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"Kepuasan pelanggan merupakan hasil kerjasama seluruh divisi, frontline maupun supporting division. Kualitas kerjasama manajemen operasi antar divisi berfluktuasi, berakibat pada kualitas pelayanan baik internal maupun eksternal melayani pelanggan. Karena customer expected value terus berkembang dan pentingnya kerjasama antar divisi diperlukan pemetaan dan pengetahuan yang memadai mengenai kualitas kerjasama.Pada penelitian awal ditemukan fenomena collaborative workplace dalam hubungan kerja antar divisi, diketahui sering dilakukan diskusi dan kontak informal antar personal dari berbagai divisi untuk membahas permasalahan, termasuk mencari cara dan prosedur baru dalam pelaksanaan pekerjaan dan mengatasi klaim pelanggan. Karena itu menarik untuk meneliti fenomena tersebut dengan menggunakan kerangka teori collaborative workplace.Organisasi berkembang dari entrepreneurial phase ke collaboration phase. Organisasi yang masuk tahap dewasa mengalami the red-tape crisis ditandai penerapan aturan formal dan prosedur birokratis diterapkan secara universal serta hubungan kerja impersonal. Organisasi tidak efektif, ketidakpuasan meningkat, managemen melakukan breakdown birokrasi dengan tujuan control yang lebih, tidak ada gambaran yang jelas bagaiman sistem, aturan dan prosedur bekerja karena lambatnya mesin birokrasi.Ketika red-tape crisis teratasi, organisasi memasuki collaboration phase. Teamwork digunakan untuk merepersonaliti hubungan kerja, distribusi tugas terdiferensiasi, ada share responsibility ke dalam team work dan unit organisasi, pekerjaan terintegrasi secara komprehensif. Kompleksitas pembuatan aturan dan pengambilan keputusan diregulasi dan direorganisasi ke dalam team work. Manajemen fokus membangun trust-based relationship, tujuannya integrasi internal melalui sharing knowledge, sharing skill dan collaborative leadership.Collaborative workplace merupakan collaborative design yaitu desain organisasi yang memiliki kecerdasan bekerjasama daripada hanya dibatasi teknologi, spesialisasi dan membatasi keanggotaan orang dalam kelompok. Collaborative workplace memiliki lima elemen yaitu; collaborative culture, collaborative leadership, strategic vision, collaborative team proses dan collaborative structure.Fenomena collaborative workplace pada latar belakang masalah dapat menciptakan kepuasan kerja, pada saat yang sama menghasilkan kualitas pelayanan, karena itu menarik untuk meneliti situasi collaborative workplace yang terjadi. Maka pokok permasalahan yang menjadi fokus penelitian adalah; 1) Sejauh mana situasi collaborative workplace terjadi? 2) Pada level manajemen apa situasi collaborative workplace berjalan? 3) Intervensi manajemen apa yang diperlukan agar situasi collaborative workplace makin kuat? 4) Peluang apa yang dapat diraih dari situasi collaborative workplace?Analisis menggunakan teori collaborative workplace, akan tetapi karena keterbatasan yang ada hanya dilakukan pada aspek budaya atau collaborative culture. Collaborative culture menjadi dasar situasi collaborative workplace yaitu kerangka kerja dan budaya kerja baru yang menggantikan hirarki sebagai dasar kita diarahkan, diatur dan diorganisasikan. Pengorganisasian dilaksanakan secara across group teams. Prinsipnya dibangun atas penghormatan pada budaya, asumsi dasar kerja dan pemahaman pada realitas bagaimana usaha seharusnys dijalankan. Collaborative culture memiliki dasar-dasar nilai yang disebut collaborative work ethic, terdiri ; respect for people, honor and integrity, ownership and aligenment, consensus, trust based relationship full responsibility and accountability serta recognition and growth.Penelitian menggunakan metode deskriptif, objeknya hubungan kerja antar divisi, tujuannya untuk menggambarkan sifat hubungan kerja yang sedang berjalan dan memeriksa sebab-sebab dari gejala collaborative workplace, kemudian dianalisis berdasarkan kerangka teori secara kualitatif. Pengumpulan data dilakukan melalui kajian pustakan, kuisioner, wawancara, dan FGD. Menggunakan purposive sampling dengan sample adalah 4 orang manager dan 10 asisten manager. Skala pengukuran yang digunakan semantic differential.Kesimpulannya menunjukan situasi collaborative workplace berada pada kategori tinggi, baik pada level asisten manager (nilai rata-rata 3,853) maupun pada level manager (nilai rata-rata 3,478) dengan selisih 0,376. Artinya nilai-nilai collaborative workplace ; respect for people; honor and integrity, ownership and aligenment, consensus, trust-ased relationship, full responsibility & accountability serta recognition and growth telah mendasari hubungan kerja namun demikian masih diperlukan sejumlah improvement dalam pelaksanaan nilai-nilai tertentu agar diperoleh peluang-peluang yang menguntungkan perusahaan.

