Prabowo Beri Pesan Ungkapan Basa Sunda: Kita Tidak Mau Melaksanakan ‘Kumaha Ngke

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Prabowo Beri Pesan Ungkapan Basa Sunda: Kita Tidak Mau Melaksanakan ‘Kumaha Engké’

Jakarta – Menteri Pertahanan RI sekaligus Presiden terpilih 2024–2029, Prabowo Subianto, kembali menjadi perhatian publik setelah menyelipkan pesan penting menggunakan ungkapan dalam bahasa Sunda saat menyampaikan pandangan soal etos kerja bangsa. Dalam sebuah acara resmi, Prabowo mengatakan bahwa pemerintah ke depan tidak boleh lagi menjalankan program dengan pola pikir “kumaha engké”, yang secara harfiah berarti “nanti saja” atau “gimana nanti”.

Pesan Soal Perencanaan dan Tanggung Jawab

Menurut Prabowo, istilah “kumaha engké” mencerminkan sikap kurang perencanaan dan cenderung pasrah terhadap keadaan. Ia menegaskan bahwa pola pikir seperti ini harus ditinggalkan jika Indonesia ingin menjadi negara maju yang mampu bersaing di kancah global.

“Kita tidak mau melaksanakan kebijakan berdasarkan prinsip ‘kumaha engké’. Kita harus punya perencanaan matang, bertanggung jawab, dan berani mengambil keputusan,” kata Prabowo dalam sambutannya.

Makna Filosofis Ungkapan Sunda

Ungkapan “kumaha engké” memang sering digunakan dalam percakapan sehari-hari masyarakat Sunda. Namun, dalam konteks pemerintahan dan pembangunan, Prabowo menafsirkan istilah ini sebagai simbol dari sikap pasif dan tidak visioner.

Pesan tersebut pun mendapat sambutan dari berbagai kalangan yang menilai bahwa Prabowo sedang menyampaikan pentingnya disiplin dan kepastian dalam eksekusi program nasional.

Pakar Bahasa: Ungkapan Lokal, Pesan Nasional

Dosen linguistik dari Universitas Padjadjaran, Dr. Rina Sasmita, menyebut penggunaan istilah lokal dalam pidato nasional adalah cara efektif untuk menjangkau masyarakat secara emosional dan kultural.

“Prabowo memahami pentingnya komunikasi yang membumi. Ungkapan seperti ini akan lebih melekat karena mengandung nilai budaya lokal,” ujarnya.

Fokus Prabowo: Pemerintahan yang Efisien dan Tertib

Sejak dinyatakan sebagai presiden terpilih, Prabowo beberapa kali menekankan pentingnya birokrasi yang efisien, kepemimpinan yang tegas, serta perencanaan jangka panjang yang realistis. Pernyataan tentang “kumaha engké” memperkuat komitmennya terhadap tata kelola pemerintahan yang lebih disiplin dan tidak asal-asalan.

Kesimpulan

Pernyataan Prabowo Subianto tentang ungkapan Sunda “kumaha engké” menjadi refleksi penting atas arah kepemimpinan nasional yang menolak sikap pasrah dan tidak terencana. Dengan membawa nilai budaya lokal ke dalam narasi nasional, Prabowo menyampaikan pesan bahwa Indonesia harus melangkah ke depan dengan keyakinan, tanggung jawab, dan strategi yang matang.

Kata Kunci (SEO Keywords): Prabowo Subianto 2025, Kumaha Engké Artinya, Ungkapan Sunda Prabowo, Etos Kerja Pemerintah Baru, Pidato Prabowo Terbaru, Presiden Terpilih Prabowo, Prabowo dan Budaya Lokal

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    |——–|————————-|———————————|
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    | **Scope of Products** | Medications, medical devices, cosmetics, dietary
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    |
    | **Evaluation Process** | Clinical trials → risk–benefit assessment;
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    |
    | **Outcome** | Approval or restriction of use based on safety/efficacy.
    | Athletes prohibited from using certain substances; enforcement
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    —

    ## 3. Key Differences in the Regulatory Frameworks

    | Feature | Health‑Regulatory System | Sports‑Regulatory System |
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    | **Objective** | Protect public health & consumer safety | Preserve fair competition & athlete welfare |
    | **Scope of Authority** | National/International
    bodies (e.g., FDA, EMA, WHO) | Governing sports federations & anti‑doping agencies (WADA, IOC, national ADAMS)
    |
    | **Decision Basis** | Scientific evidence (clinical trials, pharmacology) | Scientific evidence
    + ethical, competitive considerations |
    | **Stakeholders** | Patients, consumers, healthcare providers | Athletes, coaches, teams, fans |
    | **Regulatory Process** | Rigorous pre‑market approval, post‑marketing surveillance | Registration &
    monitoring for doping control; performance enhancement is banned outright |
    | **Consequences of Violation** | Legal penalties (fines, imprisonment), product recall | Disqualification, bans, loss of medals, reputational damage |

    —

    ## 3. How the “Doping” Problem Is Addressed in the Medical Domain

    1. **Evidence‑Based Standards**
    – Drugs undergo Phase I–III clinical trials; safety and efficacy data are
    mandatory before approval.

