Latar Belakang : RSUD Banyumas kelas B Pendidikan sangat diminati sebagai lahan praktek, tempat studi banding dan para perawatnya sering menjadi pembicara pada berbagai seminar. Adanya struktur organisasi, visi dan misi yang baru serta belum terpenuhinya pendidikan perawat setingkat Ners dan masih sedikitnya perawat bersertifikat terlatih menyebabkan kurang optimalnya penyelenggaraan diklat sehingga perlu pengembangan diklat keperawatan dengan rencana strategis. Tujuan: Penelitian ini untuk mendeskripsikan visi diklat keperawatan serta menyusun formulasi strategi pengembangan berdasar analisis SWOT dan harapan stakeholders internal dan eksternal. Metoda: Jenis penelitian non eksperimental, rancangan kualitatif dan kuantitatif. Alat pengumpul data berupa kuesioner analisis SWOT, deskripsi visi dan harapan untuk 82 perawat, panduan wawancara mendalam untuk 13 orang stakeholders internal dan eksternal dan panduan diskusi kelompok terarah untuk perawat kepala/kepala ruang dan koordinator CI RS. Hasil: Posisi berada pada kwadran I nilai (14,4;97,3), kekuatan utama komitmen perawat, kelemahannya berupa peralatan, sarana dan prasarana, peluangnya adalah program pelatihan perawat RSUD Banyumas sekitarnya, dan ancamannya belum terpenuhinya standar akreditasi dalam jumlah dan sertifikasi perawat. Deskripsi visi bermutu pada tingkat sedang nilai 72,72%, cukup seimbang 63,2%, dan komprehensif 76,3%. Para stakeholders menyetujui pengembangan diklat keperawatan: 62,4% sangat setuju, 33,1% setuju, 3% ragu, 1,1 tidak setuju dan 0,4 sangat tidak setuju. Kesimpulan: Sesuai visi diklat keperawatan bermutu sedang, cukup seimbang, komprehensif. Berdasar analisis SWOT pengembangannya menggunakan strategi umum pertumbuhan, strategi generik diferensiasi. Para stakeholders mengharapkan pengembangan terutama sosialisai protap, adanya program, kalender dan evaluasi serta menjadi pusat unggulan diklat. Saran: Peningkatan respon, kepedulian, peningkatan kualitas dan jumlah CI, menyusun protap dan mengkomunikasikan, melengkapi sarana dan prasarana, peningkatan pengelolaan keuangan diklat sebagai sumber pendapatan RS, segera dibentuk tim diklat keperawatan

Background: Banyumas Public Hospital is a type-B educational hospital that is very much interested as a practical and comparative study. Its nurses are often asked to be speakers in seminars. The existence of new organizational structure, vision and mission and the inexistence of undergraduate-level nursing education as well as limited number of certified nurses cause the training less optimum. Therefore, there should be development of nursing training based on strategic planning. Objectives: This study was aimed at describing the vision of nursing training and at formulating strategy of development based on the SWOT analysis and internal and external stakeholders’ expectation. Methods: This was a non-experimental study with qualitative and quantitative approach. The instruments for data gathering were SWOT analysis questionnaires, description of vision and expectation for 82 nurses, guidelines for in-depth interviews with 13 internal and external stakeholders. Guidelines for focused group discussion with head nurse/head ward and hospital coordinator of CI. Results: The position was in Quadrant I with the value 14.4; 97.3. Its main strength lied in the nurses commitment. Its weaknesses were in instruments and facilities. Its opportunity was in the training program for nurses of Banyumas Hospital and surrounding, while its threat was in its unfulfilled standard of accreditation in terms of number and certification for nurses. Description of quality vision was medium rated 72.72%; moderately balanced 62.2%; and comprehensive 76.3%. The stakeholders agreed to develop the nursing training: 62.4% agreed so much, 33.1% agreed, 3% doubt, 1.1% disagreed, and 0.4% disagreed a lot. Conclusion: According to its vision, the nursing training has moderate quality, balanced and comprehensive. Based on the SWOT analysis its development should apply general growth strategy, generic differentiated strategy. Stakeholders expect to develop especially by socializing of guideline, holding program, calender and evaluating and becoming quality training. Recommendation: Improve responses, care, quality and the number of CI, prepare of guideline and communication, add equipment and facilities, improve the financial management of training as hospital income, and build nursing training team.

Kata Kunci : Manajemen Rumah Sakit,Diklat Keperawatan,Rencana Strategis, nursing, training, strategic planning