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Customer satisfaction resulted by a whole divisions working together. Both frontline and supporting divisions. Integration among divisions running fluctuate, the condition resulted a fluctuate service quality both internally and externally to service the customer. Because of a customer expected value growth and crucial point of divisions working together, we need a clearly map and comprehensive information about how working together quality.

On preliminary research found a collaborative workplace phenomenon in workforce relationship among divisions, informal discussion and direct contact created by personally across division and across group, to accomplishing problem and find a new rules and procedures, and how to create a responsive customer care effectively. It's interesting to research about the phenomenon through which collaborative workplace theory framework.

Organization lifecycle moves through entrepreneurial phase to collaboration phase. Mature Organization ends with the red-tape crisis, is what bureaucracy a bad name. Attempts to apply formal rules and procedures in a universal and impersonal manner create an organizational environment that becomes not only ineffective, but increasingly distasteful to workers. Things will generally worsen when management's first response to the breakdown of bureaucratic control is to implement even more control. The problem reaches crisis proportions when employees either cannot figure out how to make the system of rules and procedures work.

If the organization is to emerge the red-tape crisis it will generally proceed to a collaboration phase. During this phase the organization uses teamwork as a means of re-personalizing the organization by distributing the now over-differentiated task into more recognizable chunks and assigning shared responsibility for them to groups of individuals in ways that make work once again comprehensible. What was to complex for rule making to regulate can be reorganized into smaller unit managed from within as a teams. A greater focus on trust and collaboration is often required in these circumstances, requires a qualitative change in organizational form as well as in the integrations skill and leadership styles demanded of managers.

Collaborative workplace is a collaborative design, the objective is to create a work process in which the exact new information will emerge to enable the participants to create new knowledge, and thus to solve the problems at hand. Collaborative workplace element are; collaborative culture, collaborative leadership, strategic vision, collaborative team process and collaborative structure.

Collaborative workplace phenomenon, according to these research background create a workforce satisfaction, at the same times resulted a service quality, its interesting, than arranged a fundamental research problems as focus of this research are: 1) How far collaborative workplace climate run? 2) At what management level collaborative workplace climate run? 3) What kind management intervention needs to drive a strong collaborative workplace climate? 4) What kind opportunity will get by organization through collaborative workplace climate?

Analyzed through collaborative workplace theory framework, but restricted just only on culture aspect called collaborative culture. Collaborative culture become basic of collaborative workplace climate, that is a new cultural framework that can replace hierarchy as the basis for how we lead, manage, and organize work. This principle not only honors these fundamental assumption and our cultural heritage, but also recognizes the realities of what it take to run a business. As cultural framework for leading and managing enterprise, collaboration is a work ethic that govern human behavior in the organization across groups, team, and even companies. The core values are respect for people, honor and integrity, ownership and alignment, consensus, trust-based relationship, full responsibility and accountability and recognition and growth.

