Key Indicators
19 KPIs
Covers BLU governance, HR, graduates, research, community service, and achievements.
General Administration Division
LAKIP 2023 in a complete, lightweight, and easy-to-browse HTML format.
This page rewrites the main content of LAKIP 2023 into a lighter HTML format so that readers can browse chapters, indicators, and important follow-ups without relying on a PDF file viewer.
Overview
Quick highlights of institutional performance in 2023
LAKIP 2023 shows very strong performance in BLU revenue, service modernization, UKOM graduation rates, priority research, and student achievements, with one main concern regarding the ratio of BLU revenue to operational costs which is slightly below target.
Average Achievement
206,82%
A total of 18 out of 19 indicators met or exceeded targets.
BLU Revenue
Rp55.86 B
From the target of Rp51.25 billion set in 2023.
Active Students
4.625
Diploma III and Applied Bachelor students registered in 2023.
UKOM Graduation
98,62%
Exceeded the competency exam graduation target at 97.15%.
Student Achievements
121
Consisting of 3 regency, 5 provincial, 95 national, and 18 international levels.
Executive Summary
Mandate, performance results, and why this document is important
LAKIP 2023 was prepared as an annual accountability report of Poltekkes Kemenkes Bandung on the implementation of duties and functions during one fiscal year. This document serves as a form of accountability to the Ministry of Health, stakeholders, and the public.
Performance measurement results show that 18 out of 19 indicators met or exceeded targets. This aggregate achievement demonstrates that the strengthening of BLU governance, educational quality, and the research ecosystem progressed in tandem throughout 2023.
The document also emphasizes that performance results do not stop at achievement figures, but must be followed by tangible improvements in tracer studies, planning quality, HR capacity, and information technology-based services.
19 key indicators
Performance indicator map used in LAKIP 2023
The 2023 indicator structure shows a balance between BLU governance, educational quality, graduates, internationalization, research, community service, and academic community achievements.
BLU Governance
- Percentage of BLU revenue realization against operating costs
- Revenue realization of Poltekkes BLU
- Revenue realization from asset optimization
- Percentage of BLU modernization completion
- Poltekkes development roadmap
HR and Educational Quality
- Number of lecturers who do not yet have lecturer certification despite 2 years in functional positions
- Number of permanent lecturers with associate professor and/or professor qualifications
- Percentage of English proficiency of KI lecturers at intermediate level
- Percentage of competency test pass rate
- Addition of study programs accredited as 'excellent'
Graduates and Internationalization
- Alumni tracer study response rate
- Percentage of graduate absorption in government-owned healthcare facilities
- Number of nursing graduates
- Addition of foreign language proficiency other than English for KI
Research, Community Service, and Achievements
- Number of research studies implemented for stunting, TB, communicable diseases, non-communicable diseases, and maternal and child health
- Number of research outputs that can be utilized for health resilience
- Number of community service outputs aligned with health transformation priorities
- Lecturer achievements
- Student achievements
2023 Achievements
Target, realization, and percentage of indicator achievement
This table lists the most relevant indicators for the general reader. The achievement percentage in the last column is displayed according to the figures written in the 2023 source document.
