READINESS FOR THE IMPLEMENTATION OF INTEGRATED PRIMARY CARE (ILP) FROM THE LEADERSHIP PERSPECTIVE AT TLOGOSADANG COMMUNITY HEALTH CENTER

Authors

  • Dinora Dwi Safina Department of Hospital Administration, Faculty of Health Sciences, Universitas Muhammadiyah Lamongan
  • Nahardian Vica Rahmawati Department of Hospital Administration, Faculty of Health Sciences, Universitas Muhammadiyah Lamongan
  • Enny Mar'atus Sholihah Department of Hospital Administration, Faculty of Health Sciences, Universitas Muhammadiyah Lamongan
  • Muhammad Ganda Saputra Department of Hospital Administration, Faculty of Health Sciences, Universitas Muhammadiyah Lamongan

DOI:

https://doi.org/10.62354/jurnalmedicare.v5i4.514

Abstract

Background: The systemic transformation of primary healthcare in Indonesia through Integrated Primary Care (Integrasi Layanan Primer [ILP]) under Minister of Health Regulation No. 19 of 2024 mandates fundamental organizational restructuring across community health centers (Community Health Center). However, early implementation is hindered by dual staff workloads, fragmented coordination, technological bottlenecks, and infrastructure deficits, positioning leadership readiness as a vital determinant of organizational success.

Objective: To analyze the organizational readiness for ILP implementation from a leadership perspective at Tlogosadang Community Health Center, Lamongan Regency, using Weiner's Organizational Readiness for Change framework. Methods: This study employed a descriptive qualitative case study design conducted between November 2025 and February 2026. Data were collected through in-depth semi-structured interviews, direct participatory observations, and document reviews. Six key informants including the Community Health Center director and cluster coordinators were selected via purposive sampling based on their direct operational roles. Qualitative data were analyzed using the Miles and Huberman interactive model (data condensation, data display, and conclusion drawing) centered on two core constructs: change commitment and change efficacy. Data trustworthiness was ensured through source and method triangulation.

Results: Leadership readiness had been established but remained sub-optimal. Change commitment was strongly evident in policy orientation, integration of ILP into annual Community Health Center planning, budget allocation, and cluster division. Nevertheless, managerial consistency remained constrained by reliance on legacy performance metrics (Penilaian Kinerja Community Health Center [PKP]), limited cross-cluster coordination, and human resource shortages. Regarding change efficacy, staff exhibited high self-efficacy in clinical delivery but struggled with administrative reporting burdens, complex software, unstable internet bandwidth, and limited medical equipment.

Conclusion: Readiness for ILP implementation from the leadership perspective has been formed through evident policy commitment but requires substantial reinforcement in managerial execution and infrastructural efficacy in Tlogosadang Community Health Center.

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Keywords:

Change commitment, Change efficacy, Integrated Primary Care (ILP), Leadership perspective, Organizational readiness, Puskesmas

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Published

2026-10-31

How to Cite

Dinora Dwi Safina, Vica Rahmawati, N., Mar'atus Sholihah, E., & Ganda Saputra, M. (2026). READINESS FOR THE IMPLEMENTATION OF INTEGRATED PRIMARY CARE (ILP) FROM THE LEADERSHIP PERSPECTIVE AT TLOGOSADANG COMMUNITY HEALTH CENTER. Jurnal Medicare, 5(4), 1770–1777. https://doi.org/10.62354/jurnalmedicare.v5i4.514

Issue

Vol. 5 No. 4 (2026): OCTOBER 2026

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Articles

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