This research used descriptive method, the object's is inter divisions work relationship, the goal is to describe what like work relationship run and to analyze collaborative workplace environment, than analyzed qualitatively through theory framework. Data collecting through library research, questioner, interview, and focus group discussion (FGD). Sampling purposive used with 4 Managers and 10 Managers Assistance as respondent. Measurement scale arrangement with semantic differential.

The conclusion is collaborative workplace climate working on a highs category both of Manager Assistance level (rate value = 3,853) and Manager level (rate value = 3,478), the gap rate value 0,375. This means collaborative workplace core values; respect for people, honor and integrity, ownership and alignment, consensus, trust-based relationship, full responsibility and accountability, and recognition and growth are running well and become a foundation of work relationship but it's needed some management improvement to implement some core values through which get new opportunities for the enterprise."

"ABSTRACTTesis ini membahas mengenai evaluasi Divisi SPI dan Konsultan Eksternal dalam praktik manajemen risiko yang dilakukan di Divisi Operasi PT. Pelabuhan Indonesia II (Persero) Cabang Tanjung Priok.Terkait dengan praktik manajemen risiko, perusahaan menggunakan jasa konsultan eksternal untuk membantu pelaksanaan manajemen risiko di lingkungan perusahaan. Namun selepas itu, sampai sekarang SPI belum melakukan evaluasi atas kecukupan manajemen risiko. Fungsi SPI mengalami perubahan dari watchdog menjadi konsultan meskipun belum sekalipun melakukan konsultasi kepada jajaran komisaris. Masih terdapat kekurangan-kekurangan yang perlu diperbaiki Divisi Penilaian Risiko dalam menjalankan fungsinya. Terkait pengendalian internal, SPI memiliki kendala dalam jumlah personil SPI yang dinilai sangat kurang untuk melaksanakan fungsinya sebagai pengawas jalannya tata kelola. Program whistleblower juga belum digalakkan sebagai salah satu sarana pengendalian internal yang mamadai

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ABSTRACTThis thesis amplifies to the evaluation of Internal Audit Division and External Consultant in risk management practices that were carried out in Operational Division of PT. Pelabuhan Indonesia II (Persero) Cabang Tanjung Priok.Related to the risk management practices, the company had assigned external consultants to assist the implementation of risk management within corporate environment. But until now, Internal Audit Division has not evaluated the adequacy of risk management. Internal Audit Division has changed its role from being a watchdog to be a consultant, although not even once that Internal Audit Division gave consulting activities to the board of commissioners. There are number of deficiencies that still need to be improved by Risk Assessment Division in carrying out its functions. Related to internal control, Internal Audit Division has shortage of personnel onboard to be considered as sufficient to perform monitoring function of governance. Whistleblower program has not encouraged as one way to improve adequacy of internal controls"

"Kanker sigmoid merupakan salah satu penyakit keganasan pada saluran gastrointestinal yang banyak dialami pada masyarakat perkotan. Kanker sigmoid dapat menyebar ke secara langsung ke organ terdekatnya seperti ovarium. Salah satu tindakan pembedahan yang dapat dilakukan adalah dengan operasi sigmoidektomi dan histerektomi. Berdasarkan jurnal terkait, pasien paska operasi sigmoidektomi dan histerektomi berisiko masing-masing sebesar 14 dan 54 untuk terjadi injuri uretra dengan gejala kelemahan pada spingter uretra sehingga dapat menyebabkan inkontinensia urine. Salah satu tindakan keperawatan yang dapat dilakukan untuk mencegah masalah tersebut ialah dengan melakukan latihan kegel. Latihan kegel yang dilkukan secara rutin dapat membantu meningkatkan kekuatan otot pelvis dan menguatkan sfingter uretra. Latihan dilakukan bertahap sebanyak 4x10 set dalam sehari. Evaluasi latihan kegel dilakukan dengan palpasi bladder untuk mengevaluasi pengosongan bladder setelah miksi. Sebelum latihan kegel dilakukan, penanganan manajemen nyeri pada pasien paska operasi harus dilakukan dengan baik terlebih dahulu agar toleransi latihan kegel tinggi sehingga latihan dapat dilakukan.