| Group | Indicator | Target | Realization | Achievement |
|---|---|---|---|---|
| BLU Governance | BLU revenue to operating expenses | 49,70% | 48,88% | 98,35% |
| BLU Governance | Poltekkes BLU revenue | Rp51.25 B | Rp55.86 B | 119,89% |
| BLU Governance | Asset optimization revenue | Rp3.34 B | Rp4.03 B | 120,86% |
| BLU Governance | Completion of BLU modernization | 122% | 186,20% | 137,36% |
| BLU Governance | Poltekkes development roadmap | 1 document | 1 document | 100,00% |
| HR and Quality | Uncertified lecturers who have held a functional position for 2 years | decreased to 14 lecturers | decreased by 12 lecturers | 147,10% |
| HR and Quality | Associate professors / professors | 32 lecturers | 35 lecturers | 106,25% |
| HR and Quality | English proficiency of KI lecturers | 50% | 100% | 200,00% |
| HR and Quality | Competency test pass rate | 97,15% | 98,62% | 101,51% |
| HR and Quality | Excellent study programs meeting the reaccreditation timeline | 1 study program | 1 study program | 100,00% |
| Graduates | Tracer study response rate | 80% | 94,50% | 101,51% |
| Graduates | Graduate absorption in government healthcare facilities | 15% | 16,49% | 109,93% |
| Graduates | Nurse graduates working abroad | 4 people | 11 people | 275,00% |
| Graduates | Foreign language proficiency other than English for KI | 1 language | 1 language | 100,00% |
| Research, Community Service, and Achievements | Research on stunting, TB, infectious diseases, non-communicable diseases, and maternal and child health | 3 research projects | 30 research projects | 1000,00% |
| Research, Community Service, and Achievements | Research outputs for health resilience | 1 research | 3 research projects | 300,00% |
| Research, Community Service, and Achievements | Community service outputs for health transformation priorities | 1 MoU | 5 MoUs | 500,00% |
| Research, Community Service, and Achievements | Lecturer achievements | 2 lecturers | 2 lecturers | 100,00% |
| Research, Community Service, and Achievements | Student achievements | 63 achievements | 121 achievements | 192,06% |
BLU Revenue
Rp55.86 billion
BLU revenue exceeded the annual target and demonstrates the institution's capacity to generate stronger service revenue than initially planned.
Asset Optimization
Rp4.03 billion
Asset optimization revenue was above target, indicating increasingly productive utilization of BLU assets.
BLU Modernization
186,20%
The completion of BLU modernization was one of the highlights as it far exceeded the target and underscored the strengthening of information system-based services.
UKOM Graduation
98,62%
The competency test pass rate remains very high, indicating that the readiness of health vocational graduates is well maintained.
Priority Research
30 research projects
Research supporting health transformation priorities far exceeded targets, especially for stunting, TB, PM, PTM, and KIA.
Student Achievements
121 achievements
Student achievements surged sharply, with accomplishments distributed across district, provincial, national, and international levels.
Main Chapter
Four chapters that form the structure of the 2023 LAKIP document
This section makes it easier for visitors to understand the contents of the document before entering the long HTML version that follows the official LAKIP flow.
Chapter I: Introduction
Explains the background of the LAKIP preparation, the position of Poltekkes as a Technical Implementation Unit (UPT) of the Ministry of Health, tasks and functions, organization, resources, as well as the institution's vision and mission.
Chapter II: Performance Planning and Target Setting
Summarizes the policy direction of the RPJMN and health transformation, the nine Poltekkes strategies, the performance agreement of 19 indicators, and information on the initial ceiling and revised budget for 2023.
Chapter III: Performance Accountability
Outlines the measurement of 19 indicators, comparison of targets and realization, analysis of supporting factors, and explanations of areas that still require attention.
Chapter IV: Closing
Confirms that 18 indicators have achieved their targets, then closes with follow-up plans in the form of strengthening tracer studies, coordination, HR capacity, and IT service innovation.
18 out of 19 indicators achieved
The 2023 performance is classified as very strong because only one indicator has not yet achieved the annual target, while the others met or exceeded their targets.
One indicator that needs attention
The percentage of BLU revenue realization against operating costs is slightly below the target, so cost control and revenue strengthening remain important.
Key lessons learned
Strengthening governance, partnerships, and institutional support enables priority research, student achievements, and overseas graduate placement to grow together.
Follow-up actions
Improvement agenda emphasized after the 2023 evaluation
Lightweight HTML Document
The main content of LAKIP 2023 rewritten into HTML
This section replaces the need to open PDF files to read the main content of the document. The focus is to make LAKIP 2023 load faster, remain comfortable to read on mobile devices, and easier to navigate by leadership, auditors, partners, and the general public.
