Plenty of mangrove rehabilitation programs have been implemented on the northern coast of Java, including in Karawang Regency, both by the community and private companies’ participation through Corporate Social Responsibility (CSR). Over ten years, millions of mangrove plants have been planted. However, the results and impacts on the ecology and socio-economy have not been widely evaluated. An assessment and evaluation of the mangrove rehabilitation were carried out to determine the mangrove rehabilitation program’s results and effectiveness. This paper aims to determine rehabilitation’s condition and its impact on ecology and socio-economic surrounding the rehabilitation area. Mangrove rehabilitation activities at the northern coast of Karawang Regency have been provided new evidence that planting mangroves for rehabilitation purposes can not be seen as tree planting activities only. However, the impact and multiplier effects of its extraordinary benefits have not been paid much attention. Rehabilitation results have provided significant results, seen from the increase in the mangrove area, ecosystem quality, and positive impacts on ecology and significant socio-economic impacts indirect impacts, secondary impacts or cumulative impacts. It is necessary to develop and utilize rehabilitation results through a good socio-economic and institutional development approach to impact the community positively.

The development of science and technology, especially information and communication technology, has been encouraged the hospital to compete with each other in creating innovation in the various fields using the management information system to achieve the best hospital performance. This study aims to analyze the hospital's strategic plan and the implementation, which focuses on the innovations. This study applied a case study with a descriptive qualitative approach. The data were gathered by analyzing the secondary data in the form of a hospital strategic plan, conducting the interview and Focus Group Discussion (FGD) to investigate its implementation. The participants of Focus Group Discussions (FGD) were 13 participants consisting of top managers and middle managers. The researchers also interviewed the Human Resource Manager and Training and Development Manager. This study revealed that the hospital had conducted innovations in supporting the implementation of hospital strategic plans to implement the management information system. However, some management information systems have been developed, while others are still in the planning process. Additionally, the indicator in assessing the achievement of vision and mission does not exist yet.

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