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Sigmoid cancer is a malignancy of the gastrointestinal tract that is experienced by the urban community. Sigmoid cancer can spread directly to nearby organs such as ovary. One of the surgery choices is sigmoidectomy and hysterectomy. Based on the relevant journal, patients were treated with this method have risk of 14 and 54 respectively for urethra injury which symptoms is weakness of the urethra sphincter, resulting in urine incontinence. One of the interventions that can prevent patients from the urine incontinence is Kegel exercise. Regular exercises can help improve and strengthen control of the urethra sphincter. Exercises done gradually as 4x10 sets in a day. The evaluation of exercise using a bladder palpation to evaluate bladder emptying after micturition. Before kegel exercise is started, handling the management of pain post surgery must be performed well so that patients have a high tolerance of kegel exercises and the exercise can be done soon after surgery."

"PT (Persero) Pelindo II merupakan salah satu Badan Usaha Milik Negara yang memiliki bidang usaha jasa kepelabuhanan yang terdiri dari layanan jasa pemanduan, jasa barang, jasa penyewaan alat, jasa terminal (umum dan peti kemas), penyewaan poperti (tanah, bangunan, air, dan listrik), pelayanan pelabuhan khusus, serta pelayanan rupa-rupa. Perusahaan ini mengelola dan mengoperasikan 12 pelabuhan di 10 propinsi di Indonesia yang salah satunya adalah pelabuhan Tanjung Priok.Dalam era otonomi daerah dan perdagangan bebas AFTA, dimana sering terjadi perubahan di lingkungan makro dan adanya permintaan pemerintah daerah untuk mengelola pelabuhan di daerahnya disertai persaingan di dunia internasional terhadap pelayanan jasa kepelabuhanan yang Iebih baik, maka PT (Persero) Pelindo II dituntut unluk membenahi fasilitas infrastruktur dan regulasi pengelolaan Pelabuhan Tanjung Priok guna meningkatkan daya saing nasional dan internasional terutama dengan kompetitor-kompetitor di negara Iain.Untuk mengetahui persiapan dari PT (Persero) Pelindo Il dalam mengantisipasi setiap perubahan dari Iingkungan ekstemal dengan sumber daya internal yang dimiliki, maka diperlukan analisis strategi bisnis perusahaan. Metode penelitian yang dilakukan adalah metode penelitian kualitatif deskriptif dimana penelitian dilakukan dengan cara mengumpulkan data-data serta laporan yang berhubungan dengan penelitian disertai dengan melakukan wawancara dan memberikan kuisioner kepada responden yang mengetahui bisnis pengelolaan fasilitas pelabuhan Tanjung Priok, diantaranya 4 orang manajer PT. (Persero) Pelindo II, 4 orang staf PT.(Persero) Pelindo II, 1 orang pengurus INSA, serta 1 orang dari Bagian Perencanaan Ditjen Perhubungan Laut.Penelitian ini berdasarkan analisis faktor-faktor kondisi eksternal dan internal perusahaan dengan meneliti peringkat, bobot, maupun tingkat kepentingan dari setiap fungsi-fungsi yang yang dimiliki. Hasil yang diperoleh digunakan untuk mengetahui posisi bisnis PT (Persero) Pelindo ll dalam mengelola fasilitas pelabuhan Tanjung Priok dengan menggunakan matriks EFE dan IFE, serta matrik General Electric. Posisi bisnis perusahaan yang dilunjukkan pada kedua matrik tersebut berada pada posisi di pertumbuhan (growth). Dengan mengevaluasi posisi bisnis, kekuatan, kelemahan, peluang, dan ancaman maka srrategi bisnis altemative yang cocok untuk ditawarkan di masa akan datang adalah strategi pengembangan produk, kemudian untuk mendukung dan menunjang strategi bisnis altenatif tersebut maka ditawarkan juga strategi fungsional dimana strategi ini untuk memperkuat setiap fungsi-fungsi yang ada pada faktor internal perusahaan.

