Tahun 2020 Rumah Sakit Pertamina Jaya menambah layanan Center of Excellence (CoE) ibu dan anak, namun berubah menjadi Rumah Sakit Rujukan Covid-19. Pada tahun 2022, Rumah Sakit Pertamina Jaya kembali menjadi Rumah Sakit Umum dan meneruskan pengembangan CoE layanan ibu dan anak. Masalah yang muncul adalah belum adanya Perencanaan Strategis untuk mengembangkan layanan anak. Penelitian ini bertujuan untuk membuat perencanaan strategis pengembangan layanan anak. Penelitian menggunakan metode operational research dengan menggunakan data primer berupa wawancara mendalam dan Consensus Decision Making Group (CDMG. Data sekunder menggunakan data rekam medis, laporan kinerja, literatur, hasil penelitian dan dokumen lainnya. Kerangka konsep menggunakan pendekatan strategic management model. Input stageadalah analisa lingkungan intermal didapatkan hasil Sumber Daya Manusia, Standar Operasional Prosedur, Sistem Informasi merupakan kekuatan. Fasilitas umum, keuangan dan pemasaran merupakan kelemahan. Kebijakan pemerintah, demografi, epidemiologi, teknologi dan pesaing merupakan peluang. Sosial ekonomi dan pelanggan merupakan ancaman. Matching stage posisi Rumah Sakit berada di kuadran II yaitu grow and build  dimana alternatif strategi market penetration, market development and product development. Priotira Strategi yang akan diterapkan adalah pengembangan produk layanan tumbuh kembang anak. Berdasarkan hasil penelitian didapatkan posisi rumah sakit adalah grow and build dengan prioritas utama adalah pengembangan produk layanan tumbuh kembang anak.

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In 2020, Pertamina Jaya Hospital added Center of Excellence (CoE) services for mothers and children, but changed it to become a Covid-19 Referral Hospital. In 2022, Pertamina Jaya Hospital will again become a General Hospital and continue the development of the CoE for maternal and child services. The problem that arises is that there is no Strategic Planning to develop children's services. This research aims to create strategic planning for the development of children's services. The research uses operational research methods using primary data in the form of in-depth interviews and Consensus Decision Making Group (CDMG. Secondary data uses medical record data, performance reports, literature, research results and other documents. The conceptual framework uses a strategic management model approach. The input stage is analysis Internal environment results: Human Resources, Standard Operating Procedures, Information Systems are strengths, finance and marketing are weaknesses The hospital is in quadrant II, namely grow and build where the alternative strategy is market penetration, market development and product development. The strategy to be implemented is product development for child development services. Based on the research results, it was found that the hospital's position is grow and build with the main priority being development child growth and development service products.