keywords

Assistance; Health Governance; Health Planning; Performance Accountability; Work Plan.

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DOI: https://doi.org/10.31764/jmm.v10i5.42111