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PT. (Persero) Pelindo II is one of the state-owned company which is belong to the Country that provides and manage services which is divided into towage service, port infrastructure facilities, rental for equipment services, terminal services (public and container) rentals for properties (land, buildings, waters, and electricity ), the special port services, also other services. This company manages and operates 12 ports in 10 provinces in Indonesia and one of them is Port of Tanjung Priok.

In the era of autonomy and AFTA free trade, where there is an often change at macro environment and there is a demand from the govemment of provinces to manage the port inside their area also a competition in the intemational world to make a better services of the port, so PT. Pelindo II is being demanded for making a better infrastructure facility also the regulation of Tanjung Priok port?s management for developing the national and international competition especially with other competitors in other countries.

To know about the preparation of PT. Pelindo II for anticipating every changes of the external environment with the internal sources that they had, so it needs an analyze of the company business strategy. The method ofthe research was the method of research of qualitative descriptive where the research has been done by collecting the data?s also reports that has a connection with the research along with all the interviews and gave the questioners to all respondents who knows about the business that manage the facility of Tanjung Priok port, the few of them were 4 Managers of PT. (Persero) Pelindo ll, 4 staffs of PT. (Persero) Pelindo ll, I person who is running INSA , and 1 person who is working in each internal company?s factors from The Department of Sea Transportation.

This research is based on analyzed the company?s internal and external factors through researching the stage, weight, also the importance level of each function that they had. The result that has been taken was being used for knowing about a business position of PT. Pelindo ll in managing all facilities of Tanjung Priok Port, it was using matrix EPE and IFE, also matrix General Electric. The company?s business position that has been showed to both matrixes was growth. By evaluating-business position, strength, weakness, opportunities, also threats, so, there by the strategy of business alternative which is the most appropriate to offer in the future is the strategy of product development, which is able to support and back up that strategy of business alternative so there was also an offer for functional strategy where this strategy is for making each functions that are inside company?s internal factors more stronger."

"PT. XYZ, sebuah perusahaan produsen sepatu yang sedang berkembang pesat mengalami permasalahan dalam operasional maupun keuangan. Banyaknya stock out yang menyebabkan hilangnya kesempatan penjualan, padahal tingkat inventory cukup tinggi. Kondisi ini berdampak pada profitabilitas perusahaan yang terus menurun hingga menjadi -1,71 pada 2016-Q1. Untuk memperbaiki kondisi ini perusahaan berinisiatif untuk menerapkan konsep lean dalam sebuah proyek yang dipimpin oleh Chief of Operations Officer COO . Setelah berjalan hampir setahun perusahaan akan mengevaluasi proyek ini dan akan memutuskan kelanjutannya. Dengan menggunakan Value Stream Mapping, dan membandingkan kondisi sebelum dan sesudah perbaikan, pencapaian kinerja PT. XYZ mengalami kenaikan yang signifikan diantaranya profitabilitas yang meningkat hingga 5 dan stock out yang turun dari 81 menjadi 7 . Dari hasil survey dan wawancara dengan Chief of Executive Officer CEO , COO, Business Development, Supply Chain Manager, Marketing dan Vendor, dapat disimpulkan lima faktor kunci keberhasilan penerapan konsep lean, yaitu: komitmen dan keterlibatan manajemen, kerja sama tim, komunikasi, mengelola perubahan budaya, dan keberlanjutan aktivitas improvement. Kenaikan pencapaian kinerja saat ini masih dapat ditingkatkan dengan beberapa perbaikan yang dapat dilakukan, yaitu: penggunaan teknologi informasi, implementasi kanban system, penyederhanaan aliran proses, dan direct delivery untuk bahan baku.

