Rancangan Balanced Scorecard Sebagai Alat Pengukur Kinerja pada Kantor Badan Narkotika Nasional Kabupaten Serdang Bedagai

Abstract

Meningkatnya harapan masyarakat terhadap kinerja organisasi publik, sehingga organisasi publik semakin membutuhkan suatu sistem strategik manajemen yang komprehensif dimana salah satunya Sistem Balanced Scorecard (BSC). Penelitian bertujuan menjabarkan komponen sasaran-sasaran strategik kedalam empat perspektif BSC, menentukan indikator kinerja kunci, target dan inisiatif, menghitung bobot perspektif dan indikator kinerja kunci, merancang Strategy Map, mengintegrasikan kerangka BSC kedalam kerangka sistem SAKIP dan mengevaluasi dan membandingkan pengukuran kinerja Balanced Scorecard dengan SAKIP. Penelitian dilaksanakan pada Kantor BNNK Serdang Bedagai, dengan melibatkan unsur internal dan unsur eksternal. Metode penelitian deskriptif dengan pendekatan studi kasus. Analisa kualitatif melalui FGD penjabaran Visi dan Misi, sasaran strategis terdapat lima belas indikator kinerja kunci kantor BNNK, dengan analisa Paired Comparison hasil pembobotan terhadap empat perspektif balanced scorecard menunjukan perspektif stakeholders yaitu sebesar 38%, perspektif keuangan dan internal proses sebesar 21% dan perspektif pertumbuhan dan perkembangan sebesar 20%. Hasil pembobotan skor lag indicator dengan kriteria baik sekali adalah diseminasi informasi, pelayanan rehabilitasi rawat jalan, pengungkapan jaringan peredaran gelap narkotika, efektivitas dalam penggunaan anggaran, indeks kinerja kantor, waktu dan tahapan. Kriteria baik terdiri dari indikator efisiensi penggunaan anggaran operasional, sarana prasarana, persentase kepuasan pegawai. Kriteria sedang terdiri dari indikator pemberdayaan masyarkat, tingkat kepuasan pelayanan, motivasi kerja, inovasi dan Suasana dalam bekerja. Kriteria buruk yaitu indikator kesempatan mengembangkan diri. Hasil keseluruhan capaian kinerja Kantor BNNK dengan kategori Baik. Hal-hal yang disarankan dalam penelitian yaitu perlunya manajemen melakukan evaluasi yang rutin terhadap sasaran strategik, penjabarannya kedalam program dan kegiatan serta penerapan metode kuantitatif bagi penelitian selanjutnya dalam menganalisis hubungan sebab akibat pada peta strategi.

As the increasing of society’s expectation to public organization service performance, public organizations need a strategic and comprehensive management system i.e Balanced Scorecard method (BSC). This research aims to describe strategic goal components of the management according to the four perspectives of BSC, to determine the key performance indicators, targets, and initiations, to calculate the weight of each perspective and key performance indicator, to design a map strategy, to integrate BSC into SAKIP and to evaluate as well as to compare BSC measurement with SAKIP. This research is conducted at BNNK Serdang Bedagai office, with the involvement of external and internal parties. This is a descriptive research with study case approach. The data is collected through FGD. Using Paired Comparison analysis, the result shows the contribution of the stakeholders to management performance is as 38%, followed by finance and internal process as 20% each, and growth & development as 20%. Lag indicators scoring with excellent criteria are information dissemination, outpatient rehabilitation service, narcotics distribution network disclosure, budget utilization/ effectivity, office performance index, time, and processes; scoring with good criteria are operational budget efficiency, facilities and infrastructures, and employee satisfaction; scoring with average criteria are society empowerment, service satisfaction, motivation, innovation and work environment; and scoring with poor criteria is the opportunity for self-development. The overall achievement of BNNK Office is in good category. This research recommends the management to perform regular evaluation over the strategic goals and to implement them into programs and activities, and to conduct quantitative analysis for next research in analyzing the causal relationship at strategy map level.