Jakarta, Indonesia — Recognition at the 2.0 Award Trends Summit 2026 has placed a spotlight on a public-hospital transformation story from Probolinggo, East Java. On 24 January 2026, at Grand Mercure Kemayoran Jakarta, Dr. dr. Hj. Yessi Rahmawati, Sp.OG., Subsp. Obginsos., M.H., M.Kes., C.M.C., FISQua—the Director of RSUD Waluyo Jati (Type B public hospital)—received the Inspiring Professional & Leadership Award 2026, presented by GP Rajasa Pranadewa on behalf of Award Magazine.
While the award is national in setting, the leadership themes are increasingly international: patient-centered design, rapid feedback systems, and culture-driven performance. Dr. Yessi’s profile includes work as a KARS (Indonesian Hospital Accreditation Commission) surveyor, a health management consultant, and a FISQua fellow—signals of a quality language that is legible beyond borders and aligned with modern healthcare governance.
In many countries, public hospitals are challenged by the same pressure points: high volume, uneven navigation, and trust that can be fragile. One of RSUD Waluyo Jati’s answers is WJ SATIA (Waluyo Jati Sambut Tamu Istimewa Pasien dan Keluarga)—a program that treats the first moments of care as part of clinical safety and service equity. Staff members welcome patients from arrival, guide them to the right units, clarify service pathways, and accompany elderly patients or those with mobility limitations. The concept is simple, but globally relevant: when navigation improves, delays, confusion, and dissatisfaction often decline.
A second innovation with international resonance is the hospital’s approach to responsiveness through BUNDA CARE (Complain, Apresiation, Response and Education). Built around WhatsApp-based communication and direct handling within the hospital, it functions as a rapid-response loop—receiving concerns, initiating action, and converting feedback into learning. In global quality discussions, this “closed-loop feedback” mindset is critical because it turns patient voice into operational improvement, rather than leaving it as an unresolved metric.
What makes these initiatives more than standalone programs is the cultural frame that holds them together. Dr. Yessi’s leadership emphasizes BUGARR (Bersih, Unggul, Gerak Cepat, Aman, Ramah, dan Rapi Kinerjanya)—a service culture movement that translates standards into daily behavior: cleanliness, excellence, speed, safety, warmth, and disciplined performance. For international observers, this is where scalability starts. Infrastructure can be replicated, but habits and service culture are what determine whether reforms last.
The transformation story is also strengthened by Dr. Yessi’s broader professional ecosystem—active roles across medical associations and ethics bodies, including leadership responsibilities within IDI and POGI, and involvement in other health-related organizations. This matters in an international framing because sustainable public-sector improvement often requires leaders who can bridge institutional practice with professional standards, ethics, and continuous workforce development.
In parallel with service reform, RSUD Waluyo Jati’s public-facing initiatives—such as patient-friendly pediatric engagement and maternal-newborn support activities—signal a philosophy that healthcare is not only treatment, but also reassurance. That human-centered dimension is increasingly recognized worldwide as a strategic asset, especially in public institutions where trust is inseparable from performance.
Dr. Yessi’s recognition builds on a consistent record, including Satyalancana Karya Satya X Tahun (2022) and Adi Strada Leadership (2023), alongside other acknowledgements for innovation and leadership—culminating in the Inspiring Professional & Leadership Award 2026. The through-line is clear: a public hospital can modernize by improving what patients feel first—clarity, responsiveness, and dignity—while keeping quality governance as the backbone.
For international audiences, the RSUD Waluyo Jati case offers a practical blueprint: start with the patient journey, formalize feedback and accountability, and institutionalize culture so that good service becomes repeatable. In that sense, the award is not simply a title—it is a marker that a local transformation can be understood, measured, and appreciated in a global quality conversation.