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PT. XYZ, a fast growing shoe producer, has problems in both operations and finance. The number of stock outs causes loss of sales opportunities, whereas the level of inventory is quite high. This condition affects the company 39 s profitability which continues to decline to 1.71 in 2016 Q1. To improve this condition the company took the initiatives to apply the lean concept in a project led by Chief of Operations Officer COO . After running for almost a year the company evaluates this project and decides on its continuity. By using Value Stream Mapping, and comparing the condition before and after improvement, PT. XYZ performance achievement experienced a significant increase among which profitability increased to 5 , and stock out is reduced from 81 to 7 . From the results of the survey and interviews with Chief of Executive Officer CEO , COO, Business Development, Supply Chain Manager, Marketing and Vendor, it can be concluded that five key factors of successful application of lean concepts are management commitment and involvement, teamwork, communication, managing cultural change, and sustainability of activities Improvement. The increase in current performance achievement can still be improved with several improvement actions, such as use of information technology implementation of kanban system simplify process flow and direct delivery of raw materials."

"Keberlangsungan Usaha Mikro, Kecil, dan Menengah (UMKM) merupakan suatu tantangan bukan hanya bagi Pemerintah, tetapi juga perusahaan. Melalui Peraturan Menteri BUMN No. PER-05/MBU/2007 BUMN diwajibkan untuk membantu keberlangsungan UMKM tersebut. Penelitian ini bertujuan untuk melihat dan menganalisa kinerja PKBL dari PT Pelabuhan Indonesia II (Persero) Cabang Tanjung Priok dan bentuk standar akuntasi dan pelaporan keuangannya.Penelitian analisa data yang digunakan sepenuhnya menggunakan metode kualitatif, dimana data primer dan sekunder dianalisis berdasarkan peraturan perundang-undangan, fakta lapangan, dan standar yang berlaku. Kesimpulan yang didapat dari penelitian ini adalah bahwa mekanisme penyaluran dan rekrutmen mitra binaan telah sesuai dengan prosedur yang berlaku walaupun memiliki proses yang panjang. Sedangkan,untuk kinerja PKBL sendiri mengalami perbaikan semenjak tahun 2009 akibat dimasukkannya sistem skoring unit PKBL dalam penilaian performansi manajemen. Pada dasarnya keberpihakan PKBL terhadap kelangsungan UMKM cukup mumpuni karena PKBL sendiri tidak hanya memberikan pinjaman sebanyak maksimal 3 (tiga) kali, tetapi juga suatu bentuk pendidikan dan pelatihan.

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Sustainability development of Small, Micro and Medium Enterprises (SMME) is a challenge not only for governments, but also companies. Through the Regulation of Minister of State Owned Enterprise PER-05/MBU/2007 SOE's are required to help develop SMME. This study aims to view and analyze the performance of PT Pelabuhan Indonesia II (Persero) Cabang Tanjung Priok PKBL Unit and forms of accounting standards and financial reporting. The study used data analysis entirely using qualitative methods, where the primary and secondary data were analyzed based on regulations, facts, and generally accepted standards.

The conclusion from this study is that the mechanism for channeling and guided partner recruitment in accordance with the applicable procedures despite having a long process. Meanwhile, PKBL performance has improved since 2009 due to the inclusion of PKBL unit scoring system in the assessment of management performance. Basically alignments on survival of SMME?s are qualified for PKBL itself, does not make loans only have a maximum of 3 (three) times, but also a form of education and training."

"Tesis ini membahas tentang perumusan strategi operasi pada Divisi Syariah Reasuransi Jiwa di PT. Maskapai Reasuransi Indonesia Tbk yang menyediakan produknya berupa jasa reasuransi. Pertumbuhan bisnis asuransi syariah meningkat 30% per tahun secara nasional namun pertumbuhan rata-rata Divisi Syariah Resuransi Jiwa di Marein hanya sebesar 17% per tahun. Sebagai satu-satunya perusahaan reasuransi swasta di Indonesia, dengan persaingan pasar yang ketat, Divisi Syariah Resuransi Jiwa di Marein perlu merumuskan strategi operasi dalam menjalankan bisnisnya. Perumusan strategi operasi pada tesis ini menggunakan model Slack dan Lewis, dimana hasil strategi operasi dibedakan ke dalam area produktivitas dan kapasitas, arearantai pasok, area teknologi proses, serta area perkembangan dan organisasi. Hasil strategi dipetakan untuk dilaksanakan selama 3 tahun ke depan dan disusun berdasarkan skala prioritas untuk mencapai tujuan yang ditetapkan, yaitu peningkatan hasil underwriting sebesar 20% dari pencapaian produksi tahun sebelumnya.