    2. **Quality Assurance & GMP**
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    5. **Labeling & Information Dissemination**
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    6. **Education & Training**
    – Continuous professional development ensures healthcare providers remain informed about best practices, emerging evidence, and risk management strategies.

    —

    ## 3. Translating the Framework into Practice

    | Phase | Action | Outcome |
    |——-|——–|———|
    | **1. Identification of Risk** | Conduct thorough literature review on drug‑drug
    interactions (DDIs) and adverse events related to the new therapy.
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    | **2. Development of Mitigation Strategy** | Create dosing algorithms, monitoring protocols, and patient education materials.

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    | **3. Implementation in Clinical Settings**
    | Integrate decision‑support tools into electronic health records (EHRs).

    Train prescribers on new guidelines. | Real‑time assistance to clinicians reduces errors.
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    | **4. Monitoring & Feedback** | Use pharmacovigilance databases and EHR analytics
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    | **5. Evaluation of Impact** | Measure key performance indicators (KPIs): reduction in medication errors, improved patient safety metrics, cost savings.
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    | Patient satisfaction score (0–10) | Survey of patients post‑visit | 7.1 | ≥ 8 | Indicates perceived quality of care |
    | Cost per episode of care ($) | Total costs divided by number of episodes | $2,400 | $2,200 | Measures economic value |

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    ### 2. The 5-Step Process to Build a Value‑Based Care Model

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    | Step | What to Do | Why It Matters |
    |——|————|—————-|
    | **1. Define the Clinical Bundle** | • Select one or more clinical conditions (e.g., atrial fibrillation) that are high‑volume, high‑cost, and amenable to improvement.
    • Map out all care components: diagnostics, medications, follow‑up visits, labs, procedures, education. | Focus on a defined bundle so you can track everything that matters for cost and outcomes. |
    | **2. Establish Baseline Metrics** | • Collect data on current costs (insurance claims, internal billing).
    • Measure clinical outcomes: hospitalizations, readmissions, adverse events.
    • Assess patient‑reported metrics: symptom burden, quality of life, adherence. | Know where you are starting from; this will be your comparator for improvement and ROI calculations. |
    | **3. Design a Standardized Care Pathway** | • Create a protocol that prescribes evidence‑based steps (e.g., medication titration schedule, monitoring frequency).
    • Integrate decision support into the EMR to prompt providers.
    • Build templates for patient education and self‑management tools. | Reduces variability, improves consistency, and ensures every patient receives optimal care. |
    | **4. Empower Patients Through Digital Tools** | • Offer a mobile app that records symptoms, medication usage, and vital signs.
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    • Provide educational content tailored to the condition. | Increases engagement, enables real‑time data capture, and supports self‑management. |
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    • Use clinical decision support tools embedded in the workflow. | Ensures all stakeholders are informed, reducing fragmentation and medical errors. |

    —

    ## 4. Case Study: Chronic Kidney Disease (CKD) – A Data‑Driven Success Story

    | Stage | Traditional Approach | Data‑Enabled Improvement |
    |——-|———————-|————————–|
    | **Diagnosis** | Reliance on serum creatinine alone; late identification of reduced eGFR. | Automated calculation of eGFR and CKD staging from routine labs; alerts for abnormal trends. |
    | **Risk Stratification** | Manual chart review to assess comorbidities (diabetes, hypertension). | Risk scores derived from EMR data integrating lab values, medication history, vitals, and socioeconomic factors. |
    | **Treatment Planning** | Clinician‑driven decisions on ACE inhibitors or ARBs; variable adherence to guidelines. | Clinical decision support suggests evidence‑based therapies based on guideline algorithms; tracks prescription patterns. |
    | **Monitoring & Follow‑up** | Inconsistent scheduling of follow‑up labs and visits. | Automated reminders for patients and providers, ensuring timely repeat testing and appointments. |
    | **Outcomes Measurement** | Ad-hoc collection of outcomes like eGFR decline or hospitalization rates. | Standardized data capture enabling longitudinal studies, quality metrics reporting, and population health analytics. |

    This table highlights how the same clinical pathway can be executed differently across settings, influencing both individual patient care and broader health system performance.

    —

    ## 3. Policy Brief: Implications for Health‑Information Governance

    ### Executive Summary

    The heterogeneous implementation of kidney disease care pathways—particularly in the management of CKD stages 3–4—poses significant challenges to current health‑information governance frameworks. Variability in data capture, terminology use, and process documentation across primary and secondary care settings undermines interoperability, hampers quality measurement, and complicates policy compliance. To address these gaps, a coordinated approach is required, integrating standardization initiatives with robust data protection safeguards.

    ### Key Findings

    1. **Inconsistent Terminology**: Divergent definitions of CKD stages (e.g., differing GFR thresholds) lead to variable coding practices, affecting longitudinal patient tracking and population-level analytics.
    2. **Fragmented Documentation**: Disparate record‑keeping systems (EHRs in secondary care vs. paper or simple digital logs in primary care) hinder seamless data exchange.
    3. **Variable Data Quality**: Incomplete or inconsistent data capture reduces the reliability of clinical audits, quality improvement programs, and research studies.
    4. **Regulatory Compliance Risks**: Non‑uniform adherence to GDPR (e.g., differing consent mechanisms across practices) poses legal exposure.

