At the 2.0 Award Trends Summit 2026 in Jakarta, held at Grand Mercure Kemayoran on 24 January 2026, Dr. dr. Hj. Yessi Rahmawati, Sp.OG., Subsp. Obginsos., M.H., M.Kes., C.M.C., FISQua was presented with the Inspiring Professional & Leadership Award 2026. The recognition, delivered by GP Rajasa Pranadewa on behalf of Award Magazine, is more than a ceremonial headline—it points to an increasingly urgent policy question across the region: how do public hospitals improve trust and performance under real-world constraints?
As Director of RSUD Waluyo Jati (Type B public hospital) in Probolinggo, East Java, Dr. Yessi’s profile reflects a leadership model anchored in standards and accountability. Her work as a KARS surveyor, health management consultant, and a FISQua fellow signals a consistent commitment to quality systems—an approach that resonates with a broader Asian governance trend: service institutions are expected to be measurable, transparent, and responsive, not only operationally busy.
One policy-relevant innovation at RSUD Waluyo Jati is WJ SATIA (Waluyo Jati Sambut Tamu Istimewa Pasien dan Keluarga). In plain terms, it treats the “front door” of healthcare as a governance issue. By assigning staff to welcome patients upon arrival, guide them to the right units, explain service pathways, and assist elderly patients or those with physical limitations, the hospital reduces friction where it often begins—confusion, misdirection, and unequal access to information. For public systems, small process fixes like this can carry outsized impact on equity and perceived fairness.
Public healthcare reform is also inseparable from accountability mechanisms—especially how institutions handle complaints. Here, BUNDA CARE (Complain, Apresiation, Response and Education) offers a pragmatic model: a WhatsApp-based channel paired with direct, on-site handling. The strength of such a system is not the platform itself, but the governance philosophy behind it—turning feedback into response and learning, rather than letting it accumulate as unresolved dissatisfaction. In policy terms, it supports a “closed-loop” culture that aligns with patient rights and service transparency.
Culture, however, is where reforms typically succeed or collapse. Dr. Yessi’s approach highlights BUGARR (Bersih, Unggul, Gerak Cepat, Aman, Ramah, dan Rapi Kinerjanya)—a performance and service culture framework emphasizing cleanliness, excellence, agility, safety, warmth, and disciplined delivery. For observers of public-sector performance, frameworks like BUGARR matter because they translate abstract standards into daily behavior, and make consistency possible across units and shifts—two factors frequently targeted in accreditation and quality governance.
What further strengthens the public-policy relevance is Dr. Yessi’s institutional and professional footprint. She is active in professional and ethics bodies, including leadership roles within IDI and POGI, and involvement in other health-related organizations. This matters because healthcare reform is rarely achieved by one institution alone; it depends on alignment between service delivery, professional standards, ethics, and workforce development—especially in regions where public hospitals serve as training grounds and safety nets simultaneously.
Her award trajectory reinforces continuity: from Satyalancana Karya Satya X Tahun (2022) and Adi Strada Leadership (2023) to subsequent recognitions highlighting innovation and leadership—culminating in the Inspiring Professional & Leadership Award 2026. For regional policymakers and hospital leaders, the lesson is straightforward: sustainable improvement is often built through a disciplined blend of service design (patient navigation), accountability (responsive feedback systems), and culture (operational standards that teams can live by).
In a time when public trust is a strategic asset, RSUD Waluyo Jati’s story—through Dr. Yessi’s leadership—illustrates a reform pathway that is both locally grounded and policy-relevant: improve the patient journey, formalize responsiveness, and institutionalize culture. Awards may capture the spotlight, but the deeper significance lies in the governance choices that make better service repeatable.
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