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This thesis discusses the formulation of operation strategy in Sharia Reinsurance Division in PT. Maskapai Reasuransi Indonesia Tbk that provides reinsurance services. The growth of sharia insurance business increased by 30% per year nationally, but Marein Life Sharia Division?s increase approximately only 17% per year. As the only private reinsurance company in Indonesia, with intense market competition, Marein need to formulate a strategy in its business operations.

Operations strategy formulation in this thesis uses Slack and Lewis model, where the results of operations strategy differentiated into areas of productivity and capacity, supply chain area, the area of process technology, as well as the areas of development and organization. Strategy mapped to be implemented over the next 3 years and compiled based on priorities to achieve the stated goal, namely to increase the underwriting result amounted to 20% from the previous year's production."

"ABSTRAKPenelitian ini merupakan penelitian kuantitatif dan kualitatif dengan desain studi kasus melalui pendekatan analisis sistem input-process-output yang bertujuan untuk menganalisis gambaran kesiapan atau situasi Kantor Kesehatan Pelabuhan dalam upaya cegah tangkal Public Health Emergency of International Concern PHEIC . Populasi penelitian adalah institusi KKP Kelas I Tanjung Priok secara menyeluruh. Informan penelitian berjumlah 10 orang yang dipilih menggunakan teknik purposive dan snowball sampling. Pengumpulan data dan analisis situasi dilakukan dengan mengumpulkan data primer daftar tilik kajian mandiri dan hasil wawancara mendalam , serta data sekunder laporan tahunan KKP Kelas I Tanjung Priok Tahun 2014-2016 . Dengan waktu penelitian pada bulan April-Juni 2017. Tingkat kepatuhan compliance rate KKP Kelas I Tanjung Priok terhadap standar dinilai sangat baik CR= 95,86 . Terdapat 8 item yang tidak memenuhi standar antara lain: speed boat quarantine, motoris speed boat karantina yang memiliki sertifikat ANT V Ahli Nautica Tingkat 5 , tenaga psikolog, petugas penata refraksi, petugas penata audiometri, dan petugas penata spirometri, dan hemocytometer. Kegiatan kekarantinaan dan surveilans epidemiologi dapat 100 dilaksanakan. Rekomendasi yang diberikan terfokus pada pengadaan sarana dan prasarana serta SDM yang dibutuhkan dan supervisi kerja petugas KKP dalam upaya cegah tangkal PHEIC.

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ABSTRAKThis research is an analytical study of Public Health Emergency of International Concern Preparedness in Port Health Office using quantitative an qualitative approaches. The purpose of this study is to assess Public Health Emergency of International Concern Preparedness of Tanjung Priok Port Health Office in 2017 based on IHR 2005 and Indonesian quarantine regulation. Population of this study is Tanjung Priok Port Health Office in general. Ten officers are chosen with purposive and snowball samping to be this study informants. The data were collected from self administered PHEIC preparedness assessment filled by institutional representative and in depth interview results primary data , as well as 2014 2016 Tanjung Priok Port Health Office Yearly Reports secondary data . This study was conducted on April June of 2017. Complience rate in Tanjung Priok Port Health Office is rated excellence CR 95,86 , although there are 8 items that do not meet the PHEIC preparedness standard, such as quarantine speedboat quarantine speedboat motorist with ANT V sertificate psychologist refraction, audiometry, and spirometry experts and hemocytometer. Quarantine and epidemiologic surveillance activities in port of entry have been done 100 . The researcher suggests that there should be an improvement in Port Health Office facilities and human resources needed for PHEIC preparedness."