Semantic HTML
Without page-by-page facsimile
Tables and core figures are retained
Preface
The official tone of the document and the purpose of its preparation
The foreword of the 2023 LAKIP confirms that this document was prepared as a performance accountability tool for Poltekkes Kemenkes Bandung for the implementation of its main duties and functions from January to December 2023.
The introduction also positions LAKIP as a basis for determining strategic and accountable development steps, so that the annual evaluation results can be effectively translated into follow-up policies.
This HTML version maintains the official framework of the document: foreword, executive summary, four main chapters, indicator tables, budget overview, and follow-up plans.
Complete Executive Summary
Chapter I
Introduction
A. Background and Position
Poltekkes Kemenkes Bandung is designated as a technical implementation unit within the Ministry of Health and is responsible to the Directorate General of Health Workers. In 2023, this institution has 20 study programs spread across Bandung, Cimahi, Karawang, and Bogor.
All study programs have been accredited, while Poltekkes also develops diploma, applied bachelor, and professional pathways as a foundation for providing competent health human resources.
B. Duties, Functions, and Accountability
The main duty of Poltekkes is to organize vocational education in the health sector and, upon meeting the requirements, professional education. Its supporting functions include education, research, community service, quality assurance, cooperation, data and information, public relations, evaluation, and general administration.
As a BLU working unit, Poltekkes is also required to strengthen financial management and services so that the improvement of education quality goes hand in hand with the improvement of governance.
- Preparation of plans, programs, and budgets.
- Implementation of education, research, and community service.
- Quality assurance, cooperation, and information data management.
- Academic, student affairs, financial, personnel, and general administration.
C. Organization and Resources
The 2023 organizational structure includes the director, three vice directors, SPI, the Academic and General Administration Division, supporting centers, service units, and departments overseeing various study programs.
The document also records 440 employees, 197 functional lecturers, and 4,625 active students as vital resources supporting the annual performance achievements.
D. Vision and Mission
The institution's vision is to become a health higher education institution that is excellent in applied technology, character-oriented, and internationally competitive. The meanings of excellent, character-oriented, and internationally competitive in the document are always linked to graduate quality, integrity, leadership, and a global quality orientation.
The institution's seven missions then serve as the basis for formulating educational programs, research, community service, character building, study program development, and educational BLU governance.
Study Programs
20
Consists of Diploma III, Applied Bachelor, and Professional levels.
Employees
440
Includes PNS, PPPK, and non-PNS who support academic and general services.
Students
4.625
Active students of Diploma III and Applied Bachelor in 2023.
Chapter II
Performance Planning and Determination
Chapter II links the 2023 LAKIP with the policy direction of the 2020-2024 RPJMN, the health transformation of the Ministry of Health, and the focus of the Directorate General of Health Workers on the fulfillment and quality improvement of health workers.
In this context, the policy direction of Poltekkes Kemenkes Bandung is positioned as strengthening the implementation of vocational and professional education that meets the quality standards of health professionals while having a competitive advantage and international competitiveness.
Poltekkes Strategy 2023
- Increasing human resource capacity through further education, internships, and scientific training.
- Developing and reorienting the curriculum to be responsive to the dynamics of labor market needs.
- Developing quality learning facilities supported by the use of information technology.
- Developing new study programs in accordance with healthcare service needs and pioneering international classes.
- Developing research and community service innovations through study centers and collaboration with local governments, the private sector, industry, and higher education institutions.
- Organizing student character building through student organizations and extracurricular activities.
- Developing Poltekkes business through professionally managed collaborations.
- Developing information technology to support service modernization.
