Abstrak Latar belakang: COVID-19 dilaporkan menginfeksi manusia pertama kali di Wuhan pada Desember 2019. Kejadian COVID-19 menyebar ke seluruh dunia termasuk Indonesia dan dinyatakan sebagai pandemi oleh World Health Organization. Rumah sakit Mata “Dr. YAP” tidak lepas dari dampak pandemi COVID-19. Business Continuity Plan(BCP) merupakan usaha dalam mempertahankan keberlangsungan suatu bisnis dengan menilai risiko yang ada dan mungkin terjadi, sebagai penyelamat aset saat terjadinya bencana, untuk mencapai tujuan bisnis, menjaga kemampuan operasional, reputasi, pandangan pelanggan, dan pendapatan. Melihat hal tersebut diperlukan penyusunan BCP di RS Mata “Dr. YAP” dalam menghadapi dampak pandemi COVID-19 terhadap manajemen dan pengembangan usaha rumah sakit. Tujuan: Menyusun BCP RS Mata “Dr. YAP” dalam menghadapi dampak pandemi COVID-19 terhadap manajemen dan pengembangan usaha rumah sakit. Metode: Kajian studi deskriptif, penyusunan BCP dengan tahapan penilaian risiko menggunakan Checklist Level of vulnerability dan Business Impact Analysis. Hasil: RS Mata “Dr. YAP” memiliki skor penilaian risiko yang menunjukkan area bisnis tetap rentan walaupun sudah melakukan berbagai tindakan untuk kesiapsiagaan. Dampak pandemi COVID-19 dialami oleh RS Mata “Dr. YAP” dilihat dari aspek SDM, pelayanan, sistem informasi dan teknologi, pelayanan penunjang, keuangan, pengembangan bisnis, dan partnership. BCP disusun berdasarkan analisis dampak bisnis yang telah dilakukan dan rekomendasi rencana pemulihan bencana. Kesimpulan: Penyusunan Business Continuity Plan yang dapat diterapkan di Rumah Sakit Mata “Dr. YAP” difokuskan untuk pengaturan SDM, modifikasi pelayanan, peningkatan kemampuan sistem informasi dan teknologi serta kesiapan dana darurat sehingga kelangsungan dan pengembangan bisnis rumah sakit dapat tercapai. Kata kunci: Business Continuity Plan, COVID-19 , Penilaian risiko, Business Impact Analysis

Background: WHO has designated COVID-19 as a World Public Health Emergency. Success of the district level in handling COVID-19 is determined by the efforts made in these 3 phases: preparedness, response, and recovery. Sleman which has an urban character has its own vulnerabilitie and resources in the COVID-19 pandemic situation. Objective: This study aimed to obtain an overview of the preparedness, response, and recovery in controlling COVID-19. Methods: Qualitative research with a case study design in Sleman using the WHO Practical Actions in Cities to Strength Preparedness Checklist for the COVID-19 Pandemic and Beyond. The research subjects are informants who play a role in Task Force. Data were collected by means of documentation studies, observation, and in-depth interviews. Data validation was done by triangulation of sources and research data. Results: Expert academics and communities are less involved. At the beginning of the pandemic, risk communication was less than optimal to form stakeholder awareness in the government and the community, resulting in poor public compliance with health protocols and public health measures. Mobility restrictions follow national directives. However, compliance monitoring and enforcement of violations are weak. Testing and tracing capacity is still far below the standard. The strategy to increase the capacity of COVID-19 beds in hospitals does not anticipate a surge in cases, and the formation of village shelters has not been maximized. Conclusion: Planning and coordination require improvement by taking into account existing vulnerabilities and involving all resources in the community. Risk communication strategies need to be strengthened according to changing situations and tailored to specific targets using effective media. The government needs to make adjustments to public health measures carefully, taking into account the epidemiological situation, the capacity of the health system, and the socioeconomic conditions of the community.  

Background: Changes in the Hospital (RS) business environment have occurred significantly since JKN was introduced by BPJS Kesehatan. In this era, hospital managers are confused about the following changes and hospital performance is declining. Objective: This study measures the service and financial performance before and after the JKN era. Methods: Descriptive research design with quantitative methods at RSKIA SADEWA. The data used are secondary data from medical record data, hospital service data and financial statements (2011-2019) Results: After the implementation of the JKN program, there was an increase in the number of patient visits by 35.23% for outpatients and 36.43% for inpatients. The percentage of inpatients who used health insurance before the JKN era was only around 3%, and after the JKN era the number increased sharply to 73%. BOR increased by 1.83%. The SC rate decreased by 0.83%. Of all general patients with Caesarean Sectio in RSKIA SADEWA, an average of 54.75% were BPJS participants, but aborted their BPJS rights. The average hospital revenue increased by 93.72%, operating costs decreased 5.78%, HR costs increased 1.52% and net profit increased 4.26%. The proportion of hospital revenue obtained from BPJS patients on average is 26.38% of the total hospital revenue. The average ROA after JKN era increased 5,96%. The average financial quick ratio increased by 443%. The average financial solvency decreased by 0.03. The average CRR increased by 7%. Conclusion: After the JKN era, there was an increase in the number of outpatient and inpatient visits. BOR increases, and SC rate decreases. Financial performance is measured by indicators of ROA, Quick Ratio, solvency and CRR. All indicators show an improvement, and there is no change in the environment after implementing the JKN program. Strict evaluation is needed to maintain and improve the achieved performance.