    —

    ## 2. Strategic Recommendations

    | Recommendation | Rationale | Implementation Steps |
    |—————–|———–|———————–|
    | **Adopt a Unified Data Standard (e.g., HL7 FHIR)** | Ensures consistent data structure, semantics, and interoperability across all care settings. | – Conduct audit of current data schemas.
    – Map legacy data to FHIR resources.
    – Deploy middleware for translation. |
    | **Establish a Centralised Clinical Data Repository** | Facilitates secure aggregation of patient records, enabling analytics and population health management. | – Set up a HIPAA‑compliant cloud environment.
    – Integrate existing EMRs via APIs.
    – Define data retention policies. |
    | **Implement Consent Management Workflow** | Aligns with GDPR/UK‑GDPR requirements for data access, sharing, and withdrawal of consent. | – Deploy digital consent forms.
    – Record consent metadata in the repository.
    – Automate revocation processes. |
    | **Adopt Standardised Data Quality Metrics** | Ensures consistency across sources, critical for evidence‑based decision making. | – Define completeness, accuracy, timeliness KPIs.
    – Schedule periodic data audits.
    – Enforce automated validation rules. |

    —

    ## 4. Governance & Security Blueprint

    | Component | Key Actions | Responsible Roles |
    |———–|————-|——————-|
    | **Data Stewardship** | • Maintain a Data Inventory
    • Assign ownership for each dataset | Chief Data Officer (CDO), Data Stewards |
    | **Policy Framework** | • Draft and enforce Data Governance Policies (access, retention, privacy)
    • Align with national health regulations | CDO, Legal Counsel |
    | **Access Control** | • Implement Role‑Based Access Control (RBAC) in data repositories
    • Use identity & access management (IAM) for audit trails | IT Security Lead |
    | **Encryption** | • Encrypt data at rest and in transit (AES‑256, TLS 1.2+)
    • Manage cryptographic keys securely | Cryptography Officer |
    | **Audit & Monitoring** | • Continuous logging of data access events
    • Periodic penetration testing and vulnerability scans | Security Operations Center |
    | **Incident Response** | • Define breach detection thresholds, notification protocols
    • Coordinate with national cybersecurity agencies for reporting | Incident Response Team |
    | **Regulatory Compliance** | • Map data flows to national data protection laws (e.g., GDPR‑like frameworks)
    • Maintain records of consents and data processing activities | Legal Counsel |

    This governance framework must be embedded into the operational procedures of all units handling personal health information, ensuring that the confidentiality, integrity, and availability of data are maintained at all times.

    —

    ### 3. Contingency Scenario: Data Breach During a Rapid Deployment

    #### 3.1 Incident Overview

    During an emergency response operation (e.g., mass casualty event in a conflict zone), a mobile medical unit deploys a temporary command center to triage patients and coordinate care. The unit uses a portable computing device connected via a secure VPN to the central health database. An unanticipated software vulnerability is exploited by an adversary, leading to unauthorized exfiltration of patient data (names, identifiers, diagnoses) from the device over a compromised network link.

    #### 3.2 Impact Assessment

    – **Immediate Effects**: Unauthorized disclosure of sensitive personal health information; potential for identity theft or targeted attacks against patients.
    – **Operational Disruption**: Loss of trust in the system; possible halt of data sharing until security is restored.
    – **Regulatory Consequences**: Breach may trigger mandatory reporting obligations and fines under privacy regulations.

    #### 3.3 Response Steps

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    – Disconnect the compromised device from all networks immediately.
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    2. **Investigation**
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    – Identify whether data exfiltration occurred and assess scope.
    3. **Notification**
    – Notify relevant authorities as required by law.
    – Inform stakeholders (patients, partners) about the incident transparently, including steps taken.
    4. **Remediation**
    – Patch vulnerabilities; update software to latest security versions.
    – Strengthen authentication mechanisms (e.g., enforce MFA).
    5. **Recovery**
    – Restore systems from clean backups verified to be free of compromise.
    6. **Post-Incident Review**
    – Update incident response plan with lessons learned.
    – Conduct training and drills to improve future readiness.

    —

    ## 8. Conclusion

    Effective cybersecurity governance in the healthcare sector demands a holistic, continuous approach that intertwines technology, processes, people, and culture. By embedding security within the broader risk management framework, aligning with industry regulations, adopting proven standards (ISO/IEC 27001), and fostering a resilient culture of awareness, healthcare organizations can safeguard patient data, preserve operational integrity, and maintain public trust.

    This handbook serves as a living reference for stakeholders—executives, IT professionals, clinical staff, regulators—to navigate the evolving threat landscape while upholding the highest standards of privacy, safety, and compliance. Continuous improvement, vigilance, and collaboration across all levels remain the cornerstone of an effective security posture in healthcare.

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