- Strengthening internal and external quality assurance systems to achieve excellence
| Group | Indicator | 2023 Target | Definition Notes |
|---|---|---|---|
| BLU Governance | BLU revenue to operating expenses | 49,70% | Measuring the ability of BLU revenue to cover operational costs. |
| BLU Governance | Poltekkes BLU revenue | Rp51,250,000,000 | Total revenue from services, partnerships, grants, rentals, and financial services. |
| BLU Governance | Revenue from asset optimization | Rp3,338,019,379 | Revenue from the management of BLU's fixed and current assets. |
| BLU Governance | Completion of BLU modernization | 122% | Progress in the development of information systems and modernization of BLU services. |
| BLU Governance | Poltekkes development roadmap | 1 document | Institutional development direction document. |
| Human Resources | Lecturers without lecturer certification who have held a functional position for 2 years | decreased to 14 lecturers | Decrease in the number of lecturers who do not yet hold an educator certificate. |
| Human Resources | Associate professors and/or professors | 32 lecturers | Number of permanent lecturers with high academic ranks. |
| Human Resources | English proficiency of KI lecturers | 50% | International class lecturers with a minimum TOEFL ITP of 475 or equivalent. |
| Education | Competency test pass rate | 97,15% | Percentage of competent first-takers in the current year. |
| Education | Addition of excellent study programs | 1 study program | Study programs that meet the reaccreditation timeline and upgrade to 'excellent' status. |
| Graduates | Tracer study response rate | 80% | Percentage of Poltekkes alumni tracer study responses. |
| Graduates | Graduate absorption in government healthcare facilities | 15% | Absorption of graduates in government-owned healthcare facilities. |
| Graduates | Nurse graduates working abroad | 4 people | Number of nurse graduates accepted to work in the international job market. |
| Graduates | Foreign languages other than English for KI | 1 language | Addition of mastery of an additional foreign language for international classes. |
| Research | Priority research on health transformation | 3 research projects | Research implemented for stunting, TB, infectious diseases, non-communicable diseases, and maternal and child health. |
| Research | Research outputs for health resilience | 1 research | Research outputs that can be further utilized in health resilience. |
| Community Service | Community service outputs for health transformation priorities | 1 MoU | Partnerships and community service outputs that support health transformation priorities. |
| Prestasi | Lecturer achievements | 2 lecturers | National and international achievements relevant to the lecturer's field. |
| Prestasi | Student achievements | 63 achievements | Student achievements across competition levels. |
Chapter III
Performance Accountability
Chapter III explains performance measurement as a process of comparing actual results against targets for each indicator. The year 2023 is the third year of implementing the 2020-2024 Strategic Plan (Renstra) and serves as an important point to assess the consistency of the institution's achievements.
The following interactive component highlights the indicators whose figures are read most consistently in the source document, allowing readers to quickly compare the written targets, actual results, and achievements.
BLU Revenue
Rp55.86 billionBLU revenue achievement demonstrates the institution's capacity to generate service revenue above the annual target.
Asset Revenue
Rp4.03 billionRevenue from asset optimization shows that BLU assets are being utilized more productively and are contributing to financial performance.
Priority Research
30 research projectsResearch supporting stunting, TB, infectious diseases, non-communicable diseases, and maternal and child health far exceeded targets, indicating highly active applied research capacity.
Health Security Outputs
3 research projectsResearch outputs that can be utilized in health security are three times above the annual target.
Priority Community Service
5 MoUsCommunity service outputs aligned with health transformation priorities reached five times the annual target.
Student Achievements
121 achievementsStudent achievements span district, provincial, national, and international levels, with accomplishments far exceeding the target.
Chapter IV
Closing and Follow-Up
The closing chapter concludes that the 2023 performance was generally very strong, with 18 out of a total of 19 indicators achieving their targets. This achievement is seen as the result of the collective efforts of the entire academic community and relevant stakeholders.
The document also reminds that subsequent performance strengthening must start from planning, implementation, evaluation, and budget utilization so that improvements do not only occur at the reporting stage.
Brief Appendix